How Much Senior Care Concierge Owners Make At $416K Revenue
A Senior Care Concierge owner can model $130k in planned founder salary, but Year 1 distributions are not supported under the researched staffing and cost assumptions At $4167k implied Year 1 revenue, 91% gross margin after direct service costs, 75% contribution after variable costs, $894k fixed overhead, and $365k complete listed payroll, the model shows about -$1419k EBITDA before tax and reserves By Year 2, implied revenue rises to about $109M, and complete listed payroll supports positive EBITDA of about $2456k before tax, reserves, and any incomplete roles
Owner income$130k salary, $0 drawNet margin-57%Revenue for target pay$606kBusiness difficultyHard
Which income drivers matter most?
1
Active Families
$550 CAC
More active families lift recurring revenue, but the $550 customer acquisition cost only works if intake and retention stay tight.
2
Retainer Price
$715
The $715 weighted Year 1 recurring plan price sets monthly revenue per family, and small price gains flow straight to take-home if service time holds.
3
Billable Hours
80 hrs
At 80 billable hours per active customer, utilization is a direct revenue lever, but overload raises error risk and owner workload.
4
Package Mix
91%
A heavier mix of higher-touch plans supports the modeled 91% gross margin and lifts revenue per client without a matching jump in admin work.
5
Staffing Efficiency
$365K
The complete listed Year 1 payroll is about $365K, so scheduling and role fit decide how much revenue turns into EBITDA.
6
Overhead Control
$7.45K/mo
Fixed overhead runs about $7,450 a month, so rent, software, and admin spend set the break-even floor and the cash cushion needed to grow.
Want to test your owner pay?
Owner income calculator
Estimate owner take-home and target-pay gap from revenue, margin, costs, reserves, and target pay.
!
Planning note: Research-based planning estimate only. Actual owner income depends on revenue, margins, payroll, taxes, reserves, and timing. Not guaranteed salary, tax advice, or owner distribution advice.
Want to see the full income model for Senior Care Concierge?
This dashboard shows revenue, margin, costs, reserves, and owner take-home assumptions; it also maps Year 1 to Year 3 growth, from $4,167k to $109M and $25M, in the Senior Care Concierge Financial Model Template—open it now.
Owner-income model highlights
Owner take-home first
Revenue and margin bridge
Scenarios and assumptions
How much revenue is needed to pay a senior care concierge owner?
To pay the owner $130k before tax, Senior Care Concierge needs about $6.059M in annual revenue before reserves under the full model. That uses a 75% Year 1 contribution margin, plus $894k in fixed overhead and $235k in listed non-owner payroll. If you strip out non-owner staff, the same math drops to about $2.925M, but taxes, reserves, debt service, and open roles push the real target higher.
Revenue target
$130k owner pay goal
75% contribution margin
$894k fixed overhead
$6.059M revenue before reserves
What raises it
$235k non-owner payroll
$2.925M without those roles
Taxes increase the need
Reserves and debt service too
How does scaling a senior care concierge business change owner income?
Senior Care Concierge can raise owner income, but only if revenue grows faster than payroll. A solo setup protects margin, yet it caps active families, response time, and billable capacity; adding four full-time senior navigator roles pushes Year 2 payroll to $505k, so the business has to scale hard just to keep the owner’s take-home steady. The main risks are quality control, family trust, response expectations, utilization, and staying within non-medical coordination boundaries.
Solo model
Protects margin early
Caps active family count
Limits response speed
Limits billable capacity
Staffed model
Raises capacity with four roles
Year 2 payroll hits $505k
Revenue must catch up fast
Watch trust and utilization
Can you make money with a senior care concierge business?
Yes, a Senior Care Concierge can make money, but this Year 1 case doesn’t fund full staffing and owner pay from operations yet; see What Is The Most Important Measure Of Success For Senior Care Concierge?. Here’s the quick math: $4.167M revenue × 75% contribution = $3.125M, but fixed overhead, payroll, and owner salary still leave about -$1.419M EBITDA.
Money Math
$4.167M implied Year 1 revenue
75% contribution margin
$3.125M before fixed costs
-$1.419M modeled EBITDA
Owner Pay Risk
$894k fixed overhead
$3.65M complete listed payroll
$130k modeled owner salary
Scale active families before staffing up
Key Takeaways
Active families drive recurring revenue and owner capacity.
Pricing mix sets monthly revenue and ceiling.
Billable hours, not busyness, create profit.
Payroll and overhead can erase cash fast.
Compare low, base, and higher-capacity owner income scenarios
Owner income scenarios
Income changes fast here because staffing, fixed overhead, and marketing rise before the client load stabilizes. The low, base, and high cases show how that pressure or scale changes owner take-home.
Compare downside, core, and upside owner-income cases from the model.
Scenario
Low CaseDownside case
Base CaseCore case
High CaseUpside case
Launch model
This is the lower-earnings path, with Year 1 still under setup pressure.
This is the modeled middle path, with Year 2 moving into positive earnings.
This is the stronger earnings path, with Year 3 showing much more operating leverage.
Typical setup
Year 1 runs with $550 CAC, 8.0 billable hours per active customer, a 50% basic mix, and a $130k founder salary inside a heavier cost stack.
Year 2 uses $520 CAC, 8.5 billable hours per active customer, a 45% basic and 45% comprehensive mix, and a larger payroll base.
Year 3 uses $490 CAC, 9.0 billable hours per active customer, a 50% comprehensive mix, and a payroll build to support scale.
Cost drivers
$550 CAC
8.0 billable hours
12.0% ad spend
6.0% referral cost
89.4k fixed overhead
$520 CAC
8.5 billable hours
11.0% ad spend
5.5% referral cost
662.5k payroll
$490 CAC
9.0 billable hours
10.0% ad spend
5.0% referral cost
1.060M payroll
Owner income rangeBefore owner reserves
-$196k EBITDALoss year
$415k EBITDAProfit turns positive
$1.758M EBITDAScale upside
Best fit
Use this to stress test cash discipline when volume is still thin.
Use this as the main planning case for hiring, pricing, and owner draws.
Use this to test what owner income can look like if demand and staffing scale cleanly.
!
Planning note: These scenario figures are planning assumptions from the model, not guaranteed earnings, salary promises, tax advice, or distributions.
Senior Care Concierge Core Six Income Drivers
Active family count
Active Family Count
Active families are the paying households on recurring care coordination. At the Year 1 weighted price of $715 per month, each active family is worth $8,580 per year before add-ons. So $4.167M ÷ $8,580 ≈ 486 active-family years; if response expectations rise, the max caseload per navigator falls, and owner income can stall even when demand is strong.
Keep Caseload Measured
Track active families, churn, onboarding speed, billable hours, and unpaid family follow-up. That shows whether growth is adding real recurring cash or just adding service load.
Watch families per coordinator.
Flag churn in the first 90 days.
Count unpaid follow-up time.
Limit new starts when response slips.
Set a ceiling on active families per person, then raise it only if onboarding stays fast and family updates stay inside paid time. If unpaid follow-up grows, margin drops even when revenue looks healthy.
Billable utilization
Billable utilization
In a senior care concierge, billable utilization is the share of coordinator time that turns into paid family work. The Year 1 benchmark is 80 billable hours per month per active customer, rising to 100 in Year 5, a 25% increase. If time shifts to unpaid admin, travel, sales, family updates, or vendor follow-up, the same headcount produces less revenue and weaker owner take-home pay.
What matters is paid hours per family, not busyness. More calls and more follow-up only help if they are billable or bundled into a paid plan. If response standards tighten, utilization can fall fast, so the owner should watch write-offs and unpaid time alongside active family count and response time.
Track paid hours first
Measure billable hours per active family each month, then split the rest into admin, travel, sales, and follow-up. That shows where margin leaks. Here’s the quick math: if paid hours rise but unpaid work rises faster, the business looks busy and still earns less per coordinator hour.
Use the utilization report to cap coordinator load before service quality slips. Track capacity, response time, and write-offs together, because a coordinator who is fully booked but under-billing will still drag down cash flow and reduce the money left for owner pay.
Log billable hours by family.
Tag unpaid time by reason.
Review write-offs weekly.
Set response-time limits.
Overhead control and reserves
Overhead and cash reserves
$7,450 in monthly fixed costs is the first drag on owner pay: $3,500 rent, $800 liability insurance, $600 software, $1,000 legal and compliance, and $700 accounting. That is $89,400 a year before any owner draw. In a senior care concierge model, this overhead only works if recurring collections land on time; otherwise, profit can look fine on paper while cash stays tight.
Year 1 marketing adds another cash burden: $50k spent at $550 CAC suggests about 91 new families if spend maps cleanly to acquisition. But reserves still matter more than distributions, because refunds, slow collections, hiring gaps, and compliance costs can hit before revenue is fully collected. One missed month can wipe out weeks of owner income.
Track reserve cover, not just profit
Measure the cash buffer against fixed burn first. Here’s the quick math: $7,450 monthly overhead means a 3-month reserve is $22,350, and a 6-month reserve is $44,700. Keep those funds before paying distributions, so the business can absorb delayed checks, refund requests, and compliance spend without forcing the owner to cover payroll or rent from personal cash.
Track cash on hand weekly
Separate reserves from operating cash
Watch collections aging by client
Review marketing CAC monthly
Delay draws until reserve targets hit
Also watch which cost grows with volume and which does not. Fixed overhead stays high even when active-family count dips, so the owner should test rent, software, and legal spend against real caseload capacity. If churn rises or onboarding slows, reserve coverage becomes the difference between stable pay and a cash squeeze.
Service package mix
Service Package Mix
Service package mix lifts average revenue per family without turning the business into clinical care. With the Year 1 recurring mix at 50% Basic, 40% Comprehensive, and 10% Intensive, the weighted recurring price is $715 per month, or $8,580 per active-family year before add-ons. The risk is scope creep: richer packages create more coordination and family updates, which can eat owner time if they are not priced right.
Year 1 add-ons can raise take-home income further. At $1,200 for Initial Assessment & Plan with 20% allocation and $750 for A La Carte Project with 15% allocation, the blended add-on value is $352.50 per active family if those allocations are the share of clients buying each service. That brings annual value to about $8,932.50 per family before extra work, but only if non-medical scope stays tight.
Protect the package ladder
Track active families, package mix, add-on attach rate, and hours per family. If Comprehensive or Intensive takes more time than it earns, owner pay drops because unpaid follow-up replaces billable work. Keep care plan coordination, provider scheduling, discharge support, move transition help, and family updates inside clear non-medical boundaries.
Test price and scope together. Use intake notes, service templates, and time logs to see which package creates the best margin. The key check is simple: if a family needs more coordination than the package covers, either raise the price, narrow the promise, or move the work into a paid add-on.
Recurring retainer pricing
Retainer Price Mix
Recurring retainer pricing sets how steady the cash feels each month. In year 1, the plan stack is $450 Basic Coordination, $850 Comprehensive Management, and $1,500 Intensive Care, which blends to a $715 weighted monthly price. That is $8,580 per active-family year before add-ons, so a small shift toward higher-tier plans lifts owner pay fast.
The risk is simple: if the mix drifts toward Basic, revenue per family falls even when client count holds. By year 5, prices rise to $510, $970, and $1,700, but the ceiling still depends on local demand, service depth, and what families will pay. One national price claim would be misleading here. Price follows workload.
Price by care depth, not guesswork
Track tier mix, realized monthly revenue per family, and discounts. If the weighted price slips below $715, the business needs more families just to hold the same cash flow. Also watch scope creep, because unpaid family updates and extra coordination can turn a good retainer into low-margin work.
Use these inputs to manage pricing:
Basic, Comprehensive, and Intensive share
Monthly retainer collected per active family
Churn after price changes
Unbilled time from extra follow-up
Staffing efficiency
Staffing Efficiency
Staffing helps owner income only when each hire brings in enough paid family work to cover labor. Year 1 listed payroll is $365k, including $130k founder salary, $95k lead navigator, and two $70k navigators, so payroll already takes a big bite out of margin.
Year 2 payroll rises to $505k with four senior navigators. If active families, utilization, and pricing do not rise with it, the extra headcount turns into lower profit and weaker cash flow. One clean test: more staff should raise owner pay, not just response speed.
Hire Only When Work Pays for It
Track active families per navigator, billable hours, and unbilled coordinator time. Those are the inputs that show whether staffing is earning its keep or eating the owner’s draw.
Use a simple gate before hiring: added recurring revenue and utilization must cover the next payroll step. Watch quality control, handoff errors, and response time, because bad process can add labor without adding billable value.
