Execution is organised into three phases over forty-eight months, sequenced so that each stage is de-risked by the last. Phase 1 establishes four cash-generating flagships and the technology spine; Phase 2 raises expansion capital and rolls out regional centres, mobile units, teleradiology and AI, and launches nuclear medicine; Phase 3 completes the twenty-five-centre national network and positions the Company for a strategic exit or further pan-African expansion.
Critical milestones and dependencies
|
Milestone |
Timing |
Key dependency |
|
|---|---|---|---|
|
Financial close & licensing |
Month 1–3 |
Capital commitment; HPCSA / radiation licences |
|
|
Four flagship centres live |
Month 11–12 |
Fit-outs, equipment install, staff, scheme accreditation |
|
|
Series B expansion round |
Month 12–15 |
Flagship performance evidence; investor appetite |
|
|
Phase 2 regional rollout |
Month 14–28 |
Series B capital; site leases; recruitment |
|
|
Nuclear medicine (PET-CT) live |
Month 26–28 |
Specialised licensing; capex tranche B |
|
|
25-centre network complete |
Month 46–48 |
Sustained utilisation; funded expansion facility |
|
|
KEY FINDING The roadmap embeds the funding sequence The plan is explicit that the four flagships must prove utilisation and reporting economics before the Series B expansion round is raised. This staging is deliberate: it de-risks the larger expansion capital by making it contingent on demonstrated performance, and it aligns the funding timeline with the capital structure modelled in Section 14. |
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