Owner Analytics
Understand the business.
Financial performance, facility capacity, member activity, and the economic activity Wheatless helps make possible.
Launch financial plan · 2027
Start with the owner-operated plan.
Recalculated from your pro forma assumptions. One employee, unpaid technical support, owner-led marketing and an optional cleaning service.
Updated workbook schedule: no owner compensation in Year 1. The 10% payroll burden applies if pay is added. An override applies to every month. $300/month advertising reuses the workbook marketing allowance; owner labor costs $0. Edits reset on refresh.
Cleaning service has no quote yet and is excluded, not assumed free. The separate $100/month sanitation supplies budget remains included. Software subscriptions remain budgeted even though technical labor is unpaid.
Operating break-even and liquidity
First nonnegative EBITDA: Month 7. Month 12 break-even gross revenue is $11,327, holding that month’s revenue mix and costs constant.
Peak cumulative deficit after modeled debt service: $81,858. Illustrative financing: $369,565 at 9% over 84 months. The workbook models the full outside-funding gap as debt; no loan is committed. This simplified reserve test excludes working-capital timing, new capital spending and taxes.
Launch revenue and operating costs
Revenue Costs
M1
M2
M3
M4
M5
M6
M7
M8
M9
M10
M11
M12
| Month | Revenue | Direct costs | Overhead + payroll | EBITDA | Cash after debt | Reserve balance |
|---|---|---|---|---|---|---|
| Month 1 | $3,101 | $90 | $9,711 | -$6,700 | -$12,646 | $13,081 |
| Month 2 | $3,101 | $90 | $9,711 | -$6,700 | -$12,646 | $435 |
| Month 3 | $3,101 | $90 | $9,711 | -$6,700 | -$12,646 | -$12,211 |
| Month 4 | $4,730 | $587 | $9,711 | -$5,568 | -$11,514 | -$23,725 |
| Month 5 | $5,879 | $710 | $9,711 | -$4,543 | -$10,489 | -$34,214 |
| Month 6 | $9,637 | $999 | $9,711 | -$1,074 | -$7,020 | -$41,233 |
| Month 7 | $12,156 | $1,770 | $9,711 | $675 | -$5,271 | -$46,504 |
| Month 8 | $13,160 | $1,957 | $9,711 | $1,492 | -$4,454 | -$50,958 |
| Month 9 | $14,464 | $2,152 | $9,711 | $2,601 | -$3,345 | -$54,303 |
| Month 10 | $16,188 | $2,359 | $9,711 | $4,117 | -$1,828 | -$56,131 |
| Month 11 | $18,596 | $2,744 | $9,711 | $6,141 | $195 | -$55,937 |
| Month 12 | $20,780 | $2,965 | $9,711 | $8,104 | $2,158 | -$53,779 |
| Year 1 / ending balance | $124,893 | $16,514 | $116,533 | -$8,154 | -$79,506 | -$53,779 |
Cost budget, sources and model definitions
Source: Wheatless_Collective_Pro_Forma.xlsx, updated 2026-09-29. January 2027 is the workbook’s planning start date, not a confirmed opening. All amounts are budget estimates or placeholders, not actual spending.
- Rent + NNN: $6,000/month — Current estimate (Assumptions!I10)
- Electricity: $700/month — Current estimate (Assumptions!I11)
- Natural gas: $400/month — Current estimate — no numerical change from technical drawing alone (Assumptions!I12)
- Water / sewer: $300/month — Current estimate (Assumptions!I13)
- Internet: $200/month — Confirm recurring vs startup overlap (Assumptions!I14)
- Insurance: $183/month — Tentative quote — not bound (Assumptions!I15)
- Software subscriptions: $300/month — Portal and admin tools (Assumptions!I16)
- Trash: $140/month — Current estimate (Assumptions!I17)
- Pest control: $99/month — User-updated estimate (Assumptions!I18)
- Cleaning / sanitation consumables: $100/month — Current estimate (Assumptions!I19)
- Repairs / maintenance: $200/month — Allowance (Assumptions!I20)
- Accounting / bookkeeping: $0/month — Confirmed free CPA service; separate bookkeeping scope not priced (Assumptions!I21)
- Bank / merchant fixed fees: $150/month — Variable processing modeled separately (Assumptions!I22)
- Advertising (provisional reclassification): $300/month — Operating launch support (Assumptions!I23)
- GF certification / renewal: $152/month — $1,825 annual certification cost (Assumptions!I24)
- Other admin and grease pumping: $487/month — Pump quote; surcharge pending (Assumptions!I25)
Fixed overhead with selected allowances: $9,711/month, before employee pay and burden. Technical and marketing labor are owner-contributed, with no cash compensation modeled. No automatic hiring is added in Growth.
Membership and credit prices: Assumptions!D32:D40. Monthly volumes and pay: D60:O72. Conservative / Base / Growth multiply demand by 0.75 / 1 / 1.25. Fractional volumes represent planning equivalents.
Processing is 2.9% of gross revenue, purchasing COGS is 90% of purchasing billings, and other-service direct costs are 30% of other-service revenue (D14:D17). Purchasing gross billings and COGS follow the workbook; this differs from the fee-only treatment in the mature reference below.
Credit sales are not verified bookings. Kitchen-hour equivalents use four credits/hour against 1,440 full-kitchen zone hours/month (Revenue Build!D58:O63); they do not measure actual utilization. The mature reference uses a separate 2,000-hour multi-space capacity assumption.
Actual results have not been connected. Totals are computed without display rounding. Cleaning, advertising, insurance, financing and opening date still need confirmation. Unpriced services and the wastewater surcharge are excluded. January opening depends on landlord TI approval and the contractor schedule.
Member & economic impact
Business opportunity, with evidence behind it.
Base · 2027 launch projections. Measured outcomes have not been collected. Fractional business counts in scenarios are planning equivalents, not a count of real businesses.
| Measure | Projection | Measured | Definition & evidence needed |
|---|---|---|---|
| Active member businesses | 15 at year end | Not collected | Sum of membership tiers in Month 12; not a sum of monthly members.Unique business IDs with an active membership at period end. |
| Businesses launched | Not modeled | Not collected | A business beginning commercial operations during the reporting year. Concierge projects are not verified launches.Business start date and owner-confirmed launch milestone. |
| Member-business jobs | Not modeled | Not collected | Member-reported employees, with owners and full-time equivalents reported separately. Excludes Wheatless staff.Dated member survey with unique business IDs and employment definitions. |
| Member sales | Not modeled | Not collected | Sales earned by members. Excludes Wheatless memberships, credit sales and purchasing billings.Member sales reports or reconciled POS records, net of refunds. |
| Purchasing coordinated | $14,325 in year | Not collected | Gross purchasing program billings from the pro forma; not economic impact to add again to revenue.Supplier invoices and member allocations, reconciled without duplicates. |
| Kitchen hours used | Not modeled | Not collected | Credit sales imply at most 3,680 kitchen-hour equivalents in the year; sales are not actual redemption or usage.Completed bookings or redeemed credits mapped to actual resource hours. |
| Markets & events | Not modeled | Not collected | Count of completed events in the year; vendor attendances and unique businesses are separate measures.Completed event records with attendance and sales reconciliation. |
| Wholesale growth | Not modeled | Not collected | Change in member wholesale sales between comparable periods; no baseline is available yet.Comparable member sales by channel and reporting period. |
Planning summary
In the base launch projection for 2027, Wheatless generates $124,893 in gross revenue and an EBITDA deficit of $8,154, supporting a projected 15 active member businesses at year end.
The staffing plan starts with one employee, unpaid owner technical support and owner-led marketing. Member jobs, launches, sales and actual kitchen usage still require evidence. An optional cleaning service is unquoted and excluded from the current cost total.
These figures are projections, not demonstrated community outcomes. Purchasing billings are already included in gross revenue and must not be added a second time.
Explore the separate Year 2–3 illustrative reference
These older demo targets are independent of the launch forecast above. They are not measured outcomes or approved first-year goals.
Separate illustrative reference · Year 2–3 mature facilityIllustrative Year 2–3 Operating Scenario
Modeled DataApproximately 6,000 sq ft · 2 kitchens · 2 prep areas · 4 independently bookable spaces · 24/7 member access
Practical Utilization
75%1,500 utilized space-hoursActive Businesses
4538 producing this monthMonthly Revenue
$48.3K$579,060 annualizedEconomic Activity Enabled
$49.0KPurchasing + member event salesRevenue
A diversified operating model.
Wheatless combines recurring membership revenue with facility usage and services that help member businesses operate and grow.
Monthly Revenue$48,255
MembershipsRecurring
$7,80516%
Kitchen & Prep UsageFacility
$21,85045%
StorageFacility
$3,4257%
Specialty EquipmentFacility
$2,9506%
Collective PurchasingEcosystem
$1,2503%
Events & MarketsEcosystem
$2,4005%
Business ServicesEcosystem
$4,4259%
POS & Selling ServicesEcosystem
$2,2505%
Rentals & OtherEcosystem
$1,9004%
Membership revenue
Kitchen, prep, storage & equipment
Purchasing, events & business services
Facility
Capacity with room to grow.
Utilization is measured against practical bookable capacity rather than every theoretical hour the facility exists.
Theoretical Capacity2,880space-hours / month
4 spaces × 24/7 availability
→
Practical Capacity2,000space-hours / month
Operationally bookable
→
Utilized1,500space-hours / month
75% of practical capacity
→
Available500space-hours / month
Remaining practical capacity
Production Kitchen82%
Prep Zone71%
Specialty Equipment64%
Cold Storage78%
Freezer Storage84%
Dry Storage69%
Economic Activity
Revenue for Wheatless. Opportunity for members.
Money flowing through member businesses is tracked separately from revenue retained by Wheatless.
Collective Purchasing
Member purchasing coordinated$25,000
Wheatless revenue$1,250
25 participating businesses · 5% markup
Events & Markets
Member sales facilitated$24,000
Wheatless revenue$2,400
2 events · 12 vendors/event · hybrid fee model
45Businesses supported
12Businesses launched
28Markets & events supported
1,500Facility hours utilized