An operation ready to expand capacity

Diego · Curitiba, PR

Illustrative case study with a fictional character and hypothetical amounts.

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A diverse team of professionals collaborates in a modern office setting, exchanging ideas.

Capital soughtR$850,000

Planned own fundsR$150,000

Total budgetR$1,000,000

01 / The challenge

What needs to change.

A repair shop already serves customers and wants a second service station. Its owner knows the market but must show which orders are being turned away and how much contribution the extra capacity adds. The budget includes tools, recruitment, training and cash during adaptation. Expansion must distinguish revenue growth from improving the cash available to meet obligations.

demonstrate incremental growth without weakening current operations.

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.

New station and toolsR$500,000

Training and recruitmentR$166,667

Commercial promotionR$100,000

Expansion working cashR$233,333

TotalR$1,000,000

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

Document excess demand

R$212,500

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

02 · Weeks 5–8

Install additional capacity

R$382,500

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

03 · Weeks 9–12

Measure margin and quality at the new volume

R$255,000

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

Sales and utilization history
Recruitment and capacity plan
Quotations and incremental forecast

Risks to discuss

Moving existing customers without adding revenue
Fixed expenses growing before sales
Quality declining as volume increases

Metrics

Additional capacity actually sold
Incremental expansion margin
Investment payback period

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 demonstrate incremental growth without weakening current operations. Connect the purpose to a budget and verifiable milestones before negotiating terms.

Which documents help assessment?

Sales and utilization history; Recruitment and capacity plan; Quotations and incremental forecast. Share only necessary information with authorized participants and verify the submitted version.

Which risks need attention here?

Moving existing customers without adding revenue; Fixed expenses growing before sales; Quality declining as volume increases. 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.