Five integrated initiatives. Five multi-stakeholder ERP demos. Five standalone detail decks. Master pitch + cost book + operations manual + marketing strategy + franchise public site.
Everything assembled across this engagement.
+21% conservative revenue lift. The first proof. The gate to everything else.
Detail Deck →End-to-end orchestration. New revenue stream targeting Riyadh's Diplomatic Quarter and KAFD.
Detail Deck →Three tiers. Drives repeat visits. WBC Lounge in Phase 2 only after gates met.
Detail Deck →Four sub-brands. Asset-light scale — only after Saudi flagship proves it.
Detail Deck →Path A (stake sale) Year 4-5. Path B (Tadawul Nomu) Year 5-7.
Detail Deck →Master + 5 standalone initiative details + marketing strategy + VVG reference.
32-slide PowerPoint covering all five initiatives, equity scenarios A/B/C with math, partnership structure, decision gates, and 30-day actions. Read this first.
Open .pptx →18-slide channel strategy, content pillars, micro-influencer plan, paid social allocation, KPI framework. Aligned with SAR 720K-1M annual marketing budget.
Open .pptx →15 slides each. Sendable to different stakeholders separately. Each covers: solution, problem, how it works, stakeholders, money flow, unit economics, drivers, bare-minimum scenario, key assumptions, timeline, risks, KPIs, asks, closing.
The pilot is the gate. Inputs, ramp, smart pricing rules, A/B engine details, full unit economics with floor scenario.
Open .pptx →4 tiers, capacity ramp, embassy/corporate pipeline math, account manager profile, repeat-rate economics.
Open .pptx →3-tier mechanics, wallet float economics, WhatsApp automation flows, WBC Lounge Phase-2-only positioning.
Open .pptx →Sub-brand architecture, royalty math by tier, trademark portfolio strategy, breach handling, audit framework.
Open .pptx →Path A vs Path B math, Tadawul Nomu requirements, comparable company analysis, valuation framework, governance roadmap.
Open .pptx →The original 20-slide pilot proposal from VVG that anchors Initiative 1. +21% conservative annual revenue lift methodology with Toast / McKinsey / Harvard / NRA benchmarks.
Open .pptx →5 separate, fully-functional HTML demos. Each has login screen, role selection, role-based dashboards, real data tables, and charts.
Menu engineering, A/B testing, smart pricing, dish heatmaps, loyalty integration. The platform that drives the +21% revenue lift.
Most comprehensive ERP. Pipeline management (kanban), event ops, GPS-tracked dispatch, supplier POs, customer portal.
3-tier wallet membership (Silver/Gold/Platinum-WBC). QR enrolment, WhatsApp automation, wallet float tracking, WBC Lounge module.
Multi-unit network management. Royalty calculation, audits, IP/trademark registry, breach handling, prospect application.
Year 5+ readiness. Audited financials tracking, investor data site (NDA-gated), Path A (stake sale) vs Path B (IPO) workflows.
Excel cost book and Word operations manual.
11-sheet workbook: master assumptions, per-initiative models (Dynamic Menu / E-Catering / Loyalty / Franchise), tech build cost, marketing cost, SPV roll-up, equity scenarios A/B/C with valuation math, sensitivity analysis. 558 formulas, zero errors.
Open .xlsx →24-page document covering brand foundations, sub-brand architecture, site selection, fit-out standards, recipes, ops procedures, staff training, supply chain, technology, marketing, finance, compliance, breach & termination. v1.0 Draft — for internal review only.
Open .docx →Public-facing single-page site for prospective franchisees. Click below to preview.
Single-page HTML marketing site for the franchise programme. Contains: hero with network stats, four sub-brand showcase cards, interactive ROI calculator (live tier-switching with Family/Express/Snack/Tea presets), 5-step process timeline, customer testimonial, 8-question FAQ, and lead capture application form.
Decision-grade outputs only. No more decks until these are done.
Dr. Khan shares last 12 months P&L (per branch) + cover counts under NDA. Without this, all projections in this bundle remain estimates.
Across KSA + 3 priority franchise countries (UAE, Bahrain, Pakistan). Cannot license what's not owned. Critical path for franchise initiative.
NTT team visits all 3 Red Chili branches. F&B quality, service, ambience assessment. We need to see the baseline before agreeing equity %.
Pick A, B, or C with real numbers (not the working assumptions in the cost book). Scenario B (NTT 32.5%) currently recommended based on contribution-fair math at 35.5%.
Charter + shareholders agreement drafted. CR application initiated if approved. NTT/VVG legal counsel + Dr. Khan's lawyer collaborate.
VVG dynamic-menu pilot agreement signed. Single Red Chili branch chosen (recommend Olaya). 60-90 day clock starts. Hardware order placed. Photography sprint scheduled.