A validated product. The next market.

Marina · Recife, PE

Illustrative case study with a fictional character and hypothetical amounts.

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Detailed view of a 3D printer in action, extruding orange plastic components.

Capital soughtR$5,000,000

Planned own fundsR$1,000,000

Total budgetR$6,000,000

01 / The challenge

What needs to change.

A company wants to launch a recurring service for an audience it already serves. Its project separates discovery, prototype, pilot and scale. Initial capital can prove that customers pay, use the service and stay rather than finance every ambition. The budget includes support, customer acquisition and fixes as well as development. Expected recurring revenue remains an estimate with visible cancellation and delay assumptions.

validate willingness to pay before scaling spending.

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.

Research and prototypeR$1,125,000

Pilot and developmentR$2,625,000

Acquisition and initial supportR$1,312,500

Cash for iterationR$937,500

TotalR$6,000,000

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

Test the problem and willingness to pay

R$1,250,000

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 a pilot to real customers

R$2,250,000

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

03 · Weeks 9–12

Decide whether to scale using retention data

R$1,500,000

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.

Equity participation

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 test results
Pilot scope and budget
Commercial policy and support estimates

Risks to discuss

Stated interest not converting into payment
Scope growing without testing value
Support cost eliminating margin

Metrics

Paying customers and retention
Customer acquisition cost
Margin per product or subscription

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 willingness to pay before scaling spending. Connect the purpose to a budget and verifiable milestones before negotiating terms.

Which documents help assessment?

Customer test results; Pilot scope and budget; Commercial policy and support estimates. Share only necessary information with authorized participants and verify the submitted version.

Which risks need attention here?

Stated interest not converting into payment; Scope growing without testing value; Support cost eliminating margin. 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.