Streetfire Kitchens Business Plan

Investor-ready food truck fleet business plan: R8.04m funding, five trucks and a licensed commissary, 139,198 covers and R19.09m Year 5 revenue.

Streetfire Kitchens — revenue per truck-day rising within one fixed service window

Business Plan & Investment Proposal · South Africa

Food Truck Business Plan — South Africa

Streetfire Kitchens (Pty) Ltd · A Truck Cannot Trade More Hours. It Can Only Serve More People.

A food truck fleet and licensed commissary kitchen in Gauteng — three trucks at launch
building to five by Year 5, supported by a 110 m² licensed preparation kitchen, trading weekday streets,
weekend markets, private events and corporate catering across 1 306 truck-days and 139 198 covers a year at
maturity. Total funding of R8 037 000: R5 900 000 equity at 73 per cent, R2 137 000
asset finance at launch and R959 000 drawn against trucks four and five.

R8.04mTotal funding

139 198Covers a year

R19.09mYear 5 revenue

14.3%Year 5 EBITDA margin

Read the executive summary →

The plan’s title states a constraint most food service plans quietly ignore.
A food truck trades a fixed service window — a few hours at a pitch — and cannot open longer when demand is
good or trade twice on a bad day. Growth therefore has to come from serving more people in the same hours and from
each of them spending more: revenue per truck-day rises 34 per cent from R10,932 to R14,621 without the window
changing at all. The second lever is more windows, taking truck-days from 291 a year to 1,306 as the fleet builds
from three trucks to five. Underneath both sits the licensed 110 m² commissary, a fixed cost that one truck
could never carry — which is why break-even falls from 100 covers per service on three trucks to 83 on five, and
why this is a fleet plan rather than a truck plan.

The plan at a glance

Six measures that determine whether this fleet and its funding stand up.

R8.04mTotal funding requirementR5.90m equity at 73%, R2.14m asset finance at launch and R0.96m drawn against trucks four and five.

R10 932 → R14 621Revenue per truck-dayUp 34% within an unchanged service window. The truck cannot open longer, so it has to serve more people per hour.

100 → 83Break-even covers per serviceFalling as the fleet spreads the commissary and admin base across five trucks instead of three.

1 306Truck-days traded at Year 5From 291 in Year 1, serving 139,198 covers across street trade, markets, private events and corporate catering.

14.3%Year 5 EBITDA marginFrom minus 43.4% in Year 1. The commissary is a fixed cost that only three or more trucks can carry.

Year 4When profit after tax turnsThree loss-making years funded by equity. An investor seeking earlier distributions should not fund this.

What a truck can and cannot change

The constraint the plan names on its own cover — and the only two levers left once you accept it.

Fixed hoursWhat a truck cannot changeA service window is a few hours at a fixed pitch. No amount of demand extends the lunch trade, and a truck-day that trades badly cannot be repeated.

so it must win

More coversWhat it canRevenue per truck-day rises 34% to R14,621 within that same window — more people served and more spent per head. That, and more truck-days, is the entire growth model.

Five years of trading

Revenue and EBITDA on the base case. Covers per service and average spend are the two assumptions that matter most, and both are stressed in Section 10.

Revenue build — truck-days traded and what each one earns

Two things compound: truck-days rise from 291 a year to 1,306 as the fleet grows, and revenue per truck-day rises 34% from R10,932 to R14,621 within the same service window.

Year 1

R3.18m · 291 truck-days · R10 932

Year 2

R6.92m · 586 · R11 815

Year 3

R11.44m · 902 · R12 680

Year 4

R15.84m · 1 163 · R13 622

Year 5

R19.09m · 1 306 · R14 621

EBITDA and margin, Year 3 onward

Years 1 and 2 run EBITDA deficits of R1.38m and R0.41m, and profit after tax is negative until Year 4. Fixed cash costs of R2.40m are carried before the fleet is large enough to cover them.

Year 3

R0.56m · 4.9%

Year 4

R1.80m · 11.4%

Year 5

R2.74m · 14.3%

Why this plan works the way it does

The service window is fixed; only throughput is notA truck trades a few hours at a pitch and cannot extend them. Growth comes from covers per service and spend per head — revenue per truck-day rises 34% to R14,621 inside an unchanged window.

The commissary is why three trucks, not oneA licensed 110 m² preparation kitchen is a fixed cost whatever the fleet size. One truck cannot carry it; three can, and five carry it comfortably — which is why break-even covers fall from 100 to 83.

Four channels smooth a weather-exposed tradeWeekday street trade, weekend markets, private events and corporate catering fill different days and fail for different reasons. The mix is a risk decision as much as a revenue one.

Trading rights are the licence to operateCertificates of acceptability and municipal trading permits determine where a truck may stand at all. Losing a pitch is losing the revenue attached to it, not merely relocating.

Three funded loss years, stated plainlyEBITDA is negative in Years 1 and 2 and profit after tax until Year 4, with debt service cover at minus 2.22x in Year 1. The equity is sized for that and the plan says so.

Financial snapshot

Four charts from the plan. The full set of twenty-four appears throughout the sections below.

Figure 9. The hidden economics of a quiet service.

Figure 10. How the mix of trading days evolves.

Figure 14. Gross profit against the fixed cost base.

Figure 22. EBITDA sensitivity at five trucks.

Fifteen sections and five appendices. Every page carries full navigation, a section outline and links to the sections either side of it.

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Important Notice and Basis of PreparationBasis of preparation, data sources and forward-looking statement caveats. Please read first.

Appendices

Confidential. This document is provided for the purpose of evaluating an
investment in Streetfire Kitchens (Pty) Ltd and may not be reproduced or distributed without written consent. Projections are
forward-looking statements based on the assumptions registered in Section 16 and are not guarantees of future
performance.