Pool Table Moving Owner Income: $75k Salary Plus EBITDA

Track Completion Rate

Use revenue ÷ service ticket to forecast jobs instead of guessing. Watch the gap between booked and completed work each month, because that gap decides whether the business covers payroll, vehicle costs, and fixed overhead before owner income starts.

• Track booked jobs vs. completed jobs
• Measure cancellations and reschedules
• Cluster jobs to reduce dead time
• Hold quoted scope on every move

One canceled move can erase a day’s margin. Back-to-back completions usually raise owner take-home because more of each billed job reaches cash, instead of getting lost to idle time and wasted crew hours.

Fund Repairs Before You Fund Draws

Set a reserve target from job revenue, then refill it after each paid move. Treat reserves as required cash discipline, not leftover profit, or one claim can wipe out owner distributions. The key control is simple: if claims or repairs rise, raise reserve deposits before you raise owner pay.

Track these inputs each month:

• Claim rate by job type
• Average deductible and repair cost
• Truck downtime days
• Tool replacement spend

Track Overhead Against Booked Jobs

Measure fixed overhead, CAC, and completed jobs separately. If paid leads rise but booked jobs do not, marketing is leaking cash. The key test is simple: do booked jobs cover $5,750 of fixed costs before owner pay? Here’s the quick math: higher conversion and lower CAC matter more than just spending more.

Use channels that lower CAC first. Track lead source, booking rate, and average ticket by channel. Build a referral loop from past customers and keep local search current so more demand comes in without paid ads. A one-line target helps: lower CAC, then raise job count.

• Track booked jobs by source.
• Watch CAC by channel.
• Separate fixed and variable spend.
• Cut weak paid leads fast.

Measure Miles Per Dollar

Track billable jobs per truck day, loaded miles per job, fuel, maintenance, tolls, and parking by route. Those inputs show whether a move is profitable before you dispatch it. If a long-distance job takes a full day and blocks a second stop, price it as a premium route, not a standard move.

• Set a minimum trip charge.
• Charge mileage past local zones.
• Cluster nearby jobs on one route.
• Reject one-job deadhead routes.

What this estimate hides is simple: a route that looks busy can still shrink owner pay if travel time outruns billed labor. The best test is route-by-route EBITDA, because more completed work per truck day usually means stronger cash flow and a cleaner draw for the owner.

Price the Add-Ons That Match Real Cost

Track every quote by distance, stairs, refelting, and repair, then compare quoted price to actual crew hours and materials. That shows which add-ons raise margin and which ones only add volume. If a job needs extra slate handling or leveling time, the price should move up before the truck leaves.

Use separate charges for mileage, stairs, storage, and complex installs, and document them on every estimate. That keeps the average ticket tied to real work, protects gross margin, and makes owner distributions more predictable. If the crew keeps seeing the same extra task, it should become a standard line item, not a freebie.

Track Labor Per Job

Measure labor cost per completed job, billable hours per crew day, and callback rate. Use a checklist for disassembly, transport, leveling, and final play test, so each job follows the same steps and the hours are easier to forecast.

• Track hours by job type
• Separate callbacks from new work
• Compare payroll to completed jobs
• Use senior techs on slate handling

Paying for the right crew mix is cheaper than fixing a bad install. If training and checklists reduce rework, more payroll turns into gross profit and the owner can take more cash home without chasing volume just to cover labor.