Business financial model file
HVAC Service and Installation Financial Model
Budget HVAC vans, tools and stock, then connect installed-job contribution to crew hours and supply/inspection timing.
Opening investment and working cash
The original case is comparable small installations, not an unlimited mix of emergency service and large commercial systems. The$12,000 opening stock/working input is separate from van/tools investment. Obtain actual scope, installed equipment quotes and required permissions.
| Cash use | $ |
|---|---|
| CAPEX: Two service/install vans | 70,000 |
| CAPEX: Installation and recovery tools | 25,000 |
| CAPEX: Storage/workspace fit-out | 10,000 |
| Pre-opening: Local setup, professional and training budget | 8,000 |
| Pre-opening: Pre-opening launch | 4,000 |
| Refundable deposit / tied-up cash | 3,600 |
| Opening stock / initial working inputs | 12,000 |
| Reserve: 2 selected fixed-cost months | 46,600 |
| Selected opening cash total | 179,200 |
CAPEX totals $105,000, pre-opening expense $12,000 and working cash $62,200. 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
Two paid 160-hour installers have 240 selected productive hours at 75% of combined paid time. Dispatch/management is separately funded. External lifting and the selected warranty-service allowance are additional per-job cash costs, not a second charge for the salaried installation crew.
| Commitment | $ per month |
|---|---|
| Two installers: loaded 160-hour rosters | 12,000 |
| Dispatch/manager: loaded budget | 4,500 |
| Vehicle fixed services | 1,500 |
| Storage/yard | 1,800 |
| Insurance | 1,200 |
| Software | 300 |
| Marketing | 1,200 |
| Admin | 500 |
| Ongoing training budget | 300 |
| Total selected fixed cash | 23,300 |
| Item | $ per unit |
|---|---|
| Net collected selling value | 8,000 |
| Equipment and duct/material allocation | 3,900 |
| Disposal | 200 |
| External lifting/service allocation | 200 |
| Selected warranty-service allowance | 300 |
| Percentage-only fee allocation (1%) | 80 |
| Contribution before scheduled payroll/fixed OPEX | 3,320 |
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
A standard installation uses 16 productive person-hours, allowing 15 from the 240-hour field allocation. Selected equipment/inspection dates allow 12 completions; plan ten. Actual refrigerant, electrical, access and system scope can require different qualified time and materials.
For this fixed mix and commitment, whole-unit cash break-even is 8 completed standard installations per month: ($23,300) ÷ $3,320, rounded up. The aggregate capacity is 12 units; it does not establish customer demand or a workable daily sequence.
| Paid units | Net sales $ | Selected result $ |
|---|---|---|
| 7 | 56,000 | -60 |
| 8 | 64,000 | 3,260 |
| 10 (planned) | 80,000 | 9,900 |
| 12 | 96,000 | 16,540 |
Seven installations retain the crew, vans and dispatch roster. Check the actual timing of seasonal demand rather than treating annual enquiries as monthly completions; the prior guide's capacity/service case remains distinct.
Practical KPI definitions
Measure contribution per completed installed system and per crew person-hour, actual equipment cost versus quote and callbacks by installation cohort. Service calls and complete installations need different unit economics and seasonal schedules.
No financing, income tax or fleet replacement is included. Customer equipment deposits, supplier payment terms and warranty cash need their own dated treatment.
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 plan covering plumbing, heating, air-conditioning and ventilation. Marketing spend and acquisition cost build customers; service allocation, lifetimes, monthly billable hours and hourly prices build revenue. Parts, fees, fixed expenses, role-level payroll and dated capital spending support profit and loss, monthly and annual cash projections, break-even analysis and dashboard views.
Use the project schedule beside the forecast
Our guide's assumed eight-installation month earns $1,400 after selected costs, yet needs $29,800 before commissioning receipts. A later $800 callback payment belongs on its actual date rather than in early procurement cash.
Reconcile service hours with qualified crew availability and maintenance obligations. Match supplier deposits, commissioning and customer sign-off dates in the installation cash schedule. The HVAC Service and Installation planning guide develops the original worked case.
Planning guide