Financial Projections
& Revenue Model
DAIA Innovation Campus — La Vega, Dominican Republic · Supporting the $3,000,000 seed round at $12M pre-money / $15M post-money · Prepared August 2026
01The Financial Thesis
The DAIA Innovation Campus is engineered as a diversified revenue engine sitting on an appreciating hard asset. Seven monetized streams share the same land, brand, and audience — so each community member is monetized more than once, and no single stream's failure threatens the whole. Underneath them sits a deliberately free distribution layer that compounds the value of everything above it: give schools and families world-class software at no cost, become the trusted platform of the entire community, then monetize the relationship — never the child's education.
Distribution layer
Educa One and Scholar One — free to schools, students, and families by design. They aren't revenue lines; they're how DAIA becomes the trusted platform of entire communities, feeding every monetized stream at near-zero acquisition cost.
Campus layer
Field trips, immersion cohorts, residencies, tourism, and events — calendar-driven cash flow from the land itself, employing the surrounding community.
Asset layer
400 titled tareas (~62 acres) of appreciating Dominican real estate plus movable capsule structures — the balance sheet grows even in quiet quarters.
02The Distribution Layer — Free by Design
Educa One (institutional platform) and Scholar One (student app) are offered free to schools, students, and communities. This is a strategic decision, not a concession. Every school onboarded brings thousands of students; every student account is approved by one to two parents or guardians, who join the platform themselves. DAIA becomes the trusted digital layer of the whole community — teachers, students, and families — with direct, permissioned access to an audience competitors would pay millions to reach.
| Network build (base case) | FY27 | FY28 | FY29 | FY30 | FY31 |
|---|---|---|---|---|---|
| Students on platform (free) | 4,000 | 10,000 | 22,000 | 40,000 | 65,000 |
| Parents & guardians (~1.5× students) | 6,000 | 15,000 | 33,000 | 60,000 | 100,000 |
| Trusted community network | 10,000 | 25,000 | 55,000 | 100,000 | 165,000 |
Feeds Academy
Families already inside the ecosystem convert to paid 1-on-1 tutoring at near-zero acquisition cost — the single largest driver of Academy's ramp.
Feeds the campus
Field trips, family programs, and visits are booked directly through the platform schools already live in every day.
Feeds sponsorship
A brand-safe, verified, family-scale audience is premium sponsorship inventory — monetizing reach, never selling data or the classroom.
FY27 starts from the existing institutional pipeline: 4,000 students (3,000 contracted + 1,000 verbal). The long tail is national: Ministry of Education relations position this free layer for country-scale adoption, and every added school compounds the funnel above.
03The Seven Monetized Streams
A · DAIA Academy — tutoring marketplace
FY2031: $4.08M1-on-1 live tutoring built on cross-border economics, priced for the U.S. market — not the Dominican one. Paying clients are primarily U.S.-based learners (Spanish and language instruction), where $15 per 55-minute private lesson dramatically undercuts typical U.S. tutoring rates of $30–60+/hour — validated by the first U.S. clients already onboarded. Teachers earn fixed DOP rates by tier (RD$350 / RD$500 / RD$600 per completed lesson), more than double the typical Dominican per-lesson rate — so the platform is simultaneously a bargain for the client and a premium wage for the teacher. DAIA's margin is the spread between two markets, not a markup on either.
- Avg. client price $15/lesson (U.S.-competitive); avg. teacher cost ≈ $7.50 + payout & FX fees ≈ 5% → ~45% gross margin
- Volume ramp: 1,650 lessons/mo (FY27) → 4,650 → 9,300 → 15,000 → 22,700 (FY31), driven by the community network
- Campus role: teacher training residencies + credibility engine for international student acquisition
B · School Field Trips — day programs
FY2031: $820K- $22/student day experience (robotics, AI lab, farm, nature trail) — booked by the schools already living on Educa One
- Student visits: 3,000 (FY27, half-year) → 13,200 → 21,800 → 30,000 → 37,300
- Capacity check: ~190/school-day at peak — comfortably within a 62-acre site
C · Immersion Cohorts — sponsor-funded seats
FY2031: $792KTwo-week residential programs for youth from underserved communities. Seats are 100% scholarship-funded — corporations, foundations, and diaspora donors sponsor seats; the student pays nothing. Impact and revenue in the same transaction.
- Tiered sponsorship: $800 local corporate / $1,500 international & diaspora — blended $1,100 per seat (lodging, meals, curriculum, mentorship match via Minnect). Tiering meets Dominican CSR budgets where they are while letting international sponsors fund at full value.
- Seats: 60 (FY27) → 240 → 400 → 560 → 720
D · Residencies & Capsule Stays
FY2031: $417K- Capsule inventory: 6 units (FY27) scaling to 14 (FY30+); blended $100–120/night equivalent across nightly stays, monthly EIR residencies, and remote-work packages
- Occupancy ramp: 40% → 50% → 58% → 62% → 68% as creator content compounds
E · Eco-Tourism, Experiences & Events
FY2031: $760K- River tours, farm experiences, and day visits: $30K (FY27) → $420K (FY31)
- Summits, hackathons, retreats, private venue bookings: $20K (FY27) → $340K (FY31)
- Driven by creator-residency reach — Mariela Pérez Calderón's 400K+ audience is the top of this funnel
F · Sponsorships & Strategic Partnerships
FY2031: $1.00MThe distribution layer's monetization engine: a verified, brand-safe network of 165K+ students, teachers, and families by FY31 is premium sponsorship inventory. Reach is sold — data and the classroom never are.
- LightLink corporate sponsors, cloud-partner programs, facility naming rights, family-safe brand activations
- $80K (FY27) → $1.0M (FY31); cloud-credit partnerships additionally reduce hosting COGS
G · Family & Community Programs
FY2031: $680KMonetizing the parent side of the network with services families choose to buy: weekend STEM workshops, summer camps at the campus, and adult digital-literacy courses — while the children's school software stays free forever.
- Blended $45 avg. per paid enrollment across workshops, camps, and adult courses
- $30K (FY27) → $140K → $300K → $480K → $680K, tracking the parent network's growth
04Five-Year Projection — Base Case
| Revenue ($K) | FY27 | FY28 | FY29 | FY30 | FY31 |
|---|---|---|---|---|---|
| A · Academy tutoring | 300 | 840 | 1,680 | 2,700 | 4,080 |
| B · Field trips | 66 | 290 | 480 | 660 | 820 |
| C · Immersion cohorts | 66 | 264 | 440 | 616 | 792 |
| D · Residencies & stays | 44 | 192 | 279 | 364 | 417 |
| E · Tourism & events | 50 | 210 | 400 | 580 | 760 |
| F · Sponsorships & partnerships | 80 | 260 | 480 | 720 | 1,000 |
| G · Family & community programs | 30 | 140 | 300 | 480 | 680 |
| Total revenue | 636 | 2,196 | 4,059 | 6,120 | 8,549 |
| Direct costs (payouts, program delivery, free-platform hosting) | (342) | (1,068) | (1,950) | (2,932) | (4,103) |
| Gross profit | 294 | 1,128 | 2,109 | 3,188 | 4,446 |
| Gross margin | 46% | 51% | 52% | 52% | 52% |
| Operating expenses (team, campus ops, marketing, G&A) | (800) | (1,320) | (1,850) | (2,320) | (2,850) |
| EBITDA | (506) | (192) | 259 | 868 | 1,596 |
| EBITDA margin | — | — | 6% | 14% | 19% |
Direct costs include the hosting of the free distribution layer — Educa One and Scholar One are a real cost center ($60K–$300K/yr, partially offset by cloud-partner credits) carried deliberately as the customer-acquisition engine for everything else. Cumulative EBITDA burn before self-sufficiency is ≈ $700K (FY27–28), covered by the raise's operations allocation, contingency reserve, and early gross profit. The business crosses into positive EBITDA in FY2029, consistent with the Phase 2 self-sufficiency target in the campus roadmap.
05Scenario Analysis
| Scenario | FY31 Revenue | FY31 EBITDA | Self-sufficiency | Key assumption |
|---|---|---|---|---|
| Conservative | $5.7M | $0.7M | FY2030 | 35% slower ramps; network reaches 100K; occupancy caps at 50%; no Ministry adoption |
| Base | $8.5M | $1.6M | FY2029 | Ramps as modeled; 165K community network by FY31 |
| Growth | $12.2M | $2.8M | FY2029 | Ministry of Education pilot pushes the free layer national (300K+ network); LATAM Academy expansion begins FY30 |
Even the conservative case reaches profitability within the projection window without additional capital, because ~72% of the raise converts to durable assets rather than burn, and the trusted network keeps customer-acquisition costs near zero across every monetized stream.
06How the $3M Converts to Revenue Capacity
| Allocation | Amount | Streams unlocked |
|---|---|---|
| Land acquisition — 400 tareas | $1,000K | B, C, D, E, G + the appreciating asset layer |
| Capsule village & buildout | $700K | C (lodging), D (residencies/stays), E (events) |
| Site infrastructure — solar, water, road, fiber | $450K | All campus streams; fiber enables on-site Academy studios and free-platform reliability |
| Program launch | $350K | B, C, E, G operating from first quarter post-close |
| Operations & team — 24 months | $400K | Carries the P&L through the FY27–28 EBITDA gap |
| Contingency reserve | $100K | Buffer on construction & FX |
07The Investor Lens
Revenue multiple context
At base-case FY2031 revenue of $8.5M with 19% EBITDA margins, a 165K-member proprietary distribution network, and a recurring tutoring-marketplace core, comparable edtech and diversified-campus businesses transact at meaningful revenue multiples — implying substantial appreciation potential from a $15M post-money entry. The Carta seed-stage benchmark data (March 2026) places this round's terms within the normal range for revenue-generating, asset-backed seed companies.
Downside architecture
Unlike a pure software seed, ~$2.15M of this raise becomes titled land and physical structures. The asset layer doesn't eliminate venture risk, but it materially changes the shape of the downside relative to a raise spent entirely on payroll.
Upside levers deliberately excluded from the base case: Ministry of Education national adoption, Quisqueya AI licensing, LATAM Academy growth beyond the DR, and land appreciation over a 5-year hold in a developing tourism corridor.
08Key Risks & Mitigations
Execution & construction
Capsule prefab construction compresses timeline risk versus traditional building; phased deployment means revenue starts before the campus is complete.
FX exposure (DOP/USD)
Academy teacher costs are fixed in DOP while revenue is USD — DAIA carries FX risk by design, and the model reserves 5% of Academy revenue for payout and conversion costs.
Demand concentration
The largest stream (Academy, 48% of FY31 revenue) is fed by the free network and uncorrelated with campus visitation; the remaining six streams each sit under 12%.
Seasonality
School-calendar streams (B, C) counter-cycle with tourism, events, and family programs (D, E, G), smoothing quarterly cash flow.
09Appendix — Assumptions Log
- Academy: $15 avg lesson price, set against U.S. tutoring rates of $30–60+/hr (client base is primarily U.S.-based language learners; validated by initial onboarded clients) · ~$7.50 avg teacher payout (RD$350/500/600 tiers, DOP-fixed — more than double typical Dominican per-lesson rates) · 5% payout/FX costs · lesson = fixed billing unit, paid on completion only
- Distribution layer: Educa One & Scholar One free forever · FY27 base = existing 4,000-student pipeline (3,000 contracted + 1,000 verbal) · parents/guardians modeled at 1.5× students · hosting cost $60K→$300K/yr, partially offset by cloud credits
- Family & community programs: $45 avg. paid enrollment across weekend workshops, summer camps, adult digital-literacy courses
- Field trips: $22/student inclusive day rate · capacity ceiling ~190 students/school day · booked through Educa One
- Immersion: tiered sponsorship $800 (local corporate) / $1,500 (international & diaspora), blended $1,100/seat · 14-day residential · fully scholarship-funded, student pays nothing
- Stays: 6→14 capsules · $100–120/night blended · 40%→68% occupancy
- Direct-cost ratios: Academy ~55% of stream revenue; campus programs ~40%; stays ~45%; sponsorships ~15%; free-platform hosting carried in direct costs
- Opex: $800K (FY27) scaling to $2.85M (FY31) — team, campus operations, marketing, G&A (marketing held low by the owned network)
- FX: modeled at constant exchange rates; no land appreciation included in P&L