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ROI calculator for
padel venues: ten-year cash flow.

Four short steps, three scenarios and a ten-year cash flow. Compare best, average and worst cases using realistic DACH defaults for hourly rates, utilization, rent, staffing and energy. Financing details are available in the optional expert mode.

verified 270 / 365 playing days payments Constant monthly payment warning Worst case -22% revenue

info What do we calculate?

Annual revenue from court bookings plus pro shop, F&B and events, minus energy, staff, insurance and marketing. This produces annual operating profit and cumulative cash flow over ten years.

Operating profit (EBITDA): Cash left before interest, taxes, depreciation and amortization: the real cash engine of the venue.
Payback: The year in which profit has paid back the investment: the point where the line crosses zero.
Annuity: Constant monthly payment for the loan, interest plus principal. Taxes and depreciation are not included here.

ROI results are scenarios, not a financing commitment. View methodology and limits.

Planned investment amount, net and turnkey

If you completed the cost calculator, the values are already filled in. You can overwrite them.

Lower range (EUR)

Upper range (EUR)

Number of courts

More courts reduce fixed costs per court, but they also require more utilization.

Indoor share

100% indoor means 365 playing days at 14 hours = 5,110 usable hours per court. 0% outdoor means 270 days at 12 hours = 3,240 hours.

100 %

Realistic utilization

Typical DACH scenarios: young urban venues reach 50-60% utilization in year 2, rural venues 35-45%. Below 35%, the venue is usually loss-making.

50 %

Booked hours / year

10.220

Per court

2.555

Industry benchmark

Commercial sweet spot

Hourly price, average across all slots, net

Indoor in a major city: EUR 32-44 · outdoor: EUR 18-28. Include season mix and member discounts.

32 €

Additional revenue from pro shop, F&B and events

Share of court revenue. Pure booking venue without counter: 5-10%. With bistro and events: 25-35%.

20 %

Site costs: rent / lease / ground rent p.a.

The largest blind spot in many business plans. An existing rented hall often costs EUR 20,000-30,000 per court each year. An owned site or new build generally carries only ground rent and reserves, which is considerably less. We estimate a starting value from your investment amount; replace it with your actual rental or lease offer.

40.000 €

Opex level (energy, staff, other)

Indoor with heating in northern Germany = high. Outdoor in southern Germany with self-service = low.

LowOutdoor, southern Germany, self-service. Approx. EUR 7 / booked court hour. MidIndoor/outdoor mix, small team. Approx. EUR 11 / booked hour. HighIndoor, premium service, bistro, northern Germany. Approx. EUR 16 / hour.

Which scenario in the main result?

The other two scenarios are still shown in the cash-flow chart.

Best case+12% revenue, -8% costs. Average caseRealistic DACH market assumption. Worst case-22% revenue, +10% costs.

account_balance Expert mode: adjust financing (optional)

Equity share

More equity lowers the annual debt service but ties up capital.

30 %

Nominal interest p.a.

Use a realistic quoted interest rate from your financing offer; the default is only a planning assumption.

4,8 %

Repayment term (annuity)

Sports properties are typically financed over 12-18 years.

15 years

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timeline Main result · Average case

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Simplified payback: time until the investment is earned back through profit, excluding loan payments.

Annual revenue–
Site costs (rent/lease)–
Operating profit–
Profit margin–
Loan payment (p.a.)–
Cash flow year 10 (total)–

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info Scenario model · indicative values, not guaranteed
The payback period is a simplified indication of how long operating profit takes to recover the investment. The cash-flow chart below also includes debt service from a lender perspective. Taxes and depreciation are not included; the model does not replace a business plan or financing advice.

10-year cash flow (cumulative)

Best · average · worst case

Best Average Worst

In year 0, the investment flows out. Each following year adds operating profit with 3% organic growth minus the loan payment. The intersection with the zero line is the break-even year.

Detailed breakdown

Everything at a glance.

The key KPIs for your venue, in the average case with the range to the other scenarios.

Annual revenue

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Operating profit / year

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Profit margin

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Payback (simplified)

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Methodology

The assumptions behind the model.

We use verifiable defaults and explicit planning assumptions. The limits of the model are documented on the methodology page page.

Playing days: Model assumption for usable opening hours: indoor 365 × 14 h = 5,110 h / court · outdoor 270 × 12 h = 3,240 h / court.
Utilization: Share of usable hours actually booked. The average case uses 50% as planning assumption.
Hourly price: Average across peak and off-peak hours. The EUR 32 default should be replaced with local price benchmarks.
Additional revenue: Share of court revenue for pro shop, F&B, events and racket rental. Standard model assumption: 20%.
Operating costs per court and year: Planning assumption for energy, maintenance and consumables: indoor EUR 18,000-32,000 · outdoor EUR 6,500-11,000.
Site costs (rent / lease / ground rent): Default derived from the investment level: leased existing hall approx. 24,000 EUR per court p.a., owned/new build approx. 12,000 EUR per court p.a. (ground rent, property charges, reserves). Please replace with your real offer.
Staff: 28,000–80,000 EUR per venue and year (reception/part-time + student staff).
Other fixed costs: EUR 12,000-28,000 (marketing, insurance, licences, accounting, IT).
Growth: 3% organic p.a. after ramp-up phase (year 1 is treated as year 0 ramp-up; year 2 equals 100% plan).
Best / average / worst: ±12% / 0% / -22% revenue; ∓8% / 0% / +10% costs.
Loan payment (annuity): Constant monthly payment from principal and interest over the selected term, with fixed nominal interest.

Note: default values are planning assumptions and benchmarks. Financing, taxes, depreciation and reinvestments must be checked separately for the specific project.

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