Business financial model file
Coworking Space Financial Model
Budget the coworking fit-out and staffed lease commitment, then test membership contribution against usable desks and service capacity.
Opening investment and working cash
The original case is assigned full-month desks, not unlimited hot-desk access or office ownership. Furniture and network investment precede cash from members; lease security and the reserve are separate working cash. Confirm the actual right and capacity to operate at the site.
| Cash use | $ |
|---|---|
| CAPEX: Premises fit-out | 70,000 |
| CAPEX: Desk/furniture investment | 38,000 |
| CAPEX: IT/access equipment | 18,000 |
| Pre-opening: Lease/design/professional setup | 8,000 |
| Pre-opening: Pre-opening team and launch | 6,000 |
| Refundable deposit / tied-up cash | 14,000 |
| Opening stock / initial working inputs | 1,000 |
| Reserve: 2 selected fixed-cost months | 42,100 |
| Selected opening cash total | 197,100 |
CAPEX totals $126,000, pre-opening expense $14,000 and working cash $57,100. The deposit and opening stock tie up cash; they are not added again as monthly rent or consumed inputs. The reserve is a chosen fixed-cost buffer, not proof of full funding. Obtain actual installed/tax-inclusive quotes and dated opening payments.
Monthly fixed and variable OPEX
The original manager/reception budgets total$9,000 loaded per month. Base internet and cleaning remain even when desks are empty, while$35 per member is selected incremental usage. Meeting-room and day-pass revenue are excluded rather than assumed free upside.
| Commitment | $ per month |
|---|---|
| Community manager: loaded budget | 6,000 |
| Reception/security: loaded budget | 3,000 |
| Lease/common charges | 7,000 |
| Base utilities | 1,200 |
| Internet/IT service | 800 |
| Cleaning | 800 |
| Insurance | 450 |
| Membership software | 400 |
| Marketing | 700 |
| Maintenance | 400 |
| Admin | 300 |
| Total selected fixed cash | 21,050 |
| Item | $ per unit |
|---|---|
| Net collected selling value | 350 |
| Selected member usage/consumables | 35 |
| Percentage-only fee allocation (3%) | 10.5 |
| Contribution before scheduled payroll/fixed OPEX | 304.5 |
The percentage fee is an aggregate allocation, with no fixed per-payment charge assumed. Unit contribution is not owner income: the full listed monthly roster and overhead still need coverage.
Capacity, break-even and a lower-sales case
Eighty desks exist in the assumed layout, but the selected service plan supports 75 paid member-months. Planned volume is 70. A full assigned desk cannot simultaneously be sold as an extra full-month membership; peak meeting-room demand needs its own schedule.
For this fixed mix and commitment, whole-unit cash break-even is 70 paid desk-membership months per month: ($21,050) ÷ $304.5, rounded up. The aggregate capacity is 75 units; it does not establish customer demand or a workable daily sequence.
| Paid units | Net sales $ | Selected result $ |
|---|---|---|
| 55 | 19,250 | -4,302.50 |
| 70 (planned) | 24,500 | 265 |
| 75 | 26,250 | 1,787.50 |
At 55 members the lease and staff continue. The selected 70-member plan has little room above the break-even count, so presales and move-in timing matter; the retained guide case tests a different contract/space choice.
Practical KPI definitions
Measure paid desk-months/actually rentable desk-months, net membership receipts/paid members and incremental service cost/member. Separate refundable member deposits from earned fees. Churn must use the opening eligible membership cohort rather than all enquiries.
No meeting-room upsell, financing, income tax or fit-out replacement is included. Actual merchant description limitations retained below are not repaired by this original operating scenario.
Method context: SBA business planning. All case prices, wages, cost ratios, reserve and capacity inputs above are original planning assumptions.
The business decision
In our original case, 100 memberships generate $10,000 against $7,500 of base commitments and servicing. A 70-person peak cannot fit 60 desks. Ten additional desks for twenty days at $10 per desk-day cost $2,000, reducing the selected result from $2,500 to $500.
Use confirmed space behind the offer
Check the exact times members expect access and the services already included in their fees. Alternative space must be available and suitable; a spare average desk count does not resolve a simultaneous shortage. Date any additional-space bill before assuming day 1 fees can fund it.
The seller lists the selected Coworking Space Financial Model. The coworking guide develops the peak-access and desk-price comparison. Use the measured floor plan, actual member usage and agreed access terms as the decision brief.
Planning guide