Series A — use of funds
|
Uses (Series A) |
R m |
Sources |
R m |
|---|---|---|---|
|
120-bed flagship facility |
420 |
Series A equity |
450 |
|
Medical equipment |
110 |
Series A term debt |
250 |
|
Digital systems |
35 |
||
|
Working capital |
85 |
||
|
Marketing & launch |
15 |
||
|
Staff recruitment & training |
35 |
||
|
Total |
700 |
Total |
700 |
The two-round funding structure
Consistent with the invitation to structure the raise across funding rounds, the plan is capitalised in two stages, each blending equity and term debt. The R700 million Series A (R450 million equity and R250 million debt) funds the flagship, equipment, digital platform, working capital, launch and recruitment. The R600 million Series B (R380 million equity and R220 million debt), raised once the flagship demonstrates occupancy, outcomes and payer contracting, funds the Pretoria and Cape Town centres and the start of regional expansion. Staging the capital reduces early dilution, matches funding to proven performance, and gives investors and lenders natural decision points, with the debt secured against the facilities and sized conservatively against maturing cash flow.
|
Round |
Equity |
Debt |
Total |
Timing & purpose |
|---|---|---|---|---|
|
Series A |
R450m |
R250m |
R700m |
Year 1 — flagship & launch |
|
Series B |
R380m |
R220m |
R600m |
Year 3 — metro network & expansion |
|
Total |
R830m |
R470m |
R1,300m |
Full Phase-1 build to Year 5 |
Debt service and covenant headroom
|
Credit metric |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|---|---|---|---|---|---|
|
Term debt (R m) |
250 |
250 |
470 |
432 |
398 |
|
Debt service (R m) |
32.5 |
32.5 |
61.1 |
98.7 |
90.8 |
|
DSCR (x) |
0.44× |
1.48× |
1.64× |
1.77× |
3.03× |
|
Net debt / EBITDA (x) |
10.6× |
3.9× |
2.6× |
1.3× |
0.8× |
Analyst flagDebt must be structured to the J-curve — grace period and reserves are essential
Debt-service cover is below 1.0× in Year 1 as the flagship carries full financing on ramping occupancy, before strengthening to comfortable levels (above 1.6× from Year 3 and 3× by Year 5) as EBITDA grows. This is a ramp-timing issue, not a fundamental one, but it must be structured for: an interest-only or grace period on the term debt through construction and early ramp, a debt-service reserve, covenant headroom sized to the ramp, and the equity-heavy funding mix already built into the plan. Development-finance and impact lenders, familiar with healthcare-infrastructure ramps, are natural partners for this structure.