Tech / SaaS Startup

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Executive Summary

Perry Technologies is building a scheduling and dispatch tool for small home service businesses with 5 to 20 field technicians, such as HVAC, plumbing and electrical companies. The software replaces whiteboards and spreadsheets, prevents double-booked jobs and missed appointments and sends customers arrival texts. Revenue comes from monthly subscriptions and one-time onboarding. Year 1 revenue is projected at about $60,900, growing to about $659,000 by Year 3. Startup costs are about $164,500.

Company Description

Perry Technologies is a Delaware C-corporation founded by Brian Thompson, who has built and sold software to small businesses, and Maria Chen, a software engineer who leads the technical work. The product is in development with three pilot customers using early versions. The company rents a small shared office and works mostly remotely. Product: job scheduling, technician routing by location and skills, customer appointment texts and reminders, a mobile app for technicians and simple reports.

How we make money. The plan has these income lines: starter subscription (per business per month) at about $149 each, about 134 in Year 1; team subscription (per business per month) at about $349 each, about 100 in Year 1; onboarding and setup fees at about $400 each, about 15 in Year 1. Pricing is set so each line covers its direct cost and a share of overhead.

Unit economics. In Year 1 direct costs are about $8,748, a gross margin of about 86% of sales. Pay and overhead take most of what is left, so the plan first shows a profit in Year 4. Prices and volumes are set from the assumptions in the appendix and should be replaced with your own quotes.

Problem & Opportunity

Small home service companies run on phone calls, paper and shared calendars. Jobs get double-booked, technicians drive across town between calls and customers miss appointments or are not told when a tech is late. Office staff spend hours rearranging the day, and owners lose revenue to gaps and no-shows. Large field service systems are priced and designed for much bigger companies.

Products & Services

A simple, affordable scheduling and dispatch tool built for 5 to 20 technicians. The dispatcher sees every job and every technician on one screen, the system suggests the best technician for each job and customers receive automatic texts with a window and a live arrival time. Setup takes a day with help from our team, and pricing is a flat monthly fee per business.

Market Analysis

The United States has many small plumbing, HVAC, electrical, cleaning and repair companies. Companies with 5 to 20 technicians are too large for paper and too small for enterprise software. They are reachable through trade associations, distributors and local business networks. The plan assumes a small share of one region at first and growth through referrals.

Who we serve first. Small home service companies with 5 to 20 field technicians, including HVAC, plumbing, electrical and repair businesses.

Competitive Landscape

Larger field service platforms serve bigger companies at higher prices, and general calendar tools lack routing and customer texting. Perry Technologies competes on simplicity, price and hands-on onboarding. We do not try to match the enterprise features of larger platforms.

Our strengths and weak points. Strengths: Founders with experience building and selling software to small businesses; Three pilot customers who give real feedback and can become references. Weak points we plan for: Early product with a small feature set; Small team limits support and sales capacity.

Marketing & Sales Strategy

Convert the three pilot customers into paid customers and references, publish short case studies with their results, partner with trade associations and parts distributors and run targeted online ads and referral credits. Early sales are done by Brian with demos and a free two-week trial.

The first 90 days. Days 1 to 30: finish the first release and sign paid agreements with the three pilot customers. Days 31 to 60: publish two short case studies, set up the free trial and contact 20 more local service companies. Days 61 to 90: close the first ten paying customers and begin weekly check-ins with each.

Operations Plan

Engineering ships small updates every two weeks, with a staging environment and automated tests. Customer support is handled by the founders at first through chat and phone. The product runs on a major cloud provider with daily backups and monitoring. Customer data is encrypted, access is limited and each customer's data is kept separate. A public status page and a written support policy set expectations.

Key resources and partners. Resources: The software product, the engineering team, cloud hosting, pilot customer references and customer data practices. Partners: Trade associations, parts distributors, a cloud hosting provider, a text messaging provider and a payment processor.

What we measure. Paying customers, monthly recurring revenue, churn, onboarding time, jobs scheduled per customer per week and cash in the bank.

Risks and how we plan for them:
- The product may not fit as many customers as hoped. We keep the pilots close, ask for weekly feedback and delay features nobody asks for.
- Customers who leave. We offer hands-on onboarding, track usage and call customers whose usage drops.
- Larger platforms may cut prices. We compete on simplicity and service and avoid copying enterprise features.
- Security or data problems would hurt trust. We encrypt data, limit access and follow secure development practices.
- The company depends on two founders. We document the code and processes and share key knowledge across the team.

Security and privacy. Customer names, addresses and phone numbers are protected by encryption in transit and at rest, access is limited to staff who need it and we follow standard secure development practices. Roadmap. The first release covers scheduling, routing and texts. Later releases add invoicing, payments and reporting, only after customers ask for them. Metrics. We track customer churn, onboarding time, support tickets and how many jobs each customer schedules each week.

Customer feedback. Every customer is asked after the first week and the first month what is working and what is not, and requests are logged and ranked by how many customers ask. We publish a short changelog so customers can see what we built because of what they said. Pricing. Plans are flat monthly fees with no per-job charges, a free trial and no long-term contract, so a new customer can leave if the product does not help.

Management & Organization

Brian Thompson, CEO, leads sales, customer success and finance. Maria Chen, CTO, leads engineering. One engineer joins at launch and a second in Year 2, and a customer success hire follows when there are about 80 customers. An outside accountant and an attorney handle taxes, contracts and equity matters.

Hiring plan. Brian and Maria lead the company. One engineer joins at launch, a second in Year 2 and a third in Year 4. A customer success manager is added when customer count reaches about 80.

Outside help. We rely on an outside bookkeeper for monthly reconciliation and tax filings, an attorney for contracts and licensing questions and an insurance agent who reviews our coverage every year. We meet with these advisors at least twice a year and keep notes of what they recommend.

Milestones Narrative

Year 1: finish the first release, convert the three pilots to paid customers, reach 40 paying customers by month 12, revenue about $60,900. Year 2: add invoicing, hire a second engineer and reach 150 customers, revenue about $302,000. Year 3: add payments and reporting, hire a customer success manager and reach 350 customers, revenue about $659,000.

What the plan's numbers say. Year 1: sales about $60,900, loss about $184,300; Year 2: sales about $302,000, loss about $111,600; Year 3: sales about $659,000, loss about $7,600; Year 4: sales about $1.1 million, profit about $193,400; Year 5: sales about $1.7 million, profit about $409,600. The lowest year-end cash is about $316,500.

How we will keep score. Every month we compare real sales to the plan, check the cash in the bank, review the direct cost of each job or product, and look at what customers say. If sales are behind plan for two months in a row, we slow spending and delay hiring until the numbers catch up.

Funding Request

How much we need and how we will use it. Total needed: $545,000. This number comes from the Funding Need Calculator in this plan. It adds up:
- Startup costs of $164,500, listed item by item in the Startup Costs section (the largest are Working capital reserve $120,000; Laptops and development equipment $12,000; Legal formation, equity documents and contracts $9,500).
- A cash cushion of about $380,500. That is the deepest cash dip in the early months plus about three months of bills, so slow weeks do not put the business at risk. Lenders call this "working capital."
- Together that comes to about $545,000 (rounded up to the nearest $500). We are planning to raise $660,000, which covers it.
Where the money comes from:
- Owner money: $60,000.
- Investor or partner money: $600,000.
Kind of funding we are looking for: . A loan is money we pay back with interest, and the monthly payments are already included in our cash flow.
How we will pay it back. We expect sales of about $60,900 in Year 1, growing to about $1.7 million by Year 5. We expect a loss of about $184,300 in Year 1, a loss of about $111,600 in Year 2, a loss of about $7,600 in Year 3, a profit of about $193,400 in Year 4 and a profit of about $409,600 in Year 5. Year 1 is lower than a full year because the first release is finished and customers are added through the year. The lowest year-end cash balance is about $316,500 (Year 3), so with this funding the business has money in the bank every year of the plan.
What we are offering the lender: the equipment we buy as collateral and a personal guarantee from the owner.
A smaller first step, if needed. If we cannot raise the full amount right away, we can reduce the team to the two founders, launch with fewer features and grow on the pilot customers' referrals until revenue supports a hire. Duplicate this plan and lower the investment and hiring to match.
What if sales are slower? We also tested a cautious case where sales come in 20 percent lower every year. In that case the plan shows a loss of about $199,900 in Year 1, a loss of about $124,100 in Year 3 and the lowest year-end cash is about $316,500, so the business still has money in the bank every year.
All numbers in this plan are estimates. We will update them as real results come in.

Appendix Notes

Documents to attach before you send this plan:

- Certificate of incorporation and bylaws.
- Founder and equity agreements.
- Pilot customer agreements.
- Terms of service and privacy policy.
- Security practices summary.
- Product roadmap.
- Financial model.
- Investor or lender summary.
If you don't have any of this yet, no worries - let's continue.

The assumptions behind our numbers (change them in the Financials section to match your own):
- Starter Subscription (per business per month): about 134 units in Year 1 at about $149 each, costing about $22.00 each to deliver.
- Team Subscription (per business per month): about 100 units in Year 1 at about $349 each, costing about $40.00 each to deliver.
- Onboarding and Setup Fees: about 15 units in Year 1 at about $400 each, costing about $120.00 each to deliver.
- Pay: ceo $70,000 a year (the same number all five years); cto $85,000 a year (the same number all five years); software engineer $110,000 a year (people in Years 1 to 5: 0, 1, 2, 3, 4); customer success manager $60,000 a year (people in Years 1 to 5: 0, 0, 1, 1, 2).
- Other yearly costs in Year 1: cloud hosting, text messaging and software tools about $14,000, marketing and sales about $40,000, office, insurance and legal about $16,000, accounting and admin about $9,000.
- Tax rate: 21%.
- Every dollar amount is an estimate. Replace them with your own quotes and research.

Plain words used in this plan:
- Dispatch: assigning jobs to technicians and sending them out.
- Subscription: a monthly fee to use the software.
- Churn: the share of customers who cancel in a period.
- Onboarding: helping a new customer set up and learn the software.
- Pilot customer: an early customer who tests the product and gives feedback.

Startup Costs