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.
| Metric | Value |
|---|---|
| MRR | £0 |
| ARR | £0 |
| Year-end customers | 0 |
| Total units | 100 |
| Revenue (year) | £40,000 |
| Gross profit | £27,500 |
| Gross margin | 68.8% |
| Operating costs | £58,547.96 |
| EBITDA | £-31,047.96 |
| Closing cash | £39,652.04 |
| Lowest cash | £27,480.02 |
| Break-even units/month | 17.74 |
| Break-even month | Jun 27 |
| Runway (months) | 8.10 |
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.
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.
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.
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 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.
| Competitor | Strengths | Weaknesses |
|---|---|---|
| Darts (incl. electronic) | Established demand, social, familiar | Wall space, dedicated area, skill barrier, not tabletop |
| Board games | Broad choice, cheap, familiar | Pieces, setup, storage, can look cheap |
| Pool tables | Established, revenue-generating | Large footprint, maintenance, staffing |
| Quizzes / arcade / VR | Established demand, group appeal | Staff-led, scheduled, equipment-heavy |
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.
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.
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.
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.
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.
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.
| Product | Price (net) | VAT % | Price (gross) | Unit cost | GP / unit | Margin | Deposit % |
|---|---|---|---|---|---|---|---|
| Cool Product | £400 | 20 | £480 | £125 | £275 | 68.8% | 50 |
Channels prioritised.
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.
Sales cycle. Three months to first sale.
Key KPIs.
| KPI | Target |
|---|---|
| Venue meetings / demos per month | 8–12 |
| Trial clients signed | 5–10 by month 6 |
| Trial-to-paid conversion | 50% |
| Total units (year 1) | 100 |
| Net revenue (year 1) | £40,000 |
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.
| Month | Cool Product | Total |
|---|---|---|
| Nov 26 | 0 | 0 |
| Dec 26 | 0 | 0 |
| Jan 27 | 0 | 0 |
| Feb 27 | 3 | 3 |
| Mar 27 | 5 | 5 |
| Apr 27 | 7 | 7 |
| May 27 | 9 | 9 |
| Jun 27 | 11 | 11 |
| Jul 27 | 13 | 13 |
| Aug 27 | 15 | 15 |
| Sep 27 | 17 | 17 |
| Oct 27 | 20 | 20 |
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.
| Role | Status | Responsibilities |
|---|---|---|
| Director / Founder | Existing | Product design, hardware/software, sales, operations, strategy |
| Studio Technician | Part-time / contract | Build assistance, packaging, QA support |
| Social Media Promoter | Part-time contract | Bi-weekly posts, content creation, engagement |
Extended team (advisors/consultants): Frazer Ash (marketing & branding), Ian Gilmore (business relations), Reuben (electronics & PCB), Liam (product design & technical).
Key suppliers and relationships.
Manufacturing and production.
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.
| Line | Amount |
|---|---|
| People / Operations | £18,280 |
| Director salary | £12,600 |
| Studio technician | £4,050 |
| Social media freelancer | £1,630 |
| Manufacturing / Product Development | £9,300 |
| PCB consultant | £3,000 |
| CNC consultant | £1,500 |
| Materials | £1,200 |
| Tools | £1,200 |
| Joinery | £2,400 |
| Professional Services | £4,600 |
| Accountant | £1,000 |
| Financial advisor | £1,000 |
| Legal contingency (reserve) | £1,000 |
| IP (trademark, design, contracts) | £500 |
| Grant writer | £1,100 |
| Premises & Facilities | £3,868 |
| Storage | £250 |
| Shipping container | £2,800 |
| WFH bills (utilities) | £258 |
| Business rates | £560 |
| Sales & Marketing | £18,300 |
| Trade shows | £1,200 |
| Travel | £1,200 |
| Hospitality | £2,400 |
| Web development | £1,000 |
| Photography / graphic design | £3,000 |
| Product video | £4,000 |
| Branding / merch | £4,000 |
| PR launch | £1,000 |
| Brochures | £500 |
| Technology & Software | £1,299.96 |
| CRM | £99.96 |
| Telephone & internet | £1,200 |
| Inventory / Working Capital | £3,600 |
| Desk | £1,200 |
| Cloud infrastructure | £1,200 |
| Equipment purchase or leasing | £1,200 |
| Insurance & Compliance | £300 |
| Public + product liability | £300 |
| Subtotal | £59,547.96 |
| Contingency (10%) | £5,854.80 |
| Grand total | £65,402.76 |
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 Jun 27.
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.
| Category | Amount |
|---|---|
| Revenue | £40,000 |
| Cost of sales | £12,500 |
| Gross profit | £27,500 |
| People / Operations | £18,280 |
| Manufacturing / Product Development | £9,300 |
| Professional Services | £3,600 |
| Premises & Facilities | £3,868 |
| Sales & Marketing | £18,300 |
| Technology & Software | £1,299.96 |
| Inventory / Working Capital | £3,600 |
| Insurance & Compliance | £300 |
| EBITDA | £-31,047.96 |
| Gross margin | 68.8% |
| EBITDA margin | -77.6% |
| Product | Price (net) | VAT % | Price (gross) | Unit cost | GP / unit | Margin | Deposit % |
|---|---|---|---|---|---|---|---|
| Cool Product | £400 | 20 | £480 | £125 | £275 | 68.8% | 50 |
| Month | Units | Revenue | COGS | Gross profit |
|---|---|---|---|---|
| Nov 26 | 0 | £0 | £0 | £0 |
| Dec 26 | 0 | £0 | £0 | £0 |
| Jan 27 | 0 | £0 | £0 | £0 |
| Feb 27 | 3 | £1,200 | £375 | £825 |
| Mar 27 | 5 | £2,000 | £625 | £1,375 |
| Apr 27 | 7 | £2,800 | £875 | £1,925 |
| May 27 | 9 | £3,600 | £1,125 | £2,475 |
| Jun 27 | 11 | £4,400 | £1,375 | £3,025 |
| Jul 27 | 13 | £5,200 | £1,625 | £3,575 |
| Aug 27 | 15 | £6,000 | £1,875 | £4,125 |
| Sep 27 | 17 | £6,800 | £2,125 | £4,675 |
| Oct 27 | 20 | £8,000 | £2,500 | £5,500 |
| Total | 100 | £40,000 | £12,500 | £27,500 |
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 Apr 27; 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.
| Line | Nov 26 | Dec 26 | Jan 27 | Feb 27 | Mar 27 | Apr 27 | May 27 | Jun 27 | Jul 27 | Aug 27 | Sep 27 | Oct 27 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Funding received | £65,000 | £0 | £0 | £0 | £0 | £0 | £0 | £0 | £0 | £0 | £0 | £0 |
| Sales deposits | £0 | £0 | £0 | £720 | £1,200 | £1,680 | £2,160 | £2,640 | £3,120 | £3,600 | £4,080 | £4,800 |
| Sales balances on delivery | £0 | £0 | £0 | £0 | £720 | £1,200 | £1,680 | £2,160 | £2,640 | £3,120 | £3,600 | £4,080 |
| Total cash in | £65,000 | £0 | £0 | £720 | £1,920 | £2,880 | £3,840 | £4,800 | £5,760 | £6,720 | £7,680 | £8,880 |
| COGS paid | £0 | £0 | £0 | £0 | £375 | £625 | £875 | £1,125 | £1,375 | £1,625 | £1,875 | £2,125 |
| Costs: salary | £1,050 | £1,050 | £1,050 | £1,050 | £1,050 | £1,050 | £1,050 | £1,050 | £1,050 | £1,050 | £1,050 | £1,050 |
| Costs: staff | £0 | £0 | £163 | £613 | £613 | £613 | £613 | £613 | £613 | £613 | £613 | £613 |
| Costs: contractors | £1,000 | £1,750 | £1,750 | £0 | £0 | £0 | £0 | £0 | £0 | £0 | £0 | £0 |
| Costs: professional_fees | £1,000 | £500 | £1,100 | £0 | £0 | £1,000 | £0 | £0 | £0 | £0 | £0 | £0 |
| Costs: premises | £0 | £50 | £50 | £50 | £50 | £530 | £480 | £480 | £480 | £480 | £480 | £480 |
| Costs: utilities | £43 | £43 | £43 | £43 | £43 | £43 | £0 | £0 | £0 | £0 | £0 | £0 |
| Costs: marketing | £4,603 | £4,599 | £4,598 | £100 | £100 | £100 | £100 | £100 | £100 | £100 | £100 | £100 |
| Costs: travel | £100 | £100 | £100 | £100 | £100 | £100 | £100 | £100 | £100 | £100 | £100 | £100 |
| Costs: hospitality | £200 | £200 | £200 | £200 | £200 | £200 | £200 | £200 | £200 | £200 | £200 | £200 |
| Costs: software | £8.33 | £8.33 | £8.33 | £8.33 | £8.33 | £8.33 | £8.33 | £8.33 | £8.33 | £8.33 | £8.33 | £8.33 |
| Costs: manufacturing | £3,200 | £800 | £800 | £0 | £0 | £0 | £0 | £0 | £0 | £0 | £0 | £0 |
| Costs: equipment | £1,400 | £200 | £200 | £200 | £200 | £200 | £0 | £0 | £0 | £0 | £0 | £0 |
| Costs: technology | £200 | £200 | £200 | £200 | £200 | £200 | £200 | £200 | £200 | £200 | £200 | £200 |
| Costs: insurance | £300 | £0 | £0 | £0 | £0 | £0 | £0 | £0 | £0 | £0 | £0 | £0 |
| Total cash out | £13,104.33 | £9,500.33 | £10,262.33 | £2,564.33 | £2,939.33 | £4,669.33 | £3,626.33 | £3,876.33 | £4,126.33 | £4,376.33 | £4,626.33 | £4,876.33 |
| Net cash flow | £51,895.67 | £-9,500.33 | £-10,262.33 | £-1,844.33 | £-1,019.33 | £-1,789.33 | £213.67 | £923.67 | £1,633.67 | £2,343.67 | £3,053.67 | £4,003.67 |
| Closing cash | £51,895.67 | £42,395.34 | £32,133.01 | £30,288.68 | £29,269.35 | £27,480.02 | £27,693.69 | £28,617.36 | £30,251.03 | £32,594.70 | £35,648.37 | £39,652.04 |
Closing cash over the year:
xychart-beta
title "Closing cash"
x-axis ["Nov 26", "Dec 26", "Jan 27", "Feb 27", "Mar 27", "Apr 27", "May 27", "Jun 27", "Jul 27", "Aug 27", "Sep 27", "Oct 27"]
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 ["Nov 26", "Dec 26", "Jan 27", "Feb 27", "Mar 27", "Apr 27", "May 27", "Jun 27", "Jul 27", "Aug 27", "Sep 27", "Oct 27"]
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 ["Nov 26", "Dec 26", "Jan 27", "Feb 27", "Mar 27", "Apr 27", "May 27", "Jun 27", "Jul 27", "Aug 27", "Sep 27", "Oct 27"]
bar [0, 0, 0, 3, 5, 7, 9, 11, 13, 15, 17, 20]
Use of funds:
pie title Use of funds
"People / Operations" : 18280
"Manufacturing / Product Development" : 9300
"Professional Services" : 4600
"Premises & Facilities" : 3868
"Sales & Marketing" : 18300
"Technology & Software" : 1299.96
"Inventory / Working Capital" : 3600
"Insurance & Compliance" : 300
"Contingency" : 5854.8
| Line | Amount |
|---|---|
| People / Operations | £18,280 |
| Director salary | £12,600 |
| Studio technician | £4,050 |
| Social media freelancer | £1,630 |
| Manufacturing / Product Development | £9,300 |
| PCB consultant | £3,000 |
| CNC consultant | £1,500 |
| Materials | £1,200 |
| Tools | £1,200 |
| Joinery | £2,400 |
| Professional Services | £4,600 |
| Accountant | £1,000 |
| Financial advisor | £1,000 |
| Legal contingency (reserve) | £1,000 |
| IP (trademark, design, contracts) | £500 |
| Grant writer | £1,100 |
| Premises & Facilities | £3,868 |
| Storage | £250 |
| Shipping container | £2,800 |
| WFH bills (utilities) | £258 |
| Business rates | £560 |
| Sales & Marketing | £18,300 |
| Trade shows | £1,200 |
| Travel | £1,200 |
| Hospitality | £2,400 |
| Web development | £1,000 |
| Photography / graphic design | £3,000 |
| Product video | £4,000 |
| Branding / merch | £4,000 |
| PR launch | £1,000 |
| Brochures | £500 |
| Technology & Software | £1,299.96 |
| CRM | £99.96 |
| Telephone & internet | £1,200 |
| Inventory / Working Capital | £3,600 |
| Desk | £1,200 |
| Cloud infrastructure | £1,200 |
| Equipment purchase or leasing | £1,200 |
| Insurance & Compliance | £300 |
| Public + product liability | £300 |
| Subtotal | £59,547.96 |
| Contingency (10%) | £5,854.80 |
| Grand total | £65,402.76 |
| Category | Amount | % of Total | Timing | Purpose |
|---|---|---|---|---|
| People / Operations | £18,280 | 27.95 | ||
| Manufacturing / Product Development | £9,300 | 14.22 | ||
| Professional Services | £4,600 | 7.03 | ||
| Premises & Facilities | £3,868 | 5.91 | ||
| Sales & Marketing | £18,300 | 27.98 | ||
| Technology & Software | £1,299.96 | 1.99 | ||
| Inventory / Working Capital | £3,600 | 5.50 | ||
| Insurance & Compliance | £300 | 0.46 | ||
| Contingency | £5,854.80 | 8.95 | Held in reserve | Buffer for overruns and delays |
| Total | £65,402.76 | 100 | **** | **** |
| Phase | Period | Investment used | Customer cash in | What it achieves |
|---|---|---|---|---|
| Build & Validate | Months 1–3 | £32,866.99 | £0 | Product finalised, brand live, first pitches, first deposit |
| Market Entry | Months 4–6 | £10,172.99 | £5,520 | 30 units in market, production digitised, break-even monthly ops |
| Bridge to Scale | Months 7–9 | £11,628.99 | £14,400 | Cash-positive, investment nearly fully deployed |
| Scale & Growth | Months 10–12 | £13,878.99 | £23,280 | 100 units sold, national contract pathway |
| Metric | Value |
|---|---|
| MRR | £0 |
| ARR | £0 |
| Year-end customers | 0 |
| Total units | 100 |
| Revenue (year) | £40,000 |
| Gross profit | £27,500 |
| Gross margin | 68.8% |
| Operating costs | £58,547.96 |
| EBITDA | £-31,047.96 |
| Closing cash | £39,652.04 |
| Lowest cash | £27,480.02 |
| Break-even units/month | 17.74 |
| Break-even month | Jun 27 |
| Runway (months) | 8.10 |
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.
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.
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.
| Category | Amount | % of Total | Timing | Purpose |
|---|---|---|---|---|
| People / Operations | £18,280 | 27.95 | ||
| Manufacturing / Product Development | £9,300 | 14.22 | ||
| Professional Services | £4,600 | 7.03 | ||
| Premises & Facilities | £3,868 | 5.91 | ||
| Sales & Marketing | £18,300 | 27.98 | ||
| Technology & Software | £1,299.96 | 1.99 | ||
| Inventory / Working Capital | £3,600 | 5.50 | ||
| Insurance & Compliance | £300 | 0.46 | ||
| Contingency | £5,854.80 | 8.95 | Held in reserve | Buffer for overruns and delays |
| Total | £65,402.76 | 100 | **** | **** |
pie title Use of funds
"People / Operations" : 18280
"Manufacturing / Product Development" : 9300
"Professional Services" : 4600
"Premises & Facilities" : 3868
"Sales & Marketing" : 18300
"Technology & Software" : 1299.96
"Inventory / Working Capital" : 3600
"Insurance & Compliance" : 300
"Contingency" : 5854.8
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.
| Phase | Period | Investment used | Customer cash in | What it achieves |
|---|---|---|---|---|
| Build & Validate | Months 1–3 | £32,866.99 | £0 | Product finalised, brand live, first pitches, first deposit |
| Market Entry | Months 4–6 | £10,172.99 | £5,520 | 30 units in market, production digitised, break-even monthly ops |
| Bridge to Scale | Months 7–9 | £11,628.99 | £14,400 | Cash-positive, investment nearly fully deployed |
| Scale & Growth | Months 10–12 | £13,878.99 | £23,280 | 100 units sold, national contract pathway |
| Milestone | Target month |
|---|---|
| Finalise pitch materials and begin venue outreach | Month 1 |
| Engage contractors for PCB and CNC digitisation | Months 1–2 |
| First paying trial client signed | Month 3 |
| Complete test batch of 10 units | Months 4–5 |
| 5–10 trial clients live | Months 4–6 |
| Break-even monthly operations | Jun 27 |
| 50% trial-to-paid conversion achieved | Months 5–7 |
| 100 total unit sales | Month 12 |
| 5 additional prototype games explored | Months 10–12 |
| National scale contract signed | Month 12 |
| Metric | Value |
|---|---|
| MRR | £0 |
| ARR | £0 |
| Year-end customers | 0 |
| Total units | 100 |
| Revenue (year) | £40,000 |
| Gross profit | £27,500 |
| Gross margin | 68.8% |
| Operating costs | £58,547.96 |
| EBITDA | £-31,047.96 |
| Closing cash | £39,652.04 |
| Lowest cash | £27,480.02 |
| Break-even units/month | 17.74 |
| Break-even month | Jun 27 |
| Runway (months) | 8.10 |
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.
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.
| Risk | Likelihood | Impact | Mitigation |
|---|---|---|---|
| Water sealing / durability in venues | Medium | High | IP-rated casing; QA testing; warranty |
| Missing the 3-month first-sale target | Medium | Critical | Parallel outreach; multiple trial strategies; brewery partnership |
| Contractor cost overrun (PCB/CNC) | Medium | High | Fixed-scope contracts; contingency; test batch before full production |
| Low trial-to-paid conversion | Medium | High | Venue-driven marketing; iterate on feedback |
| Production lead time > 1 month | Medium | Medium | Pay-to-order with deposits; local hand-assembly fallback |
| Competitor copies the concept | Low–Medium | Medium | First-mover advantage; IP protection; continuous R&D |
| Key supplier dependency | Medium | Medium | Digitise to CNC + abroad PCB to reduce dependency |