Fragmented end demand
Regional fleets have real methanol demand, but procurement, refuelling and settlement lack coherent arrangements.
Business & Investment
Replicable supply & service capability, built on real transport demand
Capital value rests on the business model, operating quality and governance — not on scale narratives.
The market problem
Weak supply-chain coordination
Upstream capacity and downstream operations lack a reliable organising and fulfilment link.
Opaque operating data
Incomplete metering, reconciliation and collection records constrain long-term contracts and institutional evaluation.
Business model: who pays, and why
Revenue sources
Fuel sales and fulfilment as the core, vehicle agency as a supplement; software revenue exists only where external clients pay under contract.
Cost structure
Purchase costs, transport and handling, station services and direct fulfilment dominate; fixed costs concentrate in team, systems and client acquisition.
Working capital
Receivables and inventory are the main funding need — turnover efficiency determines scale and capital efficiency.
Financial projections are plan assumptions to be replaced by actual contracts and operating data; no forecast figures are presented on this page.
Value drivers
Client retention
Renewals and share of fuel wallet reflect service value — the first indicator of revenue quality.
Fulfilment reliability
On-time delivery and exception handling records decide whether clients expand.
Unit economics
Direct contribution tracked per tonne; below our internal reference line triggers a review or exit.
Turnover & risk control
Receivable days, overdue rates and client concentration under limit management.
Validation unit · single-truck monthly model
One methanol mining truck in the validation region, stated on a monthly basis.
Freight revenue¥85,612Full load: 35 trips/day × 60 t × ¥1.60/t × 91% realised
Direct costs≈ -¥34,000Driver / fuel / maintenance / insurance
Cash margin≈ ¥51,600 / truck / monthRevenue minus direct costs, before overhead and funding costs
Truck payback11–14 monthsBased on vehicle purchase price and monthly cash margin
Illustrative, full-load assumption, subject to pilot data — not a return promise.
Staged path
- 01
Validate one region
Anchor client and fixed routes; validate client economics and collections.
- 02
Build operating standards
Turn supply, delivery, settlement and review into executable processes and contract frameworks.
- 03
Replicate with conditions
The second region runs on the same framework — no extra guarantees or sustained loss-making client acquisition.
- 04
Higher-quality growth
Certified fuel supply, digital services and quality operating assets added as evidence allows.
The capital path: four steps
Each layer of financing is built on verifiable business evidence from the previous one.
- 01
Equity validation
Equity funds single-region validation and organisational build-out, with clear governance and paid-in capital.
- 02
Receivable credit lines
Real transactions and verifiable records unlock working-capital credit on fair terms.
- 03
Project asset financing
Financing structures evaluated item by item around vehicles, equipment and project cash flows.
- 04
Capitalisation of mature assets
On mature assets with sufficient evidence, explore strategic partnerships and capital-market arrangements.
Each step depends on business evidence and compliance conditions; nothing here is a return promise or an offering.
Governance & accountability
Decision rights
Major purchases, credit sales, guarantees, buybacks, investments and equity matters have explicit monetary limits and approval tiers.
Contract & cash discipline
Sales incentives tied to both collections and contribution; cash, maturities and guarantee ledgers updated weekly.
Data quality
Operating and financial data kept in separate, consistent definitions — metrics do not shift to suit fundraising.
Risk ownership
Price, credit, safety and liquidity risks assigned to named roles with defined responses.
A three-stage capital narrative
Stage one
Equity funds pilot validation and organisational build-out, with governance and paid-in capital clearly established.
Stage two
With real transactions and controlled risk, introduce working-capital facilities (receivables, inventory turnover).
Stage three
On mature operations and qualifying assets, explore strategic partnerships, project financing and other capital arrangements.
Each step depends on business evidence. This site never presents listing, securitisation or valuation outcomes as settled results, and offers no subscription, deposit or return-promise functions.
Metric disclosure principles
Public metrics are published only when verifiable, with period, scope and definitions stated: whether delivered volumes are de-duplicated, how "active clients" is defined, the denominator and exceptions behind on-time delivery rates, and whether service areas are operating, one-off or planned. The investor question we focus on: can similar projects be replicated repeatedly with controlled capital occupancy?
Investor enquiries
Submit your institution details and areas of interest. After review we will arrange a discussion and provide materials under confidentiality. The full business plan and similar documents are not published on this website.