Business financial model file
Landscaping Service Financial Model
Budget landscaping equipment and the paid crew through weather losses, then price contribution per completed field day.
Opening investment and working cash
This original two-person small-installation/maintenance case includes a truck/trailer, tools and a yard, not a land-development project. Opening materials and the yard deposit are working cash. Supplier deposits and seasonal bulk purchases need their own actual payment dates.
| Cash use | $ |
|---|---|
| CAPEX: Truck and trailer | 45,000 |
| CAPEX: Grounds/installation equipment | 25,000 |
| CAPEX: Yard/storage setup | 5,000 |
| Pre-opening: Insurance/local setup and training | 4,000 |
| Pre-opening: Opening customer acquisition | 3,000 |
| Refundable deposit / tied-up cash | 1,600 |
| Opening stock / initial working inputs | 4,000 |
| Reserve: 2 selected fixed-cost months | 30,056 |
| Selected opening cash total | 117,656 |
CAPEX totals $75,000, pre-opening expense $7,000 and working cash $35,656. 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
Crew wages assume two 160-hour roles at $22/hour plus 20% employer costs; estimating/management is 80 hours at $30 plus 20%. Weather can remove billable days without removing those scheduled wage payments. Materials and incremental travel/disposal are added by completed crew-day.
| Commitment | $ per month |
|---|---|
| Two crew members: loaded 160-hour rosters | 8,448 |
| Estimator/manager: loaded 80-hour roster | 2,880 |
| Truck fixed services | 700 |
| Yard/storage rent | 800 |
| Insurance | 900 |
| Software | 150 |
| Marketing | 500 |
| Maintenance | 400 |
| Admin/fees | 250 |
| Total selected fixed cash | 15,028 |
| Item | $ per unit |
|---|---|
| Net collected selling value | 1,300 |
| Selected materials/plants per crew-day | 200 |
| Incremental fuel/disposal | 60 |
| Percentage-only fee allocation (1%) | 13 |
| Contribution before scheduled payroll/fixed OPEX | 1,027 |
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 two-person eight-hour crew-day consumes 16 person-hours. The 320 paid crew hours represent 20 scheduled days, but the original 80% field-availability allowance leaves 16 completed days; client/site availability allows 17. Plan 15. Weather percentage is a scenario assumption, not a local climate benchmark.
For this fixed mix and commitment, whole-unit cash break-even is 15 completed two-person crew-days per month: ($15,028) ÷ $1,027, rounded up. The aggregate capacity is 16 units; it does not establish customer demand or a workable daily sequence.
| Paid units | Net sales $ | Selected result $ |
|---|---|---|
| 12 | 15,600 | -2,704 |
| 15 (planned) | 19,500 | 377 |
| 16 | 20,800 | 1,404 |
At 12 completed days, the team, yard and truck commitments remain. Check the break-even count against usable days before selling more work than the crew can execute; the retained guide's service/route choice has a separate scope.
Practical KPI definitions
Measure net revenue and contribution per completed crew-day, field person-hours/all paid crew hours and estimate-versus-actual material usage. Track site rework and collection by project cohort; a quoted day is not a completed and collected day.
No debt, income tax, owner distributions or equipment replacement is included. The month aligns receipts/material settlement; seasonal deposits and actual weather delays require a cash calendar.
Method context: SBA business planning. All case prices, wages, cost ratios, reserve and capacity inputs above are original planning assumptions.
What the selected model covers
The official FinModelsLab listing describes an editable Excel model for design, installation and maintenance services. Revenue is built from marketing spend, acquisition cost, service allocation, customer lifetimes and monthly fees. Role-based salaries, staffing, route expenses and dated equipment purchases feed profit and loss, monthly and annual cash flow, break-even analysis and dashboard outputs.
Choose the investment before loading its cost
In our separate seasonal illustration, a $3,000 machine with $20 running cost per use and $1,000 assumed resale matches $100 rental at 25 uses. At 30 uses the saving is $400, but the full purchase must be funded first.
Choose the equipment from accepted work and actual rental/resale terms, then revise investment dates. Keep machine use and seasonal crew availability visible alongside customer-fee revenue. The Landscaping Service planning guide develops the original worked case.
Planning guide