Simplycity earns from coordination, assurance and evidence — not from aircraft or flying. This calculator models only those streams. Every price below is an editable illustrative assumption to be validated with partners; the master pitch deliberately excludes aircraft resale, fleet margins and an unvalidated volume curve, so this is a sensitivity tool, not a forecast.
ASSUMPTIONSFixed cost defaults to the pitch’s use of funds (€705k of the €750k, before the €45k contingency) spread over 12 months. Fees are placeholders until an anchor partner negotiates real terms.
Scenario
① customer economics · one sample movement, road vs air
② simplycity unit economics · one mature corridor, recurring only
③ scale economics · this scenario
reading this honestly
One corridor cannot carry a company: the pilot year is a funded proof, and the question is how many corridors, at what recurring contribution, cover the fixed team.
Onboarding is one-time cash, not recurring revenue — the “recurring share” shows how dependent a year is on new launches.
The base case assumes the city pays €0. Impact/governance licences depend on an authority or coalition paying for evidence, which stays unproven until a pilot exists, so they only count when you tick the box. The core business has to work without them.
The licensed operator bills the care provider directly for flights; that is not Simplycity revenue. The customer panel adds it back in because the hospital buys the whole service, not just our share. The operator, hub and road-courier figures are hypotheses to replace with a real operator quote and a courier benchmark.
The question that decides the business: is the time saved worth the premium per movement for the samples that actually need it? The pilot has to measure this, and nothing here assumes the answer.
Break-even uses the pre-seed fixed cost. A company running 10+ corridors would carry a bigger team, so treat it as a lower bound.