{"product_id":"site-selection-owner-makes","title":"Commercial Site Selection Owner Income: $185k Pay, Month 21 Breakeven","description":"\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\n\u003cp\u003eA commercial site selection service owner can model \u003cstrong\u003e$185k in annual owner-level pay\u003c\/strong\u003e if the owner fills the managing director role, but that pay needs funding while the firm ramps In the researched assumptions, revenue grows from \u003cstrong\u003e$859k in the first year\u003c\/strong\u003e to \u003cstrong\u003e$435M in the mature year\u003c\/strong\u003e, while EBITDA moves from \u003cstrong\u003e-$607k\u003c\/strong\u003e to \u003cstrong\u003e$1028M\u003c\/strong\u003e Gross margin improves from about \u003cstrong\u003e73%\u003c\/strong\u003e to \u003cstrong\u003e80%\u003c\/strong\u003e as data, cloud, travel, and referral costs fall as a share of revenue Profit is not the same as owner take-home, because reserves, reinvestment, payroll, and taxes come first\u003c\/p\u003e\n\n\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003csection class=\"fml-owner-metric-cards\" aria-label=\"Commercial site selection service\"\u003e\u003cdiv class=\"metric-grid\"\u003e\n\u003carticle class=\"metric-card is-green\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Modeled managing director pay in Year 1 before taxes; distributions come later, after reserves and reinvestment. Planning assumption only.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-owner-income.svg\" alt=\"Owner income icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eOwner income\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Modeled managing director pay in Year 1 before taxes; distributions come later, after reserves and reinvestment. Planning assumption only.\"\u003e$185k\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Uses EBITDA margin: Year 1 is -71% and Year 5 is 24%, from revenue and EBITDA. Before tax, interest, and owner draws.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-net-margin.svg\" alt=\"Net margin icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eNet margin\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Uses EBITDA margin: Year 1 is -71% and Year 5 is 24%, from revenue and EBITDA. Before tax, interest, and owner draws.\"\u003e-71% to 24%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Implied revenue to cover $185k pay at Year 5 EBITDA margin of 24%; cash, taxes, and reinvestment can shift this.\"\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=\"Implied revenue to cover $185k pay at Year 5 EBITDA margin of 24%; cash, taxes, and reinvestment can shift this.\"\u003e$0.8M\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Negative EBITDA in Years 1-2, month 21 breakeven, and -$185k minimum cash make the ramp funding-heavy. Planning assumption only.\"\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=\"Negative EBITDA in Years 1-2, month 21 breakeven, and -$185k minimum cash make the ramp funding-heavy. Planning assumption only.\"\u003eHard\u003c\/strong\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant to test your owner pay?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-owner-calculator\" aria-label=\"Commercial Site Selection Service Owner Income Calculator\" data-locale=\"en-US\" data-currency=\"USD\" data-default-scenario=\"base\" data-export-filename=\"Commercial Site Selection Service Owner Income Calculator.xlsx\" data-source-site-name=\"Financial Models Lab\" data-source-site-url=\"https:\/\/financialmodelslab.com\" data-source-page-title=\"Commercial Site Selection Service Owner Income Calculator\" data-note-title=\"Planning note:\" data-note-text=\"This is a researched planning estimate only, not guaranteed salary, tax advice, or owner distribution advice.\"\u003e\u003cdiv class=\"fml-owner-card\"\u003e\n\u003cheader class=\"fml-owner-header\"\u003e\u003cdiv class=\"fml-owner-heading\"\u003e\n\u003cp class=\"fml-owner-eyebrow\"\u003eOwner income calculator\u003c\/p\u003e\n\u003cp class=\"fml-owner-intro\"\u003eEstimate owner take-home and target-pay gap from revenue, margin, costs, reserves, and target pay.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-scenarios\" aria-label=\"Income scenario presets\"\u003e\n\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"low\"\u003eLow\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario is-active\" type=\"button\" data-scenario=\"base\"\u003eBase\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"high\"\u003eHigh\u003c\/button\u003e\n\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-owner-layout\"\u003e\n\u003cform class=\"fml-owner-inputs\"\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMonthly revenue\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Average monthly billings before expenses. Use the operating month from the model, not a peak month.\"\u003ei\u003cspan role=\"tooltip\"\u003eAverage monthly billings before expenses. Use the operating month from the model, not a peak month.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"monthlyRevenue\" data-owner-kind=\"money\" data-owner-label=\"Monthly revenue\" data-owner-note=\"Average monthly billings before expenses. Use the operating month from the model, not a peak month.\" data-low=\"71583\" data-base=\"209000\" data-high=\"362500\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"209,000\"\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 data subscriptions, cloud costs, travel, and referral commissions.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of revenue left after data subscriptions, cloud costs, travel, and referral commissions.\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 data subscriptions, cloud costs, travel, and referral commissions.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"1\" data-low=\"73\" data-base=\"77\" data-high=\"80\" value=\"77\"\u003e\u003coutput\u003e77%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eLabor cost\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly payroll and contractor cost before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly payroll and contractor cost before owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly payroll and contractor cost before owner pay.\" data-low=\"59583\" data-base=\"96667\" data-high=\"124583\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"96,667\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly office, software, insurance, legal, telecom, and admin overhead.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly office, software, insurance, legal, telecom, and admin overhead.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Monthly office, software, insurance, legal, telecom, and admin overhead.\" data-low=\"24000\" data-base=\"24000\" data-high=\"24000\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"24,000\"\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 marketing spend needed to keep pipeline full.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly marketing spend needed to keep pipeline full.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly marketing spend needed to keep pipeline full.\" data-low=\"10000\" data-base=\"15000\" data-high=\"18333\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"15,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly loan payments, if any. Leave at zero if you have no debt.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly loan payments, if any. Leave at zero if you have no debt.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"debtService\" data-owner-kind=\"money\" data-owner-label=\"Debt service\" data-owner-note=\"Monthly loan payments, if any. Leave at zero if you have no debt.\" data-low=\"0\" data-base=\"0\" data-high=\"0\" name=\"debtService\" type=\"text\" inputmode=\"numeric\" value=\"\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eTax reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of profit held back for taxes before owner take-home.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit held back for taxes before owner take-home.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"taxReserve\" data-owner-kind=\"percent\" data-owner-label=\"Tax reserve\" data-owner-note=\"Percent of profit held back for taxes before owner take-home.\" name=\"taxReserve\" type=\"range\" min=\"0\" max=\"45\" step=\"1\" data-low=\"18\" data-base=\"24\" data-high=\"28\" value=\"24\"\u003e\u003coutput\u003e24%\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 in the business for growth and working capital.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit kept in the business for 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 in the business for growth and working capital.\" name=\"reinvestmentReserve\" type=\"range\" min=\"0\" max=\"35\" step=\"1\" data-low=\"5\" data-base=\"10\" data-high=\"14\" 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 calculate the gap.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly owner income target used to calculate 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 calculate the gap.\" data-low=\"12000\" data-base=\"15417\" data-high=\"18500\" name=\"targetOwnerPay\" type=\"text\" inputmode=\"numeric\" value=\"15,417\"\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$16,674\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\"\u003e8%\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$207K\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$1,257\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$200,088\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$25,263\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$8,589\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$1,257\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$209K\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: 77%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$161K\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: 65%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$136K\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: 4%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$8,589\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: 8%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$16,674\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 only, 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;\"\u003eHow do you check owner income in the Commercial Site Selection Service model?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eSee \u003cstrong\u003erevenue\u003c\/strong\u003e, \u003cstrong\u003eEBITDA\u003c\/strong\u003e, \u003cstrong\u003ecash\u003c\/strong\u003e, \u003cstrong\u003ebreakeven\u003c\/strong\u003e, and owner pay in the \u003ca href=\"\/products\/site-selection-financial-model\"\u003eCommercial Site Selection Service Financial Model Template\u003c\/a\u003e; open the model. Charts and tables make revenue, margin, costs, reserves, and owner pay easy to audit.\u003c\/p\u003e\n\n\u003ch4\u003eOwner-income model highlights\u003c\/h4\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e$859k first-year revenue\u003c\/li\u003e\n\u003cli\u003eMonth 21 breakeven\u003c\/li\u003e\n\u003cli\u003e$185k owner pay\u003c\/li\u003e\n\u003cli\u003e$1028M mature EBITDA\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\/site-selection-financial-model-dashboard-financialmodelslab_11831afd-78a4-45d8-86fa-49dfe77d20cc.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/site-selection-financial-model-dashboard-financialmodelslab_11831afd-78a4-45d8-86fa-49dfe77d20cc.webp?width=500\" alt=\"Commercial Site Selection Service Financial Model dashboard summarizing key KPIs, runway\/cash and performance with a dynamic dashboard, investor-ready visuals to reduce cash-flow blind spots.\"\u003e\n\u003cdiv class=\"preview-overlay\"\u003e\n\u003cbutton class=\"preview-btn\" type=\"button\" style=\"align-items: center; vertical-align: middle; display: inline-flex; justify-content: center; gap: 6px; line-height: 1;\"\u003e\nPREVIEW \u003csvg fill=\"#fff\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" aria-hidden=\"true\" focusable=\"false\" role=\"presentation\" viewbox=\"0 0 448 512\" width=\"14\"\u003e\u003cpath d=\"M416 176V86.63L246.6 256L416 425.4V336c0-8.844 7.156-16 16-16s16 7.156 16 16v128c0 8.844-7.156 16-16 16h-128c-8.844 0-16-7.156-16-16s7.156-16 16-16h89.38L224 278.6L54.63 448H144C152.8 448 160 455.2 160 464S152.8 480 144 480h-128C7.156 480 0 472.8 0 464v-128C0 327.2 7.156 320 16 320S32 327.2 32 336v89.38L201.4 256L32 86.63V176C32 184.8 24.84 192 16 192S0 184.8 0 176v-128C0 39.16 7.156 32 16 32h128C152.8 32 160 39.16 160 48S152.8 64 144 64H54.63L224 233.4L393.4 64H304C295.2 64 288 56.84 288 48S295.2 32 304 32h128C440.8 32 448 39.16 448 48v128C448 184.8 440.8 192 432 192S416 184.8 416 176z\"\u003e\u003c\/path\u003e\u003c\/svg\u003e\n\u003c\/button\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCan a site selection consulting business scale?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eYes — a \u003cstrong\u003eCommercial Site Selection Service\u003c\/strong\u003e can scale, but owner income only improves if analyst leverage lifts completed projects faster than \u003cstrong\u003epayroll\u003c\/strong\u003e and \u003cstrong\u003equality-control\u003c\/strong\u003e costs. In the model, geospatial analysts grow from \u003cstrong\u003e2\u003c\/strong\u003e to \u003cstrong\u003e6 FTEs\u003c\/strong\u003e and senior data scientists from \u003cstrong\u003e1\u003c\/strong\u003e to \u003cstrong\u003e3 FTEs\u003c\/strong\u003e, while revenue rises from \u003cstrong\u003e$859k\u003c\/strong\u003e to \u003cstrong\u003e$435M\u003c\/strong\u003e and EBITDA from \u003cstrong\u003e-$607k\u003c\/strong\u003e to \u003cstrong\u003e$1,028M\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\u003eWhy it can scale\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eSolo expert\u003c\/strong\u003e keeps delivery simple\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eTeam\u003c\/strong\u003e handles larger searches\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eLabor studies\u003c\/strong\u003e need more analyst hours\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eIncentive work\u003c\/strong\u003e adds billable depth\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 limits scale\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eManagement complexity\u003c\/strong\u003e rises fast\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eQC costs\u003c\/strong\u003e can outrun volume\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003ePayroll\u003c\/strong\u003e must stay below project growth\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eLeverage\u003c\/strong\u003e must improve per lead\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhen can a site selection business owner pay themselves?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eA \u003cstrong\u003eCommercial Site Selection Service\u003c\/strong\u003e owner can pay themselves from launch only if startup capital, signed work, or cash reserves cover the planned \u003cstrong\u003e$185,000 managing director salary\u003c\/strong\u003e; for planning the full model, see \u003ca href=\"\/blogs\/write-business-plan\/site-selection\"\u003eHow To Write A Business Plan For Commercial Site Selection Service?\u003c\/a\u003e. The risk is cash timing: EBITDA is \u003cstrong\u003e-$607,000 in year 1\u003c\/strong\u003e, \u003cstrong\u003e-$71,000 in year 2\u003c\/strong\u003e, and breakeven does not arrive until \u003cstrong\u003emonth 21\u003c\/strong\u003e.\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\u003eSafe Pay Triggers\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eFund \u003cstrong\u003e$185,000\u003c\/strong\u003e salary from launch\u003c\/li\u003e\n\u003cli\u003eProtect runway through \u003cstrong\u003emonth 21\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eUse signed client work first\u003c\/li\u003e\n\u003cli\u003eHold reserve for delivery delays\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 Timing Risks\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eWatch sales cycle length\u003c\/li\u003e\n\u003cli\u003eTrack proposal conversion weekly\u003c\/li\u003e\n\u003cli\u003eBill early project milestones\u003c\/li\u003e\n\u003cli\u003eCut pay if onboarding slips\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat margins and costs change site selection owner income most?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eOwner income in a Commercial Site Selection Service moves most when you cut the \u003cstrong\u003e27%\u003c\/strong\u003e direct and variable cost stack, especially \u003cstrong\u003eproject travel (10%)\u003c\/strong\u003e and \u003cstrong\u003edata subscriptions (8%)\u003c\/strong\u003e. If you’re mapping the launch path, \u003ca href=\"\/blogs\/how-to-open\/site-selection\"\u003eHow To Launch Commercial Site Selection Service?\u003c\/a\u003e helps with the setup logic. By the mature year, those costs fall to \u003cstrong\u003e20%\u003c\/strong\u003e, which lifts gross margin to \u003cstrong\u003e80%\u003c\/strong\u003e; fixed overhead still runs \u003cstrong\u003e$24k\/month\u003c\/strong\u003e, so capacity control matters.\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\u003eBiggest margin levers\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e27%\u003c\/strong\u003e direct and variable costs at start\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e10%\u003c\/strong\u003e project travel hits income hard\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e8%\u003c\/strong\u003e data subscriptions are a fixed drag\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e20%\u003c\/strong\u003e mature cost rate lifts margin to \u003cstrong\u003e80%\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eIncome risks to watch\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$24k\/month\u003c\/strong\u003e fixed overhead must be covered\u003c\/li\u003e\n\u003cli\u003ePayroll rises from \u003cstrong\u003e$715k\u003c\/strong\u003e to \u003cstrong\u003e$1495M\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eProposal time cuts capacity but is not direct cost\u003c\/li\u003e\n\u003cli\u003eFounder selling time also reduces delivery 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 income drivers?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-main-income-drivers\" aria-label=\"Accessible label for the Main Income Drivers card grid.\"\u003e\u003carticle class=\"driver-option is-cards\"\u003e\u003cdiv class=\"main-driver-grid\"\u003e\n\u003carticle class=\"main-driver-card is-primary\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e1\u003c\/span\u003e\u003ch4\u003eEngagement Fee\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$179K-$407K\u003c\/strong\u003e\u003cp\u003eBigger project packages raise revenue per client, so each win adds more take-home income.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e2\u003c\/span\u003e\u003ch4\u003eLead Flow\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$120K-$220K\u003c\/strong\u003e\u003cp\u003eMore marketing spend and lower CAC bring in more qualified deals, which feeds the top line.\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\u003eClose Rate\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e21 mo\u003c\/strong\u003e\u003cp\u003eFaster closes get you past breakeven sooner and reduce the cash drag on owner income.\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\u003eDelivery Capacity\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e1-6 FTE\u003c\/strong\u003e\u003cp\u003eMore analyst and data science capacity lets you handle more work without hitting a service bottleneck.\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\u003eResearch Cost\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e20%-27%\u003c\/strong\u003e\u003cp\u003eLower direct research spend keeps more gross profit from each project.\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\u003eAdvisory Revenue\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003eSeparate\u003c\/strong\u003e\u003cp\u003eRecurring advisory work adds extra income, but the model does not isolate retainers.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCommercial Site Selection Service Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eAverage Engagement Fee\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row1\"\u003e\n\u003ch3\u003eAverage Engagement Fee\u003c\/h3\u003e\n\u003cp\u003eThe \u003cstrong\u003eaverage engagement fee\u003c\/strong\u003e is the fastest revenue lever here because each client pulls in specialized research, site scoring, labor analysis, and incentive support. In the source model, a first-year package is about \u003cstrong\u003e$179k\u003c\/strong\u003e and a mature-year package is about \u003cstrong\u003e$407k\u003c\/strong\u003e, based on service mix, hours, and hourly prices. Bigger scopes, like multi-state searches and labor-heavy studies, lift owner income fast.\u003c\/p\u003e\n\u003cp\u003eHere’s the catch: underpricing custom work turns expert labor into low-margin delivery. If the fee does not cover the team’s billable hours plus \u003cstrong\u003e27%\u003c\/strong\u003e first-year direct costs and \u003cstrong\u003e$24k\/month\u003c\/strong\u003e overhead, take-home pay shrinks even when revenue looks healthy. Higher fees help the owner pay themselves sooner and keep cash for slow sales cycles.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row1\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eRaise Fee Size Without Blowing Up Margin\u003c\/h3\u003e\n\u003cp\u003ePrice from scope, not just time. Track three inputs on every proposal: research depth, states covered, and incentive work. Those inputs change the labor hours, and labor drives the fee. If a project adds multi-state search, complex facility needs, or negotiation, the fee should move up with it.\u003c\/p\u003e\n\u003cp\u003eOne clean rule: \u003cstrong\u003emore scope = more fee\u003c\/strong\u003e. Watch realized fee per engagement, billable hours per project, and gross margin after direct costs. If mature-year delivery still carries \u003cstrong\u003e20%\u003c\/strong\u003e direct costs, any discount on custom research hits owner draw first.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack fee per project by scope\u003c\/li\u003e\n\u003cli\u003ePrice extra states as added work\u003c\/li\u003e\n\u003cli\u003eCharge separately for incentive support\u003c\/li\u003e\n\u003cli\u003eReview hours before discounting\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step1\"\u003e1\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eQualified Client Pipeline\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"right-row2\"\u003e\n\u003ch3\u003eQualified Client Pipeline\u003c\/h3\u003e\n\u003cp\u003eOwner income here depends on \u003cstrong\u003equalified demand\u003c\/strong\u003e, not raw traffic. This model assumes \u003cstrong\u003e$120,000\u003c\/strong\u003e in first-year marketing, rising to \u003cstrong\u003e$220,000\u003c\/strong\u003e, with CAC spanning \u003cstrong\u003e$15,000\u003c\/strong\u003e to \u003cstrong\u003e$125,000\u003c\/strong\u003e. If leads are operators, developers, brokers, economic development groups, and corporate expansion teams, proposals convert faster and cash turns sooner. If not, marketing can burn cash before signed projects arrive.\u003c\/p\u003e\n\u003cp\u003eHere’s the quick math: more qualified leads lift proposal volume, then \u003cstrong\u003ehigher proposal conversion\u003c\/strong\u003e improves revenue timing and owner draw. The key inputs are lead source mix, proposal count, close rate, and sales cycle length. One clean rule: better-fit leads beat more leads.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row2\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Lead Quality, Not Just Volume\u003c\/h3\u003e\n\u003cp\u003eTrack leads by source, then measure how many become proposals and signed projects. That tells you which channels support income, instead of just adding busy work. If broad marketing is pushing spend toward the \u003cstrong\u003e$220,000\u003c\/strong\u003e level without more signed work, trim it and push on referral-heavy sources that fit site selection.\u003c\/p\u003e\n\u003cp\u003eTest each channel against \u003cstrong\u003eproposal conversion\u003c\/strong\u003e, not clicks. Budget should follow sources that bring operator, developer, broker, and expansion-team leads with real project intent. That protects gross margin, keeps fixed overhead from outrunning cash, and helps the owner pay themselves from collected fees, not hope.\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;\"\u003eClose Rate And Sales Cycle\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row3\"\u003e\n\u003ch3\u003eClose Rate and Sales Cycle\u003c\/h3\u003e\n\u003cp\u003eWhen proposals take a long time to close, the pipeline can look full while cash stays stuck. For this model, the key inputs are \u003cstrong\u003eproposal count\u003c\/strong\u003e, \u003cstrong\u003eclose rate\u003c\/strong\u003e, and \u003cstrong\u003eaverage sales cycle\u003c\/strong\u003e — the days from proposal to signed work. A lower close rate means fewer projects booked, less annual revenue, and less owner cash available for pay or draws.\u003c\/p\u003e\n\u003cp\u003eThe timing risk is real here: the model’s \u003cstrong\u003emonth 21 breakeven\u003c\/strong\u003e shows how slow wins can force the owner to wait on distributions. Until repeat referrals and signed retainers are steady, cash reserves matter more than raw pipeline size.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row3\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Win Rate and Days to Close\u003c\/h3\u003e\n\u003cp\u003eMeasure \u003cstrong\u003eproposals sent\u003c\/strong\u003e, \u003cstrong\u003esigned deals\u003c\/strong\u003e, and \u003cstrong\u003edays to close\u003c\/strong\u003e every month. Here’s the quick math: \u003cstrong\u003eexpected projects = proposals × close rate\u003c\/strong\u003e. If close time stretches, forecast cash on the signed date, not the proposal date, so you do not overpay the owner or staff before money lands.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eSplit win rate by client type.\u003c\/li\u003e\n\u003cli\u003eTrack close days by proposal size.\u003c\/li\u003e\n\u003cli\u003eSet follow-up dates on every bid.\u003c\/li\u003e\n\u003cli\u003eKeep reserves for slow closes.\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;\"\u003eDelivery Capacity And Analyst Leverage\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"right-row4\"\u003e\n\u003ch3\u003eDelivery Capacity And Analyst Leverage\u003c\/h3\u003e\n\u003cp\u003eWhen the team completes more projects without hurting research quality, owner take-home rises because each analyst spreads payroll across more billed work. In this model, staffing grows from \u003cstrong\u003e2\u003c\/strong\u003e to \u003cstrong\u003e6 geospatial analysts\u003c\/strong\u003e and \u003cstrong\u003e1\u003c\/strong\u003e to \u003cstrong\u003e3 senior data scientists\u003c\/strong\u003e, while billable hours per active customer rise from \u003cstrong\u003e45\u003c\/strong\u003e to \u003cstrong\u003e55 per month\u003c\/strong\u003e, a \u003cstrong\u003e22%\u003c\/strong\u003e lift in hours per client.\u003c\/p\u003e\n\u003cp\u003eThe risk is timing. Standardized research, templates, and review steps protect margin, but the source model shows payroll rising from \u003cstrong\u003e$715k\u003c\/strong\u003e to \u003cstrong\u003e$1,495M\u003c\/strong\u003e; if hiring runs ahead of signed demand, that cost swing can wipe out profit and shrink owner draws. Track projects per analyst, billable hours, and rework together.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row4\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eScale Capacity Without Breaking Margin\u003c\/h3\u003e\n\u003cp\u003eMeasure \u003cstrong\u003eprojects completed per analyst\u003c\/strong\u003e, \u003cstrong\u003ebillable hours per active customer\u003c\/strong\u003e, and \u003cstrong\u003erework time\u003c\/strong\u003e. Use templates for market scans, site scoring, and incentive analysis so senior staff spend time on exceptions, not repeat work. If hours per client stay near \u003cstrong\u003e45-55\u003c\/strong\u003e and review quality holds, you can grow revenue faster than headcount.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eHire after signed demand.\u003c\/li\u003e\n\u003cli\u003eStandardize every review step.\u003c\/li\u003e\n\u003cli\u003eWatch payroll per billed hour.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eOne clean rule: do not add analysts until the next projects are already sold.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step4\"\u003e4\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eDirect Costs And Overhead\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row5\"\u003e\n    \u003ch3\u003eDirect Costs and Overhead\u003c\/h3\u003e\n    \u003cp\u003eDirect costs are the spend tied to each site search: data, cloud, travel, and referral commissions. In year one, they run at \u003cstrong\u003e27%\u003c\/strong\u003e of revenue; in mature years, \u003cstrong\u003e20%\u003c\/strong\u003e. That means every \u003cstrong\u003e$100k\u003c\/strong\u003e of revenue leaves only \u003cstrong\u003e$73k\u003c\/strong\u003e or \u003cstrong\u003e$80k\u003c\/strong\u003e before fixed overhead and the owner’s pay.\u003c\/p\u003e\n    \u003cp\u003eFixed overhead is \u003cstrong\u003e$24k per month\u003c\/strong\u003e for office, insurance, legal, accounting, GIS software, CRM, and telecom. For example, at \u003cstrong\u003e$100k\u003c\/strong\u003e monthly revenue, year-one direct costs are \u003cstrong\u003e$27k\u003c\/strong\u003e and overhead is \u003cstrong\u003e$24k\u003c\/strong\u003e, so \u003cstrong\u003e$49k\u003c\/strong\u003e remains for everything else. More travel-heavy and research-heavy work pushes this line up fast.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row5\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Cost Per Project\u003c\/h3\u003e\n      \u003cp\u003eMeasure direct cost as a share of revenue and by project. Separate data, cloud, travel, and referral commissions so you can see which job type is dragging margin.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack direct cost percentage monthly.\u003c\/li\u003e\n        \u003cli\u003eBreak travel out by project.\u003c\/li\u003e\n        \u003cli\u003eWatch data and cloud usage.\u003c\/li\u003e\n        \u003cli\u003ePrice custom research higher.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eKeep scope tight, plan travel early, and match the data stack to the client need. Do not cut research quality too far, because weaker analysis can hurt referrals and repeat work, and that can reduce owner income more than the savings help.\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;\"\u003eRecurring Advisory Revenue\u003c\/span\u003e\u003c\/h3\u003e\u0026lt;\nbr\u0026gt;\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"right-row6\"\u003e\n\u003ch3\u003eRecurring Advisory Revenue\u003c\/h3\u003e\n\u003cp\u003e\u003cstrong\u003eRecurring advisory revenue\u003c\/strong\u003e means monthly or quarterly retainers for ongoing work like \u003cstrong\u003eportfolio expansion planning\u003c\/strong\u003e, market monitoring, labor-market updates, and incentive advisory. For a site selection firm, this can smooth owner pay because it reduces reliance on one-off project timing and helps cash arrive in smaller, steadier chunks. It also makes forecasting cleaner, since repeat clients are easier to plan around.\u003c\/p\u003e\n\u003cp\u003eThe key input is \u003cstrong\u003eretainer count × monthly fee × retention months\u003c\/strong\u003e. The model does not isolate retainer revenue, so it should sit as a separate line in the calculator. The catch is simple: not every project becomes a retainer, especially when a client expands rarely, so this revenue is less certain than project fees.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row6\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Retained Clients, Not Just New Leads\u003c\/h3\u003e\n\u003cp\u003eMeasure how many project clients convert to retainers, what they pay, and how long they stay. Keep one clean metric: \u003cstrong\u003eretainer revenue as a share of total revenue\u003c\/strong\u003e. That tells you how much of owner income is protected from project gaps. Repeat clients can also lower effective CAC, since you spend less to win the next dollar from the same account.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\u003cstrong\u003eRetainer count\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eMonthly fee\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eRetention months\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eRenewal rate\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eHours included\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eClient expansion cadence\u003c\/strong\u003e\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eTest whether ongoing advisory work still covers labor and overhead. With fixed overhead at \u003cstrong\u003e$24k per month\u003c\/strong\u003e and mature direct costs near \u003cstrong\u003e20%\u003c\/strong\u003e, even small retainers can protect cash flow if delivery stays light. If a retainer needs too many analyst hours, it starts to act like a project, and owner draw gets squeezed.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step6\"\u003e6\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCompare lean, base, and high owner-income scenarios\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-scenario-table\" aria-label=\"Commercial Site Selection Service Owner Income Scenarios\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Commercial Site Selection Service Owner Income Scenarios\" data-note-label=\"Planning note\" data-note-text=\"Scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.\"\u003e\u003cdiv class=\"fml-scenario-table-card\"\u003e\n\u003cheader class=\"fml-scenario-table-header\"\u003e\u003cdiv\u003e\n\u003cp class=\"fml-scenario-table-eyebrow\"\u003eOwner income scenarios\u003c\/p\u003e\n\u003cp class=\"fml-scenario-table-description\"\u003eOwner income moves with project mix, billable hours, and payroll. The first year is loss-making, then margin and volume improve by Year 3 and beyond.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-actions\"\u003e\u003cbutton class=\"fml-scenario-table-export\" type=\"button\" data-scenario-export\u003eEXPORT XLSX\u003c\/button\u003e\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-scenario-table-wrap\"\u003e\u003ctable class=\"fml-scenario-table-grid\"\u003e\n\u003ccaption\u003eLow, base, and high cases for planning owner pay.\u003c\/caption\u003e\n\u003cthead\u003e\u003ctr\u003e\n\u003cth class=\"fml-scenario-table-stub\" scope=\"col\" data-export-value=\"Scenario\"\u003eScenario\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"Low Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eLow Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eLow Case\u003c\/span\u003e\n\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"Base Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eBase Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eBase Case\u003c\/span\u003e\n\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"High Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eHigh Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eHigh Case\u003c\/span\u003e\n\u003c\/th\u003e\n\u003c\/tr\u003e\u003c\/thead\u003e\n\u003ctbody\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Launch model\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-launch\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-launch-model.svg\" alt=\"Launch model icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eLaunch model\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"This is the funded lean case, with first-year revenue at $859k and a deep EBITDA loss.\"\u003eThis is the funded lean case, with first-year revenue at $859k and a deep EBITDA loss.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the modeled middle case, with Year 3 revenue at $2.508M and near-breakeven profit.\"\u003eThis is the modeled middle case, with Year 3 revenue at $2.508M and near-breakeven profit.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the mature-case upside, with Year 5 revenue at $4.35M and strong EBITDA.\"\u003eThis is the mature-case upside, with Year 5 revenue at $4.35M and strong EBITDA.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Typical setup\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-setup\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-typical-setup.svg\" alt=\"Typical setup icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eTypical setup\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"The mix is still early, with about 48 projects, about $18k average package value, 73% gross margin, $715k payroll, and $120k marketing.\"\u003eThe mix is still early, with about 48 projects, about $18k average package value, 73% gross margin, $715k payroll, and $120k marketing.\u003c\/td\u003e\n\u003ctd data-export-value=\"The mix shifts toward site selection at 70%, with about 93 projects, about $27k average package value, 77% gross margin, and $42k EBITDA.\"\u003eThe mix shifts toward site selection at 70%, with about 93 projects, about $27k average package value, 77% gross margin, and $42k EBITDA.\u003c\/td\u003e\n\u003ctd data-export-value=\"The business is scaled, with about 107 projects, about $41k average package value, 80% gross margin, and $1.03M EBITDA.\"\u003eThe business is scaled, with about 107 projects, about $41k average package value, 80% gross margin, and $1.03M EBITDA.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"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=\"Heavy payroll; $120k marketing; negative EBITDA; early project ramp; fixed office and software load\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eHeavy payroll\u003c\/li\u003e\n\u003cli\u003e$120k marketing\u003c\/li\u003e\n\u003cli\u003enegative EBITDA\u003c\/li\u003e\n\u003cli\u003eearly project ramp\u003c\/li\u003e\n\u003cli\u003efixed office and software load\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"Higher site selection mix; larger billable hours; tighter fixed-cost spread; stable referral commissions; modest EBITDA\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eHigher site selection mix\u003c\/li\u003e\n\u003cli\u003elarger billable hours\u003c\/li\u003e\n\u003cli\u003etighter fixed-cost spread\u003c\/li\u003e\n\u003cli\u003estable referral commissions\u003c\/li\u003e\n\u003cli\u003emodest EBITDA\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"More projects; higher package value; 80% gross margin; stronger utilization; scalable overhead\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eMore projects\u003c\/li\u003e\n\u003cli\u003ehigher package value\u003c\/li\u003e\n\u003cli\u003e80% gross margin\u003c\/li\u003e\n\u003cli\u003estronger utilization\u003c\/li\u003e\n\u003cli\u003escalable overhead\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 - $185k\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$0 - $185k\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eFunded downside\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$0 - $42k\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$0 - $42k\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eMain plan case\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$0 - $1.03M\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$0 - $1.03M\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eUpside case\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 test cash needs if growth is slow and the owner can only draw a salary when funding covers the loss.\"\u003eUse this to test cash needs if growth is slow and the owner can only draw a salary when funding covers the loss.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this as the main planning case for budgeting, hiring, and lender talks.\"\u003eUse this as the main planning case for budgeting, hiring, and lender talks.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this to test the upside if project volume, pricing, and margin all hold.\"\u003eUse this to test the upside if project volume, pricing, and margin all hold.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/tbody\u003e\n\u003c\/table\u003e\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-note\"\u003e\n\u003cspan class=\"fml-scenario-table-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e Scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49304344264947,"sku":"site-selection-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/site-selection-owner-makes.webp?v=1782692061","url":"https:\/\/financialmodelslab.com\/products\/site-selection-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}