What is burnout costing you?
Every figure on this page is built from assumptions you control. We have not measured your workforce, so we do not guess at it: set the numbers you believe, and the model shows what follows from them.
Your organisation
What replacing one person costs you, including hiring, onboarding and lost output while the role is empty.
Billing
Your assumptions about strain
Three scenarios, so the answer is a range rather than one confident number. This mirrors the low, base and high assumptions your finance team will ask for anyway.
| Scenario | Strained | At risk |
|---|---|---|
Low | ||
Base | ||
High |
Estimated annual exposure
The mappings behind those figures
- Turnover probability: 12% of strained employees, 25% of at-risk employees.
- Additional sick days: 3 per strained employee, 8 per at-risk employee.
- Lost output: 15% of salary for strained employees, 33% for at-risk employees.
These mappings are illustrative. They are not calibrated to your organisation and they are not established by our own research. They are printed here so you can disagree with them.
What BurnoutZero costs
120 seats, at the 101–250 seats tier
$3,588
Per year, at list price
The break-even
0.5%
of the exposure you described, in the base scenario. That is how much of it would have to be avoided for the subscription to pay for itself.
Equivalent to preventing one departure every 23 years.
Or 14 sick days a year.
We are not claiming BurnoutZero achieves this. We have no validated outcome to offer yet, which is exactly why this page shows a break-even rather than a saving.
What this page is not
- It is a scenario built from your assumptions, not a measured result and not a forecast.
- Salary multiplied by time is a capacity valuation. It is not cash released, and your finance team should treat it that way.
- No pilot outcome is being reported here, and no customer result is being claimed.
- Nothing here is a clinical assessment, or a prediction about any individual.
- Change any input and the conclusion changes. That is the point: the number belongs to your assumptions, not to us.
Take these assumptions into a pilot
The useful next step is agreeing what you would measure, and what would count as it having worked, before anyone looks at an outcome. That is a conversation rather than a calculator.