The lifecycle layer
for physical recovery.
Sevenoir is building institutional recovery software that keeps item identity, responsibility and return in one record. University campuses are the starting point. The proposed commercial path is an annual institutional contract that can expand as more teams and sites adopt the workflow.
Request investor deck- Entry point
- University recovery
- Business model
- Annual institutional software
- Expansion
- More teams and sites
Who owns
the handoff?
Campus services, security, facilities and student-service teams handle the work. The proposed buyer is the institution responsible for that service; the budget owner and procurement path must be established with each campus.
UW–Whitewater documents a shared campus lost-property record alongside separate housing coordination. That is one concrete example of responsibility crossing operational boundaries. [S8]
Existing tools already offer records, claims and history. Sevenoir must earn preference through clear handoffs, role continuity and adoption across teams, measured against the tools staff actually use.
Pricing, alternatives and customer value
ReclaimHub lists $180/year plus $50 per extra user; RepoApp lists roughly $1,000–$2,000/year for a single building, complex or campus. NotLost’s procurement listing is £10/licence/month. These scopes are not interchangeable. [S6] [S5] [S7]
Find-It’s indexed four/eight-location plans annualize to $4,188/$9,480 at monthly list rates, with annual discounts offered. Multi-location roles and verification are existing alternatives, not new categories invented by Sevenoir. [S10]
The proposed $6,000 entry contract requires useful scope: several operational teams, permissioned handoffs, reporting, onboarding and support. At an assumed $30 loaded staff cost/hour, $6,000 needs 200 hours of annual labor value to break even. At $20/$40 per hour, the threshold is 300/150 hours. These are tests for a pilot, not observed savings.
Recurring
economics.
Illustrative scenario. Assumptions, not actual revenue.
Model date: 2026-09-22. Y1 follows preparation.
Y5 modeled ARR
$1,569,052
Y5 recurring accounts
243
Entry annual value
$6,000
Pilot conversion
60%
USD ARR at year end. Green: selected scenario. Dashed: other cases. All cases share a zero-based scale; changing inputs recalculates its upper bound.
Y5: 243 recurring accounts · $1,569,052 ARR · 114 new contracts
Y5 ARR bridge
Recurring annual value at year end.
$870,314 opening − $50,821 churn + $65,559 retained expansion + $684,000 new contracts = $1,569,052 closing ARR. Display rounded to dollars; exports retain calculation precision.
Change assumptions and inspect the method
Completed-pilot targets Y1–Y5: 15 / 35 / 70 / 120 / 190. Retained-account ARR expansion: 8%/year. New contracts = floor(completed pilots × conversion). Logo churn uses round-half-up on opening accounts. Churn ARR is pro rata; expansion applies only to retained opening ARR. New contracts enter at entry ACV.
ARR excludes pilot fees, setup, tags, shipping and pass-through charges. It is not recognized revenue, cash, bookings or valuation. Pilot pricing will be scoped with institutions; no fee is assumed in these recurring outputs.
Timing convention: six months of sales preparation, then a three-month pilot. Preparation occupies months 1–9; the first annual-contract activation can occur in month 10. Y1 is months 10–21. Each annual cohort’s leads and pilot starts precede activation by nine and three months. Procurement slippage moves contracts to later cohorts; this is an annual planning model, not a monthly forecast.
Base is a working default, not the statistically most likely result. All conversion, pricing, retention, eligibility and staffing inputs are proposed planning assumptions. Founder-reported early research (386 survey responses and 27 interviews) concerns earlier concepts and is not campus revenue or current sales validation.
Scenario data and downloads
| Year | Pilots completed | New accounts | Churned | Closing accounts | Modeled ARR |
|---|---|---|---|---|---|
| Y1 | 15 | 9 | 0 | 9 | $54,000 |
| Y2 | 35 | 21 | 1 | 29 | $177,840 |
| Y3 | 70 | 42 | 2 | 69 | $430,821 |
| Y4 | 120 | 72 | 4 | 137 | $870,314 |
| Y5 | 190 | 114 | 8 | 243 | $1,569,052 |
A market defined
from institutions.
The global reference is approximately 21,000 higher-education institutions. The candidate US/UK/Germany footprint sums to 3,129. Neither count is a list of buyers. [S1] [S2] [S3] [S4]
Separate modeled envelopes, not exact nested markets. SOM is 243 Y5 accounts × $6,000 standardized annual value. It differs from cohort ARR, which includes entry pricing, churn and retained-account expansion.
Market definitions and sensitivity
TAM = 21,000 × eligible share × mature annual value. SAM = (2,404 + 304 + 421) × the same share × the same value. The US series includes other US jurisdictions; national definitions and periods differ from WHED. Parent/site duplicates and unsuitable providers are not yet screened, so 3,129 is a reference sum, not an audited procurement list. Sites are never multiplied again.
Eligibility stands for in-person complexity, need, budget and procurement fit. At 50%, the candidate population is 1,564.5 modeled account equivalents. Y5 penetration is 15.5%.
The footprint is a planning candidate, not current sales access. Founder proximity and warm introductions must be assessed separately. No Azerbaijan population or numerical adjacent market is added without a comparable source.
From a first deployment
to wider adoption.
The first deployment should prove one institution can complete returns reliably. Expansion then means additional operational teams and sites within the same contract, with adoption and workload measured before increasing scope.
Hotels and multi-site venues are a credible next hypothesis: housekeeping, front desks and central guest services pass belongings between teams. Supplier evidence shows this is already a purchasing category. Sevenoir would need to validate group procurement and return logistics. [S11]
Hospitals offer another custody-heavy setting, with ward transfers, discharge and valuables handling. That raises additional privacy, responsibility and procurement requirements. Operational need is documented; Sevenoir fit and purchasing demand remain unproven. No health-sector TAM is added. [S12]
What $10m ARR would require
1,000 × $10,000
Or 834 accounts at $12,000 to exceed $10m. This is a scale milestone, not a Year 5 promise. It requires a repeatable acquisition channel, defensible contract scope and resources to serve the installed base.
Explore the staff workflowRequired acquisition and delivery capacity
Assumptions: 25% of leads qualify, 50% of qualified opportunities start pilots, 80% of pilots complete. These are planning ratios, not benchmarks or existing pipeline. Each full sales-equivalent produces 24 completed pilots/year. New sellers contribute 75% productivity in their first year; annual seller attrition is 10%.
| Year | Leads | Qualified | Pilot starts | Completed | Sales FTE | New hires* | Delivery FTE |
|---|---|---|---|---|---|---|---|
| Y1 | 152 | 38 | 19 | 15 | 0.63 | 0.83 | 0.37 |
| Y2 | 352 | 88 | 44 | 35 | 1.46 | 0.94 | 1.01 |
| Y3 | 704 | 176 | 88 | 70 | 2.92 | 1.86 | 2.21 |
| Y4 | 1200 | 300 | 150 | 120 | 5.00 | 2.61 | 4.10 |
| Y5 | 1904 | 476 | 238 | 190 | 7.92 | 3.77 | 6.95 |
*Fractional workload equivalents, not an approved hiring plan. Delivery = (16 hours × pilot starts + 12 hours × new accounts + 24 hours × average opening/closing accounts) / 1,400 productive hours. Counting all pilot starts, including non-completers, is more conservative than the supplied completed-pilot workload seed. Sellers must be recruited ahead of their cohort’s sales preparation, not after revenue appears.
Base Y5 needs 7.92 ramped sales equivalents and 6.95 delivery equivalents; Expansion needs 17.50 and 16.05 respectively. This cannot be silently assigned to a solo founder. These are requirements, not funded capacity; no affordability or margin claim is made.
What the next capital
should achieve.
A usable institutional product. Fund product engineering, access controls, audit history and measured onboarding. Acceptance means staff can complete a real return and recover from errors, with a named institution responsible for approval.
Paid validation with a budget owner. The Base Y1 plan targets 15 completed pilots from 19 starts and 9 annual contracts. Budget for 0.63 sales and 0.37 delivery workload equivalents, alongside product development. Test procurement time, support burden and willingness to renew.
A repeatable adoption process. Document training, handoffs and expansion within institutions. Add capacity when conversion and service workload justify it. Engineering, security review and country-specific contracting are additional resources outside the delivery table.
No current cash balance, financing amount, funded team, margin or runway is asserted. A funding budget needs salary, acquisition, hosting and collection assumptions before a round can be sized.
Discuss the business.
Inspect the assumptions.
Request the current investor materials or a conversation with the founder. This opens an investor inquiry; it does not automatically dispatch an archived deck.
Request investor deckRisks and the next validation tests
Commercial: confirm the budget owner, procurement cycle and a reason to switch from low-cost alternatives. Product: measure completed returns, handoff errors and staff adoption. Economics: test price, renewal, support hours and multi-team expansion. Execution: recruit and finance capacity before committing to the modeled volume.
Higher-education definitions are heterogeneous; screen and deduplicate institutions before using these envelopes as a sales plan. Adjacent markets need their own discovery and commercial evidence.
Source ledger and provenance
External facts are dated source observations. Founder facts describe supplied history only. Sevenoir prices, pipeline, retention, staffing and eligible shares are proposed inputs. ARR, market values and resource requirements are calculated outputs.
- S1 · WHED
Approximately 21,000 HEIs within WHED criteria. September 2026. Supplied brief ledger. Institutions, not campuses or buyers.
- S2 · NCES IPEDS
859 public + 1,545 nonprofit four-year institutions = 2,404. 2025/26. Brief indexed Appendix B; direct fetch failed in brief. US and other US jurisdictions.
- S3 · HESA
304 UK HE providers reporting student data. 2024/25; release 27 January 2026. Brief indexed release; provider omission noted, direct fetch blocked in brief.
- S4 · Destatis
421 German HEIs. 2025/26; updated 13 August 2026. Brief indexed table. National definitions differ.
- S5 · RepoApp pricing
$999.99 / $1,399.99 / $1,999.99 annual tiers. One building, complex or campus per account; enterprise quote. 22 September 2026. Vendor page inspected this pass. List prices, not Sevenoir ACV.
- S6 · ReclaimHub pricing
$180/year base; $50/year per additional user. 22 September 2026. Vendor page inspected. Confirm currency in commercial quote.
- S7 · NotLost procurement listing
GBP 10/licence/month; education pricing available. 22 September 2026. Supplied primary-source ledger. Not a campus-wide quote.
- S8 · UW–Whitewater Information Services
Shared campus lost-property document; housing coordinated through a separate portal. 22 September 2026. Institutional page inspected this pass. One example, no Sevenoir relationship.
- S10 · Find-It business
Indexed monthly plans: $349 / four locations; $790 / eight. Annual discount offered. 22 September 2026. Brief indexed evidence. Direct page returned no text this pass. $4,188 / $9,480 annualize monthly prices; not annual-billing quotes.
- S11 · NotLost sector news
Supplier reports hotel use and a TfL procurement contract. 22 September 2026. Primary supplier news inspected. Vendor evidence, not Sevenoir adoption or independent savings proof.
- S12 · Royal Devon lost property
Hospital lost-property handling is a distinct operational context. 22 September 2026. Institutional page inspected. No purchasing budget or health TAM inferred.