Investor Dashboard
Key financial KPIs at a glance — % against revenues in QuickBooks-statement style.
Revenue Mix · % of Top Line
Cost Structure · % of Operating Cost
Use of Funds · % of $1.5M Raise
Problem & Solution
23–45% cost advantage entry into a 45,850-ton/year sodium-silicate market
The Problem
The Saudi specialty-chemicals consumer-goods market is supplied at $320–$400/ton by distant (largely Chinese) producers with 7–10 day delivery cycles. Local consumer-goods manufacturers (55 detergent factories representing 45,850 tons/year of demand) face higher costs, longer lead times, and weaker technical support than required to compete in a Vision-2030 industrial environment.
Our Solution
A UAE-based specialty-chemicals distribution platform supplying sodium silicate at $220/ton FOB — a $100–$180/ton savings — with 2–3 day delivery, quarterly technical support visits, and flexible UAE-banking payment terms. Direct field engagement across 55 factories in 15 days establishes Tier-1 buyer relationships covering ~6,500 tons/year (top buyer alone).
Market Opportunity
$19.26M annual addressable today
45,850 tons/year · $3.15M–$5.25M revenue opportunity at 15–25% target share
Direct B2B specialty-chemicals supply on FOB and DDP terms, supplemented by technical-support services (quarterly visits included), volume-tiered pricing, and 6-month quotation validity. Target share: 7,500–12,500 tons/year. Revenue from product margin plus optional logistics/technical-services attach.
Financial Statements · % vs Revenue
QuickBooks-style readout — every line shown as percentage of its parent total.
Revenue Mix
| Revenue Stream | % of Revenue | Share |
|---|---|---|
| Eastern Province (35% share) | 35.0% | 35% |
| Western Province (31%) | 31.0% | 31% |
| Central Province (22%) | 22.0% | 22% |
| Northern + Southern | 12.0% | 12% |
| Total Revenue | 100.0% | 100% |
Cost Structure
| Cost Line | % of Cost | Share |
|---|---|---|
| Product Cost (FOB) | 70.0% | 70% |
| Sea & Land Logistics | 12.0% | 12% |
| Sales & Field Engagement | 8.0% | 8% |
| Technical Support Visits | 4.0% | 4% |
| Banking, FX, Documentation | 3.0% | 3% |
| G&A | 3.0% | 3% |
| Total Operating Cost | 100.0% | 100% |
Use of Funds — $1.5M Raise
| Allocation | % of Raise | Share |
|---|---|---|
| Working Capital / Inventory in Transit | 50.0% | 50% |
| Sales & Field Team | 20.0% | 20% |
| Logistics & Warehousing | 15.0% | 15% |
| Technical-Support Ops | 10.0% | 10% |
| Compliance & Licensing | 5.0% | 5% |
| Total Use of Funds | 100.0% | 100% |
Traction & Proof Points
- 55 factories mapped & itinerated across 4 KSA provinces over a 15-day field mission
- Top-5 target buyers (~15,500 tons/year combined) identified by name and procurement leadership
- 23–45% delivered-cost advantage vs current Chinese-supplier baseline
Moat & Exit Strategy
Defensible Moat
A 2–3 day delivery window from a regional hub vs 7–10 days from Asia is a structural geographic advantage that cannot be replicated by distant suppliers. Direct field-built relationships with named procurement leaders at the top-5 buyers create a 12–18-month head start on any new entrant.
Exit Path
Scale to multi-product specialty-chemicals platform over 3–5 years and sell to a regional industrial distributor or chemicals conglomerate, or roll into a Vision-2030-aligned KSA national champion.
Key Risks
- Competitor price response by incumbent Chinese suppliers compressing the $100–$180/ton advantage
- FX volatility between AED, SAR, and supplier-currency invoicing
- Regulatory / customs delays at the Al Ghuwaifat border or Saudi port-of-entry