How Much Does A Powder Coating Business Owner Make At $115M Revenue?
You’re trying to turn shop volume into real owner pay, not just sales This estimate covers a US powder coating service with $115M first-year revenue, 875% gross margin, $357k payroll, and $162k fixed overhead Owner income depends on job mix, oven use, labor coverage, debt, taxes, reserves, and how much cash stays in the shop
Owner income$1.10MNet margin87.5%Revenue for target pay$1.15MBusiness difficultyMedium
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Owner income calculator
Estimate owner take-home and target-pay gap from revenue, margin, costs, reserves, and target pay.
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Planning note: Research-based planning estimate only. It is not guaranteed salary, tax advice, or owner distribution advice.
Want the six drivers behind powder coating owner income?
1
Job Mix
$92
A better mix of rims, frames, and furniture lifts the blended ticket, so each order can add more owner income.
2
Throughput
12.5K
More units spread the shop's fixed costs, and 12.5K first-year units set the base for profit.
3
Utilization
1.0x
Idle booth time burns labor and lease dollars, so booked work only pays when the line stays full.
4
Cost Control
87.5%
Powder, prep, energy, and packaging sit in unit cost, so small waste cuts move gross margin fast.
5
Labor Productivity
$357K
If the team ships more units per payroll dollar, take-home rises without adding as many heads.
6
Fixed Burden
$162K
Lease, insurance, software, marketing, utilities, and equipment leasing stay fixed, so this burden weighs on profit.
Want to check owner income in the Powder Coating Service model?
Yes—Powder Coating Service can be profitable when volume covers fixed costs and direct costs stay low versus selling price. Here’s the quick math in the model: first-year revenue is $115M, direct costs are $1442k, and gross margin is 875%, so the spread can support labor, overhead, and oven time; for setup details see How Much Does It Cost To Open, Start, Launch Your Powder Coating Service Business? Quality still matters, though, because rework, masking, blasting, pretreatment, powder waste, and weak pricing can eat that margin fast.
Why It Can Work
Low direct costs help margin.
Volume covers fixed overhead first.
Oven use can be spread across jobs.
Pricing discipline protects profit per unit.
What Can Hurt It
Rework cuts margin quickly.
Masking and blasting add labor time.
Pretreatment and powder waste raise cost.
Quality shortcuts hurt repeat work.
How much revenue does a powder coating business need to pay the owner?
A Powder Coating Service needs about $593k in annual revenue just to cover $519k of first-year payroll plus fixed overhead at an 87.5% gross margin. If you want the owner to take home $150k above operating costs, revenue needs to rise to about $765k a year, or roughly $49k a month. At $500k owner pay, the target is about $1.17M in sales. Sales alone do not create owner pay if labor, equipment, reserves, or rework climb.
Break-even math
$519k fixed cost base
87.5% gross margin
$593k annual break-even revenue
$49k monthly revenue pace
Owner pay targets
$150k owner pay needs $765k
$500k owner pay needs $1.17M
Higher labor cuts cash fast
Rework and reserves raise the bar
How much can a powder coating business owner make?
A Powder Coating Service owner can make about $48k–$68k in first-year operating profit before owner taxes and reserves; see What Is The Current Customer Satisfaction Level For Powder Coating Service? because repeat work affects that profit. If the owner also fills the $90k general manager role, owner’s discretionary earnings can reach about $57k–$68k.
Higher throughput spreads fixed costs across units.
Utilization must cover $135k monthly overhead first.
Labor and rework can erase weak pricing gains.
Compare lean, base, and high-utilization owner-income outcomes
Owner income scenarios
Income depends on mix, volume, and labor density. EBITDA (earnings before interest, taxes, depreciation, and amortization) rises from $1.0M in Year 1 to $2.3M in Year 5 as volume grows.
Low, base, and high cases show how volume changes owner income.
Scenario
Low CaseLow Case
Base CaseBase Case
High CaseHigh Case
Launch model
Lower earnings path built on Year 1 volume and the model's launch run-rate.
Modeled earnings path based on Year 3 volume and a steadier shop load.
Stronger earnings path based on Year 5 volume and fuller utilization.
Typical setup
Year 1 output is 12,500 units, revenue is about $1.15M, and gross margin is roughly 88.6% before wages and fixed shop costs.
Year 3 output is 23,630 units, revenue is about $1.82M, and EBITDA reaches $1.6M as the labor base scales.
Year 5 output is 34,880 units, revenue is about $2.60M, and EBITDA reaches $2.3M with more volume spread across the same shop.
Cost drivers
Utilization
scrap control
labor efficiency
fixed overhead
quote mix
Volume growth
labor ramp
pricing mix
maintenance load
overhead absorption
Full utilization
premium mix
staffing scale
uptime
quality yield
Owner income rangeBefore owner reserves
$1.0MLow Case
$1.6MBase Case
$2.3MHigh Case
Best fit
Use this to stress-test slower bookings, idle capacity, or higher rework.
Use this for budget work, hiring timing, and normal cash planning.
Use this to test a fuller shop, stronger quotes, and top-end owner income.
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Planning note: These scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.
Powder Coating Service Core Six Income Drivers
Job Mix And Pricing
Job Mix Pricing
Job mix drives owner income because a $450 wheel rim set, a $600 patio furniture set, and a $15 industrial bracket use the same booth very differently. With a $92 blended ticket across 12,500 units, first-year revenue is about $1.15M, so mix matters as much as volume.
The inputs are job count, ticket by product, batch size, setup time, masking, color-change frequency, and quoting time. Recurring industrial work can fill capacity, but low-ticket parts only work when they are batched well; if not, labor gets eaten and take-home profit drops fast.
Protect Batch Margin
Track average ticket, units per batch, setup minutes, and the share of $15 parts versus higher-ticket work. Here’s the quick test: if a job needs the same prep and color change as a bigger order, it needs a minimum batch charge or a higher unit price.
Price masking and color changes separately, and keep small parts in planned runs. Minimum batch charges protect setup time and quoting labor, while steady industrial orders help smooth cash flow and make owner pay more predictable.
Overhead And Equipment Burden
Overhead And Equipment Burden
$135k per month in fixed overhead must be covered before owner distributions. The listed items are $7k lease, $2k insurance, $500 software, $15k marketing, $800 utilities, $500 professional services, and $12k forklift lease. That set adds to $37.8k, so the rest of the burden sits in other shop costs. If cash collection slips, owner pay slips next.
Equipment burden is the extra cash drain from maintenance, booth filters, compressor systems, oven upkeep, permits, debt service, and reserves. These are not optional. They have to be forecast before cash leaves the business, because a busy shop can still run short if repairs, filter changes, or loan payments hit at the wrong time.
Build reserves before draw
Watch overhead as a monthly cash stack: lease, insurance, marketing, utilities, forklift lease, and every equipment reserve. A simple rule is to forecast these costs first, then test whether expected gross profit can still cover them and owner pay. If overhead stays at $135k, the business must clear that before any draw.
Track maintenance by asset.
Set a monthly reserve line.
Separate debt service from profit.
Budget permits and filter changes.
What this estimate hides is downtime. A failed compressor, dirty booth filters, or oven outage cuts throughput and raises rework, so the reserve should cover both repair bills and lost production. Put that reserve in the forecast before profit distributions.
Shop Utilization And Repeat Demand
Shop Utilization And Repeat Demand
Utilization is the share of booth, oven, and labor time that turns into paid, good parts. With fixed overhead at $135k per month, idle time hits owner pay fast because those costs show up whether the shop is full or not. Repeat industrial bracket work rising from 10,000 to 30,000 units can cover payroll and overhead, but only if the parts are profitable.
The key inputs are booked units, repeat order rate, batch size, rework rate, and contribution per unit. Here’s the quick math: more repeat demand spreads fixed costs, but booked capacity only helps if pricing holds and redo work stays low. If a full schedule is low-margin, owner income still shrinks.
Track Repeat Work That Pays
Track utilized hours, good units shipped, and repeat customer volume each week, not just quotes sent. Aim to separate commercial runs that fill gaps from one-off jobs that slow changeovers. If rework climbs, utilization looks fine on paper but cash flow weakens because the shop spends time twice.
Booked units vs. shipped units
Repeat order share by customer
Rework rate on each batch
Margin per batch after labor
Idle oven hours each week
Use batch minimums and clear rerun rules so the fixed base is covered before owner draw. The shop should know its break-even order count at the current margin, then test whether repeat demand is adding profit or just keeping the oven busy.
Production Throughput
Production Throughput
Throughput is the number of finished units that leave the line each month, and it depends on units, batch size, setup time, cycle time, and rework. More wheels, frames, brackets, furniture, and bike frames through the same booth and oven lift revenue and spread fixed costs, so owner pay only rises when the line stays moving.
In the model, volume grows from 12,500 units in year one to 34,880 in the mature year, while revenue rises from $115M to $260M. The real limit is not just equipment size; pretreatment speed, part handling, cure time, cooling, inspection, and packing decide how much cash the shop can actually turn.
Measure the bottleneck, not the booth
Track finished units per hour by stage, plus scrap and redo rate. If pretreatment or packing slows, finished output drops and labor cost per unit rises. Test rack size and batch mix by part type so you cut changeovers and keep the oven full without stacking unfinished jobs.
One slow step can choke the whole line. If output rises but quality slips, cash gets tied up in rework and the owner’s draw falls even when booked sales look strong.
Direct Cost Control
Direct Cost Control
Direct costs here are powder, pretreatment chemicals, prep labor, curing energy, packaging, consumables, maintenance parts, PPE, waste disposal, and quality supplies. The model says first-year direct costs are $1,442k; that must be checked against $115M revenue, because the math does not line up cleanly. What matters for owner income is simple: every point saved here flows straight into gross profit and cash for payroll, debt, and owner draw.
The biggest leak is rework. Powder waste, color changes, masking supplies, blasting media, pretreatment chemicals, scrap, and redo work can turn a good sales month into thin cash. If quality slips, the hit is bigger than the scrap bill because bad jobs can also cost repeat customers. One clean rule: measure cost per unit before and after every batch.
Track Waste and Rework
Start with a batch log that ties units processed, powder used, chemical use, labor hours, energy, scrap, and redo rate to each job. That lets you see which parts, colors, or prep steps are burning margin. In a shop like this, the real benchmark is not just revenue per unit; it is direct cost per finished unit and how often a part has to be touched twice.
Track powder loss by color change.
Separate scrap from redo work.
Price masking and blast-heavy jobs higher.
Set a defect cap by job type.
Review rework weekly, not monthly.
If quality control is weak, the shop may save a little on inspection and lose more in repeat jobs, refunds, and idle time. So the best move is to tighten prep and first-pass quality, then use that data to adjust pricing on complex jobs with heavy masking or frequent color swaps.
Labor Productivity And Owner Role
Owner Labor Load
The model includes $357k of first-year payroll: $90k general manager, $65k lead technician, 2 Ă— $45k prep workers, $52k quality inspector, and $60k sales representative. If the owner fills the general manager role, ODE (owner-distribution equivalent, the value of owner labor) rises by $90k, but that is unpaid labor, not extra cash profit.
Here’s the key point: owner income depends on whether your time is doing high-value work or filling staffing gaps. If you spend hours on quoting, prepping, spraying, packing, delivery, and admin, you may be running the shop but not getting paid like a manager. True business profit is what remains after paying labor at market rates and covering operating costs.
Measure Labor by Task
Track labor hours by job, by role, and by task. Split time into quoting, prep, spray, cure, inspection, packing, delivery, and admin, then compare actual labor cost to the $357k payroll plan. If one role keeps running over budget, that is a margin problem, not just a staffing issue.
Set a shadow salary for the owner’s GM work at $90k and watch weekly utilization. If the owner is still doing hands-on production, cap those hours and shift repeat work to paid staff. That protects cash flow and makes owner pay easier to forecast instead of hiding unpaid labor inside the shop.
