Kyalami Surface Business Plan — Management and Organisation

The management structure and the installer establishment, and why installer recruitment and retention gate growth.

Section 14 of 31

Management and Organisation

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Thirteen certified installers by Year 4, and the Company must train most of them itself, because they do not exist to be hired.

The organisation is deliberately thin above the studio floor. Head-office cost is R2.7m in FY32, or 6.4% of revenue. That is achievable for a two-studio group and would not be achievable for a single studio, which is one reason the second site matters as much as it does.

Table 19. Target organisation at FY32

Function		Roles	Headcount	Reporting
Executive
Managing Director		Strategy, trade channel, supplier relationship	1	Board
Financial Manager		Reporting, treasury, import administration, compliance	1	MD
Operations Manager		Multi-site quality, scheduling, installer development	1	MD
Marketing Manager		Brand, digital, referral programme	1	MD
Studio — per site
Studio Manager		Site P&L, scheduling, customer escalation	1 per studio	Operations Manager
Service Advisor		Quotation, intake, handover	2 per studio	Studio Manager
Administrator		Booking, invoicing, warranty registration	1 per studio	Studio Manager
Preparation technician		Wash, decontamination, correction support	1–2 per studio	Studio Manager
Installation
Master Installer		Full-body work, quality sign-off, training	2	Studio Manager
Senior Installer		Full-body and full-front work	5	Master Installer
Installer		Full-front, wrap, coating, tint	4	Senior Installer
Apprentice Installer		Under supervision; twelve-month certification path	2	Master Installer
Total headcount at FY32			30–32
	The installer pipeline is the plan’s central operational problem Management estimates that fewer than 300 installers in South Africa are capable of full-body paint protection film work to manufacturer standard. The Company needs thirteen. It cannot simply hire them: doing so would bid up the national wage level, would strip capacity from the independents who are also its referral partners, and would not scale to a third studio. The plan therefore funds an internal certification programme from month one. Apprentices are recruited from automotive refinishing and signage backgrounds and carried for twelve months before they are productive. Installer wages are escalated at CPI plus 2.5 percentage points throughout the model, and Section 29 tests CPI plus 10, at which point FY32 EBITDA falls to R6.6m.

Figure 1. Revenue tracks certified installer headcount almost exactly

The correlation is not coincidental — it is the structure of the model. Recruitment failure and revenue failure are the same event.

Governance

Board of four: two executive, one investor-nominated non-executive, one independent non-executive.
Audit and risk committee chaired by the investor-nominated director, meeting quarterly.
Monthly management accounts within twelve business days of month end, with a standing utilisation, rework and landed-cost report.
Annual independent review; full audit from the year in which the Company exceeds the public interest score threshold.
Delegation of authority with investor consent required for the reserved matters set out in Section 3.