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ROI calculator

What is a covered day actually worth to you?

Change any assumption below. We show the arithmetic rather than a number from a black box, because your finance team is going to ask — and they should be able to argue with the inputs instead of the conclusion.
1,400
55%

Roughly half of a typical mid-market workforce cares for a child, an adult, or both.

12%

Industry benchmark is 8–15%. We plan against 12%.

$500

Coverage, overtime and lost output combined. Your finance team will have a number for this.

Pricing is a placeholder. This model assumes a $1.50 per-employee-per-month platform fee and $150 per use. Those are illustrative until our rate card is published — ask on the demo and we’ll give you the real number.

Estimated annual value

$110,500

221 days of work saved

Estimated annual cost

$58,350

$42 per employee per year

Net value

$52,150

$1.89 back per $1 spent

Employees who'd use it

92

of 770 with caregiving responsibilities

Show the arithmetic
  • 1,400 employees × 55% with caregiving responsibilities = 770 eligible
  • × 12% utilisation = 92 employees using the benefit
  • × 2.4 uses each = 221 days covered
  • × $500 per absence day = $110,500 in value
  • Cost: $25,200 platform + $33,150 usage = $58,350

Email yourself the full breakdown

A PDF with every assumption spelled out, so your finance team can argue with the inputs rather than the conclusion. No sales call attached.

Method

What this model does and doesn't count.

What it counts: unplanned absence days converted into worked days. That is the one effect that is unambiguous, measurable after the fact, and defensible in a budget conversation.

What it deliberately leaves out: retention. Caregiving employees who repeatedly can’t find coverage are among the most likely to leave, and replacing a mid-career employee costs a substantial multiple of their salary. That effect is almost certainly larger than the absence effect — and it is much harder to attribute honestly, so we don’t put it in the headline number. Consider it upside the model isn’t claiming.

What it also leaves out: recruiting value, presenteeism, and the days when someone works but badly because they’re managing a crisis by phone. All real, none reliably countable.

Where the defaults come from: published category benchmarks for utilisation (8–15%) and our own planning assumptions elsewhere. Every default is a placeholder pending a citable source — flagged in the code as such, and replaced before this page carries real traffic. Put your own numbers in; they’re better than ours.

Now get the real price.

The model above uses placeholder pricing. Twenty minutes gets you the actual number in writing.