Cases / Invest in infrastructure and facilities

Larger premises for a new cycle

Eduardo · Goiânia, GO

Illustrative case study with a fictional character and hypothetical amounts.

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A striking view of modern glass building facades in an urban environment, showcasing contemporary architecture.

Capital soughtR$2,000,000

Planned own fundsR$400,000

Total budgetR$2,400,000

01 / The challenge

What needs to change.

A business needs to adapt its premises to improve production and service. Works must consider technical design, permissions, safety and reduced operating capacity during construction. The budget separates permanent improvements, maintenance and disruption cost. The plan also checks lease permissions and ownership of improvements so that financing does not outlast the right to use the premises.

deliver improvements with scope control and business continuity.

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.

Design and permissionsR$274,286

Materials and constructionR$1,371,429

Temporary operationsR$342,857

Construction contingencyR$411,429

TotalR$2,400,000

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 design and permissions

R$500,000

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

02 · Weeks 5–8

Deliver in accepted stages

R$900,000

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

03 · Weeks 9–12

Complete and measure operating impact

R$600,000

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

Design, scope and phased budget
Premises agreement and permissions
Schedule and technical responsibilities

Risks to discuss

Extra works without budget approval
Disruption affecting sales and deliveries
Premises or lease not permitting the works

Metrics

Stages completed and accepted
Variance between budget and actual cost
Days of operational disruption

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 deliver improvements with scope control and business continuity. Connect the purpose to a budget and verifiable milestones before negotiating terms.

Which documents help assessment?

Design, scope and phased budget; Premises agreement and permissions; Schedule and technical responsibilities. Share only necessary information with authorized participants and verify the submitted version.

Which risks need attention here?

Extra works without budget approval; Disruption affecting sales and deliveries; Premises or lease not permitting the works. 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.