{"product_id":"recreation-center-owner-makes","title":"How Much Does a Recreation Center Owner Make? $416K EBITDA Case","description":"\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\n\n\u003cdiv class=\"double_border\"\u003e\n\n\u003cdiv class=\"card_smpl_header\"\u003e\n\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-plus-icon.svg\" alt=\"Key Takeaways\" class=\"icon_how_to_use\"\u003e\n\n\u003ch3\u003eKey Takeaways\u003c\/h3\u003e\n\n\u003c\/div\u003e\n\n\u003cul class=\"lst_crct_blog\"\u003e\n\n\u003cli\u003eMembership volume drives base cash flow.\u003c\/li\u003e\n\n\u003cli\u003eRentals monetize fixed space, but peak hours matter.\u003c\/li\u003e\n\n\u003cli\u003ePrograms grow revenue, yet labor can erase margins.\u003c\/li\u003e\n\n\u003cli\u003eOwner profit depends on payroll and facility costs.\u003c\/li\u003e\n\n\u003c\/ul\u003e\n\n\u003c\/div\u003e\n\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003csection class=\"fml-owner-metric-cards\" aria-label=\"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=\"Year 1 to Year 5 EBITDA is $416K to $2.50M; this is operating profit before taxes, debt, reserves, and distributions.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-owner-income.svg\" alt=\"Owner income icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eOwner income\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Year 1 to Year 5 EBITDA is $416K to $2.50M; this is operating profit before taxes, debt, reserves, and distributions.\"\u003e$416K-$2.50M\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"EBITDA divided by model revenue gives about 32% in Year 1 and 62% in Year 5; this is a planning margin, not net profit.\"\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 divided by model revenue gives about 32% in Year 1 and 62% in Year 5; this is a planning margin, not net profit.\"\u003e32%-62%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1 to Year 5 modeled revenue is $1.30M to $4.01M; this is the closest threshold for the EBITDA owner-pay proxy.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-revenue-target.svg\" alt=\"Revenue for target pay icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eRevenue for target pay\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Year 1 to Year 5 modeled revenue is $1.30M to $4.01M; this is the closest threshold for the EBITDA owner-pay proxy.\"\u003e$1.30M-$4.01M\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card is-yellow\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Medium fits the heavy upfront capex, staffing, and Month 9 cash trough; the model still reaches break-even in Month 1.\"\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=\"Medium fits the heavy upfront capex, staffing, and Month 9 cash trough; the model still reaches break-even in Month 1.\"\u003eMedium\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 recreation center owner income?\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=\"This is a researched planning estimate, not a guaranteed salary, tax advice, or owner distribution advice. Actual owner income depends on revenue, margins, payroll, reserves, debt, and cash timing.\"\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 monthly revenue, gross margin, labor, fixed overhead, marketing, debt service, reserves, and target pay. Base case starts from 50,000 member visits at $15, 10,000 daily passes at $25, 2,000 program registrations at $100, and 100 rental events at $500.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-scenarios\" aria-label=\"Income scenario presets\"\u003e\n\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"low\"\u003eLow\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario is-active\" type=\"button\" data-scenario=\"base\"\u003eBase\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"high\"\u003eHigh\u003c\/button\u003e\n\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-owner-layout\"\u003e\n\u003cform class=\"fml-owner-inputs\"\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMonthly revenue\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Average monthly sales before expenses. Low, base, and high use the model's year 1, year 3, and year 5 revenue pace.\"\u003ei\u003cspan role=\"tooltip\"\u003eAverage monthly sales before expenses. Low, base, and high use the model's year 1, year 3, and year 5 revenue pace.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"monthlyRevenue\" data-owner-kind=\"money\" data-owner-label=\"Monthly revenue\" data-owner-note=\"Average monthly sales before expenses. Low, base, and high use the model's year 1, year 3, and year 5 revenue pace.\" data-low=\"108333\" data-base=\"231625\" data-high=\"333750\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"231,625\"\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 such as program supplies, payment processing, and variable utilities.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of revenue left after direct costs such as program supplies, payment processing, and variable utilities.\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 such as program supplies, payment processing, and variable utilities.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"0.1\" data-low=\"94\" data-base=\"94.5\" data-high=\"95\" value=\"94.5\"\u003e\u003coutput\u003e94.5%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eLabor cost\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly payroll before owner pay. This reflects staffed operations as visits and programs scale.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly payroll before owner pay. This reflects staffed operations as visits and programs scale.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly payroll before owner pay. This reflects staffed operations as visits and programs scale.\" data-low=\"34167\" data-base=\"45292\" data-high=\"56250\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"45,292\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly fixed facility cost. This covers property taxes, insurance, base utilities, maintenance contracts, software, security, and accounting\/legal fees.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly fixed facility cost. This covers property taxes, insurance, base utilities, maintenance contracts, software, security, and accounting\/legal fees.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Monthly fixed facility cost. This covers property taxes, insurance, base utilities, maintenance contracts, software, security, and accounting\/legal fees.\" data-low=\"19000\" data-base=\"19000\" data-high=\"19000\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"19,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMarketing\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly advertising spend tied to demand. The model uses the revenue ramp from the source plan.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly advertising spend tied to demand. The model uses the revenue ramp from the source plan.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly advertising spend tied to demand. The model uses the revenue ramp from the source plan.\" data-low=\"8667\" data-base=\"13898\" data-high=\"16688\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"13,898\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly debt payment. The source data does not include financing, so this stays at 0 unless you add it.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly debt payment. The source data does not include financing, so this stays at 0 unless you add it.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"debtService\" data-owner-kind=\"money\" data-owner-label=\"Debt service\" data-owner-note=\"Monthly debt payment. The source data does not include financing, so this stays at 0 unless you add it.\" 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=\"0.1\" data-low=\"25\" data-base=\"20\" data-high=\"18\" 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, and working capital.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit kept for repairs, growth, and working capital.\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, and working capital.\" name=\"reinvestmentReserve\" type=\"range\" min=\"0\" max=\"35\" step=\"0.1\" data-low=\"15\" 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 pay goal used to measure the target-pay gap.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly owner pay goal used to measure the target-pay gap.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"targetOwnerPay\" data-owner-kind=\"money\" data-owner-label=\"Target owner pay\" data-owner-note=\"Monthly owner pay goal used to measure the target-pay gap.\" data-low=\"5000\" data-base=\"10000\" data-high=\"15000\" name=\"targetOwnerPay\" type=\"text\" inputmode=\"numeric\" value=\"10,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/form\u003e\n\u003caside class=\"fml-owner-results\" aria-live=\"polite\"\u003e\u003cspan class=\"fml-owner-tag\"\u003eOwner income output\u003c\/span\u003e\u003cdiv class=\"fml-owner-metrics\"\u003e\n\u003cdiv class=\"fml-owner-metric is-primary\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eOwner Income\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly take-home after tax and reinvestment reserves.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly take-home after tax and reinvestment reserves.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"monthlyOwnerIncome\"\u003e$98,487\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\"\u003e43%\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$97,858\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$88,487\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$1,181,840\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$140,696\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$42,209\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$88,487\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$232K\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: 94%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$219K\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: 34%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$78,190\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: 18%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$42,209\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: 43%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$98,487\u003c\/b\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbutton class=\"fml-owner-export\" type=\"button\" data-owner-export\u003eEXPORT XLSX\u003c\/button\u003e\u003c\/aside\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-note\"\u003e\n\u003cspan class=\"fml-owner-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e This is a researched planning estimate, not a guaranteed salary, tax advice, or owner distribution advice. Actual owner income depends on revenue, margins, payroll, reserves, debt, and cash timing.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003cdiv class=\"container_new_design_blog\"\u003e\n\n\u003cdiv class=\"text-section_blog text-2_new_design_blog\"\u003e\n\n\u003cdiv class=\"line_top_blog\"\u003e\u003cbr\u003e\u003c\/div\u003e\n\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow does the Recreation Center model show owner income?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eThis dashboard shows revenue, EBITDA, cash, payback, breakeven, and \u003cstrong\u003eowner pay\u003c\/strong\u003e; open the \u003ca href=\"\/products\/recreation-center-financial-model\"\u003eRecreation Center Financial Model Template\u003c\/a\u003e.\u003c\/p\u003e\n\n\u003ch4\u003eOwner income model highlights\u003c\/h4\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eOwner pay\u003c\/strong\u003e by scenario\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear-one\u003c\/strong\u003e to year-five growth\u003c\/li\u003e\n\u003cli\u003ePricing, mix, payroll, debt service\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\/recreation-center-financial-model-dashboard-financialmodelslab_bf735ac3-f2e3-47cd-831f-dabe12c6d122.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/recreation-center-financial-model-dashboard-financialmodelslab_bf735ac3-f2e3-47cd-831f-dabe12c6d122.webp?width=500\" alt=\"Recreation Center Financial Model dashboard summarizing key KPIs, runway\/cash position and performance with a dynamic dashboard, investor-ready visuals to fix cash-flow blind spots and present results.\"\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 recreation center need to pay the owner?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eFor the \u003cstrong\u003eRecreation Center\u003c\/strong\u003e, owner pay should be treated as a planning output, not a promised salary. The base case shows \u003cstrong\u003e$13M\u003c\/strong\u003e in Year 1 revenue and \u003cstrong\u003e$416K\u003c\/strong\u003e in EBITDA, which is a \u003cstrong\u003e3.2%\u003c\/strong\u003e margin; if the owner is also the general manager, the model already carries \u003cstrong\u003e$100K\u003c\/strong\u003e for that role. If the owner wants extra distributions, revenue has to rise because payroll, facility costs, debt service, maintenance reserves, and reinvestment all take cash first. Here’s the quick math: \u003cstrong\u003e$100K ÷ 3.2%\u003c\/strong\u003e means about \u003cstrong\u003e$3.125M\u003c\/strong\u003e of EBITDA-supported revenue before other claims.\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\u003eBase case math\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$13M\u003c\/strong\u003e Year 1 revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$416K\u003c\/strong\u003e Year 1 EBITDA\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e3.2%\u003c\/strong\u003e EBITDA margin\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$100K\u003c\/strong\u003e already in GM pay\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 takeaway\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eOwner pay is not guaranteed\u003c\/li\u003e\n\u003cli\u003eExtra distributions need more revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$3.125M\u003c\/strong\u003e supports \u003cstrong\u003e$100K\u003c\/strong\u003e at 3.2%\u003c\/li\u003e\n\u003cli\u003eCash also funds reserves and upkeep\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat costs affect recreation center owner profit?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eThe biggest profit reducers at a Recreation Center are \u003cstrong\u003epayroll\u003c\/strong\u003e, \u003cstrong\u003efixed facility costs\u003c\/strong\u003e, \u003cstrong\u003eutilities\u003c\/strong\u003e, \u003cstrong\u003emarketing\u003c\/strong\u003e, \u003cstrong\u003emaintenance\u003c\/strong\u003e, \u003cstrong\u003einsurance\u003c\/strong\u003e, \u003cstrong\u003eequipment replacement\u003c\/strong\u003e, \u003cstrong\u003edebt service\u003c\/strong\u003e, and \u003cstrong\u003eseasonal labor\u003c\/strong\u003e. Year 1 payroll is \u003cstrong\u003e$410K\u003c\/strong\u003e, and fixed facility costs run \u003cstrong\u003e$19K\/month\u003c\/strong\u003e or \u003cstrong\u003e$228K\/year\u003c\/strong\u003e; for the opening budget, see \u003ca href=\"\/blogs\/startup-costs\/recreation-center\"\u003eHow Much Does It Cost To Open A Recreation Center?\u003c\/a\u003e. Add \u003cstrong\u003emarketing at 80% of revenue\u003c\/strong\u003e, \u003cstrong\u003evariable utilities at 30%\u003c\/strong\u003e, and \u003cstrong\u003e$690K\u003c\/strong\u003e in capex, and owner cash flow gets squeezed before taxes and reserves.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eBig cost drivers\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$410K\u003c\/strong\u003e Year 1 payroll\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$100K\u003c\/strong\u003e general manager pay\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$75K\u003c\/strong\u003e operations manager pay\u003c\/li\u003e\n\u003cli\u003eStaff mix includes trainers and instructors\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 flow drains\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$19K\u003c\/strong\u003e monthly facility cost\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e80%\u003c\/strong\u003e marketing spend start rate\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e30%\u003c\/strong\u003e variable utilities rate\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$690K\u003c\/strong\u003e capex for core equipment\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCan a recreation center owner make more by managing the facility?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eYes, a \u003cstrong\u003eRecreation Center\u003c\/strong\u003e owner can keep more cash by running the facility and replacing paid management, but that does not make the owner’s labor free. The base model includes a \u003cstrong\u003e$100K general manager\u003c\/strong\u003e salary and a \u003cstrong\u003e$75K operations manager\u003c\/strong\u003e salary, so role design can change owner take-home a lot. If the owner fills the GM role, that \u003cstrong\u003e$100K\u003c\/strong\u003e can become owner pay, but true economic profit should still charge market-rate labor.\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\u003eCash and control\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eOwner-run\u003c\/strong\u003e can lift cash retained\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$100K\u003c\/strong\u003e GM pay can become owner salary\u003c\/li\u003e\n\u003cli\u003eLabor still has a real cost\u003c\/li\u003e\n\u003cli\u003eCharge market rate in profit math\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 management protects\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eManager-run ops cut owner workload\u003c\/li\u003e\n\u003cli\u003eBetter training and service consistency\u003c\/li\u003e\n\u003cli\u003eSafer \u003cstrong\u003epool\u003c\/strong\u003e and facility coverage\u003c\/li\u003e\n\u003cli\u003eCost cuts can hurt front desk, classes, cleaning\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\n\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant to see the six recreation center income drivers?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-main-income-drivers\" aria-label=\"Main income drivers for the recreation center\"\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\u003eMembership Retention\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$750K\u003c\/strong\u003e\u003cp\u003eYear 1 membership revenue is $750K, and the model climbs from $416K EBITDA in Year 1 to $2.495M by Year 5, so repeat visits and churn control drive the biggest owner-cash swing.\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\u003eStaffing Model\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$410K\u003c\/strong\u003e\u003cp\u003eYear 1 payroll is about $410K, so headcount, scheduling, and the owner's own role decide how much EBITDA stays in the business.\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\u003eOccupancy Costs\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$228K\u003c\/strong\u003e\u003cp\u003eFixed facility costs run about $228K a year, and every cut in taxes, insurance, utilities, maintenance, or security drops straight to 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\u003eUtilization Pricing\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$300K\u003c\/strong\u003e\u003cp\u003eDaily passes and rental events bring in about $300K in Year 1, so filling idle space and holding price are clean cash levers.\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\u003eProgram Margins\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$200K\u003c\/strong\u003e\u003cp\u003ePrograms add $200K in Year 1, but supplies and instructor time decide how much of that revenue turns into 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\"\u003e6\u003c\/span\u003e\u003ch4\u003eAncillary Sales\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$50K\u003c\/strong\u003e\u003cp\u003ePro shop, vending, and locker income total about $50K in Year 1, so they help margin but will not move the business alone.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eRecreation Center Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eMembership Volume 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\u003eMembership Volume and Retention\u003c\/h3\u003e\n\u003cp\u003e\u003cstrong\u003eMembership revenue\u003c\/strong\u003e is the base cash-flow driver here: it starts at \u003cstrong\u003e$750K\u003c\/strong\u003e in Year 1 and reaches \u003cstrong\u003e$216M\u003c\/strong\u003e in Year 5. The key inputs are member visits, effective price per visit, renewals, family plans, churn, and usage frequency. Here’s the quick math: every \u003cstrong\u003e1,000\u003c\/strong\u003e Year 1 visits at \u003cstrong\u003e$15\u003c\/strong\u003e adds \u003cstrong\u003e$15K\u003c\/strong\u003e in revenue before variable costs.\u003c\/p\u003e\n\u003cp\u003eRetention matters because it cuts marketing pressure, and the model assumes marketing falls from \u003cstrong\u003e80%\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e50%\u003c\/strong\u003e in Year 5. If churn rises or members only visit once a month, revenue looks fine on paper but owner take-home drops after staffing, utilities, and upkeep. The real risk is discounting too hard or filling peak hours without improving margin.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row1\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack visits, renewals, and peak-hour load\u003c\/h3\u003e\n\u003cp\u003eMeasure \u003cstrong\u003evisits per member\u003c\/strong\u003e, renewal rate, churn, and the share of family plans by month. The goal is simple: raise recurring visits without letting low-price members crowd the busiest hours. If the price per visit stays strong and renewal rates hold, the owner keeps more cash after marketing and can draw profit sooner.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eTrack\u003c\/strong\u003e visits per member weekly.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eWatch\u003c\/strong\u003e churn by plan type.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003ePrice\u003c\/strong\u003e peak access above off-peak.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eLimit\u003c\/strong\u003e discounts that cut margin.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eTest\u003c\/strong\u003e family plans against usage.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eWhat this estimate hides is capacity strain: if new members cluster in evenings or weekends, service quality drops and renewals can slip. So the owner should forecast member load by hour, not just by count, and protect the effective price per visit. That’s what turns volume into usable cash flow.\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;\"\u003eFacility Utilization And Rental Pricing\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row2\"\u003e\n    \u003ch3\u003eFacility Utilization\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003eFacility utilization\u003c\/strong\u003e is how often the center’s courts, rooms, pool, and event space are booked at a rate that beats the cost of keeping the building open. The fixed facility base is \u003cstrong\u003e$19K per month\u003c\/strong\u003e in rent, property taxes, base utilities, insurance, maintenance, and security, so idle space still costs money. Rental events add \u003cstrong\u003e$50K in Year 1\u003c\/strong\u003e and \u003cstrong\u003e$165K in Year 5\u003c\/strong\u003e, which helps owner profit and cash flow.\u003c\/p\u003e\n    \u003cp\u003eHere’s the quick math: more booked hours and better pricing spread fixed costs over more revenue. The main inputs are \u003cstrong\u003ebooked hours\u003c\/strong\u003e, \u003cstrong\u003eevent price\u003c\/strong\u003e, \u003cstrong\u003epeak versus off-peak mix\u003c\/strong\u003e, league blocks, school partnerships, and private bookings. The risk is selling prime hours too cheap and blocking higher-margin member use or leagues, which can hurt take-home even when gross revenue rises.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row2\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003ePrice By Time Slot\u003c\/h3\u003e\n      \u003cp\u003eTrack booked hours by room and by time of day. Separate \u003cstrong\u003eprime hours\u003c\/strong\u003e from off-peak slots, then test pricing that protects peak inventory for members, leagues, and classes. If off-peak bookings rise while prime hours stay available, you improve revenue without crowding the core program schedule.\u003c\/p\u003e\n      \u003cp\u003eUse a simple rule: every rental should cover direct setup and cleanup and still add margin after the \u003cstrong\u003e$19K monthly fixed base\u003c\/strong\u003e. Keep a log of event type, length, price, and lost program time. That shows whether a booking adds cash or just fills space that would have earned more elsewhere.\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;\"\u003ePrograms, Classes, Camps, And Leagues\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row3\"\u003e\n    \u003ch3\u003eProgram Revenue From Classes And Leagues\u003c\/h3\u003e\n    \u003cp\u003eProgram income starts at \u003cstrong\u003e$200K\u003c\/strong\u003e from \u003cstrong\u003e2,000 registrations\u003c\/strong\u003e at \u003cstrong\u003e$100\u003c\/strong\u003e and scales to \u003cstrong\u003e$690K\u003c\/strong\u003e from \u003cstrong\u003e6,000 registrations\u003c\/strong\u003e at \u003cstrong\u003e$115\u003c\/strong\u003e. The real swing factor is not just volume; it’s whether class capacity, refund rates, and schedule fit keep seats full without wasting instructor time.\u003c\/p\u003e\n    \u003cp\u003eSupply cost is only \u003cstrong\u003e10% of revenue\u003c\/strong\u003e in Year 1 and \u003cstrong\u003e8% by Year 5\u003c\/strong\u003e, so strong classes can add cash fast. But instructor-heavy or low-demand programs can look busy while adding labor, cleanup, and coordination load, which pulls down owner take-home income. \u003cstrong\u003eUnderpricing is the main margin risk.\u003c\/strong\u003e\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row3\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eMeasure Fill Rate And Net Margin\u003c\/h3\u003e\n      \u003cp\u003eTrack \u003cstrong\u003eenrollment\u003c\/strong\u003e, \u003cstrong\u003ecapacity\u003c\/strong\u003e, \u003cstrong\u003einstructor pay\u003c\/strong\u003e, \u003cstrong\u003esupplies\u003c\/strong\u003e, and \u003cstrong\u003erefund rates\u003c\/strong\u003e by program. Here’s the quick math: at \u003cstrong\u003e$100\u003c\/strong\u003e and \u003cstrong\u003e2,000\u003c\/strong\u003e registrations, revenue is \u003cstrong\u003e$200K\u003c\/strong\u003e; at \u003cstrong\u003e$115\u003c\/strong\u003e and \u003cstrong\u003e6,000\u003c\/strong\u003e registrations, it’s \u003cstrong\u003e$690K\u003c\/strong\u003e. That lift only helps owner pay if labor and refunds stay controlled.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003ePrice instructor-heavy classes higher.\u003c\/li\u003e\n        \u003cli\u003eDrop weak time slots fast.\u003c\/li\u003e\n        \u003cli\u003eMatch classes to peak demand.\u003c\/li\u003e\n        \u003cli\u003eWatch supply cost as a percent.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eIf a program fills the calendar but needs extra cleanup or coordination, it can still hurt cash flow. The best classes are the ones that stay full, use staff well, and keep supply cost near the \u003cstrong\u003e8% to 10%\u003c\/strong\u003e range.\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;\"\u003eStaffing Model And Owner Role\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row4\"\u003e\n    \u003ch3\u003eStaffing Cost And Owner Pay\u003c\/h3\u003e\n    \u003cp\u003ePayroll is one of the clearest owner-income levers because Year 1 staffing is \u003cstrong\u003e$410K\u003c\/strong\u003e, including a \u003cstrong\u003e$100K\u003c\/strong\u003e general manager and a \u003cstrong\u003e$75K\u003c\/strong\u003e operations manager. If the owner runs the floor, that \u003cstrong\u003e$100K\u003c\/strong\u003e can move from payroll to owner salary, but it is still real labor cost, not free profit.\u003c\/p\u003e\n    \u003cp\u003eBy Year 5, staffing grows with more front desk staff, trainers, instructors, maintenance, and a full program coordinator. The key inputs are coverage hours, member traffic, class volume, pool schedules, events, and cleaning load. Thin coverage at peak times can hurt service and sales, so headcount has to match demand, not just the budget.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row4\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Coverage Before You Add Staff\u003c\/h3\u003e\n      \u003cp\u003eMeasure labor by shift, not just by month. Here’s the quick math: if the owner replaces the \u003cstrong\u003e$100K\u003c\/strong\u003e general manager, the business can show more cash to the owner, but only if the work is truly absorbed without overtime, missed cleanings, or service gaps. Peak-hour staffing, pool safety, and event turnover are the pressure points.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack labor cost per open hour.\u003c\/li\u003e\n        \u003cli\u003eWatch overtime and missed coverage.\u003c\/li\u003e\n        \u003cli\u003eMatch staff to peak traffic.\u003c\/li\u003e\n        \u003cli\u003ePrice owner labor as a real cost.\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=\"colo\nr: #126CFF;\"\u003eFacility Cost Burden\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row5\"\u003e\n    \u003ch3\u003eFacility Cost Burden\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003eFacility cost burden\u003c\/strong\u003e is the monthly drag from space and equipment, and it hits cash flow before one more member visit shows up. Here, fixed facility costs are \u003cstrong\u003e$19K per month\u003c\/strong\u003e, while variable utilities add \u003cstrong\u003e30% of revenue in Year 1\u003c\/strong\u003e and \u003cstrong\u003e25% by Year 5\u003c\/strong\u003e. Bigger buildings and more amenities raise both costs, so owner pay shrinks if pricing does not cover the load.\u003c\/p\u003e\n    \u003cp\u003eCapex totals \u003cstrong\u003e$690K\u003c\/strong\u003e, including \u003cstrong\u003e$250K\u003c\/strong\u003e for fitness equipment, \u003cstrong\u003e$100K\u003c\/strong\u003e for court flooring, \u003cstrong\u003e$80K\u003c\/strong\u003e for pool filtration, and \u003cstrong\u003e$120K\u003c\/strong\u003e for HVAC. If HVAC, lighting, pool systems, court surfaces, or locker rooms need repair before reserves are funded, profit turns into emergency spend, not owner income.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row5\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eControl the fixed load\u003c\/h3\u003e\n      \u003cp\u003eTrack facility cost as a share of revenue, not just as bills. The key inputs are booked revenue, utility use, service calls, and reserve funding for big repairs. If revenue rises but utilities stay near \u003cstrong\u003e30%\u003c\/strong\u003e, the center is not scaling cleanly. One clean rule: no new amenity should open unless its added margin beats its added utilities and upkeep.\u003c\/p\u003e\n      \u003cp\u003eBuild a repair reserve tied to the \u003cstrong\u003e$690K\u003c\/strong\u003e capex list, then review HVAC, pool, flooring, and locker room life on a schedule. That keeps owner take-home from being hit by surprise fixes and helps separate true profit from deferred maintenance.\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;\"\u003eAncillary Revenue And Events\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"right-row6\"\u003e\n\u003ch3\u003eAncillary Revenue And Events\u003c\/h3\u003e\n\u003cp\u003e\u003cstrong\u003eAncillary revenue\u003c\/strong\u003e adds cash from each visit without depending only on memberships. In Year 1, the center has \u003cstrong\u003e$50K\u003c\/strong\u003e from pro shop sales, vending, and locker rentals, plus \u003cstrong\u003e$50K\u003c\/strong\u003e from events and rentals, so that is \u003cstrong\u003e$100K\u003c\/strong\u003e total. By Year 5, it grows to \u003cstrong\u003e$315K\u003c\/strong\u003e total. The key test is \u003cstrong\u003erevenue per visit\u003c\/strong\u003e: if attachment rate stays low, this line looks busy but does not lift owner pay much.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row6\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Attachments And Turnover\u003c\/h3\u003e\n\u003cp\u003eMeasure \u003cstrong\u003eattachment rate\u003c\/strong\u003e, event packages sold, and revenue per visit by daypart. Here’s the quick math: more add-on sales help only if \u003cstrong\u003ecleanup labor\u003c\/strong\u003e, supplies, inventory shrink, restocking, and room turnover stay tight. A packed calendar can still hurt profit if events block higher-value use or create schedule conflicts. One clean rule: if an add-on does not cover its own labor and space time, it is not real profit.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eTrack sales per visit\u003c\/strong\u003e weekly.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eLog event margin\u003c\/strong\u003e after labor.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eWatch inventory shrink\u003c\/strong\u003e monthly.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eLimit room conflicts\u003c\/strong\u003e at peak hours.\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;\"\u003eScenario objective: compare lean, base, and high-performing recreation center owner income cases\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-scenario-table\" aria-label=\"Recreation Center Owner Income Scenarios\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Recreation Center Owner Income Scenarios\" data-note-label=\"Planning note\" data-note-text=\"These ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.\"\u003e\u003cdiv class=\"fml-scenario-table-card\"\u003e\n\u003cheader class=\"fml-scenario-table-header\"\u003e\u003cdiv\u003e\n\u003cp class=\"fml-scenario-table-eyebrow\"\u003eOwner income scenario table\u003c\/p\u003e\n\u003cp class=\"fml-scenario-table-description\"\u003eIncome moves with visit volume, program mix, rentals, and how tightly the center holds payroll and facility costs. Taxes, debt principal, reserves, and reinvestment cut cash available to the owner.\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 income cases for a recreation center.\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\"\u003eOwner-operated\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\"\u003eManager-run\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\"\u003eUtilization-led\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-income path if visits lag and the owner has to work harder to hold traffic and cash together.\"\u003eThis is the lower-income path if visits lag and the owner has to work harder to hold traffic and cash together.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the modeled path with steady volume and a cleaner link between EBITDA and owner cash.\"\u003eThis is the modeled path with steady volume and a cleaner link between EBITDA and owner cash.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the stronger-income path if retention improves and the building stays fuller through Year 5.\"\u003eThis is the stronger-income path if retention improves and the building stays fuller through Year 5.\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=\"Visits, program sign-ups, and rental events run below plan, so marketing pressure stays high and the owner draw stays tight.\"\u003eVisits, program sign-ups, and rental events run below plan, so marketing pressure stays high and the owner draw stays tight.\u003c\/td\u003e\n\u003ctd data-export-value=\"Year 1 revenue lands around $1.3M with $416K EBITDA, month 1 breakeven, and a staffed operation that needs reserves before owner draws.\"\u003eYear 1 revenue lands around $1.3M with $416K EBITDA, month 1 breakeven, and a staffed operation that needs reserves before owner draws.\u003c\/td\u003e\n\u003ctd data-export-value=\"Higher retention, more programs, and more rental events push Year 5 revenue to $4.005M and EBITDA to $2.495M, with better fixed-cost leverage.\"\u003eHigher retention, more programs, and more rental events push Year 5 revenue to $4.005M and EBITDA to $2.495M, with better fixed-cost leverage.\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=\"Lower visits; slower program sign-ups; fewer rentals; higher marketing; heavier owner labor\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eLower visits\u003c\/li\u003e\n\u003cli\u003eslower program sign-ups\u003c\/li\u003e\n\u003cli\u003efewer rentals\u003c\/li\u003e\n\u003cli\u003ehigher marketing\u003c\/li\u003e\n\u003cli\u003eheavier owner labor\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"Steady visits; balanced programs; steady rentals; controlled marketing; fixed staffing\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eSteady visits\u003c\/li\u003e\n\u003cli\u003ebalanced programs\u003c\/li\u003e\n\u003cli\u003esteady rentals\u003c\/li\u003e\n\u003cli\u003econtrolled marketing\u003c\/li\u003e\n\u003cli\u003efixed staffing\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"Higher retention; fuller facility use; more programs; more rentals; better fixed-cost leverage\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eHigher retention\u003c\/li\u003e\n\u003cli\u003efuller facility use\u003c\/li\u003e\n\u003cli\u003emore programs\u003c\/li\u003e\n\u003cli\u003emore rentals\u003c\/li\u003e\n\u003cli\u003ebetter fixed-cost leverage\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Owner income range\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-range\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-planning-range.svg\" alt=\"Owner income range icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eOwner income range\u003c\/span\u003e\u003cspan class=\"fml-scenario-row-subtitle\"\u003eBefore owner reserves\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"$0 - $100,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$0 - $100,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eCapital-heavy\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$125,000 - $225,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$125,000 - $225,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eBreakeven base\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$400,000 - $750,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$400,000 - $750,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eCapital-heavy upside\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 a slow start, softer retention, and tighter owner cash.\"\u003eUse this to stress-test a slow start, softer retention, and tighter owner cash.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this as the working plan for lender talks, staffing, and owner draw policy.\"\u003eUse this as the working plan for lender talks, staffing, and owner draw policy.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this to test upside from strong utilization, but keep reinvestment and reserves in the model.\"\u003eUse this to test upside from strong utilization, but keep reinvestment and reserves in the model.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/tbody\u003e\n\u003c\/table\u003e\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-note\"\u003e\n\u003cspan class=\"fml-scenario-table-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e These ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49303982604531,"sku":"recreation-center-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/recreation-center-owner-makes.webp?v=1782690811","url":"https:\/\/financialmodelslab.com\/products\/recreation-center-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}