Business case | Notion

Assumptions

Market / Commerce

Assumption	Rationale	Likeliness	Comment
Fundis will continue with Blinkers	Any other scenario will mean losing our showcase / endorsement and credibility.	70%	Not in our hands.
Blinkers will continue to work with ZP.	Fully dependent. Exit barriers too high to switch.	95%	Firm statements of Fundis board: no Blinkers without ZP.
Blinkers will respect contracted terms (including price increase per 1/1/23)	Contract = Contract… But I expect push back.	95% @Anonymous	EBIT Impact minimum €120k
Blinkers will continue current volume trend (employees / tasks), no growth in 2022 and H1 2023 and limited growth in H2 2023 and 2024.	Current data does not support strong growth. Flatliner since January.	most likely	delayed and Indirect effect of better operational performance, improved margins, etc.
V2 = feature parity V1		100%
For Roamler to decide, perhaps after consultation with Blinkers.	Define “Parity” as input for development path.
No new accounts on v1. All new customers / accounts will land on v2. As a consequence, no new accounts / revenue before Q2 2024.	Both technically (no multi tenant) as well as commercially (need for new start, endorsement) not feasible to acquire new account for v1.		release van 2.0 vastzetten in de tijd, functionaliteit dependent op tijd/investering. Lancering uiterlijk Q3 2023
We assume that new accounts will use the same model (% of EP or AP revenue), but we should prepare (processes / tech) for other, more B2B SaaS models	Today’s model is a bit weird and limits commercial options, commonly used by B2B SaaS companies.		waarom is het raar? Kan me wel voorstellen dat we vereenvoudigen naar 1 percentage voor eigen en extern personeel
Full focus / Single Minded ZorgPlatform.
OMZI will be separated from the team or discontinued (see questions).	No synergies (organisation, tech, etc), just distraction.	100%
For Roamler to decide.	of RIBW ook op 2.0 aansluiten. Uitgangspunten zijn hetzelfde: mengen van arbeidsgroepen obv zorgopdrachten. Enige verschil is: wie maakt de opdracht aan
Future GGD (testing) demand or similar tasks will be turned down by Care or picked up by the Roamler (tech) organisation, using the Roamler app / stack.	Different use case, similar to ‘standard’ Roamler work.	100%
For Roamler to decide	backend kan hetzelfde zijn, front end wellicht anders in te richten. Gezien de smalle business case kan het nog steeds interessant zijn hierop in te springen als het langskomt
Customers can/will leverage the platform with different scenario’s:

New organisation, apart from current (start small) vs Introduction in current organisation (include current volume/pool).
AP (zzp) only or both EP (own personnel)/AP. | Blinkers has opted for a scenario where it is using the platform for all employees, both EP and AP. It is not likely that (all) new customers will start like this. Prospects we talked to so far have indicated that they will start with AP only and/or with a small greenfield operation, separate from the mother organisation.

Quick fit scenario (see strategic scenario’s) | | het zou ons niet uit moeten maken wie het werk uitvoert: we zien overal de wens om formeel en informeel te mengen, waarbij informeel feitelijk ook extern is. Dus het mengen van verschillende groepen is een SCA | |

Development / Tech

Assumption	Rationale	Likeliness	Comment	Decision
We build v2 stand alone, no dependency on Roamler stack. As a consequence, we have to (re-)build:

Field Operations App
Care Platform (planning / coordination)
Integrations | Roamler stack not built for Care use cases. Current dependencies hinder technical and commercial progress. Dedicated team, dedicated product will enhance chances for success | 100% Roamler to decide | | | | We hire a CTO/DM/DL or similar, capable of creating (incl. recruiting) and leading a dev-team and making decisions on technologies used, architecture, etc. | | | | | | We build a strong internal Care dev team (no / limited external hires) with all required skills / roles within reach for the CTO / PO’s.
Front end / Back end / Full Stack
UX / UI / VD
Tester
DevOps / SE
PO
Scrum master
| | | | | | We develop for scale and success. So multi-tenant, feature rich and options for horizontal scale (distributed) where needed and (hence) high-performing in high volume scenario’s. | | | | | | We create strong OTAP process and related environments and create options for continuous deployment. | | | | | | We use the following, modern technologies: <language / framework / …> | | | | |

| We are ready to launch v2 end Q1 2024. As a consequence, we need to support v1 at least until Q1-2024, possibly Q2. For this, we budget for two (2) more sprints in the remaining of 2022. Four (4) in the year 2023 (1 per quarter). The rest is maintenance and support. A sprint is €15k and maintenance/support is €5k/month. | | | We werken realistisch en passend bij de bedrijfsfase waar we in zitten. We gaan dus een basisversie van 2.0 lanceren die 1.0 vervangt. release zetten we op 1 september 2023. We werken agile, dus met het team werken we de backlog af. Tijd is de constraint, niet de product features.

| 20/09 Nu is onderhoud en beheer 5k/kwartaal. 5k per maand mogelijk te hoog. Omzetten naar €2.5k | | | | | | |

Operations

Assumption	Rationale	Comment
Recruitment is responsibility of customers. With growth of number of accounts, we will not grow in recruitment fte/costs	We perform tasks which should be performed by the customers. The platform should support the onboarding flow.	De meerwaarde van ons platform is dat je voor meerdere organisaties kan werken. Dus we gaan zelf ook werven, met die promise. Dat is ook een directe meerwaarde voor prospects: wij bieden direct extra capaciteit
After launching V2, we do implementations every 3-4 months. An implementation requires 6 months support of Roamler. A PL can handle a maximum of 2 implementations in parallel		implementatie moet een standaard proces worden, waardoor we, indien nodig, hiervoor ook mensen in kunnen huren. Capaciteit kan geen reden zijn om klanten te laten wachten
Once we have 3 customers operational, we invest in customer success. 1 customer success can manage/develop 5 accounts.