CONTRACTOR PLANNING TOOL
Make the lead
economics add up.
Use your own assumptions to see how many won jobs would cover an acquisition budget. This is scenario math, not a results forecast.
The conversation count is a planning ratio, not a probability guarantee. Defaults are examples, not Sourci pricing or industry benchmarks.
What this leaves out
Overhead, taxes, payment timing, working capital and differences between jobs can change the real economics. Include estimating and sales costs in your acquisition spend where relevant. A won job can contribute toward cost recovery without producing cash immediately.
The formula is: contribution = job revenue × margin; whole jobs = acquisition spend ÷ contribution, rounded up; planning conversations = whole jobs ÷ assumed win rate, rounded up. Use the same review period and comparable jobs throughout.
Your inputs stay in this browser and are not submitted to Sourci.
WORKED EXAMPLE
How many won jobs cover the budget and estimating time?
Use one review period and comparable jobs. Replace these example inputs with your own figures. They are not a quote or a forecast.
| Input or calculation | Example |
|---|---|
| Acquisition program spend | $3,000 |
| Estimating effort not already included in that spend | 8 estimates × 1.5 hours × $50/hour = $600 |
| Total acquisition cost | $3,000 + $600 = $3,600 |
| Contribution per won job before acquisition cost | $10,000 revenue × 30% assumed contribution margin = $3,000 |
| Whole jobs needed to cover acquisition cost | $3,600 ÷ $3,000 = 1.2; round up to 2 jobs |
| Planning conversations at an assumed 20% conversation-to-win rate | 2 ÷ 0.20 = 10 qualified conversations |
Without the $600 of estimating effort, the same example suggests one job covers the $3,000 program spend. Including that effort changes the whole-job threshold to two. Count each cost once: if estimating time is already in acquisition spend or deducted in your contribution margin, do not add it again.
The assumed conversion rate does not guarantee ten conversations will produce two wins. Overhead, taxes, payment timing and different job sizes can change the outcome. Use the editable tools on this page to test your own figures and compare what each provider delivers.
How do you compare plans with different setup fees?
Use the same review period and include required onboarding, approved outside costs and your team’s effort. Three months is a comparison period, not a required contract term or a promise of results.
| Plan | Calculation | Service fees |
|---|---|---|
| Foundation inbound | 3 × $1,950/month + $1,000 onboarding | $6,850 |
| Growth inbound | 3 × $3,450/month + $1,500 onboarding | $11,850 |
| Foundation outbound | 3 × $2,950/month; standard setup included | $8,850 |
| Growth outbound | 3 × $4,450/month; standard setup included | $13,350 |
Add approved software or sending-infrastructure costs where applicable and sales or estimating effort not already counted elsewhere. Inbound and outbound produce different work: compare the inbound allowances and outbound allowances before treating fees as equivalent. A researched contact, qualified conversation, estimate and won job are separate measures.
OPTIONAL LOCAL NOTE
Keep your planning scenario for a scope discussion.
Create a note from the acquisition budget, job revenue, contribution margin and win rate above. Add your review period, service area and estimating capacity in your own words. This is a planning note, not Sourci pricing or a prediction of wins.
The note stays in this page and is not saved or sent to Sourci or Analytics. Copy it before leaving. Following the contact link does not attach or send it; you choose what to include in an inquiry.
Discuss your scope with Sourci ↗. For the scope questions to compare, read the service-delivery comparison.
EDITABLE OUTCOME SCENARIO
What does each won job cost to acquire?
Use one consistent review period. Defaults are fictional. Replace them with your own assumptions or measured outcomes. Count each opportunity once in every stage it has reached; stage totals here are cumulative, so wins must not exceed quotes, quotes must not exceed qualified opportunities, and qualified opportunities must not exceed delivered opportunities.
Before other overhead, taxes and payment timing. Not net profit or a forecast. Inputs stay in this browser.
Read the worked comparison and download a blank outcome worksheet. Do not count the same cost in both spend and estimating effort.
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