Business financial model file
Electrical Contracting Financial Model
Fund electrical service vehicles, testing equipment and materials, then price jobs from the qualified crew time they consume.
Opening investment and working cash
The original small-service case is not a large construction subcontract. Tools and vehicles are investment; initial materials and a storage deposit are working cash. Local permission, insurance and job scope must be verified before treating the permit/setup allowances as commitments.
| Cash use | $ |
|---|---|
| CAPEX: Two service vehicles | 60,000 |
| CAPEX: Tools and access equipment | 20,000 |
| CAPEX: Testing equipment | 10,000 |
| Pre-opening: Actual local setup, training and professional budget | 6,000 |
| Pre-opening: Launch sales materials | 3,000 |
| Refundable deposit / tied-up cash | 1,800 |
| Opening stock / initial working inputs | 8,000 |
| Reserve: 2 selected fixed-cost months | 39,200 |
| Selected opening cash total | 148,000 |
CAPEX totals $90,000, pre-opening expense $9,000 and working cash $49,000. 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$11,500 loaded field budget funds two 160-hour roles, and$4,000 dispatch/management is separate. Of 320 paid field hours,240 are allocated to productive jobs; materials/consumables do not deduct field wages again. Special equipment or after-hours labor needs its own cost step.
| Commitment | $ per month |
|---|---|
| Two electricians: loaded roster | 11,500 |
| Dispatch/manager: loaded budget | 4,000 |
| Vehicle fixed commitments | 1,000 |
| Storage/workspace | 900 |
| Insurance | 1,000 |
| Software | 250 |
| Marketing | 600 |
| Admin | 350 |
| Total selected fixed cash | 19,600 |
| Item | $ per unit |
|---|---|
| Net collected selling value | 950 |
| Materials per comparable project | 250 |
| Consumables | 20 |
| Selected per-job permit/inspection allocation | 40 |
| Percentage-only fee allocation (2%) | 19 |
| Contribution before scheduled payroll/fixed OPEX | 621 |
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
At five productive person-hours per comparable service project,240 hours permit 48 projects. The selected route/site calendar permits 44, with 40 planned. Required skills, inspections, travel and the actual daily job sequence can bind before the aggregate hour ceiling.
For this fixed mix and commitment, whole-unit cash break-even is 32 completed standard service projects per month: ($19,600) ÷ $621, rounded up. The aggregate capacity is 44 units; it does not establish customer demand or a workable daily sequence.
| Paid units | Net sales $ | Selected result $ |
|---|---|---|
| 28 | 26,600 | -2,212 |
| 32 | 30,400 | 272 |
| 40 (planned) | 38,000 | 5,240 |
| 44 | 41,800 | 7,724 |
Twenty-eight completed jobs retain the roster and vehicles. Separate signed demand from enquiries and confirm material availability; the retained guide's equipment/service decision is not this whole-practice startup.
Practical KPI definitions
Measure collected job value, materials variance and contribution per productive crew-hour. Utilization uses productive field person-hours/all paid field hours; a two-person job's elapsed duration is not its person-hour cost. Keep callback work attached to the original job cohort.
No sales tax, finance, income tax or later fleet replacement is included. Actual material deposits, customer balances and payroll dates require a project cash calendar.
Method context: SBA business planning. All case prices, wages, cost ratios, reserve and capacity inputs above are original planning assumptions.
What the model covers
The official FinModelsLab listing describes an editable five-year model. Marketing spend and acquisition cost create new customers; service allocation, lifetimes, monthly billable hours and hourly prices build revenue. It includes staffing and salary assumptions, job costs, recurring overhead and dated capital spending, with profit and loss, cash flow, break-even and dashboard outputs.
Use a feasible calendar behind the forecast
Our assumed six-project month uses 120 of 160 available crew-hours and earns only $400 after selected costs. Two jobs can still require 40 hours inside a two-day window with only 32 available. Spare hours elsewhere in the month do not fill that gap.
Reserve qualified crew and testing time on the accepted site dates, then translate deliverable work into the operating forecast. Keep procurement and approval cash alongside it. The Electrical Contracting planning guide develops the original worked case.
Planning guide