Chapter 4 · Pricing models, the legal limits on percentage-based fees, worked examples and the margin math that keeps a small agency alive.
Pricing is the single biggest lever you control. A ten percent price increase on work you are already doing goes straight to profit; a ten percent increase in clients brings ten percent more work with it. Yet most new agencies price by looking at a competitor’s website and charging a little less. This chapter gives you a better method: understand your cost per unit of work, choose a pricing model that matches the service, check the legal constraints and then set prices that leave room for the inevitable surprises.
Step 1: Know your fully loaded hourly cost
Every price should start from what an hour of your team’s time actually costs.
Fully loaded hourly cost = (annual wages + payroll taxes and benefits + allocated overhead) ÷ annual productive hours
Productive hours are not 2,080. Subtract holidays, vacation, sick time, training, internal meetings and the unbillable minutes between tasks. A realistic figure for a full-time specialist is 1,500–1,650 productive hours per year.
Example: calculating a loaded rate
Bright Path Credentialing employs a credentialing specialist at $52,000 a year. Payroll taxes, workers’ comp and a modest health stipend add 20% ($10,400). Bright Path’s annual overhead (software, insurance, phone, rent share, accounting and a share of the owner’s management time) is $36,000, split across two specialists ($18,000 each). The specialist delivers about 1,600 productive hours.
($52,000 + $10,400 + $18,000) ÷ 1,600 = $50.25 per productive hour.
Every hour of work Bright Path sells must recover at least $50 before it earns a dollar of profit.
The chapter continues with hours per unit of work for every common service, eight pricing models compared side by side, the legal limits on percentage-of-collections billing, worked price lists and the margin math.
