Founding
1–5 people
£395a month, excluding VAT
or £3,950 a year, two months free
All six functions
Pricing / Calculator methodology
The calculation behind the estimate.
The calculator estimates the administration associated with an engineering firm's workload. Its task durations and prepared-work percentages are assumptions, not measured OpsWork performance. The worked example below calls the same model as the interactive calculator.
01 / Workload
Start with the work your firm handles.
Business type, live projects, fee or contract value, enquiries, subcontractor checks and the selected evidence requirements determine the workload estimate. They do not determine your plan.
The six-function breakdown covers enquiry and proposal work, NERS and ISO evidence, CDM records, NEC4 administration, meetings, drawings, calculations, finance, people records and CDE housekeeping. ICP and EPC modes also include procurement and supply-chain assumptions.
Use an exact engineer count. A smaller team does not create more recoverable work from the same project activity.
02 / Available time
Bound the workload before reporting a saving.
- Calculate task-based prepared work using the duration, frequency and prepared-share assumptions.
- Multiply by the share of the workflow you expect to adopt.
- Limit prepared hours to engineers × admin hours per engineer × working weeks.
- Deduct the review and correction share.
- Apply the same proportional adjustment to every function so the breakdown adds up to the total.
The input for administrative hours includes evening and Sunday work. Working hours bound administrative hours. There is no arbitrary fixed team-hour ceiling.
Approval-review and director time are allocations within the recovered total, not an additional uplift. Sunday time is a subset of director time. Zero adoption, zero administrative workload, zero working weeks or 100% review produce zero recovery.
03 / Worked example
The same inputs produce the same result.
| Input or result | Value | Basis |
|---|---|---|
| Team / projects / enquiries / checks | 8 / 8 / 12 / 3 | Example design-consultancy workload |
| Admin workload | 8 hours/person/week | Within 40 working hours, including any out-of-hours administration |
| Adoption / review | 100% / 20% | Scenario assumptions, not product efficacy |
| Working year | 46.4 weeks | Used consistently for annual hours and five-day working-week comparisons |
| Recovered time | 1,994.5 hours/year | 5.4 hours/person/week after review |
| Director allocation | 3.8 hours/week | Included in the total, including 1.6 evening/Sunday hours |
| Capacity value | £199,570 | Weighted valuation of time, not cash received |
| Subscription | £8,340/year | Starter, excluding VAT |
| Total first-year cost | £8,340 | Operating and setup inputs are required |
04 / Value and financial return
Keep the measures separate.
- Capacity value
- Engineering-related functions use your HV rate; Michael uses the commercial rate and Paul the operations rate. The evening/Sunday allocation is valued at the director rate instead of the weighted average. It does not add hours. Defaults are £105, £85, £70 and £150 per hour.
- Lower and higher cases
- The inherited factors of 0.777 and 1.167 alter the task assumption before the same workload bound and review deduction. These are sensitivity cases, not confidence intervals, expected performance or a claim of full implementation.
- Additional paid work
- Recovered hours × the share converted to paid work × the separate billing rate. Contribution applies your margin after incremental delivery costs. Conversion starts at zero because demand is not assumed.
- Total first-year costs
- Twelve monthly subscription payments, twelve months of additional operating costs and the one-off setup estimate. Unknown costs stay unknown, so a complete net-return figure is withheld.
- Cost-recovery time
- Total first-year cost divided by modelled annual paid-work contribution, multiplied by working weeks × five days. It is not calculable without positive contribution and known costs. It is a scenario, not a promised payback period.
- Cash costs avoided
- Only expenditure you can actually stop paying. The calculator deducts total costs in a separate cash-avoidance scenario. It never adds this to capacity value or the paid-work scenario.
- Contract-value sensitivity
- For ICP/EPC, project count × the selected contract-band midpoint indicates scale. OpsWork shows no percentage of that value: there is no published source for one. You may type your own estimate as a percentage; it is yours, not an OpsWork figure, and it never enters the return totals.
05 / Task assumptions
Inspect the inputs behind the estimate.
The task assumptions are listed below for scrutiny. Names ending in SAVING express an assumed prepared share, not a measured saving. Fixed annual and monthly tasks remain modelling assumptions; your entered admin-hours total is the overall limit.
View the task assumptions
| Model parameter | Value |
|---|---|
| rate senior | 150 |
| rate hv design | 105 |
| rate ops compliance | 70 |
| rate commercial finance | 85 |
| emma triage hrs | 0.45 |
| emma triage saving | 0.7 |
| emma rfq hrs | 0.65 |
| emma rfq saving | 0.65 |
| emma quote hrs | 1.25 |
| emma quote saving | 0.6 |
| emma rfi crm hrs | 0.75 |
| emma rfi crm saving | 0.65 |
| emma framework hrs per week | 0.75 |
| emma framework saving | 0.7 |
| emma tender hrs per week | 1.5 |
| emma tender saving | 0.7 |
| emma linkedin hrs per week | 3 |
| emma linkedin saving | 0.55 |
| emma crm project hrs per week | 0.2 |
| emma crm fixed hrs per week | 1 |
| emma crm saving | 0.55 |
| sarah ners daily mins | 12 |
| sarah iso daily mins | 10 |
| sarah ners weekly per engineer | 0.12 |
| sarah iso weekly base | 0.75 |
| sarah cdm per project per week | 0.3 |
| sarah doc ctrl per project per week | 0.2 |
| sarah rams per project per week | 0.15 |
| sarah itp per project per month | 0.6 |
| sarah audit monthly | 2.5 |
| sarah cdm monthly per project | 0.35 |
| sarah procedure monthly | 1.5 |
| sarah ners annual per engineer | 2 |
| sarah ners surveillance | 75 |
| sarah iso audit prep | 45 |
| sarah rams refresh | 20 |
| sarah framework qhse per framework | 6 |
| sarah saving | 0.58 |
| james nec4 per project per week | 1.25 |
| james nec4 saving | 0.55 |
| james outage per project per week | 0.35 |
| james outage saving | 0.5 |
| james programme per project per week | 0.3 |
| james programme saving | 0.5 |
| meetings per project per month | 1.5 |
| meeting admin hrs | 1 |
| meeting admin saving | 0.75 |
| internal meeting hrs per week | 2 |
| internal meeting saving | 0.65 |
| robert drawing per project per week | 0.75 |
| robert drawing saving | 0.6 |
| robert calc per project per week | 0.45 |
| robert calc saving | 0.55 |
| robert standards per engineer per week | 0.25 |
| robert standards saving | 0.5 |
| michael invoice per project per month | 0.45 |
| michael invoice saving | 0.6 |
| michael afp per project per month | 0.9 |
| michael afp saving | 0.6 |
| michael credit per project per month | 0.85 |
| michael credit saving | 0.65 |
| michael ce per project per week | 0.2 |
| michael ce saving | 0.55 |
| michael wip per project per month | 0.45 |
| michael wip saving | 0.55 |
| michael cashflow monthly | 3 |
| michael cashflow saving | 0.55 |
| michael expenses per engineer per month | 0.35 |
| michael expenses saving | 0.5 |
| michael accountant annual | 30 |
| michael accountant saving | 0.4 |
| paul daily mins | 16 |
| paul holiday per engineer per week | 0.12 |
| paul training per engineer per week | 0.08 |
| paul sub chase weekly | 0.75 |
| paul sub check hrs | 5.25 |
| paul cpd per engineer per month | 0.35 |
| paul pqq per framework | 36 |
| paul insurance | 18 |
| paul companies house | 3 |
| paul training matrix | 12 |
| paul onboarding per hire | 6 |
| paul saving | 0.62 |
| cde per engineer per week | 0.15 |
| cde per project per week | 0.15 |
| cde per enquiry | 0.1 |
| cde saving | 0.65 |
| bridge cap per engineer | 0.35 |
| bridge cap per project | 0.15 |
| weeks per month | 4.33 |
| md team interruption per person | 0.04 |
| md team interruption cap | 1.6 |
| md dno decision per enquiry | 0.12 |
| md supply chain per check | 0.1 |
| md evidence per item per week | 0.15 |
| md sunday recovery | 0.65 |
| michael procurement per project per month | 1.25 |
| michael supplier invoice per project per month | 0.8 |
| michael retention per project per month | 0.4 |
| michael cis per sub check | 0.6 |
| michael commercial pack per project per month | 0.9 |
| michael procurement saving | 0.55 |
| paul icp check hrs | 6.5 |
06 / Price basis
Total firm headcount sets the plan.
Starter
6–10 people
£695a month, excluding VAT
or £6,950 a year, two months free
All six functions
Growth
11–25 people
£1,695a month, excluding VAT
or £16,950 a year, two months free
All six functions
Pro
26–60 people
£3,395a month, excluding VAT
or £33,950 a year, two months free
All six functions
Enterprise
61+ people
From £6,895a month, excluding VAT
or from £68,950 a year, two months free
All six functions
No setup fee; cancel monthly. The yearly price is ten monthly payments. No per-seat fees. Business type, project count and fee value never move the thresholds.