{"product_id":"curling-rink-owner-makes","title":"How Much Does a Curling Rink Owner Make? $746K-$208M Revenue","description":"\u003cbr\u003e\u003cdiv class=\"container_new_design\"\u003e\n\u003cdiv class=\"text-section text-1_new_design\"\u003e\n\u003cdiv class=\"line_top\"\u003e\u003c\/div\u003e\n\u003cp\u003eYou’re trying to see whether rink cash flow can support real owner pay, not a fixed salary This five-year model shows \u003cstrong\u003e$746,500 in Year 1 revenue\u003c\/strong\u003e rising to \u003cstrong\u003e$2,079,900 in Year 5 revenue\u003c\/strong\u003e, with EBITDA moving from \u003cstrong\u003e-$82,000\u003c\/strong\u003e to \u003cstrong\u003e$815,000\u003c\/strong\u003e It excludes income taxes, financing terms, real estate appreciation, and nonprofit club structures except as planning caveats\u003c\/p\u003e\n\n\n\u003c\/div\u003e\n\u003cdiv class=\"image-section image-1_new_design\" id=\"main_article_image\"\u003e\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003csection class=\"fml-owner-metric-cards\" aria-label=\"Curling rink KPI cards\"\u003e\u003cdiv class=\"metric-grid\"\u003e\n\u003carticle class=\"metric-card is-green\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"EBITDA before debt, taxes, reserves, and distributions. Year 1 can stay at $0 if cash is protected; later years rise with revenue growth.\"\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=\"EBITDA before debt, taxes, reserves, and distributions. Year 1 can stay at $0 if cash is protected; later years rise with revenue growth.\"\u003e$0 Y1; $815k Y5\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. Based on model years 1 to 5, it moves from negative in launch year to 39% by year 5.\"\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. Based on model years 1 to 5, it moves from negative in launch year to 39% by year 5.\"\u003e-11% to 39%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Closest modeled support point is Year 2 revenue of $1.04M, when EBITDA turns positive. It is planning data, not a guaranteed pay level.\"\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 support point is Year 2 revenue of $1.04M, when EBITDA turns positive. It is planning data, not a guaranteed pay level.\"\u003e$1.04M\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Large ice capex, Year 1 losses, and Month 13 low cash make this hard. Payback reaches Month 14, and results are planning assumptions.\"\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=\"Large ice capex, Year 1 losses, and Month 13 low cash make this hard. Payback reaches Month 14, and results are planning assumptions.\"\u003eHard\u003c\/strong\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant to test your curling rink owner pay?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-owner-calculator\" aria-label=\"Curling Rink Owner Income Calculator\" data-locale=\"en-US\" data-currency=\"USD\" data-default-scenario=\"base\" data-export-filename=\"Curling Rink Owner Income Calculator.xlsx\" data-source-site-name=\"Financial Models Lab\" data-source-site-url=\"https:\/\/financialmodelslab.com\" data-source-page-title=\"Curling Rink Owner Income Calculator\" data-note-title=\"Planning note:\" data-note-text=\"Research-based planning estimate only. It is not guaranteed salary, tax advice, or owner distribution advice.\"\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 target-pay gap from revenue, margin, labor, overhead, 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=\"Average monthly sales from ice sheets, leagues, classes, bonspiels, corporate events, sponsorships, locker rentals, food and beverage, and pro shop sales.\"\u003ei\u003cspan role=\"tooltip\"\u003eAverage monthly sales from ice sheets, leagues, classes, bonspiels, corporate events, sponsorships, locker rentals, food and beverage, and pro shop sales.\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=\"Average monthly sales from ice sheets, leagues, classes, bonspiels, corporate events, sponsorships, locker rentals, food and beverage, and pro shop sales.\" data-low=\"62208\" data-base=\"114867\" data-high=\"173325\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"114,867\"\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 COGS. For this rink, direct COGS sit mainly in food, beverage, and pro shop sales.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of revenue left after direct COGS. For this rink, direct COGS sit mainly in food, beverage, and pro shop sales.\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 COGS. For this rink, direct COGS sit mainly in food, beverage, and pro shop sales.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"0.1\" data-low=\"98.3\" data-base=\"98.5\" data-high=\"98.6\" value=\"98.5\"\u003e\u003coutput\u003e98.5%\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 for managers, ice techs, instructors, bar staff, and front desk coverage before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly payroll for managers, ice techs, instructors, bar staff, and front desk coverage before owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly payroll for managers, ice techs, instructors, bar staff, and front desk coverage before owner pay.\" data-low=\"26667\" data-base=\"39375\" data-high=\"44167\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"39,375\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly lease, property tax, utilities, insurance, maintenance, admin, professional services, and software.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly lease, property tax, utilities, insurance, maintenance, admin, professional services, and software.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Monthly lease, property tax, utilities, insurance, maintenance, admin, professional services, and software.\" data-low=\"30500\" data-base=\"30500\" data-high=\"30500\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"30,500\"\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 spend for promotions, event supplies, and demand generation.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly spend for promotions, event supplies, and demand generation.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly spend for promotions, event supplies, and demand generation.\" data-low=\"3422\" data-base=\"5628\" data-high=\"7453\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"5,628\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly required debt payments. Use 0 if there is no debt.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly required debt payments. Use 0 if there is no debt.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"debtService\" data-owner-kind=\"money\" data-owner-label=\"Debt service\" data-owner-note=\"Monthly required debt payments. Use 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 set aside for taxes before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit set aside for taxes before owner pay.\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 set aside for taxes before owner pay.\" name=\"taxReserve\" type=\"range\" min=\"0\" max=\"45\" step=\"1\" data-low=\"15\" data-base=\"20\" data-high=\"25\" 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 held for repairs, working capital, and ice system upkeep.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit held for repairs, working capital, and ice system upkeep.\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 held for repairs, working capital, and ice system upkeep.\" name=\"reinvestmentReserve\" type=\"range\" min=\"0\" max=\"35\" step=\"1\" data-low=\"5\" 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=\"Monthly owner pay goal used to measure the target-pay gap.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly owner pay goal used to measure 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=\"Monthly owner pay goal used to measure the target-pay gap.\" data-low=\"6000\" data-base=\"12000\" data-high=\"20000\" 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$26,349\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\"\u003e23%\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$94,057\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$14,349\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$316,188\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$37,641\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$11,292\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$14,349\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$115K\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: 98%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$113K\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: 66%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$75,503\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: 10%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$11,292\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: 23%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$26,349\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 Research-based planning estimate only. It is not guaranteed salary, tax advice, or owner distribution advice.\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;\"\u003eWant to see owner income in the Curling Rink financial model?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eDashboard shows revenue forecast, EBITDA, cash, break-even, and owner take-home; open the \u003ca href=\"\/products\/curling-rink-financial-model\"\u003eCurling Rink 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 income\u003c\/strong\u003e is modeled\u003c\/li\u003e\n\u003cli\u003eRevenue grows $746.5k to $2.08M\u003c\/li\u003e\n\u003cli\u003eEBITDA moves -$82k to $815k\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\/curling-rink-financial-model-dashboard-financialmodelslab_11a64f42-248f-4891-9c60-e5d08ee53201.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/curling-rink-financial-model-dashboard-financialmodelslab_11a64f42-248f-4891-9c60-e5d08ee53201.webp?width=500\" alt=\"Curling Rink Financial Model dashboard summarizing key KPIs, runway\/cash position and performance with a dynamic dashboard for investor-ready reporting and to expose cash-flow blind spots.\"\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;\"\u003eIs a curling rink profitable?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eYes, a \u003cstrong\u003eCurling Rink\u003c\/strong\u003e can be profitable when sheet utilization, leagues, events, and food and beverage sales cover heavy fixed costs; see \u003ca href=\"\/blogs\/kpi-metrics\/curling-rink\"\u003eWhat Is The Most Important Indicator For Curling Rink Success?\u003c\/a\u003e for the core operating metric. In the researched case, EBITDA, meaning earnings before interest, taxes, depreciation, and amortization, moves from \u003cstrong\u003e-$82,000\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e$101,000\u003c\/strong\u003e in Year 2 and \u003cstrong\u003e$815,000\u003c\/strong\u003e in Year 5.\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\u003eProfit Drivers\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eGrow revenue from \u003cstrong\u003e$746,500\u003c\/strong\u003e to \u003cstrong\u003e$2,079,900\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eRaise ice sheet hours from \u003cstrong\u003e2,500\u003c\/strong\u003e to \u003cstrong\u003e6,500\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eIncrease memberships from \u003cstrong\u003e350\u003c\/strong\u003e to \u003cstrong\u003e750\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eUse leagues, events, and ancillary sales\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\u003eCash Watchouts\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eExpect early EBITDA loss of \u003cstrong\u003e-$82,000\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eDelay owner distributions until cash stabilizes\u003c\/li\u003e\n\u003cli\u003eControl capex before peak utilization arrives\u003c\/li\u003e\n\u003cli\u003eFill weekday ice, not just weekends\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat are the biggest curling rink operating costs?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eFor a \u003cstrong\u003eCurling Rink\u003c\/strong\u003e, the biggest operating costs are \u003cstrong\u003epayroll\u003c\/strong\u003e, \u003cstrong\u003elease\u003c\/strong\u003e, \u003cstrong\u003eutilities\u003c\/strong\u003e, and \u003cstrong\u003eice maintenance\u003c\/strong\u003e; if you’re also sizing startup cash, see \u003ca href=\"\/blogs\/startup-costs\/curling-rink\"\u003eHow Much Does It Cost To Open A Curling Rink?\u003c\/a\u003e. Fixed expenses alone run \u003cstrong\u003e$30,500 per month\u003c\/strong\u003e, or \u003cstrong\u003e$366,000 per year\u003c\/strong\u003e, and that includes the \u003cstrong\u003e$15,000 lease\u003c\/strong\u003e, \u003cstrong\u003e$8,000 utilities\u003c\/strong\u003e, \u003cstrong\u003e$2,500 property taxes\u003c\/strong\u003e, \u003cstrong\u003e$1,800 maintenance\u003c\/strong\u003e, and \u003cstrong\u003e$1,200 insurance\u003c\/strong\u003e. \u003cstrong\u003eYear 1 payroll is $320,000\u003c\/strong\u003e and climbs to \u003cstrong\u003e$530,000 by Year 5\u003c\/strong\u003e, so margin only improves when utilization grows faster than fixed costs, and you still need cash reserves because refrigeration and ice equipment failures can hit fast.\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\u003eMain cost drivers\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003ePayroll:\u003c\/strong\u003e $320,000 in Year 1\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eLease:\u003c\/strong\u003e $15,000 per month\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eUtilities:\u003c\/strong\u003e $8,000 per month\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eIce maintenance:\u003c\/strong\u003e $1,800 per month\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\u003eCash pressure points\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eFixed costs:\u003c\/strong\u003e $30,500 monthly\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eAnnual fixed load:\u003c\/strong\u003e $366,000\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003ePayroll rises:\u003c\/strong\u003e to $530,000 by Year 5\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eReserves matter:\u003c\/strong\u003e equipment failures can be sudden\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow does owner-operated curling rink income compare with manager-run income?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eFor a \u003cstrong\u003eCurling Rink\u003c\/strong\u003e, owner-run income can look higher because the owner can replace part of a \u003cstrong\u003e$90,000\u003c\/strong\u003e general manager role, but that is still earned labor, not passive profit. Manager-run economics are cleaner, because payroll already covers the general manager, head ice technician, instructors, lounge staff, front desk, and assistant ice technician. Year 1 payroll is \u003cstrong\u003e$320,000\u003c\/strong\u003e, rising to \u003cstrong\u003e$530,000\u003c\/strong\u003e in Year 5, so any higher take-home still needs reserves, debt coverage, and a cash buffer.\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\u003eOwner-run take-home\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eCan replace part of \u003cstrong\u003e$90,000\u003c\/strong\u003e GM pay\u003c\/li\u003e\n\u003cli\u003eRaises reported take-home on paper\u003c\/li\u003e\n\u003cli\u003eStill counts as owner labor\u003c\/li\u003e\n\u003cli\u003eDoes not remove cash needs\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\u003eManager-run cash view\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003ePayroll is already fully built in\u003c\/li\u003e\n\u003cli\u003eYear 1 payroll is \u003cstrong\u003e$320,000\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eYear 5 payroll reaches \u003cstrong\u003e$530,000\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eCleaner view of true profit\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;\"\u003eWant the six main curling rink income drivers?\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\u003eSheet Utilization\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e2.5K-6.5K hrs\u003c\/strong\u003e\u003cp\u003eMore booked ice hours spread the lease and staff cost across more revenue, which lifts EBITDA fast.\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\u003eMembership Base\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e350-750\u003c\/strong\u003e\u003cp\u003eLeague dues bring repeat cash and keep weekday sheets full, so take-home is steadier.\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\u003eAncillary Sales\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$288K-$779K\u003c\/strong\u003e\u003cp\u003eFood, drink, and pro shop sales add margin on top of the visit, so busy nights pay twice.\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\u003eFixed Costs\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$366K\u003c\/strong\u003e\u003cp\u003eKeeping overhead near $366K a year protects EBITDA, which turns into owner income after debt, taxes, reserves, and reinvestment.\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\u003ePrivate Events\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$35K-$95K\u003c\/strong\u003e\u003cp\u003eBonspiels, private rentals, and sponsorships add higher-margin cash without needing full weekly league demand.\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\u003ePrograms\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e600-1.4K\u003c\/strong\u003e\u003cp\u003eLearn-to-curl classes feed future league play and add entry revenue during slower periods.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCurling Rink Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eSheet Utilization\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row1\"\u003e\n\u003ch3\u003eSheet Utilization\u003c\/h3\u003e\n\u003cp\u003eSheet utilization means how many ice hours you sell on each rink sheet. It is the main revenue lever because fixed facility costs do not rise in a straight line when booked hours rise. Here’s the quick math: \u003cstrong\u003e2,500 hours × $120 = $300,000\u003c\/strong\u003e in Year 1, then \u003cstrong\u003e6,500 hours × $140 = $910,000\u003c\/strong\u003e in Year 5.\u003c\/p\u003e\n\u003cp\u003eThe money only reaches the owner after \u003cstrong\u003elabor, utilities, maintenance, and reserves\u003c\/strong\u003e. Full league nights, weekend rentals, shoulder-time classes, and private bookings matter because they fill idle hours without adding a second lease. If onboarding or scheduling leaves open slots, revenue stays stuck while fixed costs keep running.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row1\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eFill More Ice Hours First\u003c\/h3\u003e\n\u003cp\u003eTrack \u003cstrong\u003ebooked hours\u003c\/strong\u003e, \u003cstrong\u003eaverage hourly rate\u003c\/strong\u003e, and \u003cstrong\u003erevenue per available hour\u003c\/strong\u003e. Split hours by league nights, rentals, classes, and private events so you can see which blocks pay best. A higher fill rate at \u003cstrong\u003e$120 to $140 per hour\u003c\/strong\u003e only helps if staffing and ice costs stay in check.\u003c\/p\u003e\n\u003cp\u003eUse the schedule to protect peak league nights and sell shoulder time with classes and private bookings. If open hours stay high, owner pay suffers even when headline revenue looks good. The real target is more paid hours, not just more traffic.\u003c\/p\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;\"\u003eLeague And Membership Base\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"right-row2\"\u003e\n\u003ch3\u003eLeague and Membership Revenue\u003c\/h3\u003e\n\u003cp\u003e\u003cstrong\u003eLeague fees and club dues\u003c\/strong\u003e are the predictable cash layer in this rink. Using the stated path, revenue rises from \u003cstrong\u003e350 × $250 = $87,500\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e750 × $270 = $202,500\u003c\/strong\u003e in Year 5, a gain of \u003cstrong\u003e$115,000\u003c\/strong\u003e. That matters because recurring cash improves break-even confidence before the season fully fills and helps cover fixed ice, labor, and utility costs.\u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003eWhat this estimate hides:\u003c\/strong\u003e if retention slips, open ice does not stop costing money. Weak renewals cut cash flow fast because dues and league fees disappear while rent, refrigeration, and staffing keep running, which can squeeze the owner’s pay.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row2\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack renewal rate and pre-sell leagues\u003c\/h3\u003e\n\u003cp\u003eMeasure \u003cstrong\u003emember retention\u003c\/strong\u003e, league fill rate, and dues collected before the season starts. Forecast cash by member count, not just drop-in traffic, and test whether pricing at \u003cstrong\u003e$250 to $270\u003c\/strong\u003e still holds renewals. If renewal lag grows, cash risk grows.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack renewals by league.\u003c\/li\u003e\n\u003cli\u003ePrice early-bird signups first.\u003c\/li\u003e\n\u003cli\u003eWatch empty sheet hours weekly.\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;\"\u003eBonspiels And Private Events\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row3\"\u003e\n    \u003ch3\u003eBonspiels and Private Events\u003c\/h3\u003e\n    \u003cp\u003eWeekend bonspiels and private blocks can lift revenue per available ice hour, but only if pricing covers the lost league time. In this model, corporate event income rises from \u003cstrong\u003e$25,000 in Year 1\u003c\/strong\u003e to \u003cstrong\u003e$65,000 in Year 5\u003c\/strong\u003e, with sponsorships growing from \u003cstrong\u003e$10,000\u003c\/strong\u003e to \u003cstrong\u003e$30,000\u003c\/strong\u003e and locker rentals from \u003cstrong\u003e$3,000\u003c\/strong\u003e to \u003cstrong\u003e$5,000\u003c\/strong\u003e.\u003c\/p\u003e\n    \u003cp\u003eThe real metric is event contribution, not gross sales. Track \u003cstrong\u003estaffing\u003c\/strong\u003e, \u003cstrong\u003eprizes\u003c\/strong\u003e, \u003cstrong\u003efood and beverage\u003c\/strong\u003e, \u003cstrong\u003ecleaning\u003c\/strong\u003e, and the ice revenue you give up when league time is displaced. If those costs outrun the event fee, the owner’s take-home drops even when bookings look strong.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row3\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003ePrice the Block, Not Just the Sheet\u003c\/h3\u003e\n      \u003cp\u003eSet each event around a simple test: \u003cstrong\u003eevent revenue minus direct event costs minus displaced league revenue\u003c\/strong\u003e. Ask for deposits, price weekend blocks higher, and separate sponsor money from ice rental income so you can see what is actually paying the bills. One clean rule: if the block doesn’t beat a normal booking, don’t run it.\u003c\/p\u003e\n      \u003cp\u003eMeasure \u003cstrong\u003eprofit per event hour\u003c\/strong\u003e, not just attendance. The best events use full groups, strong food and beverage spend, and low cleanup time. If staffing or cleaning runs long, margin falls fast, so the owner should review each event’s net cash before counting it as income they can pay themselves.\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;\"\u003ePrograms And Instruction\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"right-row4\"\u003e\n\u003ch3\u003eLearn-to-Curl Revenue\u003c\/h3\u003e\n\u003cp\u003ePrograms and instruction turn unused ice into paid seats and future members. Here’s the quick math: \u003cstrong\u003e600 participants × $55 = $33,000\u003c\/strong\u003e in Year 1, rising to \u003cstrong\u003e1,400 × $63 = $88,200\u003c\/strong\u003e in Year 5. Lessons, clinics, junior programs, and adult classes matter because they fill shoulder times and create a membership pipeline, not just one-time sales.\u003c\/p\u003e\n\u003cp\u003eThe real profit test is instructor payroll. This driver only helps owner income if class fill stays high enough to cover \u003cstrong\u003eone full-time instructor in Year 1\u003c\/strong\u003e and \u003cstrong\u003etwo full-time instructors by Year 3\u003c\/strong\u003e. If classes run half empty, revenue looks busy but cash flow still gets squeezed by labor.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row4\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Fill, Conversion, and Staff Hours\u003c\/h3\u003e\n\u003cp\u003eMeasure each class by \u003cstrong\u003eparticipant count\u003c\/strong\u003e, \u003cstrong\u003eprice per seat\u003c\/strong\u003e, and \u003cstrong\u003econversion to membership\u003c\/strong\u003e. The owner should know which program type sells first, which time slots fill shoulder ice, and which classes bring repeat skaters back. One clean rule: if a class does not help sell the next class or a membership, reprice it or cut it.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack seats sold by class type\u003c\/li\u003e\n\u003cli\u003eWatch instructor cost per session\u003c\/li\u003e\n\u003cli\u003eCompare shoulder-time fill rates\u003c\/li\u003e\n\u003cli\u003eTest junior and adult class pricing\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 step4\"\u003e4\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eAncillary Sales\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row5\"\u003e\n    \u003ch3\u003eAncillary Sales\u003c\/h3\u003e\n    \u003cp\u003eAncillary sales are the money guests spend after they book ice: \u003cstrong\u003efood and beverage\u003c\/strong\u003e plus \u003cstrong\u003epro shop\u003c\/strong\u003e sales. In this model, food and beverage rises from \u003cstrong\u003e12,000 transactions × $20 = $240,000\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e28,000 × $22 = $616,000\u003c\/strong\u003e in Year 5. Pro shop sales grow from \u003cstrong\u003e$48,000\u003c\/strong\u003e to \u003cstrong\u003e$163,200\u003c\/strong\u003e, so total ancillary revenue climbs from \u003cstrong\u003e$288,000\u003c\/strong\u003e to \u003cstrong\u003e$779,200\u003c\/strong\u003e.\u003c\/p\u003e\n    \u003cp\u003eThis only helps owner income if \u003cstrong\u003eCOGS\u003c\/strong\u003e (direct product cost), staffing, and permits stay under control. A busy lounge can look strong on revenue but weak on cash if labor is heavy or inventory moves slowly. The key inputs are transaction count, average ticket, product mix, and margin by category; when average spend per curler rises, more of each booked hour turns into profit and owner pay.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row5\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eLift average ticket\u003c\/h3\u003e\n      \u003cp\u003eMeasure \u003cstrong\u003etransactions per booking\u003c\/strong\u003e, \u003cstrong\u003eaverage check\u003c\/strong\u003e, and \u003cstrong\u003emargin by category\u003c\/strong\u003e every month. Split food, drinks, and merchandise so you can see which item makes money and which one only adds work. If average ticket slips even a few dollars, the lost margin hits take-home pay fast because the ice is already booked and fixed costs are still there.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eWatch spoilage and shrink.\u003c\/li\u003e\n        \u003cli\u003eCheck labor per sales hour.\u003c\/li\u003e\n        \u003cli\u003eReprice low-margin items.\u003c\/li\u003e\n        \u003cli\u003eLimit slow-moving inventory.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eUse a simpl\ne check: \u003cstrong\u003erevenue = transactions × average ticket\u003c\/strong\u003e, then subtract \u003cstrong\u003eCOGS\u003c\/strong\u003e and direct labor before you forecast owner draw. For this mix, the jump from \u003cstrong\u003e$288,000\u003c\/strong\u003e to \u003cstrong\u003e$779,200\u003c\/strong\u003e only matters if the club keeps product waste low and avoids overstaffing slow nights.\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\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eFixed-Cost Control\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-Cost Control\u003c\/h3\u003e\n    \u003cp\u003eOwner pay gets squeezed when fixed costs outrun booked ice. This rink starts at \u003cstrong\u003e$30,500 per month\u003c\/strong\u003e in fixed expenses, including \u003cstrong\u003e$8,000\u003c\/strong\u003e utilities and \u003cstrong\u003e$15,000\u003c\/strong\u003e lease, or about \u003cstrong\u003e$366,000 a year\u003c\/strong\u003e. Payroll rises from \u003cstrong\u003e$320,000\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e$530,000\u003c\/strong\u003e in Year 5, so utilization has to grow faster than staffing and other fixed creep.\u003c\/p\u003e\n    \u003cp\u003eHere’s the quick math: if ice, leagues, and events don’t fill more hours, refrigeration maintenance, repairs, insurance, and ice plant reserves still hit cash flow. Those are planning costs, not optional cuts. The owner only takes home more when gross margin covers fixed cost plus labor growth with room left over.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row6\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eKeep Fixed Cost per Hour in Line\u003c\/h3\u003e\n      \u003cp\u003eTrack \u003cstrong\u003efixed cost per booked ice hour\u003c\/strong\u003e, \u003cstrong\u003epayroll as a share of revenue\u003c\/strong\u003e, and \u003cstrong\u003emonthly budget variance\u003c\/strong\u003e. Use those to spot when staffing or utilities are outrunning sales. If utilization slows, cut open hours fast, but keep reserves funded so maintenance and repairs do not hit owner draw later.\u003c\/p\u003e\n      \u003cp\u003eBuild the forecast around \u003cstrong\u003e12 months\u003c\/strong\u003e of cash needs, not just peak season. The goal is simple: every extra booked hour should spread the \u003cstrong\u003e$30,500\u003c\/strong\u003e fixed load across more revenue, not add new cost faster than sales.\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\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCompare lean, base, and high curling rink income scenarios\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-scenario-table\" aria-label=\"Curling Rink Owner Income Scenarios\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Curling Rink Owner Income Scenarios\" data-note-label=\"Planning note\" data-note-text=\"These ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.\"\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\"\u003eIce hours, memberships, classes, and food sales drive income here. Fixed lease and payroll stay heavy, so owner take-home swings fast as utilization rises.\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 rink utilization changes owner income.\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\"\u003eLean 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=\"This is the weaker launch path, where demand is still ramping and owner income is likely blocked by losses.\"\u003eThis is the weaker launch path, where demand is still ramping and owner income is likely blocked by losses.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the modeled middle path, with enough traffic to cover fixed costs and support owner distributions before debt and taxes.\"\u003eThis is the modeled middle path, with enough traffic to cover fixed costs and support owner distributions before debt and taxes.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the upside path, where the rink runs at strong utilization and has room for larger owner take-home before reserves.\"\u003eThis is the upside path, where the rink runs at strong utilization and has room for larger owner take-home before reserves.\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=\"Year 1 runs at $746,500 revenue, -$82,000 EBITDA, 2,500 ice hours, 350 memberships, 600 class participants, about $366,000 fixed expenses, and $320,000 payroll.\"\u003eYear 1 runs at $746,500 revenue, -$82,000 EBITDA, 2,500 ice hours, 350 memberships, 600 class participants, about $366,000 fixed expenses, and $320,000 payroll.\u003c\/td\u003e\n\u003ctd data-export-value=\"Year 3 reaches $1,378,400 revenue, $278,000 EBITDA, 4,500 ice hours, 550 memberships, 1,000 class participants, and about $472,500 payroll.\"\u003eYear 3 reaches $1,378,400 revenue, $278,000 EBITDA, 4,500 ice hours, 550 memberships, 1,000 class participants, and about $472,500 payroll.\u003c\/td\u003e\n\u003ctd data-export-value=\"Year 5 reaches $2,079,900 revenue, $815,000 EBITDA, 6,500 ice hours, 750 memberships, 1,400 class participants, and about $530,000 payroll.\"\u003eYear 5 reaches $2,079,900 revenue, $815,000 EBITDA, 6,500 ice hours, 750 memberships, 1,400 class participants, and about $530,000 payroll.\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=\"2,500 ice hours; 350 memberships; 600 class participants; $366,000 fixed expenses; $320,000 payroll\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e2,500 ice hours\u003c\/li\u003e\n\u003cli\u003e350 memberships\u003c\/li\u003e\n\u003cli\u003e600 class participants\u003c\/li\u003e\n\u003cli\u003e$366,000 fixed expenses\u003c\/li\u003e\n\u003cli\u003e$320,000 payroll\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"4,500 ice hours; 550 memberships; 1,000 class participants; $472,500 payroll; steady F\u0026amp;B and events\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e4,500 ice hours\u003c\/li\u003e\n\u003cli\u003e550 memberships\u003c\/li\u003e\n\u003cli\u003e1,000 class participants\u003c\/li\u003e\n\u003cli\u003e$472,500 payroll\u003c\/li\u003e\n\u003cli\u003esteady F\u0026amp;B and events\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"6,500 ice hours; 750 memberships; 1,400 class participants; corporate events; sponsorships\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e6,500 ice hours\u003c\/li\u003e\n\u003cli\u003e750 memberships\u003c\/li\u003e\n\u003cli\u003e1,400 class participants\u003c\/li\u003e\n\u003cli\u003ecorporate events\u003c\/li\u003e\n\u003cli\u003esponsorships\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=\"$0\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$0\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eNo draw likely\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$278,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$278,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eModeled payout\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$815,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$815,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eStrong payout\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 rink if utilization starts slow and cash stays tight.\"\u003eUse this to stress-test the rink if utilization starts slow and cash stays tight.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this as the planning case for lender talks, staffing plans, and owner draw timing.\"\u003eUse this as the planning case for lender talks, staffing plans, and owner draw timing.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this to test upside if the rink fills sheets, grows events, and keeps fixed costs under control.\"\u003eUse this to test upside if the rink fills sheets, grows events, and keeps fixed costs under control.\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 ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49303573528819,"sku":"curling-rink-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/curling-rink-owner-makes.webp?v=1782680245","url":"https:\/\/financialmodelslab.com\/products\/curling-rink-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}