Delay Cost Clock · Formula v1.1.0

What does each day of delay actually consume?

Separate cash that leaves the owner from contribution that may be delayed or partly recovered. Then compare the cash burn with remaining contingency before urgency turns into a bad concession.

Open the clock Test the 48-month runway

Use this ifYour build, permit, credentialing, equipment, hiring, financing, lease, or transaction date has slipped—or may slip.

DecisionMitigate, add capital, reduce commitments, enforce rights, resequence work, renegotiate, delay deliberately, or stop.

Evidence neededUpdated critical path, executed contracts, draw and interest schedules, rent, storage, payroll, retainers, change orders, contingency, contribution assumptions, and recovery rights.

Work productRecurring cash burn, one-time cash burn, unrecovered contribution scenario, total economic cost, contingency remaining, cost per day, and a saveable DenQAI project file.

Method, stop-and-verify condition, and required review

Method: Convert monthly commitments to an average daily rate; add documented one-time costs; keep opportunity cost separate from cash burn.

Stop and verify: Do not call a speculative full-revenue month a cash loss, count the same cost twice, or allocate blame without the contract, notice, schedule, and governing law.

Human review: Dentist, dental CPA, lender, project manager, contractor or seller as applicable, and transaction/construction counsel.

Last reviewed: July 24, 2026

Use actual commitments and contract dates; do not treat lost contribution as guaranteed revenue.

Clock and recurring cash

DelaydaysMonthly interest and financing fees$Monthly rent and occupancy$Monthly equipment and storage$Monthly payroll and retainers$Incremental monthly household cost caused by delay$Temporary duplicate housing, travel, childcare, or bridge costs only. Exclude ordinary household spending that would continue without the delay.Other monthly commitments$

Opportunity cost and contingency

Expected mature monthly contribution$Contribution after variable clinical cost—not gross collections.Contribution expected to be recovered later%One-time change orders$One-time remobilization and extension$Available contingency before delay$

Contingency gate$12,852 more cash is needed before opportunity cost

Opportunity cost remains separate because delayed patients or work may be recovered, lost, or shifted; it is not the same as cash leaving today.

Recurring cash burn$95,852

One-time cash burn$27,000

Total cash burn$122,852

Unrecovered contribution scenario$55,195

Total economic delay cost$178,047

Economic cost per day$2,374

2.5 average months

The day count is converted with 30.4375 days per average month. Contract billing periods may differ.

$38,900 per month

Recurring commitments that continue during the modeled delay.

5.6 contribution months

Months of the stated mature contribution needed to equal total economic cost—not a payback promise.

Assign the mechanism

Permitting, owner decisions, contractor sequence, lender draws, landlord work, equipment, staffing, and credentialing create different remedies.

Controlling formula · v1.1.0economic delay cost = recurring cash burn + documented one-time cash burn + unrecovered contribution scenario

Cash burn and opportunity cost are never merged until both are shown separately. The model does not decide who is legally responsible or whether damages, insurance, rent relief, or financing extensions are recoverable.