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The arithmetic is trivial; the reframing is the point

Attendees multiplied by length multiplied by an average hourly rate, with an overhead percentage added on top — that is the entire calculation the [msm_tool slug="meeting-cost-calculator"] performs. What it is actually useful for is the reframing: a one-hour meeting with six people at forty an hour is not a single forty-unit cost, it is six person-hours spent at once, and if it happens every week it stops being an event and becomes a standing commitment.

The overhead multiplier is a convention, not a precise figure

Salary is only part of what an employee actually costs — employer contributions, equipment, office space and benefits all sit on top of it. Twenty-five to forty per cent is a common rough allowance for that gap, useful for an estimate, though a finance team will always have the real number for anything that needs to be precise.

Cancelling a meeting does not recover the money

The time simply moves somewhere else rather than being banked as a saving, and whether that somewhere else is more valuable is the actual question worth asking. The figure this produces is a way of comparing options against each other, not a sum that can be claimed back once a meeting is cancelled.

The recurring figure is the one worth actually looking at

A single meeting rarely looks expensive on its own. The same meeting held every week for a year usually does, and cutting either the attendee list or the length in half cuts the annual figure by the same proportion — which is where a small, easy change compounds into something worth noticing.

Not every expensive meeting was a bad one

A decision that genuinely needed eight people in a room can be worth considerably more than whatever it cost to hold it. The number this produces is a prompt to ask whether everyone in the room needed to be there, not a verdict that the meeting itself was a waste of the time it consumed.