First 30 days
Confirm the team budget and opening balances. Agree customer scope, pricing and launch requirements.
Their business.
Our technology.
One team to run it.
Stackmodo sets up and runs branded websites, online stores, memberships and media. Customers focus on their business. We handle the technology.
We’re proposing US$1.4 million to turn the product into a repeatable, paying business.
A discussion with Hans Janiak and Marc-André Nadeau
Digital Ubiquity Capital · 17 September 2026
A working business needs more
than another software subscription.
The customer has a business and an audience. They need the website, payments, content and ongoing support to work together.
Our initial focus: established commerce businesses. Membership and media businesses are an adjacent fit.
- Set it up.Scope the job, connect the tools and launch under the customer’s brand.
- Keep it working.Host, maintain and support the platform, with agreed responsibilities.
- Improve it.Sell additional operations and development when the customer needs them.
Get paid to launch.
Get paid to keep it running.
- Setup and developmentOne-time implementation and separately scoped custom work.
- Monthly platform feesRecurring fees for the customer’s commerce or media service.
- Managed operationsExtra monthly help, sold against a clear scope and time budget.
The repeatability test
Reuse the platform and launch process. Measure the hours each customer takes. Keep recurring fees ahead of delivery and support costs.
Pricing depends on scope. The model uses pricing assumptions, not signed contracts. Customers’ merchandise sales are not Stackmodo revenue.
The product has progressed.
Now we need paying proof.
What has been demonstrated
- Content authoring and publishing.
- Video processing and protected playback.
- Isolated database and media recovery tests.
Based on internal release and test records.
The next milestone
Two paid reference launches, with the money collected and the delivery effort measured.
Management reports revenue approximately zero. Signed, paid reference customers are not established by the reviewed evidence. Provider approval and customer acceptance still matter.
US$1.4 million.
A team, time to sell, and a buffer.
18 months of core operations, budgeted without relying on sales.
Five proposed roles: founder, two engineers, client operations and a commercial lead. Core payroll includes founder pay and employer costs.
Core operating budget: $59,000/month. Staffing is a planning proposal, not approved hires or verified current payroll.
| Core operations · 18 monthsPayroll $783k; admin $135k; sales $108k; technology $36k. | $1,062,000 |
|---|---|
| Equipment + financing costs | $40,000 |
| Three-month operating reserve | $177,000 |
| Contingency + rounding cushion | $121,000 |
| Proposed gross investment | $1,400,000 |
The reserve and contingency stay in cash unless needed. Opening cash and unpaid obligations are still unknown and may change the funding requirement.
What we make, spend and keep.
| USD, rounded | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Revenue | $369k | $1,166k | $1,993k |
| Operating costs | $741k | $1,071k | $1,376k |
| Operating profit / (loss) | −$372k | $95k | $617k |
| Planning tax allowance | $0k | $32k | $154k |
| Net after planning tax | −$372k | $62k | $462k |
Operating case. Each year is 12 months after funding arrives. These are modeled results, not promised sales.
Costs include budgeted founder pay. “Net” here is after the planning tax allowance, before any unmodeled interest, depreciation or amortization.
Tax allowance: 25% of positive monthly operating profit (EBITDA), without loss relief. This is not accounting net income or an investor return.
Profit is one thing.
Cash in the bank is another.
| USD, rounded | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Cash collected | $325k | $1,091k | $1,929k |
| Cash paid out | $782k | $1,108k | $1,518k |
| Net cash used / generated | −$457k | −$16k | $412k |
| Cash remaining at year end | $943k | $927k | $1,338k |
Year 2 shows a profit, but cash still falls slightly because collections, equipment and settlement timing also matter.
Year-end cash includes the initial $1.4m investment. Funding is not revenue. No later financing or owner payouts are assumed.
Cash paid out includes operating payments, planning tax, equipment, financing costs and net settlement holdbacks. The starting cash and obligations inputs remain unverified zero placeholders.
The numbers depend on
winning and serving customers.
- 6 → 10 → 14 opportunities a monthThe operating case’s targets for Years 1, 2 and 3. One in four becomes a signed customer.
- Time to sign, launch and collectOne month for each stage, with launches limited by delivery capacity.
- Keep customers and control workloadThe model assumes 1% monthly churn and adds delivery staff as demand grows.
If sales fall short
At unchanged spending, cash turns negative in month 30 in the downside case—or month 24 with no sales.
These are warnings to adjust spending, not assumptions that more money will appear. The operating case reaches roughly 14, 39 and 67 live customers at each year end.
Monthly operating profit stays positive from month 18 in the operating case. Earlier cash losses are not fully recovered within three years; no owner distributions are planned.
Prove the work.
Then repeat it.
The first 90 days focus on paid evidence and a delivery process we can repeat.
By day 60
Work toward the two paid reference launches. Track deposits, launch effort and customer acceptance.
By day 90
Review collections, support hours and recurring margins. Use the results to decide what to sell and hire next.
Proposed milestones, not completed launches. If customer demand or delivery economics disappoint, change the offer and spending before expanding.
Let’s review the plan together.
We’d value your view on direct investment, help assembling the capital, or both.
A 30-minute discussion: the amount, the structure, and the evidence you need to move forward.
Simon Abitbol · simon@leadhouse.ca
The $1.4m ask is a discussion proposal. Staffing, opening cash and obligations need confirmation. Issuer, capitalization and IP/contract rights require diligence. Financing terms are not agreed.