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LoadingAdd every role and every cost, choose how the job carries its share of your overheads, and see what you have to charge — plus what a discount really costs you.
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We are not quoting a VAT rate here
We have not verified the current UK VAT rates against HMRC's published guidance, so we are not going to prefill one. Read the rate off GOV.UK and enter it in the pricing section below. Leave it at zero if you are not VAT registered.
VAT rates — GOV.UKMaterials, subbies, plant, travel, waste — one row each, at what it costs you excluding VAT. Markup is what you add when charging it on.
The van, the insurance, the phone, the accountant. This job has to carry a share of them.
Applied to every labour hour on the job, day-rate work included.
Used to turn day-rate labour into hours so it carries overhead too.
Per labour hour is usually the most honest, because most overhead is a function of time on the tools rather than of what you bought. A percentage of cost is easier but assumes overhead tracks spend, so a job that is mostly expensive materials carries more than it should. A fixed amount is fine when your jobs are all roughly the same size, and wrong as soon as they are not. Whichever you pick, the figure should come from your annual overhead divided by the hours, jobs or spend you expect in a year.
What the business needs out of the job, and what you are prepared to give away.
Held back for the jobs that overrun. Taken on labour and costs, not on your overhead — risk attaches to the work.
Treated as a floor, not an extra markup. If your charge-out rates already beat it, the higher price wins.
Enter the rate that applies to this work. It is applied to the discounted price and shown separately, because VAT is never part of what the job earns.
Taken as a share of the VAT-inclusive total, because that is what the customer actually pays.
Recommended quote
£2,074.93
Excluding VAT. What to put in front of the customer.
Break-even
£1,452.45
Below this the job loses money.
Customer pays
£2,074.93
Gross profit
£622.48
£25.94 per labour hour.
Gross margin
30%
A markup of 42.9% on cost.
Turn this job costing into a professional quote in Cushty — keep the costings behind the price, and track the job through to payment.
See how quoting worksIn two passes. First what the job costs you — labour, everything you buy in, a share of your overheads, and something held back for the jobs that overrun. Then what to charge, worked out two different ways, taking whichever is higher.
Break-even = labour + costs + overhead recovery + contingency · Quote = the higher of (your charge-out rates and markups) and (break-even ÷ (1 − target margin))
Taking the higher of the two is the whole point. The target margin is a floor, not a second markup stacked on top of your rates: if your charge-out rates already clear it, they set the price and the realised margin is simply better than planned; if they fall short, the margin lifts the price to where the business needs it. Applying both would price the job twice and produce a number nobody would accept.
The figures the calculator opens with — a two-person electrical job, so you can follow them on screen.
£2,074.93 wins, because your charge-out rates alone would have left you at 28.4% — just under the target. That is the floor doing its job. The quote earns £622.48 of gross profit at exactly 30%, a 42.9% markup on cost, and £25.94 for every labour hour on site. Take 10% off as a discount and the profit falls to £415, or 22.2% — which is the number worth looking at before you offer it.
The price is one step. These pick up either side of it.
Most underpriced jobs are not underpriced because someone picked a low number. They are underpriced because the costing left something out — the overhead share, the second visit, the hour spent at the merchant — and the price was then set as a markup on an incomplete cost. The markup looked healthy. The job still lost money.
Costing first and pricing second fixes that, provided the cost side is honest. Build the full cost of delivering the job, add what you need to earn, and only then look at whether the number is one you can win with. If it isn't, that is useful information about the job — not a reason to quietly delete the contingency.
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