Investment Proposal & 3-Year Financial Model

Our core offering is structured computer literacy and digital skills training, run in fixed-length terms rather than open-ended drop-in lessons. This keeps class sizes predictable and lets us plan staffing and machine time in advance. Marketing leans on partnerships with churches, cooperatives, and schools already in our network — the same community channels that brought in our first cohort — supplemented by printed flyers made in-house and word of mouth from graduates.

⚠ Students per term exceeds the estimated max termly capacity for the current fleet size, hours, and shift assumptions — consider raising laptop count or operating hours.

Walk-in printing, copying, and stationery sales generate steady daily cash flow independent of the training calendar, and put people through the door who later enroll in courses. Growth here tracks foot traffic on the Main Road frontage and typically expands as the shop becomes a known fixture in the trading center — new signage, referral relationships with nearby schools and offices, and expanded stationery stock all feed this line.

Custom websites, business software, and Cloudflare-deployed applications for local businesses, cooperatives, and organizations form our highest-margin line. This work is won through direct relationships built during training and printing engagements — graduates and walk-in customers become referral sources — rather than cold outreach, which keeps acquisition cost low but ties growth to reputation and delivery quality.

Laptops are consumables, not permanent fixtures — under daily student use we plan on a 4-year replacement cycle, and this model books a full fleet replacement as a capital expense in Year 4. Labor covers a part-time instructor/attendant to run shifts beyond what the founder can personally cover as the business scales. Rent, utilities, Starlink, and battery storage stay fixed as agreed with the landlord and equipment suppliers.