Velocity Auto Restore Business Plan › Section 11 › Human Capital Strategy

11.1 The Skills Imperative

People are the binding constraint in the collision-repair industry.
With merSETA-accredited specialist training providers having fallen from
around 30 to only 12, and skilled panel beaters and spray painters in
short supply nationally, Velocity’s ability to attract, develop and
retain skilled technicians is mission-critical. The Company treats
workforce development not as a cost but as a strategic moat: a group
that can reliably produce its own skilled technicians has a durable
advantage over competitors dependent on a shrinking external pool.

11.2 Workforce Plan (by Year 5)

Table 11.1 — Projected workforce by department at Year
5.

11.3 Talent Development

Velocity will establish an in-house training academy and
apprenticeship pipeline aligned to the new QCTO
occupational-qualification model, allowing employer-provided knowledge,
practical and workplace training on-site. This both addresses the
national skills shortage and creates a transformation and retention
engine for the group.

• Structured apprenticeships for panel beating and spray
  painting
• OEM and equipment-vendor certification programmes
• Internal career pathways from apprentice to master technician to
  site management
• Retention through above-market progression, profit-share and a
  strong safety culture

11.4 Organisational Structure

Velocity will operate a lean group head office (strategy, finance,
procurement, insurer relations, technology and people) overseeing
regional hub managers, each accountable for site P&L, quality and
customer outcomes. This structure preserves entrepreneurial site-level
accountability while capturing group-level scale benefits.

11.5 Leadership & Management Team

Execution risk in a multi-site rollout is, above all, a function of
management capability. Velocity’s operating model is built around a
senior team that pairs deep automotive-repair and insurer-relationship
experience with disciplined financial and operational management. The
leadership structure comprises the following core mandates, each to be
filled by experienced operators recruited during the capital-and-setup
phase (Section 14):

• Chief Executive Officer — overall strategy,
  capital allocation, insurer and OEM relationships, and board
  accountability. Profile: a proven multi-site operator with a track
  record in automotive services or franchised retail.
• Chief Operating Officer — responsible for the
  repair network: site commissioning, production throughput, quality
  systems, SAMBRA accreditation and ADAS-calibration capability across all
  hubs.
• Chief Financial Officer — financial control,
  treasury and working-capital management, insurer billing and
  reconciliation, investor reporting and debt covenants.
• Group Procurement & Insurer Relations Director
  — centralised parts and paint contracts, panel agreements and
  the digital integration that underpins the group’s cost and quality
  advantages.
• Group People & Transformation Director —
  technician pipeline, apprenticeship and learnership programmes, B-BBEE
  strategy and the skills-development agenda that is central to the
  group’s social licence.

Until the full executive team is in place, founder capital and an
experienced non-executive chair will anchor governance. The deliberate
over-investment in management bandwidth ahead of the rollout is a
conscious de-risking choice: the plan assumes capacity — in both people
and systems — is built one step ahead of demand rather than in reaction
to it.

11.6 Governance & Board

Velocity will establish a formal board with independent non-executive
representation appropriate to a capital-backed group at scale. The board
will operate audit-and-risk and remuneration committees, meet at least
quarterly, and receive a standardised monthly management-information
pack covering site-level P&L, claims-cycle metrics, quality and
customer-satisfaction scores, cash and covenant headroom, and progress
against the implementation roadmap. Equity investors and the senior
lender will receive board-observer or board-seat rights commensurate
with their commitments, ensuring transparent oversight of capital
deployment and the staged-investment gating described in Section 14.

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 Velocity Auto Restore Group (Pty) Ltd.