{"product_id":"martial-arts-gym-owner-makes","title":"How Much Does a Martial Arts Gym Owner Make? $70k Plus Profit","description":"\u003cbr\u003e\u003cdiv class=\"container_new_design\"\u003e\n\u003cdiv class=\"text-section text-1_new_design\"\u003e\n\u003cdiv class=\"line_top\"\u003e\u003c\/div\u003e\n\u003cp\u003eYou’re trying to separate a real owner paycheck from dojo revenue In this five-year martial arts gym model, owner income starts with a \u003cstrong\u003e$70,000 Head Instructor\/Owner salary\u003c\/strong\u003e, while extra take-home depends on profit, reserves, debt, taxes, and whether the owner keeps teaching classes The scope includes Kids Brazilian jiu-jitsu (BJJ), Adult BJJ, Adult Muay Thai, All-Access memberships, private sessions, payroll, rent, marketing, fixed overhead, and startup equipment\u003c\/p\u003e\n\n\n\u003c\/div\u003e\n\u003cdiv class=\"image-section image-1_new_design\" id=\"main_article_image\"\u003e\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003csection class=\"fml-owner-metric-cards\" aria-label=\"Top Owner Income KPI Cards\"\u003e\u003cdiv class=\"metric-grid\"\u003e\n\u003carticle class=\"metric-card is-green\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Base salary starts at $70,000; upside uses Year 1 to Year 5 EBITDA divided by 12 as a cash proxy, not take-home pay.\"\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=\"Base salary starts at $70,000; upside uses Year 1 to Year 5 EBITDA divided by 12 as a cash proxy, not take-home pay.\"\u003e$70k-$2.4M\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Calculated from monthly EBITDA over monthly tuition and private-session revenue in Year 1 and Year 5; it is a planning estimate, not reported margin.\"\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=\"Calculated from monthly EBITDA over monthly tuition and private-session revenue in Year 1 and Year 5; it is a planning estimate, not reported margin.\"\u003e7%-42%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Annual revenue needed to support a $70,000 owner salary using Year 1 and Year 5 EBITDA margins; reserves, debt, and taxes can change it.\"\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=\"Annual revenue needed to support a $70,000 owner salary using Year 1 and Year 5 EBITDA margins; reserves, debt, and taxes can change it.\"\u003e$167k-$1.05M\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Up-front build-out, instructor payroll, and lease costs make launch capital-heavy; the model also shows tight early cash despite fast ramp assumptions.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-business-difficulty.svg\" alt=\"Business difficulty icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eBusiness difficulty\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Up-front build-out, instructor payroll, and lease costs make launch capital-heavy; the model also shows tight early cash despite fast ramp assumptions.\"\u003eHard\u003c\/strong\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant to test your own owner pay?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-owner-calculator\" aria-label=\"Martial Arts Gym Owner Income Calculator\" data-locale=\"en-US\" data-currency=\"USD\" data-default-scenario=\"base\" data-export-filename=\"Martial Arts Gym Owner Income Calculator.xlsx\" data-source-site-name=\"Financial Models Lab\" data-source-site-url=\"https:\/\/financialmodelslab.com\" data-source-page-title=\"Martial Arts Gym Owner Income Calculator\" data-note-title=\"Planning note:\" data-note-text=\"Research-based planning estimate only. Actual owner income depends on revenue, margins, payroll, reserves, and operating choices. 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 the target-pay gap from revenue, margin, costs, reserves, and target pay.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-scenarios\" aria-label=\"Income scenario presets\"\u003e\n\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"low\"\u003eLow\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario is-active\" type=\"button\" data-scenario=\"base\"\u003eBase\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"high\"\u003eHigh\u003c\/button\u003e\n\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-owner-layout\"\u003e\n\u003cform class=\"fml-owner-inputs\"\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMonthly revenue\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly sales collected before expenses. Use the average operating month, including dues, private sessions, camps, testing fees, and merch.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly sales collected before expenses. Use the average operating month, including dues, private sessions, camps, testing fees, 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=\"Monthly sales collected before expenses. Use the average operating month, including dues, private sessions, camps, testing fees, and merch.\" data-low=\"23000\" data-base=\"30000\" data-high=\"42000\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"30,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eGross margin\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of revenue left after direct costs like guest instructors, merch cost, and other variable service costs.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of revenue left after direct costs like guest instructors, merch cost, and other variable service costs.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"grossMargin\" data-owner-kind=\"percent\" data-owner-label=\"Gross margin\" data-owner-note=\"Percent of revenue left after direct costs like guest instructors, merch cost, and other variable service costs.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"1\" data-low=\"80\" 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 instructor payroll and admin pay before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly instructor payroll and admin pay before owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly instructor payroll and admin pay before owner pay.\" data-low=\"6500\" data-base=\"7708\" data-high=\"10500\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"7,708\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Rent and other fixed monthly costs like utilities, insurance, software, and admin.\"\u003ei\u003cspan role=\"tooltip\"\u003eRent and other fixed monthly costs like utilities, insurance, software, and admin.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Rent and other fixed monthly costs like utilities, insurance, software, and admin.\" data-low=\"8900\" data-base=\"8900\" data-high=\"8900\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"8,900\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMarketing\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly spend to keep leads and trials coming in.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly spend to keep leads and trials coming in.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly spend to keep leads and trials coming in.\" data-low=\"2200\" data-base=\"2500\" data-high=\"3000\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"2,500\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly loan or financing payment, if any. Use 0 if no financing is built into the plan.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly loan or financing payment, if any. Use 0 if no financing is built into the plan.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"debtService\" data-owner-kind=\"money\" data-owner-label=\"Debt service\" data-owner-note=\"Monthly loan or financing payment, if any. Use 0 if no financing is built into the plan.\" data-low=\"0\" data-base=\"0\" data-high=\"0\" name=\"debtService\" type=\"text\" inputmode=\"numeric\" value=\"\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eTax reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of profit set aside for taxes before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit set aside for taxes before owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"taxReserve\" data-owner-kind=\"percent\" data-owner-label=\"Tax reserve\" data-owner-note=\"Percent of profit set aside for taxes before owner pay.\" name=\"taxReserve\" type=\"range\" min=\"0\" max=\"45\" step=\"1\" data-low=\"18\" data-base=\"20\" data-high=\"22\" value=\"20\"\u003e\u003coutput\u003e20%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eReinvestment reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent kept back for repairs, growth, and cash buffer.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent kept back for repairs, growth, and cash buffer.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"reinvestmentReserve\" data-owner-kind=\"percent\" data-owner-label=\"Reinvestment reserve\" data-owner-note=\"Percent kept back for repairs, growth, and cash buffer.\" name=\"reinvestmentReserve\" type=\"range\" min=\"0\" max=\"35\" step=\"1\" data-low=\"12\" data-base=\"10\" data-high=\"8\" 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 target used to measure the gap.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly owner income target used to measure the 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 target used to measure the gap.\" data-low=\"5000\" data-base=\"5833\" data-high=\"7000\" name=\"targetOwnerPay\" type=\"text\" inputmode=\"numeric\" value=\"5,833\"\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$4,265\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\"\u003e14%\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$32,668\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric is-target-gap is-negative\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eTarget Pay Gap\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Owner income minus target owner pay. Negative means the target pay is not covered.\"\u003ei\u003cspan role=\"tooltip\"\u003eOwner income minus target owner pay. Negative means the target pay is not covered.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"targetPayGap\"\u003e$-1,568\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$51,180\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$6,092\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$1,827\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eTarget pay gap\u003c\/dt\u003e\n\u003cdd data-owner-output=\"cashAfterTargetPay\"\u003e$-1,568\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$30,000\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"grossProfit\"\u003e\n\u003cspan\u003eGross profit\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 84%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$25,200\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: 64%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$19,108\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: 6%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$1,827\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: 14%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$4,265\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. Actual owner income depends on revenue, margins, payroll, reserves, and operating choices. It is not guaranteed salary, tax advice, or owner distribution advice.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003cdiv class=\"container_new_design_blog\"\u003e\n\n\u003cdiv class=\"text-section_blog text-2_new_design_blog\"\u003e\n\n\u003cdiv class=\"line_top_blog\"\u003e\u003cbr\u003e\u003c\/div\u003e\n\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant to check owner income in the Martial Arts Gym model?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eDashboard links revenue, margin, costs, reserves, and \u003cstrong\u003eowner take-home\u003c\/strong\u003e; open the \u003ca href=\"\/products\/martial-arts-gym-financial-model\"\u003eMartial Arts Gym Financial Model Template\u003c\/a\u003e to test assumptions.\u003c\/p\u003e\n\n\u003ch4\u003eOwner-income model highlights\u003c\/h4\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eOwner pay follows cash flow\u003c\/li\u003e\n\u003cli\u003eStudents: 140 to 360\u003c\/li\u003e\n\u003cli\u003eDues: $130 to $210\u003c\/li\u003e\n\u003cli\u003eSessions: $2,000 to $8,500\u003c\/li\u003e\n\u003cli\u003eOverhead $8,900; capex $79,000\u003c\/li\u003e\n\u003cli\u003ePayroll: $162,500 to $437,500\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\/martial-arts-gym-financial-model-dashboard-financialmodelslab_f8641ff2-80c0-4490-8632-ad24279ac61a.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/martial-arts-gym-financial-model-dashboard-financialmodelslab_f8641ff2-80c0-4490-8632-ad24279ac61a.webp?width=500\" alt=\"Martial Arts Gym Financial Model dashboard summarizing key KPIs, runway\/cash and performance with a dynamic dashboard, investor-ready charts to spot cash-flow blind spots and track growth.\"\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 revenue does a martial arts gym make?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eA \u003cstrong\u003eMartial Arts Gym\u003c\/strong\u003e in this model makes about \u003cstrong\u003e$22,800\u003c\/strong\u003e a month in Year 1, then \u003cstrong\u003e$35,075\u003c\/strong\u003e in Year 2, \u003cstrong\u003e$48,500\u003c\/strong\u003e in Year 3, \u003cstrong\u003e$58,875\u003c\/strong\u003e in Year 4, and \u003cstrong\u003e$69,700\u003c\/strong\u003e in Year 5. That is \u003cstrong\u003erevenue\u003c\/strong\u003e, not owner take-home, and the owner only sees cash after payroll, rent, marketing, reserves, debt, and taxes. Here’s the quick math: recurring tuition is the base, and add-ons lift average revenue per student from about \u003cstrong\u003e$163\u003c\/strong\u003e to \u003cstrong\u003e$194\u003c\/strong\u003e.\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 to Year 5\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$22,800\u003c\/strong\u003e monthly in Year 1\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$35,075\u003c\/strong\u003e monthly in Year 2\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$48,500\u003c\/strong\u003e monthly in Year 3\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$69,700\u003c\/strong\u003e monthly in Year 5\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eWhat drives revenue\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eKids BJJ, Adult BJJ, Adult Muay Thai\u003c\/li\u003e\n\u003cli\u003eAll-Access add-ons raise ARPU\u003c\/li\u003e\n\u003cli\u003ePrivate sessions and kids programs help\u003c\/li\u003e\n\u003cli\u003eBelt tests, camps, merch, events add more\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\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\u003eCore revenue mix\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eRecurring tuition is the base\u003c\/li\u003e\n\u003cli\u003ePrivate training adds higher-ticket sales\u003c\/li\u003e\n\u003cli\u003eSeminars and events fill gaps\u003c\/li\u003e\n\u003cli\u003eMembership occupancy drives cash\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\u003eOwner cash reality\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eRevenue is not profit\u003c\/li\u003e\n\u003cli\u003eCash comes after fixed costs\u003c\/li\u003e\n\u003cli\u003ePayroll and rent matter most\u003c\/li\u003e\n\u003cli\u003eTaxes and reserves reduce take-home\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat profit margin and operating costs should a martial arts gym expect?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eIf you’re sizing the opening budget for a \u003ca href=\"\/blogs\/startup-costs\/martial-arts-gym\"\u003eHow Much Does It Cost To Open A Martial Arts Gym?\u003c\/a\u003e, expect \u003cstrong\u003egross margin\u003c\/strong\u003e to start at \u003cstrong\u003e50%\u003c\/strong\u003e in Year 1 and improve to \u003cstrong\u003e65%\u003c\/strong\u003e in Year 5 after COGS. But \u003cstrong\u003emarketing\u003c\/strong\u003e and consumables can still keep \u003cstrong\u003eoperating profit\u003c\/strong\u003e under pressure, at \u003cstrong\u003e110%\u003c\/strong\u003e of revenue in Year 1 and \u003cstrong\u003e75%\u003c\/strong\u003e in Year 5. Fixed costs run \u003cstrong\u003e$8,900\u003c\/strong\u003e a month, led by a \u003cstrong\u003e$6,000\u003c\/strong\u003e lease, while payroll rises from \u003cstrong\u003e$162,500\u003c\/strong\u003e to \u003cstrong\u003e$437,500\u003c\/strong\u003e a year, so owner take-home depends on instructor hiring, rent, marketing efficiency, reserves, and whether EBITDA turns into 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\u003eYear 1 to Year 5 margins\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e50%\u003c\/strong\u003e COGS in Year 1.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e35%\u003c\/strong\u003e COGS in Year 5.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e110%\u003c\/strong\u003e variable costs in Year 1.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e75%\u003c\/strong\u003e variable costs in Year 5.\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 and overhead pressure\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$8,900\u003c\/strong\u003e monthly fixed costs.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$6,000\u003c\/strong\u003e facility lease.\u003c\/li\u003e\n\u003cli\u003ePayroll climbs to \u003cstrong\u003e$437,500\u003c\/strong\u003e.\u003c\/li\u003e\n\u003cli\u003eCash depends on reserves.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eShould a martial arts gym owner teach classes?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eIf the owner teaches at \u003cstrong\u003eMartial Arts Gym\u003c\/strong\u003e, short-term cash can look better because the \u003cstrong\u003e$70,000\u003c\/strong\u003e owner role is really labor pay for instruction and management, not pure business profit. Hiring instructors adds capacity, but payroll rises from \u003cstrong\u003e$162,500\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e$437,500\u003c\/strong\u003e in Year 5 as senior staff grows from \u003cstrong\u003e10\u003c\/strong\u003e to \u003cstrong\u003e30 FTE\u003c\/strong\u003e and junior staff from \u003cstrong\u003e0.5\u003c\/strong\u003e to \u003cstrong\u003e30 FTE\u003c\/strong\u003e. That can improve schedule coverage, kids-program capacity, and retention, but if enrollment lags, take-home drops fast.\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\u003eWhy owner teaching helps\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$70,000\u003c\/strong\u003e is labor pay, not profit\u003c\/li\u003e\n\u003cli\u003eShort-term cash looks stronger\u003c\/li\u003e\n\u003cli\u003eFewer hires means lower payroll\u003c\/li\u003e\n\u003cli\u003eOwner can cover classes and management\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\u003eWhere the risk shows up\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003ePayroll climbs to \u003cstrong\u003e$437,500\u003c\/strong\u003e by Year 5\u003c\/li\u003e\n\u003cli\u003eStaffing reaches \u003cstrong\u003e30 FTE\u003c\/strong\u003e senior instructors\u003c\/li\u003e\n\u003cli\u003eJunior staff reaches \u003cstrong\u003e30 FTE\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eEnrollment must fill the added capacity\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 owner-income drivers?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-main-income-drivers\" aria-label=\"Main income drivers card grid for a martial arts gym.\"\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\u003eStudent Base\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e140-360\u003c\/strong\u003e\u003cp\u003eGrowing paying students from 140 to 360 lifts tuition fast, and retention protects that base from leaking each month.\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\u003eRevenue per Student\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$163-$194\/mo\u003c\/strong\u003e\u003cp\u003eRaising the average bill per student from about $163 to $194 adds revenue without needing much more floor space.\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\u003eInstructor Payroll\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$163K-$438K\u003c\/strong\u003e\u003cp\u003ePayroll moves the most cash, so the mix of senior, junior, and admin staff can make or break owner take-home.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e4\u003c\/span\u003e\u003ch4\u003eFacility Cost\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$8.9K\/mo\u003c\/strong\u003e\u003cp\u003eThe lease and other fixed overhead set the monthly floor, so better capacity use lowers cost per student.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e5\u003c\/span\u003e\u003ch4\u003ePrivate Sessions\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$2K-$8.5K\/mo\u003c\/strong\u003e\u003cp\u003ePrivate sessions add cash with little extra rent, so they raise margin faster than more group classes alone.\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\u003eLead Efficiency\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e8%-5%\u003c\/strong\u003e\u003cp\u003eLower marketing spend as a share of revenue means less cash goes to fill mats, which helps owner profit.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eMartial Arts Gym Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eActive paying students and retention\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row1\"\u003e\n    \u003ch3\u003eActive Paying Students\u003c\/h3\u003e\n    \u003cp\u003eThis is the main cash driver because tuition repeats every month. Growing active paying students from \u003cstrong\u003e140\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e360\u003c\/strong\u003e in Year 5 matters more than inquiries or trial passes, since each retained member keeps monthly revenue coming while rent and payroll keep running.\u003c\/p\u003e\n    \u003cp\u003eHere’s the quick math: if students leave, the gym must refill spots before cash improves. That makes retention a profit issue, not just a sales issue. A full kids class is better than opening another adult slot too early, because the same fixed load still sits there.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row1\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Retention Before Expansion\u003c\/h3\u003e\n      \u003cp\u003eMeasure \u003cstrong\u003eactive students\u003c\/strong\u003e, \u003cstrong\u003emonthly churn\u003c\/strong\u003e, and \u003cstrong\u003efirst-90-day retention\u003c\/strong\u003e. Those three numbers tell you whether tuition will recur or reset. If the membership base slips, owner income falls fast because fixed overhead still runs at about \u003cstrong\u003e$8,900 per month\u003c\/strong\u003e.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eWatch fill rate by class.\u003c\/li\u003e\n        \u003cli\u003eConvert trials into paid members.\u003c\/li\u003e\n        \u003cli\u003eAdd slots only after steady demand.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003ePut growth effort where classes fill first. If kids groups are near full, build there before adding new adult capacity. That keeps tuition recurring, lowers the marketing burden per enrolled student, and protects take-home pay when payroll does not fall with churn.\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;\"\u003ePricing and average revenue per student\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row2\"\u003e\n    \u003ch3\u003ePricing per active student\u003c\/h3\u003e\n    \u003cp\u003eThis driver is the monthly dues and add-ons collected from each active student. Modeled pricing runs \u003cstrong\u003e$130 to $150\u003c\/strong\u003e for Kids BJJ, \u003cstrong\u003e$150 to $170\u003c\/strong\u003e for Adult BJJ and Adult Muay Thai, and \u003cstrong\u003e$190 to $210\u003c\/strong\u003e for All-Access. With private sessions included, average monthly revenue per student is about \u003cstrong\u003e$163 in Year 1\u003c\/strong\u003e and \u003cstrong\u003e$194 in Year 5\u003c\/strong\u003e.\u003c\/p\u003e\n    \u003cp\u003eHere’s the quick math: at \u003cstrong\u003e140 active students\u003c\/strong\u003e, that is about \u003cstrong\u003e$22,820 per month\u003c\/strong\u003e; at \u003cstrong\u003e360 students\u003c\/strong\u003e, it is about \u003cstrong\u003e$69,840 per month\u003c\/strong\u003e. Higher prices lift cash only if retention holds, because lost students erase the gain fast. One clean rule: price goes up only when the class mix can support it.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row2\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack tier mix and churn\u003c\/h3\u003e\n      \u003cp\u003eMeasure \u003cstrong\u003eactive students\u003c\/strong\u003e, \u003cstrong\u003etier mix\u003c\/strong\u003e, \u003cstrong\u003eprivate session attach rate\u003c\/strong\u003e, and \u003cstrong\u003emonthly churn\u003c\/strong\u003e. That tells you whether revenue per student is rising because of better pricing or just because more students are staying. If you push dues up and retention slips, owner pay gets hit through lower recurring cash.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTest family plans by local demand.\u003c\/li\u003e\n        \u003cli\u003eWatch upgrades to All-Access.\u003c\/li\u003e\n        \u003cli\u003eTrack price changes by cohort.\u003c\/li\u003e\n        \u003cli\u003eUse add-ons without fee fatigue.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eSmall increases matter: a \u003cstrong\u003e$10\u003c\/strong\u003e lift across \u003cstrong\u003e140 students\u003c\/strong\u003e adds about \u003cstrong\u003e$1,400 per month\u003c\/strong\u003e before churn. At \u003cstrong\u003e360 students\u003c\/strong\u003e, that same lift adds about \u003cstrong\u003e$3,600 per month\u003c\/strong\u003e. What this estimate hides: if pricing pressure hurts renewals, the cash gain can disappear in the next cycle.\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;\"\u003eStaffing model and instructor payroll\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row3\"\u003e\n    \u003ch3\u003eInstructor Payroll\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003eInstructor payroll\u003c\/strong\u003e is the biggest controllable scale cost here. Modeled payroll rises from \u003cstrong\u003e$162,500\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e$437,500\u003c\/strong\u003e in Year 5, with owner salary at \u003cstrong\u003e$70,000\u003c\/strong\u003e, senior instructor at \u003cstrong\u003e$55,000\u003c\/strong\u003e, junior instructor at \u003cstrong\u003e$40,000\u003c\/strong\u003e, admin at \u003cstrong\u003e$35,000\u003c\/strong\u003e, and marketing coordinator at \u003cstrong\u003e$30,000\u003c\/strong\u003e. Every hire cuts near-term profit unless class demand is already there.\u003c\/p\u003e\n    \u003cp\u003eOwner-led classes can lift take-home in the short run because you avoid a wage draw, but that only works if the owner has time to teach. The key inputs are class count, attendance, instructor mix, and the owner’s own schedule. Hiring too early pushes cash out before revenue fills the seats.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row3\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eHire to Class Demand\u003c\/h3\u003e\n      \u003cp\u003eTrack \u003cstrong\u003estudents per class\u003c\/strong\u003e, weekly teaching hours, and payroll as a share of revenue before adding staff. Use the point where a class stays full enough to justify a junior or senior instructor. If demand is thin, keep the owner on the mat and protect margin; if growth is steady, add headcount in order: junior instructor, admin help, then marketing support.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eMeasure filled classes, not leads.\u003c\/li\u003e\n        \u003cli\u003eWatch owner teaching capacity.\u003c\/li\u003e\n        \u003cli\u003eHire after demand, not ego.\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 step3\"\u003e3\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eFacility capacity, rent, and schedule use\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row4\"\u003e\n    \u003ch3\u003ePeak-Hour Capacity Use\u003c\/h3\u003e\n    \u003cp\u003eWhen class slots stay full during peak hours, the gym earns more from the same paid space. Fixed overhead is \u003cstrong\u003e$8,900\u003c\/strong\u003e a month: \u003cstrong\u003e$6,000\u003c\/strong\u003e lease, \u003cstrong\u003e$1,200\u003c\/strong\u003e utilities, \u003cstrong\u003e$300\u003c\/strong\u003e insurance, \u003cstrong\u003e$250\u003c\/strong\u003e software, \u003cstrong\u003e$500\u003c\/strong\u003e professional services, \u003cstrong\u003e$400\u003c\/strong\u003e cleaning, \u003cstrong\u003e$150\u003c\/strong\u003e supplies, and \u003cstrong\u003e$100\u003c\/strong\u003e affiliation fees. Empty mat time still carries the same cost.\u003c\/p\u003e\n    \u003cp\u003eThe model’s occupancy assumption moves from \u003cstrong\u003e600%\u003c\/strong\u003e to \u003cstrong\u003e900%\u003c\/strong\u003e, but the real lever is students per class, waitlists, and \u003cstrong\u003epeak-hour utilization\u003c\/strong\u003e. A larger mat does not help if classes sit half full, because rent stays fixed and profit per member drops. More filled sessions improve cash flow and the owner’s take-home pay.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row4\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eFill Busy Classes First\u003c\/h3\u003e\n      \u003cp\u003eTrack the number of students in each class, not just total members. Compare booked seats to available seats by time block, watch waitlists on kids and evening classes, and test schedule changes before signing more space. What this estimate hides is off-peak slack, so expand only after busy classes are consistently full.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eCount students per class weekly.\u003c\/li\u003e\n        \u003cli\u003eTrack waitlists by time block.\u003c\/li\u003e\n        \u003cli\u003eMeasure peak-hour utilization first.\u003c\/li\u003e\n        \u003cli\u003eExpand only after full classes persist.\u003c\/li\u003e\n      \u003c\/ul\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step4\"\u003e4\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eAncillary revenue beyond memberships\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv cla ss=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row5\"\u003e\n    \u003ch3\u003eAncillary revenue\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003ePrivate sessions\u003c\/strong\u003e, belt testing, seminars, camps, merchandise, and events lift cash per student without pushing monthly dues higher. In the model, private sessions rise from \u003cstrong\u003e$2,000\/month\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e$8,500\/month\u003c\/strong\u003e in Year 5, or \u003cstrong\u003e$24,000\u003c\/strong\u003e to \u003cstrong\u003e$102,000\u003c\/strong\u003e a year before other add-ons. That improves owner pay because it adds revenue without needing a new member.\u003c\/p\u003e\n    \u003cp\u003eWhat this hides is participation rate. If add-ons feel like extra fees, parents and adults back off, and average revenue per student stalls. The clean rule is simple: sell value-based extras, not pressure. One key input is add-on take rate by student type, because kids, adults, and competitors buy different extras.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row5\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack add-on take rate\u003c\/h3\u003e\n      \u003cp\u003eMeasure \u003cstrong\u003eaverage revenue per student\u003c\/strong\u003e, private-session bookings, and event attendance every month. Split the data by kids, adults, and competitors so you can see where the add-ons land. A small lift in uptake can matter more than a price bump because it raises cash without changing base dues.\u003c\/p\u003e\n      \u003cp\u003eKeep each add-on tied to a clear outcome: belt testing for progress, camps for skill time, seminars for focused learning, and merchandise for gear. If one offer weakens renewals or fills only a few spots, cut it fast. The goal is more owner cash, not more noise.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eWatch add-on sales by student type.\u003c\/li\u003e\n        \u003cli\u003eKeep offers tied to real value.\u003c\/li\u003e\n        \u003cli\u003eTest price before adding more events.\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 step5\"\u003e5\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eLead generation and trial conversion\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row6\"\u003e\n    \u003ch3\u003eTrial-to-Member Conversion\u003c\/h3\u003e\n    \u003cp\u003eFor a martial arts gym, income here depends on \u003cstrong\u003eprofitable enrollment\u003c\/strong\u003e, not lead count. If ads fill trial spots but students do not join or leave in the first \u003cstrong\u003e90 days\u003c\/strong\u003e, revenue does not cover payroll and rent. Marketing and promotion are modeled at \u003cstrong\u003e80%\u003c\/strong\u003e of revenue in Year 1, falling to \u003cstrong\u003e50%\u003c\/strong\u003e by Year 5, so weak conversion cuts owner pay fast.\u003c\/p\u003e\n    \u003cp\u003eTrack \u003cstrong\u003ecost per enrolled student\u003c\/strong\u003e, \u003cstrong\u003etrial show rate\u003c\/strong\u003e, \u003cstrong\u003eclose rate\u003c\/strong\u003e, and \u003cstrong\u003efirst-90-day retention\u003c\/strong\u003e. This driver includes paid ads, referrals, intro offers, local search, schools, and community events. Here’s the quick math: more leads only help if enough turn into paying students who stay long enough to cover fixed costs and create cash for the owner.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row6\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eMeasure the Funnel, Not the Noise\u003c\/h3\u003e\n      \u003cp\u003eUse one dashboard by channel. A cheap lead is not a cheap member if the trial no-shows or quits early. Measure \u003cstrong\u003eenrolled students per channel\u003c\/strong\u003e and compare that against the full marketing spend, so you can drop weak sources before they drain cash. The key question is simple: how much did it cost to get one paying student who stayed?\u003c\/p\u003e\n      \u003cp\u003eWatch the first \u003cstrong\u003e90 days\u003c\/strong\u003e closely. If trial close rate falls, tighten follow-up, improve the intro offer, or shift spend to higher-trust channels like referrals and local search. If retention is weak, ads just buy churn, and the owner still has to cover \u003cstrong\u003epayroll\u003c\/strong\u003e, \u003cstrong\u003erent\u003c\/strong\u003e, and other fixed costs.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack cost per enrolled student\u003c\/li\u003e\n        \u003cli\u003eTrack trial show rate weekly\u003c\/li\u003e\n        \u003cli\u003eTrack close rate by channel\u003c\/li\u003e\n        \u003cli\u003eTrack first-90-day retention\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 low, base, and high owner-income cases\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-scenario-table\" aria-label=\"Martial Arts Gym Owner Income Scenarios\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Martial Arts Gym Owner Income Scenarios\" data-note-label=\"Planning note\" data-note-text=\"These scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distribution forecasts.\"\u003e\u003cdiv class=\"fml-scenario-table-card\"\u003e\n\u003cheader class=\"fml-scenario-table-header\"\u003e\u003cdiv\u003e\n\u003cp class=\"fml-scenario-table-eyebrow\"\u003eOwner income scenarios\u003c\/p\u003e\n\u003cp class=\"fml-scenario-table-description\"\u003eOwner income shifts with enrollment, retention, staffing, and marketing spend. These cases show how much pay the gym can support while still leaving room for reserves.\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 owner pay ranges for a martial arts gym.\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\"\u003eEasiest to run\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\"\u003eBalanced 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\"\u003eCapacity stretch\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=\"Slower enrollment and weaker retention keep owner pay near the salary floor.\"\u003eSlower enrollment and weaker retention keep owner pay near the salary floor.\u003c\/td\u003e\n\u003ctd data-export-value=\"Modeled enrollment and pricing support the full salary base and modest draws.\"\u003eModeled enrollment and pricing support the full salary base and modest draws.\u003c\/td\u003e\n\u003ctd data-export-value=\"Stronger retention and private sessions lift income enough for salary plus larger draws.\"\u003eStronger retention and private sessions lift income enough for salary plus larger draws.\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=\"The gym runs below the base case, with softer student counts, higher marketing spend, and only part of the $70,000 owner salary covered.\"\u003eThe gym runs below the base case, with softer student counts, higher marketing spend, and only part of the $70,000 owner salary covered.\u003c\/td\u003e\n\u003ctd data-export-value=\"The base case follows the model: 140 Year 1 students, about $22,800 in monthly revenue, $8,900 in fixed costs, $162,500 in payroll, and about a 16% combined variable and COGS load.\"\u003eThe base case follows the model: 140 Year 1 students, about $22,800 in monthly revenue, $8,900 in fixed costs, $162,500 in payroll, and about a 16% combined variable and COGS load.\u003c\/td\u003e\n\u003ctd data-export-value=\"By Year 5, 360 students and $69,700 in monthly revenue, plus $8,500 from private sessions, support higher income if hiring stays disciplined and reserves come first.\"\u003eBy Year 5, 360 students and $69,700 in monthly revenue, plus $8,500 from private sessions, support higher income if hiring stays disciplined and reserves come first.\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=\"Slower enrollment; weaker retention; higher marketing; partial owner salary; fewer private sessions\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eSlower enrollment\u003c\/li\u003e\n\u003cli\u003eweaker retention\u003c\/li\u003e\n\u003cli\u003ehigher marketing\u003c\/li\u003e\n\u003cli\u003epartial owner salary\u003c\/li\u003e\n\u003cli\u003efewer private sessions\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"140 Year 1 students; $22,800 monthly revenue; $8,900 fixed costs; $162,500 payroll; 16% variable and COGS\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e140 Year 1 students\u003c\/li\u003e\n\u003cli\u003e$22,800 monthly revenue\u003c\/li\u003e\n\u003cli\u003e$8,900 fixed costs\u003c\/li\u003e\n\u003cli\u003e$162,500 payroll\u003c\/li\u003e\n\u003cli\u003e16% variable and COGS\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"360 Year 5 students; $69,700 monthly revenue; $8,500 private sessions; disciplined hiring; reserve-first draws\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e360 Year 5 students\u003c\/li\u003e\n\u003cli\u003e$69,700 monthly revenue\u003c\/li\u003e\n\u003cli\u003e$8,500 private sessions\u003c\/li\u003e\n\u003cli\u003edisciplined hiring\u003c\/li\u003e\n\u003cli\u003ereserve-first draws\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=\"$35,000 - $70,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$35,000 - $70,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eSalary floor\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$70,000 - $120,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$70,000 - $120,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eFull salary\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$120,000 - $200,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$120,000 - $200,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eReserve first\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 cash flow if signups lag or churn stays high.\"\u003eUse this to stress test cash flow if signups lag or churn stays high.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this as the planning case for normal operations and day-to-day owner pay.\"\u003eUse this as the planning case for normal operations and day-to-day owner pay.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this to test upside if the gym stays full and cash reserves are set before owner distributions.\"\u003eUse this to test upside if the gym stays full and cash reserves are set before owner distributions.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/tbody\u003e\n\u003c\/table\u003e\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-note\"\u003e\n\u003cspan class=\"fml-scenario-table-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e These scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distribution forecasts.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49303974871283,"sku":"martial-arts-gym-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/martial-arts-gym-owner-makes.webp?v=1782686471","url":"https:\/\/financialmodelslab.com\/products\/martial-arts-gym-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}