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The Investment Readiness Process
by BEELS®

IRP Report

The Investment Readiness Process by Beels® help founders and investors to more efficiently agree how the company contributes to meeting both parties' goals and expectations. This IRP Report is produced by the founders to describe the company’s goals, plans, risks and potential return for investors.

19 August 2025

SUDEC AB

https://www.sudec.net/

Founders

4

Maisam Abbasi

maisam.abbasi@sudec.net

Founder

Quick Facts

Global Goal focus

  • Goal 7. Affordable and clean energy
  • 7.2
  • 7.3
  • 7.a
  • 7.b
  • Goal 8. Decent work and economic growth
  • 8.2
  • 8.3
  • 8.4
  • 8.5
  • 8.7
  • 8.8
  • 8.b
  • Goal 9. Industry, innovation and infrastructure
  • 9.2
  • 9.3
  • 9.4
  • 9.5
  • Goal 12. Responsable consumption and production
  • 12.2
  • 12.4
  • 12.5
  • 12.6
  • 12.a
  • Goal 13. Climate Action
  • 13.1
  • 13.2
  • 13.3
  • Goal 17. Partnerships for the goals
  • 17.6
  • 17.7
  • 17.9
  • 17.10
  • 17.14
  • 17.15
  • 17.16
  • 17.17
  • 17.19

Mega Trends

  • Climate change and resource scarcity
  • Demographics and social change
  • Technological Breakthrough

Industry

  • AI
  • CleanTech
  • DeepTech
  • Energy
  • LegalTech
  • SaaS

Business Model

  • B2B – Business to business
  • B2G - Business to government

Pitch

We share our pitch with you (available as a download in the digital report) and hope you find our company interesting.

Download Pitch

SUDEC investor pitch 6 EN Short pdf

Interview with the founders

1. What are you working on? (1.1 What does that give to a customer?, 1.2. And what does that give, 1.3 How will it contribute to the world?)

SUDEC offers digital systems (SUDEC System), complemented by learning modules (SUDEC Academy) and project-based assignments (SUDEC Project), focused on supply chain systems. Our primary contribution is the sustainable co-development of businesses and organizations in glocal contexts. We target a wide range of organizations, including for-profit and non-profit, as well as public and private sectors. Scalability is particularly relevant to the SUDEC System, which serves industries and businesses engaged in trade activities—from small and medium-sized enterprises (SMEs) to large corporations.

2. Why are you (individually) doing this? (2.1 What is your goal? 2.2 Do you have a financial goal? 2.3 When do you need to reach that goal? 2.4 What is the goal behind that goal?)

I aim to improve decision-making within and among organizations in relation to sustainable co-development—specifically by fostering a more interactive, effective, and efficient value chain across the entire system. My ultimate goal is to advance cutting-edge, knowledge-intensive research in this field and to commercialize its outcomes through deep tech. In the short term, the financial objective is to sustain SUDEC through the "valley of death" and to successfully secure seed funding within three to five years, with a pre-seed round targeted within the next six months. Ultimately, my broader aspiration is to build a fulfilling life—for myself and for my family.

3. Why now? (3.1 Why will this succeed now?)

Today’s markets demand both holistic and specialized sustainable development systems—ones capable of devolving into interoperable frameworks that align with diverse regulations and can trace and improve criteria such as energy efficiency, renewability, social sustainability, and economic growth. This is a pivotal moment—both in my career and in SUDEC’s trajectory—to pursue exponential growth. We are poised to transition from the product-market fit phase (proof of market) to the proof-of-finance phase, with the goal of generating tangible economic value.

4. What is you unfair competitive advantage? (4.1 Something that no-one else have?)

My strategy focuses on pursuing a blue ocean approach rather than competing in a red ocean, and leveraging coopetition over pure competition—if it adds value. Furthermore, I believe that both pricing and differentiating advantages are embedded in our value propositions, especially when it comes to knowledge-intensive modules, prescriptive and systematic analytics, intelligent calculators, software–hardware–human interoperability, and compliance superiority.

5. Describe your competitors?

For SUDEC System, our competitors generally fall into two categories: 1) Accounting and ERP Service Providers – Primarily SAP and similar companies, who offer their own modules focused on supply chain management, resource management, and environmental management. 2) Niche Sustainable Development Service Providers – Companies that specialize in specific aspects of sustainable development, such as carbon footprint measurement, ESG (Environmental, Social, and Governance) reporting, human rights reporting, and adapting to the SDGs (Sustainable Development Goals).

6. How do you make money?

Our revenue strategy balances affordable pricing with high sales volume for the SUDEC System. We will generate income through multiple streams, including subscriptions, digital marketplace sales, referral programs, customized and licensed solutions, as well as inside and field sales. These will be complemented by additional offerings from SUDEC Academy and SUDEC Project services.

7. How do you charge customers?

The pricing for our products will vary depending on the number, volume, and frequency of the units sold. Currently, SUDEC System is available online in four packages, with prices ranging from 499 SEK to 699 SEK per month, while tailor-made and on-premises licenses are priced separately.

8. How much does an average customer spend per year? (8.1 Or, how much will an average customer spend per year?)

200,000–300,000 SEK

9. Give three top reasons why this will fail?

1) Lack of a dedicated marketing and sales team to continuously fill the funnel and convert leads. 2) Insufficient mapping of the current and potentialy emerging market to guide strategic growth in pragmatic terms across the globe. 3) Absence of strong enablers or “transformers” who can bridge the practical gap between SUDEC and established industries or public organizations.

10. What does an exit look like?

Currently, I am the sole shareholder of SUDEC. Potential exit strategies include diluting equity through private investment, acquisition by a large corporation such as Microsoft or Oracle, or pursuing an IPO in the longer term.

What will drive value and how will we reach our goals?

What drives value in our future company? We call them "value driving factors". They are factors that help the company to achieve the turnover and profit targets we have set as goals to be achieved in our ”normal case”.

This is what makes the company value grow and hopefully make it possible for our now coming investors to exit their shares with a profit.

Planned year of exit for first investor

2032

To reach our long term ”Normal case” goals we have set targets (milestones) that reflect a realistic progression on each selected Value-driving factor from Start of our plan to the year when we plan for our now coming investors to exit their investment.

Impact/ESG At start
Jan 2026 		At 6 months
Jul 2026 		At 40%
Oct 2028 		At exit
Dec 2032
Reduced pollution (emissions) (Scope 1,2,3) GHG emissions+ ODS emissions+ other air emissions Specifying the criteria and KPIs on SUDEC system Reduced 200 tCO₂e Reduced 5000 tCO₂e Reduced 15 000 tCO₂e
Generated closed-loop systems Synchronizing the products, processes & resources for reuse, recovery, upcycling and recycling Specifying the index on SUDEC system 5% increase in closed loop index 15% increase in closed loop index 30% increase in closed loop index
Improved physical, mental & social health Reducing work-related incidents and injuries Specifying the criteria and KPIs on SUDEC system Reducing reported cases by 10 Reducing reported cases by 120 Reducing reported cases by 450
Sales/Market/Customer At start
Jan 2026 		At 6 months
Jul 2026 		At 40%
Oct 2028 		At exit
Dec 2032
Revenue in the 8 digit range (SEK) Total generated revenue 100 000 SEK 700 000 SEK 12 million SEK 180 million SEK
Product/Technology/Business Model At start
Jan 2026 		At 6 months
Jul 2026 		At 40%
Oct 2028 		At exit
Dec 2032
Prime-mover in analytics Pioneering analytical approaches and tools for sustainable supply/value chains Clarify the basis for top rankings in the market Number 5 in Sweden Number 5 in Europe Among top 10 globally
Harnessed interoperability Deepen software–hardware–human interoperability for ultimate intelligence Identifying interoperable APIs, IoTs (Webhooks) 3 cases 10 cases 20 cases
Entered the hardware market Scalability by selling hardware such as energy, water, noise sensors; occupational safety instrument Mapping the global market Have found reliable manufacturers & distributors Have entered the market with tangible sale Gained market share by 2% globally
Assets/Team/IPR At start
Jan 2026 		At 6 months
Jul 2026 		At 40%
Oct 2028 		At exit
Dec 2032
Dedicated full-time team Finding a dedicated co-founder to build a complementary team alonside enthusiastic workers Relying upon our networks 2 full-time employees (a co-founder?) 4 full-time employees 9 full-time employees

How will we use the funds?

In order to reach our milestone we have made a roadmap from start of plan to the year of we plan for our now coming investors to exit their investment. This roadmap shows key activities in each area of the company, that need to be completed by a certain point in time in order for the company to achieve the goals for each Milestone.

The strategic roadmap is divided in three parts where the first plan, on a monthly basis, shows how we will reach the first milestones in 6 months from start of plan. The second part is a quarterly plan and the last part is a yearly plan.

Impact Tech/Product Marketing Sale and finance Organization
2026
Feb
Cre­at­ing the basis for ​‘reduced pol­lu­tion (emis­sions)’ on SUDEC Sys­tem — Phase 1
Cre­at­ing the basis for ​‘gen­er­at­ed closed-loop sys­tems’ index on SUDEC Sys­tem — Phase 1
Cre­at­ing the basis for ​‘improved phys­i­cal, men­tal & social health’ on SUDEC Sys­tem — Phase 1
Make a uni­ver­sal roadmap for supe­ri­or ana­lyt­ics offered by SUDEC System
Make a uni­ver­sal roadmap for supe­ri­or inter­op­er­abil­i­ty offered by SUDEC System
Cre­at­ing a strength­ened IT infra­struc­ture (serv­er, data­bas­es, security)
Updat­ing mar­ket­ing plan (seg­ments, size and growth, com­pe­ti­tion den­si­ty, positioning)
Updat­ing mar­ket­ing strat­e­gy (prod­uct, price, pro­mo­tion, place)
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing and direct­ly run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Align­ing the expec­ta­tions on orga­ni­za­tion­al struc­ture and culture
Rely­ing upon our net­works for find­ing an appro­pri­ate co-founder/­full-time employ­ee with hands-on skills in mar­ket­ing and sales
Mar
Cre­at­ing the basis for ​‘reduced pol­lu­tion (emis­sions)’ on SUDEC Sys­tem — Phase 2
Cre­at­ing the basis for ​‘gen­er­at­ed closed-loop sys­tems’ index on SUDEC Sys­tem — Phase 2
Cre­at­ing the basis for ​‘improved phys­i­cal, men­tal & social health’ on SUDEC Sys­tem — Phase 2
Make a uni­ver­sal roadmap for supe­ri­or ana­lyt­ics offered by SUDEC System
Make a uni­ver­sal roadmap for supe­ri­or inter­op­er­abil­i­ty offered by SUDEC System
Cre­at­ing a strength­ened IT infra­struc­ture (serv­er, data­bas­es, security)
Updat­ing mar­ket­ing plan (seg­ments, size and growth, com­pe­ti­tion den­si­ty, positioning)
Updat­ing mar­ket­ing strat­e­gy (prod­uct, price, pro­mo­tion, place)
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing and direct­ly run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Align­ing the expec­ta­tions on orga­ni­za­tion­al struc­ture and culture
Rely­ing upon our net­works for find­ing an appro­pri­ate co-founder/­full-time employ­ee with hands-on skills in mar­ket­ing and sales
Apr
Col­lect­ing and ana­lyz­ing data for scope 1 GHG emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts scale
Tak­ing qual­i­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Make a uni­ver­sal roadmap for supe­ri­or ana­lyt­ics offered by SUDEC System
Make a uni­ver­sal roadmap for supe­ri­or inter­op­er­abil­i­ty offered by SUDEC System
Syn­chro­niz­ing dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing and direct­ly run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Rely­ing upon our net­works for find­ing an appro­pri­ate co-founder/­full-time employ­ee with hands-on skills in mar­ket­ing and sales
May
Col­lect­ing and ana­lyz­ing data for scope 1 GHG emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts scale
Tak­ing qual­i­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Delve deep­er into the sys­tem­at­ic analy­sis with pri­ma­ry data
Delve deep­er into soft­ware-soft­ware inter­op­er­abil­i­ty with pri­ma­ry data
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing and direct­ly run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Rely­ing upon our net­works for find­ing an appro­pri­ate co-founder/­full-time employ­ee with hands-on skills in mar­ket­ing and sales
Jun
Col­lect­ing and ana­lyz­ing data for scope 1 and 2 GHG emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts scale
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Delve deep­er into the sys­tem­at­ic analy­sis with pri­ma­ry data
Delve deep­er into soft­ware-soft­ware inter­op­er­abil­i­ty with pri­ma­ry data
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing and direct­ly run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Rely­ing upon our net­works for find­ing an appro­pri­ate co-founder/­full-time employ­ee with hands-on skills in mar­ket­ing and sales
Jul
Col­lect­ing and ana­lyz­ing data for scope 1 and 2 GHG emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts scale
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Delve deep­er into the sys­tem­at­ic analy­sis with pri­ma­ry data
Delve deep­er into soft­ware-soft­ware inter­op­er­abil­i­ty with pri­ma­ry data
Uni­ver­sal bench­mark­ing, assess­ment, and justification
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing and direct­ly run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Rely­ing upon our net­works for find­ing an appro­pri­ate co-founder/­full-time employ­ee with hands-on skills in mar­ket­ing and sales
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts and process­es scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Delve deep­er into the pre­dic­tive and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into soft­ware-hard­ware inter­op­er­abil­i­ty with pri­ma­ry data
Updat­ing mar­ket­ing plan (seg­ments, size and growth, com­pe­ti­tion den­si­ty, positioning)
Updat­ing mar­ket­ing strat­e­gy (prod­uct, price, pro­mo­tion, place)
Syn­chro­niz­ing dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
2 full-time employ­ees (a co-founder?) in place
Re-align­ing the expec­ta­tions on orga­ni­za­tion­al struc­ture and culture
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts and process­es scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Delve deep­er into the pre­dic­tive and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into soft­ware-hard­ware inter­op­er­abil­i­ty with pri­ma­ry data
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Dynam­i­cal­ly syn­er­giz­ing orga­ni­za­tion­al struc­ture and cul­ture with absorbed (finan­cial, human, and physical/​tangible) resources
2027
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts and process­es scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Delve deep­er into the pre­dic­tive and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into soft­ware-hard­ware inter­op­er­abil­i­ty with pri­ma­ry data
Uni­ver­sal bench­mark­ing, assess­ment, and justification
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Dynam­i­cal­ly syn­er­giz­ing orga­ni­za­tion­al struc­ture and cul­ture with absorbed (finan­cial, human, and physical/​tangible) resources
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts and process­es scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Syn­er­gize the sys­tem­at­ic, pre­dic­tive, and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into soft­ware-hard­ware inter­op­er­abil­i­ty with pri­ma­ry data
Updat­ing mar­ket­ing plan (seg­ments, size and growth, com­pe­ti­tion den­si­ty, positioning)
Updat­ing mar­ket­ing strat­e­gy (prod­uct, price, pro­mo­tion, place)
Syn­chro­niz­ing dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
3 full-time employ­ees (a co-founder?) in place
Dynam­i­cal­ly syn­er­giz­ing orga­ni­za­tion­al struc­ture and cul­ture with absorbed (finan­cial, human, and physical/​tangible) resources
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts and process­es scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Syn­er­gize the sys­tem­at­ic, pre­dic­tive, and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into soft­ware-hard­ware inter­op­er­abil­i­ty with pri­ma­ry data
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Dynam­i­cal­ly syn­er­giz­ing orga­ni­za­tion­al struc­ture and cul­ture with absorbed (finan­cial, human, and physical/​tangible) resources
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts and process­es scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Syn­er­gize the sys­tem­at­ic, pre­dic­tive, and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into soft­ware-hard­ware inter­op­er­abil­i­ty with pri­ma­ry data
Uni­ver­sal bench­mark­ing, assess­ment, and justification
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Dynam­i­cal­ly syn­er­giz­ing orga­ni­za­tion­al struc­ture and cul­ture with absorbed (finan­cial, human, and physical/​tangible) resources
2028
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emis­sions + ODS emis­sions + oth­er air emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts, process­es, and resources scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Syn­er­gize the sys­tem­at­ic, pre­dic­tive, and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into cur­rent and new tools for analytics
Delve deep­er into soft­ware-hard­ware-human inter­op­er­abil­i­ty with pri­ma­ry data
Updat­ing the IT infra­struc­ture (serv­er, data­bas­es, security)
Updat­ing mar­ket­ing plan (seg­ments, size and growth, com­pe­ti­tion den­si­ty, positioning)
Updat­ing mar­ket­ing strat­e­gy (prod­uct, price, pro­mo­tion, place)
Syn­chro­niz­ing dig­i­tal and non-dig­i­tal mar­ket­ing channels
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
4 full-time employ­ees (a co-founder?) in place
Re-align­ing the expec­ta­tions on orga­ni­za­tion­al struc­ture and culture
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emis­sions + ODS emis­sions + oth­er air emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts, process­es, and resources scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Syn­er­gize the sys­tem­at­ic, pre­dic­tive, and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into soft­ware-hard­ware-human inter­op­er­abil­i­ty with pri­ma­ry data
Updat­ing mar­ket­ing plan (seg­ments, size and growth, com­pe­ti­tion den­si­ty, positioning)
Updat­ing mar­ket­ing strat­e­gy (prod­uct, price, pro­mo­tion, place)
Syn­chro­niz­ing dig­i­tal and non-dig­i­tal mar­ket­ing channels
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Dynam­i­cal­ly syn­er­giz­ing orga­ni­za­tion­al struc­ture and cul­ture with absorbed (finan­cial, human, and physical/​tangible) resources
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emis­sions + ODS emis­sions + oth­er air emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts, process­es, and resources scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Syn­er­gize the sys­tem­at­ic, pre­dic­tive, and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into soft­ware-hard­ware-human inter­op­er­abil­i­ty with pri­ma­ry data
Updat­ing mar­ket­ing plan (seg­ments, size and growth, com­pe­ti­tion den­si­ty, positioning)
Updat­ing mar­ket­ing strat­e­gy (prod­uct, price, pro­mo­tion, place)
Syn­chro­niz­ing dig­i­tal and non-dig­i­tal mar­ket­ing channels
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Dynam­i­cal­ly syn­er­giz­ing orga­ni­za­tion­al struc­ture and cul­ture with absorbed (finan­cial, human, and physical/​tangible) resources
Delv­ing into intel­lec­tu­al prop­er­ties (patent, copy­rights, trademark)
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emis­sions + ODS emis­sions + oth­er air emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts, process­es, and resources scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Syn­er­gize the sys­tem­at­ic, pre­dic­tive, and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into cur­rent and new tools for analytics
Delve deep­er into soft­ware-hard­ware-human inter­op­er­abil­i­ty with pri­ma­ry data
Uni­ver­sal bench­mark­ing, assess­ment, and justification
Updat­ing mar­ket­ing plan (seg­ments, size and growth, com­pe­ti­tion den­si­ty, positioning)
Updat­ing mar­ket­ing strat­e­gy (prod­uct, price, pro­mo­tion, place)
Syn­chro­niz­ing dig­i­tal and non-dig­i­tal mar­ket­ing channels
Inves­ti­gat­ing new mar­ket entries
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
5 full-time employ­ees (a co-founder?) in place
Dynam­i­cal­ly syn­er­giz­ing orga­ni­za­tion­al struc­ture and cul­ture with absorbed (finan­cial, human, and physical/​tangible) resources
Delv­ing into intel­lec­tu­al prop­er­ties (patent, copy­rights, trademark)
2029
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emis­sions + ODS emis­sions + oth­er air emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts, process­es, and resources scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Syn­er­gize the sys­tem­at­ic, pre­dic­tive, and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into cur­rent and new tools for analytics
Delve deep­er into soft­ware-hard­ware-human inter­op­er­abil­i­ty with pri­ma­ry data
Uni­ver­sal bench­mark­ing, assess­ment, and justification
Updat­ing mar­ket­ing plan (seg­ments, size and growth, com­pe­ti­tion den­si­ty, positioning)
Updat­ing mar­ket­ing strat­e­gy (prod­uct, price, pro­mo­tion, place)
Syn­chro­niz­ing dig­i­tal and non-dig­i­tal mar­ket­ing channels
Inves­ti­gat­ing new mar­ket entries
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Dynam­i­cal­ly syn­er­giz­ing orga­ni­za­tion­al struc­ture and cul­ture with absorbed (finan­cial, human, and physical/​tangible) resources
Delv­ing into intel­lec­tu­al prop­er­ties (patent, copy­rights, trademark)
2030
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emis­sions + ODS emis­sions + oth­er air emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts, process­es, and resources scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Syn­er­gize the sys­tem­at­ic, pre­dic­tive, and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into cur­rent and new tools for analytics
Delve deep­er into soft­ware-hard­ware-human inter­op­er­abil­i­ty with pri­ma­ry data
Uni­ver­sal bench­mark­ing, assess­ment, and justification
Updat­ing mar­ket­ing plan (seg­ments, size and growth, com­pe­ti­tion den­si­ty, positioning)
Updat­ing mar­ket­ing strat­e­gy (prod­uct, price, pro­mo­tion, place)
Syn­chro­niz­ing dig­i­tal and non-dig­i­tal mar­ket­ing channels
Inves­ti­gat­ing new mar­ket entries
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
Re-align­ing the expec­ta­tions on orga­ni­za­tion­al struc­ture and culture
Delv­ing into intel­lec­tu­al prop­er­ties (patent, copy­rights, trademark)
2031
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emis­sions + ODS emis­sions + oth­er air emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts, process­es, and resources scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Syn­er­gize the sys­tem­at­ic, pre­dic­tive, and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into soft­ware-hard­ware-human inter­op­er­abil­i­ty with pri­ma­ry data
Uni­ver­sal bench­mark­ing, assess­ment, and justification
Updat­ing mar­ket­ing plan (seg­ments, size and growth, com­pe­ti­tion den­si­ty, positioning)
Updat­ing mar­ket­ing strat­e­gy (prod­uct, price, pro­mo­tion, place)
Syn­chro­niz­ing dig­i­tal and non-dig­i­tal mar­ket­ing channels
Inves­ti­gat­ing new mar­ket entries
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
6full-time employ­ees (a co-founder?) in place
Delv­ing into intel­lec­tu­al prop­er­ties (patent, copy­rights, trademark)
Dynam­i­cal­ly syn­er­giz­ing orga­ni­za­tion­al struc­ture and cul­ture with absorbed (finan­cial, human, and physical/​tangible) resources
2032
Col­lect­ing and ana­lyz­ing data for scope 1, 2, and 3 GHG emis­sions + ODS emis­sions + oth­er air emissions
Mea­sur­ing and improv­ing the closed-loop sys­tems index on the prod­ucts, process­es, and resources scales
Tak­ing mixed qual­i­ta­tive and quan­ti­ta­tive approach in inves­ti­gat­ing and reduc­ing work-relat­ed inci­dents and injuries
Syn­er­gize the sys­tem­at­ic, pre­dic­tive, and pre­scrip­tive ana­lyt­ics with pri­ma­ry data
Delve deep­er into soft­ware-hard­ware-human inter­op­er­abil­i­ty with pri­ma­ry data
Uni­ver­sal bench­mark­ing, assess­ment, and justification
Updat­ing mar­ket­ing plan (seg­ments, size and growth, com­pe­ti­tion den­si­ty, positioning)
Updat­ing mar­ket­ing strat­e­gy (prod­uct, price, pro­mo­tion, place)
Syn­chro­niz­ing dig­i­tal and non-dig­i­tal mar­ket­ing channels
Inves­ti­gat­ing new mar­ket entries
Con­tent gen­er­a­tion and shar­ing via dig­i­tal and non-dig­i­tal mar­ket­ing channels
Updat­ing the foun­da­tion for chas­ing the sales funnel
Syn­chro­niz­ing, direct­ly & indi­rect­ly (with help of oth­er agents) run­ning sales chan­nels (inside & field sales, dig­i­tal mar­ket­places, refer­ral pro­grams, licens­ing, dig­i­tal media, non-refund­able funds, rais­ing cap­i­tal and equi­ty-based sales)
7 full-time employ­ees (a co-founder?) in place
Delv­ing into intel­lec­tu­al prop­er­ties (patent, copy­rights, trademark)
Dynam­i­cal­ly syn­er­giz­ing orga­ni­za­tion­al struc­ture and cul­ture with absorbed (finan­cial, human, and physical/​tangible) resources

Total Capital Requirement (TCR)

In order to be able to present an investment offer, we have made a financial prognosis from Start of plan to the year we plan for our now coming investors to exit their investment. This is to ascertain the ”total capital requirement” - in other words, how much capital we need to fund our company's entire Strategic roadmap.

We have made assumptions for both costs and revenues for our Normal Case to illustrate the cash flow and need for capital over time. This also gives us an idea of how much time it takes to become cash flow positive, hence the runway we need to finance with external capital.

Total capital need to finance the plan

SEK 5 275 000

Runway to become cash flow positive

33

Picture1

Download forecasts

1 Financial forecast Normalcase SUDEC excel
2 Financial forecast Riskscenario SUDEC excel

Financial Goals

Our financial goals by the year we plan for our now coming investors to exit their investment are shown below.

Revenue goal 2032

SEK 100 000 000

Profit goal 2032

SEK 37 300 000

ARR goal 2032

SEK 27 500 000

Yearly growth goal

107.00%

Potential Exit For Investor

All early stage investors need to plan for they are going to sell the shares with a profit. We have made investigations and have a few ideas on how our now coming investors potentially can exit this investment.

Potential exit strategies include diluting equity through new rounds of private investment, employee buyouts, acquisition by a large corporation such as Microsoft or Oracle, or pursuing an IPO in the longer term.

We have compared our future company with other similar companies that have done the kind of exit strategy we foresee to understand how such companies are valued. We have also found market reports from our industry that’s describes what valuations models are used and we have seen that companies like ours often are valued by applying a multiple on one or more key financial figures like revenue, profit or ARR.

When we use an average multiple and apply it on our future goals that gives us a fictitious valuation of our company.

Looking at the business landscape in the Nordics, across Europe, and globally, achieving annual growth of 100% over a period of 5 to 7 years is no longer a fantasy. It is now entirely feasible to succeed in selling and merging via digital marketplaces such as AWS, Azure, G2, Capterra, and Software Advice—and to receive M&A greenlights from major corporations.

One example, according to Reuters, is the acquistion of Sphera (~$120M–150M ARR; over $300M in annual revenue, and over ~$100M in EBITDA) by Blackstone in 2021 with a valuation of $1.4B. Currently, Blackstone is weighing a $3bn exit from Sphera.

At SUDEC, we also have strong confidence in the exponential scalability and exit valuation potential from the 'hardware for sustainability market'.

Our financial goals and Valuation multiple:

  • Revenue x 5

  • Profit x 3

Fictitious valuation at 2032

SEK 295 775 000

Financial Design

Based upon our Normal case plan and goals we have made a financial design for the external capital necessary to cover the accumulated negative cash flow in our financial prognosis. The plan also covers the external equity we plan for and how much capital we plan to raise and their pre money valuations. We have done this in order to for-see the dilution effects for us as founders and our coming investors. Investors are taking their pro rata in the following round in our plan. Based upon our fictitious valuation we can also make assumptions of what potential return an investment would give for investors. This is our financing design:

Shares at present

Founders'

1500

Passive

0

Pool for future Employees

500

Round 1 January 2026

Goals to reach:

-Dedicated full-time team (a co-founder)
- Product-market fit glocally
- Enhancing the sale channels

Round 2 January 2027

Goals to reach:

- Entering the hardware market
- Enhancing analytics and interoperability

Loan SEK 0 SEK 0
Grants SEK 0 SEK 50 000
Equity SEK 3 000 000 SEK 2 000 000
Pre Money SEK 20 000 000 SEK 23 000 000
Shares Issued + 300 + 200
Total # Shares 2300 2500
Founders Owner % 65.22% 60.00%
External Owner % 0.00% 0.00%
Employees Owner % (Fully Diluted) 21.74% 20.00%
Investor 1
Round investment SEK 3 000 000 SEK 260 870
Share 13.04% 13.04%
Return times investment ≈ 11.8 x ≈ 11.8 x
Avarage Annual Return (CAGR) ≈ 51% ≈ 51%
Total return at exit SEK 35 493 000 SEK 38 579 000
Investor 2
Round investment SEK 1 739 130
Share 6.96%
Return times investment ≈ 11.8 x
Avarage Annual Return (CAGR) ≈ 64%
Total return at exit SEK 20 576 000
Investor 3
Round investment
Share
Return times investment
Avarage Annual Return (CAGR)
Total return at exit

Our future owners

We hope to share our company with owners who believe in our vision, goals and us as a team. We have a strong plan for how to use external owners capital in order to build a growing and valuable company. To execute according to plan we think our future owners can contribute and these are our thoughts and questions to future owners.

How future owners can contribute:

Belief in co-properties is deeply rooted in our DNA.

We value characteristics that enable us to sustainably co-evolve and co-develop over time. Beyond financial interests, we are also driven by a passion for mutual understanding and alignment of priorities, co-adaptation in glocal contexts, pragmatic knowledge, professional skills, and experience in targeted sectors—industrial, business, and governmental. We also place great importance on strong networks and positive relationships with key stakeholders.

Questions to future owners

  • What are your expectations of us?

  • What are your preferred target sectors?

  • How can your network support our efforts?

  • Would you be interested in joining as a co-founder and contributing to the development of our sales channels and performance records?

  • How much risk are you willing to take and share?

  • Do you have any records of your ROIs and ROVs so far?

  • Do you have an exit strategy, or are you willing to support us through multiple funding rounds?

Next step

Would you be interested in more information we would appreciate if you would sign our suggestion for an NDA. If you want to schedule a meeting please contact us.

Suggested ticket size

SEK 0

Time for next capital round

January 2026

About this report

We have concluded The Investment Readiness Process by Beels® [IRP] to prepare for our future growth and financial needs. We have been trained and supervised by Naimul Abd who is an IRP Certified Instructor. The IRP consist of five instructor led meetings and eight assignments. The result of those assignment are summarized in this IRP Report for an effective filtering and partial due diligence for an investor.

The Investment Readiness Process by Beels was created 2018 by Björn Larsson, entrepreneur and investor and Bjorn was inspired by Lennart Ohlsson (Swedish Angel Investor and author of ”Träffsäkra investeringar i startups”) and Jason Calacanis (US Angel Investor and author of the book "Angel - How to Invest in Technology Startups--Timeless Advice from an Angel Investor Who Turned $100,000 Into $100,000,000”.

The Investment Readiness Process was conducted by the Certified IRP Instructor:

NA

Contact Us

4

Maisam Abbasi

maisam.abbasi@sudec.net

Founder