THE COMPLETE BUSINESS PLAN
A specific operating decision.
Can the asset mix cover paid production and approval effort before monthly invoices are collected?
Fictional editorial scenario. Prices, workload, wages, costs and financing are illustrative planning inputs, not current quotes, measured local averages or actual organization results.
The forecast shows a net loss in Year 1, Year 2, Year 3. Positive funded cash assumes the full proposed equity is received; it does not establish commercial viability.
01 / THE PLAN
Executive summary
StoryQuay Content proposes a cross-skilled hourly b2b content production agency in Moderate-cost US hybrid workspace; national business clients. A proposed commissioned content agency creating written, visual and video assets to an agreed brief. The central launch decision is: Can the asset mix cover paid production and approval effort before monthly invoices are collected?
Business overview
Authorized business marketing teams commissioning approved content with usable source information and rights. Two-and-a-half producer FTE plus half of the paid creative director provide 480 available production hours monthly at 50% billable utilization. The director is paid for a full operating role but adds only the retained half-delivery contribution. Five services share those hours; no second retainer-bundle pool is added. The scenario is limited to this operating format; activity outside it needs its own inputs.
Key priorities
Use a paid mixed-asset brief to measure research, capture, editing, fact review, client approval and rework. Compare the promised deliverable mix with actual paid effort. An approved asset set and collected invoice establish a trial result, not a guaranteed recurring content calendar. The proposed first operating month is January 2027. The owner should confirm service readiness, paid staffing and available cash before opening the calendar.
Financial highlights
The proposal requires $244,921.63 in equity. Launch spending is $27,800.00, leaving $217,121.63 in opening cash. Year 1 revenue is $376,560.00 and net income is -$57,914.22. The first-year operating shortfall means sales do not yet cover the paid team and overhead. Funding provides time to establish demand; it does not remove that shortfall. The initial project outlay is not recovered within three operating years.
02 / THE PLAN
Company & management
StoryQuay Content proposes the operating format described in this example. The responsible management team must confirm legal formation, scope, paid staffing, commercial terms and cash controls before opening.
Company background
StoryQuay Content is a fictional hybrid agency serving national B2B clients. It sells agreed content production rather than operating client advertising accounts or reselling printed products. A monthly client relationship is quoted from work effort; it does not add separate automatic subscription revenue.
Ownership & management
The proposed owner contribution is $244,921.63 and covers all modeled equity. No external equity is included. Contributions and operating remuneration are separate; the listed paid roles do not establish the owner's employment or tax status.
Team & responsibilities
The paid roster comprises 2.5 producer FTE, a full creative director and half-time operations support. Three prorated producer budget units represent 2.5 full-time equivalents; only half of the paid creative director’s time adds delivery hours. No unpaid founder production is added. Producer budgets: 3 × $4,861.11 monthly, plus a 15% employer-cost allowance; Creative director: 1 × $8,750.00 monthly, plus a 15% employer-cost allowance; Operations admin: 1 × $2,000.00 monthly, plus a 15% employer-cost allowance. Paid roles are counted once in operating expenses. A zero employer allowance excludes burden from the forecast; it does not prove that no statutory charge or benefit is owed. Confirm the actual roster and fully loaded pay before launch.
03 / THE PLAN
Products & business model
The offer is limited to work the team can define, price and deliver consistently. Each agreement should identify the buyer, included tasks, access requirements, deliverables, acceptance and payment terms.
Products & services
Articles, social assets, video, graphic design and longer case studies/ebooks share the production calendar. Briefs specify source interviews, capture, editing, versions, permissions and review rounds. Client-specific stock/music rights and outside specialists are direct purchases.
Pricing & revenue streams
3 paid production-equivalent FTE provide 480.000 scheduled hours per month (160.000 per person). Requested sold time starts at 50% of allocated capacity and follows a 1-month ramp. Five service shares total 100%; each hour is allocated once. Uniform monthly demand is assumed. Requested work grows 0% annually, subject to the available-hour ceiling; fees grow 2% annually. Staffing stays fixed. Articles: 25% of the shared capacity at $125.00 per billable hour. Social assets: 20% of the shared capacity at $110.00 per billable hour. Video: 25% of the shared capacity at $150.00 per billable hour. Graphic design: 20% of the shared capacity at $120.00 per billable hour. Long-form: 10% of the shared capacity at $160.00 per billable hour. Fees exclude customer sales tax. Confirm scope and any exceptional materials before accepting a fixed price. Displayed shares are rounded to two decimals; calculations retain the full-precision mix.
Customer value
The proposed value is usable, approved material with a clear brief and rights trail. The agency must distinguish a demonstrated customer result from a client assertion. Commissioning content does not guarantee rankings, leads, sales or platform distribution.
04 / THE PLAN
Market & competition
The initial market is the specific buyer and buying occasion described below. The launch should be justified by paid work in a practical service area, rather than by applying a market-share percentage to a broad industry estimate.
Target customers
Authorized business marketing teams commissioning approved content with usable source information and rights. Confirm who commissions the work, who supplies access or records and who authorizes payment. Keep the initial territory small enough to support the promised response and delivery time.
Demand & validation
Use a paid mixed-asset brief to measure research, capture, editing, fact review, client approval and rework. Compare the promised deliverable mix with actual paid effort. An approved asset set and collected invoice establish a trial result, not a guaranteed recurring content calendar.
Competition & positioning
Alternatives include internal teams, independent producers and other agencies. Compare the asset mix, research, rights, production quality and approval responsibility. A per-post quotation cannot establish the workload of a video-heavy monthly brief.
05 / THE PLAN
Marketing & sales
The acquisition process should bring in work that fits the team and produces collected contribution after delivery costs. Track qualified opportunities, accepted quotes, completed work and cash received as separate steps.
Customer acquisition
Proposed channels are relevant B2B introductions and accurately labeled production samples. Fixed sales/marketing spending remains separate from director salary. Qualify source availability, reviewer authority and deadlines before reserving scarce capture or editing time.
Sales process
Agree content scope, input deadlines, factual approval, rights, revisions and invoice terms. All services use 30-day customer credit, with no upfront retainer assumption. Client media spend is outside receipts, and freelancer purchases do not create a second earned client-fee stream.
Retention & measurement
Archive accepted versions and scope notes, then quote the next brief against the same available hours. Review late client inputs, revision counts and invoice aging. A standing content meeting is not evidence that the buyer will renew or pay for every proposed asset.
06 / THE PLAN
Operations & milestones
Operating delivery must fit the actual premises, equipment, paid roster and service window. Confirm required resources and permissions before accepting customer or participant commitments.
Facilities & resources
Configured workstations, modest camera/audio/lighting equipment and durable furniture/network tools support launch. Eligible project stock/music rights are direct services; an ineligible individual subscription is not assumed to cover agency usage. No physical production inventory is held. The refundable premises deposit is paid before opening and remains at cost without depreciation in the asset ledger; no refund is assumed. This aggregation is a planning proxy rather than formal accounting classification. The launch asset budget is Creative laptops monitors and docks: $10,000.00; Camera lighting and audio equipment: $3,500.00; Furniture network and meeting equipment: $2,500.00; Refundable workspace deposit: $1,100.00.
Service delivery
Gather the brief and source material, schedule the asset mix, create, review facts and rights, revise within scope and deliver approved versions. The cross-skilled team still needs actual specialist coverage; aggregate hours cannot compensate for missing capture or editing capability.
Launch & development milestones
Verify people, permissions, eligible software/media rights, insurance and workspace terms. Complete a paid brief through approval and collection before promising a recurring bundle. Later producer expansion remains excluded until a new funded roster is justified. The initial funding proposal of $153,810.64 leaves a lowest forecast cash balance of -$81,110.99. The revised proposal adds $91,110.99 of uncommitted owner cash, bringing total proposed funding to $244,921.63. Revenue and paid costs are unchanged; the added reserve targets a selected $10,000 minimum cash balance and does not remove the operating loss.
07 / THE PLAN
Funding request & use of funds
All proposed equity must be available before launch payments. The funding plan separates equipment and setup spending from the cash reserve needed to support operations.
Use of funds
Launch spending totals $27,800.00: $17,100.00 for assets and refundable deposits, $10,700.00 for expensed setup and $0.00 for opening inventory. Refundable deposits (Refundable workspace deposit: $1,100.00) are paid once before opening and held at cost without depreciation in the planning asset ledger. This aggregates their carrying value with other assets as a planning proxy; refund timing, impairment and formal accounting classification are not modeled. Deposit cash is unavailable for operations. Additional site work needs scoped quotes.
Sources of funding
Total proposed equity is $244,921.63, entirely from the owner. This contribution is uncommitted. No external investors or borrowing are included, and financing receipts are separate from earned revenue.
Owner contribution
The owner must confirm availability and transfer of the proposed $244,921.63 contribution. The saved payroll rows fund continuing operating work separately from contributed capital. Equipment, setup, supplier and payroll obligations require cash even when additional time is contributed.
Funding request
No external equity is requested. Receiving the proposed owner equity leaves $217,121.63 of opening cash and a forecast funding gap of $0.00. Confirm the owner's available funds and transfer date before committing launch payments.
08 / THE PLAN
Financial plan
The forecast covers January 2027–December 2029 in USD, with launch spending reported separately. Its usefulness depends on the service mix, fee, staffing cost and collection terms below.
Forecast assumptions
3 paid production-equivalent FTE provide 480.000 scheduled hours per month (160.000 per person). Requested sold time starts at 50% of allocated capacity and follows a 1-month ramp. Five service shares total 100%; each hour is allocated once. Uniform monthly demand is assumed. Requested work grows 0% annually, subject to the available-hour ceiling; fees grow 2% annually. Staffing stays fixed.
Named direct costs total 7% of operating receipts. Specialist freelance production: 5% of operating receipts, 0% allocated to tangible stock; Project stock media and music licenses: 2% of operating receipts, 0% allocated to tangible stock. No purchased stock is held. All paid-role rows remain separate operating expenses. Fixed salary and overhead assumptions grow 3% annually. Collections use 30 days. Inventory uses 0 physical material days applied once to each material share. Supplier payments use 0 effective total-direct-cost days across material purchases and outside services, a blended timing approximation rather than a material-only credit schedule. Displayed rates and stock days are rounded to two decimals; calculations retain full input precision. The 21% income-tax provision is a scenario input. Personal taxes and customer sales-tax remittances are outside this scenario. Role-specific employer allowances follow the saved payroll rows.
Financial outlook
Year 1: revenue $376,560.00, EBITDA -$53,047.56, net income -$57,914.22 and closing cash $132,694.07. Year 2: revenue $384,091.20, EBITDA -$58,084.56, net income -$62,951.24 and closing cash $73,981.91. Year 3: revenue $391,773.00, EBITDA -$63,341.76, net income -$68,208.42 and closing cash $10,000.00. The first-year operating shortfall means sales do not yet cover the paid team and overhead. Funding provides time to establish demand; it does not remove that shortfall. EBITDA excludes depreciation, interest and income tax; net income includes depreciation and the tax provision.
Cash needs & financial resilience
The lowest forecast cash balance is $10,000.00, and the funding gap is $0.00. Positive monthly operating EBITDA is not reached within the three years. The initial project outlay is not recovered within three operating years. Cash differs from profit because of equipment spending, depreciation, collection delays and financing. Review the monthly low point before committing the reserve.
Debt & repayment
No debt or investor distributions are included. Any borrowing option needs an amount, draw date, interest rate and repayment schedule before its affordability can be assessed. Pre-tax project payback measures recovery of the operating investment; it is not a promised dividend, investor return or financing approval.
09 / THE PLAN
Risks & contingencies
The main exposure is committing paid resources before collected sales justify them. The owner should use the service-specific risks below to decide when to narrow the offer, defer spending or stop.
Key risks
Late inputs, unsupported claims, rights errors and repeated review can consume the content fee. Video-heavy work may exhaust the relevant skill before other hours are used. Full payroll continues while accepted deliverables and invoices wait for client approval.
Contingency actions
Require source and reviewer readiness, price the asset mix and track all approval/rework time. Test fewer sold hours and slower collections with the paid director and producers retained. Narrow deliverables when actual capacity cannot support the requested deadline.
10 / THE PLAN
Supporting documents
The launch decision needs commercial evidence as well as a forecast. Maintain an organized working file so that costs, commitments and delivery capacity can be reviewed before money is spent.
Available supporting information
The operating proposal defines the customer, service boundary, paid roles, launch assets and collection terms. The accompanying annual financial statements set out earnings, cash flow and the balance sheet for the three-year period. All funding remains a proposal; the business is at the prelaunch stage.
Documents to obtain
Verified producer skills, authorized case evidence, client approval/rights agreements, eligible software and stock quotes, insurance, actual premises terms and paid production records remain outstanding. No live content results or committed monthly retainer is supplied. Record the actual fee, total delivery effort and date of payment for each trial assignment. Update the forecast and funding decision when quotes, commitments or measured results change a material assumption.
02 / THE FINANCIAL MODEL
How this business earns and uses cash.
3 paid production-equivalent FTE provide 480.000 scheduled hours per month (160.000 per person). Requested sold time starts at 50% of allocated capacity and follows a 1-month ramp. Five service shares total 100%; each hour is allocated once. Uniform monthly demand is assumed. Requested work grows 0% annually, subject to the available-hour ceiling; fees grow 2% annually. Staffing stays fixed.
The forecast covers three operating years, with prelaunch spending shown separately. Fees, workload, staffing and collection terms determine whether the business can cover its commitments and preserve cash.
| Category | Pool allocation | Base price | Billing unit |
|---|---|---|---|
| Articles | 25% | $125.00 | One sold hour |
| Social assets | 20% | $110.00 | One sold hour |
| Video | 25% | $150.00 | One sold hour |
| Graphic design | 20% | $120.00 | One sold hour |
| Long-form | 10% | $160.00 | One sold hour |
| Cost or paid role | Base input | Treatment |
|---|---|---|
| Producer budgets | $14,583.33/month before employer costs | Paid role; 15% employer allowance |
| Creative director | $8,750.00/month before employer costs | Paid role; 15% employer allowance |
| Operations admin | $2,000.00/month before employer costs | Paid role; 15% employer allowance |
| Specialist freelance production | 5% of operating receipts | Cost of sales; 0% tangible stock |
| Project stock media and music licenses | 2% of operating receipts | Cost of sales; 0% tangible stock |
| Hybrid workspace and meeting rooms | $1,100.00/month before employer costs | Operating expense |
| Creative and business software | $750.00/month before employer costs | Operating expense |
| Professional general and cyber insurance | $270.00/month before employer costs | Operating expense |
| Bookkeeping legal and compliance | $350.00/month before employer costs | Operating expense |
| Recurring sales and marketing | $750.00/month before employer costs | Operating expense |
| Telecom and remote connectivity | $200.00/month before employer costs | Operating expense |
| Client travel and professional training | $400.00/month before employer costs | Operating expense |
| Supplies maintenance and IT support | $180.00/month before employer costs | Operating expense |
| Payment processing fees | 0.5% of operating receipts | Operating expense |
| Customer credit loss provision cash buffer | 1% of operating receipts | Operating expense |
| Input | Case value |
|---|---|
| Collection delay | 30 days |
| Physical material stock / effective direct-cost payment | 0 days / 0 days |
| Direct costs | 7% of operating receipts |
| Price / requested-demand growth | 2% / 0% annually |
| Salary and fixed-cost growth | 3% annually |
| Income-tax provision | 21% simplified provision |
| Proposed owner equity | $244,921.63 |
| Proposed external equity | $0.00 |
| Prelaunch setup | $10,700.00 |
Direct costs cover 7% of operating receipts and exclude the paid roles already shown in operating expenses. This scenario holds no purchased stock. All-in customer prices are not duplicated as extra parts or product revenue. Displayed rates and stock days are rounded to two decimals; calculations retain full input precision.
What the forecast shows
The forecast shows a net loss in Year 1, Year 2, Year 3. Net income includes depreciation and the monthly tax provision. EBITDA excludes depreciation, interest and tax; cash also reflects assets, working capital and financing.
| Measure | Year 1 · 2027 | Year 2 · 2028 | Year 3 · 2029 |
|---|---|---|---|
| Revenue | $376,560.00 | $384,091.20 | $391,773.00 |
| Cost of sales | $26,359.20 | $26,886.36 | $27,424.20 |
| Gross profit | $350,200.80 | $357,204.84 | $364,348.80 |
| Operating expenses | $403,248.36 | $415,289.40 | $427,690.56 |
| EBITDA | -$53,047.56 | -$58,084.56 | -$63,341.76 |
| Depreciation | $4,866.66 | $4,866.68 | $4,866.66 |
| Interest | $0.00 | $0.00 | $0.00 |
| Tax provision | $0.00 | $0.00 | $0.00 |
| Net income | -$57,914.22 | -$62,951.24 | -$68,208.42 |
| Measure | Year 1 · 2027 | Year 2 · 2028 | Year 3 · 2029 |
|---|---|---|---|
| Opening cash | $217,121.63 | $132,694.07 | $73,981.91 |
| Customer collections | $345,180.00 | $383,463.60 | $391,132.85 |
| Supplier payments | $26,359.20 | $26,886.36 | $27,424.20 |
| Operating expenses paid | $403,248.36 | $415,289.40 | $427,690.56 |
| Interest paid | $0.00 | $0.00 | $0.00 |
| Tax provision paid | $0.00 | $0.00 | $0.00 |
| Operating cash flow | -$84,427.56 | -$58,712.16 | -$63,981.91 |
| Investing cash flow | $0.00 | $0.00 | $0.00 |
| Financing cash flow | $0.00 | $0.00 | $0.00 |
| Net change | -$84,427.56 | -$58,712.16 | -$63,981.91 |
| Closing cash | $132,694.07 | $73,981.91 | $10,000.00 |
| Measure | Year 1 · 2027 | Year 2 · 2028 | Year 3 · 2029 |
|---|---|---|---|
| Cash | $132,694.07 | $73,981.91 | $10,000.00 |
| Receivables | $31,380.00 | $32,007.60 | $32,647.75 |
| Inventory | $0.00 | $0.00 | $0.00 |
| Assets and deposits | $12,233.34 | $7,366.66 | $2,500.00 |
| Assets | $176,307.41 | $113,356.17 | $45,147.75 |
| Payables | $0.00 | $0.00 | $0.00 |
| Loan balance | $0.00 | $0.00 | $0.00 |
| Liabilities | $0.00 | $0.00 | $0.00 |
| Equity and retained earnings | $176,307.41 | $113,356.17 | $45,147.75 |
| Reconciliation difference | $0.00 | $0.00 | $0.00 |
Launch spending is $27,800.00; opening cash is $217,121.63 after all proposed equity. The unfunded gap is $0.00. Pre-tax project payback is not reached within 36 months. Project recovery is not an investor distribution.
Inspect the actual report
Planning limits and qualifications
Planning model, not audited accounts or tax advice. Revenue follows the selected sales or service activity. Any modeled subscriptions use monthly billing. Annual prepayments, milestone invoices, unbilled contract assets, customer taxes, seller settlements, capitalized interest and tax-loss carryforwards are not modeled. Refundable launch deposits are included at cost; refund timing, impairment and formal classification are outside scope.
Collection and supplier terms use 30-day monthly interpolation. Inventory purchases and non-stock direct costs use supplier terms; operating costs, setup costs, taxes and opening stock are paid immediately. Stock coverage applies only to linked goods costs. Production stock is tracked separately at unit cost.
Fictional editorial scenario. Prices, workload, wages, costs and financing are illustrative planning inputs, not current quotes, measured local averages or actual organization results.
2027-2029 holds the source initial roster, workload, mix and base fees; later expansion is omitted. Fees grow 2%, paid/fixed costs 3%; payroll adds 15% employer allowance and uses prorated cent-rounded budgets. Named direct costs stay separate. Physical material stock days apply once; AP uses effective mixed-cost days. Deposits are paid at cost with no depreciation or assumed refund. Credit-loss provisions become cash buffers; asset depreciation is illustrative.
Role-specific employer-cost allowances follow the saved paid-role rows; zero excludes employer burden rather than proving no obligation. The 21% income-tax provision is an explicit scenario input. A zero input excludes entity income taxes from these results and establishes no exemption; personal taxes, customer sales-tax receipts/remittances and distributions are outside the scenario.
All equity is proposed, uncommitted month-0 cash. No debt is modeled. Opening cash is a reserve, not an extra startup expense. Asset/setup/insurance/premises allowances need scoped quotes; the listed refundable deposits are included, while unquoted additional site works are excluded.
Inventory days are physical material coverage applied once to each named COGS row’s inventory share. Payment days are the effective blended delay across all direct-cost purchases and services, not a physical material supplier term. The shared payment schedule is a simplified timing proxy; material-specific supplier schedules are not modeled.
Refundable deposits are paid once before opening and retained at cost without depreciation in the planning asset ledger. Assets and deposits are aggregated as a planning proxy; their formal accounting classification, impairment, refund timing and recovery are not modeled. Deposit cash is not available operating cash.
Fictional editorial scenario. Prices, workload, wages, costs and financing are illustrative planning inputs, not current quotes, measured local averages or actual organization results.
2027-2029 holds the source initial roster, workload, mix and base fees; later expansion is omitted. Fees grow 2%, paid/fixed costs 3%; payroll adds 15% employer allowance and uses prorated cent-rounded budgets. Named direct costs stay separate. Physical material stock days apply once; AP uses effective mixed-cost days. Deposits are paid at cost with no depreciation or assumed refund. Credit-loss provisions become cash buffers; asset depreciation is illustrative.
Role-specific employer-cost allowances follow the saved paid-role rows; zero excludes employer burden rather than proving no obligation. The 21% income-tax provision is an explicit scenario input. A zero input excludes entity income taxes from these results and establishes no exemption; personal taxes, customer sales-tax receipts/remittances and distributions are outside the scenario.
All equity is proposed, uncommitted month-0 cash. No debt is modeled. Opening cash is a reserve, not an extra startup expense. Asset/setup/insurance/premises allowances need scoped quotes; the listed refundable deposits are included, while unquoted additional site works are excluded.
Inventory days are physical material coverage applied once to each named COGS row’s inventory share. Payment days are the effective blended delay across all direct-cost purchases and services, not a physical material supplier term. The shared payment schedule is a simplified timing proxy; material-specific supplier schedules are not modeled.
Refundable deposits are paid once before opening and retained at cost without depreciation in the planning asset ledger. Assets and deposits are aggregated as a planning proxy; their formal accounting classification, impairment, refund timing and recovery are not modeled. Deposit cash is not available operating cash.
03 / ACTUAL TEN-SLIDE PITCH
A focused funding conversation.
All ten pages of the delivered PDF. Buyer demand, team roles and funding remain proposed.
StoryQuay Content
Every slide is available in the complete ten-slide PDF. The full slide text follows.
Read the complete slide outline
1. StoryQuay Content
Define the assets before the deadline.
Fictional prelaunch
2. Asset mix and approvals determine the real workload.
Paid delivery capacity
50% sold-time target
Preparation and support also take time.
Paid work will test time and margin.
3. A clear scope. A controlled delivery process.
Agree
Schedule
Deliver
Collect
One agreed scope. Documented acceptance.
4. Start with a reachable buying occasion.
Marketing teams
Commissioned content assets
Business sponsors
A scoped case study
Schematic; buyers and area to validate.
5. Every service draws from one pool of hours.
Mix
Articles 25%
125/h
Social assets 20%
110/h
Video 25%
150/h
Graphic design 20%
120/h
Long-form 10%
160/h
USD / sold hour; illustrative shared-time mix.
6. Compete on the job and the commercial terms.
Possible alternatives
Check before booking
Internal content teams
Brief and evidence
Independent producers
Rights and reviews
Other content agencies
Effort and cash
Compare equivalent work and written terms.
7. Fund the launch. Keep a reserve.
244,921.63
Proposed equity
27,800.00
Launch uses
217,121.63
Opening cash
Year 1 net loss: USD -57,914.22
Minimum cash: USD 10,000.00
8. Proposed team. Clear delivery responsibilities.
Monthly base pay
Producer budgets
14,583.33
Creative director
8,750.00
Operations admin
2,000.00
Producers and part of director time supply delivery.
9. Prove the job economics before adding capacity.
Paid brief
Asset review
Fees received
Prelaunch. These are the next tests.
10. Proposed owner equity.
USD 244,921.63
External equity requested: USD 0.00
Terms and funding remain uncommitted.
Project payback: not reached within 36 months
KEEP THE COMPLETE EXAMPLE
Three matching documents.
Free fictional sample PDFs. Actual page counts and byte sizes are shown below.
Business plan
11 pages · A4 portrait
94,969 bytes · PDF
Financial report
7 pages · A4 landscape
63,574 bytes · PDF
Pitch deck
10 pages · 16:9 landscape
47,669 bytes · PDF
Build around your own decisions.
Use your own service boundary, actual quotes, paid staffing and payment terms. Review every assumption before preparing your own package.
Create a plan like this ↗