// FINANCIAL MODEL · DRAFT SCENARIOS

Run the numbers

Every figure from the business plan baked into a live model. Load a preset, then drag any driver to see revenue and EBITDA recompute. Presets reproduce the plan’s published Year 1–3 projections and its two stress scenarios.

Stress

Stabilized base case on the second-generation (existing eating-and-drinking) build. Weekend nights run near full, weekday daytime is carried by the café, and pods and lounge are both at their mature run-rate.

ConfidenceSourcedDerivedAssumedNo dots — set by us

Pods

6

Semi-private bookable game pods for up to 6 people.

Utilization

11%
33%
32%
72%
$40

Mon–Thu. $20 per 30-min block = $40/pod-hour. Priced per pod, any party size.

$60

Fri–Sun. $30 per 30-min block = $60/pod-hour.

3.2

Guests per organic booking (1–6 tier; pods seat six, four controllers in rotation). Groups of 7+ book pod parties.

$26

Food & drink per guest per hour. Blends daytime and evening.

Pod parties

52

7–24-guest connected-pod bookings with a min-spend.

7.5

Pod-hours each party consumes (≈ pods × hours). Adds to utilization.

$700

Required F&B spend per party — the cost of holding connected pods.

Benches

4

1–2-person bookable benches at half the pod rate. Fee-only and additive; the attached F&B lives in the lounge line.

Utilization

15%
28%
25%
40%
$20

Mon–Thu. $10 per 30-min block = $20/bench-hour — half the pod rate.

$30

Fri–Sun. $15 per 30-min block = $30/bench-hour — half the pod rate. Shares the pod peak-share blend.

Lounge

52

Pre-6pm covers — café, dessert, light snacks, early happy hour.

$15

Average F&B spend per day cover — café-anchored.

50

Post-6pm covers — the 21+ bar daypart.

$35

Beverage spend per night cover — the anchor the check is built on (food is added via the food-share lever).

30%

Food's share of the night check (the rest is beverage). Drives the cover value with the drink-spend anchor.

355

Operating days per year.

Membership

560

Standing base of the entry tier ($25/mo save-state card), year-end net of churn.

36

Standing base of the premium tier ($250/mo, free off-peak pod play), year-end net of churn.

$300

Entry-tier price per year.

$3,000

Premium-tier price per year.

42%

Blended annual churn of the standing member base.

Events

26

Private-event buyouts per year (groups of 25+).

$7,500

Average revenue per buyout.

Payments

95%

Share of sales paid by card vs. cash.

3.0%

Processor fee on the gross card charge (sale + tax + tip).

Costs

$373K

Annual base rent plus NNN.

$876K

Annual payroll including burden.

28%

Cost of goods as a share of food-and-beverage revenue.

$100K

Electric, gas, water, trash, internet, plus the software stack (POS, booking, CRM, scheduling, accounting).

$105K

GL, liquor liability, property, workers' comp, and umbrella for an on-premises liquor venue with games, NYC.

$100K

Combined marketing, repairs & maintenance, and operating supplies.

$40K

Cash oversight comp in opex from Year 2 ($0 in Year 1).

EBITDAProfit
$639K
22% margin
Total revenue
$2.90M
Total cost
$2.26M
Occupancy cost
13%
rent ÷ revenue · target 8–12%
Pod utilization
35%
9,725 of 27,690 hrs typical-period · revenue ×0.93 blended-year
Members
596
560 Save Card · 36 Regular
Signups to sustain
+250/yr
42% churn · gross adds to hold base

Revenue mix

  • Lounge — night (6pm+)$825K
  • Lounge — day (pre-6pm)$258K
  • Pod rental$459K
  • Pod F&B$722K
  • Pod parties$57K
  • Duo benches$112K
  • Private events$195K
  • Memberships$276K

Operating costs

  • Rent + NNN$373K
  • Labor$876K
  • COGS$570K
  • Card processing (~3%)$101K
  • Utilities / software$100K
  • Insurance (est.)$105K
  • Marketing / repairs$100K
  • Founder oversight$40K
  • Total$2.26M

All figures are draft scenarios pending detailed model development. Pod revenue is modeled at the plan’s stated utilization with a peak-weighted blended rate; COGS scales as a share of F&B revenue. The Distress and Upside presets are the two stress cases defined in the plan’s Sensitivity section — the model does not extrapolate stress scenarios to years the plan does not underwrite.