Flywheel, funnel and roadmap
The loop the business runs on, the funnel from a free reader to a renewing customer, and what ships in each period of the runway this round buys. Generated from one data file beside the round, so none of the three can contradict the others.
The flywheel
Five stages, each feeding the next. Only one of them costs money, and it is the one the round buys — marked below and filled in the accent on the diagram. The wheel currently stops there: readers arrive, competence gaps become visible, enquiries arrive, and then there is nobody to deliver a programme. That is the whole investment case in one sentence.
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Publish independently
Free, sector-specific material about AI in insurance, plus car-claim rules verified against the statute or the regulator’s own text before the page goes up — in every locale the site carries.
feeds → Be found
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Be found
Professionals, brokers and drivers reach it through organic search, because the material answers the question they actually typed and no vendor funnel sits in front of it.
feeds → Earn trust, then an account
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Earn trust, then an account
They use the free tools and ask Ask Ariski. Independence is demonstrated rather than asserted — the material says what does not work — and readers register to keep going.
feeds → Surface the competence gap
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Surface the competence gap
The same material shows an organization how uneven its own AI competence is. That is what turns a reader into an enquiry: the readiness assessment and the roadmap end in a question only a programme answers.
feeds → Deliver, and learn from delivering
- The input this round buys
Deliver, and learn from delivering
Delivered engagements produce case material, sector-specific questions and the objections nobody outside the work would think of — which go back into the catalogue and make the next round of publishing better than the last. This is the loop’s only paid input, and the stage the round buys: without delivery capacity the wheel stops turning here.
feeds → Publish independently
The customer funnel
Every figure below is null and every basis reads “assumption”. Ariski is pre-revenue and no conversion has been measured end to end, because the funnel has never run past the enquiry stage. Reader and account counts do exist in the platform’s analytics and are available to investors under NDA — but a count is not a conversion rate, and none is published here.
| Stage | What happens | Figure | Basis |
|---|---|---|---|
| Reader | Reads one free page — reached by organic search, a direct visit or a shared link. No account, no gate, no price behind a form. | — | Plan assumption |
| Uses a tool or the assistant | Runs a free tool — readiness assessment, AI help calculator, adoption roadmap, prompt builder, ethics simulator, or the car-claim deadline, total-loss and crash tools — or asks Ask Ariski, capped at five messages a day anonymously. | — | Plan assumption |
| Registers | Creates a free account for twenty-five daily messages and all four voices, or subscribes to the newsletter. The first owned, addressable relationship. | — | Plan assumption |
| Qualified enquiry | Sends one of the contact page’s three enquiry types — Learning Program, AI strategy consulting, or AI tools and products — on behalf of an organization rather than themselves. The last stage the platform reaches on its own. | — | Plan assumption |
| Scoped proposal | A programme or consulting engagement scoped and priced for that organization. There is no published price, so every one of these is written rather than quoted — which is exactly what the round’s programme-delivery line is meant to change. | — | Plan assumption |
| Paying customer | A signed, delivered, invoiced engagement. None exists today: Ariski has never invoiced anyone. The business plan makes this the twelve-month test of willingness to pay. | — | Plan assumption |
| Renews or expands | A second engagement with the same customer — a further cohort, another sector, or consulting after a programme. The only stage that settles whether the model is a business rather than a sequence of favours. | — | Plan assumption |
The roadmap
Four lanes across the runway the round buys, in periods derived from it rather than chosen. Every item names the use-of-funds line it is paid from, and dates are relative to close because no date here is published anywhere else.
Forward-looking. This is the plan for the round, not a record of anything already spent or earned.
Months 1–6 after close
Turn the published Learning Program formats into designed, deliverable units — instructional design, assessment and the case material each sector needs.
Paid from: Programme delivery (40%)
Carry the car-claims explainer series forward — it is in production now: promote further verified jurisdictions from the candidate ledger and fill out the three reader tracks (drivers, companies and fleets, claims professionals).
Paid from: Platform and content (25%)
Milestone: indicative pricing set behind every programme format, so an enquiry can be answered with a quote instead of a conversation.
Paid from: Programme delivery (40%)
Run the first engagements with organizations that arrive through the contact page’s own enquiry types — the buyers the platform already reaches as readers.
Paid from: Commercial capacity (20%)
First programme-delivery capacity beyond the curator — hired or contracted. The key-person dependence the business plan names starts to reduce here; it does not disappear.
Paid from: Programme delivery (40%)
Milestone: round closed at or above the minimum close, entity and contracts in place, accounting running, and the first quarterly written investor update sent.
Paid from: Legal and administration (5%)
Months 7–12 after close
Milestone: the whole site published in French alongside English and Spanish — the design system already holds a third locale without a rebuild.
Paid from: Platform and content (25%)
Keep the catalogue and the jurisdiction dataset current as regulation and tooling move. This is a standing activity, not a task that finishes — a stale catalogue is worth nothing.
Paid from: Platform and content (25%)
Capacity headroom for Ask Ariski as the registered base grows — model inference is the one cost that scales with readership.
Paid from: Infrastructure (10%)
Build a commercial motion that repeats — the same conversation into carriers, brokerages, professional associations and supervisors, rather than a bespoke approach each time.
Paid from: Commercial capacity (20%)
Milestone: a first cohort of organizations signed inside twelve months. This is the test the business plan sets for willingness to pay, and the one that can fail.
Paid from: Commercial capacity (20%)
First dedicated commercial capacity — until now there has been none at all.
Paid from: Commercial capacity (20%)
Milestone: cost of delivery per engagement measured for the first time — the number the whole plan is currently missing.
Paid from: Programme delivery (40%)
Months 13–18 after close
Milestone: decide the AI products line named on the contact page — invest in it or drop it, on the first year’s evidence rather than on the plan’s hope.
Paid from: Platform and content (25%)
Milestone: second engagements with first customers. Whether any renews is the only evidence that separates a business from a sequence of one-off favours.
Paid from: Commercial capacity (20%)
Approach professional associations and institutes as a route to their members. None is signed today and none is named here, because none exists.
Paid from: Commercial capacity (20%)
Shape the team around what the first year actually proved — delivery, content or commercial, whichever the evidence says binds.
Paid from: Programme delivery (40%)
Quarterly written investor updates throughout, and full information rights honoured from the fifty-thousand-dollar tier upward, as the ticket rights commit.
Paid from: Legal and administration (5%)
Milestone: eighteen months reached with the evidence a next raise — or an honest decision to stop — actually requires.
Paid from: Legal and administration (5%)
Documents in this kit
The hub of the kit: the round at a glance and every document behind it.
One page: what Ariski is, what is built, what is planned, and what the round buys.
The same case as slides, 16:9, one slide per printed page.
What exists today, who it serves, how it is meant to earn, and the eighteen-month plan.
Every intended revenue stream, one row each, with what is published and what is not.
The round in full: terms, valuation, use of funds, runway, tickets and rights.
The person behind Ariski, and the AI guides that speak on the platform.
The seven questions every investor asks, plus what is available under NDA.
The Business Model Canvas, the Lean Canvas and one Value Proposition Canvas per segment served — generated from data, never drawn by hand.
The round at group level — the shared platform every initiative is built on.
The thesis, the pipeline, the portfolio and the governance behind the group.
Financial terms, revenue and detailed materials are available on request. Figures describe capacity built and operating today; forward-looking statements are identified as such.
Scan for the investor kit