R$2,000 for the next season

Ana · Campinas, SP

Illustrative case study with a fictional character and hypothetical amounts.

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High stacks of cardboard boxes organized in a warehouse with a blue metal ceiling.

Capital soughtR$2,000

Planned own fundsR$500

Total budgetR$2,500

01 / The challenge

What needs to change.

A retailer is preparing for a busy season. It wants to purchase inventory early but must distinguish fast-moving products from slow stock. The plan organizes purchases by category, margin, sales timing, exchange options and shelf life. The capital request considers the time until cash returns and protects a buffer for discounts, returns and below-plan sales.

finance healthy turnover rather than accumulate unsold goods.

Capital is part of the plan. Before seeking funds, the owner organizes the problem, compares alternatives and identifies spending that can be delayed, reduced or met from own resources. The presentation should distinguish verified facts from execution assumptions.

02 / Use of funds

The budget,
line by line.

Each line connects to purpose and execution evidence.

Products with evidenced demandR$1,750

Replenishment and freightR$375

Storage and preparationR$125

Discount and return bufferR$250

TotalR$2,500

Nominal example amounts. Actual costs, fees, taxes and contracting expenses need to be determined for a real transaction.

03 / Staged execution

Milestones before
the next step.

Hypothetical 12-week assessment schedule. Actual timing and conditions depend on the project.

01 · Weeks 1–4

Check stock and demand

R$500

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

02 · Weeks 5–8

Purchase in bounded batches

R$900

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

03 · Weeks 9–12

Review turnover and replenishment policy

R$600

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

04 / Instrument and rights

Capital has
clear corresponding rights.

Receivables, subject to existence and eligibility

The example instrument is a structural assumption. Actual terms need identified parties, amount, currency, remuneration, term, costs, responsibilities, default events and exit conditions. Receivables require checks of existence, ownership, restrictions and prior assignment. Equity and conversion depend on corporate structure and required acts.

KEZS organizes technology and intermediation. It does not assign a score or decide whether an investor should accept this risk. Diligence is independent and capital may suffer partial or total loss. Applicable providers need to be identified before contracting.

What to verify.
What to monitor.

Documents

Turnover report and physical count
Purchase, exchange and return terms
Sales forecast by category

Risks to discuss

Buying for a discount without enough demand
Expiry, fashion or obsolescence reducing value
Duplicate replenishment and inaccurate counts

Metrics

Inventory days by category
Margin after discounts and losses
Share sold before the financing due date

05 / The takeaway

More clarity to
build and assess.

The study shows how a need becomes a budget, stages and criteria. It does not demonstrate approval, completed funding or business results. A real transaction may require structural changes, further information and different terms. The method’s value lies in making questions visible before committing capital.

Integrity and traceability records help preserve versions and confirmed events. They do not replace verification of documents and financial confirmations. Participant privacy should be preserved even when a project presentation is public.

Questions to help
take the next step.

Understand what to prepare, compare and monitor.

What is the first step for this project?

Start by working to finance healthy turnover rather than accumulate unsold goods. Connect the purpose to a budget and verifiable milestones before negotiating terms.

Which documents help assessment?

Turnover report and physical count; Purchase, exchange and return terms; Sales forecast by category. Share only necessary information with authorized participants and verify the submitted version.

Which risks need attention here?

Buying for a discount without enough demand; Expiry, fashion or obsolescence reducing value; Duplicate replenishment and inaccurate counts. Each funder performs their own assessment; KEZS provides no score or approval guarantee.

Can a newly opened business organize the project?

Yes. The model considers businesses of every size from their first day of registration. Limited history requires other evidence. A project does not guarantee approval or funding availability.

Can the project amount vary?

Planning examples range from R$2,000 to R$20 million. Budgets should reflect actual needs and available own funds. Terms and contributions depend on the transaction and participants.

How do I monitor capital use?

Agree on milestones, responsibilities, documents and metrics. Separate forecasts, available cash and confirmed financial events. Technology supports history without guaranteeing business outcomes or payment.