Business financial model file
Plumbing Service Financial Model
Separate plumbing fleet/tool investment from the parts, route time and paid crew needed for collected service orders.
Opening investment and working cash
The original service-order case excludes large construction plumbing and property purchase. Vans, tools and camera equipment are investment; the deposit and initial parts tie up working cash. Confirm actual service permissions and insurance before accepting the setup allowances.
| Cash use | $ |
|---|---|
| CAPEX: Two service vans | 60,000 |
| CAPEX: Tools and working equipment | 22,000 |
| CAPEX: Drain/camera equipment | 12,000 |
| Pre-opening: Local professional, insurance and training setup | 6,000 |
| Pre-opening: Launch customer acquisition | 3,000 |
| Refundable deposit / tied-up cash | 1,800 |
| Opening stock / initial working inputs | 6,500 |
| Reserve: 2 selected fixed-cost months | 41,100 |
| Selected opening cash total | 152,400 |
CAPEX totals $94,000, pre-opening expense $9,000 and working cash $49,400. 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 160-hour field roles have 240 productive hours at an original 75% allocation. The$12,000 loaded field roster and$4,000 dispatch budget remain fixed. Per-job parts and external services cover different resources rather than charging the same field wage twice.
| Commitment | $ per month |
|---|---|
| Two plumbers: loaded 160-hour rosters | 12,000 |
| Dispatch/manager: loaded budget | 4,000 |
| Vehicle fixed services | 1,200 |
| Storage | 900 |
| Insurance | 1,100 |
| Software | 250 |
| Marketing | 700 |
| Admin | 400 |
| Total selected fixed cash | 20,550 |
| Item | $ per unit |
|---|---|
| Net collected selling value | 650 |
| Parts/material per standard job | 160 |
| Disposal/consumables | 20 |
| Selected external service allocation | 10 |
| Percentage-only fee allocation (2%) | 13 |
| Contribution before scheduled payroll/fixed OPEX | 447 |
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
Three productive person-hours per comparable order allow 80 orders; route/access availability allows 70. Plan 60. Emergency peaks, multi-person work and a part waiting at the supplier can change which constraint binds.
For this fixed mix and commitment, whole-unit cash break-even is 46 completed standard service orders per month: ($20,550) ÷ $447, rounded up. The aggregate capacity is 70 units; it does not establish customer demand or a workable daily sequence.
| Paid units | Net sales $ | Selected result $ |
|---|---|---|
| 45 | 29,250 | -435 |
| 46 | 29,900 | 12 |
| 60 (planned) | 39,000 | 6,270 |
| 70 | 45,500 | 10,740 |
At 45 completed orders, vans and the scheduled team remain. The retained guide's service/crew case is a separate decision and should not be added to this monthly case as another revenue line.
Practical KPI definitions
Track net service value and contribution per completed order, productive person-hours/all paid field hours and first-visit completion on the original job cohort. Record callback time and parts usage before treating an added visit as new revenue.
Cash collection and stock replacement align within the month. Actual deposits, insurance claims, tax, financing and replacement vehicles require separate cash dates.
Method context: SBA business planning. All case prices, wages, cost ratios, reserve and capacity inputs above are original planning assumptions.
What the model includes
The official FinModelsLab listing covers repairs, emergencies, drain cleaning, installations and maintenance. Its editable inputs include marketing spend, acquisition cost, service allocation, customer lifetimes, billable hours, hourly prices and payroll staffing. It describes profit and loss, monthly and annual cash flow, break-even analysis, startup costs and dashboard outputs.
Keep return work inside the job
In our assumed weekly case, 24 completed $150 jobs leave only $80 after direct costs and the selected operating commitment. Four extra two-hour returns at $25 per hour turn that into a $120 loss and fill the remaining technician capacity.
Link every related visit and payment to its completed job before revising billable hours or staffing. Keep household receipts and commercial invoice collections on their own dates. The Plumbing Service planning guide develops the original worked case.
Planning guide