SatCom CX — Payroll to Revenue

Revenue

$183,259

6 client lines, 12 dialing days

Direct Labour

$73,136

hourly $66,779 + El Salvador $6,356

Gross Margin

60.1%

$110,123 before salary & overhead

Operating Profit

$53,804

29.4% after salary and fixed cost

Revenue / Labour Hour

$33.04

direct cost $13.19 — 2.51× ratio

Client Margin

Where the agent dialed is where the cost goes. Non-dialing time follows that person’s own client mix. Support routed by confirmed classification — dedicated to its client, “all clients” shared pro-rata.

Budget Line	Revenue	Labour	Margin	%	Rev/hr
Altice — B2B	$8,742	$1,777	$6,965	79.7%	$96.84
Altice — Retention	$118,631	$33,546	$85,085	71.7%	$70.06
El Salvador	$17,475	$6,356	$11,119	63.6%	$12.78
Armstrong	$17,646	$10,192	$7,454	42.2%	$32.18
Leaf Link	$3,075	$2,147	$928	30.2%	$25.48
Ezee Fiber	$17,690	$19,112	−$1,422	−8.0%	$19.50
Total	$183,259	$73,136	$110,123	60.1%	$33.04

Ezee Fiber — Why It Is Negative

The 271 training hours are attrition backfill, not growth ramp — replacing leavers, unbilled, and recurring. This does not wash out next period.

Hourly Cost vs Headcount

Cost +38.8% since 06/19 on +63.6% headcount — unit cost down 15.2%.

Cost per Head per Payroll

Falling: we are buying more capacity at a lower unit price.

Where the 4,141 Hours Went

Machine-observed dialing vs hand-keyed and paid-leave time.

Revenue Concentration

Altice Retention is 64.7% of revenue on one client line.

What The Numbers Say

Operational callouts and the action each one points to.

Ezee Fiber lost $1,422 this period — a negative 8.0% margin. 271.4 hours of it is training for five agents who started 09/03, costing $4,033 against no billable output. That is attrition backfill, not growth ramp — we are replacing leavers, we do not bill for it, and it recurs. It will not wash out next period. Even excluding it the line runs at 14.8%, against 42.2% for Armstrong and 71.7% for Altice Retention, and it carries a dedicated support head no client of its size otherwise does. The rate needs reopening.

Overtime is costing $3,508 in pure premium. 442.68 OT hours, with 21 people past 5 hours. At $14.50 a new hire is cheaper than the premium half of an existing person's overtime, so this is a scheduling problem, not a headcount one.

Altice B2B returns $96.84 per labour hour — the best rate we have. It consumed only 90.28 hours, 2.2% of labour, for 4.8% of revenue. Altice Retention returns $70.06 an hour on far greater volume. Both sit well above the book average of $33.04.

42% of paid hours are not dialing. 1,452 hours hand-keyed training and support, plus 285 hours holiday and PTO, against 2,404 dialing hours. Some of that is genuine onboarding, but where it is attrition backfill it is a recurring unbilled cost rather than an investment.

We cannot measure attrition from our own data. The roster carries no termination dates for any Ezee departure, and only two separated employees company wide — one of whom still shows Active in ADP with no last day recorded. Until leavers are recorded at the point they leave, replacement cost cannot be separated from growth cost, and the Ezee case had to be identified by hand.

Net headcount is scaling well. 33 → 54 since 06/19 with cost per head down from $1,458 to $1,237, and average rate drifting from $15.17 to $15.01 as new hires come in below the incumbent base. Note this is net — gross hires and leavers cannot be separated until terminations are recorded, so some of the 22 hires are replacements rather than additions.