Free public tool

Pricing & Capacity Calculator

Explore how a fixed price and delivery time relate to monthly service capacity. Your assumptions describe a scenario, not a recommended price or a revenue forecast.

Price · time · capacity

Illustrative

Comparison structure

Whole units of capacity are separate from actual customer purchases.

Reference sets, bounded bands, and selected scenarios remain distinct from forecasts.

Boundary

Explicit

No income or customer-volume forecast

Try a scenario

What fits within your delivery time?

One explicit scenario

Define your service unit and time

Keep one consistent scope of work in mind. Enter assumptions to explore, rather than confidential business records. All fields are required.

Price per service unit USD / unit

Your assumed price for one fixed scope of work, including its revisions. Enter 0.01–1,000,000 USD; this is not a suggested price. Use up to two decimal places.

Delivery time per service unit hours / unit

Include preparation, delivery, communication, and revisions for that unit. Enter 0.01–744 hours. Use up to two decimal places.

Available monthly delivery time hours / month

Time left for service delivery after administration, marketing, time off, and other commitments. Enter 0.01–744 hours; use your actual month's limits. Use up to two decimal places.

No account or email needed. This calculator does not save or send your entries. Values stay in page memory; use Clear inputs to remove them.

Illustrative scenario · planning estimate

Capacity, not promised sales

Capacity describes what could fit within your time assumptions. Actual sales and revenue depend on what customers purchase and what you deliver.

Enter your assumptions, then calculate. No result is assumed for you.

Transparent arithmetic

How this calculation works

A service unit is one repeatable, fixed scope of work at the entered price. This tool uses USD and one month. For an hourly service, one unit can be one delivery hour; it does not convert retainer or project scopes automatically.

Start with delivery time left after administration, marketing, and time off. Include unit-specific preparation, communication, and revisions in the time per service unit; do not count the same time in both categories.

Effective hourly equivalent: Price per unit ÷ delivery hours per unit. Spreads the assumed price over the delivery time for one unit. Not an employee wage, take-home rate, or compensation for all working hours.
Theoretical service capacity: Monthly delivery hours ÷ hours per unit, rounded down. Counts complete units that fit within your stated delivery time. Capacity is not demand. Customers may purchase fewer units, and delivery time may vary.
Theoretical gross service billing capacity: Price per unit × whole-unit monthly capacity. A scenario in which every complete unit of capacity is sold at the assumed price. Not expected revenue, collected cash, profit, or a forecast. No sales or utilization probability is modeled.

Whole-unit capacity rounds down, so spare time that cannot fit a complete unit does not add another sale. If a unit requires more time than the monthly budget, capacity is zero; projects spanning months are outside this model.

Inputs accept up to two decimal places. Time is represented in hundredths of an hour for the capacity division, avoiding unintended rounding at decimal boundaries. Money displays to the nearest cent; hourly equivalents are not rounded before other calculations. Gross billing capacity uses the entered price and the whole-unit count, not the displayed hourly equivalent.

All inputs must be positive. A zero price or zero time is outside the existing pricing model; blank or invalid entries produce an error rather than a guessed result. Input limits are safeguards, not recommendations.

Read Harborfield’s methodology

Definitions and worked examples

Understand the metrics

What the numbers cannot establish

Limitations

Demand, customer willingness to pay, conversion, and actual utilization are not modeled. Capacity math does not validate a price or a market.
Taxes, expenses, discounts, payment timing, cancellations, and profit are not modeled. Gross billing capacity is separate from revenue actually earned or collected.
Every unit is assumed to have the same scope, price, and delivery time. This model counts complete units within one month; it does not schedule overlapping projects or work carried between months.
Available delivery time must already exclude non-delivery work and time off. The 744-hour ceiling is an input safety limit (31 × 24), not a suggested work schedule; shorter months have fewer hours.
Results are informational and analytical, not professional, legal, tax, or investment advice. Actual outcomes depend on business-specific conditions and the accuracy of your assumptions.

Put the scenario in context

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