WHAT THE EMPTY SLOTS COST — PASSENGER TRANSPORT
The vehicle ran either way. Work out what the empty slots cost.
Put in what you know: how many vehicles you run, how many trips each carries, how many evaporate too late to refill, and how many hours a day your office loses to callers asking where a vehicle is. Everything updates as you type. Nothing you enter leaves your browser unless you choose to email yourself the result.
Only the ones actually carrying trips.
Completed, not booked.
300 is a six-day week with statutory holidays off.
Late cancellations too — anything you could not refill.
Be conservative. A rider who never meant to travel is not one of them.
Fare, contract rate or agency rate — whatever you actually bill.
Count everyone who takes a “where is my ride” call, part-time included.
Not their whole job — just the status calls and the chasing.
Be conservative. Some of it will always need a person.
Wage plus benefits and payroll costs.
RECOVERABLE A YEAR
$104,544
The trips you said a reminder could recover, worth $48,384, plus the office time you said a system could take back, worth $56,160. Contract on-time penalties are left out, so read it as a floor.
TRIPS RECOVERED PER VEHICLE, PER MONTH
10
Slots that would have run empty and earned nothing.
TRIPS RECOVERED A YEAR
1,728
Out of 4,320 lost, worth $48,384.
OFFICE HOURS LOST A YEAR
2,340
To status calls and chasing. The share you said a system could take back is worth $56,160.
WHAT THE YEAR IS MADE OF
$48,384
Trips a reminder could recover · 46%
$56,160
Office time a system could take back · 54%
YOUR NUMBERS, NOT OUR CLAIM. UNTIL YOU CHANGE AN INPUT THE FIGURES ARE AN EXAMPLE; AFTER THAT THEY ARE YOUR OWN INPUTS MULTIPLIED OUT. NOTHING HERE IS A GUARANTEE OF A RETURN. CHECK IT AGAINST YOUR OWN RECORDS BEFORE YOU BELIEVE IT.
WHERE THE STARTING NUMBERS COME FROM
They are not measurements of anyone’s fleet. They describe a typical local operator — fifteen vehicles, twelve trips each, an eight percent no-show rate of which only forty percent is treated as recoverable, and three people on the phones and dispatch who each lose three hours a day to status calls and chasing, three quarters of which a system could take back. An operator running contracted paratransit will recognise larger numbers than these on almost every line.
The two leaks it models are the ones that behave the same way in every passenger operation. A trip that evaporates too late to refill is a slot lost outright: the vehicle still ran, the driver was still paid, the insurance was still carried. And the highest-volume call an office takes is a rider asking where their ride is — a question the dispatch system can already answer.
What it deliberately leaves out: on-time-performance penalties on municipal and agency contracts. Those are real money, often the largest single figure in this sector, and they are absent here because penalty structures vary so much between contracts that any default would be invented, not derived. If you carry them, treat every figure this page shows as a floor.
The passenger transport page sets out the five problems these numbers come from, and what replaces each one.
THE PAGE THIS WAS BUILT FOR
INDUSTRY
Taxi & Limousine
No-shows and late cancels cost your fleet a car and a driver.
Read the page →WHERE WE WOULD START
- Build & Run →
Put the systems in, and keep them running.
- Agent-Run Back Office →
We run the desk. You clear the exceptions.
- Team Enablement →
Make the team fluent.
Bring us one bad week.
Book a pilot call. Tell us where the week goes wrong, and we’ll tell you what an Operations Diagnostic would map and measure.
The first paid step has a clear scope and an end date, and the pilot after it is one workflow — not a platform, and not an open-ended retainer.
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