Vantor Mobility Group Business Plan › Section 1 › Executive Summary

1.1 Investment Highlights

Vantor Mobility Group (Pty) Ltd (“VMG” or “the Company”) is a
Johannesburg-headquartered, technology-enabled intercity passenger
transport company being established to address the structural mobility
gap across Southern and Eastern Africa. The Company will operate a
unified, branded long-distance coach network supported by a proprietary
digital booking and dispatch platform, with an integrated logistics and
parcel-delivery vertical layered over the same fleet.

The Company is being capitalised to scale from launch to a
steady-state operating footprint of more than 1,200 coaches, 15
countries of operation, and annual passenger volumes in excess of 25
million by the end of Year 6. The strategy mirrors the proven Flix SE /
Greyhound North-American consolidation playbook, adapted to the
regulatory, infrastructural, and demographic realities of the African
continent.

1.2 Business Overview

VMG combines four reinforcing revenue engines into a single operating
platform:

• Scheduled intercity passenger transport — the
  core revenue line, comprising standard, premium and sleeper-coach
  services on high-density corridors connecting major African cities and
  economic nodes.
• Digital ticketing and dynamic-pricing platform —
  a proprietary booking, payment, and yield-management system supporting
  direct-to-consumer distribution and third-party operator
  onboarding.
• Cargo and same-day parcel logistics — a
  high-margin freight vertical using spare capacity on passenger coaches;
  targeting SMEs, e-commerce shippers, and informal cross-border
  traders.
• Asset-light partner marketplace (from Year 3) —
  an aggregation layer that contracts independent operators onto the VMG
  brand and platform, mirroring the FlixBus model and providing
  capital-efficient route density.

1.3 Strategic Rationale

Africa carries one of the world’s youngest and fastest-urbanising
populations alongside one of its least-developed scheduled-transport
markets. Air travel remains structurally expensive for the median
consumer, rail networks are limited and capacity-constrained, private
car ownership is low, and intercity mobility is overwhelmingly served by
informal minibus operators with weak safety and reliability records.
This is precisely the market gap that consolidated, technology-enabled
bus operators have monetised across other emerging regions over the past
decade.

Comparable global benchmarks support the model. Greyhound Lines, now
part of Flix SE, operates more than 1,600 destinations and serves
between 12 and 16 million passengers annually in North America. ALSA in
Spain and FlixBus in Continental Europe have demonstrated that a single
branded network with strong technology infrastructure can compress the
unit economics of intercity travel, expand market reach, and generate
durable double-digit EBITDA margins.

1.4 Capital Raise & Use of Proceeds

VMG seeks total funding of ZAR 7.2 billion across a sequenced capital
programme. The Series A round of ZAR 4.4 billion is being raised at
financial close, with Series B and mezzanine instruments anticipated in
Years 2 and 3 in line with route maturation and demonstrated unit
economics.

Figure 7.

1.5 Financial Snapshot

Table 1. Headline financial projections (refer to Section 13 for
full statements)

1.6 Risk-Adjusted Returns

Under the Base Case, VMG delivers a project-level internal rate of
return (IRR) of 27.4% on a 6-year horizon and a money-multiple of 3.1x
on Series A equity. Even under the Stress Case, in which load factors
stall at 58%, fuel costs rise 35% above plan, and one major route
remains uneconomic, project IRR remains in positive territory at 11.6% —
above the assumed weighted-average cost of capital of 15% only in upside
or base scenarios, but capital is preserved with significant downside
protection from the resale value of the coach fleet, which functions as
a quasi-collateral asset class.

1.7 Why Now

• Demographic tailwind: Sub-Saharan Africa’s urban
  population is forecast to add approximately 350 million residents
  between 2025 and 2050, creating sustained intercity demand.
• Regulatory liberalisation: The African
  Continental Free Trade Area (AfCFTA), now in implementation phase, is
  progressively easing cross-border transport licensing — a critical
  enabler for pan-African networks.
• Digital readiness: Mobile money and smartphone
  penetration in target markets now support direct digital ticketing at
  scale; Africa has the world’s most-developed mobile-money
  ecosystem.
• Fragmentation arbitrage: The competitive
  landscape is dominated by sub-scale operators with weak digital
  footprints — creating consolidation upside for a well-capitalised
  platform entrant.
• Modal price gap: Intercity air fares in Southern
  Africa typically run at 5–9x the equivalent coach fare, leaving abundant
  headroom for premium coach pricing.

1.8 Document Roadmap

The remainder of this document is structured to provide the depth
required for both equity and senior-debt diligence. Section 2 sets out
the founding team and governance. Sections 3 and 4 establish the market
opportunity and competitive landscape. Sections 5 through 9 detail the
business model, go-to-market plan, fleet and route strategy, technology
architecture, and organisational design. Section 10 presents a detailed
72-month implementation roadmap supported by a Gantt chart. Section 11
covers risk and mitigation. Section 12 addresses ESG and regulatory
compliance. Section 13 contains the full five-year financial
projections, including the projected income statement, balance sheet and
cash-flow statement. Section 14 sets out the capital structure, use of
proceeds, and exit strategy. Section 15 contains appendices.

Confidential — this business plan is provided to prospective investors and lenders for evaluation purposes only and may not be reproduced or distributed without the written consent of Vantor Mobility Group (Pty) Ltd.