Akwaaba Events & Destinations is a full-service events and destination management company headquartered in Accra, Ghana, delivering premium corporate events, luxury weddings, and curated travel experiences under a transparent, fee-based model. This business plan outlines the company’s market positioning, operational strategy, and financial projections, demonstrating a viable, profitable venture ready for investment. With a total funding requirement of GHS 450,000, a break-even point achieved in the first month, and a projected Year 1 net income of GHS 280,313, Akwaaba Events & Destinations is poised to become the reference partner for high-end event and destination management across Ghana.
Executive Summary
Akwaaba Events & Destinations is a limited liability company registered in Accra, Ghana, offering a distinctive combination of corporate event management, luxury wedding planning, and destination management services. The business addresses a critical gap in Ghana’s growing event and tourism sector: the absence of a single, reliable, and ethically structured provider that delivers internationally benchmarked service without the hidden costs and fragmented coordination that plague the market. Clients—from multinational corporations to discerning couples and international tour groups—struggle with unreliable vendor coordination, opaque pricing, and a lack of professional local expertise. Akwaaba Events & Destinations solves this by delivering meticulously managed, culturally authentic, and fully transparent services under one roof.
The company operates from a physical office at 15 Jungle Road, East Legon, a prime commercial district in Accra. Its legal structure as a private limited liability company, fully registered with Ghana’s Registrar General’s Department and licensed by the Ghana Tourism Authority, provides a secure and compliant framework for operations. Founder and CEO Logan Kamau, who brings over a decade of international experience in event design and destination logistics, leads a highly skilled team that includes operations, marketing, finance, and creative professionals.
Akwaaba Events & Destinations generates revenue through three core service packages, all priced on a fixed-fee basis to eliminate conflicts of interest. Corporate event management is priced at GHS 20,000 per event, wedding planning at GHS 15,000 per ceremony, and destination management for tourist groups at GHS 10,000 per group. The direct cost of sales is maintained at 25% of each package price, yielding a robust 75% gross margin. In the first year of operations, the company targets 36 corporate events, 36 weddings, and 24 destination groups, generating total revenue of GHS 1,500,000. With cost of sales at GHS 375,000, gross profit reaches GHS 1,125,000. Operating expenses, including salaries, rent, marketing, insurance, and administration, total GHS 714,000, resulting in an EBITDA of GHS 411,000 and a net income of GHS 280,313 after interest, depreciation, and taxes. The business is immediately profitable and achieves break-even revenue of GHS 1,001,667 within the first month of operation.
The market opportunity is substantial. Greater Accra alone is home to an estimated 3,500 viable corporate clients, over 8,000 annual inquiries for luxury weddings, and a steadily growing inbound tourist market exceeding 500,000 visitors per year. The company’s primary competitors—EventGhana and Dream Planners Ltd—operate with commission-based models or narrow service scopes, leaving a clear opening for a transparent, technology-enabled, and culturally integrated alternative. Akwaaba Events & Destinations differentiates itself through a unified service suite, a real-time client dashboard, deep local knowledge paired with international standards, and a dedication to fee transparency.
A multi-channel marketing and sales strategy will drive customer acquisition. Digital efforts—including a high-conversion website with SEO-rich content, targeted Google Ads, and active Instagram and Facebook campaigns—will be reinforced by offline partnerships with premium hotels, corporate venues, and travel agencies. Direct outreach to HR and administrative managers at 150 companies, presence at the annual Ghana Tourism Expo, and a series of networking mixers will build brand trust and generate a steady pipeline of leads.
The management team is a cornerstone of the company’s competitive advantage. CEO Logan Kamau’s decade of international event management is complemented by Operations Director Jordan Ramirez (eight years of West African project management), Marketing Lead Blake Morgan (seven years in digital strategy for Ghanaian lifestyle brands), Finance Manager Casey Brooks (part-qualified ACCA with five years of SME accounting), and Senior Event Planner Reese Johansson (over 200 events executed). This cross-functional expertise ensures every client engagement is executed flawlessly.
Financially, the business requires GHS 450,000 in total funding. Founder equity of GHS 200,000 is supplemented by a GHS 250,000 SME term loan from Consolidated Bank Ghana at a competitive rate. The funds will cover GHS 30,000 in equipment, GHS 35,000 in startup costs including deposits, registration, and initial marketing, and a GHS 385,000 working capital reserve. Projections show strong cash generation from the first year, with closing cash balances of GHS 581,313 in Year 1, rising to GHS 1,240,723 in Year 2, and GHS 2,467,303 in Year 3. The debt service coverage ratio (DSCR) starts at a very healthy 5.06 in Year 1 and escalates to 26.07 by Year 3, indicating ample capacity to service the loan.
Akwaaba Events & Destinations is not just a service company; it is a solution to a structural inefficiency in Ghana’s event and destination landscape. With a proven team, a validated revenue model, and a clear growth trajectory—expanding to Kumasi by Year 3 and targeting GHS 5,000,000 in turnover by Year 5—this business is ready for immediate launch and sustained success.
Company Description
Business Identity and Location
The business is officially registered as Akwaaba Events & Destinations, a name that immediately evokes the renowned Ghanaian hospitality embedded in the word “Akwaaba”—meaning “welcome.” The company’s headquarters are situated at 15 Jungle Road, East Legon, a prestigious and accessible neighbourhood in Accra. East Legon is strategically chosen for its proximity to corporate offices, luxury hotels, and many of the capital’s premier event venues, placing the company physically at the centre of its target market. This location allows for rapid response to client needs, easy coordination with vendors, and a professional image that aligns with the premium brand positioning.
Legal Structure and Compliance
Akwaaba Events & Destinations operates as a Private Limited Liability Company (LTD) under the laws of Ghana, registered with the Registrar General’s Department. This legal structure limits the liability of its shareholders, provides a clear governance framework, and is the preferred vehicle for both local and international business engagements. The company has secured all necessary operational licences, including tax clearance from the Ghana Revenue Authority and registration with the Ghana Tourism Authority as a destination management company. This full compliance eliminates regulatory risk and reassures corporate clients, particularly multinationals, that they are dealing with a legitimate, accountable partner.
Ownership
Logan Kamau, the founder and CEO, is the majority shareholder and the driving force behind the company’s vision. The remaining equity is held by the founding management team members in a structure that incentivises long-term commitment and performance. The ownership structure is simple and transparent, with all shares held by individuals actively involved in the daily operations and strategic direction of the company. No external or silent partners dilute control, ensuring agile decision-making and a unified leadership voice.
Mission and Vision
The mission of Akwaaba Events & Destinations is to transform how events and travel experiences are delivered in Ghana by providing a single point of accountability, absolute fee transparency, and an unwavering commitment to cultural authenticity and international quality standards. The vision is to become Ghana’s most trusted events and destination management brand, expanding across all major regions and setting the benchmark for excellence in the hospitality services sector. By Year 5, the company aims to manage over 150 events annually, operate out of offices in Accra, Kumasi, and Takoradi, and be recognised as the partner of choice for high-end corporate, social, and tourism events.
Core Values
The business is built on four foundational values. Transparency means clients see exactly what they pay for, with no hidden markups or biased vendor recommendations. Cultural Integrity signifies that every event and destination itinerary is infused with authentic Ghanaian elements—music, cuisine, décor, and storytelling—that elevate the experience beyond generic offerings. Reliability is delivered through rigorous planning, technology-backed execution, and a dedicated support team. Finally, Innovation drives continuous improvement in client interaction, from real-time event dashboards to sustainable event practices that reduce waste and showcase Ghana’s environmental commitment.
Strategic Problem Solving
Akwaaba Events & Destinations solves a pervasive market failure. Corporate event organisers in Ghana frequently encounter multiple disconnected vendors—caterers, decorators, audiovisual technicians, venue managers—each with their own contracts, pricing, and reliability issues. This fragmentation leads to budget overruns, last-minute cancellations, and immense stress. Couples planning weddings face similar chaos, often dealing with suppliers who overpromise and underdeliver. International visitors and diaspora groups seeking curated travel experiences lack a professional intermediary who understands both high international service expectations and the nuances of Ghanaian destinations. By consolidating these services under one roof and charging a single, all-inclusive management fee, Akwaaba Events & Destinations removes friction, eliminates perverse incentives, and ensures a seamless client journey from first inquiry to final execution.
Products / Services
Service Portfolio Overview
Akwaaba Events & Destinations offers three distinct but interrelated service lines, each designed to address a specific market segment with a tailored, high-touch approach. All services are delivered on a fixed-fee basis, meaning the company’s revenue does not fluctuate with vendor costs, and clients can trust that every supplier recommendation serves their best interest.
Corporate Event Management
The corporate event management package is priced at GHS 20,000 per event and is designed for mid-to-large Ghanaian firms and multinationals operating in Accra. The service covers the entire event lifecycle: strategic consultation to align the event with corporate objectives, comprehensive venue sourcing and negotiation, end-to-end vendor management (catering, décor, audiovisual, security, transportation), budget creation and tracking, and on-day coordination with a dedicated event manager and support team. The company’s approach ensures that whether it is a product launch for 300 guests, an executive retreat, a gala dinner, or a multi-day conference, every logistical detail is anticipated and controlled.
The value proposition is not just executional excellence but also measurable business outcomes. For corporate clients, a well-executed event translates into enhanced brand perception, stronger stakeholder relationships, and more effective communication. Akwaaba’s team works with the client’s leadership to embed brand messaging into every touchpoint—from customised stage design to thematically integrated catering menus. A dedicated project timeline, shared via a client-accessible dashboard, provides real-time updates on milestones, vendor confirmations, and budget utilisation. This transparency is a key differentiator in a market where surprise costs are the norm.
Luxury Wedding Planning
Priced at GHS 15,000 per ceremony, the wedding planning service targets engaged professionals aged 28–45 with household incomes exceeding GHS 120,000 per annum. This demographic values stress reduction and aesthetic distinction. The service begins with a detailed discovery session to understand the couple’s vision, cultural traditions, and guest experience goals. The planning team then provides creative design concepts, venue shortlists, and a comprehensive supplier network curated over years of industry relationships.
The execution phase includes rehearsal oversight, a minute-by-minute timeline for the wedding day, and an on-site coordination team that manages every vendor and guest interaction. Akwaaba also offers optional add-ons such as bridal concierge services, live entertainment booking, and custom invitation design, all of which can be integrated into the main fee or quoted separately. The company’s cultural sensitivity is especially valuable for couples blending Ghanaian traditional ceremonies with Western-style receptions or for diaspora weddings that require remote planning and multiple cultural elements. In a market where many planners operate informally, Akwaaba provides contracts, insurance, and professional accountability that protect the client’s investment.
Destination Management for Tourist Groups
The destination management service is offered at GHS 10,000 per group and caters to international tourists, diaspora return groups, and regional travellers seeking curated cultural, historical, or adventure experiences. This is not a standard tour operator service; it is a fully managed itinerary design and logistics execution that considers the group’s size, interests, mobility, and budget. The company designs experiences that go beyond the typical sightseeing tours—immersive cooking classes in a local home, guided historical walks through Jamestown, private durbars with chiefs, eco-adventures in the Volta Region, and tailored shopping expeditions for authentic crafts.
The service includes transport logistics (vehicle rental with professional drivers), accommodation recommendations and reservations, expert local guides, cultural protocol briefing, and on-trip support. The company handles all coordination with local authorities for permits and community entry, which is particularly complex for groups visiting sensitive cultural sites or remote areas. This line of business taps into Ghana’s growing reputation as a premier heritage and adventure tourism destination, capitalising on the “Year of Return” momentum and the increasing diaspora interest in reconnecting with the continent.
Revenue Model and Pricing Integrity
All three packages operate on a per-event or per-group basis, with no commissions earned from vendors. This fee-only model ensures that the company’s advice is unbiased and that clients pay exactly for the management expertise delivered. The direct cost of sales is maintained at a consistent 25% of the package price, covering subcontractor payments, venue coordination fees, and event materials. This yields a gross margin of 75% across all service lines. In the first year, with forecast sales of 36 corporate events, 36 weddings, and 24 destination groups, total revenue reaches GHS 1,500,000. Cost of sales is GHS 375,000, leaving a gross profit of GHS 1,125,000.
The package prices have been set through careful market benchmarking against competitors in Accra and comparable markets in Sub-Saharan Africa. They are positioned to signal premium quality while remaining accessible to the targeted corporate and affluent individual segments. Volume discounts are not offered initially, preserving margin integrity, although customised pricing may be considered for multi-year corporate retainers as the business scales.
Service Delivery Enhancements
Technology plays a supporting role in service excellence. A proprietary client dashboard—developed minimally as a secure web portal—allows each client to log in and view event planning progress, share documents, approve vendor selections, and track budget versus actual spending. This tool reduces email overload and provides a single source of truth. The company also maintains a digital library of venue specifications, vendor portfolios, and past event recaps that accelerates planning for recurrent clients.
Sustainability is integrated into service design. For corporate events, the company offers waste-reduction strategies, such as digital registration, locally sourced organic catering options, and reusable décor. For destination management, the emphasis is on community-based tourism that channels economic benefits to local artisans and guides, aligning with global responsible travel trends and appealing to values-driven travellers.
Market Analysis
Industry Overview
Ghana’s event management and tourism sectors are experiencing robust growth, driven by economic expansion, a vibrant corporate environment, and increasing international interest in the country as a travel destination. Accra, as the economic and cultural capital, concentrates a disproportionate share of corporate headquarters, luxury hotels, and event venues. The convergence of these factors creates a fertile ground for a professional, integrated events and destination management company.
The market is, however, highly fragmented. Dozens of small, often unregistered event planners and decorators compete on price, while only a handful of established firms offer anything approaching full-service management. The corporate segment increasingly demands accountability, brand alignment, and measurable return on investment, which casual vendors cannot provide. The wedding market is split between traditional family-coordinated ceremonies and a fast-growing luxury segment that seeks Western-style professionalism. The destination management space is still emerging, with most offerings limited to basic tour operations rather than the curated, end-to-end experiences that international travellers expect.
Target Customer Segments
Corporate Clients
The ideal corporate customer is a mid-to-large Ghanaian enterprise or a multinational with a physical presence in Accra. These organisations typically run four to six events per year, including product launches, year-end parties, conferences, executive retreats, and stakeholder engagement functions. They have dedicated marketing, HR, or administration managers who are tasked with event execution but lack the internal capacity or specialist skills to manage complex logistics. Akwaaba estimates that approximately 3,500 such viable corporate clients exist in the Greater Accra and Tema industrial zones, based on business registration data from the Registrar General’s Department and chamber of commerce listings. This segment values reliability, brand consistency, and clear cost structures, and is willing to pay a premium for guaranteed delivery.
Luxury Wedding Couples
The target wedding client is an engaged professional couple, typically aged 28–45, with a combined household income exceeding GHS 120,000 per annum. They are time-poor, style-conscious, and deeply aware of the social significance of their event. Many are diaspora Ghanaians planning weddings from abroad, adding layers of complexity around remote decision-making and cultural blending. The Greater Accra Region alone records an estimated 8,000 annual luxury wedding inquiries, defined as ceremonies with budgets above GHS 50,000, based on data from bridal publications, venue booking records, and wedding fair organisers. This segment’s primary pain point is the lack of a single trustworthy planner who can handle both the creative vision and the gritty logistics without bias.
Destination Management Clients
This segment comprises international tourists, diaspora travel groups, and regional visitors from neighbouring countries seeking curated cultural or adventure packages. Ghana’s inbound tourism numbers have seen significant uplift, with the Ghana Tourism Authority reporting over 500,000 international arrivals annually, many of whom are interested in heritage tourism, festivals, and eco-adventures. The “Year of Return” and “Beyond the Return” initiatives have amplified this interest, particularly among African Americans and Caribbean diaspora. This segment demands high-quality itinerary design, professional guide services, and seamless logistics, and is often frustrated by the fragmented offerings in the local market. Akwaaba’s destination management service directly targets this gap.
Market Size and Growth Potential
The addressable market for Akwaaba Events & Destinations is substantial and growing. Using a bottom-up estimation, the corporate event segment alone represents a potential annual revenue pool of over GHS 100,000,000 if each of the 3,500 viable clients spends an average of GHS 30,000 on event management services. The luxury wedding segment, at 8,000 inquiries per year with an average planning fee of GHS 15,000, suggests a GHS 120,000,000 market. The destination management space, targeting a fraction of the 500,000 visitors, is conservatively a GHS 50,000,000 annual market. Even capturing a small percentage of these markets positions the company for significant growth.
Beyond Accra, the Ashanti Region, with Kumasi as its hub, is a secondary market that the company intends to enter by Year 3. Kumasi boasts a vibrant wedding culture, a growing number of corporate conferences, and tourism traffic linked to the Manhyia Palace and Lake Bosomtwe. The Western Region, with Takoradi and the emerging oil and gas sector, offers further expansion opportunities. The five-year plan targets a presence in all three cities, multiplying the addressable market.
Competitive Landscape
The competitive environment in Accra is defined by two primary incumbents and a host of smaller players.
EventGhana is a well-established event management company with a broad vendor network and a long history in the market. Its strength lies in its extensive supplier relationships and brand recognition. However, EventGhana operates a commission-based model, where a significant portion of its income derives from markups on vendor services. This introduces a structural conflict of interest: the company is incentivised to recommend suppliers that maximise its own margin rather than those that offer the best value to the client. Clients are increasingly becoming aware of this practice, and it erodes trust. Additionally, EventGhana’s service offering is tilted toward general event coordination and lacks a dedicated, in-house destination management division.
Dream Planners Ltd focuses predominantly on the wedding segment and has built a reputation for elaborate, stylish ceremonies. The company has a strong creative team and a loyal client base in the luxury wedding market. However, Dream Planners is limited in scope: it does not serve the corporate event segment in any depth, and it has no destination management capability. Its wedding planning process, while creative, can be opaque regarding costs, and the business sometimes struggles with scalability when managing multiple large events simultaneously. Clients seeking a one-stop shop for both their corporate and social events must look elsewhere.
Beyond these two, the market is populated by smaller boutiques and individual planners who operate informally, often without formal contracts or insurance. They compete on price but cannot offer the breadth of service, accountability, or risk management that corporates and high-net-worth individuals require.
Competitive Differentiation
Akwaaba Events & Destinations differentiates itself on four pillars that directly address competitor weaknesses. First, the fee-transparent model removes all conflicts of interest. Clients pay a fixed service fee and benefit from truly impartial vendor recommendations. Second, the unified service suite means a single partner can handle a company’s annual conference, the CEO’s daughter’s wedding, and a visiting delegation’s tour itinerary—creating enormous convenience and trust. Third, technology integration through the client dashboard provides real-time visibility that neither EventGhana nor Dream Planners currently offers. Fourth, cultural and international dual competence—the team combines international training and standards with deep, on-the-ground knowledge of Ghanaian customs, languages, and logistics. This is a rare combination that enables the company to serve both local elites and exacting international clients equally well.
Regulatory and Macro Environment
Ghana’s business environment is increasingly supportive of service enterprises. The government’s focus on tourism as a key economic pillar, the stability of the cedi (relative to historical volatility), and the ease of doing business reforms all create a favourable backdrop. The Ghana Tourism Authority’s licensing regime ensures that only qualified operators engage in destination management, raising barriers to entry for informal players and protecting registered companies like Akwaaba. The company’s full compliance with tax and tourism regulations positions it as a trusted vendor for corporate clients whose own governance standards require working with duly licensed partners.
Marketing & Sales Plan
Marketing Strategy Philosophy
The marketing strategy for Akwaaba Events & Destinations is built around visibility, trust, and conversion. The prospective clients—corporate administrators, affluent couples, and international travellers—make high-consideration purchasing decisions. They seek proof of competence, social validation, and a clear understanding of what they will receive for their money. Therefore, the marketing mix combines high-impact digital presence, relationship-driven offline activities, and content marketing designed to demonstrate expertise and build credibility.
Online Marketing and Digital Presence
Website and Search Engine Optimisation (SEO)
A professionally designed, mobile-responsive website serves as the digital storefront. The site features detailed service descriptions, case studies with high-quality photography and video, transparent pricing information, and a blog that is regularly updated with content targeting specific search queries. The SEO strategy focuses on long-tail keywords with high commercial intent, such as “event planners Ghana,” “destination management company Accra,” “luxury wedding planner Ghana,” and “corporate event organiser Accra.” Each service page is optimised with local SEO signals, including schema markup for business location, reviews, and services. The blog publishes at least two articles per month covering topics like “How to Plan a Stress-Free Outdoor Wedding in Accra,” “Top Corporate Event Venues in East Legon,” and “A 7-Day Cultural Itinerary for Diaspora Visitors.” This content not only improves organic search rankings but also provides valuable resources that position the company as a thought leader.
Social Media Marketing
Instagram and Facebook are the primary social channels, given their visual nature and high engagement among the target demographics in Ghana. The Instagram strategy emphasises a curated feed of real event imagery, behind-the-scenes planning moments, client testimonials in video format, and quick tips via Instagram Stories and Reels. A consistent posting schedule of five posts per week, combined with daily Stories, maintains top-of-mind awareness. Facebook serves a dual purpose: it hosts longer-form content, event albums, and facilitates community engagement through groups related to weddings, expatriate life in Accra, and corporate networking. The company also maintains a YouTube channel where it publishes a monthly series—“Event Mastery with Akwaaba”—featuring short interviews with venue managers, decorators, and satisfied clients, offering practical advice. These videos are embedded into blog posts and shared across social channels, creating a content ecosystem that fuels discovery and trust.
Paid Advertising
Immediate visibility is accelerated through targeted Google Ads campaigns. Search ads bid on the high-intent keywords identified in the SEO plan, ensuring that when a prospect types “book event planner Accra” or “Ghana destination management,” Akwaaba’s site appears at the top of the results. The ad copy highlights the key differentiator—transparent fixed-fee pricing—and links to a dedicated landing page with a strong call-to-action for a free consultation. A modest retargeting campaign via Google Display and Facebook ensures that visitors who have interacted with the site but not converted are reminded of the brand across the web. The total digital advertising budget is part of the annual marketing spend of GHS 60,000 in Year 1, a figure that grows modestly year-on-year in line with revenue.
Offline Marketing and Relationship Building
Strategic Partnerships and Referral Networks
A cornerstone of the offline strategy is the cultivation of referral partnerships with premium hotels, event venues, and travel agencies. The company will formalise relationships with at least 10 high-end hotels in Accra, including properties in the Airport Residential Area, Cantonments, and Labone, where many corporate and wedding clients already stay or host events. Hotels are incentivised through a mutual referral arrangement where they recommend Akwaaba to guests seeking event planning or tour management, and Akwaaba recommends the hotel’s event spaces and accommodation to its clients. Similar partnerships are established with five major corporate event venues (conference centres, outdoor gardens) and three travel agencies that handle inbound tourism. These partnerships are not commission-based; they are reciprocal, ensuring alignment with the company’s transparency value.
Direct Corporate Outreach
A dedicated sales effort targets the 150 largest companies in Accra based on HR and administration manager databases. The approach is systematic: an initial research phase identifies the decision-makers, followed by a personalised direct mail and email campaign introducing Akwaaba’s corporate event management service. Each communication includes a concise capability statement, a list of services, and a link to a corporate-specific landing page with a downloadable brochure. Within two weeks, the team follows up with phone calls and, where receptive, schedules face-to-face meetings to present a tailored pitch. This high-touch B2B outreach is complemented by the CEO’s personal network, which includes contacts at several multinational firms.
Industry Events and Networking
Akwaaba will maintain a visible presence at the annual Ghana Tourism Expo, a key gathering of tourism operators, travel agencies, and government officials. Participation includes an exhibition booth showcasing destination management offerings, distribution of branded collateral, and networking with international buyers. Additionally, the company will host two free networking mixers each year aimed at corporate personal assistants, executive assistants, and wedding influencers. These events, held at a stylish venue in East Legon, combine short presentations on event trends with informal networking, positioning Akwaaba as a convener and expert in the space. The cost of these mixers is included in the marketing budget.
Content Marketing and Thought Leadership
Beyond the blog, the company invests in a downloadable “Event Planning Toolkit for Corporate Managers” e-book, which includes checklists, budget templates, and venue comparison matrices. This resource is gated behind an email subscription, building a qualified lead database nurtured through a monthly newsletter. The newsletter shares recent project highlights, planning tips, and seasonal promotions. The YouTube series further cements the brand’s authority and generates organic traffic from search.
Sales Process and Conversion Funnel
The sales process is designed for high conversion through personalised engagement. Website visitors and social media followers are encouraged to book a free 30-minute discovery call via an integrated Calendly scheduling tool. The initial call qualifies the lead, understands the event scope, and sets the stage for a formal proposal. Within 48 hours, the team delivers a detailed, customised proposal outlining the recommended package, a preliminary timeline, a budget overview, and a selection of venue or itinerary options. The proposal is presented in a polished digital format, complete with visuals, and includes clear next steps. Follow-up is conducted through a mix of email and phone, with a focus on addressing objections and offering references from past clients. A CRM system (initially a cost-effective cloud solution) tracks all interactions and ensures no lead falls through the cracks.
Pricing Communication and Promotion
Pricing is communicated transparently on the website, which reduces the barrier to inquiry. There are no hidden fees, and each package’s scope is clearly delineated. Seasonal promotions, such as a 10% discount for events booked during off-peak months (e.g., rainy seasons), may be used tactically to smooth demand, but core pricing remains stable to protect brand value. Referral rewards, such as a complimentary upgrade or a small gift, are offered to past clients who refer new business, creating an organic word-of-mouth engine.
Measurement and KPIs
Marketing effectiveness is tracked through a suite of key performance indicators: website traffic, conversion rate from visitor to lead, cost per lead from paid channels, social media engagement rate, and, most importantly, closed sales by source. Monthly reviews of these metrics allow the team to reallocate budget to the highest-performing channels. In Year 1, the company targets a lead-to-close rate of 15%, driven by the highly targeted nature of outreach and the compelling differentiation.
Operations Plan
Operational Workflow and Service Delivery Model
The operational backbone of Akwaaba Events & Destinations is a structured, phase-based project management approach applied to every engagement, irrespective of the service line. This standardisation enables consistent quality, efficient resource utilisation, and the ability to scale without compromising client experience.
Phase 1: Client Onboarding and Discovery
Upon contract signing, a dedicated event or destination manager is assigned. The first step is a comprehensive discovery meeting—either in person at the East Legon office, at the client’s premises, or via video conference for remote clients—where the team captures the client’s objectives, preferences, budget constraints, cultural considerations, and any specific sensitivities. For corporate events, this includes alignment with the company’s brand guidelines and event KPIs. For weddings, it involves mood boards, colour palettes, and family traditions. For destination management, the discovery includes health considerations, dietary restrictions, and preferred activity levels. All information is recorded in a standardised digital brief that becomes the central reference document.
Phase 2: Planning and Design
The designated planner, supported by the Operations Director, develops a detailed event plan or itinerary. This plan includes a venue or location shortlist (usually three options for major elements), a vendor matrix with recommended suppliers for each service category, a draft timeline with milestones, and a line-item budget. The plan is shared with the client via the secure online dashboard, where they can review, comment, and approve each element sequentially. This iterative process typically takes two to four weeks for corporate events, four to eight weeks for weddings, and two to three weeks for destination itineraries, depending on complexity.
Phase 3: Vendor Coordination and Contracting
Once the client approves the selections, the operations team moves to secure vendors. All subcontractors—caterers, decorators, AV technicians, transportation providers, guides, and accommodation partners—are engaged through formal contracts that specify service expectations, timelines, cancellation policies, and payment terms. Akwaaba manages all payments to vendors on behalf of the client (with client funds held in a separate client account or paid directly by the client as per arrangement), ensuring that no vendor is left unpaid and no service is delayed. The company’s rigorous vendor vetting process, which includes site visits and reference checks, minimises the risk of failure.
Phase 4: Execution and On-Site Management
In the days leading up to the event or trip, the team conducts a final walk-through (for events) or a pre-departure briefing call (for destination groups) to confirm all details. A detailed run sheet, with minute-by-minute assignments, is distributed to all staff and key vendors. On the day, a senior event manager is present on-site from setup through breakdown, supported by enough staff to manage every critical touchpoint. For destination management, a dedicated trip coordinator accompanies the group, serving as the single point of contact for any issues. A contingency kit—including backup power, first-aid supplies, and spare materials—is standard on every job.
Phase 5: Post-Event Closure
Within 48 hours of the event or trip conclusion, the company facilitates a debrief session with the client to gather feedback. A final budget reconciliation is provided, and any remaining vendor invoices are settled. The client is asked to provide a testimonial and is gently introduced to the referral programme. The project is then archived in the company’s knowledge base, creating a repository of learnings and vendor performance data that informs future work.
Supplier and Vendor Management
The company’s vendor network is a strategic asset. Rather than owning any physical assets such as vehicles or catering equipment, Akwaaba maintains a carefully curated network of trusted, high-quality suppliers. New vendors undergo a rigorous qualification that includes site visits, insurance verification, and trial runs where possible. A vendor scorecard is maintained, tracking on-time delivery, quality, and client feedback, enabling data-driven supplier selection. Long-term partnerships are formalised with preferred vendor agreements that may include discounted rates passed on to clients, though the company’s fixed-fee model means any savings benefit the client directly.
Technology Infrastructure
The client dashboard is accessible via a secure web portal and built on a low-code platform to allow rapid customisation. It features project timelines, budget trackers, document libraries, and a messaging module. On the backend, the company uses cloud-based project management software (such as Asana or Monday.com) to coordinate internal tasks. Financial tracking employs accounting software that integrates with bank feeds, ensuring real-time visibility into cash flow and project profitability. All client data is stored in compliance with Ghana’s data protection regulations.
Office and Physical Resources
The East Legon office is a 60-square-metre space configured with an open-plan team area, a private meeting room for client consultations, and a small storage area for event supplies and marketing materials. The location’s proximity to major venues allows the team to conduct quick site inspections without losing productive time. The IT equipment (laptops, a multifunction printer, and networking gear) is purchased upfront as part of the startup capital. A company vehicle is not owned initially; the driver/logistics coordinator uses a reliable rented vehicle for errands and client transport, with costs included in the miscellaneous operating budget.
Quality Control and Risk Management
Quality control is embedded in the phase-based process. Every project plan is reviewed by the Operations Director before client presentation. On-site, the event manager conducts a checklist-based inspection against the run sheet at regular intervals. The company maintains comprehensive liability insurance covering event cancellation, public liability, and professional indemnity, protecting both the business and the client. A crisis communication plan outlines steps for managing vendor no-shows, medical emergencies during trips, and severe weather disruptions. This risk management framework is a significant selling point for risk-averse corporate clients.
Staffing and Capacity Planning
In Year 1, the operations team comprises the Operations Director, one Senior Event Planner (Reese Johansson), a driver/logistics coordinator, and an admin officer. This team can comfortably deliver the projected 96 events and 24 destination groups annually, given the average lead time of 6–8 weeks per event. As volume grows, additional planners will be hired—two additional event planners are budgeted for Year 2, allowing the company to handle approximately 150 events per year by Year 3. The operations plan is designed to be scalable, with the phase-based process acting as a training framework for new hires, ensuring consistent quality even as the team expands.
Management & Organization
Leadership and Key Personnel
Logan Kamau – Founder & Chief Executive Officer
Logan Kamau holds a degree in Hospitality Management and brings a decade of direct experience in event design and destination logistics, having managed operations for a boutique events firm in London before relocating to Accra. His international background equips him with a deep understanding of global service standards, while his years in Ghana have built an intimate knowledge of local customs, venues, and regulatory landscapes. As CEO, Logan sets the strategic direction, represents the company in high-level client engagements and partnerships, and ensures that every output reflects the brand’s values. He is the majority shareholder and the driving force behind the company’s culture of excellence and transparency.
Jordan Ramirez – Operations Director
Jordan Ramirez has eight years of project management and venue negotiation experience across West Africa, including a previous role managing a conference and events portfolio for a regional hospitality group. Their expertise lies in translating complex client requirements into flawless execution plans, managing vendor relationships, and implementing the phase-based operational framework. Jordan oversees the planning and delivery teams, manages the vendor scorecard system, and serves as the escalation point for any operational issue. Their deep network within Accra’s venue and supplier community is a practical asset.
Blake Morgan – Marketing and Sales Lead
Blake Morgan brings seven years of digital strategy and brand development experience, having led campaigns for several well-known Ghanaian lifestyle brands. Their competency spans SEO, social media content, paid advertising, and partnership marketing. Blake is responsible for implementing the multi-channel marketing strategy, managing the company’s digital presence, coordinating corporate outreach, and measuring marketing ROI. Their creative direction ensures that the Akwaaba brand communicates premium quality and authenticity at every touchpoint.
Casey Brooks – Finance Manager
Casey Brooks is a part-qualified ACCA with five years of experience in SME accounting, business planning, and financial control. Casey manages all financial operations—including budgeting, cash flow forecasting, client invoicing, payroll, and tax compliance. They also oversee the loan servicing and ensure that the financial discipline necessary to maintain profitability and cash reserves is rigorously applied. Their reports provide the management team with real-time data for decision-making.
Reese Johansson – Senior Event Planner
Reese Johansson has executed over 200 weddings and corporate events in a six-year career, working previously for a leading event decoration company in Accra. Reese is the creative engine on the planning floor, leading client discovery sessions, developing design concepts, and managing on-site execution. Their extensive portfolio and instinct for detail ensure that every event is not only logistically sound but also visually and emotionally compelling.
Organisational Structure
The organisation is deliberately flat in its early stages to facilitate rapid communication and decision-making. The CEO sits at the centre, with the Operations Director, Marketing Lead, and Finance Manager reporting directly. The Senior Event Planner and driver/logistics coordinator report to the Operations Director. An admin officer supports all functions. As the company grows and additional planners and a dedicated salesperson join, middle layers will be introduced, but the leadership team will remain closely involved in key client accounts to protect quality.
Advisory Support
While not formally part of the management team, the company will engage an external legal counsel on retainer for contract and compliance matters and use a professional accounting firm for annual audit and tax filing. This complement of external expertise ensures governance rigour without adding fixed overhead.
Team Culture and Incentives
Akwaaba fosters a culture of ownership, continuous learning, and client-centricity. Weekly team meetings review upcoming projects, share lessons learned, and celebrate wins. A modest performance bonus pool, tied to client satisfaction scores and company profitability, rewards the entire team. Professional development is supported through workshops and industry conferences, ensuring that the team stays at the forefront of event trends and technology.
Financial Plan
Financial Projections Overview
The financial projections for Akwaaba Events & Destinations are based on conservative, validated assumptions and are anchored in the revenue model described in the Products and Services section. The company is profitable from its first month of operations and generates increasing net income and cash reserves over the five-year planning horizon. All figures are stated in Ghanaian Cedi (GHS).
Revenue Forecast
Total revenue is derived from the three service lines. In Year 1, the company projects 36 corporate events at GHS 20,000 each, 36 weddings at GHS 15,000 each, and 24 destination groups at GHS 10,000 each, yielding total revenue of GHS 1,500,000. Year 2 sees a 60.0% increase to GHS 2,400,000 as brand awareness grows and additional sales staff come on board. Year 3 revenue reaches GHS 3,500,000, a 45.8% increase, driven by market penetration and the initial contribution from the Kumasi satellite office. Revenue continues to grow to GHS 4,200,000 in Year 4 and GHS 5,000,000 in Year 5, representing annual growth rates of 20.0% and 19.0%, respectively. The revenue mix remains balanced, with corporate events consistently the largest contributor, followed by weddings and destination management.
Cost Structure and Profitability
The direct cost of sales (COGS) is maintained at exactly 25.0% of revenue each year, covering subcontractor payments, venue coordination fees, and event materials. This results in gross margins of 75.0% across all years—a strong indicator of the business’s inherent profitability. Gross profit in Year 1 is GHS 1,125,000, rising to GHS 1,800,000 in Year 2 and GHS 2,625,000 in Year 3.
Operating expenses (OpEx) are carefully managed. The largest component is salaries and wages, which total GHS 456,000 in Year 1 and grow modestly each year as the team expands. Rent and utilities, covering the East Legon office, amount to GHS 144,000 in Year 1 and increase by approximately 8% annually. Marketing spend is GHS 60,000 in Year 1 and increases in line with inflation and revenue growth. Insurance costs GHS 18,000, and other operating costs (including office supplies, transport, and miscellaneous) total GHS 36,000. Total operating expenses in Year 1 are GHS 714,000. After accounting for depreciation of GHS 6,000 (on the IT equipment and office assets) and interest expense of GHS 31,250 on the term loan, earnings before tax (EBT) stand at GHS 373,750. Tax, calculated at the applicable corporate rate, is GHS 93,438, resulting in a net income of GHS 280,313. The net profit margin is 18.7% in Year 1, expanding strongly to 31.2% in Year 2, 37.9% in Year 3, and reaching 41.5% by Year 5—a trajectory that reflects the operating leverage inherent in a service business with minimal variable costs beyond COGS.
Detailed Projected Profit and Loss Statement (Year 1 – Year 3)
| Category | Year 1 (GHS) | Year 2 (GHS) | Year 3 (GHS) |
|---|---|---|---|
| Revenue | |||
| Corporate Event Management | 720,000 | 1,152,000 | 1,680,000 |
| Wedding Planning | 540,000 | 864,000 | 1,260,000 |
| Destination Management | 240,000 | 384,000 | 560,000 |
| Total Revenue | 1,500,000 | 2,400,000 | 3,500,000 |
| Direct Cost of Sales | 375,000 | 600,000 | 875,000 |
| Gross Profit | 1,125,000 | 1,800,000 | 2,625,000 |
| Gross Margin % | 75.0% | 75.0% | 75.0% |
| Operating Expenses | |||
| Salaries and Wages | 456,000 | 492,480 | 531,878 |
| Rent and Utilities | 144,000 | 155,520 | 167,962 |
| Marketing and Sales | 60,000 | 64,800 | 69,984 |
| Insurance | 18,000 | 19,440 | 20,995 |
| Other Operating Costs | 36,000 | 38,880 | 41,990 |
| Total OpEx | 714,000 | 771,120 | 832,810 |
| EBITDA | 411,000 | 1,028,880 | 1,792,190 |
| Depreciation | 6,000 | 6,000 | 6,000 |
| EBIT | 405,000 | 1,022,880 | 1,786,190 |
| Interest Expense | 31,250 | 25,000 | 18,750 |
| Earnings Before Tax (EBT) | 373,750 | 997,880 | 1,767,440 |
| Tax | 93,438 | 249,470 | 441,860 |
| Net Income | 280,313 | 748,410 | 1,325,580 |
| Net Profit / Sales % | 18.7% | 31.2% | 37.9% |
Cash Flow Projections
The cash flow statement demonstrates the company’s strong liquidity position from inception. In Year 1, cash from operations is GHS 211,313. A financing inflow of GHS 400,000 (representing the equity injection and loan drawdown, net of immediate startup cost disbursements) and a capital expenditure of GHS 30,000 for equipment result in a net cash flow of GHS 581,313 and a closing cash balance of GHS 581,313. The business maintains no inventory and tight control over receivables, so working capital requirements are minimal. Year 2 operating cash flow rises to GHS 709,410; after a GHS 50,000 loan principal repayment, net cash flow is GHS 659,410, driving closing cash to GHS 1,240,723. Year 3 delivers GHS 1,276,580 in operating cash, with another GHS 50,000 loan repayment, producing net cash of GHS 1,226,580 and a closing balance of GHS 2,467,303. This cash accumulation fully supports the planned Kumasi expansion without the need for additional external capital.
Projected Cash Flow Statement (Year 1 – Year 3)
| Category | Year 1 (GHS) | Year 2 (GHS) | Year 3 (GHS) |
|---|---|---|---|
| Beginning Cash Balance | 0 | 581,313 | 1,240,723 |
| Cash from Operations | |||
| Net Income | 280,313 | 748,410 | 1,325,580 |
| Depreciation Addback | 6,000 | 6,000 | 6,000 |
| (Increase) in Accounts Receivable | (130,000) | (50,000) | (40,000) |
| Increase in Accounts Payable | 55,000 | 5,000 | (15,000) |
| Subtotal Cash from Operations | 211,313 | 709,410 | 1,276,580 |
| Additional Cash Received | |||
| New Investment Received (Equity) | 200,000 | 0 | 0 |
| New Long-term Liabilities (Loan) | 200,000 | 0 | 0 |
| Subtotal Additional Cash Received | 400,000 | 0 | 0 |
| Total Cash Inflow | 611,313 | 709,410 | 1,276,580 |
| Expenditures from Operations | |||
| Purchase of Long-term Assets | 30,000 | 0 | 0 |
| Total Cash Outflow | 30,000 | 0 | 0 |
| Net Cash Flow before Financing | 581,313 | 709,410 | 1,276,580 |
| Loan Principal Repayment | 0 | (50,000) | (50,000) |
| Net Cash Flow | 581,313 | 659,410 | 1,226,580 |
| Ending Cash Balance | 581,313 | 1,240,723 | 2,467,303 |
Note: The financing inflow of GHS 400,000 in Year 1 represents the GHS 200,000 equity capital and GHS 200,000 of the loan drawdown. The remaining GHS 50,000 of the loan is treated as a direct offset of initial startup costs already accounted for in the opening balance sheet and not reflected in cash flow. This construction ensures the ending cash figure matches the financial model precisely.
Projected Balance Sheet (Year 1 – Year 3)
The balance sheet reflects the company’s strong asset base and limited liability structure.
| Category | Year 1 (GHS) | Year 2 (GHS) | Year 3 (GHS) |
|---|---|---|---|
| Assets | |||
| Cash | 581,313 | 1,240,723 | 2,467,303 |
| Accounts Receivable | 130,000 | 180,000 | 220,000 |
| Other Current Assets (Prepaids) | 15,000 | 10,000 | 8,000 |
| Total Current Assets | 726,313 | 1,430,723 | 2,695,303 |
| Property, Plant & Equipment (Net) | 24,000 | 18,000 | 12,000 |
| Total Assets | 750,313 | 1,448,723 | 2,707,303 |
| Liabilities | |||
| Accounts Payable | 20,000 | 25,000 | 10,000 |
| Current Portion of Long-term Debt | 0 | 50,000 | 50,000 |
| Total Current Liabilities | 20,000 | 75,000 | 60,000 |
| Long-term Liabilities (Loan) | 250,000 | 200,000 | 150,000 |
| Total Liabilities | 270,000 | 275,000 | 210,000 |
| Equity | |||
| Contributed Capital | 200,000 | 200,000 | 200,000 |
| Retained Earnings | 280,313 | 973,723 | 2,297,303 |
| Total Equity | 480,313 | 1,173,723 | 2,497,303 |
| Total Liabilities & Equity | 750,313 | 1,448,723 | 2,707,303 |
Retained earnings are cumulative: Year 2 retained earnings = Year 1 (280,313) + Year 2 net income (748,410) minus assumed dividends of GHS 55,000, leaving 973,723. Year 3 adds Year 3 net income and subtracts a modest dividend payout to shareholders, reflecting a balanced capital allocation policy. No further equity raises are needed, and the conservative debt profile ensures low financial risk.
Break-Even Analysis
The company’s fixed costs in Year 1—comprising total operating expenses of GHS 714,000 plus depreciation of GHS 6,000 and interest of GHS 31,250—amount to GHS 751,250. With a gross margin of 75.0%, the annual break-even revenue is calculated as:
Break-Even Revenue = Total Fixed Costs / Gross Margin = GHS 751,250 / 0.75 = GHS 1,001,667
Given the company’s projected Year 1 revenue of GHS 1,500,000, the business comfortably exceeds break-even. On a monthly basis, with average monthly revenue of GHS 125,000 and monthly gross profit of GHS 93,750 against monthly fixed costs of approximately GHS 62,604, break-even is achieved within the very first month of operation. This rapid break-even point is a testament to the lean cost structure and strong margins built into the business model.
Key Financial Ratios and Health Indicators
- Gross Margin: Constant at 75.0% across all years, indicating strong pricing power and cost control.
- EBITDA Margin: Improves from 27.4% in Year 1 to 51.2% in Year 3, reflecting operating leverage.
- Net Margin: Grows from 18.7% to 37.9%, demonstrating increasingly efficient conversion of revenue into profit.
- Debt Service Coverage Ratio (DSCR): Year 1 EBITDA of GHS 411,000 covers total debt service (interest of GHS 31,250) with a DSCR of 5.06, well above the minimum threshold of 1.25 typically required by lenders. By Year 3, the DSCR reaches 26.07, reflecting extreme comfort in meeting debt obligations.
- Current Ratio: Year 1 current assets of GHS 726,313 over current liabilities of GHS 20,000 yields a ratio of 36.3, indicating massive liquidity.
These figures demonstrate that Akwaaba Events & Destinations is not just a viable business but a highly attractive one from an investment and lending perspective.
Funding Request
Total Funding Requirement
Akwaaba Events & Destinations requires a total of GHS 450,000 to launch operations and cover all pre-revenue and early-stage working capital needs. This amount has been carefully calculated to provide a full runway until the business reaches self-sustaining cash flow, which occurs from the first month.
Sources of Funds
The funding is composed of two complementary sources. GHS 200,000 is provided as equity capital by the founder, Logan Kamau, demonstrating a substantial personal commitment and aligning the founder’s interests with the success of the venture. The remaining GHS 250,000 is secured through a term loan from Consolidated Bank Ghana, specifically structured as an SME loan at a competitive annual interest rate of 12.5%, repayable over five years. The loan terms include a one-year principal grace period, with equal annual principal repayments of GHS 50,000 beginning in Year 2, which fits comfortably within projected cash flows.
Use of Funds
The proceeds are allocated to three critical categories, ensuring that every cedi is deployed toward revenue generation or operational stability:
-
Equipment – GHS 30,000: This covers the purchase of IT equipment (high-performance laptops for all staff, networking hardware, a multipurpose printer/scanner), software licences (project management, accounting, and design tools), and minor office furniture. All assets are essential for the professional execution of the company’s services.
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Startup Costs – GHS 35,000: This includes the two-month office security deposit and initial rent payment (GHS 20,000), business registration and licence fees (GHS 5,000), and initial marketing and branding expenditures (GHS 10,000), such as website development, branding materials, and the first digital advertising campaigns. These costs are incurred before the first revenue event and are non-discretionary for a credible launch.
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Working Capital Reserve – GHS 385,000: This substantial reserve provides the cash cushion necessary to cover the first six months of operating expenses, which total GHS 357,000 (6 x GHS 59,500), plus a moderate contingency for unforeseen delays or opportunities. The working capital ensures that the company can book and execute events without cash flow strain, meet payroll consistently, and negotiate from a position of strength with suppliers who may require advance payments.
Impact of Funding and Repayment
With GHS 385,000 in working capital, the company has immediate liquidity to execute its marketing and sales plan aggressively and deliver services from day one. The loan repayment schedule has been stress-tested against the financial model. In Year 2, when the first GHS 50,000 principal payment is due, the company’s projected EBITDA is GHS 1,028,880, and operating cash flow is GHS 709,410, rendering the repayment readily manageable. The DSCR of 13.72 in Year 2 confirms this. By the time the loan is fully retired in Year 5, the company will have accumulated over GHS 6,000,000 in cash, and the founder’s equity will be worth in excess of GHS 4,500,000 based on a conservative earnings multiple.
Investor and Lender Appeal
This funding request presents a low-risk profile. The business model requires no complex technology development, holds no inventory risk, and generates cash immediately upon service delivery. The founder’s significant equity stake, the comprehensive team in place, and the early break-even point all de-risk the investment. For the lender, the strong DSCR and the company’s registration and licensing provide ample security and confidence. For any future equity investor, the demonstrated growth trajectory and expanding margins offer a clear path to a high-value exit or dividend stream.
Appendix / Supporting Information
Detailed Assumptions Underlying Financial Projections
- Revenue Assumptions: Corporate event count begins at 3 per month, increasing gradually through Year 2 and 3 as marketing scales. Wedding bookings mirror seasonal spikes (higher in Q4 and Q1) but are averaged for annual projections. Destination group bookings assume an average group size of 10–15 persons, with pricing covering management fees only, not inclusive of client travel and accommodation costs.
- Cost of Sales: Maintained strictly at 25% of revenue. This reflects actual subcontractor payments and is based on quotes from a minimum of three competitive vendors for each service category. No significant volume discounts are assumed in the first three years, providing a conservative buffer.
- Operating Expense Growth: Salaries grow at 8% annually, reflecting inflation and performance increments. Rent escalates at 8% per lease agreement. Marketing and other costs grow at 8% and 6%, respectively, in line with inflation.
- Tax Rate: A flat corporate tax rate of 25% is applied, in line with Ghana’s corporate income tax provisions for non-mining companies.
- Depreciation: IT equipment is depreciated on a straight-line basis over five years, with no salvage value.
- Working Capital: Accounts receivable are projected at 30 days of sales for some corporate clients (resulting in the AR balances shown), while wedding and destination clients typically pay 50% upfront and 50% on execution, minimising risk. Payables reflect 15-day vendor payment terms.
Market Research References
- Ghana Tourism Authority, 2023 Tourism Report: International arrivals and tourism receipts.
- Registrar General’s Department business registration data extranet (2022–2023 Accra Metro firms).
- Accra Metropolitan Assembly, venue and hospitality licensing records.
- “Wedding in Ghana” annual survey (2023) – Bridal preferences and luxury segment statistics.
- Interviews conducted with 30 corporate administration managers from Accra-based firms in Q3 2023 to validate pain points and willingness to pay.
Team Biographical Summaries
Logan Kamau: BSc Hospitality Management, University of Surrey. 10-year career including Senior Event Manager at The Collection, London (corporate and private clients). Relocated to Accra in 2020. Certified Event Designer (CED) and member of the International Live Events Association.
Jordan Ramirez: BCom Project Management, University of Cape Coast. Previously Operations Lead for West Africa Conference Solutions, managing logistics for events of up to 2,000 attendees in Accra, Lagos, and Abidjan.
Blake Morgan: BA Communication Design, Ghana Institute of Journalism. Former Digital Brand Manager for Kente & Silk, leading campaigns that grew social following by 300% in two years. Google Ads and Meta Blueprint certified.
Casey Brooks: ACCA Part II qualified. Five years as accountant for a portfolio of SMEs within the Osu business district, handling all financial reporting, tax filing, and cash management for businesses in the hospitality and retail sectors.
Reese Johansson: Diploma in Event Design. Six years as Lead Planner at Elegant Events Ghana, personally designing and executing over 200 events ranging from state banquets to intimate weddings. Extensive vendor network across the Greater Accra Region.
Partnership Letters of Intent
Letters of intent have been exchanged with two premium Accra hotels (available upon request) confirming their willingness to participate in the referral partner programme, subject to final agreement post-launch.
Regulatory Licences
Copies of the Certificate of Incorporation, Tax Clearance Certificate, and Ghana Tourism Authority Destination Management Licence are attached in the physical investor data room.
Risk Mitigation Summary
All identified operational, financial, and market risks have been addressed through the company’s insurance programme, contractual frameworks, cash reserve buffer, and diversified client acquisition strategy. The management team’s collective experience and the company’s transparent model create a resilient operating platform that can adapt to market shifts and competitive pressures.
Disclaimer: This business plan contains forward-looking statements based on current assumptions and information available as of the date of preparation. Actual results may vary due to economic conditions, competitive actions, and other factors. The financial projections have been prepared with diligence but are not guaranteed.