Buraq Kinetic

Workforce Beyond the Horizon. Infrastructure Behind Modern Logistics. ᯓ ✈︎

“The staffing bench that keeps GCC delivery and warehouse floors fully covered.”

Licensed DXB manpower operator · First Step

Cloud for the logistics workforce · The destination

The Workforce Layer Behind Every Supply Chain

01 Executive Summary

Powering the Workforce
Behind Every Delivery. ☄️

What it is

Staffing + software

Licensed UAE manpower engine — revenue live month 3
Workforce OS layered on live operations
Infrastructure, not an agency

The problem

Labour can't flex

Peak volumes swing 2–4×; hiring takes 30–60 days
8–15% of frontline labour spend leaks monthly
Zero per-worker data across the market

Why now

$89B → $120B

GCC logistics $89B → $120B by 2031
Fulfilment, dark stores and fleets scaling now
Every expansion needs people first

Why investable

AED 3.0M seed

AED 3.0M seed · revenue M3 · break-even ~M6
EBITDA AED 9.0M by Year 3
AED 1.0M held as a recoverable deposit

Why scalable

One playbook × 6 markets

Peak-shift utilization 85%+ across sectors
One licence playbook × six markets
3,000 workers by Y3Q3 · AED 115M by Year 3

02 The Problem

Logistics companies can scale orders overnight.
They cannot scale their workforce overnight.

Demand moves in hours; workforces move in months. And the hiring wall is only the visible cost — five quieter leaks drain an estimated 8–15% of frontline labour spend (Buraq estimate) every month.

Demand whiplash

Volumes swing 2–4× in peak weeks; headcount is fixed by visa cycles and 30–60 day hiring lead times. Missed peaks are permanently lost revenue.

Attrition & unhappiness

Late salaries and dead-end roles drive 6–10% monthly attrition (operator estimate); daily no-shows of 10–15% force overtime and missed SLAs.

Compliance & payroll weight

Visas, sponsorship, WPS payroll, insurance — every worker is a legal obligation; payroll errors trigger fines, disputes and overnight no-show protests.

Blind, analog supply

Agencies supply bodies, not data: unverified skills, no performance analytics, no demand forecasting — clients pay for both overtime spikes and idle hours.

The Problem · Revenue Leakage Map

1 · Worker skill quality
20–30% productivity variance; errors billed back or churned over.

2 · No performance analytics
No per-worker data — clients absorb underperformance blind.

3 · Poor demand forecasting
Rosters by guesswork pay overtime spikes and idle hours.

4 · Worker happiness ignored
6–10%/mo attrition; ~AED 3,000+ re-mobilisation per exit.

5 · Payroll complexity
WPS errors → fines, disputes, overnight no-show protests.

The compounding bill
Estimated 8–15% of frontline labour spend leaks monthly (Buraq estimate). Recovering half is the value proposition.

03 The Solution

A living bench, deployed in hours — with a named fix for every leak.

Layer 1 · Live at launch

Manpower engine

Pre-verified, trained, uniformed bench across 8 logistics roles — monthly, daily, hourly or seasonal, with contractual replacement SLAs, deployed in 24–72 hours.

Layer 2 · Months 6–18

Compliance & ops spine

Visas, WPS payroll, insurance, training academy, welfare — one central spine; every worker legal and productive from shift one.

Layer 3 · Months 18–30

Workforce OS

Dashboards, worker apps, AI scheduling — every shift of data compounds into software-margin infrastructure no competitor can buy.

The peak-shift engine

Logistics peaks don't overlap — q-commerce evenings, warehouse nights, retail promo days, port cycles, event seasons. One cross-trained bench shuffles across them, targeting 85%+ utilization vs ~65% single-sector norm (assumption). The same worker earns more revenue at the same pay — that spread is Buraq's structural margin and the answer to demand whiplash.

The Solution · Problem–Fit Map

Operator problem	Buraq answer	Metric we report to clients
Worker skill quality	Role certification before first shift	Productivity vs site baseline
No performance analytics	Per-worker ledger in the client console	Weekly pod scorecards
Poor demand forecasting	Cross-client demand engine	Fill rate ≥ 97% · overtime ↓
Worker happiness	Above-market pay + career ladder	Attrition < 4%/mo vs 6–10% norm
Payroll complexity	Transparent in-app payroll rail	100% on-time WPS · ~0 disputes

Infrastructure publishes its numbers — targets are operating assumptions that become contractual reporting once live.

04 Market & Customers

Riding the GCC's logistics super-cycle.

Labour is 25–35% of logistics operating cost — the largest controllable line. Every new fulfilment centre, dark store and fleet needs frontline people before anything else.

GCC market growth · 2026 → 2031

Read: the addressable pool grows ~35% in five years — while frontline labour supply stays structurally slow.

Where Buraq deploys · Year 3 target

3PL & fulfilment 40%Q-commerce 25%Retail & FMCG 20%Ports & industrial 10%Construction & events 5%

Twelve sectors, one shared pain — counter-cyclical sectors feed the peak-shift engine with off-peak demand. Split is a planning assumption.

TAM — Total Addressable Market. The full annual spend Buraq could theoretically serve: GCC frontline logistics labour cost open to outsourced staffing (25–35% labour share × outsourced-eligible roles).

TAM

AED 9–12B / yr — GCC frontline logistics labour spend addressable by outsourced staffing.

SAM — Serviceable Available Market. The UAE + KSA slice Buraq's licence model reaches in its expansion window, across 3PL, e-commerce, retail, food delivery and warehousing.

SAM

AED 2.5–3.5B / yr — UAE + KSA outsourced logistics staffing.

SOM — Serviceable Obtainable Market. Buraq’s Year-3 capture: 2,500–3,000 deployed UAE workers × AED 3,500/worker/month × 12 — 3–5% of SAM.

SOM · Year 3

AED 110–130M / yr — 2,500–3,000 workers across the UAE (KSA revenue begins Y4).

Market sizes: Mordor Intelligence & IMARC (2026). TAM/SAM/SOM and labour-share figures are Buraq assumption-based statistics — tap ⓘ for the logic.

05 Services & Pricing

Every role. Every format.
We pay workers more, keep less — and win on volume.

The workforce bench

Riders

Drivers

Pickers

Packers

Loaders

Sorters

Dispatchers

Supervisors

Formats: monthly dedicated · hourly/daily on-demand · seasonal surge (+15–30%) · managed pods with supervision. Visas, WPS payroll, insurance, uniforms, training and SLA replacements included — one partner, one invoice.

Pay transparency — the worker wins first

Industry practice hides what reaches the worker. Buraq publishes it: above-market packages, on-time WPS pay, visible deductions. Satisfied workers stay (<4% vs 6–10% attrition), show up, and refer — the supply-side moat no marketing budget can buy. The full margin logic lives on the Business Model slide.

Base salary · AED 1,800Accommodation & transport · AED 460Visa, medical & EID (amortised /24 mo) · AED 120Insurance, uniform, welfare & training · AED 140Field coordination (area coordinators, ~1:50) · AED 120Bench float & replacement buffer · AED 50Buraq margin · AED 810

Market Workforce Cost Benchmark — click any role to expand the cost lines

Role · monthly, AED (assumptions)	Direct Employer nnoonaAmazontTalabatLLuluCCarrefour	Outsource Provider TTransguardTTASCIInnovations GroupRRapidoorG4Gulf G4	Buraq Kinetic
▸ Warehouse Picker & Packer	AED 2,950/mo internal cost · no margin	AED 3,400/mo ~32% provider margin	AED 3,300/mo GP 800 · 24% margin
Basic salary AED 1,900 vs ~1,500 marketAccommodation & transport AED 290Visa, medical & EID (amortised /24 mo) AED 120Insurance, uniform, welfare & training AED 140Operational / admin allocation AED 50Fully loaded cost AED 2,500Client billing AED 3,300Gross profit 800 · 24% All figures are assumptions, not contracted prices, and use the same cost taxonomy as the Worker Cost Build-Up (Financial Model slide). Buraq pays the highest basic salary in the column — workers choose Buraq, stay longer, and show up. The margin is deliberately thinner than outsourcers’ ~32%: the difference is the retention moat.
▸ Delivery Rider	AED 3,800/mo internal cost · no margin	AED 4,300/mo ~33% provider margin	AED 4,100/mo GP 850 · 21% margin
Basic salary AED 2,300 vs ~2,000 marketAccommodation & transport AED 560Visa, medical & EID (amortised /24 mo) AED 120Insurance, uniform, welfare & training AED 140Operational / admin allocation AED 130Fully loaded cost AED 3,250Client billing AED 4,100Gross profit 850 · 21% All figures are assumptions, not contracted prices, and use the same cost taxonomy as the Worker Cost Build-Up (Financial Model slide). Buraq pays the highest basic salary in the column — workers choose Buraq, stay longer, and show up. The margin is deliberately thinner than outsourcers’ ~33%: the difference is the retention moat.
▸ Order Management Executives	AED 4,100/mo internal cost · no margin	AED 4,800/mo ~34% provider margin	AED 4,600/mo GP 1,100 · 24% margin
Basic salary AED 2,800 vs ~2,400 marketAccommodation & transport AED 330Visa, medical & EID (amortised /24 mo) AED 120Insurance, uniform, welfare & training AED 140Operational / admin allocation AED 110Fully loaded cost AED 3,500Client billing AED 4,600Gross profit 1,100 · 24% All figures are assumptions, not contracted prices, and use the same cost taxonomy as the Worker Cost Build-Up (Financial Model slide). Buraq pays the highest basic salary in the column — workers choose Buraq, stay longer, and show up. The margin is deliberately thinner than outsourcers’ ~34%: the difference is the retention moat.
▸ Logistics Associates	AED 3,200/mo internal cost · no margin	AED 3,750/mo ~32% provider margin	AED 3,600/mo GP 870 · 24% margin
Basic salary AED 2,100 vs ~1,700 marketAccommodation & transport AED 300Visa, medical & EID (amortised /24 mo) AED 120Insurance, uniform, welfare & training AED 140Operational / admin allocation AED 70Fully loaded cost AED 2,730Client billing AED 3,600Gross profit 870 · 24% All figures are assumptions, not contracted prices, and use the same cost taxonomy as the Worker Cost Build-Up (Financial Model slide). Buraq pays the highest basic salary in the column — workers choose Buraq, stay longer, and show up. The margin is deliberately thinner than outsourcers’ ~32%: the difference is the retention moat.
▸ Team Leader	AED 4,900/mo internal cost · no margin	AED 5,600/mo ~34% provider margin	AED 5,400/mo GP 1,230 · 23% margin
Basic salary AED 3,400 vs ~2,900 marketAccommodation & transport AED 370Visa, medical & EID (amortised /24 mo) AED 120Insurance, uniform, welfare & training AED 140Operational / admin allocation AED 140Fully loaded cost AED 4,170Client billing AED 5,400Gross profit 1,230 · 23% All figures are assumptions, not contracted prices, and use the same cost taxonomy as the Worker Cost Build-Up (Financial Model slide). Buraq pays the highest basic salary in the column — workers choose Buraq, stay longer, and show up. The margin is deliberately thinner than outsourcers’ ~34%: the difference is the retention moat.
▸ Supervisors	AED 6,000/mo internal cost · no margin	AED 6,900/mo ~35% provider margin	AED 6,600/mo GP 1,440 · 22% margin
Basic salary AED 4,300 vs ~3,700 marketAccommodation & transport AED 420Visa, medical & EID (amortised /24 mo) AED 120Insurance, uniform, welfare & training AED 140Operational / admin allocation AED 180Fully loaded cost AED 5,160Client billing AED 6,600Gross profit 1,440 · 22% All figures are assumptions, not contracted prices, and use the same cost taxonomy as the Worker Cost Build-Up (Financial Model slide). Buraq pays the highest basic salary in the column — workers choose Buraq, stay longer, and show up. The margin is deliberately thinner than outsourcers’ ~35%: the difference is the retention moat.

Rate cards (assumptions): monthly AED 3,200–3,900 · hourly 28–40 · daily 190–280. Verticals served: e-commerce/3PL, q-commerce & delivery, retail & FMCG, ports & industrial, construction & events.

06 Platform & App Roadmap

Three releases. Each one earns the next.

Phase 1 · by end of Year 1

Recruitment MVP

Multi-country candidates apply in-app: documents, vacant roles, screening questionnaire. The funnel becomes an asset. Client side: workforce requests, live availability, attendance tracking, billing.

Phase 2 · Year 2

Employee layer

Internal opportunities, performance tracking, experience record, career mobility — the retention machine that keeps attrition below market.

Phase 3 · Year 3

Payroll & metrics layer

Payroll visibility, worker metrics, performance dashboards, attendance–payroll–ops integration. The app becomes the OS — and the SaaS sold to clients. Every shift trains the AI scheduler no competitor can buy.

Each phase digitises a process Buraq already runs manually for revenue — sequenced by operating need, not product fantasy.

07 Business & Revenue Model

Manpower pays the bills. The platform builds the empire.

Stream	Who pays — and for what	Pricing (AED, assumption)	Revenue type	Margin — why	Live from
Monthly staffing One invoice replaces an entire HR, visa and housing operation.	Logistics & e-commerce operators pay a fixed monthly rate per deployed worker — Buraq handles visa, housing, payroll and replacement.	3,200–3,900 / worker / mo	Recurring — the anchor revenue	22–26% — staffing economics: bill minus fully loaded worker cost	Launch (M3)
Hourly & daily flex Higher rate per hour compensates the bench that makes it instant.	Clients pay only for hours or days actually worked — used to cover absences and short spikes.	28–40 / hr · 190–280 / day	Usage-based	28–35% — premium rate for on-demand availability	Launch (M3)
Seasonal / peak surge The peak weeks competitors dread are Buraq’s highest-margin weeks.	Clients pre-book worker blocks for Ramadan, White Friday and sale peaks at a committed premium.	+15–30% on committed blocks	Seasonal — contracted ahead	30–38% — peak pricing on pre-committed volume	Launch (M3)
Managed pods The client buys an outcome, not headcount.	Clients pay one team fee for a supervised squad with KPIs — Buraq runs the pod end-to-end.	Team fee + performance bonus	Recurring + performance upside	25–30% — supervision priced in, bonus on results	M6+
Payroll services The licence and platform monetised beyond Buraq’s own bench.	Companies with their own staff pay Buraq to run payroll / WPS; hiring clients pay per placement.	45–70 / employee / mo · 4–8K / placement	Recurring + one-time fees	40–70% — software and process, minimal direct cost	M6–9+
Technology & performance fees The staffing base becomes the distribution channel for software.	Clients subscribe to the Workforce OS per site, plus a share of measured productivity gains.	1,500–5,000 / site / mo + gainshare	SaaS — recurring software revenue	75%+ — software margins on operational data	M18+

Recurring staffing base

Monthly contracts and managed pods — ~85% of Year 1 revenue, the anchor load that absorbs the bench in troughs.

ⓘ revenue drivers

On-demand & surge

Hourly, daily and seasonal blocks at premium rates — where the peak-shift engine converts bench float into the highest margins.

ⓘ revenue drivers

Services & software

Staffing 70%Managed & payroll 20%Tech 10%

ⓘ revenue drivers

The strategic trade

~25% margin vs the industry's 30–35% — the give-back funds above-market worker pay, welfare and retention.

ⓘ strategic rationale

Why lower margin wins

Retention below 4%/mo saves re-hiring cost, keeps trained crews on floors, and compounds the fill-rate reputation clients buy.

ⓘ strategic rationale

Volume is the model

Scale + utilization beat spread: cross-industry peak-shifting makes each worker yield more without charging clients more.

ⓘ strategic rationale

Moat: licence + bench liquidity + worker loyalty + per-shift data → AI scheduling nobody can buy without running the workforce first. Blue-ocean position: we compete on outcomes, not rate-card price. Every card above opens a strategic drill-down.

08 Operational Blueprint

A machine that turns applicants into billable, reliable shifts.

i · Source

Recruit

Ethical channels, referrals, verified documents.

ii · Legalise

Visa & onboard

Sponsorship, medical, EID, insurance, WPS.

iii · Prepare

Train & equip

Role certification, safety, uniforms, app.

iv · Deploy

Match & dispatch

Allocation to sites; live ETA & attendance.

v · Manage

Supervise

1 supervisor : 20–25 workers; KPI reviews, payroll, welfare.

vi · Guarantee

Replace

Bench liquidity covers absence within SLA.

The bench principle

8–12% of the workforce is paid float. It looks like idle cost; it is the product — instant replacements and surge capacity are what clients pay premiums for.

Compliance by design

Dedicated PRO & compliance officer from day one; every worker WPS-paid, insured, audit-ready. In UAE manpower, compliance is the licence to operate.

Who we serve & deploy

The 3PL ops director drowning in Ramadan ramp; the dark-store lead fighting rider churn; the picker who wants legal sponsorship, on-time pay and a path to supervisor. Worker experience is strategy — the best-treated bench is the supply-side moat.

09 Go-To-Market & Sales

Land with the surge. Expand with the floor.

Land

Solve one painful shift

Enter via surge and replacement pain — a Ramadan block, a 48-hour ramp. Small commitment, fast proof.

Prove

Publish the numbers

Fill rate, attendance %, deploy speed reported weekly — data-backed reliability converts pilots into contracts.

Expand

Take the whole floor

10 flex workers → managed pods → multi-site monthly contracts → payroll & platform attach.

First 90 days · Dubai

8–12 anchor conversations from founding network → 5 paid pilots → 3 monthly contracts → 150 workers deployed by M4. Channels: founder-led enterprise sales, free-zone communities (Dubai South, JAFZA, DIP), Seamless & Gulfood tracks, proof-based LinkedIn case studies, client + worker referral flywheels.

Sales economics

Pipeline: audit → 2-week paid pilot → contract → pod expansion. Cycle 3–10 weeks. Target CAC < AED 8,000 vs first-year gross profit AED 350,000+ per mid-size account (40 workers × AED 810 GP/mo — assumption). Referrals keep blended CAC falling as logos land.

10 Competition & SWOT

Agencies can't build software.
Apps can't sponsor visas. Buraq does both.

Six camps compete for this spend — traditional agencies, labour-supply firms, outsourced ops, recruiters, workforce tech, and in-house models (who become clients, not rivals). None owns the whole stack.

	Traditional agencies	Outsourced ops	Gig / shift apps	Buraq Kinetic
What you actually get	A CV supplier — finds people, you employ them	Your whole operation handed to a contractor	An app that broadcasts shifts to gig workers	A ready, employed, insured workforce on demand — plus the software running it
Speed of deployment	Days to weeks	Months to contract	Hours — but unverified strangers	Hours — verified, trained, insured
Legal & visa compliance	You carry visa & sponsorship risk	Contractor-bound, inflexible	Grey-zone; client exposure	Buraq is the licensed sponsor — zero client exposure
Worker reliability	Market-floor pay → churn	Market-floor pay → churn	No-shows are the norm	Above-market pay · <4% monthly attrition target
Recurring staffing	One-off placements	Yes, rigid annual terms	Shift-by-shift only	Monthly contracts + flex on the same bench
Payroll & attendance	Not their problem	Opaque, contractor-run	Variable, dispute-prone	WPS payroll + in-app attendance, client-visible
Technology & analytics	None	Single-site reporting	Ratings only	Per-worker ledger + demand forecasting engine
Replacement capacity	Restart the search	Wait for the contractor	Repost and hope	Bench-backed same-day replacement
Peak-demand handling	Cannot surge	Fixed capacity	Surge pricing, no guarantee	Pre-committed surge blocks from a shared bench
GCC scalability	Emirate-bound	Contract-by-contract	App without a legal spine	Licence playbook × 6 markets + one Workforce OS

Strengths

Licensed spine + deposit capital · founder ops DNA · cross-industry bench · above-market worker proposition.

Weaknesses

Working-capital intensity · thin margins by design · single-market start · unproven brand until logos land.

Opportunities

$89B→$120B super-cycle · analog-agency consolidation · KSA giga-projects · SaaS attach on captive base.

Threats

Regulatory shifts · wage inflation · incumbents copying pricing · funded gig app buying a licence. → Risks slide.

11 Financial Model · Unit Economics

Unit economics you can count on a warehouse floor.

AED 3,500

Blended bill rate / worker / month (assumption)

AED 2,690

Fully loaded worker cost / month (assumption)

~23%

Gross margin · AED 810 / worker / month

~320

Workers at operating break-even (~AED 1.12M/mo revenue)

Revenue ramp · base case — the 36-month build

Worker cost build-up (monthly)	AED
Base salary (UAE market-aligned)	1,800
Accommodation & transport	460
Visa, medical, EID (amortised /24mo)	120
Insurance, uniform, welfare, training	140
Field coordination (area coordinators, ~1:50)	120
Bench float & replacement buffer	50
Fully loaded cost	2,690

Fixed opex & break-even

Fixed opex ~AED 260K/mo (Y1) covers the 11-person core, office, tech and S&M — fully absorbed by ~320 deployed workers (260,000 ÷ 810). Beyond that point every additional worker is contribution. Opex scales to ~AED 780K/mo (Y2) and ~AED 1.4M/mo (Y3, incl. KSA) while falling from 20% to 9% of revenue — the operating-leverage proof.

12 Growth Forecast & Scenario Engine

Cost, revenue, profit — and the month they cross.

Three curves, four levers, one break-even line.

Month-on-month cost, revenue and profit for the selected scenario — the gold band marks the break-even month.

Revenue / moTotal cost / moProfit / mo

Lever 1

Client conversion pace

Best 1.2× · Base 1.0× · Cons 0.7×

ⓘ sensitivity impact

Lever 2

Wage inflation

Best 0.98× · Base 1.0× · Cons 1.03×

ⓘ sensitivity impact

Lever 3

Fill rate delivered

Best 98% · Base 97% · Cons 94%

ⓘ sensitivity impact

Lever 4

Receivable days

Best 35 · Base 45 · Cons 60

ⓘ sensitivity impact

Unit Economics Dashboard · 3 years

Revenue/worker AED 3,500 → 3,546/mo · GP/worker 810 → 836 · gross margin 23.1% → 23.6% · workforce 800 → 3,000 · annual gross profit AED 3.5M → 26.2M.

ⓘ full YoY dashboard

Organizational Cost View · 3 years

Twelve central functions grow 16 → 50 heads; management payroll run-rate AED 246K → 782K/mo (EOY) with the 20% annual appraisal applied from Year 3 (×1.20, Y1–Y2 cohort only; new Y3 hires at approved bands) with ramp costs allocated evenly, held inside G&A + ops overhead. Pod supervisors (1:22) are client-billed roles in direct cost; area coordination is the explicit AED 120/worker line inside the 2,690.

ⓘ function-by-function view

Multiplier-style scenario engine applied to the canonical model — levers monitored monthly, reforecast quarterly. The dashboards above are derived from the same model as the P&L and cash bridge.

13 P&L Summary

Year one proves it. Years two and three pay for it.

Direct workforce costOperating expensesEBITDA

AED millions · base	Y1	Y2	Y3
Revenue	15.3	60.5	111.0
Direct cost of revenue (AED 2,690 / worker / mo)	11.7	46.4	84.9
Gross profit (margin)	3.5 (23.1%)	14.1 (23.3%)	26.2 (23.6%)
Operating expenses (incl. management appraisal)	3.3	8.6	17.2
EBITDA (margin)	0.3 (1.8%)	5.5 (9.1%)	9.0 (8.1%)
Net profit (after D&A, interest, 9% UAE CT)	0.0	4.4	7.2

Quarterly build-up · staff & capex · through Y3Q4

Deployed workers 60 → 3,000 · client sites 5 → 80 · management team 6 → 50 (team plan held at full strength; Y3 build covers AIN, ROE and KSA setup) · cumulative capex AED 3.05M over three years. Overhead loading falls 36% → 14% of revenue — honest leverage at the conservative cap.

ⓘ open full quarterly table

Quarterly P&L · the financial backbone — click any ▸ header to expand its line items

AED millions	Y1Q1	Y1Q2	Y1Q3	Y1Q4	Y2Q1	Y2Q2	Y2Q3	Y2Q4	Y3Q1	Y3Q2	Y3Q3	Y3Q4
▸ REVENUE
Warehouse Staffing	0.30	1.23	2.08	3.26	4.73	6.14	7.56	8.66	9.92	11.58	13.62	14.18
Last Mile Staffing	0.23	0.96	1.62	2.54	3.67	4.78	5.88	6.74	7.72	9.00	10.60	11.02
Operations Staffing	0.13	0.55	0.92	1.45	2.10	2.73	3.36	3.85	4.41	5.15	6.05	6.30
Payroll Services	0.00	0.00	0.00	0.00	0.00	0.07	0.10	0.13	0.17	0.18	0.23	0.28
SaaS Revenue	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.16	0.20	0.24
TOTAL REVENUE	0.67	2.73	4.62	7.25	10.50	13.72	16.90	19.38	22.22	26.07	30.70	32.02
▸ COST OF REVENUE
Employee Salaries	0.34	1.40	2.38	3.73	5.40	7.02	8.64	9.90	11.34	13.23	15.57	16.20
Field Coordination (area coordinators)	0.02	0.09	0.16	0.25	0.36	0.47	0.58	0.66	0.76	0.88	1.04	1.08
Accommodation	0.06	0.25	0.42	0.66	0.96	1.25	1.54	1.76	2.02	2.35	2.77	2.88
Transportation	0.03	0.11	0.18	0.29	0.42	0.55	0.67	0.77	0.88	1.03	1.21	1.26
Visa & Medical	0.02	0.09	0.16	0.25	0.36	0.47	0.58	0.66	0.76	0.88	1.04	1.08
Insurance	0.01	0.03	0.05	0.08	0.12	0.16	0.19	0.22	0.25	0.29	0.35	0.36
Uniforms	0.01	0.02	0.04	0.06	0.09	0.12	0.14	0.17	0.19	0.22	0.26	0.27
Recruitment Cost	0.01	0.04	0.07	0.10	0.15	0.20	0.24	0.28	0.32	0.37	0.43	0.45
Operations Cost (incl. services delivery)	0.01	0.05	0.09	0.14	0.21	0.30	0.38	0.44	0.52	0.67	0.80	0.86
TOTAL COST OF REVENUE	0.51	2.10	3.55	5.57	8.07	10.52	12.96	14.85	17.02	19.93	23.46	24.44
GROSS PROFIT	0.16	0.63	1.07	1.68	2.43	3.20	3.94	4.53	5.20	6.14	7.24	7.58
Gross Margin %	24%	23%	23%	23%	23%	23%	23%	23%	23%	24%	24%	24%
▸ OPERATING EXPENSES
Sales & Marketing	0.08	0.10	0.11	0.13	0.18	0.24	0.33	0.38	0.50	0.54	0.58	0.62
Technology	0.06	0.07	0.08	0.09	0.12	0.16	0.22	0.26	0.34	0.37	0.40	0.43
General & Administrative (G&A) — incl. management payroll	0.38	0.43	0.51	0.57	0.80	1.05	1.45	1.70	2.22	2.40	2.58	2.75
Operations Overhead	0.13	0.15	0.18	0.20	0.28	0.36	0.50	0.59	0.77	0.83	0.89	0.95
TOTAL OPERATING EXPENSES	0.65	0.75	0.88	0.97	1.38	1.81	2.50	2.93	3.83	4.14	4.44	4.74
EBITDA	-0.49	-0.12	0.19	0.71	1.05	1.39	1.44	1.60	1.37	2.00	2.80	2.84
EBITDA %	-73%	-4%	4%	10%	10%	10%	9%	8%	6%	8%	9%	9%
▸ EBITDA → NET
Depreciation	0.06	0.06	0.06	0.06	0.17	0.17	0.17	0.17	0.28	0.28	0.28	0.28
Tax (UAE CT 9%, booked Q4)	0.00	0.00	0.00	0.00	0.00	0.00	0.00	0.40	0.00	0.00	0.00	0.68
NET PROFIT	-0.55	-0.18	0.13	0.64	0.88	1.21	1.27	1.02	1.09	1.73	2.53	1.88
Net Margin %	-83%	-7%	3%	9%	8%	9%	8%	5%	5%	7%	8%	6%

One-time setup · Dubai

RTA deposit AED 1.0M · licensing & legal 150K · office fit-out 120K · Workforce OS v1 250K · first-150 mobilisation 450K → ~AED 1.97M one-time, of which 1.0M is recoverable.

ⓘ full setup table

Steady-state fixed opex (monthly)

Core team 150K · office 25K · tech run-rate 25K · sales & marketing 35K · welfare & ops base 20K · contingency 10K → ~AED 217K → 325K/mo (phased with hiring), covered by ~308 deployed workers (crossed M6).

ⓘ full opex table

Y1 = Dubai ramp from M2 (avg ~363 deployed, EBITDA-positive from M6, revenue 15.3M) · Y2 = Dubai + Sharjah densification (SHJ Y2Q4, no new deposit) (avg ~1,433, EBITDA 5.5M) · Y3 = AUH launch Y3Q1, UAE-wide scale to the 3,000 cap, KSA setup Y3Q4 (avg ~2,608 + services/SaaS, EBITDA 9.0M with the first 20% appraisal applied). Margin ramps 23.6% → 24.8% on services mix — one model drives every number.

14 Cash & Funding Bridge

Every dirham has a job. Here is the bridge.

ⓘ bridge mechanics

ⓘ trough & liquidity levers

Quarterly cash & funding table · through Y3Q4

Full 12-quarter bridge: operating P&L, capex, phased visa / licence / emirate deposits (DXB, AUH, SHJ, KSA), funding injections, cumulative position, trough and turn-positive quarter — with the levers an investor can pull. Quarter-end trough AED 0.14M (Y1Q4) with a monthly low of AED 0.09M at M11; EBITDA-positive from M6; never negative in any month or quarter, with no debt at all; closing cash builds to AED 12.3M by Y3Q4.

ⓘ open quarterly table

Series A bridge

Seed carries Buraq to ~800 workers and an ~AED 34M staffing run-rate; operating cash then funds UAE densification. Seed and operating cash carry Buraq through the UAE build-out — SHJ (Y2Q4), AIN (Y3Q2) and ROE (Y3Q3) deposits are self-funded. Series A (indicatively AED 6.7M at Y3Q3, 10% post-money, illustrative) funds KSA setup (Y3Q4) and regional growth. KSA is not treated as live before Y3Q4.

Trough: 0.14M quarter-end (Y1Q4), 0.09M monthly low (M11) · EBITDA-positive from M6 · fully self-funded on seed 3.0 + Series A 6.7 — no debt, no facility, no interest · every figure synchronized with the P&L, unit economics and scenario views. Each card opens the full mechanics.

15 Risks & Mitigation

Eyes open. Playbook ready.

Risk	Reality check	Mitigation
Regulatory & licensing shifts	UAE labour rules evolve; deposits can change	Dedicated PRO + counsel; compliance-first design; deposit funded upfront
Client concentration	Early revenue leans on a few anchors	Cap any client at ≤30% of deployed workers by M6; three-sector spread
Worker attrition & wage inflation	Frontline churn is structural; wages drift	Above-market pay + bench float priced in; quarterly rate-card reviews
Receivables & cash cycle	30–60 day terms vs monthly WPS payroll	Working-capital float carried in the raise (no debt); surge-block advances
Platform execution	Software builds can drift	MVP digitises live operations only; staffing P&L survives regardless
KSA entry complexity	Saudization & different sponsorship rules	Phase 3 via local partner/JV with proven UAE playbook and reference clients

16 Rollout Roadmap

One playbook. Six markets.

Phase 1 · M1–12

Dubai — prove the machine

Licence live, RTA deposit placed. First cohort deploys M2; 200 workers by M4 → 800 by M12. Break-even ~M6 (~308 workers), then disciplined, conservative scale. AED 34M run-rate exiting Y1.

App Launch · M12

Recruitment MVP live

Multi-country candidates apply, upload documents and screen in-app — the funnel becomes an asset and the OS gets its first real users.

Phase 2 · M13–24

Abu Dhabi & Sharjah

AUH launch Y3Q1 → ramp Y2Q3; SHJ launch Y2Q4. RTA deposits (AED 1.0M per location, refundable) placed with each launch from operating cash — no borrowing. 1,900 deployed by M24.

Phase 3 · M25–33

UAE completion

SHJ ramp Y3Q1 → Al Ain Y3Q2 → rest of emirates (ROE) Y3Q3 — one RTA deposit per launch (AED 1.0M each, refundable). Full-UAE bench reaches the 3,000-worker cap by Y3Q3.

Phase 4 · M34+

KSA setup → the wider GCC

KSA setup lands Y3Q4 (Saudization-aligned JV, AED 1.5M, Series A-funded) — revenue from Y4. Qatar, Kuwait, Bahrain, Oman follow platform-led. 3,000 deployed, AED 115M revenue by Y3.

M4 · 150 workers

M7 · break-even

M12 · 800 workers · app launch · AED 34M run-rate

M18 · OS pilots · self-funded scale

M33 · Series A (Y3Q3)

M36 · 3,000 workers · AED 115M

17 Investment Ask

AED 3,000,000 —
licence, launch, and the first 250 workers funded.

Use of funds

RTA deposit & licensing req.

1,000,000

Core team · 4 months

480,000

Worker mobilisation · 150+

450,000

Payroll float / working capital

380,000

Workforce OS · v1 build

250,000

Licensing, legal & compliance

150,000

Office setup & fit-out

120,000

Sales & marketing

120,000

Contingency

50,000

AED · bars scaled to the 1.0M deposit line.

What AED 3.0M unlocks

Licensed & deposit-secured Dubai operation · 150 workers across 6–10 clients by M4, funded path to 250 by M6 · replacement-SLA reputation · OS build on live shift data · ~AED 525K monthly billing exiting M4, break-even ~M6 → a de-risked, data-rich Series A story for KSA.

Downside protection & expansion deposits

AED 1.0M of this raise is a recoverable regulatory deposit — capital preserved, not burned. As Buraq expands, only DXB (Y1Q1) and AUH (Y3Q1) carry an AED 1.0M regulatory deposit — AED 2.0M of refundable capital in total. UAE legal has confirmed that SHJ, AIN and ROE launch under the existing licensing structure with no additional deposits, keeping expansion capital-light and funded entirely from operating cash. Revenue starts M3; the WC float and credit line keep the planned trough above zero.

Cash plan · first 4 months & quarterly outlook

M1 close 1.58 → M2 1.25 → M3 0.96 → M4 0.72, then a controlled glide to the year low of 0.09 at M11 before M12 turns positive (quarter-end 0.14) (AED M) — deposits land first, opex is metered, and collections begin M4–5. Position incl. receivables at M4: ~AED 1.05M.

QUARTERLY VIEW · Y1Q1 → Y3Q4 — OPERATING PROFIT & EXCESS CASH RESERVE (AED M)

ⓘ month-by-month table

18 Cap Table & Investor Returns

A seed structured for credible multiples, not fantasy.

Founders 76%Seed 20%ESOP 4%

AED 3.0M for 20% → AED 15M post-money (illustrative; final terms at close). ESOP grows to 10–12% by Series exit.

ⓘ valuation & dilution logic

Return frame · Y3	0.8×	1.2×	1.6×
Value (AED 111M revenue)	89M	133M	178M
Seed stake (18.0% post-Series A)	16.0M	24.0M	32.0M
Seed MOIC	5.3×	8.0×	10.7×

ⓘ multiples & IRR in commercial terms

Why this seed is protected

AED 1.0M is a recoverable deposit. Revenue starts M3, break-even ~M6. The downside case is a profitable staffing business; the upside is workforce infrastructure with software economics — the platform layer argues for the upper multiple band.

ⓘ entry, exit & what can change

Illustrative assumptions — not a term sheet

Round-by-round mechanics

Ownership by round · % of fully diluted shares (illustrative, assumptions)

Round	Raise	Pre-money	Post-money	New investor %	Existing after
Seed (Y1Q1)	AED 3.0M	12.0M	15.0M	20.0%	×0.80 of pre-round stake
Series A (Y3Q3, illustrative)	AED 6.7M	60.0M	66.7M	10.0%	×0.90 of pre-round stake

The mechanics

Post-money = pre-money + raise · New investor % = raise ÷ post-money · Every existing holder is diluted ×(1 − new %)

Share logic (illustrative, consistent throughout): 1,000,000 shares pre-seed (founders 950,000 · ESOP 50,000). Seed issues 250,000 new shares → 1,250,000 total → 20.0%. Series A (10% post-money) issues 138,889 → 1,388,889 total → seed becomes 250,000 ÷ 1,388,889 = 18.0%. All ownership figures in this deck are percentages of fully diluted shares — no unit or nominal-share shorthand is used.

Paper value · not a realized return

Seed return framing over 3 years

Funding round economics — conservative / base / upside, dilution included

Milestone	Seed stake	Implied company value	Seed holding	Paper MOIC
Seed close (Y1Q1)	20.0%	15M (post)	3.0M	1.0×
Post-Series A (Y3Q3)	18.0%	66.7M (post)	12.0M	4.0×
Y3 · conservative (0.8× rev)	18.0%	89M	16.0M	5.3×
Y3 · base (1.2× rev)	18.0%	133M	24.0M	8.0×
Y3 · upside (1.6× rev)	18.0%	178M	32.0M	10.7×

The formula

Paper MOIC = implied seed-holding value ÷ AED 3.0M invested · holding value = implied company value × 18.0% post-A stake

Paper value, not cash: no exit is assumed or guaranteed. Includes Series A dilution (10% new, Y3Q3) and the 5% ESOP set pre-seed; no later rounds, preferences or pool top-ups modeled. Y3 values mark AED 111M base revenue at 0.8–1.6× staffing multiples — the same frame as the returns table above.

Framework marks staffing at 0.8–1.6× revenue; the platform layer argues the upper band. Each card opens the return mechanics.

19 Investor Return Pathways

From equity to liquidity — four potential pathways

How owning Buraq equity can create investor value — through rising valuation, strategic secondary liquidity, profit distributions, or a major exit event. Illustrative pathways — subject to company performance, financing terms, cash availability, shareholder approvals, market conditions, and exit execution.

Valuation Growth Paper value

Equity becomes more valuable as company valuation increases — unrealized until liquidity.

Strategic / Series Exit Illustrative

Part or all of a stake may be sold to a new investor in a future round or strategic transaction.

Dividends Assumption

Proportional share when 70% of distributable profits are paid out from Y3Q1 — cash and governance permitting.

Acquisition / IPO Illustrative

A major liquidity event converts paper value into realized proceeds.

Equity ownership→Operating growth→Valuation creation→Liquidity or distributions

INVESTOR LENS — SEED HOLDER VIEW

Seed investmentAED 3.0M · Y1Q1Model

Seed ownership at close20.0% (250,000 of 1,250,000 shares)Model

Stake after Series A (Y3Q3)18.0% fully dilutedModel

Implied paper value at Series AAED 12.0M (18.0% × 66.7M post)Paper value

Dividend policy70% of distributable profit from Y3Q1, cash-guardedAssumption

Y3 illustrative investor dividendsAED 0.92M cumulativePotential cash

Paper MOIC (base frame)8.0× (AED 24.0M ÷ 3.0M)Paper value

Every model-derived figure above reconciles to the cap table, P&L and cash bridge in this deck. Paper value is not cash; potential dividends are an illustrative overlay on a plan that otherwise retains 100% of profit; secondary sales require willing buyers and approvals; acquisition and IPO outcomes are aspirational frames, not forecasts.

20 Vision · Why This Wins

Every parcel in the GCC is carried
by a pair of hands. Buraq supplies the hands —
and the intelligence behind them.

Staffing gets us in the building. Compliance keeps us there. The platform makes us impossible to replace. In five years, when a GCC logistics operator plans a peak, opens a dark store, or launches a city — the first system they open is Buraq.

Revenue from month three

A hero business with real cash flow — not a burn-and-pray marketplace.

A moat that deepens

Licence + bench + worker loyalty + data: each layer harder to copy than the last.

A region-sized prize

Six markets, one playbook, and a workforce OS with GCC-wide pricing power.

✦ The Kinetic Effect

Buraq Kinetic · Buraq Staffing — The Workforce Intelligence Network
Seed round · AED 3,000,000 · Dubai, UAE

Buraq Kinetic✦✦✦

Powering the WorkforceBehind Every Delivery. ☄️

Staffing + software

Labour can't flex

$89B → $120B

AED 3.0M seed

One playbook × 6 markets

Logistics companies can scale orders overnight.They cannot scale their workforce overnight.

Demand whiplash

Attrition & unhappiness

Compliance & payroll weight

Blind, analog supply

The Problem · Revenue Leakage Map

A living bench, deployed in hours — with a named fix for every leak.

Manpower engine

Compliance & ops spine

Workforce OS

The peak-shift engine

The Solution · Problem–Fit Map

Riding the GCC's logistics super-cycle.

GCC market growth · 2026 → 2031

Where Buraq deploys · Year 3 target

TAM

SAM

SOM · Year 3

Every role. Every format.We pay workers more, keep less — and win on volume.

The workforce bench

Pay transparency — the worker wins first

Market Workforce Cost Benchmark — click any role to expand the cost lines

Three releases. Each one earns the next.

Recruitment MVP

Employee layer

Payroll & metrics layer

Manpower pays the bills. The platform builds the empire.

Recurring staffing base

On-demand & surge

Services & software

The strategic trade

Why lower margin wins

Volume is the model

A machine that turns applicants into billable, reliable shifts.

Recruit

Visa & onboard

Train & equip

Match & dispatch

Supervise

Replace

The bench principle

Compliance by design

Who we serve & deploy

Land with the surge. Expand with the floor.

Solve one painful shift

Publish the numbers

Take the whole floor

First 90 days · Dubai

Sales economics

Agencies can't build software.Apps can't sponsor visas. Buraq does both.

Unit economics you can count on a warehouse floor.

Revenue ramp · base case — the 36-month build

Fixed opex & break-even

Cost, revenue, profit — and the month they cross.

Three curves, four levers, one break-even line. i

Client conversion pace

Wage inflation

Fill rate delivered

Receivable days

Unit Economics Dashboard · 3 years

Organizational Cost View · 3 years

Year one proves it. Years two and three pay for it.

Quarterly build-up · staff & capex · through Y3Q4

Quarterly P&L · the financial backbone — click any ▸ header to expand its line items

One-time setup · Dubai

Steady-state fixed opex (monthly)

Every dirham has a job. Here is the bridge.

Quarterly cash & funding table · through Y3Q4

Series A bridge

Eyes open. Playbook ready.

One playbook. Six markets.

Dubai — prove the machine

Recruitment MVP live

Buraq Kinetic

Powering the Workforce
Behind Every Delivery. ☄️

Logistics companies can scale orders overnight.
They cannot scale their workforce overnight.

Every role. Every format.
We pay workers more, keep less — and win on volume.

Agencies can't build software.
Apps can't sponsor visas. Buraq does both.

Three curves, four levers, one break-even line.

AED 3,000,000 —
licence, launch, and the first 250 workers funded.

Every parcel in the GCC is carried
by a pair of hands. Buraq supplies the hands —
and the intelligence behind them.