Business Capacity Calculator
Your true revenue ceiling in billable hours — and how much headroom you have left.
Your numbers
Your result
- Total paid field hours per year
- 11,520
- Billable hours available
- 8,640
- Maximum revenue capacity
- $1,252,800
- Billable hours you're currently selling
- 10,345
- Capacity currently used
- 119.7%
- Revenue headroom before you must hire
- -$247,200
- Gross profit available in that headroom
- -$103,824
- Revenue capacity per field employee
- $208,800
- Extra revenue available via overtimeShort-term capacity only — overtime costs 1.5× and productivity drops over time.
- $156,600
You're using about 120% of your capacity
You're at the ceiling. More marketing right now buys you longer lead times, rushed work and burned-out crews. Your options are hiring, raising prices to ration demand, or improving billable utilization — and raising prices is the fastest.
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What this number actually tells you
Capacity is your real revenue ceiling, and it's measured in billable hours, not ambition. Six technicians at forty hours a week for forty-eight weeks is 11,520 paid hours — but at 75% billable utilization it's 8,640 sellable hours. At $145 a hour, that's a hard ceiling around $1.25M no matter how much you spend on advertising.
Knowing this number changes two decisions. It tells you when to hire — before you're at the wall, not after you've already damaged your reputation with long lead times. And it tells you when to raise prices instead of chasing more work, because at full capacity a price increase is the only way to grow revenue.
It also exposes cheap growth. Most businesses have 10–20% of unfilled capacity and don't know it, which is revenue available with no additional overhead at all.
How the math works
- 01Paid hours = employees × hours per week × working weeks.
- 02Billable hours = paid hours × billable utilization %.
- 03Maximum revenue capacity = billable hours × revenue per billable hour.
- 04Capacity used % = current revenue ÷ maximum revenue capacity.
- 05Revenue per billable hour = annual revenue ÷ billable hours sold — pull this from real job data, not from your rate card.
What to do with the answer
- Plan hires at 85% of capacity, not 100%. Hiring under pressure produces bad hires.
- At 95%+, raise prices. Demand above capacity is the clearest pricing signal you'll ever get.
- Attack utilization before headcount: routing, drive time, materials staging and shop time are usually worth several points.
- Treat overtime as a bridge measured in weeks. Beyond that it costs more than a hire and buys worse quality.
Want someone to read these numbers with you?
The Growth Assessment is a 30-minute conversation about what your numbers are telling you and what to fix first. No pitch deck, no PDF.
Schedule Your Growth Assessment Or call (737) 888-0415Questions owners ask about this
How do I calculate my business's capacity?
Multiply your field employees by weekly paid hours by working weeks to get paid hours, multiply by your billable percentage to get sellable hours, then multiply by revenue per billable hour. That's your revenue ceiling with your current team.
What's a realistic billable utilization rate?
Most field service businesses run 65–80% of paid hours as billable once drive time, shop time, warranty work and admin are counted. Anything claimed above 85% usually means the non-billable hours aren't being tracked.
Should I hire or raise prices when I'm at capacity?
Raise prices first. It's immediate, requires no cash, and improves margin on work you already have. Hire when demand holds at the higher price — that's proof the market supports the expansion.
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