# Assumption defaults

> The rates, prices and cadences Roiva ships as defaults, each with the source it was taken from.
>
> Source: https://roiva.ai/docs/reference/assumptions
> Generated from what Roiva ships, on every deploy.

A formula input Roiva cannot observe is an assumption, and most ship with a default so a number appears on day one. A default is never good enough to report unattended: a figure computed against one is held for review until somebody confirms it — see [What makes a figure auditable](https://roiva.ai/docs/what-makes-a-figure-auditable).

Some ship with no default on purpose, and the last table lists them: no published figure could stand in for yours.

## Rates, cadences and conventions
| Input | Default | Industry | Where it comes from |
| --- | --- | --- | --- |
| Annual cost of capital (WACC); annual_cost_of_capital_decimal | 0.0696 ratio (0–1) | Any | Damodaran, Cost of Capital by Sector (US); Total market, 6.96%. |
| Annual cost of capital (WACC); annual_cost_of_capital_decimal | 0.0829 ratio (0–1) | Construction engineering | Damodaran, Cost of Capital by Sector (US); Construction Supplies sector, 8.29%. |
| Annual cost of capital (WACC); annual_cost_of_capital_decimal | 0.0675 ratio (0–1) | Education | Damodaran, Cost of Capital by Sector (US); Education sector, 6.75%. |
| Annual cost of capital (WACC); annual_cost_of_capital_decimal | 0.0436 ratio (0–1) | Energy utilities | Damodaran, Cost of Capital by Sector (US); Utility (General) sector, 4.36%. |
| Annual cost of capital (WACC); annual_cost_of_capital_decimal | 0.0619 ratio (0–1) | Healthcare life sciences | Damodaran, Cost of Capital by Sector (US); Hospitals/Healthcare Facilities sector, 6.19%. |
| Annual cost of capital (WACC); annual_cost_of_capital_decimal | 0.0736 ratio (0–1) | Hospitality | Damodaran, Cost of Capital by Sector (US); Hotel/Gaming sector, 7.36%. |
| Annual cost of capital (WACC); annual_cost_of_capital_decimal | 0.0634 ratio (0–1) | Insurance | Damodaran, Cost of Capital by Sector (US); Insurance (General) sector, 6.34%. |
| Annual cost of capital (WACC); annual_cost_of_capital_decimal | 0.0723 ratio (0–1) | Professional services | Damodaran, Cost of Capital by Sector (US); Business & Consumer Services sector, 7.23%. |
| Annual cost of capital (WACC); annual_cost_of_capital_decimal | 0.0625 ratio (0–1) | Real estate property | Damodaran, Cost of Capital by Sector (US); Real Estate (General/Diversified) sector, 6.25%. |
| Annual cost of capital (WACC); annual_cost_of_capital_decimal | 0.0727 ratio (0–1) | Retail ecommerce | Damodaran, Cost of Capital by Sector (US); Retail (General) sector, 7.27%. |
| Annual cost of capital (WACC); annual_cost_of_capital_decimal | 0.0539 ratio (0–1) | Telecom | Damodaran, Cost of Capital by Sector (US); Telecom. Services sector, 5.39%. |
| Annual cost of capital (WACC); annual_cost_of_capital_decimal | 0.0752 ratio (0–1) | Transportation logistics | Damodaran, Cost of Capital by Sector (US); Trucking sector, 7.52%. |
| Audit cycles per year; audit_cycles_per_year | 1 count | Any | A Roiva convention: one formal audit or regulatory review a year. Set it to how often this account is actually audited. |
| Average billable rate (per hour); avg_bill_rate_cents_per_hour | 15,000 cents per hour | Any | A Roiva convention, not a published figure: $150 an hour is a round mid-market consulting blend, a placeholder to be corrected rather than a claim about any firm. Use the standard rate this account charges the work out at. |
| Average OTA commission rate; avg_ota_commission_rate_decimal | 0.18 ratio (0–1) | Any | Cloudbeds, A Guide to OTA Commission Rates in 2026; Cloudbeds puts OTA commissions at 15–30%+ per booking, varying by platform, market, property type and participation in preferred-partner or visibility programs. 18% is Roiva's pick toward the low end: the top of that range includes paid visibility programs not every property joins. Enter your blended rate from your OTA statements to replace it. |
| Average replacement cost per departure; avg_replacement_cost_cents | 547,500 cents | Any | SHRM 2025 Benchmarking Report, cost per hire; SHRM's 2025 average cost-per-hire for non-executive roles, $5,475 — recruiting and onboarding only. Replacement cost also carries the productivity gap while the seat is empty and the new hire ramps, so this is a floor; adjust upward for the roles in question. |
| Close cycles per year; close_cycles_per_year | 12 count | Any | A Roiva convention: a monthly close, twelve a year. Quarterly-only closers set 4. |
| Annual inventory holding cost rate; holding_cost_rate_decimal | 0.25 ratio (0–1) | Any | Descartes Finale, Carrying Cost: Complete Guide; Midpoint of the 20–30% of inventory value a year that Descartes Finale's carrying-cost guide gives as typical for most businesses: capital, storage, service (insurance, inventory management) and risk (obsolescence, damage, theft) costs. |
| Investor reporting cycles per year; investor_report_cycles_per_year | 4 count | Any | A Roiva convention: quarterly investor reporting, four a year. Monthly reporters set 12. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 4,689 cents per hour | Any | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; All private industry, $46.89 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 5,196 cents per hour | Construction engineering | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Construction, $51.96 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 5,585 cents per hour | Education | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Educational services, $55.85 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. A private-sector figure; public institutions run higher. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 8,711 cents per hour | Energy utilities | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Utilities, $87.11 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 7,392 cents per hour | Financial services | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Finance and insurance, $73.92 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. The table has no group for finance without insurance. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 4,993 cents per hour | Healthcare life sciences | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Health care and social assistance, $49.93 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 2,003 cents per hour | Hospitality | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Accommodation and food services, $20.03 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 6,922 cents per hour | Insurance | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Insurance carriers and related activities, $69.22 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 4,862 cents per hour | Manufacturing | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Manufacturing, $48.62 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 8,428 cents per hour | Media entertainment | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Information (publishing, film, broadcasting and telecommunications), $84.28 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 7,597 cents per hour | Professional services | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Professional, scientific, and technical services, $75.97 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 4,353 cents per hour | Real estate property | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Real estate and rental and leasing, $43.53 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 2,707 cents per hour | Retail ecommerce | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Retail trade, $27.07 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 8,428 cents per hour | Telecom | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Information, which includes telecommunications, $84.28 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. The table has no telecommunications group of its own. |
| Blended labor rate (per hour); labor_rate_cents_per_hour | 4,986 cents per hour | Transportation logistics | BLS Employer Costs for Employee Compensation, private industry, total compensation per hour worked; Transportation and warehousing, $49.86 per hour worked in total compensation: wages and salaries plus benefits, with nothing added for overhead. |
| Automation · Minutes saved per successful workflow run; pricing.automation.minutes_per_successful_run | 5 minutes per run | Any | A Roiva convention, not a published figure: the minutes of manual work one successful automated run replaces, on n8n, Make or Zapier. Five is a deliberately small stand-in for a short-cycle task — a CRM update, a lead enrichment, a notification — and a workflow that replaces a longer job is worth more. It stands in only until the initiative measures how long the task took a person (Manual Minutes per Automated Run), by a time study or your own timing; until then what it values is an estimate. |
| Claude Code · Minutes saved per accepted edit; pricing.claude_code.minutes_per_acceptance | 1 minutes per acceptance | Any | A Roiva convention, not a published figure: the developer minutes one accepted Claude Code edit saves. Anthropic's Claude Code analytics count accepted edits and writes without timing them, and no study measures minutes per accepted edit. It is its own figure because a Claude Code acceptance is one edit or write, where a Copilot acceptance is an activity that can bundle several completions — pricing both at one figure would value two different things as one. It starts at the same minute as Copilot's; calibrate it against a short time study of your own. |
| AI coding assistant · Minutes saved per accepted suggestion; pricing.coding_assistant.minutes_per_acceptance | 1 minutes per acceptance | Any | A Roiva convention, not a published figure: the developer minutes one accepted suggestion saves, whichever assistant made it. Nothing published measures it — GitHub reports task-level gains (one task finished 55.8% faster in its 2023 controlled experiment) and Anthropic's Claude Code analytics count accepted edits without timing them. An acceptance also covers more ground on some assistants than others: a Copilot acceptance is an activity that can bundle several completions, a Claude Code acceptance is one edit or write. Calibrate it against a short time study of your own. |
| AI coding assistant · Minutes saved per line of code kept; pricing.coding_assistant.minutes_per_line_accepted | 0.5 minutes per line | Any | A Roiva convention, not a published figure, and the weaker of the two coding-assistant figures. Lines of code are a poor measure of effort — a hard line and an easy one count the same, and a line the assistant wrote is not always a line anyone would have written — so where your assistant reports accepted suggestions, Roiva values the initiative by those instead. This figure is here for one that does not, such as OpenAI's Codex. Half a minute a line is deliberately low, because most of a developer's day is deciding what to write rather than writing it. Calibrate it against a short time study of your own before you trust the total. |
| Help desks · Recontact window; pricing.deflection.recontact_window_days | 4 days | Any | Zendesk help: What is the difference between a solved ticket and a closed ticket?; Zendesk's default: a customer has four days to reply to a solved ticket before it closes, and Roiva waits as long. A ticket the AI resolved counts only once that window has passed without the customer reopening it or opening another, so a longer window books less and later. Set it to how long your customers take to come back.; Read by the Zendesk, Freshdesk, Intercom, and Salesforce syncs, which book a deflected ticket or conversation only once this many days pass without the customer coming back, not by a formula. |
| Freshdesk · Cost per deflected ticket; pricing.freshdesk.cost_per_deflected_ticket | 7.82 USD per ticket | Any | A Roiva convention, not a published figure: a conservative cost for one resolved ticket. $7.82 is ten minutes at Roiva's blended labor rate of $46.89 an hour, BLS private-industry total compensation with nothing added for overhead, which understates most contact centers rather than overstating them. Replace it with this account's handle time times its loaded agent rate, or time the work: once an initiative publishes a time study of agent minutes per ticket, what it deflects is priced from the study at the account's labor rate instead.; Read by the Freshdesk sync, which prices each deflected ticket with it, not by a formula. |
| GitHub Copilot · Minutes saved per accepted suggestion; pricing.github_copilot.minutes_per_accepted_suggestion | 1 minutes per suggestion | Any | A Roiva convention, not a published figure. GitHub's research reports task-level gains (one task finished 55.8% faster in its 2023 controlled experiment), and Accenture's developers took about a minute from their first suggestion to their first acceptance, but no study measures minutes saved per accepted suggestion. Since GitHub's September 2026 report change an acceptance is an activity, which can bundle several completions. Calibrate it against a short time study. |
| Intercom · Cost per deflected conversation; pricing.intercom.cost_per_deflected_conversation | 7.82 USD per conversation | Any | A Roiva convention, not a published figure: a conservative cost for one resolved conversation. $7.82 is ten minutes at Roiva's blended labor rate of $46.89 an hour, BLS private-industry total compensation with nothing added for overhead, which understates most support teams rather than overstating them. Replace it with this account's handle time times its loaded agent rate, or time the work: once an initiative publishes a time study of agent minutes per ticket, what it deflects is priced from the study at the account's labor rate instead.; Read by the Intercom sync, which prices each deflected conversation with it, not by a formula. |
| Jira · Minutes saved per AI-assisted resolved issue; pricing.jira.minutes_per_resolved_issue | 15 minutes per issue | Any | A Roiva convention, not a published figure: the minutes of triage, coordination and hand-off one AI-assisted resolved issue saves, taken as a round quarter-hour. It stands in only until the minutes an issue takes are measured before and with the AI (Minutes of Work per Resolved Issue), by a time study or your own timing; until then what it values is an estimate. Nothing published measures it. |
| Labor · Developer hourly rate (total compensation); pricing.labor.developer_hourly_rate | 94.5 USD per hour | Any | BLS Occupational Outlook Handbook, Software Developers, median pay (May 2025); BLS median pay for software developers is $135,980 a year (May 2025), or $65.38 an hour over 2,080 paid hours. That is loaded to total compensation per hour worked by the ratio BLS Employer Costs for Employee Compensation (June 2026, Table 4) prints for private-industry professional and related occupations: $73.69 of total compensation for every $50.98 of wages and salaries, so $65.375 × 73.69 ÷ 50.98 = $94.50. Nothing is added for overhead. |
| Labor · Ops hourly rate; pricing.labor.ops_hourly_rate | 45 USD per hour | Any | A Roiva convention, not a published figure, and not fully loaded: $45 sits below what Roiva's own blended labor rate carries for an average private-industry hour, so it reads as a wage rather than the cost of an operations hour. Replace it with this account's loaded cost of an operations hour. |
| Make · Minutes saved per successful scenario execution; pricing.make.minutes_per_successful_execution | 5 minutes per execution | Any | A Roiva convention, not a published figure: the minutes of manual work one successful run replaces. Five is a deliberately small stand-in for a short-cycle task — a CRM update, a lead enrichment, a notification — and a scenario that replaces a longer job is worth more. It stands in only until the initiative measures how long the task took a person (Manual Minutes per Automated Run), by a time study or your own timing; until then what it values is an estimate. |
| n8n · Minutes saved per successful workflow execution; pricing.n8n.minutes_per_successful_execution | 5 minutes per execution | Any | A Roiva convention, not a published figure: the minutes of manual work one successful run replaces. Five is a deliberately small stand-in for a short-cycle task — a CRM update, a lead enrichment, a notification — and a workflow that replaces a longer job is worth more. It stands in only until the initiative measures how long the task took a person (Manual Minutes per Automated Run), by a time study or your own timing; until then what it values is an estimate. |
| Salesforce · Cost per deflected conversation; pricing.salesforce.cost_per_deflected_conversation | 7.82 USD per conversation | Any | A Roiva convention, not a published figure: a conservative cost for one resolved conversation. $7.82 is ten minutes at Roiva's blended labor rate of $46.89 an hour, BLS private-industry total compensation with nothing added for overhead, which understates most support teams rather than overstating them. It is what a person would have cost to handle the conversation, not what Agentforce charges for it. Replace it with this account's handle time times its loaded agent rate, or time the work: once an initiative publishes a time study of agent minutes per ticket, what it deflects is priced from the study at the account's labor rate instead.; Read by the Salesforce sync, which prices each deflected conversation with it, not by a formula. |
| Zapier · Minutes saved per successful Zap run; pricing.zapier.minutes_per_successful_run | 5 minutes per run | Any | A Roiva convention, not a published figure: the minutes of manual work one successful Zap run replaces. Five is a deliberately small stand-in for a short-cycle task — a CRM update, a lead enrichment, a notification — and a Zap that replaces a longer job is worth more. It stands in only until the initiative measures how long the task took a person (Manual Minutes per Automated Run), by a time study or your own timing; until then what it values is an estimate. |
| Zendesk · Cost per deflected ticket; pricing.zendesk.cost_per_deflected_ticket | 7.82 USD per ticket | Any | A Roiva convention, not a published figure: a conservative cost for one resolved ticket. $7.82 is ten minutes at Roiva's blended labor rate of $46.89 an hour, BLS private-industry total compensation with nothing added for overhead, which understates most contact centers rather than overstating them. Replace it with this account's handle time times its loaded agent rate, or time the work: once an initiative publishes a time study of agent minutes per ticket, what it deflects is priced from the study at the account's labor rate instead.; Read by the Zendesk sync, which prices each deflected ticket with it, not by a formula. |
| Regulatory reporting cycles per year; report_cycles_per_year | 4 count | Any | A Roiva convention: quarterly regulatory reporting, four a year. Set it to this account's filing calendar. |
| Review cycles per year; review_cycles_per_year | 1 count | Any | A Roiva convention: one annual performance review cycle. Organizations with a mid-year cycle set 2. |
| Training cycles per year; training_cycles_per_year | 1 count | Any | A Roiva convention: one mandatory compliance training cycle a year. Set it to how many this account runs. |
| Knowledge base review cycles per year; update_cycles_per_year | 4 count | Any | A Roiva convention: a full review of the knowledge base each quarter, four a year. Set it to how often this account reviews it. |
| Working hours per week; working_hours_per_week | 40 hours per week | Any | A Roiva convention: a 40-hour full-time week, the 2,080 hours a year (40 × 52) an hourly figure divided from an annual salary assumes. Set the hours the people in question actually work. |

## Model prices
What a provider publishes for a million tokens. A connected model provider reports what it actually charged you; these are for an initiative whose model cost has to be estimated instead.
| Input | Default | Industry | Where it comes from |
| --- | --- | --- | --- |
| Anthropic · Claude Haiku 4.5 · Input; pricing.anthropic.claude-haiku-4-5.input_tokens | 1 USD per 1M tokens | Any | Anthropic API pricing |
| Anthropic · Claude Haiku 4.5 · Output; pricing.anthropic.claude-haiku-4-5.output_tokens | 5 USD per 1M tokens | Any | Anthropic API pricing |
| Anthropic · Claude Opus 4.7 · Input; pricing.anthropic.claude-opus-4-7.input_tokens | 5 USD per 1M tokens | Any | Anthropic API pricing |
| Anthropic · Claude Opus 4.7 · Output; pricing.anthropic.claude-opus-4-7.output_tokens | 25 USD per 1M tokens | Any | Anthropic API pricing |
| Anthropic · Claude Sonnet 4.6 · Input; pricing.anthropic.claude-sonnet-4-6.input_tokens | 3 USD per 1M tokens | Any | Anthropic API pricing |
| Anthropic · Claude Sonnet 4.6 · Output; pricing.anthropic.claude-sonnet-4-6.output_tokens | 15 USD per 1M tokens | Any | Anthropic API pricing |
| Gemini · 2.0 Flash · Input; pricing.gemini.gemini-2-0-flash.input_tokens | 0.1 USD per 1M tokens | Any | Gemini API pricing |
| Gemini · 2.0 Flash · Output; pricing.gemini.gemini-2-0-flash.output_tokens | 0.4 USD per 1M tokens | Any | Gemini API pricing |
| Gemini · 2.5 Flash · Input; pricing.gemini.gemini-2-5-flash.input_tokens | 0.3 USD per 1M tokens | Any | Gemini API pricing |
| Gemini · 2.5 Flash · Output; pricing.gemini.gemini-2-5-flash.output_tokens | 2.5 USD per 1M tokens | Any | Gemini API pricing |
| Gemini · 2.5 Pro · Input; pricing.gemini.gemini-2-5-pro.input_tokens | 1.25 USD per 1M tokens | Any | Gemini API pricing |
| Gemini · 2.5 Pro · Output; pricing.gemini.gemini-2-5-pro.output_tokens | 10 USD per 1M tokens | Any | Gemini API pricing |
| OpenAI · GPT-4.1 · Input; pricing.openai.gpt-4-1.input_tokens | 2 USD per 1M tokens | Any | OpenAI API pricing |
| OpenAI · GPT-4.1 · Output; pricing.openai.gpt-4-1.output_tokens | 8 USD per 1M tokens | Any | OpenAI API pricing |
| OpenAI · GPT-4o-mini · Input; pricing.openai.gpt-4o-mini.input_tokens | 0.15 USD per 1M tokens | Any | OpenAI API pricing |
| OpenAI · GPT-4o-mini · Output; pricing.openai.gpt-4o-mini.output_tokens | 0.6 USD per 1M tokens | Any | OpenAI API pricing |
| OpenAI · GPT-4o · Cached input; pricing.openai.gpt-4o.cached_input_tokens | 1.25 USD per 1M tokens | Any | OpenAI API pricing |
| OpenAI · GPT-4o · Input; pricing.openai.gpt-4o.input_tokens | 2.5 USD per 1M tokens | Any | OpenAI API pricing |
| OpenAI · GPT-4o · Output; pricing.openai.gpt-4o.output_tokens | 10 USD per 1M tokens | Any | OpenAI API pricing |
| OpenAI · o3 · Input; pricing.openai.o3.input_tokens | 2 USD per 1M tokens | Any | OpenAI API pricing |
| OpenAI · o3 · Output; pricing.openai.o3.output_tokens | 8 USD per 1M tokens | Any | OpenAI API pricing |

## No default
Figures only you can give. A formula that reads one waits until you do.
| Input | What it is |
| --- | --- |
| Share of the change you credit to this initiative; attribution.<formula_key>.share | Your judgment, from 0 to 1, set on each initiative. 64 library formulas value a change in a business-wide outcome the AI is one cause of (a loss ratio, a churn rate, a win rate) and multiply it by this share. Roiva does not measure what caused the change, so it ships no share: the formula waits until someone sets one, the figure, who set it and when stay in its history, and every entry that reads it waits for a person's approval. |
| Margin on added revenue; contribution_margin_decimal | Your Finance team's figure, from 0 to 1: what is left of each added revenue dollar after the costs that grow with it. 38 library formulas book added revenue at it, and so do won CRM deals, invoices and Stripe charges linked to an initiative, because revenue is not what a company keeps. Set one for the account, and give an initiative its own where its revenue keeps more or less of each dollar: each formula says which costs grow with the revenue it values. At 1 revenue books in full. Published margins are averages across whole industries, and a gross margin leaves out the commissions and fees that grow with a sale, so no default could be yours: until a margin is set, those formulas wait and those links book nothing. |
| Share of the open time users were blocked; blocked_share_decimal | Your estimate, from 0 to 1: of the working time an IT incident is open, how much the affected users can't work at all. 1 library formula multiplies the working hours a faster fix gives back by it. Someone who works around the problem, or gets on with other work while waiting, isn't blocked, and a ticket open for days rarely stops anyone for all of it, so no published figure could be yours: until it is set, the formula waits. Set one for the account, and give an initiative its own where its incidents stop people working more or less than most. |
| ad_revenue_per_hour_watched_cents | Average advertising revenue generated per hour of content watched (net CPM adjusted for fill rate). Engagement-Driven Advertising Revenue Uplift waits until it is set. |
| advisory_fee_rate_decimal | Annual advisory and management fees as a fraction of AUM (e.g. 0.01 for 1%). Proactive Outreach Revenue Value waits until it is set. |
| Timed tasks per user a month; ai_assistant.tasks_per_active_user | How many times a month a typical user does the tasks your time study timed, with the assistant. Only tasks that were timed count. Roiva ships no default. Capacity Freed by an AI Assistant waits until it is set. |
| avg_account_life_years | How long an account stays open, on average, in years. Your own figure: Roiva ships no default. Faster Onboarding Value waits until it is set. |
| avg_annual_revenue_per_account_cents | Average annual revenue per client account (management fees + advisory fees). Advisor Capacity Revenue Value waits until it is set. |
| avg_annual_revenue_per_customer_cents | Average annual revenue per retained customer. Customer Retention Revenue Value waits until it is set. |
| avg_annual_revenue_per_student_cents | Average annual net tuition and fees per enrolled student. DFW Rate Reduction — Revenue Protection, Improved Yield Revenue, and Retained Student Revenue Value wait until it is set. |
| avg_breach_cost_per_hour_of_exposure_cents | Estimated breach cost per hour of undetected exposure — based on industry benchmarks (IBM/Ponemon) adjusted for company size and data type. Breach Exposure Cost Avoidance waits until it is set. |
| avg_breakdown_cost_cents | Average all-in cost per unplanned roadside event — towing, roadside repair, missed-load penalty, driver downtime, and expedite recovery. Breakdown Cost Avoidance waits until it is set. |
| avg_cash_lost_per_bill_error_cents | Avg money lost per vendor bill error, averaged over every error including those caught before payment: duplicate and overpayments never recovered, recovery-audit fees on the rest, and late fees on bills held for correction. Not staff time, which is the cost to correct one invoice error. Duplicate & Overpayment Loss Avoidance waits until it is set. |
| avg_claim_value_cents | Average net value per denied claim. Denial Recovery Revenue waits until it is set. |
| avg_conversion_value_cents | Average revenue value per email-driven conversion. Email Performance Revenue Uplift waits until it is set. |
| avg_cost_cents_per_mile | Blended variable cost per mile — fuel, tire wear, and per-mile maintenance. Exclude fixed costs (insurance, depreciation) that don't vary with miles. Fuel & Mile Reduction Savings waits until it is set. |
| avg_cost_per_call_cents | Fully-loaded cost per inbound constituent contact — staff wages, facilities, and overhead. 2 library formulas wait until it is set. |
| avg_credit_write_off_per_billing_error_cents | Avg credits and write-offs per billing error, averaged over every error including those fixed without a dispute: credits granted to settle, and amounts written off or never collected. Not the correction of an overcharge, and not staff time. Billing Dispute Credit & Write-Off Avoidance waits until it is set. |
| avg_daily_blocked_value_cents | Estimated value per day of onboarding delay — daily cost of not having the vendor active (contract value ÷ contract length in days, or daily alternative sourcing cost). Vendor Onboarding Delay Freed Capacity waits until it is set. |
| avg_daily_output_value_cents | Estimated daily value of a fully productive employee in this role. New Hire Ramp-Up Freed Capacity waits until it is set. |
| avg_daily_post_cost_cents | Average daily cost of the post-production pipeline — edit suite, VFX facility, and crew — per episode. Post-Production Cost Savings waits until it is set. |
| avg_daily_rent_cents | Average daily rent per unit across the portfolio (monthly rent ÷ 30). Vacancy Day Reduction Revenue waits until it is set. |
| avg_daily_revenue_per_account_cents | Average daily revenue generated per active account (annual revenue per account ÷ 365). Faster Onboarding Value waits until it is set. |
| avg_daily_rfi_delay_cost_cents | Average cost per day of RFI delay — idled crew and subcontractor costs, potential schedule impact, and downstream rework risk. RFI Delay Freed Capacity waits until it is set. |
| avg_daily_vacancy_cost_cents | Estimated daily cost of an open role — lost productivity, manager distraction, contractor or overtime coverage. Vacancy Days Freed Capacity waits until it is set. |
| avg_dispute_resolution_cost_cents | Average cost to resolve one royalty dispute — legal, finance, and counterparty negotiation time. Royalty Dispute Freed Capacity waits until it is set. |
| avg_disruption_cost_cents | Average total cost per supply disruption event — production stoppage, emergency sourcing premium, customer penalties, and expedite costs. Supply Disruption Cost Avoidance waits until it is set. |
| avg_emergency_repair_cost_cents | Average total cost per emergency repair incident — labor, parts, emergency vendor premium, and tenant credits. Emergency Repair Cost Avoidance waits until it is set. |
| avg_error_remediation_cost_cents | Average cost of one line item needing correction — finding and fixing it, re-review and sign-off, and the share of resubmissions and regulator questions such errors lead to. Data Error Remediation Freed Capacity waits until it is set. |
| avg_expected_loss_cents | Expected credit loss over the life of one such loan — amount lent × probability of default × loss given default — at the risk of the applicants the rules used to decline, not the book's average. Incremental Revenue from Expanded Approvals waits until it is set. |
| avg_hourly_productivity_value_cents | Estimated hourly productivity value per affected employee (blended salary ÷ 2080). End-User Downtime Freed Capacity waits until it is set. |
| avg_incident_cost_cents | Average fully-loaded cost of one production incident — on-call engineer time, customer impact, remediation, postmortem. Failed Deployment Incident Cost Reduction waits until it is set. |
| avg_late_delivery_cost_cents | Average cost per late delivery — SLA penalties, customer credits, expedite reshipping, and relationship impact. Late Delivery Penalty & Expedite Cost Avoidance waits until it is set. |
| avg_loan_revenue_cents | Average revenue per approved credit product over the loan lifecycle (origination fees + net interest income). Incremental Revenue from Expanded Approvals waits until it is set. |
| avg_loan_term_months | Average contractual term of the loan in months — the months its revenue is earned over. Incremental Revenue from Expanded Approvals waits until it is set. |
| avg_missed_renewal_cost_cents | Average cost per missed renewal — unfavorable auto-renewal terms, lapse penalties, re-negotiation cost, or coverage gap exposure. Missed Renewal Cost Avoidance waits until it is set. |
| avg_outage_event_cost_cents | Average all-in cost per unplanned outage event — emergency crew, contractor, regulatory fines, customer credits, and replacement energy. Unplanned Outage Cost Avoidance waits until it is set. |
| avg_outsourced_content_cost_cents | Average cost to have an agency or freelancer produce one equivalent blog post. Content Volume Outsourcing Cost Avoidance waits until it is set. |
| avg_pick_error_cost_cents | Average fully-loaded cost per pick error — return shipping + reprocessing + reshipping + customer relationship impact. Pick Error Correction Cost Savings waits until it is set. |
| avg_preventable_accident_cost_cents | Average cost the fleet itself bears per preventable accident — vehicle repair and cargo loss not recovered from insurance, deductibles or self-insured retention on injury and damage claims, legal, and downtime. Leave out what the insurer pays and any premium increase: insurance premium reduction counts the premium. Preventable Accident Cost Avoidance waits until it is set. |
| avg_project_margin_decimal | Average gross margin on awarded projects (e.g. 0.12 for 12% margin) — represents the fraction of estimate error that translates to margin loss. Estimate Accuracy Margin Protection waits until it is set. |
| avg_recordable_incident_cost_cents | Average fully-loaded cost per recordable incident — direct medical + OSHA compliance + investigation + indirect project disruption, insurance premium impact, and crew productivity loss. Your insurer's loss runs and your own incident records give this figure. Recordable Incident Cost Avoidance waits until it is set. |
| avg_regulatory_fine_cents | Average regulatory fine or penalty per non-completion finding in your industry and regulatory environment. Compliance Penalty Risk Reduction waits until it is set. |
| avg_regulatory_penalty_cents | Average cost per regulatory finding — fine, remediation plan cost, examination time, and management distraction. Use your regulatory history or industry benchmarks. Regulatory Penalty & Examination Cost Avoidance waits until it is set. |
| avg_revenue_impact_per_coding_error_cents | Average revenue impact per coding error — denial value, downcoding gap, or missed HCC reimbursement. Coding Error Revenue Recovery waits until it is set. |
| avg_revenue_per_chart_cents | Average net revenue per coded and submitted chart (net of payer mix and expected denials). Coder Productivity Value waits until it is set. |
| avg_revenue_per_unit_cents | Average revenue per unit produced (net selling price). OEE Improvement Production Value waits until it is set. |
| avg_rework_cost_cents | Average cost to identify and correct a single data error. Error Rework Freed Capacity waits until it is set. |
| avg_second_purchase_value_cents | Average order value of a customer's second purchase. Repeat Purchase Revenue Uplift waits until it is set. |
| avg_stoppage_cost_cents | Average cost per material shortage stoppage — lost throughput, idled crew, expedite costs, and customer delay penalties. Material Shortage Stoppage Cost Avoidance waits until it is set. |
| avg_truck_roll_cost_cents | Fully-loaded cost per truck roll — technician time, vehicle, parts, and dispatch overhead. Truck Roll Reduction Freed Capacity waits until it is set. |
| avg_turnover_cost_cents | Fully-loaded cost per unit turnover — vacancy days × daily rent + make-ready + leasing commission + marketing. Tenant Turnover Cost Avoidance waits until it is set. |
| avg_visit_revenue_cents | Average revenue per patient visit (net of payer mix adjustments). Added Visit Revenue and No-Show Reduction Revenue wait until it is set. |
| avg_warranty_cost_per_escaped_defect_cents | Average fully-loaded cost per escaped defect — warranty claim processing, field service, replacement parts, and estimated customer satisfaction impact. Defect Escape & Warranty Cost Reduction waits until it is set. |
| capacity_cost_cents_per_mw_per_period | Cost per MW of reserve capacity per measurement period — capacity market clearing price or internal opportunity cost. Reserve Requirement Reduction Savings waits until it is set. |
| cost_per_equivalent_paid_click_cents | Blended cost per paid search or social click across the channel mix — what you'd spend to acquire each replaced organic visitor. Paid Acquisition Cost Avoidance waits until it is set. |
| cost_per_incident_hour_cents | Fully-loaded cost per hour of active network incident — NOC crew, escalation time, vendor bridge costs, and SLA credit exposure. MTTR Reduction Cost Avoidance waits until it is set. |
| csm_annual_cost_cents | What one customer success manager costs you a year, fully loaded: salary, benefits, tools. Your own figure; Roiva ships no default. CSM Capacity Freed waits until it is set. |
| daily_cost_of_delayed_reporting_cents | Estimated cost per day of delayed financial reporting — consultant overtime, delayed board decisions, extended audit windows, etc. Close Cycle Compression Freed Capacity waits until it is set. |
| daily_investor_inquiry_cost_cents | Estimated cost per reporting lag day — staff time on investor inquiries, ad-hoc data pulls, and relationship management overhead from delayed reporting. Investor Reporting Cycle Compression Freed Capacity waits until it is set. |
| dfw_attrition_rate_decimal | Of students who earn a D, F or W, the share who do not return the next term, less the share of other students who do not — the departures a D, F or W adds (0–1). Your institutional research office's persistence figures give both. DFW Rate Reduction — Revenue Protection waits until it is set. |
| external_counsel_rate_cents_per_hour | Blended hourly billing rate for external regulatory counsel. External Counsel Cost Reduction waits until it is set. |
| forecast_miss_cost_rate_decimal | Estimated cost of each 1% of forecast miss as a fraction of revenue (typically 0.01–0.05). Forecast Accuracy Revenue Value waits until it is set. |
| gap_to_finding_rate_decimal | Of the control gaps like these left open, the share that would have become a penalized regulatory finding (0–1). From your own examination and audit history: findings raised ÷ gaps open when the examiners came. Regulatory Penalty & Examination Cost Avoidance waits until it is set. |
| hourly_production_loss_cents | Cost of one hour of unplanned downtime to production — lost throughput revenue + idled production crew + expediting to catch up. Typically calculated as: (daily production value ÷ 24) + idled crew cost per hour. Leave out the repair's parts and maintenance labor: they are maintenance spend, which condition-based maintenance counts. Unplanned Downtime Cost Avoidance waits until it is set. |
| quality_score_to_payout_multiplier_decimal | Share of the revenue at risk earned or protected per unit improvement in the closure rate, in your specific value-based contracts: 0.5 means a 10-point improvement moves 5% of it. Value-Based Contract Performance Value waits until it is set. |
| revenue_per_stop_cents | Average revenue per completed delivery stop. Driver Productivity Value waits until it is set. |