Internal · management console

Maharlika Financial Command Center.

Revenue is not profit, and profit is not available cash. Every peso moves through the full waterfall before a single peso is called owner profit. All assumptions below are editable inputs — nothing is hard-coded.

Maharlika Profit Center · this month

The owner screen.

Modelled at 2 villas over 30 days. Not maximum occupancy. Maximum sustainable contribution per villa day.

Revenue

₱850,600

Contribution

₱615,400

Operating cost

₱527,036

Reserves

₱85,060

Payables

₱485,000

Cash after obligations

−₱492,300

Target retained / owner profit

₱350,000

Profit gap

₱842,300

Revenue per available villa day

₱14,177

Contribution per available villa day

₱10,257

Blended contribution per booking

₱18,100

Admin inputs

Change any assumption. Everything recomputes.

Booking economics, fixed operations, statutory rates, reserves, payables and the owner profit target are all operator-controlled.

Portfolio

Villas

Days in month

Tax assumption (%)

Management fee (%)

Target retained / owner profit

Fixed operations (monthly)

Fixed payroll

Utilities

Maintenance

Marketing

Insurance

Software

Security

Administration

Reserves & obligations

Maintenance reserve (% revenue)

Replacement reserve (% revenue)

Operating reserve (% revenue)

Land payables

Construction payables

Debt service

Other approved obligations

Day Escape

Average booking value

Variable cost per booking

Bookings per villa / month

Bookings: 10
Contribution / booking: ₱13,700
Contribution margin: 72.5%
Window contribution: ₱137,000

Night Escape

Average booking value

Variable cost per booking

Bookings per villa / month

Bookings: 8
Contribution / booking: ₱16,800
Contribution margin: 73.4%
Window contribution: ₱134,400

Royal Stay

Average booking value

Variable cost per booking

Bookings per villa / month

Bookings: 16
Contribution / booking: ₱21,500
Contribution margin: 71.9%
Window contribution: ₱344,000

The waterfall

Revenue is never profit.

Guest revenue is only the top of the ladder. Owner profit is what survives the bottom.

1. Guest revenue
2. Variable cost
3. Fixed operations
4. Tax / statutory obligations
5. Debt / payables
6. Reserves
7. Other approved obligations
8. Retained earnings / owner profit

Booking revenue: ₱850,600
Variable cost: − ₱235,200
Contribution: ₱615,400
Contribution margin: 72.3%
Fixed operating cost: − ₱476,000
Management fee: − ₱51,036
Operating contribution: ₱88,364
Tax / statutory: − ₱10,604
Debt & payables: − ₱445,000
Reserves: − ₱85,060
Other approved obligations: − ₱40,000
Cash after obligations: −₱492,300
Target retained / owner profit: ₱350,000
Profit gap: ₱842,300

Break-even booking calculator

How many bookings do we need this month?

Contribution required to cover fixed operations, tax, payables, reserves and — optionally — the owner profit target.

Include target retained / owner profit in the requirement

Contribution required

₱1,424,864

Day escapes only

134

Night escapes only

109

Royal stays only

Mixed bookings — at your current pace mix

30 Day · 24 Night · 48 Royal

Mix weighting: 29.4% day / 23.5% night / 47.1% royal. Booked pace this month: 34 bookings.

Profit gap engine

Gap of ₱842,300 to close.

Target ₱350,000 against −₱492,300 of modelled cash after obligations.

40 additional Royal Stay bookings

Closes ≈ ₱860,000

At ₱21,500 contribution each. Highest contribution per villa day of the three windows.

20 Royal + 26 Night

Closes ≈ ₱866,800

Splits the gap across the two highest-contribution windows without touching rate.

31 Day + 26 Night

Closes ≈ ₱861,500

Fills unsold day and night windows on villa days already carrying fixed cost.

Increase package attachment on 218 bookings

Closes ≈ ₱843,660

Assumes ~₱3,870 incremental contribution per booking from celebration, catering and experience add-ons. No rate change required.

20 multi-villa reunion bookings

Closes ≈ ₱860,000

Sells 2+ villas on the same date, sharing turnover and staffing cost.

30 corporate retreat bookings

Closes ≈ ₱870,750

Weekday inventory, ~35% higher attachment than leisure. Protects weekend availability.

These are options for management to pursue, not sales forecasts. No recommended booking is guaranteed to sell, and no strategy here should be treated as committed revenue.

Scenario comparison

2 / 4 / 6 / 8 villas.

Same per-villa assumptions applied at each portfolio size. Fixed operations do not scale automatically — adjust them above when modelling a larger estate.

Metric	2 villas	4 villas	6 villas	8 villas
Revenue	₱850,600	₱1,701,200	₱2,551,800	₱3,402,400
Contribution	₱615,400	₱1,230,800	₱1,846,200	₱2,461,600
Fixed costs	₱527,036	₱578,072	₱629,108	₱680,144
Reserve requirement	₱85,060	₱170,120	₱255,180	₱340,240
Payables	₱485,000	₱485,000	₱485,000	₱485,000
Cash remaining	−₱492,300	−₱80,719	₱330,861	₱742,441
Target profit	₱350,000	₱350,000	₱350,000	₱350,000
Profit gap	₱842,300	₱430,719	₱19,139	Met
Revenue / available villa day	₱14,177	₱14,177	₱14,177	₱14,177
Contribution / available villa day	₱10,257	₱10,257	₱10,257	₱10,257

Stress test

Can payables still be covered?

Each row re-runs the entire model under a single adverse movement, plus a combined downside. Coverage is after-tax operating contribution ÷ payables and other obligations.

Occupancy / demand −20%

Payables at risk

Bookings per villa fall 20% across all windows.

Contribution: ₱492,320
Coverage: -0.05×
Cash after obligations: −₱577,557
Contribution / villa day: ₱8,205

ADR −15%

Payables at risk

Average booking value falls 15%; variable cost unchanged.

Contribution: ₱487,810
Coverage: -0.07×
Cash after obligations: −₱588,872
Contribution / villa day: ₱8,130

Operating cost +20%

Payables at risk

All fixed operating lines rise 20%.

Contribution: ₱615,400
Coverage: -0.01×
Cash after obligations: −₱576,896
Contribution / villa day: ₱10,257

Marketing +25%

Payables at risk

Acquisition spend rises 25%.

Contribution: ₱615,400
Coverage: 0.13×
Cash after obligations: −₱506,600
Contribution / villa day: ₱10,257

Utilities +25%

Payables at risk

Power and water rise 25%.

Contribution: ₱615,400
Coverage: 0.12×
Cash after obligations: −₱509,460
Contribution / villa day: ₱10,257

Maintenance +30%

Payables at risk

Maintenance spend rises 30%.

Contribution: ₱615,400
Coverage: 0.14×
Cash after obligations: −₱504,444
Contribution / villa day: ₱10,257

Combined downside

Payables at risk

Demand −20%, ADR −15%, operating cost +20% together.

Contribution: ₱390,248
Coverage: -0.44×
Cash after obligations: −₱758,497
Contribution / villa day: ₱6,504

Expansion gate

DO NOT EXPAND

4 of 7 configured thresholds met. Growing revenue is not an expansion trigger. Expansion is only reviewed when every configured threshold is met, and READY FOR REVIEW means exactly that — a review, not an approval.

Threshold	Actual	Status
Positive operating cash flow	₱88,364	Fail
Reserve coverage (months)	2.1	Fail
Payable coverage (×)	0.2	Fail
Guest rating	4.80	Pass
Forward bookings (days on book)	52.0	Pass
Property condition score	88.0	Pass
Contribution per villa day	₱10,257	Pass

Guest rating, forward bookings and property condition are entered from operations records; the remaining values are drawn live from the model above.

What should we sell next?

Highest contribution per villa day first.

Ranked by contribution per villa day, not by revenue and not by occupancy.

Priority 1

Day Escape

₱13,700 contribution per booking · ₱36,533 per full villa day equivalent

Highest contribution per villa day — sell this window before discounting anything else.

Priority 2

Night Escape

₱16,800 contribution per booking · ₱33,600 per full villa day equivalent

Second-best use of an open villa day. Pair with attachment before touching rate.

Priority 3

Royal Stay

₱21,500 contribution per booking · ₱23,455 per full villa day equivalent

Use to fill windows already left open after the higher-contribution options are exhausted.

Multi-villa reunion

Two or more villas on one date. Shared staffing and turnover lift contribution per villa day.

Corporate retreat (weekday)

Monday–Thursday inventory that rarely competes with leisure demand; strong attachment rate.

Celebration attachment

Setup, catering upgrade and photography attached to an already-confirmed Royal Stay.

Balikbayan homecoming week

Long-stay window that converts low-demand weekdays into contribution at reduced turnover cost.

Important disclosure

Every figure on this page is an internal modelling output derived from operator-entered assumptions. It is not a forecast, projection of actual results, offer, or guarantee of any revenue, profit or distribution. Recommended bookings are opportunities to pursue and are never guaranteed to sell. Maharlika's financial objective is not maximum occupancy — it is maximum sustainable contribution per villa day.