Deploying five to ten million dollars
At the midpoint raise, funded delivery capacity runs ahead of contracted work — so capacity is not what limits the plan.
At the $7.5M midpoint, with 40% going to delivery capacity, the arithmetic is:
| Advisors funded | 11.5 |
| Business unit capacity created | 30.6 |
| Revenue that capacity could serve, at the $250K list price | $7.6M |
| The same capacity at the $200K the middle case prices at | $6.1M |
Set against the middle case of six contracted business units, the finding is that capacity is not what limits the near term. The multiple counts contracted business units only, and the same advisors also carry the pilot book, which this memo says elsewhere draws on one pool; counting both, the headroom is nearer twice than four times. It holds either way, and it holds across the utilization range: even at 60% utilization the funded capacity exceeds the middle case. Hiring ahead of conversion converts a raise into burn without moving revenue, which is precisely the risk the brief's own second assumption names.
That points the money elsewhere. In rough order of what each dollar buys:
Proving conversion. The highest-value unknown in the business. It costs almost nothing to measure and it determines everything downstream, including how much the next round is worth.
Reducing advisor hours per engagement. This is the only spend that changes what the company is. Every hour taken out of the delivery model moves gross margin and moves the category. It is an engineering spend, and it is the one that makes the software story true rather than asserted.
Sales capability that is not the founders. One or two people who can run the annual-license sale without a founder in the room, which is the thing an investor is buying when they fund go-to-market.
Vertical depth where the evidence already points. Reusable sector knowledge in energy transition lowers delivery cost case over case and produces referenceable outcomes in one buying community.
A SOC 2 report. Four to six months of elapsed time for Type II at roughly $45,000-$70,000, or four to eight weeks for a Type I that most enterprise buyers accept in the interim. It buys no revenue directly and it removes a gate that sits on the enterprise tier specifically.
Selective delivery capacity, hired against signed contracts rather than ahead of them.
The distinction that matters: spending on advisors scales revenue linearly and holds the category where it is. Spending on reducing advisor hours changes the category. Both are legitimate. Only the second changes what the company is worth per dollar of revenue, and the material currently promises the second while the plan implies the first.