Lusaka RapidCare Urgent Clinic is a private limited company (Ltd) providing same-day urgent care in Lusaka, Zambia, with a focus on fast triage, clear billing, and clinician-led treatment supported by on-site diagnostics. The clinic will treat common acute conditions—such as malaria, respiratory infections, minor injuries requiring stitches, dehydration, fever/headache syndromes, minor burns, and sprains—so patients do not have to delay for multiple appointments or referrals.
This plan is designed for investor review and submission readiness. It combines a Zambia-focused market and competitive analysis with an operational design that reduces waiting times and improves diagnostic turnaround, and it provides five-year financial projections based on the authoritative model figures. The plan also details how Lusaka RapidCare will scale from a single clinic to additional sites in Lusaka using repeatable clinical pathways, billing standards, and procurement controls.
Executive Summary
Lusaka RapidCare Urgent Clinic will deliver immediate, same-day care for minor injuries and acute illnesses for individuals and families across Lusaka. The clinic’s value proposition is straightforward: patients receive clinician-led assessment and treatment promptly, with transparent prices and diagnostic testing organized on-site to reduce waiting and referral delays. Lusaka RapidCare’s model is intentionally practical—balancing professional medical service quality with disciplined consumables management—so that the clinic can reach break-even quickly during ramp-up and then generate increasing profitability as volumes grow and capacity utilization improves.
The business is located in Lusaka, Zambia, and it operates as a private limited company (Ltd). The clinic’s core revenue streams are (1) urgent care consultation visits and (2) diagnostic add-ons and procedures, charged separately depending on clinical need. Pricing is anchored to a standardized menu of common urgent care services: urgent care consultation at ZMW 250 per visit, basic malaria test at ZMW 300, full blood count at ZMW 450, chest X-ray at ZMW 1,000 when indicated, wound care/stitches at ZMW 2,000 on average, and minor procedure visit add-on at ZMW 150. This structure supports pricing clarity, reduces uncertainty for patients, and improves forecasting for clinic revenue.
The financial model indicates that Lusaka RapidCare generates Year 1 revenue of ZMW 4,680,000 with gross margin of 65.0%, resulting in gross profit of ZMW 3,042,000. After operating expenses, depreciation, and interest, the clinic’s Year 1 net income is ZMW 516,338 (positive). Operating performance improves with patient volume growth and stable unit economics. By Year 2, revenue increases to ZMW 5,382,000 and net income rises to ZMW 762,645. Over the five-year period, revenue grows to ZMW 7,227,380 by Year 5, and net income increases to ZMW 1,336,687. The projections are consistent with a ramp and then sustained clinic utilization: the model applies revenue growth rates of 15.0% in Year 2, 12.0% in Year 3, 10.0% in Year 4, and 9.0% in Year 5.
Operationally, the clinic is designed around efficient patient flow: triage to clinical assessment within minutes, standardized diagnostic pathways for common conditions, and structured follow-up/re-check workflows. These elements reduce waiting time and improve conversion from initial consultation to diagnostic testing. The clinic’s team includes both clinical and operational leadership capable of enforcing infection prevention practices, ensuring test quality and correct reporting, and maintaining inventory discipline to prevent expiry and stock-outs.
From a funding standpoint, Lusaka RapidCare is seeking ZMW 750,000 total funding to cover startup costs and working capital needs for early operations. The funding structure comprises ZMW 300,000 equity capital and ZMW 450,000 debt principal, with the model reflecting debt interest over a 5-year period at 7.5%. The model specifies a use of funds that includes facility deposit (rent) ZMW 24,000, renovation and signage ZMW 40,000, clinical equipment ZMW 125,000, diagnostics equipment ZMW 65,000, X-ray access setup ZMW 35,000, computers/POS setup ZMW 18,000, initial medical supplies and pharmacy stock ZMW 60,000, licensing/registrations/legal setup ZMW 12,000, and working capital reserve for six months ZMW 1,170,000.
The investment thesis is built on three repeatable advantages: (1) a clear and structured urgent care menu that improves revenue forecasting and patient trust, (2) on-site diagnostics coordination that improves clinical outcomes and reduces referral bottlenecks, and (3) a disciplined operating cost model with gross margin fixed at 65.0% throughout the projection period. Together, these drivers support early stability in liquidity and profitability, and they create a scalable foundation for expanding to additional urgent care sites within Lusaka in the medium term.
Company Description
Business name, location, and mission
Lusaka RapidCare Urgent Clinic is an urgent care clinic delivering same-day treatment for minor injuries and acute illnesses in Lusaka, Zambia. The clinic’s mission is to ensure patients can access reliable urgent care quickly—without excessive waiting—and receive diagnosis and treatment aligned to common acute presentations. Lusaka RapidCare prioritizes:
- Short waiting times through standardized triage and clinician-led routing
- Clinically appropriate same-day diagnostics to avoid delays
- Clear, transparent pricing tied to standardized service charges
- Infection control and test quality ensured through trained technical workflows
Legal structure and operating status
The clinic will operate as a private limited company (Ltd). Registration is in progress, and the clinic is planned to be fully registered prior to opening. This legal structure is chosen because it supports standard governance practices expected by lenders and equity partners, and it creates a clean structure for managing patient billing, supplier procurement, licensing compliance, and future expansion.
Ownership and governance
Ownership is anchored in a founder-led operational model that combines healthcare operations capability with retail finance discipline. The founder is Avery Ahmed, serving as Founder and Managing Director. This leadership structure is designed to ensure:
- Operational consistency (clinical and workflow standards)
- Procurement and inventory control (stock availability, expiry control, cost discipline)
- Cash discipline (receipting, billing clarity, and monitoring cash collection patterns)
- Replicable systems for scaling to future sites
As the business grows, governance will include defined responsibilities across clinical coordination, laboratory operations, procurement and pharmacy management, patient services and billing, and community marketing.
Strategic positioning in Lusaka
Lusaka’s urgent care demand is driven by the frequency of common acute conditions—malaria episodes, respiratory infections, fever and headache syndromes, dehydration, minor burns and sprains, and wounds requiring stitches—paired with the practical challenge that many patients cannot easily travel to distant facilities or wait for long appointment schedules. Lusaka RapidCare positions itself in a high-footfall commercial area near public transport routes, improving accessibility for walk-ins and reducing friction for working adults and families.
The clinic also targets employers seeking reliable access for staff sickness and minor injuries. This dual market—individual patients and employer-linked demand—creates a more stable volume base than relying only on walk-ins.
Value proposition and patient outcomes focus
The clinic’s patient promise is operational, not marketing-based: patients experience triage within minutes, receive clinician assessment quickly, and receive diagnostic testing or procedure treatment when indicated without unnecessary delays. Additionally, clinicians and laboratory staff follow standardized test quality routines to ensure reliable results. Patient services and billing staff ensure that receipts and billing details are issued promptly so that customers understand costs upfront and can act on results immediately.
Competitive differentiation
Lusaka RapidCare differentiates from walk-in clinics and private medical centers through three execution points:
- Faster turnaround using standardized test pathways and triage procedures
- Clear pricing that explains consultation and test charges before procedures
- On-site diagnostics coordination that reduces referral delays and improves same-day decision-making
This differentiation is reinforced through operational controls (inventory discipline, test quality management, and standardized follow-up) rather than relying solely on promotional activity.
Products / Services
Core urgent care services (same-day care)
Lusaka RapidCare’s service menu is structured to reflect common urgent care presentations while maintaining operational predictability. The core offering is the urgent care consultation with additional diagnostic add-ons and procedures based on clinical need.
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Urgent care consultation — ZMW 250 per visit
- Clinical assessment of minor injuries and acute illnesses
- Triage-based routing and clinician-led treatment decisions
- Determination of whether tests or procedures are indicated on-site
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Basic malaria testing — ZMW 300 per test
- Malaria RDT/microscopy panel per clinical indications
- On-site testing to enable immediate treatment decisions
- Documentation of results for patient action
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Full blood count (FBC) — ZMW 450 per test
- Diagnostic support for infections and dehydration-linked presentations
- Clinician-led interpretation to guide treatment plans
-
Chest X-ray — ZMW 1,000 per X-ray (if indicated)
- Used when clinically appropriate for respiratory symptoms
- The clinic relies on an X-ray access setup (shared arrangement deposit + protective gear) to deliver X-ray availability without requiring immediate ownership of a full imaging suite
-
Wound care / stitches — ZMW 2,000 per average package
- Average package for wound cleaning, assessment, and stitches when indicated
- Post-procedure guidance for wound care and re-check planning
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Minor procedure visit add-on — ZMW 150 per re-check / medication review
- Structured re-checks for wound healing progress, medication review, and follow-up guidance
Diagnostic and procedure workflow design
The service design is not merely a price list; it also supports standardized pathways and predictable service delivery. Patients present for same-day urgent care, and staff apply triage protocols to determine whether they require immediate treatment, testing, or procedural care.
A typical clinical pathway includes:
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Triage intake
- Vital sign checks and symptom screening
- Identification of red flags requiring immediate escalation
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Clinician consultation
- Assessment and determination of likely diagnosis or differential set
- Decision on what on-site diagnostics are needed
-
Diagnostics execution
- Basic malaria testing and/or full blood count performed based on presentation
- Chest X-ray requested when indicated
- Laboratory technologist ensures test quality and correct reporting
-
Treatment and procedure
- Medication selection and dispensing based on diagnostic outcomes
- Wound care and stitches when needed
-
Billing and receipting
- Transparent explanation of consultation and add-ons
- Same-day receipts to reduce confusion and improve trust
-
Follow-up and re-check
- For wound care, minor procedure add-on re-check at a later time
- For medication review, follow-up planned and tracked
This pathway design supports the clinic’s differentiator: fast turnaround and diagnostic coordination.
Service quality standards and clinical safety
Urgent care requires disciplined infection control, correct test handling, and appropriate clinical escalation. Lusaka RapidCare’s clinical safety strategy includes:
- Infection prevention protocols between patient contact points
- Standardized sterilization and instrument handling for wound care procedures
- Laboratory quality management to reduce test error and improve reliability
- Clinician-led treatment protocols for common acute illnesses and minor injuries
The clinic will emphasize “clinician-led care,” meaning treatment decisions are not simply algorithmic but supervised by medical leadership through established protocols and practical clinical judgement. The clinic’s approach also supports consistent documentation and traceability in patient care records.
Employer-linked services and predictable demand
While the clinic’s core service is patient visits, employer-linked referrals are treated as an additional service layer. Employer partners want predictable access and faster resolution for minor injuries and acute illnesses affecting staff. The clinic’s service offering to employers includes:
- Fast referral routing for staff needing urgent care
- Clear billing documentation and receipts
- Optional scheduling support for peak periods where available without undermining the walk-in priority model
This component is designed to stabilize patient volumes and increase diagnostic uptake consistency.
Pricing model logic and revenue predictability
The clinic’s service pricing supports investor-friendly forecasting because each component—consultation and diagnostic/procedure add-ons—has a defined fee. In the financial model, revenue is built from these service lines and grows as the clinic increases patient volume and diagnostic utilization over time. In other words, the clinic’s operational design drives financial outputs: more patients and more appropriate test selection produce incremental revenue streams without changing the underlying price menu.
Service capacity assumptions embedded in operations
The clinic’s service delivery capacity is built on a single-site model with an established staffing plan that can handle routine urgent care volumes while ensuring diagnostic execution does not create bottlenecks. The clinic’s operational plan includes inventory and staffing safeguards designed to maintain quality even during ramp-up.
Market Analysis
Target market in Lusaka, Zambia
Lusaka RapidCare serves urgent care demand across Lusaka, Zambia. The target population includes:
- Families and working adults seeking immediate attention for minor injuries and acute illnesses
- Patients who cannot wait for multi-day appointment availability elsewhere
- Individuals needing same-day diagnostics to guide immediate treatment decisions
- Employers seeking reliable access for staff sickness and minor injuries
The clinic’s demographic focus centers on adults and working-age groups who experience frequent acute presentations, especially conditions such as malaria episodes, respiratory infections, fever with headache syndromes, minor burns, dehydration, and sprains. The operational model assumes that a portion of walk-in demand will convert to paid visits and associated diagnostics based on symptom presentation.
Demand drivers for urgent care
Urgent care demand in Lusaka is driven by several recurring factors:
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High prevalence of acute illnesses
- Malaria episodes and fever-related illnesses occur frequently, creating repeat demand patterns
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Workplace and transport-linked injuries
- Minor burns, sprains, and small wounds requiring stitches occur through daily activity and work settings
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Respiratory illness waves
- Seasonal respiratory infections increase the need for rapid assessment and diagnostic support
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Operational necessity
- Patients with time constraints need same-day care to avoid worsening outcomes and missed work
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Practical constraints on accessing care
- Delayed diagnostics at other providers can force referrals and prolong suffering
Lusaka RapidCare addresses these drivers by making urgent care accessible and by organizing diagnostics on-site to reduce delays.
Market sizing approach used for planning
The clinic’s planning relies on a Lusaka catchment demand estimate. The founder’s initial framing suggested 80,000–120,000 potential urgent-care demand customers within the Lusaka catchment area when combining households and nearby workers who frequently deal with common acute conditions.
While the plan is investor-ready and grounded in clinical operations, the financial model is the authoritative source for revenue and patient volume growth rather than a purely top-down demand estimate. Investor outcomes are evaluated based on revenue lines in the model and projected unit economics embedded in the revenue growth and cost structure.
Competition landscape
Lusaka’s urgent care environment includes:
- Existing walk-in clinics and private medical centers offering urgent visits
- Providers that sometimes experience longer queues or delayed diagnostics, requiring additional steps before results are available
Lusaka RapidCare positions itself as an operationally consistent alternative. The differentiation is not only in service availability but in execution: triage speed, standardized test pathways, and clear billing before procedures.
Competitive differentiation: how Lusaka RapidCare wins
Lusaka RapidCare’s differentiation focuses on three measurable patient experiences:
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Faster turnaround
- Triage within minutes
- Standardized pathways for common conditions
-
Clear pricing
- Patients understand consultation and add-on charges before receiving tests or procedures
-
On-site diagnostics coordination
- Reduced referral delays and improved same-day decision-making
These factors also support repeat patronage and employer referrals because faster resolution improves patient confidence and employer productivity needs.
Customer segments and their buying behavior
1) Individual walk-in patients
Walk-in patients prioritize immediacy and clarity. They often need reassurance and fast action. Pricing transparency and same-day diagnostic availability reduce uncertainty. Walk-in patients also evaluate whether the clinic can handle common conditions without requiring referrals.
2) Families seeking acute care resolution
Families tend to value clinician-led care, infection control, and clear instructions for follow-up. For conditions like wounds requiring stitches or fever-related illnesses, the clinic’s re-check add-on becomes relevant.
3) Working adults and time-constrained customers
Working adults often seek minimal downtime. Faster triage and same-day results support a quicker recovery plan, increasing likelihood of diagnostic utilization and acceptance of procedure treatment.
4) Employers seeking reliable access
Employer partners want predictable access for staff. Stable clinic throughput and structured billing documentation help employers support staff without delays.
Market risks and counterpoints
No urgent care market analysis is complete without addressing risks and responding to counterarguments.
Risk 1: Patient volume variability during ramp-up
Counterpoint: Lusaka RapidCare’s operations plan includes standardized triage pathways and diagnostic workflows, reducing operational delays that could reduce conversion rates. Additionally, employer partnerships are used as a demand stabilizer.
Risk 2: Diagnostic and supply chain interruptions
Counterpoint: Procurement and inventory control—handled by operations and procurement leadership—reduces stock-out risk. Starter medical supplies and pharmacy stock are part of the funded startup package, and working capital reserve supports sustained operations during ramp-up.
Risk 3: Competitive pricing pressure
Counterpoint: Lusaka RapidCare’s value is execution and speed, not only price. Transparent pricing reduces negotiation friction. The model assumes stable pricing across the projection period, reflecting a strategy of standardized service menu rather than frequent discounting.
Risk 4: Regulatory and licensing delays
Counterpoint: Licensing, registrations, and legal setup are explicitly included in startup funding, and the clinic is planned to be fully registered prior to opening.
Summary of market opportunity
Lusaka RapidCare addresses urgent care demand with a same-day care model, on-site diagnostics coordination, and clinician-led decision-making. The clinic’s differentiation targets the primary purchase drivers in urgent care: speed, certainty, and transparent costs. The financial model then translates these advantages into revenue growth and profitability across five years.
Marketing & Sales Plan
Marketing objectives
Lusaka RapidCare’s marketing strategy is designed to translate operational differentiation into measurable patient inflow and diagnostic utilization. The key objectives are:
- Increase walk-in conversion through clear signage, fast triage, and visible service menu communication
- Build recurring demand through employer partnerships and repeat patient workflows
- Improve diagnostic uptake by guiding patients through on-site testing pathways after consultation
- Sustain demand during ramp-up with consistent community outreach
Target channels in Lusaka
1) Community trust and outreach
The clinic will run weekly outreach with local community leaders and faith-based groups within the catchment area. This approach is important in Lusaka because many patients rely on community recommendations when choosing healthcare providers.
Outreach activities will include:
- Health talks focused on recognizing urgent symptoms (e.g., fever patterns, dehydration signs, wound care basics)
- Information sessions about urgent care availability and “what to expect” in pricing and diagnostics
- Referral engagement with local leaders for walk-in support
2) WhatsApp-based patient workflow
A simple WhatsApp-based appointment and results update workflow will be used for repeat patients. This channel supports patient continuity and improves adherence to follow-up instructions, especially after wound care or medication review.
Operationally, WhatsApp will be used for:
- Communication of results where appropriate and in line with clinic documentation processes
- Reminders and instructions for re-checks
- Clarification of treatment plans and return guidance
This approach also supports employer-linked follow-up when patients need re-checks.
3) Local Facebook and WhatsApp ads
The clinic will use local Facebook and WhatsApp ads targeting Lusaka neighborhoods, focusing on messages that emphasize:
- Same-day urgent care
- Tests on-site
- Clear pricing and fast triage
The marketing creative and targeting will be tied to the urgent care service menu and the clinics’ operational promise. Marketing is designed not only to attract first-time visits but also to increase the proportion of visits requiring diagnostics and procedures that the clinic can perform on-site.
4) Employer partnerships and security company referrals
The clinic’s second growth engine is employer partnerships with small employers and security companies. The objective is to provide fast access for staff while building predictable clinic volume.
Employer partnership execution will include:
- A quick onboarding process for staff referral
- Billing clarity and receipt documentation
- Communication protocols for when employees require urgent care and when re-check is needed
Sales strategy: turning demand into visits
The clinic’s “sales” process is inherently patient-facing. In healthcare, sales must be handled as informed choice rather than pressure. Lusaka RapidCare’s sales approach is:
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Fast triage to reduce patient drop-off
- Patients can see that the clinic is organized and responsive
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Transparent consultation and test pricing
- Before tests, the clinic confirms charges for consultation and any indicated diagnostics
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Clinician-led recommendations for diagnostics
- Patients are not “sold” diagnostics; they are guided clinically to tests that help decisions
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Receipts and documentation that improve trust
- Patients and employers receive same-day billing receipts that support clarity and future reference
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Re-check add-on alignment
- Patients who need wound care progress checks are guided to schedule re-checks, billed as minor procedure visit add-on at ZMW 150
Pricing communication and patient trust
Lusaka RapidCare uses a clear service menu approach. Pricing is communicated before procedures. The consultation fee and test/procedure add-ons are explained so patients can make informed choices. This is essential in Zambia where healthcare spending decisions often involve financial constraints and family involvement.
The clinic’s staff will be trained to explain:
- What the consultation covers
- Why a test is recommended based on symptoms
- What a patient can expect in terms of turnaround time
- What the add-on charge represents
Marketing budget and model consistency
The financial model includes marketing and sales expense within operating expenses. For investor readiness and consistency, the projected marketing and sales costs are part of the annual cost structure rather than independent marketing targets. In the model, marketing and sales are:
- Year 1: ZMW 72,000
- Year 2: ZMW 76,320
- Year 3: ZMW 80,899
- Year 4: ZMW 85,753
- Year 5: ZMW 90,898
These expenses are consistent with a practical marketing plan that supports early awareness without undermining operational stability. This ensures spending aligns with ramp-up volumes and revenue growth.
Key performance indicators (KPIs)
The clinic’s KPIs will track both lead generation and clinical-to-revenue conversion:
- Walk-in conversion rate (walk-ins to paying visits)
- Average revenue per visit (blended across consultation and add-ons)
- Diagnostic utilization rates (e.g., proportion of consultations with basic malaria test or FBC)
- Wound care procedure incidence (fraction requiring stitches)
- Re-check conversion (share of patients returning for minor procedure add-on)
- Triage speed (time from arrival to clinical assessment)
- Stock-out rates for consumables and lab supplies
Employer partnership performance will also be tracked through:
- Number of partner employers active
- Monthly referred patient volume
- Re-check completion rate among referred patients
Customer retention and repeat visits
Urgent care typically includes both one-off episodes and repeat episodes. The clinic’s retention strategy includes:
- WhatsApp-based results updates and instructions
- Clear follow-up planning
- Employer partnership follow-through when staff need additional visits
Wound care and re-check workflows are especially important because they create natural repeat transactions with clear clinical necessity.
Operations Plan
Operational design principles
Lusaka RapidCare’s operations plan is built around speed, reliability, and safety. The clinic’s operational design aims to ensure same-day care while maintaining clinical safety and high-quality diagnostics.
Core operational principles include:
- Standardized patient flow from triage to clinician assessment
- Structured diagnostic pathways for common acute conditions
- Laboratory test quality control and correct reporting
- Inventory management to avoid expiry and stock-outs
- Billing discipline for transparent patient costs and cash collection
Clinic layout and service flow
The clinic will be organized to minimize patient movement and waiting. A practical layout supports:
- Reception and registration
- Triage area
- Clinical consultation rooms
- On-site diagnostics work area for malaria testing and blood count processing
- Procedure area for wound care/stitches preparation and sterilization workflows
- Billing and pharmacy/supplies workflow supporting immediate dispensing when required
X-ray access will be coordinated through the approved shared arrangement setup, ensuring protective gear and arrangements are in place.
Staffing plan and role responsibilities
The clinic staffing plan includes clinical leadership and operational roles to support same-day service delivery.
Key roles include:
- Morgan Kim (Clinical Coordinator, RN): triage routing and infection control
- Reese Johansson (Medical Officer, MBChB): outpatient acute care supervision and treatment protocols
- Casey Brooks (Laboratory Technologist): point-of-care testing and test quality
- Blake Morgan (Operations & Procurement): procurement and inventory control, stock tracking
- Jordan Ramirez (Patient Services & Billing): billing clarity, receipting, and patient documentation
- Quinn Dubois (Pharmacy & Supplies Lead): pharmacy stock and cold chain discipline where needed
- Riley Thompson (Marketing & Community Partnerships): community outreach and employer partnership programs
This structure ensures that no single bottleneck dominates operations. For example, laboratory processing is handled by a dedicated technologist role, while inventory control is managed by operations and pharmacy leads.
Standard operating procedures (SOPs)
Lusaka RapidCare will use SOPs for triage, diagnostics, procedure preparation, patient follow-up, and billing. Examples include:
SOP 1: Triage and escalation
- Assess symptoms and vital signs
- Identify red flag conditions requiring immediate clinician escalation
- Document triage notes for continuity
SOP 2: Malaria testing pathway
- Determine clinical indication for malaria testing
- Execute test using correct handling and timing
- Communicate results and support treatment decisions
SOP 3: Full blood count (FBC)
- Collect sample per protocol
- Ensure processing steps follow quality requirements
- Validate reporting and document results
SOP 4: Wound care and stitches
- Evaluate wound depth and treatment needs
- Prepare sterilization steps and procedural instruments
- Provide wound care instructions and schedule re-check when needed
SOP 5: Billing and receipting
- Confirm consultation fee and add-on charges before tests
- Issue receipts same-day
- Maintain billing records aligned to patient follow-up
SOP 6: Results updates via WhatsApp
- Use standardized messaging templates
- Ensure results are consistent with clinical records
- Provide clear next steps
Diagnostic and treatment turnaround targets
The clinic’s operational differentiation is fast turnaround. While exact minute targets are not specified in the financial model, the clinic’s processes are designed around:
- Triage within minutes
- On-site diagnostics coordination to avoid referral delays
- Same-day billing receipts and patient clarity
These operational targets support walk-in experience and employer satisfaction.
Inventory and supplies management
Inventory control is central to maintaining gross margin and ensuring service continuity. The roles of Blake Morgan and Quinn Dubois ensure:
- Stock tracking and reorder discipline
- Expiry monitoring to reduce waste
- Maintenance of medical supplies and pharmacy stock sufficient for ramp-up
The startup funding includes ZMW 60,000 for initial medical supplies and pharmacy stock, supporting early service capability before revenue stabilizes.
Quality control and compliance
Medical services require compliance with licensing requirements and safety practices. Operational quality is maintained through:
- Infection control protocols and sterilization routines
- Laboratory test quality assurance by the laboratory technologist
- Clinician-led treatment protocols supervised by the medical officer and guided by clinical coordination
Insurance is included in operating cost projections, supporting risk management.
Technology and systems
Lusaka RapidCare will deploy basic clinic management technology including:
- Computers/POS + printer + connectivity setup (included in startup funding)
- Phone/internet subscriptions for operations, communication, and WhatsApp workflow
The goal is to keep operational recordkeeping efficient and billing accurate.
Facility and cost structure integration
The operations plan aligns with the model’s operating costs. The financial model includes the following annual operating cost components:
- Total OpEx:
- Year 1: ZMW 2,244,000
- Year 2: ZMW 2,378,640
- Year 3: ZMW 2,521,358
- Year 4: ZMW 2,672,640
- Year 5: ZMW 2,832,998
This OpEx includes salaries and wages, rent and utilities, marketing, insurance, professional fees, administration, and other operating costs. Depreciation and interest are shown separately in the P&L.
Operationally, the clinic’s design ensures cost categories remain stable relative to revenue growth and service utilization improvements.
Management & Organization
Management structure overview
Lusaka RapidCare Urgent Clinic uses a management structure that integrates founder-led business operations with clinically led care and technical diagnostic execution. The organization is designed for execution speed and standardization—both essential in urgent care settings where delays and errors can impact patient outcomes and brand trust.
Founder and executive leadership
Avery Ahmed — Founder and Managing Director
Avery Ahmed is the founder and managing director. He/she/they (as stated by the founder’s framing) provides leadership for healthcare operations and retail finance controls. The founder brings 12 years of healthcare operations and retail finance experience, specifically including managing clinic cash operations, supplier contracting, and appointment workflows, with a focus on cost control and speed.
In the clinic’s operating context, Avery’s responsibilities include:
- Overall operational governance
- Procurement strategy oversight (through operations coordination)
- Cash operations discipline and monitoring
- Strategic partnerships and expansion readiness
Clinical leadership and technical staff
Morgan Kim — Clinical Coordinator (RN)
Morgan Kim serves as Clinical Coordinator (RN) with 9 years in medical wards and triage. Morgan leads urgent patient routing and infection control. Morgan’s key responsibilities include:
- Enforcing infection prevention practices
- Ensuring triage routing aligns with clinical urgency categories
- Supporting standardized clinical pathways
Reese Johansson — Medical Officer (MBChB)
Reese Johansson is the Medical Officer with 6 years of outpatient acute care experience and supervision of treatment protocols for common infections. Reese’s responsibilities include:
- Clinician-led treatment supervision
- Management of treatment protocols for acute conditions
- Ensuring clinical documentation and patient instructions are consistent
Casey Brooks — Laboratory Technologist
Casey Brooks is the laboratory technologist with 7 years running point-of-care testing and ensuring correct reporting. Casey’s key responsibilities include:
- Test quality and correct reporting
- Adherence to lab handling workflows
- Ensuring diagnostic pathways are completed in a timely manner
Operations, procurement, pharmacy, and billing
Blake Morgan — Operations & Procurement
Blake Morgan manages operations and procurement with 8 years in procurement and inventory control, including stock tracking to prevent expiry and stock-outs. Blake’s responsibilities include:
- Procurement planning and supplier management
- Inventory control and reorder cycles
- Monitoring stock levels and expiry tracking
Jordan Ramirez — Patient Services & Billing
Jordan Ramirez handles patient services and billing with 5 years experience in medical billing. Jordan ensures:
- Billing clarity and transparent patient costs
- Claims-ready receipting processes
- Accurate billing documentation supporting patient trust and employer partnerships
Quinn Dubois — Pharmacy & Supplies Lead
Quinn Dubois is responsible for pharmacy and supplies with 6 years managing pharmacy stock and cold chain discipline where needed. Quinn’s responsibilities include:
- Pharmacy stock management
- Cold chain compliance when required
- Maintenance of starter and replenishment inventory
Marketing and community partnership leadership
Riley Thompson — Marketing & Community Partnerships
Riley Thompson manages marketing and community partnerships with 7 years experience running community health outreach and employer partnership programs. Responsibilities include:
- Weekly outreach with community leaders and faith-based groups
- Managing WhatsApp and Facebook/WhatsApp ad campaigns
- Employer partnership development and management
Organization scalability
The organization is designed to scale by replicating roles and workflows. As additional sites open in Lusaka, the clinic’s model supports standardization of:
- Triaging protocols and routing
- Billing and receipting standards
- Diagnostic pathways and test handling workflows
- Procurement and pharmacy stock discipline
The management team’s processes are structured so future site managers can be trained using existing SOPs and role descriptions.
Financial Plan
Financial planning approach and assumptions
The financial plan presents a five-year projection for Lusaka RapidCare Urgent Clinic using the authoritative financial model. The model assumes:
- Gross margin of 65.0% each year
- COGS at 35.0% of revenue each year
- Revenue growth driven by patient volume expansion and diagnostic utilization improvements
- Operating expenses structured to maintain disciplined cost control
- A single-site model with depreciation and interest reflected separately in P&L
- Capex occurs upfront in Year 1 only, consistent with the startup plan
Importantly, the model is consistent across sections: all revenue, costs, profit figures, cash flow numbers, and ratios come from the same authoritative dataset.
Key five-year P&L summary (from the model)
The following table reproduces Year 1 / Year 2 / Year 3 summary metrics and includes the required P&L-style figures.
Projected Profit and Loss (Summary)
| Metric | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Revenue | ZMW 4,680,000 | ZMW 5,382,000 | ZMW 6,027,840 |
| Gross Profit | ZMW 3,042,000 | ZMW 3,498,300 | ZMW 3,918,096 |
| EBITDA | ZMW 798,000 | ZMW 1,119,660 | ZMW 1,396,738 |
| Net Income | ZMW 516,338 | ZMW 762,645 | ZMW 975,516 |
| Closing Cash | ZMW 639,138 | ZMW 1,352,483 | ZMW 2,281,506 |
Revenue breakdown by service line
The model defines revenue by service category. In each year, total revenue is the sum of these service lines:
- Urgent care consultation (ZMW 250 per visit)
- Basic malaria test (ZMW 300 per test)
- Full blood count (ZMW 450 per test)
- Chest X-ray (ZMW 1,000 per X-ray, if indicated)
- Wound care/stitches (ZMW 2,000 per average package)
- Minor procedure visit add-on (ZMW 150 per re-check/medication review)
Revenue is projected to grow from ZMW 4,680,000 in Year 1 to ZMW 7,227,380 in Year 5.
Cost structure and margins
The clinic’s unit economics are anchored by the assumption of COGS at 35.0% of revenue, resulting in gross margin of 65.0%. This assumption is applied consistently across all projected years.
Operating expense structure includes:
- Salaries and wages
- Rent and utilities
- Marketing and sales
- Insurance
- Professional fees
- Administration
- Other operating costs
Depreciation and interest are accounted for in P&L, with depreciation fixed at ZMW 75,800 annually and interest declining over time per the model.
Break-even analysis (model-based)
The model reports:
- Y1 Fixed Costs (OpEx + Depn + Interest): ZMW 2,353,550
- Y1 Gross Margin: 65.0%
- Break-Even Revenue (annual): ZMW 3,620,846
- Break-Even Timing: Month 1 (within Year 1)
This indicates that the clinic’s early revenue ramp supports reaching break-even quickly within Year 1, assuming operational delivery aligns with the projected revenue mix.
Projected cash flow (5-year)
The cash flow model provides Operating Cash Flow, capex, financing cash flow, net cash flow, and closing cash. The plan must include the required headings and categories for the projected cash flow table.
Projected Cash Flow (5 Years)
| Category | Cash from Operations | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|---|
| Cash Sales | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| Cash from Receivables | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| Subtotal Cash from Operations | ZMW 358,138 | ZMW 803,345 | ZMW 1,019,024 | ZMW 1,206,635 | ZMW 1,382,649 | |
| Additional Cash Received | ||||||
| Sales Tax / VAT Received | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| New Current Borrowing | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| New Long-term Liabilities | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| New Investment Received | ZMW 660,000 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| Subtotal Additional Cash Received | ZMW 660,000 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| Total Cash Inflow | ZMW 1,018,138 | ZMW 803,345 | ZMW 1,019,024 | ZMW 1,206,635 | ZMW 1,382,649 | |
| Expenditures from Operations | ||||||
| Cash Spending | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| Bill Payments | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| Subtotal Expenditures from Operations | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| Additional Cash Spent | ||||||
| Sales Tax / VAT Paid Out | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| Purchase of Long-term Assets | -ZMW 379,000 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| Dividends | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| Subtotal Additional Cash Spent | -ZMW 379,000 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| Total Cash Outflow | -ZMW 379,000 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | |
| Net Cash Flow | ZMW 639,138 | ZMW 713,345 | ZMW 929,024 | ZMW 1,116,635 | ZMW 1,292,649 | |
| Ending Cash Balance (Cumulative) | ZMW 639,138 | ZMW 1,352,483 | ZMW 2,281,506 | ZMW 3,398,141 | ZMW 4,690,790 |
Note on the cash flow table: the model’s cash flow outputs (Operating CF, capex outflow, financing CF, and net cash flow) determine the cumulative ending cash. The category breakdown columns not separately specified in the model are shown as ZMW 0 to keep the table consistent with the model’s totals.
Projected Profit and Loss (full structure)
The plan also includes a structured Projected Profit and Loss table with required category headings. The authoritative model provides aggregate totals rather than each listed line-item in that exact format. To maintain strict consistency with the model, the table provides the lines that the model supports directly and expresses the remaining categories as Other Expenses where needed, without changing totals.
Projected Profit and Loss (5 Years — structured to required categories using model totals)
| Category | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Sales | ZMW 4,680,000 | ZMW 5,382,000 | ZMW 6,027,840 | ZMW 6,630,624 | ZMW 7,227,380 |
| Direct Cost of Sales | ZMW 1,638,000 | ZMW 1,883,700 | ZMW 2,109,744 | ZMW 2,320,718 | ZMW 2,529,583 |
| Other Production Expenses | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Total Cost of Sales | ZMW 1,638,000 | ZMW 1,883,700 | ZMW 2,109,744 | ZMW 2,320,718 | ZMW 2,529,583 |
| Gross Margin | ZMW 3,042,000 | ZMW 3,498,300 | ZMW 3,918,096 | ZMW 4,309,906 | ZMW 4,697,797 |
| Gross Margin % | 65.0% | 65.0% | 65.0% | 65.0% | 65.0% |
| Payroll | ZMW 1,080,000 | ZMW 1,144,800 | ZMW 1,213,488 | ZMW 1,286,297 | ZMW 1,363,475 |
| Sales & Marketing | ZMW 72,000 | ZMW 76,320 | ZMW 80,899 | ZMW 85,753 | ZMW 90,898 |
| Depreciation | ZMW 75,800 | ZMW 75,800 | ZMW 75,800 | ZMW 75,800 | ZMW 75,800 |
| Leased Equipment | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Utilities | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Insurance | ZMW 36,000 | ZMW 38,160 | ZMW 40,450 | ZMW 42,877 | ZMW 45,449 |
| Rent | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Payroll Taxes | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Other Expenses | ZMW 749,200 | ZMW 1,043,560 | ZMW 1,191,721 | ZMW 1,182,913 | ZMW 1,258,876 |
| Total Operating Expenses | ZMW 2,244,000 | ZMW 2,378,640 | ZMW 2,521,358 | ZMW 2,672,640 | ZMW 2,832,998 |
| Profit Before Interest & Taxes (EBIT) | ZMW 722,200 | ZMW 1,043,860 | ZMW 1,320,938 | ZMW 1,561,466 | ZMW 1,788,999 |
| EBITDA | ZMW 798,000 | ZMW 1,119,660 | ZMW 1,396,738 | ZMW 1,637,266 | ZMW 1,864,799 |
| Interest Expense | ZMW 33,750 | ZMW 27,000 | ZMW 20,250 | ZMW 13,500 | ZMW 6,750 |
| Taxes Incurred | ZMW 172,113 | ZMW 254,215 | ZMW 325,172 | ZMW 386,991 | ZMW 445,562 |
| Net Profit | ZMW 516,338 | ZMW 762,645 | ZMW 975,516 | ZMW 1,160,974 | ZMW 1,336,687 |
| Net Profit / Sales % | 11.0% | 14.2% | 16.2% | 17.5% | 18.5% |
This table uses the model’s Total Operating Expenses and P&L lines for EBIT, EBITDA, interest, taxes, and net profit. Where the required template asks for utilities and rent separately, the model’s integrated “rent and utilities” is captured within Other Expenses to maintain strict consistency with the model totals.
Projected Balance Sheet (5 years)
The authoritative model provides cash and financing structure in cash flow and funding, but does not provide a full balance sheet breakout by accounts receivable, inventory, and payables in the exact template. To comply with the required table headings while keeping strict consistency, the plan uses the model’s cash at year-end as the balance sheet cash value, and uses ZMW 0 for unprovided line items, except for liabilities and equity which are represented at a summary level consistent with the funding and closing cash.
Projected Balance Sheet (template-compliant structure, model-consistent where data is available)
| Category | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Assets | |||||
| Cash | ZMW 639,138 | ZMW 1,352,483 | ZMW 2,281,506 | ZMW 3,398,141 | ZMW 4,690,790 |
| Accounts Receivable | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Inventory | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Other Current Assets | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Total Current Assets | ZMW 639,138 | ZMW 1,352,483 | ZMW 2,281,506 | ZMW 3,398,141 | ZMW 4,690,790 |
| Property, Plant & Equipment | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Total Long-term Assets | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Total Assets | ZMW 639,138 | ZMW 1,352,483 | ZMW 2,281,506 | ZMW 3,398,141 | ZMW 4,690,790 |
| Liabilities and Equity | |||||
| Accounts Payable | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Current Borrowing | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Other Current Liabilities | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Total Current Liabilities | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Long-term Liabilities | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Total Liabilities | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 | ZMW 0 |
| Owner’s Equity | ZMW 639,138 | ZMW 1,352,483 | ZMW 2,281,506 | ZMW 3,398,141 | ZMW 4,690,790 |
| Total Liabilities & Equity | ZMW 639,138 | ZMW 1,352,483 | ZMW 2,281,506 | ZMW 3,398,141 | ZMW 4,690,790 |
This balance sheet template is a structural representation based on available model outputs. The model does not specify accounts receivable, inventory, accounts payable, and property plant equipment values in a line-item format; therefore they are set to ZMW 0 to preserve internal consistency with the provided model.
Funding alignment and repayment capacity
The model includes a DSCR figure, indicating repayment capacity for debt. DSCR values are:
- Year 1: 6.45
- Year 2: 9.57
- Year 3: 12.67
- Year 4: 15.82
- Year 5: 19.27
These figures suggest strong debt service coverage through rising EBITDA and improving profitability.
Funding Request
Amount requested and structure
Lusaka RapidCare Urgent Clinic is requesting ZMW 750,000 total funding. The funding structure is:
- Equity capital: ZMW 300,000
- Debt principal: ZMW 450,000
- Total funding: ZMW 750,000
The model reflects debt as 7.5% over 5 years. This combination supports clinical readiness and early working capital stability.
Use of funds (as specified in the model)
Funding will be allocated according to the model’s use-of-funds plan:
- Facility deposit (rent): ZMW 24,000
- Renovation and signage: ZMW 40,000
- Clinical equipment (exam beds, sterilization items, basic instruments): ZMW 125,000
- Diagnostics equipment (lab bench essentials + test storage): ZMW 65,000
- X-ray access setup (shared arrangement deposit + protective gear): ZMW 35,000
- Computers/POS + printer + connectivity setup: ZMW 18,000
- Initial medical supplies and pharmacy stock (starter): ZMW 60,000
- Licensing, registrations, and legal setup: ZMW 12,000
- Working capital reserve for 6 months operating costs: ZMW 1,170,000
Implementation timeline and cash protection logic
The clinic’s opening plan is designed around a ramp in patient capacity while protecting cash. The working capital reserve ensures the clinic can sustain staffing, supply replenishment, and operational payments during early months while patient volumes rise.
What funding enables operationally
This funding package enables:
- Immediate capability to provide consultation and on-site diagnostics
- Clinical safety readiness with sterilization and basic procedure instruments
- Diagnostic continuity through lab equipment and starter supplies
- Billing and communication systems via POS/connectivity
- Reduced risk of early cash stress via the six-month working capital reserve
Investor impact and expected performance
Based on the financial model, the clinic reaches break-even within Month 1 (within Year 1) with Break-Even Revenue (annual): ZMW 3,620,846. This early stability supports continued operations and revenue growth, leading to Year 1 revenue of ZMW 4,680,000 and Year 1 net income of ZMW 516,338. Strong cash generation is reflected in Net Cash Flow of ZMW 639,138 in Year 1, and cash increases to ZMW 4,690,790 by Year 5.
Appendix / Supporting Information
A. Service menu and fee schedule (for transparency)
Below is the standardized service pricing used by Lusaka RapidCare Urgent Clinic, consistent with the model’s revenue assumptions:
- Urgent care consultation: ZMW 250
- Basic malaria test (RDT/microscopy panel): ZMW 300
- Full blood count: ZMW 450
- Chest X-ray (if indicated): ZMW 1,000
- Wound care/stitches (average package): ZMW 2,000
- Minor procedure visit add-on (re-check/medication review): ZMW 150
B. Revenue generation logic (how the model maps to services)
The model’s revenue lines tie directly to clinical decisions and service delivery:
- Consultation fees generate the base revenue from patient visits.
- Malaria testing and full blood count capture diagnostic utilization for fever and infection scenarios.
- Chest X-ray revenue captures imaging utilization when respiratory symptom presentation indicates it.
- Wound care/stitches revenue captures procedural incidence.
- Minor procedure add-on revenue captures re-checks and medication reviews.
Revenue increases across years when patient volume increases and when diagnostic/procedure utilization remains consistent or improves due to standardized pathways.
C. Startup expenditure coverage
The following items are funded in accordance with the authoritative model’s use of funds:
- Facility deposit, renovation and signage
- Clinical equipment and diagnostics equipment
- X-ray access setup via shared arrangement deposit and protective gear
- POS and connectivity setup
- Initial medical supplies and pharmacy stock
- Licensing, registrations, and legal setup
- Working capital reserve for six months
D. Team roles and responsibilities (as included in the plan)
- Avery Ahmed — Founder and Managing Director
- Morgan Kim — Clinical Coordinator (RN)
- Reese Johansson — Medical Officer (MBChB)
- Casey Brooks — Laboratory Technologist
- Blake Morgan — Operations & Procurement
- Jordan Ramirez — Patient Services & Billing
- Quinn Dubois — Pharmacy & Supplies Lead
- Riley Thompson — Marketing & Community Partnerships
E. Financial model outputs (key reference points)
The following financial model outcomes provide quick investor reference:
- Year 1 Revenue: ZMW 4,680,000
- Year 1 Gross Profit: ZMW 3,042,000
- Year 1 EBITDA: ZMW 798,000
- Year 1 Net Income: ZMW 516,338
- Year 1 Operating Cash Flow: ZMW 358,138
- Year 1 Capex Outflow: -ZMW 379,000
- Year 1 Net Cash Flow: ZMW 639,138
- Year 1 Closing Cash: ZMW 639,138
F. Five-year financial trajectory (high-level)
The model shows revenue growth and improving profitability:
- Year 2 Revenue: ZMW 5,382,000; Net Income: ZMW 762,645; Closing Cash: ZMW 1,352,483
- Year 3 Revenue: ZMW 6,027,840; Net Income: ZMW 975,516; Closing Cash: ZMW 2,281,506
- Year 4 Revenue: ZMW 6,630,624; Net Income: ZMW 1,160,974; Closing Cash: ZMW 3,398,141
- Year 5 Revenue: ZMW 7,227,380; Net Income: ZMW 1,336,687; Closing Cash: ZMW 4,690,790
G. Assumed gross margin and cost discipline
- Gross margin: 65.0% each year
- COGS: 35.0% of revenue each year
- Operating expense framework remains controlled, enabling EBITDA margin improvement from 17.1% (Year 1) to 25.8% (Year 5) as revenue rises and fixed-cost effects improve.
H. Break-even reference
- Break-Even Revenue (annual): ZMW 3,620,846
- Break-Even Timing: Month 1 (within Year 1)
I. DSCR reference
- DSCR Year 1: 6.45
- DSCR Year 2: 9.57
- DSCR Year 3: 12.67
- DSCR Year 4: 15.82
- DSCR Year 5: 19.27
These DSCR values support lender confidence in debt service capacity under the modeled operating conditions.
J. Closing statement
Lusaka RapidCare Urgent Clinic is structured as a clinician-led urgent care provider that solves a practical patient problem in Zambia: fast access to assessment and diagnostics for common acute illnesses and minor injuries. The plan’s operational systems and standardized service menu convert patient demand into predictable revenue streams, while disciplined cost management and strong gross margin support profitability. With ZMW 750,000 in funding and the model’s projected break-even within Year 1, the clinic is positioned to deliver a credible return profile, generate improving cash balances, and create a repeatable foundation for future expansion across Lusaka.