R$20 million to deliver a major contract

Lucas · Belo Horizonte, MG

Illustrative case study with a fictional character and hypothetical amounts.

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Construction workers in safety gear work on a structure outdoors, emphasizing teamwork and safety.

Capital soughtR$20,000,000

Planned own fundsR$2,000,000

Total budgetR$22,000,000

01 / The challenge

What needs to change.

A service business has won a larger contract with payment after delivery and acceptance. It must first buy materials and pay staff. The project links each outflow to the schedule and the conditions for invoicing and collection. A signed contract is not available cash: cancellation, progress certification, retention, quality and acceptance timing may change net receipts and dates.

finance delivery of a sale with verifiable margin and conditions.

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.

Order materialsR$11,000,000

Delivery teamR$6,187,500

Logistics and deliveryR$2,062,500

Acceptance and retention bufferR$2,750,000

TotalR$22,000,000

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

Confirm scope and customer authority

R$5,000,000

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 and evidence performance

R$9,000,000

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

03 · Weeks 9–12

Obtain acceptance and reconcile collections

R$6,000,000

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.

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

Contract, purchase order and cancellation terms
Certification and acceptance schedule
Quotations and team capacity

Risks to discuss

Delivery failing acceptance criteria
Customer retaining funds or changing scope
An unearned receivable treated as certain

Metrics

Net contract margin
Milestones accepted by the customer
Days between outflow and collection

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 delivery of a sale with verifiable margin and conditions. Connect the purpose to a budget and verifiable milestones before negotiating terms.

Which documents help assessment?

Contract, purchase order and cancellation terms; Certification and acceptance schedule; Quotations and team capacity. Share only necessary information with authorized participants and verify the submitted version.

Which risks need attention here?

Delivery failing acceptance criteria; Customer retaining funds or changing scope; An unearned receivable treated as certain. 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.