Seed Investment, Milestone-Based Funding, Runway Analysis & Sensitivity
| Category | Amount (SAR) | % of Seed | Notes |
|---|---|---|---|
| Legal & Licensing | 65,000 | 12% | CR, CITC, HRSD licenses |
| Branding & Identity | 45,000 | 8% | 4 brand identities + parent brand |
| MVP Development | In-kind | — | Founder sweat equity (SAR 300K value) |
| Launch Marketing | 180,000 | 33% | WaslaWork soft launch campaign |
| Infrastructure | 60,000 | 11% | Cloud, APIs, tools for Y0 |
| Contingency | 190,000 | 36% | Buffer for unexpected costs |
| Total Seed | 540,000 | 100% |
| Milestone | Trigger | Funding Need | Use of Funds |
|---|---|---|---|
| Seed (Y0) | Founder commitment + business plan | SAR 540K | Legal, branding, MVP, launch prep |
| Y1 Operations | WaslaWork soft launch + first revenue | SAR 1.9M | Team (2→12 FTE), marketing, infra, WaslaCare build |
| Series A Trigger | 2 products live + break-even + product-market fit | TBD (Y2) | WaslaStore build, WaslaJobs R&D, GCC expansion prep |
Key principle: Wasla is designed to reach break-even on WaslaWork + WaslaCare revenue before needing external Series A funding.
This gives the founder negotiating leverage and de-risks the investment.
| Scenario | Assumption Change | Impact on Break-even | Verdict |
|---|---|---|---|
| Base Case | 5% QoQ growth, SAR 50 CAC | Y1 Q3 | Healthy |
| High CAC | 2x CAC (SAR 100) | Y1 Q4 | Manageable — still within runway |
| Slow Growth | 3% QoQ (vs. 5% base) | Y2 Q1 | Needs cost discipline |
| Worst Case | 2x CAC + 3% QoQ | Y2 Q2 | May need bridge round |