Sample portfolio
Sample plan: last-mile delivery startup
An investor-facing sample for a fictional Jeddah delivery startup raising seed capital for fleet and app development. Illustrative figures throughout.
Jeddah Swift Deliveries — fictional sample: a last-mile delivery startup serving Jeddah neighbourhoods, seeking seed investment for fleet and app development.
All figures are illustrative sample figures invented for a fictional business. No funding outcome is claimed or implied.
Contents of the sample document
- Executive summary
- Problem and solution
- Market analysis
- Product and technology approach
- Business model and unit economics
- Go-to-market plan
- Operations and fleet plan
- Financial plan
- Funding ask, use of funds and milestones
- Risks and mitigations
Executive summary excerpt
Sample text for a fictional business.
Jeddah Swift Deliveries is a last-mile delivery operator serving three dense Jeddah districts, focused on same-day delivery for small merchants who cannot justify their own fleet. The business operates a hybrid model: a core fleet of owned vehicles for scheduled volume and contracted driver capacity for peaks.
The problem is structural. Small merchants need reliable same-day delivery, but existing options are either expensive per order or inconsistent in quality. The proposed service offers fixed pickup windows, tracked delivery and a per-delivery price that works at merchant order values.
The seed round of SAR 1.5 million funds fleet expansion, app development and twelve months of working capital. The plan targets 1,900 deliveries per day by month twelve, with contribution per delivery positive at that volume. The round is intended to reach a milestone of three contracted merchant groups and positive contribution margin before the next raise.
The principal risks are driver retention, contract concentration and utilisation. Each is addressed in the operating plan, and the downside case models 70% utilisation with a nine-month delay to profitability.
Market snapshot
General context, not market statistics.
| Factor | Observation | Implication |
|---|---|---|
| Demand | E-commerce and food delivery create volume across Jeddah districts | Density matters more than total city size |
| Competition | Established national operators and informal driver networks | Differentiate on reliability and merchant service |
| Cost base | Fuel, driver time and vehicle maintenance dominate | Utilisation decides profitability |
| Regulation | Transport and labour requirements apply | Compliance cost belongs in the model |
| Customer | Small merchants with 10–200 orders per day | Contract sizes are small; volume comes from count |
Financial highlights
Illustrative sample figures — fictional business.
| Item | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Revenue (SAR) | 1,200,000 | 2,650,000 | 4,100,000 |
| Gross margin % | 28% | 31% | 33% |
| Gross profit (SAR) | 336,000 | 821,500 | 1,353,000 |
| Operating costs (SAR) | 610,000 | 780,000 | 950,000 |
| Net result (SAR) | (274,000) | 41,500 | 403,000 |
| Deliveries per day (month 12) | 1,900 (assumption) |
Funding ask and milestones
Illustrative sample figures — fictional business.
| Use of funds | Amount (SAR) | Milestone |
|---|---|---|
| Fleet (owned vehicles and deposits) | 620,000 | Capacity for 1,900 deliveries/day |
| App and dispatch build | 380,000 | Merchant portal and route tracking |
| Working capital | 320,000 | Twelve months of operating buffer |
| Contingency | 180,000 | Fuel and maintenance volatility |
| Total | 1,500,000 |
What this sample demonstrates
- Investor narrative — problem, solution, model, ask and milestones in sequence.
- Unit-economics thinking — contribution per delivery rather than revenue growth alone.
- Honest risk section — utilisation and concentration are named.
- No outcome claims — the document does not imply that the round will be filled.