Midrand Print Company Business Plan — Management and Organisation

The management, production and sales establishment required to run a commercial print operation.

Section 14 of 28

Management and Organisation

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13.1 Organisational structure and headcount

Function	FY2027	FY2028	FY2029	FY2030	FY2031
Production — press, finishing, kitting, despatch	15	19	27	31	34
Sales, account management and studio	4	5	7	8	8
Finance, administration and management	5	5	5	5	5
Total headcount	24	29	39	44	47
Revenue per employee (R m)	0.65	1.12	1.21	1.32	1.45

Table 21: Headcount by function, closing position each year

Production headcount scales with volume; administration is held flat at five, which is how overhead absorption is achieved, a systems-dependent assumption that fails if the platform investment is deferred.

13.2 Key roles

Role	Responsibility	Competency required	Why it is critical
Managing Director	Commercial leadership, key accounts, investor and lender relationships	Corporate print sales; P&L ownership	Carries the FY2027 client relationships
Operations Director	Production, scheduling, quality, procurement, facility	Digital production; lean scheduling; OEM negotiation	Determines whether modelled throughput is achieved
Financial Manager	Reporting, credit control, treasury, covenant compliance	Manufacturing costing; working-capital management	Credit control is a survival function through FY2029
Head of Client Programmes	Programme design, template governance, account management	Marketing operations; platform configuration	Owns retention, which matters more than acquisition
Production Scheduler	Daily capacity planning, batching, job release	Substrate and finishing route optimisation	The most under-appreciated role; controls effective capacity

Table 22: Key management roles and their criticality

13.3 Governance

A board of five is proposed: two investor-appointed non-executives, two founder executives and one independent non-executive with sector experience. Meetings quarterly, with monthly reporting against the KPI set in Section 23. A separate audit committee is not proposed at this scale.

Two reserved matters are recommended: unbudgeted capital expenditure above R750,000, and any drawdown taking revolver utilisation above 80% of the limit. The second is unusual but appropriate, the base case peaks at R6.8m against a R7.5m limit.

13.4 Incentives

An annual bonus pool of up to 15% of salary is proposed, allocated 40% to EBITDA against budget, 35% to contracted programme account count and 25% to debtor days. Revenue is deliberately not a bonus metric: with a 45% gross margin floor and a 49-day cash cycle, revenue bought at low margin or on stretched terms destroys value.