{"product_id":"indoor-trampoline-park-owner-makes","title":"How Much Does a Trampoline Park Owner Make? $388K EBITDA Case","description":"\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\n\n\u003cdiv class=\"double_border\"\u003e\n\n\u003cdiv class=\"card_smpl_header\"\u003e\n\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-plus-icon.svg\" alt=\"Key Takeaways\" class=\"icon_how_to_use\"\u003e\n\n\u003ch3\u003eKey Takeaways\u003c\/h3\u003e\n\n\u003c\/div\u003e\n\n\u003cul class=\"lst_crct_blog\"\u003e\n\n\u003cli\u003eAdmissions drive most revenue and EBITDA.\u003c\/li\u003e\n\n\u003cli\u003eWeekday and off-peak traffic protect margins.\u003c\/li\u003e\n\n\u003cli\u003eParties and add-ons lift revenue without more space.\u003c\/li\u003e\n\n\u003cli\u003eLabor and overhead control decides profit.\u003c\/li\u003e\n\n\u003c\/ul\u003e\n\n\u003c\/div\u003e\n\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003csection class=\"fml-owner-metric-cards\" aria-label=\"Trampoline Park\"\u003e\u003cdiv class=\"metric-grid\"\u003e\n\u003carticle class=\"metric-card is-green\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1 EBITDA is $388K before taxes, debt, reserves, and owner draws; it is a model assumption, not salary.\"\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=\"Year 1 EBITDA is $388K before taxes, debt, reserves, and owner draws; it is a model assumption, not salary.\"\u003e$388K\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"This uses EBITDA divided by revenue: Year 1 is 22% and Year 5 is 63%; it excludes taxes, debt, and owner pay.\"\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=\"This uses EBITDA divided by revenue: Year 1 is 22% and Year 5 is 63%; it excludes taxes, debt, and owner pay.\"\u003e22% → 63%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1 revenue is $1.745M from admissions, parties, events, concessions, socks, and merch; no owner 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=\"Year 1 revenue is $1.745M from admissions, parties, events, concessions, socks, and merch; no owner pay target was given.\"\u003e$1.745M\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Heavy capex and a -$465K cash trough in Month 4 make launch harder; Month 1 breakeven assumes 50,000 admissions, 600 parties, and 30 events.\"\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=\"Heavy capex and a -$465K cash trough in Month 4 make launch harder; Month 1 breakeven assumes 50,000 admissions, 600 parties, and 30 events.\"\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 owner income?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-owner-calculator\" aria-label=\"Trampoline Park Owner Income Calculator\" data-locale=\"en-US\" data-currency=\"USD\" data-default-scenario=\"base\" data-export-filename=\"Trampoline Park Owner Income Calculator.xlsx\" data-source-site-name=\"Financial Models Lab\" data-source-site-url=\"https:\/\/financialmodelslab.com\" data-source-page-title=\"Trampoline Park 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.\"\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=\"Average monthly sales before expenses. Use admissions, parties, private events, concessions, socks, and merch.\"\u003ei\u003cspan role=\"tooltip\"\u003eAverage monthly sales before expenses. Use admissions, parties, private events, concessions, socks, and merch.\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 before expenses. Use admissions, parties, private events, concessions, socks, and merch.\" data-low=\"145417\" data-base=\"216729\" data-high=\"293667\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"216,729\"\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 left after direct costs tied to sales, like concessions cost and sock cost.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent left after direct costs tied to sales, like concessions cost and sock cost.\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 left after direct costs tied to sales, like concessions cost and sock cost.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"1\" data-low=\"88\" data-base=\"92\" data-high=\"94\" value=\"92\"\u003e\u003coutput\u003e92%\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, front desk, monitors, party hosts, maintenance, and cleaning.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly payroll for managers, front desk, monitors, party hosts, maintenance, and cleaning.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly payroll for managers, front desk, monitors, party hosts, maintenance, and cleaning.\" data-low=\"53000\" data-base=\"59917\" data-high=\"66958\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"59,917\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly rent, utilities, insurance, maintenance, security monitoring, software, and office supplies.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly rent, utilities, insurance, maintenance, security monitoring, software, and office supplies.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Monthly rent, utilities, insurance, maintenance, security monitoring, software, and office supplies.\" data-low=\"39100\" data-base=\"39100\" data-high=\"39100\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"39,100\"\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 advertising spend needed to keep visits coming in.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly marketing and advertising spend needed to keep visits coming in.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly marketing and advertising spend needed to keep visits coming in.\" data-low=\"5817\" data-base=\"8236\" data-high=\"10278\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"8,236\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly loan payment or other required financing payment.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly loan payment or other required financing payment.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"debtService\" data-owner-kind=\"money\" data-owner-label=\"Debt service\" data-owner-note=\"Monthly loan payment or other required financing payment.\" 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 take-home.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit set aside 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 set aside for taxes before owner take-home.\" name=\"taxReserve\" type=\"range\" min=\"0\" max=\"45\" step=\"1\" data-low=\"18\" data-base=\"22\" data-high=\"25\" value=\"22\"\u003e\u003coutput\u003e22%\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 kept back for repairs, working capital, and future growth.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent kept back for repairs, working capital, and future growth.\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 kept back for repairs, working capital, and future growth.\" 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=\"Monthly owner income goal used to size the target-pay gap.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly owner income goal used to size 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 income goal used to size the target-pay gap.\" data-low=\"10000\" data-base=\"15000\" data-high=\"20000\" name=\"targetOwnerPay\" type=\"text\" inputmode=\"numeric\" value=\"15,000\"\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$62,654\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\"\u003e29%\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$141K\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$47,654\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$751,844\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$92,138\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$29,484\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$47,654\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$217K\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: 92%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$199K\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: 49%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$107K\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: 14%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$29,484\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: 29%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$62,654\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.\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 check owner income in the Trampoline Park financial model?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eThe screenshot shows \u003cstrong\u003erevenue, margin, costs, reserves, and owner take-home\u003c\/strong\u003e in the \u003ca href=\"\/products\/indoor-trampoline-park-financial-model\"\u003eTrampoline Park Financial Model Template\u003c\/a\u003e—open it to see the full logic.\u003c\/p\u003e\n\n\u003ch4\u003eOwner-income model highlights\u003c\/h4\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eRevenue: $1.745M to $5.287M\u003c\/li\u003e\n\u003cli\u003eEBITDA: $388K to $3.346M\u003c\/li\u003e\n\u003cli\u003eCash low: Month 4\u003c\/li\u003e\n\u003cli\u003ePayback: 32 months\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\/indoor-trampoline-park-financial-model-dashboard-financialmodelslab_5f75f968-9bbf-464c-9f3d-794ecdd08081.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/indoor-trampoline-park-financial-model-dashboard-financialmodelslab_5f75f968-9bbf-464c-9f3d-794ecdd08081.webp?width=500\" alt=\"Trampoline Park Financial Model dashboard summarizing key KPIs, runway and cash position with a dynamic dashboard for performance tracking and investor-ready visuals to avoid 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;\"\u003eCan a trampoline park make money with a manager?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003e\u003cstrong\u003eTrampoline Park\u003c\/strong\u003e can make money with a manager, but the model already includes a \u003cstrong\u003e$95K\u003c\/strong\u003e general manager and a \u003cstrong\u003e$65K\u003c\/strong\u003e assistant manager from Month 1, so owner labor is not a free fix. If the owner truly replaces paid labor, payroll can drop, but absentee ownership still needs \u003cstrong\u003ecash controls\u003c\/strong\u003e, \u003cstrong\u003esafety discipline\u003c\/strong\u003e, and party-quality checks. Multi-location scale can help with shared systems, but each park still carries \u003cstrong\u003erent\u003c\/strong\u003e, \u003cstrong\u003einsurance\u003c\/strong\u003e, monitors, maintenance, and local demand risk.\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\u003eManager math\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$95K\u003c\/strong\u003e GM cost is already included.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$65K\u003c\/strong\u003e assistant manager is included too.\u003c\/li\u003e\n\u003cli\u003eOwner-run only helps if labor is replaced.\u003c\/li\u003e\n\u003cli\u003eOne-line test: can the owner save more than they cost?\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\u003eHidden risks\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eAbsentee owners still need oversight.\u003c\/li\u003e\n\u003cli\u003eCash controls matter every day.\u003c\/li\u003e\n\u003cli\u003eSafety and party quality can’t slip.\u003c\/li\u003e\n\u003cli\u003eEach site still pays local fixed costs.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat trampoline park operating costs reduce owner take-home?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eIf you’re pricing a \u003cstrong\u003eTrampoline Park\u003c\/strong\u003e, the biggest drag on owner pay is operating cost, not the build-out; see \u003ca href=\"\/blogs\/startup-costs\/indoor-trampoline-park\"\u003eWhat Is The Estimated Cost To Open Your Trampoline Park Business?\u003c\/a\u003e for startup context. Here’s the quick math: fixed overhead is \u003cstrong\u003e$391K per month\u003c\/strong\u003e, and Year 1 payroll adds \u003cstrong\u003e$636K\u003c\/strong\u003e across management, front desk, monitors, party hosts, maintenance, and cleaning. Then variable costs like \u003cstrong\u003e40%\u003c\/strong\u003e marketing, \u003cstrong\u003e15%\u003c\/strong\u003e cleaning supplies, \u003cstrong\u003e25%\u003c\/strong\u003e concessions cost, and \u003cstrong\u003e8%\u003c\/strong\u003e grip socks keep squeezing margin, so cost creep goes straight into lower take-home.\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\u003eBig cost drains\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$25K\u003c\/strong\u003e rent each month\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$7K\u003c\/strong\u003e liability insurance\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$4K\u003c\/strong\u003e utilities monthly\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$2K\u003c\/strong\u003e maintenance monthly\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\u003eMargin pressure points\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$636K\u003c\/strong\u003e Year 1 payroll\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e40%\u003c\/strong\u003e marketing assumption\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e25%\u003c\/strong\u003e concessions cost assumption\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e8%\u003c\/strong\u003e grip socks cost\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow much can a trampoline park owner make per year?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eA Trampoline Park owner doesn’t “make” revenue; in the case data, the park shows \u003cstrong\u003e$1.745M\u003c\/strong\u003e in Year 1 revenue and \u003cstrong\u003e$388K EBITDA\u003c\/strong\u003e, rising to \u003cstrong\u003e$5.287M\u003c\/strong\u003e revenue and \u003cstrong\u003e$3.346M EBITDA\u003c\/strong\u003e by Year 5, as covered in \u003ca href=\"\/blogs\/kpi-metrics\/indoor-trampoline-park\"\u003eWhat Is The Current Growth Rate Of Trampoline Park's Customer Base?\u003c\/a\u003e. EBITDA means operating profit before taxes, debt service, depreciation, and reserve policy, so owner distributions can be much lower.\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\u003eCase Profit Range\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 1 revenue:\u003c\/strong\u003e $1.745M\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 1 EBITDA:\u003c\/strong\u003e $388K\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 1 EBITDA margin:\u003c\/strong\u003e 22.2%\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eNot average owner income\u003c\/strong\u003e\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 Reality\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 5 revenue:\u003c\/strong\u003e $5.287M\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 5 EBITDA:\u003c\/strong\u003e $3.346M\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 5 EBITDA margin:\u003c\/strong\u003e 63.3%\u003c\/li\u003e\n\u003cli\u003eDistributions depend on debt and reserves\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 to see the main income drivers?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-main-income-drivers\" aria-label=\"Main income drivers for a trampoline park.\"\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 Attendance\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e50K-140K\u003c\/strong\u003e\u003cp\u003eVisits rise from 50,000 in Year 1 to 140,000 in Year 5, so this is the main engine behind ticket, party, and add-on income.\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\u003eAdmission Price\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$25-$29\u003c\/strong\u003e\u003cp\u003eA $4 price lift across the forecast widens revenue on every guest without adding much cost, so small changes here matter a lot.\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\u003eParty Events\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$285K-$769K\u003c\/strong\u003e\u003cp\u003eBirthday parties and private events scale from 630 bookings in Year 1 to 1,490 in Year 5, and these blocks bring high-value sales per booking.\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\u003eAdd-on Sales\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$210K-$458K\u003c\/strong\u003e\u003cp\u003eConcessions, grip socks, and merchandise add a second revenue layer on top of each visit, so mix and attach rate drive take-home cash.\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\u003eLabor Load\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$636K-$852K\u003c\/strong\u003e\u003cp\u003ePayroll rises as headcount grows, and staffing can quickly eat ticket gains if monitor, host, or front desk hours run too high.\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\u003eFacility Overhead\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$39.1K\/mo\u003c\/strong\u003e\u003cp\u003eRent, insurance, utilities, and other fixed costs set a high monthly floor, so this burden decides how much cash stays after sales.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eTrampoline Park Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003ePaid Attendance\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row1\"\u003e\n\u003ch3\u003ePaid Attendance\u003c\/h3\u003e\n\u003cp\u003ePaid attendance is the main revenue engine here. At \u003cstrong\u003e50,000 admissions × $25 = $1.25M\u003c\/strong\u003e in Year 1 and \u003cstrong\u003e140,000 × $29 = $4.06M\u003c\/strong\u003e in Year 5, more paying jumpers lift revenue fast because admissions are the largest line. The catch is utilization: weekday traffic, weekends, holidays, and school breaks change volume, so weak off-peak traffic can leave rent, insurance, and payroll undercovered.\u003c\/p\u003e\n\u003cp\u003eHere’s the quick math: if staffing stays tight, more paid visits usually raise EBITDA because fixed costs get spread over more tickets. One clean line: \u003cstrong\u003eattendance beats price\u003c\/strong\u003e when the park has unused capacity. But if jump counts rise without schedule control, labor costs move up with traffic and the owner keeps less cash.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row1\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Traffic by Daypart\u003c\/h3\u003e\n\u003cp\u003eMeasure paid admissions by \u003cstrong\u003eweekday\u003c\/strong\u003e, \u003cstrong\u003eweekend\u003c\/strong\u003e, \u003cstrong\u003eholiday\u003c\/strong\u003e, and \u003cstrong\u003eschool-break\u003c\/strong\u003e buckets, then compare each one to staffing hours. Track ticket count, average ticket price, and labor per guest so you can see whether each busy period covers fixed overhead and still leaves profit for owner pay.\u003c\/p\u003e\n\u003cp\u003eUse capacity planning to protect margins: add staff only where traffic justifies it, and push slow periods with pricing or local promos. If off-peak attendance stays soft, the business can look busy on weekends but still miss cash flow on Monday through Thursday. \u003cstrong\u003eMore paid jumpers help only when labor stays controlled.\u003c\/strong\u003e\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;\"\u003eAverage Revenue per Visitor\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 Revenue per Visitor\u003c\/h3\u003e\n    \u003cp\u003eThis driver is the average dollars each guest brings in per visit, including admission plus parties, events, and add-ons. In this model, the implied Year 1 revenue per admission is about \u003cstrong\u003e$34.90\u003c\/strong\u003e (\u003cstrong\u003e$1.745M \/ 50,000\u003c\/strong\u003e), and the admission price rises from \u003cstrong\u003e$25\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e$29\u003c\/strong\u003e in Year 5. Higher spend per guest lifts revenue without adding square footage.\u003c\/p\u003e\n    \u003cp\u003eHere’s the quick math: at \u003cstrong\u003e50,000 admissions\u003c\/strong\u003e, a \u003cstrong\u003e$4\u003c\/strong\u003e price lift adds about \u003cstrong\u003e$200,000\u003c\/strong\u003e a year before costs change. That extra cash can help cover rent, payroll, and owner pay. The catch is local competition; if nearby parks are cheaper, price increases can stall and average revenue per visitor stops improving.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row2\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eRaise spend per guest, not just traffic\u003c\/h3\u003e\n      \u003cp\u003eTrack \u003cstrong\u003eaverage ticket price\u003c\/strong\u003e, \u003cstrong\u003eadd-on spend\u003c\/strong\u003e, and \u003cstrong\u003ediscount rate\u003c\/strong\u003e by day and session. Use peak pricing, grip socks, and bundles to lift yield, but keep discounts tight so they do not erase the gain. If events and parties are included, separate them from open-jump visits so you can see what really drives revenue per visitor.\u003c\/p\u003e\n      \u003cp\u003eTo estimate this driver, watch \u003cstrong\u003eadmissions\u003c\/strong\u003e, \u003cstrong\u003eticket price\u003c\/strong\u003e, \u003cstrong\u003eparty and event mix\u003c\/strong\u003e, and \u003cstrong\u003eadd-on attach rate\u003c\/strong\u003e. A simple test is clean: if spend per guest rises while staffing and floor space stay flat, more of each dollar can flow to profit and owner draw.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003e\n\u003cstrong\u003eAdmissions\u003c\/strong\u003e per week\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eBase ticket\u003c\/strong\u003e and peak price\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eAdd-on\u003c\/strong\u003e and bundle sales\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eDiscount\u003c\/strong\u003e rate by day\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eParty\u003c\/strong\u003e and event mix\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;\"\u003eBirthday Parties 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\u003eBirthday Parties and Private Events\u003c\/h3\u003e\n    \u003cp\u003eBirthday parties and private events are the park’s high-margin side line, but they should be tracked separately from general admissions. Year 1 is \u003cstrong\u003e600 birthday parties\u003c\/strong\u003e at \u003cstrong\u003e$400\u003c\/strong\u003e for \u003cstrong\u003e$240K\u003c\/strong\u003e plus \u003cstrong\u003e30 private events\u003c\/strong\u003e at \u003cstrong\u003e$1,500\u003c\/strong\u003e for \u003cstrong\u003e$45K\u003c\/strong\u003e, or \u003cstrong\u003e$285K\u003c\/strong\u003e total. Year 5 reaches \u003cstrong\u003e$769K\u003c\/strong\u003e total, up \u003cstrong\u003e$484K\u003c\/strong\u003e from Year 1.\u003c\/p\u003e\n    \u003cp\u003eThe key inputs are \u003cstrong\u003eweekend room utilization\u003c\/strong\u003e, hosts, food add-ons, booking deposits, and event staffing. Year 5 party volume of \u003cstrong\u003e1,400\u003c\/strong\u003e at \u003cstrong\u003e$440\u003c\/strong\u003e and private events of \u003cstrong\u003e90\u003c\/strong\u003e at \u003cstrong\u003e$1,700\u003c\/strong\u003e only help owner income if labor stays controlled; weak service hurts repeat referrals, and then both revenue and cash flow soften.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row3\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eProtect party margin\u003c\/h3\u003e\n      \u003cp\u003eTrack party bookings, event mix, and deposit timing in a separate P\u0026amp;L from general admissions. Here’s the quick math: one more birthday party at \u003cstrong\u003e$400\u003c\/strong\u003e adds cash fast, but the real win comes when weekend rooms stay full and food add-ons lift the check. If staffing grows faster than booked rooms, EBITDA slips.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003e\n\u003cstrong\u003eBooked parties\u003c\/strong\u003e by weekend slot\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003ePrivate events\u003c\/strong\u003e versus birthday mix\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eDeposits\u003c\/strong\u003e collected before the event\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eFood add-ons\u003c\/strong\u003e per booking\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eHosts per event\u003c\/strong\u003e and cleanup time\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eUse service quality as a revenue control, not just a customer issue. If hosts miss details, referrals drop and the next quarter’s bookings soften. That hits owner pay twice: lower revenue and less efficient staffing across the same party room hours.\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;\"\u003eMemberships and Repeat Passes\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row4\"\u003e\n    \u003ch3\u003eMemberships and Repeat Passes\u003c\/h3\u003e\n    \u003cp\u003eIf the park can turn one-time guests into \u003cstrong\u003eactive members\u003c\/strong\u003e, it gets steadier cash flow and a better base for payroll and rent. But \u003cstrong\u003eno membership revenue is included in the base assumptions\u003c\/strong\u003e, so this should be modeled as a separate recurring line, not hidden in ticket sales.\u003c\/p\u003e\n    \u003cp\u003eThe key inputs are \u003cstrong\u003emonthly price\u003c\/strong\u003e, \u003cstrong\u003evisits per member\u003c\/strong\u003e, \u003cstrong\u003echurn\u003c\/strong\u003e (members who cancel), and \u003cstrong\u003epeak-hour usage\u003c\/strong\u003e. The quick math is simple: too many unlimited visits can lower per-visit yield and crowd out full-price guests, while weekday and off-peak use can lift profit without adding much labor.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row4\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack member yield by hour\u003c\/h3\u003e\n      \u003cp\u003eMeasure \u003cstrong\u003emember visits by daypart\u003c\/strong\u003e, not just total sign-ups. A pass helps only if it fills slow hours and does not squeeze out higher-value weekend tickets. Watch \u003cstrong\u003eactive members\u003c\/strong\u003e, renewal rate, and visit caps so the pass price covers its usage.\u003c\/p\u003e\n      \u003cp\u003eUse simple controls: limit peak-day access, price family bundles differently, and test monthly plans against day-use traffic. If members mostly visit Tuesday through Thursday, the plan can support cash flow; if they flood Saturday afternoons, it can drag down revenue per jump and hurt owner pay.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack member visits by hour.\u003c\/li\u003e\n        \u003cli\u003eSet peak-time limits or pricing.\u003c\/li\u003e\n        \u003cli\u003eWatch churn after each price change.\u003c\/li\u003e\n        \u003cli\u003eCompare member yield to full-price tickets.\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;\"\u003eAdd-On 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\u003eAdd-On Sales\u003c\/h3\u003e\n    \u003cp\u003eAdd-ons raise profit per guest without adding more jump capacity. Year 1 add-on revenue is \u003cstrong\u003e$210K\u003c\/strong\u003e: \u003cstrong\u003e$150K\u003c\/strong\u003e concessions, \u003cstrong\u003e$40K\u003c\/strong\u003e grip socks, and \u003cstrong\u003e$20K\u003c\/strong\u003e merchandise. By Year 5, add-ons reach \u003cstrong\u003e$458K\u003c\/strong\u003e. If concessions cost falls from \u003cstrong\u003e25%\u003c\/strong\u003e to \u003cstrong\u003e20%\u003c\/strong\u003e and grip socks from \u003cstrong\u003e8%\u003c\/strong\u003e to \u003cstrong\u003e7%\u003c\/strong\u003e, more of each sale flows to EBITDA and owner pay.\u003c\/p\u003e\n    \u003cp\u003eThe main inputs are guest count, attach rate, average spend per guest, and mix by item. Snack bar, socks, lockers, games, and merch can lift basket size, but they also need staff and inventory control. If attach ra\nte drops or shrink rises, cash comes in slower and the margin gain shrinks.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row5\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Attach Rate and Shrink\u003c\/h3\u003e\n      \u003cp\u003eTrack add-on sales per paid guest, by item and by daypart. Here’s the quick math: \u003cstrong\u003e$210K\u003c\/strong\u003e only works if guests keep buying at checkout and on the floor. Watch concession margin, sock sell-through, and stockouts. If a display goes empty on weekends, you lose the highest-volume hours first.\u003c\/p\u003e\n      \u003cp\u003eSet reorder levels, count inventory weekly, and staff to peak traffic. Keep one person focused on upsells at busy times, but don’t overstaff slow hours. The goal is simple: higher basket size, clean cash collection, and less shrink so add-ons lift profit instead of just adding work.\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;\"\u003eLabor and Facility-Cost Burden\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"right-row6\"\u003e\n\u003ch3\u003eLabor and Facility Cost Burden\u003c\/h3\u003e\n\u003cp\u003eThis is the gap between jump revenue and the cost to keep the building open. Wages start at \u003cstrong\u003e$636K\u003c\/strong\u003e in Year 1 and rise to \u003cstrong\u003e$8,515K\u003c\/strong\u003e by Year 5, while fixed overhead runs \u003cstrong\u003e$391K per month\u003c\/strong\u003e, or \u003cstrong\u003e$4.692M per year\u003c\/strong\u003e. If weekday traffic is soft, these fixed and semi-fixed costs hit EBITDA, which is earnings before interest, taxes, depreciation, and amortization.\u003c\/p\u003e\n\u003cp\u003eThe owner’s take-home pay improves only when staffing and facility use match actual attendance. Overstaffed slow hours, higher liability insurance, repairs, utilities, and cleaning cut cash fast. Fixed costs do not care about a slow Tuesday, so profit falls fast when labor and facility spend rise faster than paid visits.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row6\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack labor by hour, not by guess\u003c\/h3\u003e\n\u003cp\u003eBuild the schedule from \u003cstrong\u003epaid visits by daypart\u003c\/strong\u003e, hourly wage rates, overtime, and open-hours demand. Track \u003cstrong\u003elabor as a % of revenue\u003c\/strong\u003e, visits per labor hour, utility spend, insurance renewals, and repair tickets. The goal is lean staffing on slow hours without hurting safety or guest experience.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003ePaid visits by hour\u003c\/li\u003e\n\u003cli\u003eHourly wages and overtime\u003c\/li\u003e\n\u003cli\u003eRent and utilities\u003c\/li\u003e\n\u003cli\u003eInsurance and repair bills\u003c\/li\u003e\n\u003cli\u003eCleaning and software spend\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eUse maintenance logs and cleaning checks to stop small issues from turning into shutdowns. If insurance, repairs, or utilities climb, raise pricing or trim hours only where demand is weak. Staff to demand, not to hope, because every empty hour still carries rent, power, and payroll pressure.\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=\"Trampoline Park Owner Income Scenarios\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Trampoline Park Owner Income Scenarios\" data-note-label=\"Planning note\" data-note-text=\"Scenario 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\"\u003eAdmissions, party volume, and add-on sales drive owner earnings fast, but payroll, rent, and reserve needs keep early cash tight. These cases map the move from launch to scale.\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 traffic and add-on sales change modeled 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\"\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=\"This is a lower-income launch path with Year 1 at $1.745M revenue and $388k EBITDA.\"\u003eThis is a lower-income launch path with Year 1 at $1.745M revenue and $388k EBITDA.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the modeled middle path, with Year 3 at $3.524M revenue and $1.795M EBITDA.\"\u003eThis is the modeled middle path, with Year 3 at $3.524M revenue and $1.795M EBITDA.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the stronger earnings path, with Year 5 at $5.287M revenue and $3.346M EBITDA.\"\u003eThis is the stronger earnings path, with Year 5 at $5.287M revenue and $3.346M EBITDA.\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 on 50,000 admissions, 600 parties, and 30 private events, with a 22.2% EBITDA margin before payroll, rent, and reserves bite.\"\u003eYear 1 runs on 50,000 admissions, 600 parties, and 30 private events, with a 22.2% EBITDA margin before payroll, rent, and reserves bite.\u003c\/td\u003e\n\u003ctd data-export-value=\"Year 3 scales to 100,000 admissions, 1,000 parties, and 60 private events, with a 50.9% EBITDA margin as fixed costs spread out.\"\u003eYear 3 scales to 100,000 admissions, 1,000 parties, and 60 private events, with a 50.9% EBITDA margin as fixed costs spread out.\u003c\/td\u003e\n\u003ctd data-export-value=\"Year 5 reaches 140,000 admissions, 1,400 parties, and 90 private events, with a 63.3% EBITDA margin if staffing, maintenance, and reserves stay under control.\"\u003eYear 5 reaches 140,000 admissions, 1,400 parties, and 90 private events, with a 63.3% EBITDA margin if staffing, maintenance, and reserves stay under control.\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=\"50,000 admissions; 600 parties; 30 private events; payroll load; reserve needs\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e50,000 admissions\u003c\/li\u003e\n\u003cli\u003e600 parties\u003c\/li\u003e\n\u003cli\u003e30 private events\u003c\/li\u003e\n\u003cli\u003epayroll load\u003c\/li\u003e\n\u003cli\u003ereserve needs\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"100,000 admissions; 1,000 parties; 60 private events; concession sales; fixed cost spread\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e100,000 admissions\u003c\/li\u003e\n\u003cli\u003e1,000 parties\u003c\/li\u003e\n\u003cli\u003e60 private events\u003c\/li\u003e\n\u003cli\u003econcession sales\u003c\/li\u003e\n\u003cli\u003efixed cost spread\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"140,000 admissions; 1,400 parties; 90 private events; premium add-ons; payroll control\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e140,000 admissions\u003c\/li\u003e\n\u003cli\u003e1,400 parties\u003c\/li\u003e\n\u003cli\u003e90 private events\u003c\/li\u003e\n\u003cli\u003epremium add-ons\u003c\/li\u003e\n\u003cli\u003epayroll control\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=\"$388k\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$388k\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eLaunch income\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-soft\"\u003eModeled income\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$3.3M\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$3.3M\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eUpside income\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 launch cash when fixed rent, insurance, and staffing hit before traffic fully builds.\"\u003eUse this to stress-test launch cash when fixed rent, insurance, and staffing hit before traffic fully builds.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this if you expect the normal ramp in traffic, parties, and add-on sales by the third operating year.\"\u003eUse this if you expect the normal ramp in traffic, parties, and add-on sales by the third operating year.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this to test upside if the park keeps strong utilization and add-on sales without letting labor and reserves run loose.\"\u003eUse this to test upside if the park keeps strong utilization and add-on sales without letting labor and reserves run loose.\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 Scenario 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":49303921262835,"sku":"indoor-trampoline-park-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/indoor-trampoline-park-owner-makes.webp?v=1782684880","url":"https:\/\/financialmodelslab.com\/products\/indoor-trampoline-park-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}