How Much Real Estate Staging Owners Make: $90k Pay And Profit
A real estate staging business owner can model $90,000 per year in owner salary, but that pay is not guaranteed by profit In these researched assumptions, Year 1 revenue is about $2067k, or $172k per month, and operating cash before owner pay is about -$450k By Year 3, revenue reaches about $117M, contribution margin is 754%, and operating profit before owner pay is about $4762k Owner take-home depends on project volume, average fee, inventory cost, labor, storage, marketing, and reserves
Owner income$90kNet margin720%-785%Revenue for target pay$11.5k-$12.5kBusiness difficultyHard
Want to see the main income drivers?
1
Project Volume
$172K-$3.0M
More booked projects spread warehouse, truck, and owner pay across more jobs, so take-home can rise fast.
2
Staging Fee
$90-$170/hr
Higher rates lift revenue per project, and rate gains flow straight into profit when costs stay fixed.
3
Gross Margin
72%-78.5%
A stronger contribution margin keeps more cash after direct project costs, which is the core profit engine.
4
Inventory Use
14%-11%
Better item turns cut depreciation drag, so each furniture set earns more before fresh cash is needed.
5
Labor Efficiency
11%-8%
Lower contractor hours and fuel use protect margin on each install and keep more money for the owner.
6
Overhead Control
$6.15K/mo
Holding fixed overhead at this level makes break-even easier and leaves more cash in the business.
Want to test your owner pay?
Owner income calculator
Estimate owner take-home and the target-pay gap from revenue, margin, costs, reserves, and target pay.
!
Planning note: Research-based planning estimate only. It is not guaranteed salary, tax advice, or owner distribution advice.
Want to see the Real Estate Staging model?
Open the Real Estate Staging Financial Model Template for the dashboard, income outputs, assumptions, scenario testing, and owner pay. The charts also show monthly revenue from $172k to $3,019k, contribution margin from 720% to 785%, fixed overhead at $6,150, marketing at $15k to $85k, and a $90k owner salary as a planning bridge.
Owner-income model highlights
Owner pay at $90k
Revenue and margin charts
Scenario testing built in
How many homes do I need to stage to pay myself?
In Real Estate Staging, there isn’t one home count that pays you, because the mix changes the math. To fund $90k of owner pay in Year 1, the model needs about $328k per month in revenue, but modeled revenue is only $172k per month, so owner pay is underfunded early. Here’s the quick math: 72.0% contribution margin still leaves a big gap once fixed costs and pay are covered.
Math check
$328k monthly revenue target
$172k modeled monthly revenue
72.0% contribution margin
$90k owner pay goal
Why the count changes
Consultations carry lower revenue
Full-home staging lifts ticket size
Accessory rentals add smaller jobs
Vacant staging can change project value
Is a real estate staging business profitable?
Yes, a Real Estate Staging business can be profitable, but not right away: in the researched base case, Year 1 revenue is $2.067M while operating cash before owner pay is -$450k. By Year 3, revenue reaches $117M and operating profit before owner pay reaches $4.762M, so the key is funding early losses while tracking What Is The Most Effective Way To Measure Success For Your Real Estate Staging Business?.
Profit Drivers
Build repeat real estate agent work
Push higher vacant staging mix
Raise furniture inventory utilization
Control warehouse and delivery costs
Cash Watchouts
Year 1 cash gap: -$450k
Fixed costs hit before scale
Payroll must trail booked volume
Early losses may need funding
How does scaling a real estate staging business affect owner income?
In Real Estate Staging, scaling can raise owner income, but the margin usually dips first because hiring lands before volume fully catches up. The owner starts as the designer, salesperson, scheduler, and logistics fixer, then moves toward CEO work once the sales pipeline and inventory turns can support the team. By Year 3, non-owner payroll is $290k, with roles at $70k, $45k, $50k, $60k, and $40k; with $117M in revenue, the model only pays off if those hires lift capacity fast enough.
Year 3 payroll
$70k staging manager
$45k junior stager
$50k logistics coordinator
$60k sales role
Owner shift
Owner stops doing every task
Pipeline has to support payroll
Inventory turns need to improve
Income rises after volume catches up
Key Takeaways
More staged jobs pay off only with spare capacity.
Pricing must track home size, duration, and complexity.
Higher inventory use and labor efficiency lift margins.
Fixed overhead and marketing hurt thin-volume take-home.
Compare lean, base, and high-capacity owner income scenarios
Owner income scenarios
Owner income shifts with project mix, staffing, and inventory use in this staging model. More full-home and vacant-home work lifts scale, but it also needs more cash reserve and owner oversight.
Lean, base, and high-capacity cases show how staffing and project mix change owner income.
Scenario
Lean CaseLean
Base CaseBase
High Capacity CaseHigh Capacity
Launch model
The lean case assumes early ramp pressure and negative cash before owner pay.
The base case assumes Year 3-like scale and a steadier owner pay path.
The high-capacity case assumes Year 5-like scale and strong upside if the team keeps up.
Typical setup
The owner stays hands-on in sales and design, but Year 1-like volume is still consultation-heavy, with about $172k monthly revenue, 720% contribution margin, $615k fixed overhead, and negative operating cash before owner pay.
The owner still leads design and sales, while Year 3-like volume shifts toward full-home and vacant-home work, with about $972k monthly revenue and $4.762M annual operating profit before owner pay.
The owner shifts toward oversight, while Year 5-like demand drives about $3.019M monthly revenue and 785% contribution margin.
Cost drivers
Low project volume
fixed warehouse lease
inventory and truck costs
contractor labor
weak marketing efficiency
Higher project mix
stable pricing
added labor
marketing spend
support staff growth
Heavy full-home mix
more vacant-home staging
higher marketing spend
larger support team
working-capital strain
Owner income rangeBefore owner reserves
Negative before owner payLean case
$4.762M op profitBase case
$9.416M EBITDAHigh capacity
Best fit
Use this to stress-test launch months and reserve needs if bookings start slow.
Use this as the planning case if demand builds on schedule and staffing grows in step.
Use this to test upside if bookings stay full and the business can fund inventory, labor, and trucks.
!
Planning note: These scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.
Real Estate Staging Core Six Income Drivers
Staged properties per month
Monthly staged property volume
More staged properties per month lift revenue only when inventory, delivery, crew time, and owner time can keep up. The model starts at 50 acquired customers in Year 1 from $15k marketing at $300 CAC, or about 4.2 jobs a month; by Year 5, 386 customers at $220 CAC is about 32 jobs a month. After fixed overhead like $6,150/month, that volume is what funds owner pay.
The attach rates are the hidden multiplier: full-home staging rises from 40% to 70%, and vacant staging from 25% to 80%. So the same lead flow can create much more billable work, but only if the crew, trucks, and storage are ready. One overbooked week can push installs and destages into the next month and delay cash in.
Track capacity before pushing volume
Track booked jobs, installed jobs, destages, warehouse slots, and crew days every week. If booked work rises faster than truck runs or storage, slow marketing or raise prices before overtime and rush fees hit margin. That keeps extra volume tied to real profit, not just a busy calendar.
Lead count and close rate
Attach rate by service type
Crew days and truck runs
Warehouse slots and inventory turns
Build the forecast as lead count × close rate × attach rate, then test it against labor hours and storage space. If the math says 8 jobs but the crew can only handle 6, the missing 2 jobs become delays, rework, and weaker owner draw.
Gross margin per staging project
Project-Level Gross Margin
Gross margin per staging project is the cash left after job-specific costs, before fixed overhead and owner pay. In Year 1, modeled direct costs are 140% for inventory usage and depreciation plus 70% for contractor labor, with another 40% for fuel and maintenance and 30% for cleaning and repair. That totals 280% of revenue in the model, leaving 720% contribution margin.
By Year 5, total project-level cost falls to 215% and contribution rises to 785%. The owner’s take-home improves only if each job stays close to plan on labor, travel, damage, and re-cleaning. One messy install can erase the margin from several clean jobs, especially when inventory use runs high or crew time slips.
Measure Cost Per Job
Track every project by revenue, inventory used, contractor hours, miles driven, cleaning time, and repair write-offs. That shows whether a job is really profitable before overhead. If a staging project is eating more than the modeled 280% Year 1 cost base, it is not helping owner pay, even if the client likes the design.
Price by home size and scope.
Log labor and travel by job.
Flag damage and repair immediately.
Compare actuals to 215% target costs.
Use those numbers to tighten scheduling, cut dead miles, and reduce rework. Faster installs and cleaner turns protect margin, and better margin is what turns project revenue into cash for overhead and owner draw.
Inventory utilization
Inventory utilization
Home staging wins when the same furniture, décor, and art can be used on more projects without extra damage or storage drag. The inventory base is $225k, split between $150k of furniture and $75k of décor and art, so every low-turn item ties up cash and cuts owner pay. The key math is inventory usage and depreciation, which runs at 140% of revenue in Year 1 and improves to 110% by Year 5.
The risk is simple: slow-moving styles, cleaning, repairs, and warehouse space all keep costs high even when pieces sit idle. Here’s the quick math: if utilization rises, the same asset base supports more billed jobs, so gross margin improves and less cash gets trapped in stock. If turns stay weak, the business can look busy but still lose money on storage and wear.
Track turns, damage, and idle stock
Measure inventory turns by category: furniture, décor, and art. Also track damage rate, cleaning cost, storage cost, and days each item sits unused. One clean rule: if a piece does not cover its space and handling cost, it is hurting profit. The owner should tie each project to the inventory it used so pricing, replacement, and disposal decisions reflect real return on the $225k asset pool.
Watch which styles stay active across jobs and which ones bog down cash. Fast-moving pieces should be kept in the core mix, while slow movers should be discounted, retired, or avoided on new buys. If warehouse space is tight, underused furniture can drag take-home income even when sales look strong, because the asset is still costing money every month.
Labor and logistics efficiency
Labor and Routing Cost
For staging jobs, labor and logistics decide how much of each project turns into owner pay. In Year 1, the model shows 70% contractor labor, 40% fuel and maintenance, and 30% cleaning and repair, then easing to 50%, 30%, and 25% by Year 5. That gap matters because overtime, extra miles, and rushed turnarounds eat cash fast.
The inputs are simple: number of staged properties, install and destage hours, truck miles, and crew utilization. Here’s the quick math: if a project needs extra trips or late-night labor, margin drops before fixed overhead and owner draw. Bad scheduling can turn a good sale into a truck bottleneck and push cash out the door before the invoice is paid.
Track Route, Crew, and Turn Time
Watch hours per install, miles per job, overtime, and truck idle time by project. Efficient routing, install scheduling, destage timing, and warehouse prep protect margin; weak planning raises labor and fuel cost on every stop. If one crew runs hot while another waits, the business is paying twice for the same day.
Use a job sheet that locks delivery order, room loadout, and pickup timing before the truck leaves. Measure whether contractor labor stays near the Year 5 path of 50% of revenue, with fuel and maintenance near 30% and cleaning and repair near 25%. If onboarding or prep slips, owner income falls even when sales look strong.
Track labor hours by project.
Log miles and fuel per route.
Schedule destage before overtime.
Prep inventory before loading.
Review truck turns weekly.
Average staging project fee
Average Project Fee
Average staging project fee is the main pricing lever in real estate staging because income comes from billable hours × price per hour, not one national fee. Year 1 examples are $600 for a consultation, $4,800 for full-home staging, $720 for accessory rental, and $6,500 for vacant staging, so the mix of jobs matters as much as the sticker price.
By Year 5, modeled hourly rates rise to $170, $135, $100, and $145 by service. If a job is priced too low for home size, duration, delivery complexity, or inventory depth, the owner still pays for labor, truck time, and cleaning, but keeps less cash for overhead and draw.
Price by scope and time
Track every job by service type, quoted hours, and final hours. Here’s the quick math: if the same crew takes longer than planned, the fee must cover that extra time or the project hurts margin. Use separate price cards for consultation, accessory rental, full-home staging, and vacant staging so pricing stays tied to scope.
Watch the gap between quoted fee and actual work. If larger homes, longer installs, or complex deliveries are not charged more, revenue grows slower than costs and owner pay gets squeezed. The clean rule is simple: more time, more complexity, higher fee.
Fixed overhead and lead generation
Fixed overhead and lead flow
This driver is the gap between gross profit and what the owner can actually keep. Here, fixed overhead is $6,150 per month for warehouse lease, utilities, insurance, software, supplies, professional services, and website work. If lead generation does not fill the calendar, that cost lands on a thin project base and cuts owner pay fast.
Lead generation matters because marketing goes from $15k in Year 1 to $85k in Year 5, while CAC falls from $300 to $220. That means the business can buy more booked work as referrals build, but only if booked jobs, project size, and crew capacity rise with it. More spend only helps when it turns into staged homes.
Track CAC against booked jobs
Measure leads, close rate, CAC, booked projects, and gross profit after overhead every month. The key inputs are marketing spend, cost per acquired customer, average project fee, and how many active jobs the team can handle without delays. If CAC drops but close rate stays weak, the spend is just buying noise.
Spend by source and booking rate.
Projects sold versus crew capacity.
Gross profit after $6,150 overhead.
Use referrals to lower CAC, but cap spend if the pipeline is thin. A move from $300 to $220 CAC is only good if it produces enough margin to cover fixed overhead and still leave owner draw. If volume lags, overhead drag eats take-home before the marketing curve has time to pay back.
