{"product_id":"kegerator-installation-owner-makes","title":"How Much Kegerator Installation Owners Make on $364k Revenue","description":"\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\n\u003cp\u003eA kegerator installation business owner can model \u003cstrong\u003e$90k\u003c\/strong\u003e in annual founder pay on \u003cstrong\u003e$364k\u003c\/strong\u003e of Year 1 revenue, but that does not mean the business is throwing off cash Here’s the quick math: Year 1 direct costs are 18% of revenue, vehicle and sales variable costs add 9%, and payroll plus fixed overhead push modeled operating profit below break-even before taxes, debt, and reserves By Year 2, revenue rises to \u003cstrong\u003e$742k\u003c\/strong\u003e, contribution margin improves to about \u003cstrong\u003e742%\u003c\/strong\u003e, and modeled EBITDA is roughly \u003cstrong\u003e$72k\u003c\/strong\u003e before owner-specific distributions\u003c\/p\u003e\n\n\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003csection class=\"fml-owner-metric-cards\" aria-label=\"Kegerator installation service\"\u003e\u003cdiv class=\"metric-grid\"\u003e\n\u003carticle class=\"metric-card is-green\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Modeled founder salary is $90k a year; it excludes taxes, debt service, extra draws, and reserve cash.\"\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=\"Modeled founder salary is $90k a year; it excludes taxes, debt service, extra draws, and reserve cash.\"\u003e$90k\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"EBITDA margin ranges from -20% in Year 1 to 24% in Year 5; it excludes taxes and owner draws.\"\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 ranges from -20% in Year 1 to 24% in Year 5; it excludes taxes and owner draws.\"\u003e-20% to 24%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"About 29 Year 1 jobs at $1,214 each imply $35.2k monthly revenue to cover $90k pay and operating costs.\"\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=\"About 29 Year 1 jobs at $1,214 each imply $35.2k monthly revenue to cover $90k pay and operating costs.\"\u003e$35.2k\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Heavy startup capex, a Month 28 cash trough, and 44-month payback make this a hard build.\"\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 startup capex, a Month 28 cash trough, and 44-month payback make this a hard build.\"\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 own owner pay?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-owner-calculator\" aria-label=\"Sample Business Owner Income Calculator\" data-locale=\"en-US\" data-currency=\"USD\" data-default-scenario=\"base\" data-export-filename=\"Sample Business Owner Income Calculator.xlsx\" data-source-site-name=\"Financial Models Lab\" data-source-site-url=\"https:\/\/financialmodelslab.com\" data-source-page-title=\"Sample Business 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, costs, reserves, and target pay.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-scenarios\" aria-label=\"Income scenario presets\"\u003e\n\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"low\"\u003eLow\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario is-active\" type=\"button\" data-scenario=\"base\"\u003eBase\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"high\"\u003eHigh\u003c\/button\u003e\n\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-owner-layout\"\u003e\n\u003cform class=\"fml-owner-inputs\"\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMonthly revenue\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly sales collected before expenses. Use the average operating month, not a one-time peak month.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly sales collected before expenses. Use the average operating month, not a one-time peak month.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"monthlyRevenue\" data-owner-kind=\"money\" data-owner-label=\"Monthly revenue\" data-owner-note=\"Monthly sales collected before expenses. Use the average operating month, not a one-time peak month.\" data-low=\"30333\" data-base=\"82750\" data-high=\"140667\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"82,750\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eGross margin\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of revenue left after direct parts and supplies.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of revenue left after direct parts and supplies.\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 parts and supplies.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"1\" data-low=\"82\" data-base=\"84\" data-high=\"86\" value=\"84\"\u003e\u003coutput\u003e84%\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 and contractor cost before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly payroll and contractor cost before owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly payroll and contractor cost before owner pay.\" data-low=\"15833\" data-base=\"27917\" data-high=\"37917\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"27,917\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Rent, insurance, software, utilities, admin, and other recurring overhead.\"\u003ei\u003cspan role=\"tooltip\"\u003eRent, insurance, software, utilities, admin, and other recurring overhead.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Rent, insurance, software, utilities, admin, and other recurring overhead.\" data-low=\"7800\" data-base=\"7800\" data-high=\"7800\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"7,800\"\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 customer acquisition spend needed to keep jobs coming in.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly marketing and customer acquisition spend needed to keep jobs coming in.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly marketing and customer acquisition spend needed to keep jobs coming in.\" data-low=\"2083\" data-base=\"2917\" data-high=\"5417\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"2,917\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly required loan or financing payment. Set to zero if there is no business debt.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly required loan or financing payment. Set to zero if there is no business debt.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"debtService\" data-owner-kind=\"money\" data-owner-label=\"Debt service\" data-owner-note=\"Monthly required loan or financing payment. Set to zero if there is no business 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 held back for taxes before owner take-home.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit held back 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 held back for taxes before owner take-home.\" 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 kept for repairs, growth, working capital, and cushion.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit kept for repairs, growth, working capital, and cushion.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"reinvestmentReserve\" data-owner-kind=\"percent\" data-owner-label=\"Reinvestment reserve\" data-owner-note=\"Percent of profit kept for repairs, growth, working capital, and cushion.\" 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 income goal used to measure the gap to target pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly owner income goal used to measure the gap to target 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=\"targetOwnerPay\" data-owner-kind=\"money\" data-owner-label=\"Target owner pay\" data-owner-note=\"Monthly owner income goal used to measure the gap to target pay.\" data-low=\"6000\" data-base=\"7500\" data-high=\"10000\" name=\"targetOwnerPay\" type=\"text\" inputmode=\"numeric\" value=\"7,500\"\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$21,613\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\"\u003e26%\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$58,748\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$14,113\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$259,356\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$30,876\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$9,263\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$14,113\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$82,750\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: 84%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$69,510\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: 47%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$38,634\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: 11%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$9,263\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: 26%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$21,613\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 a deeper income forecast for Kegerator Installation Service?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eUse the \u003ca href=\"\/products\/kegerator-installation-financial-model\"\u003eKegerator Installation Service Financial Model Template\u003c\/a\u003e to track \u003cstrong\u003erevenue\u003c\/strong\u003e, \u003cstrong\u003egross margin\u003c\/strong\u003e, \u003cstrong\u003eEBITDA\u003c\/strong\u003e, \u003cstrong\u003ecash\u003c\/strong\u003e, \u003cstrong\u003eowner pay\u003c\/strong\u003e, and jobs.\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\u003eYear 1:\u003c\/strong\u003e $364k revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 2:\u003c\/strong\u003e $742k revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eCash floor:\u003c\/strong\u003e $727k\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eAssumptions:\u003c\/strong\u003e mix, rates, hours\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eTracks:\u003c\/strong\u003e payroll and capex\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\/kegerator-installation-financial-model-dashboard-financialmodelslab_0d576e9b-945d-490c-b1c8-1dd7847f5240.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/kegerator-installation-financial-model-dashboard-financialmodelslab_0d576e9b-945d-490c-b1c8-1dd7847f5240.webp?width=500\" alt=\"Kegerator Installation Service Financial Model dashboard summarizing key KPIs, runway and cash position with a dynamic dashboard showing revenue, margins, burn and performance - investor-ready overview 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;\"\u003eHow much can a solo kegerator installer make?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eA Kegerator Installation Service owner-operator is modeled at \u003cstrong\u003e$90k\/year\u003c\/strong\u003e in founder pay, but that Year 1 case is not a pure solo setup because it includes \u003cstrong\u003eone service technician\u003c\/strong\u003e and a \u003cstrong\u003ehalf-time dispatcher\u003c\/strong\u003e. For the profit levers behind that income, see \u003ca href=\"\/blogs\/profitability\/kegerator-installation\"\u003eHow Increase Profits Kegerator Installation Service?\u003c\/a\u003e; pay depends on billable hours, route density, and how much sales, scheduling, and callbacks the founder handles personally.\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\u003eIncome math\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eModeled founder pay: \u003cstrong\u003e$90k\/year\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eWorkload: \u003cstrong\u003e25 customer jobs\/month\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eBillable time: \u003cstrong\u003e244 hours\/month\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eAverage job load: \u003cstrong\u003e9.8 billable hours\/job\u003c\/strong\u003e\n\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\u003eSolo limits\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eSolo capacity drops without outsourced admin\u003c\/li\u003e\n\u003cli\u003eRoute density protects billable hours\u003c\/li\u003e\n\u003cli\u003eCallbacks reduce paid installation time\u003c\/li\u003e\n\u003cli\u003eHired labor raises capacity but cuts margin\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eIs kegerator installation profitable after costs?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eIf you're planning \u003ca href=\"\/blogs\/write-business-plan\/kegerator-installation\"\u003eHow To Write A Business Plan For Kegerator Installation Service?\u003c\/a\u003e, the short answer is yes, but only if pricing and job volume cover the overhead. Year 1 gross margin is \u003cstrong\u003e82%\u003c\/strong\u003e, then it drops to about \u003cstrong\u003e73%\u003c\/strong\u003e after \u003cstrong\u003e4%\u003c\/strong\u003e vehicle cost and \u003cstrong\u003e5%\u003c\/strong\u003e sales commissions, and the real squeeze is payroll at \u003cstrong\u003e$190k\u003c\/strong\u003e in Year 1 and \u003cstrong\u003e$350k\u003c\/strong\u003e in Year 2. With \u003cstrong\u003e$936k\u003c\/strong\u003e a year in fixed overhead, markup is not pure profit because inventory, defects, returns, warranty work, and travel time still eat cash.\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\u003eMargin Math\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e82%\u003c\/strong\u003e gross margin in Year 1\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e73%\u003c\/strong\u003e after vehicle and commissions\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$190k\u003c\/strong\u003e payroll pressure in Year 1\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$936k\u003c\/strong\u003e fixed overhead each year\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\u003eCost Risks\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eInventory cuts into cash flow\u003c\/li\u003e\n\u003cli\u003eDefects trigger rework costs\u003c\/li\u003e\n\u003cli\u003eReturns can erase margin fast\u003c\/li\u003e\n\u003cli\u003eTravel time lowers billable hours\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow many kegerator installs per month to make money?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eFor a \u003cstrong\u003eKegerator Installation Service\u003c\/strong\u003e, break-even is not the same as paying the owner. Year 1 needs about \u003cstrong\u003e29 weighted jobs per month\u003c\/strong\u003e to cover a \u003cstrong\u003e$90k founder salary\u003c\/strong\u003e plus operating costs at \u003cstrong\u003e73% contribution\u003c\/strong\u003e and a \u003cstrong\u003e$1,214 weighted ticket\u003c\/strong\u003e, but the researched plan models only about \u003cstrong\u003e25 jobs per month\u003c\/strong\u003e, so it is still below operating break-even before capex. Year 2 improves to about \u003cstrong\u003e52 jobs per month\u003c\/strong\u003e on \u003cstrong\u003e$742k revenue\u003c\/strong\u003e and about \u003cstrong\u003e$72k EBITDA\u003c\/strong\u003e, so profit depends on denser routes, maintenance accounts, and more commercial utilization.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eYear 1 math\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e29 jobs\u003c\/strong\u003e covers break-even\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e25 jobs\u003c\/strong\u003e is still short\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e73% contribution\u003c\/strong\u003e supports the model\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$1,214\u003c\/strong\u003e weighted ticket drives revenue\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\u003eYear 2 upside\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e52 jobs\u003c\/strong\u003e lifts scale\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$742k\u003c\/strong\u003e revenue is the plan\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$72k EBITDA\u003c\/strong\u003e is the profit view\u003c\/li\u003e\n\u003cli\u003eDense routes cut service time\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 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\u003eInstall Volume\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e25\/mo\u003c\/strong\u003e\u003cp\u003eBooked installs at about 25 a month in Year 1 are the main way this business covers payroll and fixed costs, so every extra job lifts owner take-home.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e2\u003c\/span\u003e\u003ch4\u003eTicket Mix\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$1.2K\u003c\/strong\u003e\u003cp\u003eCommercial installs are 60% of Year 1 work, so a higher-ticket job mix pushes revenue up without adding many extra visits.\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\u003eComponent Margin\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e12%-15%\u003c\/strong\u003e\u003cp\u003eDraft system component cost falls from 15% to 12%, and every point saved stays in gross profit.\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\u003eMaintenance Mix\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e30%-50%\u003c\/strong\u003e\u003cp\u003eScheduled maintenance grows from 30% to 50% of work, which smooths cash and fills gaps between install jobs.\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$190K\u003c\/strong\u003e\u003cp\u003eYear 1 payroll is about $190K, so the owner's take-home depends on salary plus distributions, not just revenue.\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\u003eTravel Overhead\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$7.8K\/mo\u003c\/strong\u003e\u003cp\u003eFixed overhead runs about $7.8K a month, so tighter routes and lean admin protect margin once the schedule fills.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eKegerator Installation Service Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eBooked Install Volume\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row1\"\u003e\n    \u003ch3\u003eBooked Install Volume\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003eBooked installs\u003c\/strong\u003e only grow income when the calendar can absorb them. Year 1 points to about \u003cstrong\u003e25 jobs a month\u003c\/strong\u003e and \u003cstrong\u003e244 billable hours\u003c\/strong\u003e; with commercial installs at \u003cstrong\u003e15 billable hours each\u003c\/strong\u003e, even a few delays can push revenue into the next month and cut owner draw.\u003c\/p\u003e\n    \u003cp\u003eThis driver includes booked jobs, completed jobs, billable hours, and callback loss. \u003cstrong\u003eOne late job can matter a lot.\u003c\/strong\u003e Route density also hits profit because vehicle cost is modeled at \u003cstrong\u003e4% of revenue\u003c\/strong\u003e, so scattered jobs and rework reduce take-home income fast.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row1\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Jobs, Hours, and Callback Loss\u003c\/h3\u003e\n      \u003cp\u003eWatch \u003cstrong\u003ebooked vs. completed installs\u003c\/strong\u003e, \u003cstrong\u003ebillable hours per job\u003c\/strong\u003e, and \u003cstrong\u003ecallback rate\u003c\/strong\u003e each week. If completions slip below booked volume, the calendar is too tight or jobs are too spread out. One clean install with no return visit protects more profit than two rushed jobs with rework.\u003c\/p\u003e\n      \u003cp\u003eUse service-area routing and minimum job sizes to protect capacity. The best setup is clustered work, high first-time quality, and enough open slots for emergencies. If callbacks rise, billable hours fall before revenue does, and that usually shows up first in owner pay.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack booked jobs by week\u003c\/li\u003e\n        \u003cli\u003eCompare completed hours to plan\u003c\/li\u003e\n        \u003cli\u003eMeasure callback hours separately\u003c\/li\u003e\n        \u003cli\u003eGroup jobs by service area\u003c\/li\u003e\n      \u003c\/ul\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step1\"\u003e1\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eAverage Ticket And Job Mix\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 Ticket and Job Mix\u003c\/h3\u003e\n\u003cp\u003eThis driver is the mix between commercial installs, maintenance, emergency service, and residential setup. The Year 1 weighted ticket is about \u003cstrong\u003e$1,214\u003c\/strong\u003e, but the mix matters more than the average: commercial draft system installs bill about \u003cstrong\u003e$1,875\u003c\/strong\u003e each, scheduled maintenance about \u003cstrong\u003e$200\u003c\/strong\u003e, emergency service about \u003cstrong\u003e$525\u003c\/strong\u003e, and residential setup about \u003cstrong\u003e$55\u003c\/strong\u003e.\u003c\/p\u003e\n\u003cp\u003eMore commercial work can lift owner income, but it also adds complexity and liability. More maintenance gives smaller checks, yet it is repeatable and easier to schedule. The owner earns more when pricing reflects labor hours, risk, and the drag of emergency calls and callbacks on billable capacity.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row2\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003ePrice by job type, not by call\u003c\/h3\u003e\n\u003cp\u003eTrack \u003cstrong\u003ejob type mix\u003c\/strong\u003e, \u003cstrong\u003erealized billable hours\u003c\/strong\u003e, and \u003cstrong\u003ecallback rate\u003c\/strong\u003e each month. Here’s the quick math: if a job looks cheap after labor and travel, it is too cheap, even if the quote closes fast. That mix decides whether revenue turns into owner pay or gets eaten by unbilled time.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eCompare quote price to hours used.\u003c\/li\u003e\n\u003cli\u003eSeparate commercial, maintenance, and emergency work.\u003c\/li\u003e\n\u003cli\u003eWatch low-ticket residential setup volume.\u003c\/li\u003e\n\u003cli\u003eFlag jobs that create callbacks.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003ePush the mix toward work that covers time and risk. Maintenance can smooth cash flow because it repeats, but commercial installs should carry enough price to pay for scheduling load, liability, and technician time. If the mix shifts toward \u003cstrong\u003e$55\u003c\/strong\u003e residential setups, revenue can look busy while profit stays thin.\u003c\/p\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;\"\u003eParts And Equipment Margin\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row3\"\u003e\n\u003ch3\u003eParts And Equipment Margin\u003c\/h3\u003e\n\u003cp\u003e\u003cstrong\u003eGross margin is 82%\u003c\/strong\u003e in Year 1, so every \u003cstrong\u003e$100\u003c\/strong\u003e of parts and cleaning revenue leaves about \u003cstrong\u003e$82\u003c\/strong\u003e before labor, travel, and overhead. That supports owner pay, but only if install pricing stays intact. If component buying gets tighter and supply waste falls, cash improves. The risk is simple: inventory, warranty claims, returns, and callbacks can erase the markup fast.\u003c\/p\u003e\n\u003cp\u003eThe main inputs are \u003cstrong\u003ecomponent cost\u003c\/strong\u003e, \u003cstrong\u003ecleaning supply cost\u003c\/strong\u003e, sell price, return rate, and callback hours. Year 2 improves direct component cost from \u003cstrong\u003e15%\u003c\/strong\u003e to \u003cstrong\u003e14%\u003c\/strong\u003e and cleaning supplies from \u003cstrong\u003e30%\u003c\/strong\u003e to \u003cstrong\u003e28%\u003c\/strong\u003e, so the gain is real. Still, underpricing skilled installation wipes out the upside faster than most owners expect.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row3\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Parts Margin By Job Type\u003c\/h3\u003e\n\u003cp\u003eMeasure margin by install, maintenance, and repair job. Split parts sold, supplies used, and labor booked, then compare gross profit per ticket. If a job needs extra fittings, freight, or a second trip, price it up front so the parts margin does not hide a labor loss. One weak quote can offset several clean jobs.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack invoice cost vs sale price\u003c\/li\u003e\n\u003cli\u003eFlag warranty and return hits\u003c\/li\u003e\n\u003cli\u003eCount callbacks by technician\u003c\/li\u003e\n\u003cli\u003eReview inventory shrink monthly\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eIf actual component spend lands above the planned \u003cstrong\u003e15%\u003c\/strong\u003e or supply use rises above \u003cstrong\u003e28%\u003c\/strong\u003e, owner income falls before payroll and rent. Tie reorders to usage, not guesswork, and keep pricing high enough to cover install skill. That keeps gross profit turning into real cash.\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;\"\u003eRecurring Maintenance Revenue\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"right-row4\"\u003e\n\u003ch3\u003eRecurring Maintenance Revenue\u003c\/h3\u003e\n\u003cp\u003eRecurring maintenance is the steady part of the business. Here, scheduled service is \u003cstrong\u003e30%\u003c\/strong\u003e of Year 1 work and rises to \u003cstrong\u003e50%\u003c\/strong\u003e by Year 5, so every added contract lifts cash flow and customer lifetime value. A Year 1 maintenance visit bills \u003cstrong\u003e2 hours\u003c\/strong\u003e at \u003cstrong\u003e$100\/hour\u003c\/strong\u003e, or about \u003cstrong\u003e$200\u003c\/strong\u003e, but it still uses technician time.\u003c\/p\u003e\n\u003cp\u003eThe tradeoff is simple: more maintenance can smooth revenue between installs, but only if scheduling stays tight. If service routes get messy, those hours crowd out larger jobs and owner pay drops. The key input is billable maintenance visits per month, not just signed contracts.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row4\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eMeasure Visits, Hours, and Route Load\u003c\/h3\u003e\n\u003cp\u003eTrack \u003cstrong\u003emaintenance visits\u003c\/strong\u003e, \u003cstrong\u003ebillable hours\u003c\/strong\u003e, \u003cstrong\u003eaverage rate\u003c\/strong\u003e, and \u003cstrong\u003eutilization\u003c\/strong\u003e (the share of technician time that bills out). Here’s the quick math: \u003cstrong\u003evisits × 2 hours × $100\u003c\/strong\u003e tells you recurring service revenue before labor and drive time. If recurring work boosts lifetime value but pushes installs out, the mix is too heavy on low-value route time.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003ePrice every visit at $200 minimum.\u003c\/li\u003e\n\u003cli\u003eBatch stops by service area.\u003c\/li\u003e\n\u003cli\u003eRenew contracts before peak season.\u003c\/li\u003e\n\u003cli\u003eTrack callbacks separately.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eWhat this estimate hides: travel, no-shows, and rework. If those grow, the cash flow benefit shrinks fast. Better routing and fewer callbacks keep this driver tied to owner take-home income.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step4\"\u003e4\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eTechnician Labor Model\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row5\"\u003e\n\u003ch3\u003eTechnician Payroll Mix\u003c\/h3\u003e\n\u003cp\u003eOwner-led labor protects margin, but it caps how many jobs the business can book. In this model, payroll starts with a \u003cstrong\u003e$90k founder salary\u003c\/strong\u003e, one \u003cstrong\u003e$65k\u003c\/strong\u003e service technician in Year 1, and a half-time operations manager at \u003cstrong\u003e$35k\u003c\/strong\u003e. By Year 2, adding a second technician, full-time operations, and a \u003cstrong\u003e$60k\u003c\/strong\u003e sales role lifts payroll to \u003cstrong\u003e$350k\u003c\/strong\u003e.\u003c\/p\u003e\n\u003cp\u003eThat shift only helps owner income if \u003cstrong\u003eutilization\u003c\/strong\u003e stays high. More staff means more billable hours and less backlog risk, but idle time turns wages into a fixed drag on cash flow. If scheduling slips or callbacks rise, payroll hits before revenue does, and the owner’s take-home pay gets squeezed.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row5\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eProtect Utilization Before Hiring\u003c\/h3\u003e\n\u003cp\u003eTrack \u003cstrong\u003ebillable hours\u003c\/strong\u003e, booked installs, and callback rate every week. Technician utilization means billable hours as a share of paid hours, and it is the key test here. If the current team stays busy and routes stay full, added labor can l\nift capacity. If not, the new hire mostly adds cost.\u003c\/p\u003e\n\u003cp\u003eUse hiring triggers tied to actual demand, not hope. Add headcount only when install volume can cover the extra wage load, and keep the founder out of unbilled work when possible. The goal is simple: pay more people only when the schedule can keep them earning.\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;\"\u003eTravel And Overhead Efficiency\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row6\"\u003e\n    \u003ch3\u003eTravel and Overhead Load\u003c\/h3\u003e\n    \u003cp\u003eThis driver is about how much travel and fixed overhead each job must absorb. The listed fixed costs total \u003cstrong\u003e$7,800\/month\u003c\/strong\u003e before payroll and marketing, and vehicle fuel and maintenance add \u003cstrong\u003e4%\u003c\/strong\u003e of Year 1 revenue. If jobs are spread across too many zip codes, dead miles and weak routing cut the cash left for owner pay.\u003c\/p\u003e\n    \u003cp\u003eTo estimate it, track \u003cstrong\u003ejob count\u003c\/strong\u003e, \u003cstrong\u003eaverage ticket\u003c\/strong\u003e, route miles, and fuel and repair spend by service area. If revenue grows but the service radius grows faster, the owner can look busy and still lose draw capacity because each stop carries more travel cost and less billed time.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row6\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003ePrice for the Drive\u003c\/h3\u003e\n      \u003cp\u003eUse a \u003cstrong\u003eminimum service fee\u003c\/strong\u003e to cover dispatch and the first mile, then push \u003cstrong\u003eroute batching\u003c\/strong\u003e so nearby jobs get done in one run. Tight local coverage keeps more labor hours billable, reduces fuel waste, and protects the margin that turns into owner income.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eCap the service radius.\u003c\/li\u003e\n        \u003cli\u003eBundle stops by zip code.\u003c\/li\u003e\n        \u003cli\u003eReview fuel monthly.\u003c\/li\u003e\n        \u003cli\u003eReject low-fee long drives.\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 step6\"\u003e6\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCompare lean, base, and growth owner income scenarios\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-scenario-table\" aria-label=\"Kegerator Installation Service Owner Income Scenarios\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Kegerator Installation Service Owner Income Scenarios\" data-note-label=\"Planning note\" data-note-text=\"These are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distribution forecasts. Figures are before taxes, before debt service, and reserve-sensitive.\"\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 table\u003c\/p\u003e\n\u003cp class=\"fml-scenario-table-description\"\u003eOwner pay swings with job mix, technician load, and fixed payroll. Year 1 runs negative on EBITDA, while Year 2 is near breakeven and can support modest owner income.\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 upside owner income cases for launch planning.\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\"\u003eDownside 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\"\u003eUpside 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 lower earnings path if volume stays near Year 1 levels and the business keeps absorbing startup overhead.\"\u003eThis is the lower earnings path if volume stays near Year 1 levels and the business keeps absorbing startup overhead.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the modeled path if the business reaches Year 2 scale and starts producing small operating profit.\"\u003eThis is the modeled path if the business reaches Year 2 scale and starts producing small operating profit.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the stronger earnings path if route density, maintenance share, and technician use all improve above the modeled base case.\"\u003eThis is the stronger earnings path if route density, maintenance share, and technician use all improve above the modeled base case.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Typical setup\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-setup\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-typical-setup.svg\" alt=\"Typical setup icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eTypical setup\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"About $364k revenue, 25 jobs a month, a $1,214 weighted ticket, 82% gross margin, 73% contribution margin, and about $190k payroll with a $90k founder salary.\"\u003eAbout $364k revenue, 25 jobs a month, a $1,214 weighted ticket, 82% gross margin, 73% contribution margin, and about $190k payroll with a $90k founder salary.\u003c\/td\u003e\n\u003ctd data-export-value=\"About $742k revenue, 52 jobs a month, a roughly $1,182 weighted ticket, 83% gross margin, and about $350k payroll with a $35k marketing budget.\"\u003eAbout $742k revenue, 52 jobs a month, a roughly $1,182 weighted ticket, 83% gross margin, and about $350k payroll with a $35k marketing budget.\u003c\/td\u003e\n\u003ctd data-export-value=\"Higher job volume, more scheduled maintenance, better technician utilization, and tighter routing can push income above the base case without changing the service mix assumptions here.\"\u003eHigher job volume, more scheduled maintenance, better technician utilization, and tighter routing can push income above the base case without changing the service mix assumptions here.\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=\"25 jobs\/month; 190k payroll; 25k marketing; 82% gross margin; negative EBITDA\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e25 jobs\/month\u003c\/li\u003e\n\u003cli\u003e190k payroll\u003c\/li\u003e\n\u003cli\u003e25k marketing\u003c\/li\u003e\n\u003cli\u003e82% gross margin\u003c\/li\u003e\n\u003cli\u003enegative EBITDA\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"52 jobs\/month; 350k payroll; 35k marketing; 83% gross margin; 6k EBITDA\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e52 jobs\/month\u003c\/li\u003e\n\u003cli\u003e350k payroll\u003c\/li\u003e\n\u003cli\u003e35k marketing\u003c\/li\u003e\n\u003cli\u003e83% gross margin\u003c\/li\u003e\n\u003cli\u003e6k EBITDA\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"Higher route density; more maintenance mix; better technician use; lower travel waste; stronger upsell rate\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eHigher route density\u003c\/li\u003e\n\u003cli\u003emore maintenance mix\u003c\/li\u003e\n\u003cli\u003ebetter technician use\u003c\/li\u003e\n\u003cli\u003elower travel waste\u003c\/li\u003e\n\u003cli\u003estronger upsell rate\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=\"$90,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$90,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eSalary only\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$90,000 - $96,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$90,000 - $96,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eNear breakeven\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"Higher upside band\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003eHigher upside band\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eUser-edit this\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 year cash flow when work is still thin and profit distribution is not reliable.\"\u003eUse this to stress-test launch year cash flow when work is still thin and profit distribution is not reliable.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this as the planning case for a steady but still tight operating year with only modest profit above salary.\"\u003eUse this as the planning case for a steady but still tight operating year with only modest profit above salary.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this to test what happens if you add more recurring work and keep crews busier across the year.\"\u003eUse this to test what happens if you add more recurring work and keep crews busier across the year.\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 are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distribution forecasts. Figures are before taxes, before debt service, and reserve-sensitive.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49303892197619,"sku":"kegerator-installation-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/kegerator-installation-owner-makes.webp?v=1782685476","url":"https:\/\/financialmodelslab.com\/products\/kegerator-installation-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}