Essence Premium Catering Business Plan — Returns
What the founders and growth equity investor earn across the horizon, and the return on capital deployed.
Returns
Jump to section
- Overview & contents
- i. Important Notice
- 1. Executive Summary
- 2. Why Ekurhuleni
- 3. The Market and the Segment Trap
- 4. Contribution by Segment
- 5. SWOT and Competitive Position
- 6. Winning and Keeping Contracts
- 7. Tendering Into the Public Sector
- 8. Unit Economics and Prime Cost
- 9. Working Capital
- 10. The Five-Year Build and Its Gates
- 11. Funding
- 12. People and Production
- 13. Food Safety and Compliance
- 14. Financial Projections
- 15. Break-Even
- 16. Sensitivity and Scenarios
- 17. Risk Management
- 18. Implementation Timeline
- 19. Returns
- 20. Key Performance Indicators
- 21. Key Assumptions
- 22. Conclusion
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Capital Schedules
- C. Appendix C: Funding and Debt Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
- 19.1 Free cash flow
- 19.2 What the founder holds at Year 5
|
Measure |
Value |
Basis |
|---|---|---|
|
Founder equity |
R2.15m |
Year 1 |
|
Growth equity |
R2.10m |
Year 3, at the kitchen capacity step |
|
Total equity subscribed |
R4.25m |
|
|
Year 5 EBITDA |
R2.11m |
At a 6.6% margin |
|
Exit multiple applied |
6.0x |
Equivalent to 0.40x revenue |
|
Terminal enterprise value |
R12.66m |
|
|
Net debt at Year 5 |
R5.64m |
Loans of R6.86m less cash of R1.21m |
|
Terminal equity value |
R7.02m |
|
|
Money multiple on equity |
1.65x |
|
|
Equity IRR |
13.1% |
On the two subscriptions at their actual timing |
|
Project IRR |
19.4% |
On free cash flow with the terminal enterprise value |
|
Return on capital deployed |
26.6% |
Year 5 EBITDA on R7.94m |
|
Exit multiple at which equity is returned |
4.69x |
|
Exit multiple |
Enterprise value |
Terminal equity |
Project IRR |
Equity IRR |
Money multiple |
|---|---|---|---|---|---|
|
4.0x |
R8.44m |
R2.80m |
4.9% |
-10.0% |
0.66x |
|
4.5x |
R9.49m |
R3.85m |
9.0% |
-2.4% |
0.91x |
|
5.0x |
R10.55m |
R4.91m |
12.7% |
3.6% |
1.15x |
|
5.5x |
R11.61m |
R5.96m |
16.2% |
8.7% |
1.40x |
|
6.0x |
R12.66m |
R7.02m |
19.4% |
13.1% |
1.65x |
|
6.5x |
R13.71m |
R8.07m |
22.4% |
17.0% |
1.90x |
|
7.0x |
R14.77m |
R9.13m |
25.2% |
20.5% |
2.15x |
19.1 Free cash flow
|
R’000 |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|---|---|---|---|---|---|
|
EBITDA |
(476) |
(143) |
225 |
968 |
2 110 |
|
Movement in working capital |
(297) |
(354) |
(589) |
(589) |
(578) |
|
Taxation |
— |
— |
— |
— |
— |
|
Capital expenditure, net of allowance |
(2 740) |
(690) |
(1 415) |
(1 240) |
(1 480) |
|
Free cash flow to the firm |
(3 513) |
(1 187) |
(1 779) |
(861) |
52 |
Free cash flow to the firm is negative in every year of the projection, cumulatively minus R3.62 million, and it is still minus R53 000 in Year 5 after capital expenditure and working capital growth. Substantially all of the value therefore sits in the terminal position. That is the ordinary shape of a contract catering business building a book: every new contract consumes site equipment and debtor funding before it contributes, and a business growing at this rate does not generate free cash until it stops growing.
19.2 What the founder holds at Year 5
|
Position at Year 5 |
Value |
What it produces from Year 6 |
|---|---|---|
|
Contracted revenue base |
R31.82m |
Recurring, with switching costs attached and escalation clauses in place |
|
Kitchen, equipment and vehicles |
R4.64m |
Sized for 3 464 meals a day; no further capacity capital required |
|
Management layer |
Complete |
The founder’s time available for commercial work rather than production |
|
Public-sector track record |
Three years |
A scored requirement in later, larger tenders |
|
HACCP-based system, audited |
From Year 3 |
The condition of institutional and healthcare supply |
|
Assessed loss carried forward |
R2 841’000 |
Shelters Year 6 and Year 7 taxable profit almost entirely |
Year 5 is the first year the business is profitable and the last year of the build. Year 6 runs the same contract book through a kitchen and a management layer already paid for, with no capacity capital, a full year of escalation clauses and R2.84 million of assessed loss still available. The five-year window captures the whole of the cost of building the contract book and one year of owning it.