{"product_id":"assistive-technology-assessment-owner-makes","title":"How Much AT Assessment Owners Make: $26K To $247M Before Pay","description":"\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\n\u003cp\u003eAn assistive technology assessment owner can’t treat revenue as take-home pay Using the researched assumptions, the business produces about $26k in operating cash before owner salary in Year 1, after listed direct costs and $1392k of fixed overhead The model includes a $145k CEO and Clinical Director salary, so Year 1 does not support that full pay from listed operations alone By Year 2, revenue reaches about $5285k and can support the $145k salary before unprovided payroll, taxes, debt, and reserves\u003c\/p\u003e\n\n\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003csection class=\"fml-owner-metric-cards\" aria-label=\"Assistive technology assessment service\"\u003e\u003cdiv class=\"metric-grid\"\u003e\n\u003carticle class=\"metric-card is-yellow\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Annual EBITDA proxy after report work, travel, tools, test fees, commissions, rent, insurance, software, marketing, utilities, and education; excludes taxes, debt, benefits, and distributions.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-owner-income.svg\" alt=\"Owner income icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eOwner income\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Annual EBITDA proxy after report work, travel, tools, test fees, commissions, rent, insurance, software, marketing, utilities, and education; excludes taxes, debt, benefits, and distributions.\"\u003e-$193k to $1.83M\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"EBITDA margin equals EBITDA divided by revenue for Years 1-5; it is a model estimate, not after tax.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-net-margin.svg\" alt=\"Net margin icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eNet margin\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"EBITDA margin equals EBITDA divided by revenue for Years 1-5; it is a model estimate, not after tax.\"\u003e-96% to 60%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Closest modeled annual threshold for owner pay: Year 3 revenue is $1.136M, when EBITDA turns positive; no separate pay target was given.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-revenue-target.svg\" alt=\"Revenue for target pay icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eRevenue for target pay\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Closest modeled annual threshold for owner pay: Year 3 revenue is $1.136M, when EBITDA turns positive; no separate pay target was given.\"\u003e$1.14M\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1-2 losses, breakeven in Month 25, payback in 38 months, and 4.74% IRR make this hard.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-business-difficulty.svg\" alt=\"Business difficulty icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eBusiness difficulty\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Year 1-2 losses, breakeven in Month 25, payback in 38 months, and 4.74% IRR make this hard.\"\u003eHard\u003c\/strong\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat owner income do your assumptions support?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-owner-calculator\" aria-label=\"Owner Income Calculator\" data-locale=\"en-US\" data-currency=\"USD\" data-default-scenario=\"base\" data-export-filename=\"Owner Income Calculator.xlsx\" data-source-site-name=\"Financial Models Lab\" data-source-site-url=\"https:\/\/financialmodelslab.com\" data-source-page-title=\"Owner Income Calculator\" data-note-title=\"Planning note:\" data-note-text=\"This is a researched planning estimate, not guaranteed salary, tax advice, or owner distribution advice. Actual take-home changes with revenue mix, payroll, taxes, debt, and reinvestment.\"\u003e\u003cdiv class=\"fml-owner-card\"\u003e\n\u003cheader class=\"fml-owner-header\"\u003e\u003cdiv class=\"fml-owner-heading\"\u003e\n\u003cp class=\"fml-owner-eyebrow\"\u003eOwner income calculator\u003c\/p\u003e\n\u003cp class=\"fml-owner-intro\"\u003eEstimate owner take-home and the target-pay gap from revenue, margin, costs, reserves, and target pay.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-scenarios\" aria-label=\"Income scenario presets\"\u003e\n\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"low\"\u003eLow\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario is-active\" type=\"button\" data-scenario=\"base\"\u003eBase\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"high\"\u003eHigh\u003c\/button\u003e\n\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-owner-layout\"\u003e\n\u003cform class=\"fml-owner-inputs\"\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMonthly revenue\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly sales collected before expenses. Use the average operating month, not a peak month.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly sales collected before expenses. Use the average operating month, not a peak month.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"monthlyRevenue\" data-owner-kind=\"money\" data-owner-label=\"Monthly revenue\" data-owner-note=\"Monthly sales collected before expenses. Use the average operating month, not a peak month.\" data-low=\"55000\" data-base=\"95000\" data-high=\"160000\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"95,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eGross margin\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of revenue left after direct service costs and subcontracted delivery costs.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of revenue left after direct service costs and subcontracted delivery costs.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"grossMargin\" data-owner-kind=\"percent\" data-owner-label=\"Gross margin\" data-owner-note=\"Percent of revenue left after direct service costs and subcontracted delivery costs.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"1\" data-low=\"78\" data-base=\"82\" data-high=\"85\" value=\"82\"\u003e\u003coutput\u003e82%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eLabor cost\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly payroll, contractors, benefits, and staffing coverage before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly payroll, contractors, benefits, and staffing coverage before owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly payroll, contractors, benefits, and staffing coverage before owner pay.\" data-low=\"26000\" data-base=\"38750\" data-high=\"52000\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"38,750\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Rent, insurance, software, admin, and recurring overhead.\"\u003ei\u003cspan role=\"tooltip\"\u003eRent, insurance, software, admin, and recurring overhead.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Rent, insurance, software, admin, and recurring overhead.\" data-low=\"8500\" data-base=\"8600\" data-high=\"9000\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"8,600\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMarketing\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly marketing and referral spend needed to keep demand flowing.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly marketing and referral spend needed to keep demand flowing.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly marketing and referral spend needed to keep demand flowing.\" data-low=\"2500\" data-base=\"3000\" data-high=\"4500\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"3,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly loan or financing payments. Set to 0 if there is no debt.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly loan or financing payments. Set to 0 if there is no debt.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"debtService\" data-owner-kind=\"money\" data-owner-label=\"Debt service\" data-owner-note=\"Monthly loan or financing payments. Set to 0 if there is no debt.\" data-low=\"0\" data-base=\"0\" data-high=\"0\" name=\"debtService\" type=\"text\" inputmode=\"numeric\" value=\"\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eTax reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of profit reserved for taxes before owner take-home.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit reserved for taxes before owner take-home.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"taxReserve\" data-owner-kind=\"percent\" data-owner-label=\"Tax reserve\" data-owner-note=\"Percent of profit reserved for taxes before owner take-home.\" name=\"taxReserve\" type=\"range\" min=\"0\" max=\"45\" step=\"1\" data-low=\"18\" data-base=\"20\" data-high=\"22\" value=\"20\"\u003e\u003coutput\u003e20%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eReinvestment reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of profit kept for growth, working capital, and risk buffer.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit kept for growth, working capital, and risk buffer.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"reinvestmentReserve\" data-owner-kind=\"percent\" data-owner-label=\"Reinvestment reserve\" data-owner-note=\"Percent of profit kept for growth, working capital, and risk buffer.\" name=\"reinvestmentReserve\" type=\"range\" min=\"0\" max=\"35\" step=\"1\" data-low=\"8\" data-base=\"10\" data-high=\"12\" value=\"10\"\u003e\u003coutput\u003e10%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eTarget owner pay\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Target monthly owner income used to calculate the target-pay gap.\"\u003ei\u003cspan role=\"tooltip\"\u003eTarget monthly owner income used to calculate the target-pay gap.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"targetOwnerPay\" data-owner-kind=\"money\" data-owner-label=\"Target owner pay\" data-owner-note=\"Target monthly owner income used to calculate the target-pay gap.\" data-low=\"9000\" data-base=\"12000\" data-high=\"16000\" name=\"targetOwnerPay\" type=\"text\" inputmode=\"numeric\" value=\"12,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/form\u003e\n\u003caside class=\"fml-owner-results\" aria-live=\"polite\"\u003e\u003cspan class=\"fml-owner-tag\"\u003eOwner income output\u003c\/span\u003e\u003cdiv class=\"fml-owner-metrics\"\u003e\n\u003cdiv class=\"fml-owner-metric is-primary\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eOwner Income\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly take-home after tax and reinvestment reserves.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly take-home after tax and reinvestment reserves.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"monthlyOwnerIncome\"\u003e$19,285\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eNet Margin\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Owner income divided by monthly revenue.\"\u003ei\u003cspan role=\"tooltip\"\u003eOwner income divided by monthly revenue.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"netProfitMargin\"\u003e20%\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eRevenue for Target Pay\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly revenue needed to support the target owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly revenue needed to support the target owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"revenueNeeded\"\u003e$82,308\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric is-target-gap is-positive\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eTarget Pay Gap\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Owner income minus target owner pay. Negative means the target pay is not covered.\"\u003ei\u003cspan role=\"tooltip\"\u003eOwner income minus target owner pay. Negative means the target pay is not covered.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"targetPayGap\"\u003e$7,285\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdl class=\"fml-owner-result-list\"\u003e\n\u003cdiv\u003e\n\u003cdt\u003eAnnual owner income\u003c\/dt\u003e\n\u003cdd data-owner-output=\"annualOwnerIncome\"\u003e$231,420\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eProfit before reserves\u003c\/dt\u003e\n\u003cdd data-owner-output=\"profitBeforeReserves\"\u003e$27,550\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eTax + reinvestment reserve\u003c\/dt\u003e\n\u003cdd data-owner-output=\"reserveAmount\"\u003e$8,265\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eTarget pay gap\u003c\/dt\u003e\n\u003cdd data-owner-output=\"cashAfterTargetPay\"\u003e$7,285\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003c\/dl\u003e\n\u003cdiv class=\"fml-owner-bridge\"\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"revenue\"\u003e\n\u003cspan\u003eRevenue\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 100%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$95,000\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"grossProfit\"\u003e\n\u003cspan\u003eGross profit\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 82%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$77,900\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"operatingCosts\"\u003e\n\u003cspan\u003eOperating costs\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 53%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$50,350\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"reserveAmount\"\u003e\n\u003cspan\u003eReserves\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 9%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$8,265\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"ownerIncome\"\u003e\n\u003cspan\u003eOwner income\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 20%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$19,285\u003c\/b\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbutton class=\"fml-owner-export\" type=\"button\" data-owner-export\u003eEXPORT XLSX\u003c\/button\u003e\u003c\/aside\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-note\"\u003e\n\u003cspan class=\"fml-owner-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e This is a researched planning estimate, not guaranteed salary, tax advice, or owner distribution advice. Actual take-home changes with revenue mix, payroll, taxes, debt, and reinvestment.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003cdiv class=\"container_new_design_blog\"\u003e\n\n\u003cdiv class=\"text-section_blog text-2_new_design_blog\"\u003e\n\n\u003cdiv class=\"line_top_blog\"\u003e\u003cbr\u003e\u003c\/div\u003e\n\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow do you check owner income in the financial model?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eShows revenue, gross margin, operating profit, salary coverage, and cash runway; open the \u003ca href=\"\/products\/assistive-technology-assessment-financial-model\"\u003eAssistive Technology Assessment Service Financial Model Template\u003c\/a\u003e.\u003c\/p\u003e\n\n\u003ch4\u003eOwner-income model highlights\u003c\/h4\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eOwner take-home\u003c\/strong\u003e stays visible.\u003c\/li\u003e\n\u003cli\u003eTest providers, pricing, capacity, overhead.\u003c\/li\u003e\n\u003cli\u003eY1 $2015k; Y3 $114M; Y5 $304M.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003c\/div\u003e\n\n\u003cdiv class=\"image-section_blog image-2_new_design_blog\"\u003e\n\n\u003cdiv class=\"preview-card\" data-preview-src=\"\/cdn\/shop\/files\/assistive-technology-assessment-financial-model-dashboard-financialmodelslab_5fadbc5b-4de1-4d5a-9244-2918993fefac.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/assistive-technology-assessment-financial-model-dashboard-financialmodelslab_5fadbc5b-4de1-4d5a-9244-2918993fefac.webp?width=500\" alt=\"Assistive Technology Assessment Service Financial Model dashboard summarizing key KPIs, runway and cash position with a dynamic dashboard for performance tracking, investor-ready charts and cash-flow clarity\"\u003e\n\u003cdiv class=\"preview-overlay\"\u003e\n\u003cbutton class=\"preview-btn\" type=\"button\" style=\"align-items: center; vertical-align: middle; display: inline-flex; justify-content: center; gap: 6px; line-height: 1;\"\u003e\nPREVIEW \u003csvg fill=\"#fff\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" aria-hidden=\"true\" focusable=\"false\" role=\"presentation\" viewbox=\"0 0 448 512\" width=\"14\"\u003e\u003cpath d=\"M416 176V86.63L246.6 256L416 425.4V336c0-8.844 7.156-16 16-16s16 7.156 16 16v128c0 8.844-7.156 16-16 16h-128c-8.844 0-16-7.156-16-16s7.156-16 16-16h89.38L224 278.6L54.63 448H144C152.8 448 160 455.2 160 464S152.8 480 144 480h-128C7.156 480 0 472.8 0 464v-128C0 327.2 7.156 320 16 320S32 327.2 32 336v89.38L201.4 256L32 86.63V176C32 184.8 24.84 192 16 192S0 184.8 0 176v-128C0 39.16 7.156 32 16 32h128C152.8 32 160 39.16 160 48S152.8 64 144 64H54.63L224 233.4L393.4 64H304C295.2 64 288 56.84 288 48S295.2 32 304 32h128C440.8 32 448 39.16 448 48v128C448 184.8 440.8 192 432 192S416 184.8 416 176z\"\u003e\u003c\/path\u003e\u003c\/svg\u003e\n\u003c\/button\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow do you scale an assistive technology assessment service?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003e\u003cstrong\u003eScale\u003c\/strong\u003e comes from more qualified assessors, better referral channels, and steadier contracts with schools, agencies, vocational rehabilitation programs, healthcare sources, and private-pay clients. In the model, providers grow from \u003cstrong\u003e6\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e32\u003c\/strong\u003e in Year 5, and revenue rises from \u003cstrong\u003e$2,015k\u003c\/strong\u003e to \u003cstrong\u003e$304M\u003c\/strong\u003e as capacity improves. The catch is that staffed delivery can cut per-assessment margin once subcontractor or employee pay is added, so the owner shifts from assessor to clinical director, scheduler, contract manager, and quality reviewer.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eScale drivers\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e6\u003c\/strong\u003e providers in Year 1\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e32\u003c\/strong\u003e providers in Year 5\u003c\/li\u003e\n\u003cli\u003eUse school and agency referrals\u003c\/li\u003e\n\u003cli\u003eKeep private-pay demand steady\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eMargin tradeoff\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eStaff pay lowers per-assessment margin\u003c\/li\u003e\n\u003cli\u003eSubcontractors add direct cost\u003c\/li\u003e\n\u003cli\u003eOwner becomes quality reviewer\u003c\/li\u003e\n\u003cli\u003eOwner also manages scheduling\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow many assistive technology assessments pay the owner?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eTo cover the \u003cstrong\u003e$145k\u003c\/strong\u003e CEO and Clinical Director salary, \u003cstrong\u003e$1.392m\u003c\/strong\u003e in fixed overhead, and \u003cstrong\u003e180%\u003c\/strong\u003e Year 1 direct costs, the \u003cstrong\u003eAssistive Technology Assessment Service\u003c\/strong\u003e needs about \u003cstrong\u003e$3.466m\u003c\/strong\u003e in Year 1 revenue before reserves and unlisted payroll. At a blended collected fee of about \u003cstrong\u003e$407\u003c\/strong\u003e per completed assessment, that works out to roughly \u003cstrong\u003e852\u003c\/strong\u003e paid assessments a year, or about \u003cstrong\u003e71\u003c\/strong\u003e a month. Collection delays and admin help push the needed volume higher.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eYear 1 revenue math\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$3.466m\u003c\/strong\u003e revenue target\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$407\u003c\/strong\u003e per assessment\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e852\u003c\/strong\u003e paid assessments yearly\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e71\u003c\/strong\u003e paid assessments monthly\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eWhat raises the target\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eCollection delays\u003c\/strong\u003e slow cash\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eAdmin help\u003c\/strong\u003e adds overhead\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eUnlisted payroll\u003c\/strong\u003e is not included\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eReserves\u003c\/strong\u003e sit above this floor\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat costs reduce assistive technology assessment profit margin?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eThe biggest margin hits in an \u003cstrong\u003eAssistive Technology Assessment Service\u003c\/strong\u003e come from direct service costs first, then fixed overhead. The fastest leaks are \u003cstrong\u003e45%\u003c\/strong\u003e on assessment tools and consumables in Year 1, \u003cstrong\u003e25%\u003c\/strong\u003e on external lab and test fees, \u003cstrong\u003e60%\u003c\/strong\u003e on travel and in-home visits, and \u003cstrong\u003e50%\u003c\/strong\u003e on referral commissions; see \u003ca href=\"\/blogs\/profitability\/assistive-technology-assessment\"\u003eHow Increase Profitability Of Assistive Technology Assessment Service?\u003c\/a\u003e for the margin-side fix. After that, rent at \u003cstrong\u003e$45k\u003c\/strong\u003e per month, insurance at \u003cstrong\u003e$12k\u003c\/strong\u003e, marketing at \u003cstrong\u003e$30k\u003c\/strong\u003e, continuing education at \u003cstrong\u003e$15k\u003c\/strong\u003e, software at \u003cstrong\u003e$800\u003c\/strong\u003e, and utilities at \u003cstrong\u003e$600\u003c\/strong\u003e cut operating profit before owner take-home, reserves, and any unlisted staff costs.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eDirect cost drains\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e45%\u003c\/strong\u003e on tools and consumables\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e25%\u003c\/strong\u003e on lab and test fees\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e60%\u003c\/strong\u003e on travel and home visits\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e50%\u003c\/strong\u003e on referral commissions\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eFixed overhead pressure\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eRent: \u003cstrong\u003e$45k\u003c\/strong\u003e per month\u003c\/li\u003e\n\u003cli\u003eInsurance: \u003cstrong\u003e$12k\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eMarketing: \u003cstrong\u003e$30k\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eContinuing education: \u003cstrong\u003e$15k\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\n\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat drives owner income most?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-main-income-drivers\" aria-label=\"Accessible label for the Main Income Drivers card grid.\"\u003e\u003carticle class=\"driver-option is-cards\"\u003e\u003cdiv class=\"main-driver-grid\"\u003e\n\u003carticle class=\"main-driver-card is-primary\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e1\u003c\/span\u003e\u003ch4\u003ePaid Assessments\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e55-94\/mo\u003c\/strong\u003e\u003cp\u003eMore paid assessments per month is the fastest way to spread fixed overhead and lift owner take-home.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e2\u003c\/span\u003e\u003ch4\u003eAssessment Fee\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$300-$640\u003c\/strong\u003e\u003cp\u003eA higher collected fee per assessment raises owner take-home without adding the same amount of labor.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e3\u003c\/span\u003e\u003ch4\u003ePayer Mix\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e4%-5%\u003c\/strong\u003e\u003cp\u003eBetter payer and referral mix trims commission drag, so more billed dollars become owner take-home.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e4\u003c\/span\u003e\u003ch4\u003eBillable Time\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e50%-88%\u003c\/strong\u003e\u003cp\u003eLess report and admin time turns the same staff hours into more billable work and higher owner take-home.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e5\u003c\/span\u003e\u003ch4\u003eStaffing Mix\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e3.5-8 FTE\u003c\/strong\u003e\u003cp\u003eA leaner staffing mix protects margin as revenue scales, which keeps owner take-home from getting squeezed.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e6\u003c\/span\u003e\u003ch4\u003eOverhead\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$116K\/mo\u003c\/strong\u003e\u003cp\u003eHolding fixed overhead near $116K a month and keeping reserves tight decides how much cash is left for owner take-home.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eAssistive Technology Assessment Service Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eCompleted Paid Assessments\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row1\"\u003e\n\u003ch3\u003eCompleted Paid Assessments\u003c\/h3\u003e\n\u003cp\u003eThis driver matters most because revenue starts with \u003cstrong\u003ecompleted and collected assessments\u003c\/strong\u003e, not inquiries. The model’s Year 1 volume comes from \u003cstrong\u003e2 Senior AT Specialists\u003c\/strong\u003e, \u003cstrong\u003e1 Mobility Consultant\u003c\/strong\u003e, \u003cstrong\u003e1 Cognitive Aid Expert\u003c\/strong\u003e, \u003cstrong\u003e1 Vision Support Specialist\u003c\/strong\u003e, and \u003cstrong\u003e1 Home Modification Analyst\u003c\/strong\u003e, operating at \u003cstrong\u003e500% to 650% capacity\u003c\/strong\u003e. If a case is not finished, billed, and collected, it does not reach owner income.\u003c\/p\u003e\n\u003cp\u003eHere’s the quick math: more completed cases raise monthly revenue, but only if referral flow stays steady and reports move out on time. The main leak points are \u003cstrong\u003ereferral gaps\u003c\/strong\u003e, \u003cstrong\u003eno-shows\u003c\/strong\u003e, \u003cstrong\u003etravel time\u003c\/strong\u003e, and \u003cstrong\u003edelayed reports\u003c\/strong\u003e. By Year 5, capacity improves to \u003cstrong\u003e850% to 880%\u003c\/strong\u003e, so the owner’s take-home depends on turning that added workload into paid, closed cases instead of unpaid activity.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row1\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Completion, Not Just Leads\u003c\/h3\u003e\n\u003cp\u003eMeasure \u003cstrong\u003escheduled assessments\u003c\/strong\u003e, \u003cstrong\u003ecompleted assessments\u003c\/strong\u003e, \u003cstrong\u003ebilled assessments\u003c\/strong\u003e, and \u003cstrong\u003ecollected assessments\u003c\/strong\u003e every month. That tells you where revenue is leaking. Also track no-show rate, average travel time, and days from visit to report delivery, because those three items directly cut capacity and delay cash.\u003c\/p\u003e\n\u003cp\u003eUse a simple rule: if completion or collection slips, owner income slips with it. Tighten intake, confirm appointments, route visits by geography, and push report templates so work closes faster. The goal is not more activity; it is more \u003cstrong\u003efinished, billed work\u003c\/strong\u003e that turns into cash.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack completed-to-scheduled rate.\u003c\/li\u003e\n\u003cli\u003eTrack billed-to-collected rate.\u003c\/li\u003e\n\u003cli\u003eCut no-shows with confirmation calls.\u003c\/li\u003e\n\u003cli\u003eReduce travel with smarter routing.\u003c\/li\u003e\n\u003cli\u003eSpeed reports with standard templates.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step1\"\u003e1\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eAverage Collected Fee\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row2\"\u003e\n    \u003ch3\u003eAverage Collected Fee\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003eAverage collected fee\u003c\/strong\u003e is the cash you actually keep per completed assessment after discounts, denials, and unpaid work. In Year 1, fees run from \u003cstrong\u003e$300\u003c\/strong\u003e for cognitive aid or vision support work to \u003cstrong\u003e$550\u003c\/strong\u003e for home modification analysis; by Year 5, the range is \u003cstrong\u003e$360\u003c\/strong\u003e to \u003cstrong\u003e$640\u003c\/strong\u003e. A move from \u003cstrong\u003e$300\u003c\/strong\u003e to \u003cstrong\u003e$550\u003c\/strong\u003e is an \u003cstrong\u003e83%\u003c\/strong\u003e lift in collected revenue per case before overhead.\u003c\/p\u003e\n    \u003cp\u003ePrice drives owner pay. Every \u003cstrong\u003e$50\u003c\/strong\u003e increase per completed case adds \u003cstrong\u003e$50\u003c\/strong\u003e to gross revenue, so fee setting should match complexity, report depth, travel, payer rules, and specialist skill. If the quoted price looks strong but collections are weak, cash flow and profit still sag.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row2\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003ePrice to what you collect\u003c\/h3\u003e\n      \u003cp\u003eTrack \u003cstrong\u003erealized fee\u003c\/strong\u003e as total cash collected divided by completed assessments. Use it by case type, payer, and specialist, then compare it with travel time, report time, and unpaid follow-up. If denials or discounts rise, owner draw drops even when the schedule looks full.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eMeasure cash per completed case.\u003c\/li\u003e\n        \u003cli\u003eSplit by complexity and payer.\u003c\/li\u003e\n        \u003cli\u003eWatch denials and write-offs.\u003c\/li\u003e\n        \u003cli\u003eRaise fees on harder cases.\u003c\/li\u003e\n      \u003c\/ul\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step2\"\u003e2\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003ePayer And Referral Mix\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row3\"\u003e\n    \u003ch3\u003ePayer and Referral Mix\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003ePayer and referral mix\u003c\/strong\u003e is the split between \u003cstrong\u003eschool\u003c\/strong\u003e, \u003cstrong\u003eagency\u003c\/strong\u003e, \u003cstrong\u003evocational rehabilitation\u003c\/strong\u003e, \u003cstrong\u003ehealthcare\u003c\/strong\u003e, and \u003cstrong\u003eprivate-pay\u003c\/strong\u003e referrals. It changes volume quality, paperwork, and cash timing. In Year 1, referral commissions are modeled at \u003cstrong\u003e50%\u003c\/strong\u003e of revenue, so a \u003cstrong\u003e$1,000\u003c\/strong\u003e case keeps only \u003cstrong\u003e$500\u003c\/strong\u003e before labor and overhead.\u003c\/p\u003e\n    \u003cp\u003eBy Year 5, the commission load falls to \u003cstrong\u003e40%\u003c\/strong\u003e, which helps margin, but high-volume contracts can still pay slowly or at lower realized fees. Private-pay usually collects faster, but it needs clearer scope and local trust. One clean rule: \u003cstrong\u003emix drives cash, not just bookings.\u003c\/strong\u003e\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row3\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack source, fee, and days to cash\u003c\/h3\u003e\n      \u003cp\u003eMeasure assessments by source, collected fee, commission rate, and \u003cstrong\u003edays to collect\u003c\/strong\u003e. Also track paperwork hours by channel, since school and healthcare referrals often add more reporting than private-pay. The real test is contribution after referral share, not booked appointments. If one source fills the calendar but cuts realized fee, it may not improve owner pay.\u003c\/p\u003e\n      \u003cp\u003eUse source-level pricing and scope rules. For each channel, test whether the fee covers documentation time, travel, and the referral commission. If private-pay volume is weak, build local trust and make the report package easy to understand. If contract work dominates, negotiate payment timing so cash does not lag behind payroll and fixed overhead.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step3\"\u003e3\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eDocumentation And Nonbillable Time\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row4\"\u003e\n    \u003ch3\u003eDocumentation and Nonbillable Time\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003eReport writing\u003c\/strong\u003e, scheduling, travel, coordination, and follow-up are unpaid hours that still use staff time. In this service, fewer nonbillable hours mean more \u003cstrong\u003ecompleted paid assessments\u003c\/strong\u003e, faster cash collection, and better owner take-home. The model’s service-line capacity rises from \u003cstrong\u003e500% to 650%\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e850% to 880%\u003c\/strong\u003e in Year 5, so documentation speed is a direct profit lever.\u003c\/p\u003e\n    \u003cp\u003eWhat this hides is quality risk: cutting clinical detail can create rework. The better move is to shorten \u003cstrong\u003ereport scope\u003c\/strong\u003e, standardize intake forms, use templates, and tighten follow-up rules. Track hours per assessment, travel time, and time from visit to final report, because those inputs drive capacity, revenue timing, and the owner’s ability to pay themselves.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row4\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eCut Unpaid Hours\u003c\/h3\u003e\n      \u003cp\u003eMeasure \u003cstrong\u003enonbillable hours per assessment\u003c\/strong\u003e and break them into report writing, travel, scheduling, and admin. Here’s the quick math: if those hours fall, each practitioner can finish more assessments without adding headcount, so revenue grows faster than fixed pay. Keep the clinical standard intact, but make the workflow lean.\u003c\/p\u003e\n      \u003cp\u003eUse shorter templates, pre-filled intake forms, route planning, and clear follow-up rules. Also track the lag from visit to submitted report; that lag ties up capacity and delays billing. If documentation stays slow, you may still be busy while owner cash flow stays weak.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step4\"\u003e4\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eLabor Model And Staffing\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row5\"\u003e\n\u003ch3\u003eStaffing Load\u003c\/h3\u003e\n\u003cp\u003eOwner income changes fast when the owner is still delivering assessments versus supervising \u003cstrong\u003econtractors\u003c\/strong\u003e, hiring \u003cstrong\u003eemployees\u003c\/strong\u003e, or paying \u003cstrong\u003eadmin help\u003c\/strong\u003e. The model scales providers from \u003cstrong\u003e6 in Year 1\u003c\/strong\u003e to \u003cstrong\u003e32 in Year 5\u003c\/strong\u003e, so revenue can rise, but profit per assessment can fall if labor costs grow faster than collected fees.\u003c\/p\u003e\n\u003cp\u003eThe only disclosed salary is \u003cstrong\u003e$145k\u003c\/strong\u003e for the CEO and Clinical Director, so owner pay depends on whether that role is paid inside the business or taken as draw. One clean rule: more staff can buy capacity, but it does not guarantee more take-home cash.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row5\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Labor Per Assessment\u003c\/h3\u003e\n\u003cp\u003eMeasure \u003cstrong\u003ecompleted paid assessments per provid\ner\u003c\/strong\u003e, \u003cstrong\u003elabor cost per assessment\u003c\/strong\u003e, and \u003cstrong\u003eadmin hours per case\u003c\/strong\u003e. That tells you if each added person is lifting revenue enough to cover pay, support, and downtime. If a new hire adds volume but also adds coordination and payroll, owner income can stall even while top-line revenue rises.\u003c\/p\u003e\n\u003cp\u003eUse a simple test: each provider should cover their own pay plus a share of admin support. Here’s the quick math to watch: \u003cstrong\u003erevenue per assessment minus direct labor and admin cost\u003c\/strong\u003e. If that spread shrinks as headcount grows from \u003cstrong\u003e6 to 32\u003c\/strong\u003e, the business is scaling revenue faster than profit.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step5\"\u003e5\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack provider utilization weekly.\u003c\/li\u003e\n\u003cli\u003eSeparate owner delivery from management time.\u003c\/li\u003e\n\u003cli\u003ePrice in admin and subcontractor support.\u003c\/li\u003e\n\u003cli\u003eForecast cash for payroll timing.\u003c\/li\u003e\n\u003c\/ul\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eOverhead And Reserves\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row6\"\u003e\n    \u003ch3\u003eFixed Overhead Hurdle\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003eFixed overhead\u003c\/strong\u003e is the monthly floor the service has to clear before the owner can safely take money out. Here, the stated fixed cost base is \u003cstrong\u003e$116k per month\u003c\/strong\u003e, including \u003cstrong\u003e$45k rent\u003c\/strong\u003e, \u003cstrong\u003e$12k liability insurance\u003c\/strong\u003e, \u003cstrong\u003e$800 software\u003c\/strong\u003e, \u003cstrong\u003e$30k marketing\u003c\/strong\u003e, \u003cstrong\u003e$600 utilities\u003c\/strong\u003e, and \u003cstrong\u003e$15k continuing education\u003c\/strong\u003e.\u003c\/p\u003e\n    \u003cp\u003eThat means owner income depends on cash coming in faster than this load, plus enough room for \u003cstrong\u003ereserves\u003c\/strong\u003e tied to delayed collections, device demos, credentialing, replacement tools, and slow referral months. One clean rule: if overhead is not covered first, distributions are not income, they’re stress.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row6\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eReserve Before Draw\u003c\/h3\u003e\n      \u003cp\u003eTrack a monthly reserve target as planned cash, not leftover profit. Watch \u003cstrong\u003ecollection lag\u003c\/strong\u003e, referral volume, and the size of nonbillable items that hit cash but don’t show up as revenue. If collections slow or demo costs rise, the owner’s draw should wait until the reserve is funded.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eCompare cash in to \u003cstrong\u003e$116k\u003c\/strong\u003e overhead.\u003c\/li\u003e\n        \u003cli\u003eSeparate reserve money from operating cash.\u003c\/li\u003e\n        \u003cli\u003eTest how delays affect monthly draw.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eTight overhead control matters most when work is steady but cash is late. If the team keeps marketing, rent, insurance, and continuing education in line, more of each collected dollar can become owner pay instead of getting absorbed by fixed costs.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step6\"\u003e6\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCompare low, base, and high owner-income scenarios\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-scenario-table\" aria-label=\"Assistive Technology Assessment Service Owner Income Scenarios\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Assistive Technology Assessment Service Owner Income Scenarios\" data-note-label=\"Planning note\" data-note-text=\"These scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions. Taxes, debt, benefits, reserves, and unlisted payroll can lower take-home.\"\u003e\u003cdiv class=\"fml-scenario-table-card\"\u003e\n\u003cheader class=\"fml-scenario-table-header\"\u003e\u003cdiv\u003e\n\u003cp class=\"fml-scenario-table-eyebrow\"\u003eOwner income scenarios\u003c\/p\u003e\n\u003cp class=\"fml-scenario-table-description\"\u003eOwner income shifts fast here because revenue depends on provider count, visit volume, pricing, and capacity use. Early years run red, then earnings rise as fixed overhead gets covered.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-actions\"\u003e\u003cbutton class=\"fml-scenario-table-export\" type=\"button\" data-scenario-export\u003eEXPORT XLSX\u003c\/button\u003e\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-scenario-table-wrap\"\u003e\u003ctable class=\"fml-scenario-table-grid\"\u003e\n\u003ccaption\u003eLow, base, and high cases show how provider growth changes take-home potential.\u003c\/caption\u003e\n\u003cthead\u003e\u003ctr\u003e\n\u003cth class=\"fml-scenario-table-stub\" scope=\"col\" data-export-value=\"Scenario\"\u003eScenario\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"Low Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eLow Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eLow case\u003c\/span\u003e\n\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"Base Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eBase Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eBase case\u003c\/span\u003e\n\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"High Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eHigh Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eHigh case\u003c\/span\u003e\n\u003c\/th\u003e\n\u003c\/tr\u003e\u003c\/thead\u003e\n\u003ctbody\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Launch model\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-launch\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-launch-model.svg\" alt=\"Launch model icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eLaunch model\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"The low case mirrors Year 1, when the team is small and EBITDA is still negative.\"\u003eThe low case mirrors Year 1, when the team is small and EBITDA is still negative.\u003c\/td\u003e\n\u003ctd data-export-value=\"The base case matches Year 3, when the model is moving past the ramp and turns profitable.\"\u003eThe base case matches Year 3, when the model is moving past the ramp and turns profitable.\u003c\/td\u003e\n\u003ctd data-export-value=\"The high case mirrors Year 5, when the schedule is full and earnings are strongest.\"\u003eThe high case mirrors Year 5, when the schedule is full and earnings are strongest.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Typical setup\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-setup\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-typical-setup.svg\" alt=\"Typical setup icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eTypical setup\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"About 6 providers, Year 1 revenue of $202k, and -$193k EBITDA leave no room for a $145k owner salary on top of operating losses.\"\u003eAbout 6 providers, Year 1 revenue of $202k, and -$193k EBITDA leave no room for a $145k owner salary on top of operating losses.\u003c\/td\u003e\n\u003ctd data-export-value=\"About 18 providers, Year 3 revenue of $1.136M, and $384k EBITDA support owner pay after core overhead.\"\u003eAbout 18 providers, Year 3 revenue of $1.136M, and $384k EBITDA support owner pay after core overhead.\u003c\/td\u003e\n\u003ctd data-export-value=\"About 32 providers, Year 5 revenue of $3.036M, and $1.831M EBITDA create the best owner take-home.\"\u003eAbout 32 providers, Year 5 revenue of $3.036M, and $1.831M EBITDA create the best owner take-home.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Cost drivers\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-drivers\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-cost-drivers.svg\" alt=\"Cost drivers icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eCost drivers\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"6 providers; $202k revenue; negative EBITDA; fixed payroll and rent; travel and referral commissions\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e6 providers\u003c\/li\u003e\n\u003cli\u003e$202k revenue\u003c\/li\u003e\n\u003cli\u003enegative EBITDA\u003c\/li\u003e\n\u003cli\u003efixed payroll and rent\u003c\/li\u003e\n\u003cli\u003etravel and referral commissions\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"18 providers; $1.136M revenue; $384k EBITDA; higher staffing; referral and travel costs\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e18 providers\u003c\/li\u003e\n\u003cli\u003e$1.136M revenue\u003c\/li\u003e\n\u003cli\u003e$384k EBITDA\u003c\/li\u003e\n\u003cli\u003ehigher staffing\u003c\/li\u003e\n\u003cli\u003ereferral and travel costs\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"32 providers; $3.036M revenue; $1.831M EBITDA; strong utilization; larger intake and liaison staffing\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e32 providers\u003c\/li\u003e\n\u003cli\u003e$3.036M revenue\u003c\/li\u003e\n\u003cli\u003e$1.831M EBITDA\u003c\/li\u003e\n\u003cli\u003estrong utilization\u003c\/li\u003e\n\u003cli\u003elarger intake and liaison staffing\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Owner income range\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-range\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-planning-range.svg\" alt=\"Owner income range icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eOwner income range\u003c\/span\u003e\u003cspan class=\"fml-scenario-row-subtitle\"\u003eBefore owner reserves\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"-$193k\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e-$193k\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eLaunch loss\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$384k\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$384k\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eBase profit\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$1.8M\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$1.8M\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eScale peak\u003c\/span\u003e\n\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Best fit\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-fit\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-best-fit.svg\" alt=\"Best fit icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eBest fit\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Use this to stress-test the launch year if referral flow or utilization runs below plan.\"\u003eUse this to stress-test the launch year if referral flow or utilization runs below plan.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this as the main operating case for planning, hiring, and cash flow decisions.\"\u003eUse this as the main operating case for planning, hiring, and cash flow decisions.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this to test upside if capacity stays full and the team keeps adding volume cleanly.\"\u003eUse this to test upside if capacity stays full and the team keeps adding volume cleanly.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/tbody\u003e\n\u003c\/table\u003e\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-note\"\u003e\n\u003cspan class=\"fml-scenario-table-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e These scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions. Taxes, debt, benefits, reserves, and unlisted payroll can lower take-home.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49303564779763,"sku":"assistive-technology-assessment-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/assistive-technology-assessment-owner-makes.webp?v=1782675683","url":"https:\/\/financialmodelslab.com\/products\/assistive-technology-assessment-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}