Highveld Detailing Business Plan — Implementation Roadmap
The site-by-site roll-out programme, dependencies and the gate at each stage.
Section 21 of 38
Implementation Roadmap
Jump to section
- 0. Basis of Preparation and Important Notice
- 1. Executive Summary
- 2. Investment Thesis
- 3. What Must Be True, and What Would Break the Thesis
- 4. Company, Structure and Governance
- 5. The Customer Problem and the Value Proposition
- 6. Service Portfolio, Pricing and Contribution
- 7. Industry Structure and Profitability
- 8. Market Sizing and the Addressable Opportunity
- 9. Customer Segments and Buying Behaviour
- 10. Competitive Landscape
- 11. Business Model and Revenue Architecture
- 12. Channel Economics: Where the Capital Should Go
- 13. Go-to-Market Strategy
- 14. Operating Model
- 15. People and Organisation
- 16. Strategic Plan
- 17. SWOT and Strategic Implications
- 18. Risk Analysis
- 19. ESG, Transformation and Development Impact
- 20. Implementation Roadmap
- 21. Financial Assumptions
- 22. Cost Structure and Operating Leverage
- 23. Projected Income Statement
- 24. Projected Balance Sheet
- 25. Projected Cash Flow
- 26. Capital Expenditure
- 27. Funding Requirement and Structure
- 28. Debt Serviceability
- 29. Break-even Analysis
- 30. Valuation and Investor Returns
- 31. Sensitivity and Scenario Analysis
- 32. Key Performance Indicators and Management Dashboard
- 33. Exit Strategy
- 34. Conclusion and Recommendation
- A. Appendix A: Detailed Assumptions Register
- B. Appendix B: Roll-out Schedule
- C. Appendix C: Model Integrity Verification
The critical path does not run through construction. Studio fit-out is a nine-week exercise with known suppliers. The binding constraint is signing dealer groups two and three by month twenty, because every subsequent unit mobilisation depends on it.
Roll-out sequence
Table 37. Phase structure and gating
|
Phase |
Months |
Principal activities |
Capital committed |
Gate to the next phase |
|---|---|---|---|---|
|
Pre-launch |
1–3 |
Funding close, premises secured, studio fit-out, solar and water plant installed, recruitment and academy establishment, brand build |
R5.9m plus pre-operating |
Studio operational and first cohort trained |
|
Launch |
3–10 |
Flagship studio opens; retail brand launch; first two mobile units deployed; first dealer pilot signed and mobilised |
Mobile units and first dealer equipment |
Studio protection bays at target utilisation |
|
Ramp-up |
10–22 |
Dealer groups two and three contracted; units three to eight mobilised; Tranche B drawn at month 15; second studio secured and fitted |
R9.0m equity plus R6.2m |
Three groups signed and unit economics demonstrated |
|
Scale-up |
22–48 |
Second studio opens; units nine to twenty-six mobilised; mobile units five and six deployed; term loan amortisation commences at month 37 |
In-dealership equipment, funded from operating cash flow |
Debt service cover above covenant |
|
Exit preparation |
48–60 |
Final unit mobilisations; contract renewals secured; vendor due diligence; optimisation rather than expansion |
Maintenance capital only |
A contracted, cash-generative platform ready for sale |
Critical path and dependencies
- Funding close is the gate on everything. Studio lease, equipment orders and recruitment all depend on it. A three-month delay to funding close shifts the entire plan by three months and pushes EBITDA break-even from month 13 to month 16.
- Academy establishment precedes dealer mobilisation. The first embedded unit cannot mobilise until trained detailers exist. This is why the academy is established in the pre-launch phase rather than when it is first needed.
- Dealer groups two and three are the binding constraint. The plan mobilises twenty-two units between months twenty-two and fifty-nine. Those units do not exist as separate sales; they are sites within groups already contracted. If the second and third groups are not signed by month twenty, the scale-up phase does not happen and the plan reverts to something close to the downside case.
- Term loan amortisation begins at month 37. This is the point at which the business must be generating operating cash flow. Debt service cover in FY2030 is 1.03x, which is the tightest point in the plan and is discussed in Section 28.