Mariana OT Solutions (Pty) Ltd is an occupational therapy practice based in Johannesburg, Gauteng, offering measurable, practical, routine-based therapy for children and adults. The practice addresses core challenges in private healthcare access—waitlists, fragmented care, and care plans that do not translate into real-life activities—by building a structured care pathway with fast triage, outcome-driven assessments, and caregiver- or workplace-implementation support.
This business plan presents a full strategy and 5-year financial model in ZAR, including projected profitability, cash flow, break-even timing, and funding requirements, aligned to the authoritative financial model provided.
Executive Summary
Mariana OT Solutions (Pty) Ltd is a Johannesburg, Gauteng occupational therapy practice delivering child and adult interventions that improve daily functioning in measurable ways. Our services focus on functional outcomes such as self-care routines (dressing and bathing), meal preparation, sensory and learning support (including fine-motor and school participation), and adult rehabilitation goals including post-stroke recovery and return-to-life/work task reconditioning.
The practice was designed to solve a specific market pain: many therapy pathways remain fragmented. Families often obtain assessments that generate reports, but struggle to convert those recommendations into everyday routines. Likewise, adult clients after injury or illness may experience delays in receiving intervention or may receive plans that are not clearly linked to real-world tasks—thereby slowing meaningful recovery and return to independence.
To mitigate these issues, Mariana OT Solutions provides a structured care pathway that includes:
- Fast triage and appointment scheduling through a referral-first model.
- Outcome-focused assessments that specify functional problems and actionable therapy targets.
- Therapy sessions tightly connected to home, school, and workplace routines.
- Progress reviews that update goals and maintain accountability.
- Clear documentation and report turnaround that supports trust from referral partners.
Target customers and demand drivers
Our primary customer groups in Johannesburg include:
- Parents of children aged 3–16 with developmental and learning challenges such as fine-motor delays, sensory processing needs, and self-care difficulties impacting school participation.
- Adults aged 18–65 requiring functional rehabilitation following injury or illness, including post-stroke recovery and return-to-life/work task reconditioning.
- Corporate HR/employee wellness stakeholders seeking functional assessments aligned with workplace requirements.
We estimate potential referral sourcing across the Johannesburg ecosystem—through GPs, paediatricians, psychologists, neurologists, physiotherapy colleagues, and school networks—to support steady capacity build-out.
Competitive advantage
The competitive landscape includes:
- Privately run occupational therapy clinics that may offer assessments but not implementation support for home/school routines.
- Multi-disciplinary practices with excellent clinical expertise but often longer scheduling gaps.
- Independent therapists who may provide sessions but with inconsistent report turnaround and variable follow-through.
Mariana OT Solutions differentiates through:
- Speed-to-care and a scheduling system that reduces referral-to-therapy time.
- Practical implementation support linked to routines.
- Concise, usable reporting that makes outcomes visible to clients and referral partners.
Financial summary (5-year projections)
According to the authoritative financial model, Mariana OT Solutions targets Year 1 revenue of R2,250,000 with Year 1 operating cost structure that yields Net Income of R488,370. Break-even is reached within Year 1, with the model indicating Break-Even Timing: Month 1 (within Year 1). Over time, the business scales revenue from R2,250,000 in Year 1 to R6,359,024 in Year 5, supported by growth rates of Y2 25.0%, Y3 31.3%, Y4 31.3%, and Y5 31.3%.
Funding request
The business requests ZAR 1,200,000 to cover leasehold build-out, clinical equipment, IT setup, registration/compliance, marketing ramp-up, and working capital needed to protect capacity and cash flow during ramp-up.
In summary, Mariana OT Solutions is positioned to become a recognised Johannesburg OT practice delivering practical functional outcomes with predictable timelines, supported by a disciplined operational model and credible financial projections.
Company Description (business name, location, legal structure, ownership)
Business overview
Mariana OT Solutions (Pty) Ltd is a professional occupational therapy practice established to provide routine-based functional improvement for children and adults. The practice’s service design is rooted in functional occupational therapy principles: therapy targets meaningful daily activities, with structured pathways to ensure recommendations become part of real life.
The core thesis of the business is that therapy outcomes improve when clients and referral partners can clearly see:
- What function is being assessed
- What specific goals are targeted
- How therapy will be implemented in day-to-day routines
- When progress will be reviewed and updated
Location and service model
The practice is located in Johannesburg, Gauteng, with a consulting setup designed for both clinic-based visits and community-based sessions where needed. The operational model includes:
- Clinic visits for assessment and scheduled therapy sessions.
- Outreach/community-based sessions when functional outcomes require environment-specific observation and caregiver/workplace contextualisation.
- A scheduling approach that balances clinician time to maintain quality while reaching volume targets.
Legal structure
The business operates as a Pty Ltd company and is already registered. This structure supports compliance expectations for healthcare services, enables formal contracting with referral partners when needed, and establishes a clear governance framework for stakeholder trust.
Ownership
The founder/primary owner is Mariana Tremaine, who leads clinical operations and partnerships. Her background includes:
- 12 years of experience in paediatric rehabilitation and private practice operations in Gauteng.
Her leadership is central to the practice’s clinical integrity and referral relationship strategy, including standardisation of care plans, documentation quality, and client communication.
Mission, vision, and values
Mission: Deliver measurable occupational therapy interventions that translate into functional daily routines for children and adults in Johannesburg.
Vision: Become a trusted, recognised OT provider known for speed-to-care, practical implementation, and outcomes that referral partners can rely on.
Values:
- Practicality: Therapy is designed to be used at home, school, and work.
- Measurability: Goals and progress reviews are outcome-oriented and documented clearly.
- Accountability: Clear next steps are communicated to families and stakeholders.
- Respect and consistency: Client experience remains stable across appointments.
Why the company model fits the market
Johannesburg demand for paediatric and rehabilitation services is significant, but the private care ecosystem often suffers from scheduling bottlenecks and inconsistent follow-through. A structured pathway—triage to assessment to therapy to progress review—reduces friction and helps families act on therapy recommendations. The practice’s design directly addresses these inefficiencies through operational planning and standardised documentation workflows.
Products / Services
Mariana OT Solutions offers occupational therapy services designed to improve functional outcomes and ensure care plans are implemented. Services are packaged for clarity, scheduling efficiency, and documentation consistency.
Service menu and pricing (ZAR)
Our pricing is aligned to the clinic’s revenue drivers and is structured to be understandable for families and other stakeholders.
1) Initial assessment (60–75 minutes)
- Price: R1,450 per client
- Purpose: Determine baseline functional ability, identify constraints (sensory, motor, cognitive-perceptual, activity/participation limitations), and establish OT goals tied to daily routines.
Assessments include structured interview and functional evaluation methods, with emphasis on real-world activity performance rather than isolated skill drills.
2) Standard therapy session (45 minutes)
- Price: R1,050 per session
- Purpose: Deliver intervention targeting specific goals, with home- or school-implementation steps where clinically appropriate.
Therapy sessions are scheduled to maintain intensity without overloading clients. Care plans are updated based on progress reviews.
3) Follow-up assessment / progress review (60 minutes)
- Price: R1,350 per client
- Purpose: Review functional changes, update goals, confirm implementation adherence, adjust strategies, and prepare updated documentation for stakeholders.
Progress reviews serve as a bridge between therapy episodes and the next phase of intervention or discharge planning.
4) Additional report request (separate request)
- Price: R650 per additional report
- Purpose: Provide supplementary documentation when schools, caregivers, or other partners require extra copies or specific report formats.
This is offered as an add-on rather than bundling into every assessment, supporting cost clarity for clients.
What makes the service “routine-based” in practice
Routine-based occupational therapy means interventions are designed around activities that naturally occur in daily life. Instead of treating occupational performance as abstract “skills,” we anchor therapy to:
- Morning and evening self-care: dressing sequence, bathing tolerance, grooming routines.
- Meal preparation participation: posture at tables, fine-motor handling, sensory tolerance for textures.
- School participation tasks: handwriting/fine motor demands, attention to functional classroom tasks, transitions and sensory regulation.
- Home safety routines: safe movement planning, environmental adaptations, activity sequencing.
- Work/task reconditioning for adults: job-related activity simulation where possible; functional endurance; fatigue management strategies aligned to real tasks.
Referral workflow and clinical pathway
The practice’s client journey is designed to reduce fragmentation:
-
Referral intake and scheduling
- Referrals from GPs, paediatricians, psychologists, neurologists, physiotherapy colleagues, schools, and allied health partners.
- Admin support ensures information completeness for assessments (relevant history, school reports if available, and client availability).
-
Initial assessment
- Baseline functional profile and goal-setting.
- Identification of intervention targets linked to functional daily routines.
- Care plan recommendations and therapy pathway.
-
Therapy sessions
- Goal-directed interventions implemented through therapist-led sessions plus practical implementation guidance.
- Strategies tailored to the client’s environment and caregiver/workplace context.
-
Progress review / follow-up assessment
- Outcome check, adjustment of strategies, and updated documentation.
- Clear communication of next steps.
-
Report support
- Standard reports associated with assessments.
- Additional report requests are supported at R650 for clients who need more documentation for school or other stakeholders.
Service delivery examples and “case-style” scenarios
The following scenarios illustrate how clients experience routine-based therapy:
Scenario A: Child (age 4–6) with dressing challenges and sensory regulation needs
- The initial assessment identifies difficulty sequencing the dressing routine (buttons, zips) and sensory aversions related to clothing textures.
- Therapy sessions introduce graded sensory exposure and functional hand patterns for dressing tasks.
- Caregiver implementation steps focus on consistent routines: predictable sequencing, preparation steps, and reduction of sensory triggers.
- A progress review occurs after therapy milestones to measure improvement in dressing independence and tolerance.
Scenario B: School-aged child with fine motor impact on handwriting and classroom participation (age 7–12)
- Assessment targets grip patterns, visual-motor integration demands, endurance, and classroom task participation.
- Therapy focuses on functional handwriting readiness and activity adaptations: posture, tool modifications, paper positioning, task chunking.
- The caregiver/school implementation component ensures strategies are used during class or homework routines.
- The progress review provides updated documentation that schools can understand and apply.
Scenario C: Adult rehabilitation after injury (age 30–55) with return-to-work task reconditioning
- Assessment includes functional capacity and ability to perform job-related tasks safely and efficiently.
- Therapy sessions align with real tasks (reaching, grip endurance, safe movement patterns) and fatigue pacing.
- Implementation supports may include home practice routines and ergonomic/workstation planning.
- Progress review confirms readiness for increased responsibilities or the need for additional therapy.
Service support functions
While clinical services are the core revenue driver, the practice also includes non-billable but essential supporting functions:
- Clinical documentation and care-plan standardisation.
- Client communication and reminder systems to support adherence.
- Admin coordination and scheduling management.
- Compliance and professional development activities to maintain service quality.
These functions protect both patient experience and the integrity of reporting required by referral partners.
Market Analysis (target market, competition, market size)
Target market overview
Mariana OT Solutions operates in Johannesburg, Gauteng, focusing primarily on functional occupational therapy. The target market includes both B2C (families and adult clients) and B2B2C style referral flows (schools and allied health networks).
Primary segments
-
Paediatric clients (children aged 3–16)
- Developmental delay and sensory processing needs
- Fine-motor challenges impacting learning tasks
- Self-care difficulties affecting daily independence
- Functional school participation issues including transitions, engagement, and task completion
-
Adult clients (aged 18–65)
- Post-injury and post-illness rehabilitation requiring return-to-life skills
- Post-stroke recovery support for functional independence
- Work-related functional reconditioning and task-specific performance goals
-
Corporate HR/employee wellness stakeholders
- Functional assessments aligned to workforce requirements
- Occupational performance evaluations connected to productivity and accommodation planning (where appropriate)
Customer needs and “jobs to be done”
In occupational therapy, the customer’s “job” is not just to receive therapy—it is to receive outcomes that change daily functioning. Key needs include:
- Speed to care: delayed therapy leads to slow progress and increased family stress.
- Clarity: families need to understand what to do next; adult clients need actionable rehabilitation direction.
- Measurability: progress must be visible.
- Practical implementation: routines at home or school must be compatible with therapy recommendations.
- Communication: referral partners require documentation that can support continuity.
Mariana OT Solutions is positioned around these needs through structured assessments, routine-based therapy implementation, progress reviews, and clear reporting.
Market size and referral capacity estimate
The practice’s market sizing approach combines demographic capacity and the volume of referrals typical in private healthcare ecosystems.
- We target a practical Johannesburg catchment focusing on Gauteng demand.
- The business estimate identifies roughly 20,000 potential referral sources/clients per year when combining referral partners (schools, paediatric networks, GPs, specialists) and healthcare route-to-care patterns.
This estimate is used to support the belief that, with referral-based marketing and a strong care pathway, the practice can scale capacity over time.
Competitive landscape in Johannesburg OT services
The competitive landscape includes three main categories:
Competitor Category 1: Privately run OT clinics
- Strengths: clinic-based assessment availability.
- Weakness: may focus more on assessment than implementation support.
- Risk to customers: recommendations may not translate into daily routines without ongoing guidance.
Competitor Category 2: Multi-disciplinary practices
- Strengths: broader clinical teams.
- Weakness: longer scheduling gaps, less specialist OT availability on a consistent basis.
- Risk: fragmentation across disciplines if communication is delayed.
Competitor Category 3: Independent therapists
- Strengths: personalised sessions and sometimes better availability.
- Weakness: inconsistent report turnaround and variable documentation workflows.
- Risk: referral partners lose confidence if reporting is late or unclear.
Differentiation strategy and competitive advantage
Mariana OT Solutions competes by delivering speed-to-care and practical functional outcomes.
Core differentiation pillars
-
Structured care pathway
- Fast triage
- Initial assessment outcomes
- Therapy tied to daily routines
- Progress reviews and updated documentation
-
Documentation that is usable
- Concise reports with actionable recommendations
- Additional report requests supported when clients and schools require more documentation
-
Scheduling discipline
- Admin and scheduling processes ensure therapy capacity is not wasted.
- Progress review timing is planned to maintain clinical momentum.
Barriers to entry and why the practice can win
Occupational therapy practices have barriers:
- Clinical credibility and professional trust
- Compliance and documentation expectations
- Building referral relationships with GPs, paediatricians, neurologists, psychologists, and schools
Mariana OT Solutions reduces these barriers by:
- Using a referral-first approach rather than relying solely on cold market acquisition.
- Building a care pathway that referral partners can understand and trust.
- Standardising reporting processes so referral partners receive consistent documentation.
Market trends shaping demand in Johannesburg
Several structural trends support growth in the occupational therapy category:
- Increased parental awareness of developmental and learning challenges.
- Expanding inclusion of learning support and special education programmes in the school ecosystem.
- Ongoing demand for functional rehabilitation services tied to workforce participation and independence.
Mariana OT Solutions aligns its service packages with these demand signals by offering both assessment and therapy, including follow-up progress reviews.
Marketing & Sales Plan
The marketing and sales plan is designed to scale through referrals first, then broaden demand through targeted marketing channels. The approach supports stable therapy scheduling while ensuring client experience and report quality reinforce referral partner trust.
Sales strategy: referral-driven pipeline
Mariana OT Solutions will focus primarily on B2B2C referral sources because these routes reduce acquisition friction and increase appointment conversion.
Referral partner targets in Johannesburg
- GPs
- Paediatricians
- Psychologists
- Neurologists
- Physiotherapy colleagues
- School networks (mainstream and learning-support programmes)
- Remedial education centres
- Allied health practices with shared client populations
Conversion mechanics
To convert referrals consistently, the practice will implement:
- Clear appointment availability rules and triage scripts.
- Fast acknowledgment of referral requests.
- Assessment scheduling windows aligned with caregiver or school calendar needs.
- Report turnaround that supports referral partner decision-making and continuity.
Marketing strategy: education and trust-building
Because occupational therapy is a trust-based service, marketing focuses on education and practical functional value rather than generic health messaging.
Website and service clarity
The website will explain:
- Package types (initial assessment, therapy session, progress review, additional report request)
- What clients can expect during onboarding
- Turnaround expectations for reports
- Clinical pathway and caregiver involvement
This reduces inquiry friction and increases conversion quality.
Targeted social media for Johannesburg parents and carers
Social media content in Gauteng will be targeted toward parents and caregivers with:
- Functional tips relevant to daily routines
- Sensory and fine-motor support education
- Guidance that shows how therapy translates to real life
The practice avoids generic content and prioritises posts that support referral credibility.
Community outreach and caregiver workshops
The practice will run community-based caregiver workshops and education sessions in the Johannesburg catchment area. Workshop formats include:
- Routine-based strategies (e.g., dressing sequencing)
- Sensory regulation basics (e.g., home strategies and environmental supports)
- Activity and participation support for school routines
Workshops build trust, generate leads, and reinforce the practice’s unique routine-based differentiation.
Sales enablement for admin and client support
Sales success depends on operational responsiveness.
Admin/Client support processes
- Telephone and email inquiry handling within defined response timelines.
- Scheduling coordination for caregiver availability.
- Confirmation communication that reduces no-shows and improves appointment adherence.
- Billing support and claims-adjacent administrative workflows as required by client needs.
The practice’s admin-driven responsiveness supports both revenue stability and client satisfaction.
Marketing calendar and ramp-up sequencing (Y1)
Marketing is ramped strategically rather than evenly across the year.
-
Early ramp-up (Year 1)
- Website content and referral outreach to build the initial pipeline.
- Relationship building with GPs, paediatricians, and school learning-support leads.
-
Q3–Q4 expansion
- Branding refinement and local campaigns.
- Caregiver workshop events.
- Stronger conversion focus from established referral partners.
The marketing approach is connected to the financial model’s sales ramp and capacity planning.
Pricing and value proposition
Prices remain fixed per service:
- Initial assessment: R1,450
- Therapy session: R1,050
- Progress review: R1,350
- Additional report: R650
This pricing structure supports predictable booking planning and makes the value proposition clearer. Clients can understand costs upfront and anticipate follow-up review needs.
Targets and KPIs (qualitative and operational)
Although the plan is not built on public advertising volume, operational KPIs include:
- Referral conversion rate (inquiries -> booked assessments)
- Appointment show rate
- Progress review conversion (assessment -> therapy -> review)
- Client documentation satisfaction (clarity and usefulness of care plans)
- Referral partner satisfaction (report timeliness and usability)
Relationship management: sustaining referrals over time
Referral partners typically assess practices on:
- Speed to care
- Consistency and documentation quality
- Clear outcome pathways
- Professional communication
Mariana OT Solutions sustains relationships through:
- Regular check-ins with partner networks (especially schools and allied health practices)
- Documented care pathway improvements based on client experience
- Standardised reporting templates to ensure consistency
Marketing spend alignment to financial model
The financial model includes marketing and sales costs per year:
- Year 1: R156,000
- Year 2: R168,480
- Year 3: R181,958
- Year 4: R196,515
- Year 5: R212,236
These expenditures scale in line with projected revenue growth, enabling demand to increase without harming cash flow stability.
Operations Plan
The operations plan details how Mariana OT Solutions delivers occupational therapy services efficiently, compliantly, and consistently. The operational model is designed for predictable appointment capacity and high-quality documentation.
Service delivery operations: daily workflow
Operations revolve around three functional streams:
- Clinical delivery (assessment and therapy sessions)
- Documentation and reporting (reports and care plans)
- Administrative scheduling and client support (client communications and billing support)
Step-by-step onboarding workflow
-
Referral intake
- Receive referral info and client details.
- Conduct initial screening based on type of need (paediatric or adult functional concerns).
-
Scheduling appointment
- Confirm client availability and session type (assessment vs therapy vs progress review).
- Provide pre-appointment information where relevant (what to bring, expectations for evaluation).
-
Assessment session
- Conduct structured assessment and define initial goals tied to daily activities.
- Communicate the recommended therapy pathway.
- Confirm next steps and schedule therapy sessions.
-
Therapy sessions
- Conduct therapy interventions aligned to established goals.
- Provide implementation guidance for caregivers and/or clients.
- Track progress toward goals for the eventual progress review.
-
Progress review
- Review functional progress and update care plan goals and recommendations.
- Provide documentation for stakeholder continuity.
-
Additional report handling
- When required, process additional report requests at R650 through a controlled billing process.
Appointment capacity planning and scheduling discipline
To ensure therapy intensity is sustainable, the practice schedules sessions to avoid idle clinician time. Key capacity planning elements include:
- Predictable scheduling blocks for therapy sessions.
- Clustering related appointments when feasible (assessment followed by therapy planning).
- Progress reviews scheduled as part of the care pathway rather than ad hoc events.
Clinical standards and documentation workflow
Occupational therapy requires professional documentation that is consistent and audit-ready.
The practice implements:
- Standard report templates for assessment and progress review.
- Care plan standardisation to ensure recommendations are actionable.
- Internal quality checks by the quality/compliance support function (within the management team).
Equipment and clinical supplies operations
The practice maintains clinical tools and assessment materials in line with occupational therapy needs. Equipment operations include:
- Controlled procurement and inventory checks.
- Ensuring consumables are available for assessments.
- Maintaining leased equipment and non-capital tools upkeep allowance.
These controls reduce disruptions and protect schedule integrity.
Compliance, risk, and quality management
The operations plan includes structured compliance expectations:
- Professional indemnity and general insurance coverage.
- Professional memberships and CPD compliance.
- Document control to support accuracy and audit readiness.
- Confidential handling of client information via secure practice software and controlled access.
Outsourcing and professional fees
Professional fees and accounting support are treated as operational costs rather than capital investments. The financial model includes:
- Year 1 professional fees: R48,000
- Growing annually across the 5-year projection period
Cost structure discipline
The practice manages operational spend to protect profitability while scaling. Cost categories include:
- Salaries and wages
- Rent and utilities
- Marketing and sales
- Insurance
- Professional fees
- Administration
- Other operating costs
- Depreciation and interest
These categories are consistent with the financial model and scale with revenue growth.
Operating model and scalability
The long-term plan includes adding capacity through additional part-time clinician days. While the financial model scales revenue without explicit headcount expansion detail in prose, operationally scaling involves:
- Adding scheduled therapy sessions as demand grows.
- Ensuring reporting and documentation workflows can handle increased volume.
- Maintaining quality and turnaround times as referral partnerships expand.
Linkage to financial drivers
The financial model is supported by the operational ability to deliver the following revenue-generating activity:
- Initial assessments
- Standard therapy sessions
- Progress reviews
- Additional report requests
Operational planning ensures that the practice can meet scheduled demand across years while managing cash flow and maintaining quality.
Management & Organization (team names from the AI Answers)
Leadership team overview
Mariana OT Solutions (Pty) Ltd is led by an experienced clinical founder supported by a multi-role operations and administrative team. The management structure is designed to support clinical quality, referral growth, documentation accuracy, and billing/admin competence.
Founder and clinical operations
Mariana Tremaine (Founder / Owner)
- Role: Lead clinical operations and partnerships
- Experience: 12 years in paediatric rehabilitation and private practice operations in Gauteng
Her responsibilities include:
- Clinical pathway standardisation (assessments, therapy, progress reviews)
- Referral partner relationship leadership
- Oversight of reporting quality and care plan consistency
- Strategic operational decisions tied to capacity and service quality
Core team members
1) Clinical support and therapy delivery
Bongani Sithole (Senior OT clinician)
- Role: Support therapy delivery
- Experience: 9 years in community outreach and functional skills programmes for children and adults
Responsibilities include:
- Delivering therapy sessions aligned with established goals
- Supporting functional skills program components when required
- Contributing to care plan improvements through clinical feedback
2) Behavioural and sensory intervention support
Thandi Mokoena (Behavioural and sensory intervention support)
- Role: Support caregiver training and routine-based intervention implementation
- Experience: 5 years working with caregiver training and routine-based interventions
Responsibilities include:
- Supporting interventions where sensory regulation and behavioural considerations are central
- Training caregivers to implement strategies at home
- Helping standardise routine-based approaches across clients
Administrative and client support functions
Refilwe Mahlangu (Clinic administrator)
- Role: Admin support, scheduling, claims support, patient communication
- Experience: 7 years in medical scheduling, claims support, and patient communication within private healthcare settings
Responsibilities include:
- Intake management and referral scheduling
- Client communication and appointment confirmations
- Coordination of documentation delivery and report requests
Naledi Tshabalala (Billing and client support specialist)
- Role: Billing support and client documentation assistance
- Experience: 6 years in healthcare invoicing, reporting, and documentation accuracy
Responsibilities include:
- Managing invoice accuracy
- Ensuring billing workflows support additional report requests
- Supporting documentation completeness for reporting and reviews
Business development and referral growth
Tumelo Khumalo (Business development and referral coordinator)
- Role: Referral coordination and partnerships
- Experience: 8 years building referral channels across school networks and allied health practices
Responsibilities include:
- Maintaining referral relationships with schools and allied health practices
- Tracking referral conversion performance
- Supporting outreach strategy including community workshop promotion
Operations, procurement, and compliance
Palesa Zulu (Operations and procurement support)
- Role: Clinical stock, supplies, and equipment workflow management
- Experience: 6 years managing clinical stock, supplies, and equipment workflows
Responsibilities include:
- Procurement coordination for OT tools and assessment materials
- Inventory controls to prevent stockouts
- Equipment readiness for appointments and assessments
Lerato Ndlovu (Quality and compliance assistant)
- Role: Service documentation, audit readiness, care plan standardisation
- Experience: 4 years in service documentation, audit readiness, and care plan standardisation
Responsibilities include:
- Quality checks on documentation
- Supporting compliance processes
- Standardising templates across assessments and progress reviews
Governance, decision-making, and accountability
Decision-making operates with clear accountability:
- Mariana Tremaine sets clinical pathway strategy and approves major operational adjustments.
- Tumelo Khumalo leads partnership strategy and tracks referral pipeline conversion.
- Refilwe Mahlangu manages the scheduling and client communication system.
- Naledi Tshabalala ensures billing and invoicing workflows are accurate and consistent.
- Lerato Ndlovu performs compliance and documentation quality checks.
- Bongani Sithole and Thandi Mokoena manage clinical delivery support and interventions within the care pathway.
- Palesa Zulu ensures supplies/equipment readiness.
The result is an integrated organisation that can scale therapy delivery volume while maintaining professional standards.
Financial Plan (P&L, cash flow, break-even — from the financial model)
The financial plan below uses the authoritative financial model values for Mariana OT Solutions (Pty) Ltd. All amounts are in ZAR and projections cover 5 years.
Break-even analysis
The financial model shows:
- Break-Even Revenue (annual): R1,506,667
- Break-Even Timing: Month 1 (within Year 1)
The model indicates the business achieves this break-even within Year 1 due to the revenue mix and cost structure. The practice still maintains ongoing operational controls and delivery quality to protect margins and cash flow.
Projected Profit and Loss (5-year summary)
The following table reproduces the structure and outcomes supported by the financial model.
Projected Profit and Loss (P&L)
| Category | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Sales | R2,250,000 | R2,812,500 | R3,691,406 | R4,844,971 | R6,359,024 |
| Direct Cost of Sales | R225,000 | R281,250 | R369,141 | R484,497 | R635,902 |
| Other Production Expenses | R0 | R0 | R0 | R0 | R0 |
| Total Cost of Sales | R225,000 | R281,250 | R369,141 | R484,497 | R635,902 |
| Gross Margin | R2,025,000 | R2,531,250 | R3,322,266 | R4,360,474 | R5,723,122 |
| Gross Margin % | 90.0% | 90.0% | 90.0% | 90.0% | 90.0% |
| Payroll | R420,000 | R453,600 | R489,888 | R529,079 | R571,405 |
| Sales & Marketing | R156,000 | R168,480 | R181,958 | R196,515 | R212,236 |
| Depreciation | R95,000 | R95,000 | R95,000 | R95,000 | R95,000 |
| Leased Equipment | R0 | R0 | R0 | R0 | R0 |
| Utilities | R186,400 | R201,312 | R217,417 | R234,810 | R253,595 |
| Insurance | R33,600 | R36,288 | R39,191 | R42,326 | R45,712 |
| Rent | R0 | R0 | R0 | R0 | R0 |
| Payroll Taxes | R0 | R0 | R0 | R0 | R0 |
| Other Expenses | R295,000 | R334,200 | R370,896 | R396,288 | R436,594 |
| Total Operating Expenses | R1,186,000 | R1,280,880 | R1,383,350 | R1,494,018 | R1,613,540 |
| Profit Before Interest & Taxes (EBIT) | R744,000 | R1,155,370 | R1,843,915 | R2,771,455 | R4,014,582 |
| EBITDA | R839,000 | R1,250,370 | R1,938,915 | R2,866,455 | R4,109,582 |
| Interest Expense | R75,000 | R60,000 | R45,000 | R30,000 | R15,000 |
| Taxes Incurred | R180,630 | R295,750 | R485,707 | R740,193 | R1,079,887 |
| Net Profit | R488,370 | R799,620 | R1,313,208 | R2,001,262 | R2,919,695 |
| Net Profit / Sales % | 21.7% | 28.4% | 35.6% | 41.3% | 45.9% |
Note: The P&L categories are presented in line with the model structure and the model’s total cost outcomes. The authoritative financial model drives the total Operating Expenses, EBITDA, EBIT, Interest, Taxes, and Net Income values.
Projected Cash Flow (5-year projections)
The financial model provides projected cash flow. The table below follows the required cash flow structure and reproduces the model values.
Projected Cash Flow
| Category | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Cash from Operations | R470,870 | R866,495 | R1,364,263 | R2,038,584 | R2,938,992 |
| Cash Sales | R2,250,000 | R2,812,500 | R3,691,406 | R4,844,971 | R6,359,024 |
| Cash from Receivables | R0 | R0 | R0 | R0 | R0 |
| Subtotal Cash from Operations | R470,870 | R866,495 | R1,364,263 | R2,038,584 | R2,938,992 |
| Additional Cash Received | R1,080,000 | R-120,000 | R-120,000 | R-120,000 | R-120,000 |
| Sales Tax / VAT Received | R0 | R0 | R0 | R0 | R0 |
| New Current Borrowing | R0 | R0 | R0 | R0 | R0 |
| New Long-term Liabilities | R0 | R0 | R0 | R0 | R0 |
| New Investment Received | R1,080,000 | R0 | R0 | R0 | R0 |
| Subtotal Additional Cash Received | R1,080,000 | R-120,000 | R-120,000 | R-120,000 | R-120,000 |
| Total Cash Inflow | R1,550,870 | R746,495 | R1,244,263 | R1,918,584 | R2,818,992 |
| Expenditures from Operations | R475,000 | R0 | R0 | R0 | R0 |
| Cash Spending | R475,000 | R0 | R0 | R0 | R0 |
| Bill Payments | R0 | R0 | R0 | R0 | R0 |
| Subtotal Expenditures from Operations | R475,000 | R0 | R0 | R0 | R0 |
| Additional Cash Spent | R0 | R-120,000 | R-120,000 | R-120,000 | R-120,000 |
| Sales Tax / VAT Paid Out | R0 | R0 | R0 | R0 | R0 |
| Purchase of Long-term Assets | R475,000 | R0 | R0 | R0 | R0 |
| Dividends | R0 | R0 | R0 | R0 | R0 |
| Subtotal Additional Cash Spent | R0 | R-120,000 | R-120,000 | R-120,000 | R-120,000 |
| Total Cash Outflow | R475,000 | R-120,000 | R-120,000 | R-120,000 | R-120,000 |
| Net Cash Flow | R1,075,870 | R746,495 | R1,244,263 | R1,918,584 | R2,818,992 |
| Ending Cash Balance (Cumulative) | R1,075,870 | R1,822,365 | R3,066,628 | R4,985,212 | R7,804,204 |
Projected Balance Sheet (5-year projections)
The authoritative model provided focuses on cash flow and P&L line items rather than year-by-year balance-sheet line-by-line figures. To keep the financial plan consistent and investment-ready, the balance sheet is included in a structured format using the available model outputs where appropriate; however, detailed year-by-year balance sheet amounts are not separately enumerated in the authoritative model block. Below is a template consistent with the required structure, where year-by-year amounts must be populated only if the detailed balance sheet worksheet is available.
Projected Balance Sheet (structure)
| Category | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Assets | |||||
| Cash | R1,075,870 | R1,822,365 | R3,066,628 | R4,985,212 | R7,804,204 |
| Accounts Receivable | — | — | — | — | — |
| Inventory | — | — | — | — | — |
| Other Current Assets | — | — | — | — | — |
| Total Current Assets | — | — | — | — | — |
| Property, Plant & Equipment | — | — | — | — | — |
| Total Long-term Assets | — | — | — | — | — |
| Total Assets | — | — | — | — | — |
| Liabilities and Equity | |||||
| Accounts Payable | — | — | — | — | — |
| Current Borrowing | — | — | — | — | — |
| Other Current Liabilities | — | — | — | — | — |
| Total Current Liabilities | — | — | — | — | — |
| Long-term Liabilities | — | — | — | — | — |
| Total Liabilities | — | — | — | — | — |
| Owner’s Equity | — | — | — | — | — |
| Total Liabilities & Equity | — | — | — | — | — |
Interpretation of financial trajectory
- Revenue growth is strong and scales from R2,250,000 in Year 1 to R6,359,024 in Year 5.
- Gross margin remains 90.0% across all years.
- Net margin increases from 21.7% in Year 1 to 45.9% in Year 5, reflecting improved operating leverage and scalable cost discipline.
- EBITDA margin expands from 37.3% in Year 1 to 64.6% in Year 5.
Year-by-year key results (cash and profit)
Key figures from the financial model:
- Net Income: R488,370 (Year 1), R799,620 (Year 2), R1,313,208 (Year 3), R2,001,262 (Year 4), R2,919,695 (Year 5)
- Operating CF: R470,870 (Year 1) rising to R2,938,992 (Year 5)
- Closing Cash: R1,075,870 (Year 1) rising to R7,804,204 (Year 5)
These projections indicate the practice will maintain positive cash generation and increasing profitability over the 5-year period.
Funding Request (amount, use of funds — from the model)
Total funding requested
Mariana OT Solutions (Pty) Ltd is requesting ZAR 1,200,000 in total funding.
- Equity capital: R600,000
- Debt principal: R600,000
- Total funding: R1,200,000
Financing structure and debt terms
The model assumes:
- Debt: 12.5% over 5 years
This structure provides both owner skin-in-the-game and debt capital to support startup setup and working capital protection.
Use of funds (aligned to model)
The following is the model’s specified allocation of funds:
| Use of funds | Amount (ZAR) |
|---|---|
| Leasehold build-out for clinic room (2 rooms set-up, shelving, basic improvements) | R220,000 |
| Clinical equipment purchase (OT tools, assessment materials, and consumables starter stock) | R180,000 |
| IT setup (laptops, secure practice software, printer/scanner) | R70,000 |
| Registration and compliance costs (company compliance + initial professional documentation set-up) | R35,000 |
| Marketing ramp-up for Q3–Q4 (branding, website build, local campaigns, caregiver workshop events) | R85,000 |
| Working capital reserve for the first 6 months (to cover running costs while ramping appointments) | R610,000 |
| Total | R1,200,000 |
Why working capital is critical in Year 1
Occupational therapy practices experience demand variability during ramp-up. Working capital protects:
- Appointment scheduling stability
- Ability to cover operational expenses while referrals convert to booked sessions
- Continuity of documentation workflows and reporting turnaround
The model explicitly includes working capital reserve for the first 6 months of R610,000, ensuring that the practice does not stall before appointment bookings become consistent.
Funding impact on projected performance
With the requested funding in place, the business expects to:
- Protect liquidity during setup and early ramp-up
- Maintain operational capacity for clinical delivery
- Achieve break-even within Year 1, with Break-Even Timing: Month 1 (within Year 1)
Appendix / Supporting Information
A) Key assumptions and planning logic
-
Service pricing is fixed to the clinic’s established rates:
- Initial assessment: R1,450
- Standard therapy session: R1,050
- Progress review: R1,350
- Additional report: R650
-
Revenue growth follows the financial model:
- Year 2 growth: 25.0%
- Year 3 growth: 31.3%
- Year 4 growth: 31.3%
- Year 5 growth: 31.3%
-
Cost discipline is consistent with the financial model:
- Total Operating Expenses scale from R1,186,000 in Year 1 to R1,613,540 in Year 5
- Depreciation remains at R95,000 each year (per model)
- Interest declines across years (per model), supporting higher profitability over time
B) Financial model summary tables (must-match)
The authoritative financial model indicates the following Year-by-year revenue and profitability outcomes. These are reproduced here in summary form consistent with the model:
Summary: P&L outcomes
- Revenue: R2,250,000 (Year 1), R2,812,500 (Year 2), R3,691,406 (Year 3), R4,844,971 (Year 4), R6,359,024 (Year 5)
- Gross Profit: R2,025,000 (Year 1), R2,531,250 (Year 2), R3,322,266 (Year 3), R4,360,474 (Year 4), R5,723,122 (Year 5)
- EBITDA: R839,000 (Year 1), R1,250,370 (Year 2), R1,938,915 (Year 3), R2,866,455 (Year 4), R4,109,582 (Year 5)
- Net Income: R488,370 (Year 1), R799,620 (Year 2), R1,313,208 (Year 3), R2,001,262 (Year 4), R2,919,695 (Year 5)
- Closing Cash: R1,075,870 (Year 1), R1,822,365 (Year 2), R3,066,628 (Year 3), R4,985,212 (Year 4), R7,804,204 (Year 5)
C) Investor-facing highlights
- Break-even within Year 1: Break-Even Timing is Month 1 (within Year 1).
- High gross margin: 90.0% across all projection years.
- Strong cash generation: Operating cash flow increases from R470,870 to R2,938,992 over 5 years.
- Funding readiness: Total funding request R1,200,000 allocated across build-out, equipment, IT, compliance, marketing, and working capital.
D) Team credibility documentation list (supporting items to attach)
The appendix would typically include supporting documents such as:
- Company registration proof for Mariana OT Solutions (Pty) Ltd
- Founder and clinician CVs showing 12 years, 9 years, and relevant experience across the listed team
- Insurance certificates (professional indemnity and general) consistent with the practice’s compliance needs
- Example report templates and care plan workflow samples
- Policies for client information confidentiality and clinical documentation control
(These attachments are recommended for submission and should reflect the actual operational documentation used by the practice.)