From first orders to a dedicated kitchen

Camila · Florianópolis, SC

Illustrative case study with a fictional character and hypothetical amounts.

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Business partners organizing inventory in an online store setup with clothes and boxes.

Capital soughtR$25,000

Planned own fundsR$5,000

Total budgetR$30,000

01 / The challenge

What needs to change.

An entrepreneur wants to open a small production kitchen. She has tested the menu with customers but needs to turn occasional orders into a repeatable operation. The project separates premises adaptation, utensils, opening inventory and cash until sales cover expenses. Opening depends on unit economics and realistic delivery capacity as well as enthusiasm for the idea.

validate demand before committing to fixed expenses.

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.

Premises setupR$7,200

Equipment and utensilsR$8,400

Opening inventoryR$4,800

Opening working cashR$9,600

TotalR$30,000

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

Validate the product with paid orders

R$6,250

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

02 · Weeks 5–8

Complete setup and applicable permissions

R$11,250

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

03 · Weeks 9–12

Open and monitor initial sales

R$7,500

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.

Debt / loan

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

Customer research and trial orders
Premises and equipment quotations
Opening plan and responsibilities

Risks to discuss

Initial sales below what interviews suggested
Permits and setup delaying opening
Mixing personal spending with business cash

Metrics

Contribution margin per sale
Paid orders per week
Months until cash break-even

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 validate demand before committing to fixed expenses. Connect the purpose to a budget and verifiable milestones before negotiating terms.

Which documents help assessment?

Customer research and trial orders; Premises and equipment quotations; Opening plan and responsibilities. Share only necessary information with authorized participants and verify the submitted version.

Which risks need attention here?

Initial sales below what interviews suggested; Permits and setup delaying opening; Mixing personal spending with business cash. 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.