FINANCING THE FUTURE OF US.
HERO METRICS
YEAR 3 REVENUE
+337% vs Year 2
YEAR 3 NET PROFIT
First Profitable Year
BREAK EVEN POINT
Aug 2028, Month 26
TOTAL CAPITAL RAISED
Equity + Loan + Prizes
GROSS MARGIN
Equity + Loan + Prizes
ROLLOUT STRATEGY - FOUR PHASE JOURNEY
From idea validation to platform-scale expansion — each phase is funded to match its milestone.
PHASE 01
Pre-Launch & MVP
Y1 Jul - Y1 Dec
Validate desirability. Build MVP website. Manual operations. Do things that don't scale.
FFF + Loan + Prize · ￡27.4 K
PHASE 02
Seed-Stage Entry
Y1 Jan - Y2 Jun
Launch beta platform. Prove positive unit economics (CAC < LTV). Scale user acquisition via paid marketing.
Pre-seed ￡60 K + Seed ￡300 K
PHASE 03
Full Academia
Y2 Jul — Y3 Jul
Full platform. Verified housing database. AI automation reduces CoGs. Stable feature delivery.
Operating cashflow funded
PHASE 04
Growth & Scale
Y3 Aug — Y3 Jun
City-by-city geographic expansion. B2B API data partnerships. FFF payback initiated.
Series A £500k
MARKET SIZE
TOP-DOWN APPROACH
Starting from the global rental market and narrowing to our beachhead: London movers
TAM · GLOBAL
Global Remote Renting Market
4.2B urban population × 30% rental rate × 20% annual re-rent = 252M incidents/year
At £200 avg revenue per inspection (direct + data):
UN Population Data
￡50.4 B
SAM · UK
UK Domestic + International Movers
898,000 international arrivals + 3.475M domestic relocations (5% of 69.5M UK pop) = 4.37M/year
￡0.875 B
SOM · London
London Movers at 5% Market Penetration
269,400 international (30% of arrivals) + 250,000 domestic = 519,400 London movers/year
519,400 × £200 × 5% capture rate:
￡5.194 M
MARKET SIZE
Bottom-Up APPROACH
Scout capacity sets a hard ceiling on revenue.
Two independent variables — network size and inspection frequency — produce a number that converges with our top-down SOM.
SCOUT NETWORK
50
well-trained local Scouts
Part-time, pay-per-job. Recruited in target postcodes. Zero fixed labour cost before a booking is made.
CAPACITY PER SCOUT PER YEAR
450
inspections per year
3 jobs/day × 3 days × 50 working weeks. Sub-30-min local travel per job makes this achievable.
x
ANNUAL REVENUE CEILING
~￡4.5 M
22,500 inspections × £200 AOV
At full network utilisation. AOV blends B2C inspection fees with B2B data and affiliate revenue layered on top.
=
P&L & CASH FLOW
Scout capacity sets a hard ceiling on revenue. Two independent variables — network size and inspection frequency — produce a number that converges with our top-down SOM.
MONTHLY REVENUE
The revenue curve is flat in the early stages because users are mostly using lightweight subscription services.
However, after building user reputation and brand image, more users will start using our flagship service—the six-week subscription—to generate more revenue.
REVENUE, COG & GROSS PROFIT
In the first two years, revenue is low, and HouseScout incurs significant promotional costs, resulting in low gross profit. After revenue increases exponentially in the third year, gross profit will increase significantly.
MONTHLY NET PROFIT
Due to extremely high personnel costs in the early stages, HouseScout will experience a 'Death Valley' in the first two years, a period of negative net profit. This is also the period when HouseScout will seek external financing, and will ensure the viability of the returns on external financing through a stable profit curve in the future.
CASH FLOW
HouseScout will initially rely on FFF investment and bank loans for the founding team. We will also seek additional funding should our cash flow dwindle, ensuring continued output to serve our customers.
HouseScout
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