Demand validation
Client interviews, paid recruitment and two pilots. We first test the need and willingness to pay.
Capital for the business.
Visibility for the partner.
UWP’s Polish development: validating demand, building a directly managed branch and preparing the model for other cities.
WORKING MODEL OF THE FIRST BRANCHWrocław →
Wrocław →
a validated system.
Initial liquidity covers launch and the gap between team payments and client receipts.
1,50 million PLN
planned liquidity for the 80-worker scenario
A model assumption, not an approved funding round.01 / PARTICIPATION LOGIC
Invest through defined stages.
Directly managed branch
A local team, contracts, records and working capital for confirmed volume.
Controlled growth
A second city tests repeatability. Franchising follows once the model is validated.
02 / BRANCH ECONOMICSHow volume affects
How volume affects
the result.
INITIAL STAFFING MODEL / PLN EXCLUDING VAT
20100
5565
Launch through temporary staffing: 168 hours/month, base wage 33 PLN/hour. Includes variable costs and stepped local team expansion from the source model.
Monthly revenue806 400 PLN
Operating costs767 438 PLN
Result before income tax38 962 PLN
A calculated scenario, not an income forecast, dividend or cash balance.
A turnkey process needs its own cost model
This calculator reproduces the hourly launch scenario. A managed process needs a separate assessment of accepted volume, workload, quality, resources and outcome-based pricing.
Assumptions and calculation method
Revenue = workers × 168 hours × rate. Variable hourly costs: wage 33 + holiday reserve 33 × 2 / 21 + employer charges of 20.48% on wage plus reserve + sick pay of 2% of wage + assumed PPK contribution (1.5% × 0.5) + other costs of 5.75 PLN. Fixed costs: 74,572 PLN, plus 11,441 PLN above 50 workers and 6,388 PLN above 70. These are UWP source-model assumptions, not tax advice. Launch spending and cash timing are excluded from monthly operating results.
03 / RISK → CONTROLAssess the weak points
Assess the weak points
before committing capital.
Cash gap
Team payments may fall due before the client pays.
Control mechanism
A 13-week payment forecast, reserve and receivables limits.
Client concentration
One large contract can determine the overall result.
Control mechanism
Several independent clients and monitoring of each client’s share.
Recruitment and retention
Absence and turnover increase delivery costs.
Control mechanism
A local coordinator, candidate backup and retention tracking.
Unvalidated economics
Higher volume can increase losses.
Control mechanism
Paid pilots, actual costs and rate validation before growth.
04 / PARTNERSHIP TERMS
What we agree at the meeting.
Role and capital
The operator, funding amount, funding stages and participation structure.
Rights and reporting
Access to results, budget authority and decision-approval rules.
Returns and exit
Rules for profit distribution, additional funding and exit.
CAPITAL AND CONTROLThree distinct decisions
Three distinct decisions
for an investor.
Fund the launch
What the funds cover, what evidence unlocks the next tranche and who manages delivery.
Fund working capital
When costs are paid, when the client pays and how delays are covered.
Fund expansion
Do the economics repeat at a new site or in another city? What team is needed for growth?
METRICS FOR DECISIONSA report worth
A report worth
reviewing regularly.
| Metric | What it explains | Decision |
|---|---|---|
| Accepted volume and quality | Whether the team delivers its client commitments | Adjust the process or workload |
| Site contribution margin | Whether revenue covers direct costs and resources | Adjust pricing or the process, or stop loss-making growth |
| Receivables and payment terms | When profit turns into cash | Set client limits and reserves |
| 13-week cash forecast | Whether liquidity covers planned payments | Agree growth pace and capital requirements |
| Client concentration | How dependent the business is on one contract | Diversify the portfolio |
| Partner and head office results | Whether the network is viable without new entry fees | Move to the next stage or pause expansion |
FROM PLAN TO NUMBERS
Explore your model.
LET’S START WITH A CONVERSATIONLet’s discuss the role,
Let’s discuss the role,
capital and success criteria.
Your experience, intended role and main questions about the model are enough for a first meeting.
Discuss your task