Executive Summary

Executive Summary

TechSupport! Interactive is a UK-based hybrid games studio creating physical electronic tabletop games for in-real-life social play. Our first product is a premium tabletop device targeting social venues where young adults aged 18–30 gather for nights out.

The problem. The social gaming market is booming, but existing options (darts, board games, pool, quizzes) involve setup, pieces, staffing, dedicated space, or a less premium aesthetic. There is a gap for immediate, tactile, zero-setup tabletop entertainment that fits naturally on a drinks table and matches a venue's quality standard.

The solution. A premium electronic tabletop game that is immediate, tactile, simple, fast, fun and aesthetically pleasing — with no setup, no pieces and no staff involvement. Venues gain longer dwell time, increased drink sales and organic social media content.

Positioning: "Bringing the arcade to the table, not taking customers to the arcade area."

Year-one focus. Deliberately single-product: get the first game to market and prove traction. The longer-term vision (contingent on traction) is a catalogue of tabletop arcade games sharing the same footprint, connected leaderboards, and a travelling arcade for corporate events.

The market. TAM of £33,000,000, with a SAM of £7,500,000. Global location-based entertainment is projected to grow from $7.4bn (2025) to $49.2bn (2033); the UK food hall sector grew 31% in 2025.

Traction. 2 pre-production prototypes ready to pitch; successful field-trial and playtesting data; an identified venue pipeline; and a joinery supplier and electronics consultant engaged.

Business model. B2B unit sales at £400 + VAT per unit, with a gross margin of 68.8%. Year-one production is pay-to-order with 50% deposits.

The ask. £65,000 investment to take the business from pre-production prototype to revenue-generating trading within 12 months.

Financial forecast. Year 1 — 100 units,

£40,000 net revenue, £27,500 gross profit, closing cash £39,652.04.

Year 2–3 indicative targets: £225,000 and

£680,000.

Investment structure. UK Limited Company, 100% founder-owned pre-investment, open to SEIS.

Problem

Problem

The gap. There is a market gap for in-real-life social gaming that is immediate, tactile, simple, fast, fun and aesthetically pleasing — without the fuss of board game pieces, equipment, setup, or a kids-toy look.

What customers get today. Darts, board games, pool, arcade/social gaming, quizzes and games nights. These have proven demand but often involve equipment, setup, pieces, staffing, space, or a less premium aesthetic.

What could be better.

• Setup: no fuss, no pieces, no equipment.
• Space: fits on the drinks table.
• Aesthetic: premium and substantial enough not to be a kids' toy.
• Speed: immediate — customers "get it" straight away.
• Service: the venue provides a modern attraction with minimal staff involvement.

How we provide the improvement. Our electronic tabletop game delivers immediate, tactile, simple, fast, fun social play in a premium package. It sits naturally on a drinks table, matches the venue's quality standard, and generates organic social media interest.

Market

Market

Customers

There are two distinct customer groups.

The buying customer — the venue. Social venues wanting a premium, low-effort, high-impact entertainment attraction: pubs and cafés, social gaming venues, co-working spaces, boutique work-from-home hotels, modern food halls and pre-furnished student accommodation hubs in cities. They serve drinks, value aesthetic quality, and want minimal setup and staff involvement.

The playing customer — the end user. Aged 18–30, urban, young professionals, students and creatives with disposable income for nights out. Social, experience-seeking, and keen to share on social media.

Demand

Trading area: UK — starting with urban social venues and expanding nationally. Demand is driven by the growth of in-real-life social experiences, the booming social gaming industry, and venues needing differentiators to attract and retain 18–30 customers. Drinks-led venues benefit directly from longer dwell time, and customers generate organic social media amplification.

Market sizing

• TAM: £33,000,000 (all UK venues that could host a tabletop social game, ~83,000).
• SAM: £7,500,000 (~12,500 target-profile venues).
• SOM (year 3): 1,700 units — a credible slice of the serviceable market assuming multi-unit purchases.

Market context: global location-based entertainment is projected to grow from $7.4bn (2025) to $49.2bn (2033) at 26.2% CAGR; the UK food hall sector grew 31% in 2025 (114 → 149 venues, 65 in development); and 47% of Gen Z choose their night out based on social media potential.

Competition

Adjacent players include Shuffly, The Social Gaming Group, Flukes, and SEGA's interactive darts. SEGA's investment validates the space; we differentiate on immediacy, zero setup, tabletop footprint and premium aesthetic rather than competing head-on with large-format attractions.

What sets us apart

The device is immediate, tactile, simple, fast, fun and aesthetically pleasing — no pieces, no setup, no dedicated footprint. The durable differentiator is "bringing the arcade to the table". The year-one plan is deliberately single-product; the longer-term vision is a game catalogue, connected leaderboards and a travelling arcade.

Strengths: premium design, zero-setup play, tabletop footprint, proven underlying demand, founder's experience, pay-to-order model, strong margin.

Weaknesses: pre-revenue, founder-led sales, supplier dependency, unvalidated production lead time, no brand recognition, durability not yet proven in venue environments.

Opportunities: the social gaming boom, adjacent venue markets, the prototype pipeline, a national scale contract, and organic social marketing.

Threats: competitor copying, trial conversion below target, cost overruns or delays, a longer sales cycle, cash-flow pressure, and economic downturn.

Venue pipeline

Breweries/social venues (Walthamstow / Brewery Mile): Signature Brew, Big Penny Social, Flukes. Student accommodation: Canvas, Fizzy, Morro. Other early targets: Yonder climbing centre (already running weekly playtesting), Citizen M hotels, food halls and WeWork-style spaces.

Product

Product

Electronic tabletop game. A physical electronic tabletop game designed for social venues — a premium, immediate, tactile device that requires no setup and fits naturally on a drinks table. Players aged 18–30 play in-venue, taking turns around the device.

Key product attributes.

• Premium, chic and substantial — not a kids' toy.
• Zero setup: no pieces, no equipment, no staff involvement.
• Immediate to understand — customers "get it" straight away.
• Fits on a drinks table, so no dedicated floor space is needed.
• Generates organic social media content for the venue.

Year-one focus — one product, to market. All year-one resource is directed at the first product, sold B2B at £400 per unit. The plan is deliberately single-product until demand is proven.

Long-term vision (earned through traction). A catalogue of tabletop arcade games sharing the same venue footprint, a connected leaderboard within and across venues, and a travelling arcade for corporate events. This is future upside, not part of the year-one plan.

Pricing. Fixed B2B price of £400 + VAT per unit, against a unit cost of £125, giving unit margin of £275. Venues can typically reclaim VAT, so the effective net cost is £400.

Payment terms. 50% deposit at order, 50% balance on delivery — pay-to-order, which reduces financial risk.

Business Model

Business Model

How we make money. B2B unit sales. Venues purchase the device, and their customers play it in-venue. There is no subscription; revenue is one-off per unit, with year-one production run pay-to-order (50% deposit at order, 50% on delivery).

Unit economics. Sale price £400 (net of VAT), unit cost £125, gross profit per unit

£275, gross margin

68.8%. The margin supports a sustainable business and is expected to improve as manufacturing digitises.

Trading status. Pre-production prototype stage; not yet trading.

2 prototypes are ready to show to prospective venue partners.

Trading entity. UK Limited Company (Ltd). Founder owns 100% pre-investment. Open to raising under SEIS, subject to accountant confirmation.

Funding model. £65,000 invested at the start, with year-one operations running at a planned investment-year loss while product, brand and traction are built.

Go To Market

Go To Market

Channels prioritised.

• Direct venue outreach — in-person pitches using the show prototypes.
• LinkedIn — engaging social gaming networks and alliances.
• Social media — a bi-weekly promoter driving posts and in-venue content.
• Trade shows and events — product demos.
• PR launch — targeted launch campaign.
• Partnerships — a local brewery involved in social gaming, and venue-driven organic marketing.
• Website — brand and product information.
• Referrals — trial-client referrals and network introductions.

Venue-driven marketing model. The product's premium aesthetic encourages venues to promote it organically: customers photograph and share it, and the venue uses it to attract patrons. Staff require minimal training — the product "just works".

Sales process.

1. In-person demo with the show units.
2. Trial programme: 5–10 trial clients, each taking 5–10 units.
3. Conversion: target 50% trial-to-paid.
4. National contract: use trial evidence to close a larger, 1,000-unit pathway.
5. Payment terms: 50% deposit at order, 50% balance on delivery.

Sales cycle. Three months to first sale.

Key KPIs.

Marketing budget. Recorded in the model across trade shows, travel, hospitality, PR launch, website, photography/graphic design, branding/merch, product video and brochures; see the use-of-funds and cost breakdown tables.

Operations

Operations

Operating base. Home-based / work-from-home, plus storage and a shipping container for inventory. No commercial premises lease is required at this stage.

Team.

Extended team (advisors/consultants): Frazer Ash (marketing & branding), Ian Gilmore (business relations), Reuben (electronics & PCB), Liam (product design & technical).

Key suppliers and relationships.

• J Currie Designs — joinery partner; hand-manufactures the casing in the pilot phase, transitioning to CNC-based casing manufacture as production digitises.
• PCB and CNC contractors — engaged in the first months to develop a custom plug-n-play PCB (manufactured abroad) and a CNC casing template.

Manufacturing and production.

• Initial pilot phase: casings hand-manufactured by J Currie Designs; founder assembles the rest in the workshop. The PCB is drop-in and assembly is included in the unit cost.
• Digitisation: custom PCB and CNC automation.
• QA: each unit is tested during assembly; water sealing / durability addressed in design and QA.
• Fulfilment: units packaged and sent by courier.
• Risk mitigation: year-one production is pay-to-order; build only once a deposit is received.

Compliance. UK Limited Company; HMRC registration; VAT registration (B2B at

£400 + VAT); IP strategy to be confirmed with the advisor; product liability insurance before shipping; health & safety for electronics manufacturing; GDPR; employment law for part-time staff and contractors; product safety and CE/UKCA considerations; packaging and waste regulations.

Insurance. Combined public and product liability cover is budgeted; further cover (professional indemnity, employers' liability, contents) to be reviewed as the business grows.

Financial Plan

Financial Plan

Profit & loss

Year 1 (12 months) is an investment year. Revenue is

£40,000 net; cost of goods sold is £12,500; gross profit is £27,500 at a gross margin of

68.8%. Operating costs are

£58,547.96, giving EBITDA of £-31,047.96.

The business deliberately runs at a planned loss while building product, brand and market traction. The loss is funded by the £65,000 investment and early customer deposits. The key metric for investors is the trajectory: break-even on monthly operations is targeted for

2027-06.

Year 2 and Year 3 indicative targets: £225,000 and

£680,000. These are indicative targets, not bottom-up projections, and assume successful national scale-up and a signed 1,000-unit contract.

Unit economics

Revenue forecast

Cash flow

Cash inflows comprise the £65,000 investment at the start plus customer cash from sales. Customer cash follows the pay-to-order model: 50% deposit at order and 50% balance on delivery, with an assumed one-month production lead time.

Cost of goods sold is paid on delivery; operating costs are spread across the year. Lowest cash is £27,480.02 at 2027-04; closing cash at month 12 is £39,652.04.

VAT treatment. The business charges £400 + VAT (B2B); VAT is not income — it is collected on behalf of HMRC. The cash flow treats VAT as net-neutral and does not embed a refund assumption. A detailed quarterly VAT schedule should be prepared with the accountant once registration and scheme choice are confirmed.

Charts

Closing cash over the year:

xychart-beta
    title "Closing cash"
    x-axis ["2026-11", "2026-12", "2027-01", "2027-02", "2027-03", "2027-04", "2027-05", "2027-06", "2027-07", "2027-08", "2027-09", "2027-10"]
    y-axis "GBP" 0 --> 59680.02
    line [51895.67, 42395.34, 32133.01, 30288.68, 29269.35, 27480.02, 27693.69, 28617.36, 30251.03, 32594.7, 35648.37, 39652.04]

Revenue (bars) versus operating costs (line):

xychart-beta
    title "Revenue vs operating costs"
    x-axis ["2026-11", "2026-12", "2027-01", "2027-02", "2027-03", "2027-04", "2027-05", "2027-06", "2027-07", "2027-08", "2027-09", "2027-10"]
    y-axis "GBP" 0 --> 15069.98
    bar [0, 0, 0, 1200, 2000, 2800, 3600, 4400, 5200, 6000, 6800, 8000]
    line [13104.33, 9500.33, 10262.33, 2564.33, 2564.33, 4044.33, 2751.33, 2751.33, 2751.33, 2751.33, 2751.33, 2751.33]

Units sold per month:

xychart-beta
    title "Units"
    x-axis ["2026-11", "2026-12", "2027-01", "2027-02", "2027-03", "2027-04", "2027-05", "2027-06", "2027-07", "2027-08", "2027-09", "2027-10"]
    bar [0, 0, 0, 3, 5, 7, 9, 11, 13, 15, 17, 20]

Cost breakdown

Use of funds

Deployment

Key metrics

Investment Opportunity

Investment Opportunity & Funding Requirement

The Opportunity

TechSupport! Interactive is a UK hybrid games studio creating physical electronic tabletop games for in-real-life social play. Our first product targets social venues — pubs, cafés, gaming venues, food halls, co-working spaces and student accommodation hubs — where young adults aged 18–30 gather for nights out.

The social gaming industry is booming, but existing options involve setup, pieces, staffing or a less premium aesthetic. There is a clear gap for immediate, tactile, aesthetically pleasing tabletop entertainment that requires zero setup. Venues benefit from longer dwell time, increased drink sales and organic social media content.

Market size: TAM of £33,000,000; SAM of £7,500,000; and a year-3 SOM of 1,700 units. The year-one plan is deliberately single-product; the longer-term vision is a catalogue of games, connected leaderboards and a travelling arcade.

Traction to date. 2 pre-production prototypes ready for pitching; successful field-trial and playtesting data (including weekly sessions at Yonder climbing centre); a joinery supplier and electronics consultant engaged; and a clear path to digitised manufacturing.

Investment Required — £65,000

We are seeking £65,000 to take the business from pre-production prototype to revenue-generating trading within 12 months. The funding covers the full year-one cost base.

Proposed Investment Structure

Entity: UK Limited Company (Ltd). Founder owns 100% pre-investment.

SEIS: Open to raising under the Seed Enterprise Investment Scheme, subject to accountant confirmation. SEIS offers investors 50% income tax relief, CGT exemption on qualifying shares held 3+ years, and loss relief. The

£65,000 ask is well within the £250,000 SEIS limit.

Instrument: SEIS-eligible equity shares.

Valuation / equity stake: pre-money valuation of

£200,000 (conservative scenario). The

£65,000 raise therefore offers investors approximately

24.5% of the company, to be confirmed with the budgeted financial advisor.

Use of Funds

Investment Deployment & Path to Market

The investment is deployed in phases to bridge the company from pre-market prototype to revenue-positive trading. By around month 10, customer deposits and sales revenue cover ongoing operating costs; the final months are substantially customer-funded.

12-Month Milestones

Financial Forecast

• Units: 100
• Net revenue: £40,000
• Cost of goods sold: £12,500
• Gross profit: £27,500 (68.8%)
• Operating costs: £58,547.96
• Funding required: £65,000
• Closing cash month 12: £39,652.04
• Lowest cash balance: £27,480.02 (2027-04)

Investor Economics

Exit planning and ROI/IRR are deliberately out of scope for this 12-month plan: year one is a bootstrap round to reach revenue-generating trading. The investor return at this stage is the traction it buys. Equity value at exit, ROI/IRR and payback will be modelled in a 3-year projection once traction is proven and an exit horizon and pathway can be set.

Future Funding & Exit Considerations

A follow-on round is expected to scale beyond year one (for example, toward the 1,000-unit national contract). The year-one budget includes a grant writer to pursue non-dilutive funding alongside equity. Exit pathways and timeline will be defined in the 3-year projection; year-two and year-three revenue targets are

£225,000 and £680,000.

Key Risks & Mitigations

Next Steps for Investors

1. Review the full business plan.
2. Discuss investment structure — equity, convertible, SEIS/EIS or revenue-share.
3. Site visit / product demo — see the prototypes in person.
4. Due diligence — supplier conversations, market validation, model stress-test.
5. Term sheet and close — targeting the November 2026 start month.