THE COMPLETE BUSINESS PLAN
A specific operating decision.
Can billed post-hours fund the full officer roster while client invoices are still outstanding?
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
HarborPost Guarding proposes a contract unarmed-guarding agency with a paid eight-officer roster in Jacksonville, Florida; local staffed assignments. A proposed unarmed guarding agency selling scoped and staffed post coverage with assignment reporting. The central launch decision is: Can billed post-hours fund the full officer roster while client invoices are still outstanding?
Business overview
Authorized commercial, residential, construction and event decision-makers commissioning an eligible unarmed coverage assignment. Eight committed paid officer FTE provide 1,280 scheduled guard hours monthly; 80% is allocated to billed assignments across five categories. A separate paid operations/administration manager handles scheduling and contracts. Monthly average hours do not prove shift relief, required skills or continuous coverage. The scenario is limited to this operating format; activity outside it needs its own inputs.
Key priorities
Validate a limited paid assignment through staffing, reporting, acceptance and collection. Compare the shift plan with the full roster before proposing another site. A pool of available monthly hours does not prove continuous coverage or sufficient qualified officers on the specific night a client requests. 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 $181,651.64 in equity. Launch spending is $25,900.00, leaving $155,751.64 in opening cash. Year 1 revenue is $514,867.20 and net income is -$21,289.72. 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
HarborPost Guarding 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
HarborPost Guarding is a fictional Jacksonville agency proposing unarmed assignments from a small dispatch office. Launch depends on verifying agency, manager and officer eligibility and suitable insurance. The plan does not represent an operating license, a signed security contract or an approved fire-watch assignment.
Ownership & management
The proposed owner contribution is $181,651.64 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
All eight officer FTE receive the full retained source base salary; only a share of their available schedule is billed. One paid operations/administration manager, treated as the owner’s operating role, adds no post-hours. Relief, breaks and absences must fit an actual roster before any coverage promise. Security officers: 8 × $3,466.67 monthly, plus a 15% employer-cost allowance; Operations/admin: 1 × $5,000.00 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
Commercial, residential, construction, event and fire-watch categories allocate guard hours once. Each contract needs post duties, site conditions, escalation, reporting and a coverage window. A more expensive category is not a separate crew, and fire watch is accepted only after the assignment’s actual requirements are established.
Pricing & revenue streams
8 paid officers provide 1280.000 scheduled hours per month (160.000 per person). Requested sold time starts at 80% 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. Commercial: 35% of the shared capacity at $40.00 per billable hour. Residential: 25% of the shared capacity at $40.00 per billable hour. Construction: 20% of the shared capacity at $42.00 per billable hour. Events: 10% of the shared capacity at $50.00 per billable hour. Fire watch: 10% of the shared capacity at $45.00 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 benefit is agreed staffing, clear post instructions and an auditable shift report. Coverage should be sold only when the roster can perform the duties. No prevention guarantee or claim that the company can replace every public emergency or specialist response service is made.
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 commercial, residential, construction and event decision-makers commissioning an eligible unarmed coverage assignment. 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
Validate a limited paid assignment through staffing, reporting, acceptance and collection. Compare the shift plan with the full roster before proposing another site. A pool of available monthly hours does not prove continuous coverage or sufficient qualified officers on the specific night a client requests.
Competition & positioning
Clients may choose other licensed guarding agencies, an internal security team or an existing facilities contract. Compare duties, supervision, relief, insurance and reporting. An hourly bid is incomplete if its paid coverage assumptions cannot meet the actual post schedule.
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 qualified property/facilities introductions and scoped bids. The sales-acquisition allowance is distinct from management salary and prelaunch collateral. Screen work conditions and payment authority before pursuing volume, and do not advertise a credential or government-contract award that has not been obtained.
Sales process
Agree the assignment, duties, hours, eligibility, reporting and payment process before deployment. The model retains 27 weighted collection days from mostly 30-day invoicing, with no separately modeled deposit liability. Confirm who signs timesheets and resolves disputes before payroll starts.
Retention & measurement
Review shift records, incidents, staffing changes and invoice aging with the authorized client. A renewal must be checked against roster availability and current scope. Additional hours require an approved change; replacing an absent officer is coverage work rather than a new independent sale.
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
Field radios/devices and office hardware are launch assets. Deployment reimbursements and uniform/training services are direct costs, while salaries, insurance and dispatch overhead remain separate. No owned patrol fleet or tangible resale stock is modeled. 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 Field radios and durable devices: $8,000.00; Office equipment and computers: $4,000.00; Deposit startup cash: $2,400.00.
Service delivery
Confirm post instructions and eligibility, roster named coverage and relief, brief officers, record shifts, review reports and invoice authorized hours. The available-hour assumption allows leave/training below a gross work year, but does not settle actual overtime or legal scheduling requirements.
Launch & development milestones
Verify Florida agency/manager/officer requirements against the actual people and scope, bind suitable insurance and complete a documented paid assignment. Inspect payroll coverage through collection before adding another site. The fixed eight-officer case excludes later source expansion to sixteen officers.
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 $25,900.00: $14,400.00 for assets and refundable deposits, $11,500.00 for expensed setup and $0.00 for opening inventory. Refundable deposits (Deposit startup cash: $2,400.00) 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 $181,651.64, 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 $181,651.64 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 $155,751.64 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
8 paid officers provide 1280.000 scheduled hours per month (160.000 per person). Requested sold time starts at 80% 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 3.5% of operating receipts. Deployment travel and reimbursements: 2% of operating receipts, 0% allocated to tangible stock; Uniform rental and field training: 1.5% 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 27 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 $514,867.20, EBITDA -$17,289.72, net income -$21,289.72 and closing cash $99,846.88. Year 2: revenue $525,164.52, EBITDA -$22,632.72, net income -$26,632.72 and closing cash $76,441.86. Year 3: revenue $535,667.76, EBITDA -$28,232.76, net income -$32,232.76 and closing cash $47,421.36. 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 $47,421.36, 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
Absence, unsuitable post duties, unpriced relief and overtime can raise paid coverage above billed hours. A disputed timesheet can delay a large invoice while the entire roster still requires pay. Aggregate utilization cannot demonstrate a safe or workable shift calendar.
Contingency actions
Price from the complete roster and written duties, retain relief coverage and require timely shift approval. Monitor paid versus billed hours, overtime and receivable age by assignment. Reduce or decline coverage when verified staff, scope or cash cannot support it.
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
Agency/manager/officer eligibility, actual training and insurance, site/post instructions, named shift and relief rosters, employment/overtime terms, signed client terms and funding availability remain outstanding. The official Florida agency application is contextual evidence, not approval of this fictional operator. 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.
8 paid officers provide 1280.000 scheduled hours per month (160.000 per person). Requested sold time starts at 80% 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 |
|---|---|---|---|
| Commercial | 35% | $40.00 | One sold hour |
| Residential | 25% | $40.00 | One sold hour |
| Construction | 20% | $42.00 | One sold hour |
| Events | 10% | $50.00 | One sold hour |
| Fire watch | 10% | $45.00 | One sold hour |
| Cost or paid role | Base input | Treatment |
|---|---|---|
| Security officers | $27,733.36/month before employer costs | Paid role; 15% employer allowance |
| Operations/admin | $5,000.00/month before employer costs | Paid role; 15% employer allowance |
| Deployment travel and reimbursements | 2% of operating receipts | Cost of sales; 0% tangible stock |
| Uniform rental and field training | 1.5% of operating receipts | Cost of sales; 0% tangible stock |
| Dispatch office and utilities | $1,200.00/month before employer costs | Operating expense |
| Liability and business insurance | $1,500.00/month before employer costs | Operating expense |
| Scheduling and reporting software | $350.00/month before employer costs | Operating expense |
| Accounting and legal services | $450.00/month before employer costs | Operating expense |
| Phones and connectivity | $300.00/month before employer costs | Operating expense |
| Licensing and equipment upkeep | $200.00/month before employer costs | Operating expense |
| Sales acquisition | 2% of operating receipts | Operating expense |
| Payment processing | 0.3% of operating receipts | Operating expense |
| Credit losses cash buffer | 0.5% of operating receipts | Operating expense |
| Input | Case value |
|---|---|
| Collection delay | 27 days |
| Physical material stock / effective direct-cost payment | 0 days / 0 days |
| Direct costs | 3.5% 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 | $181,651.64 |
| Proposed external equity | $0.00 |
| Prelaunch setup | $11,500.00 |
Direct costs cover 3.5% 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 | $514,867.20 | $525,164.52 | $535,667.76 |
| Cost of sales | $18,020.28 | $18,380.76 | $18,748.32 |
| Gross profit | $496,846.92 | $506,783.76 | $516,919.44 |
| Operating expenses | $514,136.64 | $529,416.48 | $545,152.20 |
| EBITDA | -$17,289.72 | -$22,632.72 | -$28,232.76 |
| Depreciation | $4,000.00 | $4,000.00 | $4,000.00 |
| Interest | $0.00 | $0.00 | $0.00 |
| Tax provision | $0.00 | $0.00 | $0.00 |
| Net income | -$21,289.72 | -$26,632.72 | -$32,232.76 |
| Measure | Year 1 · 2027 | Year 2 · 2028 | Year 3 · 2029 |
|---|---|---|---|
| Opening cash | $155,751.64 | $99,846.88 | $76,441.86 |
| Customer collections | $476,252.16 | $524,392.22 | $534,880.02 |
| Supplier payments | $18,020.28 | $18,380.76 | $18,748.32 |
| Operating expenses paid | $514,136.64 | $529,416.48 | $545,152.20 |
| Interest paid | $0.00 | $0.00 | $0.00 |
| Tax provision paid | $0.00 | $0.00 | $0.00 |
| Operating cash flow | -$55,904.76 | -$23,405.02 | -$29,020.50 |
| Investing cash flow | $0.00 | $0.00 | $0.00 |
| Financing cash flow | $0.00 | $0.00 | $0.00 |
| Net change | -$55,904.76 | -$23,405.02 | -$29,020.50 |
| Closing cash | $99,846.88 | $76,441.86 | $47,421.36 |
| Measure | Year 1 · 2027 | Year 2 · 2028 | Year 3 · 2029 |
|---|---|---|---|
| Cash | $99,846.88 | $76,441.86 | $47,421.36 |
| Receivables | $38,615.04 | $39,387.34 | $40,175.08 |
| Inventory | $0.00 | $0.00 | $0.00 |
| Assets and deposits | $10,400.00 | $6,400.00 | $2,400.00 |
| Assets | $148,861.92 | $122,229.20 | $89,996.44 |
| 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 | $148,861.92 | $122,229.20 | $89,996.44 |
| Reconciliation difference | $0.00 | $0.00 | $0.00 |
Launch spending is $25,900.00; opening cash is $155,751.64 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.
HarborPost Guarding
Every slide is available in the complete ten-slide PDF. The full slide text follows.
Read the complete slide outline
1. HarborPost Guarding
Posts need a funded paid roster.
Fictional prelaunch
2. Officers are paid before client invoices clear.
Paid delivery capacity
80% 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.
Property decision-makers
Defined post coverage
Event organizers
A scoped unarmed assignment
Schematic; buyers and area to validate.
5. Every service draws from one pool of hours.
Mix
Commercial 35%
40/h
Residential 25%
40/h
Construction 20%
42/h
Events 10%
50/h
Fire watch 10%
45/h
USD / sold hour; illustrative shared-time mix.
6. Compete on the job and the commercial terms.
Possible alternatives
Check before booking
Other guarding firms
Authority and duties
Internal security
Roster and relief
Existing provider
Reports and cash
Compare equivalent work and written terms.
7. Fund the launch. Keep a reserve.
181,651.64
Proposed equity
25,900.00
Launch uses
155,751.64
Opening cash
Year 1 net loss: USD -21,289.72
Minimum cash: USD 47,421.36
8. Proposed team. Clear delivery responsibilities.
Monthly base pay
Security officers
27,733.36
Operations/admin
5,000.00
All officers are paid; management adds no post hours.
9. Prove the job economics before adding capacity.
Post scope
Shift log
Fees received
Prelaunch. These are the next tests.
10. Proposed owner equity.
USD 181,651.64
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
94,625 bytes · PDF
Financial report
7 pages · A4 landscape
63,547 bytes · PDF
Pitch deck
10 pages · 16:9 landscape
47,681 bytes · PDF
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