| Trading Income | $3,328,391 | 100.0% |
| Cost of Sales | $1,545,839 | 46.4% |
| Gross Profit | $1,782,552 | 53.6% |
| Operating Expenses | $1,375,417 | 41.3% |
| Net Profit | $408,538 | 12.3% |
| Trading Income | $446,725 | 100.0% |
| Cost of Sales | $101,818 | 22.8% |
| Gross Profit | $344,907 | 77.2% |
| Operating Expenses | $93,120 | 20.8% |
| Net Profit | $251,788 | 56.4% |
| Line | 10mo $ | % of revenue | Notes |
|---|---|---|---|
| Wages (Technicians) | $925,820 | 27.82% | Largest single line by far |
| Pest Control Supplies | $144,308 | 4.34% | Industry benchmark 3.0–4.0% |
| Superannuation (Tech) | $133,013 | 4.00% | Fixed % of wages |
| Fuel | $84,204 | 2.53% | 15+ active vehicles |
| Contractors (Tech) | $70,369 | 2.11% | Usually more $ per hour than in-house |
| Tolls | $50,983 | 1.53% | 60% of fuel spend — heavy CBD/freeway use |
| Workers Comp Insurance | $24,943 | 0.75% | Renews annually |
| Payroll Tax (Tech) | $23,327 | 0.70% | Statutory — non-negotiable |
| Motor Vehicle Insurance | $22,800 | 0.69% | Renews annually |
| MV Rego / R&M / Other | $48,752 | 1.46% | Vehicle running costs |
| Top 10 lines | $1,528,519 | ~45.9% |
The top 6 lines alone = 43% of revenue. Move any of these even 0.5 of a percentage point and you change real money.
Why: Tech wages are 27.82% of revenue. You pay technicians for the day regardless of how many jobs they complete. Every extra job they fit in costs only supplies and a bit of drive time — almost everything else flows through to GP.
What to do / watch: Track revenue per technician per day, jobs per technician per day, and the % of paid time that's onsite (vs travel + admin). Anything you do that lifts these numbers lifts GP directly.
Why: Fuel ($84K) + Tolls ($51K) = $135K, or 4.1% of revenue. Tolls at 60% of fuel spend tells you there's a lot of M5/M2/Cross-City driving. Every hour saved on the road is also an hour available to invoice work — double benefit.
What to do: Tighter postcode boundaries per tech, EOD-from-home (avoids the morning toll run back to base), avoid peak-priced toll windows where possible, cluster jobs geographically on the schedule. The route-efficiency reports already on the hub are the right tool — use them to assign work, not just review it.
Why: A price increase has no matching cost increase, so it lands almost entirely in GP. It's the single most efficient GP lever — but also the easiest to leave on the table because nobody notices it isn't being pulled.
What to do: Audit when each commercial recurring contract was last re-papered. Anything 12+ months old is probably due. For residential, check that your published job pricing actually gets charged on quotes — discounting often creeps in informally. Even a small (3–5%) blended rise on 70% of jobs adds material GP.
Why: You're at 4.34% of revenue; industry benchmark is 3.0–4.0%. A 0.5-point reduction = roughly $16K/year and doesn't require any change to operations or pricing.
What to do: Consolidate to 1–2 primary suppliers for bulk discounts. Tender supply contracts annually. Audit chemical application rates against label minimums (over-application is invisible waste). Check stock per truck quarterly — expired or excess chemical sitting in vehicles is bought-and-paid-for inventory shrinkage.
Why: Contractors typically cost 1.3–1.6× the fully-loaded hourly rate of an in-house tech once you've paid super, workers comp, payroll tax, uniform, etc. If contractors are absorbing regular work (not just overflow), insourcing the equivalent FTE is cheaper.
What to do: Take the $70K contractor spend, divide by contractor hours billed, compare against your fully-loaded in-house tech cost per hour (wage + 9.5% super + WC + payroll tax + uniform/PPE allocation). If the contractor rate is >~1.4× the in-house rate and the work is steady, hire instead. Keep contractors for peaks only.
Why: Commercial is 50% of revenue but heavy on labour. Strata (4.26%), Termite (6.47%) and Property Management (4.04%) are usually higher-margin because they're recurring contracts with predictable scheduling and density. Growing them lifts your blended GP% without any cost-line change.
What to do: Ask your accountant or bookkeeper to extend the P&L to show GP% by service line, not just revenue. Then steer the sales team's pipeline toward whichever lines have the best GP%, not whichever lines have the biggest top-line ticket.
Why: Last month's BP report showed 15 idle fuel cards still incurring monthly fees. Combined with $107K Motor Vehicle Finance (in OpEx) and ~$80K in vehicle insurance / rego / R&M (in COGS), the fleet is a major drag. Every truck that isn't earning is still costing rego, insurance, finance and depreciation.
What to do: Match the active fleet size to active technician headcount. Sell or off-hire vehicles that aren't allocated to a working tech. Cancel idle fuel cards (the $2.95/month fee adds up across 15 cards). One vehicle gone = ~$5–8K/year of cost back.
Why: Workers Comp ($24.9K) + Motor Vehicle Insurance ($22.8K) = $47.7K in COGS, with Public Liability and Other Insurance another $10K+ in OpEx. Brokers don't volunteer reductions — you have to ask. With your claims history and updated fleet data, a competitive re-tender often saves 5–15%.
What to do: 60 days before each renewal, ask the broker for a written market review showing alternatives. If they won't, get a second broker quote and benchmark.
Modelled against the 10-month Pest2Kill numbers, then annualised. Realistic path is small wins across the top 3–4 levers, not one heroic change.
| Scenario | GP% change | GP $ change (annualised) |
|---|---|---|
| 3% blended price rise (no churn) | +1.6 pts | +$100K |
| 5% blended price rise (no churn) | +2.7 pts | +$166K |
| 10% reduction in fuel + tolls | +0.4 pts | +$14K |
| 0.5pt reduction in supplies ratio | +0.5 pts | +$16K |
| 5% lift in tech productivity (more jobs same wage) | +1.4 pts | +$46K |
| 2 idle vehicles off-hired | +0.3 pts | +$10K |
| Combined — partial wins on all of the above | +~4.4 pts | ~$147K–$250K |
Taking Pest2Kill from 53.6% GP to 58% GP (still well short of Impact's 77%) = roughly $147K/year extra GP at current revenue.