Project Economics
Build the business before you buy the equipment.
Answer a few simple questions and see what your facility could earn, what it really costs, and when it pays back. It takes about five minutes.
Here’s your project.
Planning estimate, not a guarantee of revenue, profitability, utilization, financing or return.
What your plan is telling you.
Explore your results.
Where revenue comes from
Sessions, services and the share of membership each technology supports.
Where the money goes
Monthly costs, including your loan payment.
How busy each machine is
Paid and member sessions as a share of capacity.
Capital and revenue
Is each machine pulling its weight?
Month-by-month cash after your loan payment, as you grow toward target.
How long it really takes to open, and what to confirm about your space.
The same project, funded four different ways.
What it takes each month to reach and hold your member goal.
Revenue mix
By type of revenue.
Recurring revenue
Renews monthly without re-selling.
Client economics
Per member, at your churn and acquisition cost.
Margin by service line
How each service dollar divides between product, labor and gross profit.
What moves your results most
Change in monthly operating profit if each item moves 20%.
Before taxes and owner pay unless included in payroll. Includes ramp-up, loan payments, remaining loan balance, working capital and estimated equipment resale value.
The model
Begin with the business, not the machine.
The same red light bed can be a clinic session, a reason to join a membership, or a gym add-on. Choose the business first. The right equipment follows.
An empty hour never comes back.
Rent, payroll and loan payments arrive whether a room is full or empty. Like a fine hotel, this is a capacity business: the work is filling available hours at the right price.
Seven ways the money comes in
Every machine runs on three numbers
Sessions it can deliver in a day, including reset time between guests.
How many you actually fill. Around 60 to 70% across a day usually means peak hours are booked.
What each session earns. Member visits earn nothing extra but still take a slot.
What the machine brings in before costs.
Three ways equipment pays for itself
Direct revenue
Guests pay to use it.
20 sessions a day × $40 × 26 days = $20,800 a month.
Membership value
It is part of why members pay every month.
300 members × $249 × 15% attributed to sauna = $11,205 a month.
Strategic value
It attracts, retains, or sets you apart.
Real, but never given an invented return.
Not every technology needs to earn on its own to belong in the stack.
Equipment
The collection.
Select any technology to see how it earns, what limits it, and its numbers.
Give every machine a role
Stacks that work together
How busy does it need to be?
Pricing and packaging
Services
Equipment is one engine. Services are the other.
Testing, therapies, programs and retail turn a single visit into a lasting relationship, and they're where most recurring revenue lives.
What each service needs to operate
Rules vary by state and change often. This is a planning guide, not legal advice.
Where each dollar goes
Consumables and residual revenue
The consumables you use
Nitrogen, ozone, IV supplies, lab fees, test kits, liners and linens. Modeled per session and per service so your margins are real.
The consumables you sell
Supplements, at-home devices and recovery products. With auto-ship, one recommendation becomes monthly residual revenue.
Revenue that renews without being re-sold is the most valuable revenue you have.
The client is the asset
Budget
Equipment is only part of the investment.
Everything it takes to open, built live from your plan below.
Every line, explained
Site requirements
Dedicated electrical for cryotherapy, saunas, hard chambers and red light beds. Drainage and waterproofing for plunges and showers. Heat and humidity control, oxygen safety clearances, and nitrogen ventilation. These belong in construction, not equipment. Confirm each product's specifications with Elevated before your contractor prices the space.
Resale value and depreciation
Commercial equipment usually retains resale value years later, and business equipment may qualify for accelerated depreciation such as Section 179. Both can change your real cost meaningfully. Ask your CPA how they apply to you. The five-year view in your results includes an estimated resale value.
