Premium Higher Education Campus
Amez University
Luxurious campus. Mid-market fees. Globally benchmarked qualifications.
Section 01
Shareholding & Ownership
Amez University is founder-led with a clean, concentrated capitalisation table. A majority stake anchors long-term direction, while a defined minority tranche is reserved to bring strategic investors on board.
Shareholders
Aakib Ashad
Founder & Primary Shareholder
75%Investor Seat
Open Allocation
AvailableInvestor Seat
Open Allocation
AvailableInvestor Seat
Open Allocation
AvailableInvestor Seat
Open Allocation
AvailableEquity Split
Aakib Ashad
Founder and controlling shareholder holding a 75% equity stake. Retains majority board control, final approval on strategic direction, capital allocation and senior appointments.
Open for Investors
A 25% equity tranche is open to strategic and financial investors - offered as ordinary shares with pro-rata dividend rights, information rights and a board-observer seat above a defined threshold.
| Shareholder | Role | Equity | Share Class | Status |
|---|---|---|---|---|
| Aakib Ashad | Founder & Primary Shareholder | 75% | Ordinary - Founder | Held |
| Open Investor Allocation | Reserved for Strategic Investors | 25% | Ordinary - Investor | Available |
Investor tranche.
Section 02
Executive Summary
Amez University is a premium private higher-education campus offering Certificate, Diploma and Higher National Diploma qualifications across five faculties and 75 programmes, delivered in a 4,000 sq ft luxury campus with a maximum of 20 students per class - priced squarely in the mid-market band, not above it.
Vision
To be Sri Lanka's most respected premium campus for technology and business education - the institute parents choose when outcome matters more than price.
Mission
Deliver globally benchmarked, practitioner-led qualifications in small cohorts, inside a campus environment that raises the student's own standard of what professional life looks like.
A Diploma at Amez costs LKR 250,000–280,000 - exactly what a mid-market institute charges for a crowded 40-seat classroom taught by a fresh graduate. For the identical fee, our student gets a boutique-hotel campus, a class of twenty, a practitioner lecturer who still does the work, and a weekly one-to-one clinic hour. The price is not the differentiator. What the price buys is.
01 · Value
Luxurious campus, practitioner faculty and twenty-seat classes - at the same fee an ordinary mid-market institute charges.
02 · Scarcity
Twenty seats. Never twenty-one. Capacity is the product, and waiting lists are a feature, not a failure.
03 · Environment
Boutique-hotel finish throughout - stone, brass, warm timber, acoustic comfort, full climate control.
04 · Practitioners
Every module is taught by someone who still does the work: SOC analysts, ML engineers, CFOs, network architects.
05 · Portability
Credit loads mapped to RQF and ECTS so a Diploma here converts into a top-up year abroad.
06 · Outcome
A dedicated Placement & Industry Liaison Office with a published graduate employment target of 80% within six months.
Headline economics.
Section 03
Competitive Position
| Dimension | Budget institutes | Mid-market | Amez University |
|---|---|---|---|
| Class size | 50–80 | 30–45 | 20 (hard cap) |
| Interior standard | Basic partitions | Functional, fluorescent | Boutique-hotel grade |
| Faculty | Fresh graduates | Mixed | Industry practitioners only |
| Diploma fee (12 months) | LKR 90k–150k | LKR 200k–300k | LKR 250k–280k |
| HND fee (24 months) | LKR 300k–450k | LKR 550k–750k | LKR 600k–680k |
| Student : staff ratio | 1:60+ | 1:40 | 1:20 |
| Career service | None | Job board | Dedicated placement office |
| Value delivered per rupee | Low | Standard | Premium at standard price |
On every dimension that affects the student, Amez matches or beats the premium institutes - and on the fee row, it matches the mid-market ones. A prospective student does not need to be persuaded that the campus is better; they need only be told it costs the same.
Section 04
Regulatory & Accreditation Framework
A premium fee demands premium legitimacy. Accreditation is not paperwork - it is the single largest driver of price tolerance.
| Layer | Body / Instrument | What it unlocks | Indicative timeline |
|---|---|---|---|
| Corporate | Company registration (Registrar of Companies), BOI/local council trade licence | Legal operation, bank facilities, lease execution | Month 0–1 |
| Vocational | TVEC registration & NVQ course accreditation (Tertiary & Vocational Education Commission) | Nationally recognised Certificate/Diploma awards; access to student loan schemes | Month 1–5 |
| Higher education | Ministry of Education / UGC notification for non-state higher education provision | Legitimacy for HND-level awards; degree-pathway credibility | Month 2–8 |
| International awarding | Centre approval with a UK awarding organisation (e.g. Pearson BTEC, NCC Education, ATHE, or equivalent) | Dual certification, the USD University Fee, and top-up articulation | Month 3–9 |
| Professional | Academy partnerships - Cisco Networking Academy, AWS Academy, Microsoft Learn for Educators, EC-Council, CompTIA, Google Cloud | Embedded vendor certification at no extra faculty cost | Month 2–6 |
| Articulation | MoUs with 2–3 foreign universities (UK / Australia / Malaysia) for final-year top-up | “Study 2 years here, 1 year abroad” - the strongest single sales message | Month 6–14 |
| Compliance | Fire safety certificate, building occupancy certificate, PDPA (Act No. 9 of 2022) data-protection registration | Insurability, parental confidence, legal safety | Month 3–6 |
Sequencing note.
Section 05
Academic Credit & Hours Model
Every programme is built on a single, auditable hours framework that satisfies UGC/SLQF conventions and maps cleanly onto UK RQF and European ECTS.
Conversion rules applied
- UGC / SLQF: 1 credit = 15 hours of lectures, or 30–45 hours of laboratory / practical / fieldwork, or 45–60 hours of independent study. Notional learning hours per credit ≈ 50.
- UK RQF (Ofqual): 1 credit = 10 hours Total Qualification Time (TQT). Guided Learning Hours (GLH) ≈ 40% of TQT.
- ECTS (Bologna): 1 ECTS = 25–30 notional hours.
- Delivery split applied at Amez: 40% contact (lecture + lab), 25% supervised practical/assessment, 35% guided independent study.
| Level | SLQF | RQF | Duration | SLQF Credits | RQF Credits | ECTS | Notional Hrs | Contact Hrs | Lab Hrs |
|---|---|---|---|---|---|---|---|---|---|
| Certificate | SLQF 2 | Level 3 | 6 months | 15 | 60 | 30 | 750 | 225 | 450 |
| Diploma | SLQF 3 | Level 4 (HNC equiv.) | 12 months | 30 | 120 | 60 | 1500 | 450 | 900 |
| Higher National Diploma | SLQF 4 | Level 5 (HND) | 12 months (After SQLF 3) | 120 | 240 | 120 | 3,000 | 900 | 1800 |
Weekly load by level
| Level | Teaching weeks | Contact hrs/week | Sessions per week | Typical stream | Modules |
|---|---|---|---|---|---|
| Certificate | 24 | 12 | 2 × 6 hrs | Weekend | 6 |
| Diploma | 48 | 24 | 8 × 6 hrs | Day, evening (Weekdays) | 12 |
| HND | 48 | 24 | 8 × 6 hrs | Day, evening (Weekdays) | 12 |
Assessment architecture (all levels)
Continuous · 40%
Lab books, weekly practicals, module quizzes, participation. Recorded in the LMS, visible to students in real time.
Coursework · 30%
Assignments, case studies, group projects with an industry brief. Turnitin-checked.
Final · 30%
Written examination and/or capstone defence before a panel including one external industry assessor.
Pass mark 40%; Merit 60%; Distinction 70%. Two re-sit opportunities per module, chargeable at LKR 3,000 per re-sit.
Section 06
Programme Portfolio - 43 Courses
Three faculties - Computing, Management and Language & Communication - plus a set of Common Certificates open to every student. Each pathway is a ladder: Certificate → Diploma → HND.
AI, cloud, networking, data, cyber security and software engineering - Certificates laddered into Diplomas and HNDs.
AI & ML Fundamentals
LKR 55,000
Machine Learning & Data Science
LKR 300,000
Computer Vision & Image AI
LKR 300,000
Artificial Intelligence & Data Engineering
LKR 350,000
Robotics & Smart Devices (AI Systems)
LKR 350,000
Cloud Fundamentals (AWS & Azure)
LKR 45,000
Cloud & Automation Engineering (DevOps)
LKR 300,000
Cloud Solutions Architecture
LKR 350,000
Computer Hardware & Network Essentials
LKR 40,000
Network Engineering & Security
LKR 300,000
Data Foundations & Analytics (SQL + Python Basics)
LKR 55,000
Database Administration & Design
LKR 300,000
Database Systems & Data Engineering
LKR 350,000
Cyber Security Operations (Offense + Defense Basics)
LKR 55,000
Ethical Hacking & Security Testing
LKR 300,000
Cyber Security Testing & Hacking Defense
LKR 350,000
Information & Communication Technology
LKR 65,000
Software Engineering
LKR 300,000
Business Information Systems
LKR 300,000
Computing (Software Engineering pathway)
LKR 350,000
Information Systems Management
LKR 350,000
Quantum Computing Fundamentals
LKR 65,000
Section 07
Fee Structure & Payment Plans
A dual-currency model: a Course Fee in LKR for Phase 1, with a University Fee in USD introduced in Phase 2 once the foreign awarding-body partnership is live.
6 months
Certificate
LKR 30,000 – 65,000
+ USD 60 University FeePHASE 2
12 months
Diploma
LKR 220,000 – 320,000
+ USD 120 University FeePHASE 2
12 months
Higher National Diploma
LKR 250,000 – 375,000
+ USD 250 – 300 University FeePHASE 2
Phase 1: programmes are delivered under local TVEC/NVQ accreditation, so only the LKR Course Fee applies.
Phase 2: once the foreign awarding-body partnership is in place, the USD University Fee is introduced - covering international registration, external moderation and digital credentialing.
Payment plans
| Plan | Structure | Adjustment | Who it suits |
|---|---|---|---|
| Full settlement | 100% at registration | 5% discount | Sponsored / parent-funded |
| Semester plan | 2 instalments per year | 2% discount | Default plan |
| Monthly plan | 25% + equal monthly instalments | List price | Working professionals |
| Corporate sponsorship | Invoiced to employer, 3+ seats | 8% discount | B2B upskilling |
| Amez Merit Scholarship | Top 5% by entrance assessment | 25–50% waiver | Brand-building |
| Progression bursary | Certificate → Diploma → HND | 10% waiver | Retention engine |
Discount discipline.
Section 08
Campus Experience - Front Desk to Lab
The interior is not decoration; it is the proof of the price. Every zone is designed as a sequence of deliberate impressions.
The arrival sequence
| Zone | Design intent | Signature elements |
|---|---|---|
| Entrance & threshold | Cross from street noise into calm. | Frameless glass with sandblasted crest, brushed brass push bar, scent diffuser |
| Reception & crest wall | One unmistakable brand moment. | Backlit fluted-timber wall, brass crest, solid-surface counter with under-glow |
| Arrival lounge | Parents wait comfortably. Comfort converts. | Velvet lounge chairs, marble side tables, coffee station |
| Smart classrooms | Board-room dignity, not school-room rows. | Ergonomic mesh chairs, 86″ interactive panel, acoustic ceiling, indirect cove lighting |
| Labs | Visible seriousness. Glass-fronted. | Glazed lab walls, dual-monitor workstations, illuminated equipment rack |
| Student lounge | Somewhere worth staying between sessions. | Banquette seating, high bar counter, charging rail, print/scan kiosk |
Space plan - 4,000 sq ft
Every square foot is allocated. Revenue-generating space (classrooms, labs, seminar hall) accounts for 2,360 sq ft - 59% of the floor plate, which is the correct ratio for a premium institute.
| Zone | Area (sq ft) | Capacity | Classification |
|---|---|---|---|
| Entrance lobby, reception & arrival lounge | 380 | 12 seated | Front of house |
| Admissions & counselling pods ×2 | 140 | 4 + 4 | Front of house |
| Smart Classroom 1 | 380 | 20 | Revenue |
| Smart Classroom 2 | 380 | 20 | Revenue |
| Smart Classroom 3 (convertible tutorial) | 360 | 20 | Revenue |
| AI & Data Lab | 430 | 20 | Revenue |
| Cyber & Network Lab | 430 | 20 | Revenue |
| Seminar & Examination Hall | 380 | 40 | Revenue / events |
| Library & digital resource corner | 150 | 8 | Academic support |
| Lecturer lounge & prep room | 140 | 6 | Staff |
| Admin office & Director's cabin | 180 | 6 | Staff |
| Server / IT room | 60 | - | Technical |
| Student lounge & break-out | 140 | 14 | Student amenity |
| Washrooms (M / F / accessible) | 150 | - | Amenity |
| Pantry & storage | 100 | - | Support |
| Circulation corridor | 200 | - | Circulation |
| Total leased area | 4000 | 180 concurrent | 59% revenue-generating |
Section 09
Facilities & Equipment Schedule
| Area | Specification | Qty | Est. cost (LKR) |
|---|---|---|---|
| Smart classrooms | 86" interactive flat panel, ceiling speakers, wireless presentation, lectern PC, comfortable chairs, powered desks | 3 rooms | 2,850,000 |
| AI & Data Lab | 20 × workstations (i7/Ryzen 7, 32GB RAM, 1TB NVMe, dual 24" monitors) + 1 GPU training node (RTX-class) | 21 | 3,900,000 |
| Cyber & Network Lab | 20 × pods, Cisco routers/switches bundle, firewall appliance, patch panels, 42U rack, SOC video wall (3 × 55") | 1 lab | 4,100,000 |
| Seminar hall | Laser projector + 120" screen, wireless mic set, stackable premium chairs ×40, staging | 1 | 950,000 |
| Server / IT room | 2 × rack servers (virtualisation for lab environments), NAS 20TB, 10Gb core switch, 6kVA online UPS, precision cooling | 1 | 2,600,000 |
| Network & Wi-Fi | Dual-ISP fibre with automatic failover, 10 × Wi-Fi 6 access points, VLAN segregation (student/staff/lab/guest), content filtering | campus | 850,000 |
| Reception & lounge | Solid-surface counter, crest feature wall, 65" signage screen, velvet lounge set, coffee machine, queue/visitor tablet | 1 | 1,900,000 |
| Security & safety | 16 × IP cameras with 30-day NVR, RFID access control on labs/server/staff areas, fire alarm + extinguishers + emergency lighting, first-aid stations | campus | 1,200,000 |
| HVAC | VRF multi-split, fresh-air handling, lab precision units | campus | 3,000,000 |
| Power backup | 25kVA silent diesel generator with ATS + surge protection | 1 | 2,000,000 |
| Library | Reference collection, 4 reading pods, IEEE/O'Reilly/Emerald digital subscriptions | 1 | 600,000 |
| Software & platforms | LMS (Moodle/Canvas), Student Information System, Microsoft 365 Education, Adobe CC seats, VMware/lab virtualisation, Turnitin | annual | 1,800,000 |
Section 10
Batch & Capacity Model
Twenty students per batch is a hard ceiling. Growth comes from more batches and higher room utilisation - never from larger classes. At mid-market pricing the model needs volume, so filling batches is the single most important operating discipline.
Theoretical room capacity
- Phase 1 opens with 2 smart classrooms - no labs. All specialist facilities (AI & Data Lab, Cyber & Network Lab, third classroom, seminar hall, support zones) are delivered in Phase 2 from the adjacent unit.
- Two streams, zero conflict. Certificate batches run weekends only (Sat + Sun, 2 sessions/day = 4 slots/week). Diploma runs weekdays (4–5 days/week). The two streams share the same two classrooms on different days, which is what lets Phase 1 support ~15 concurrent batches with no purpose-built lab.
- Phase 2 unlocks scale. Three classrooms + two labs × 4 sessions × 6 days = 120 slots/week, supporting ~36 concurrent batches at 72% utilisation. Year 3 runs at 89% of that ceiling - an adjacent unit or mezzanine is planned from Month 30.
- 75 programmes ≠ 75 concurrent batches. Most course lines run one intake a year; only each faculty’s flagship line runs all three. The catalogue can triple while batch volume - and the entire financial model - stays exactly as costed in Sections 12–15.
Phase 1 HND cohorts run theory and classroom-based practicals in the two smart classrooms. Lab-intensive modules are completed in Phase 2, when the AI & Data Lab and Cyber & Network Lab are commissioned - students are not delayed, and no module is dropped.
Delivery schedule by level
| Level | Days | Slots | Session times | Weekly contact | Notes |
|---|---|---|---|---|---|
| Certificate | Saturday & Sunday | 2 sessions/day | 09:00 – 12:00 · 13:00 – 16:00 | 6 hrs/week | Part-time, weekend-only delivery |
| Diploma | Weekdays (Mon–Thu) | 4–5 days/week | 09:00 – 12:00 or 13:00 – 16:00 | ~15–18 hrs/week | Full-time, with evening stream available |
| HND | Weekdays (Mon–Fri) | 4–5 days/week | 09:00 – 12:00 · 13:00 – 16:00 | ~18–20 hrs/week | Full-time, day delivery |
Certificate programmes run on weekends only - two 3-hour sessions per day - so they slot cleanly into the same rooms used by Diploma and HND batches on weekdays without any timetable conflict. This is the single biggest lever on Phase 1 room utilisation.
Three-year rollout
| Phase | Period | Programmes live | Batches launched | Avg active batches | Concurrent students | Room utilisation |
|---|---|---|---|---|---|---|
| Phase 1 - Launch | Year 1 | 15 (3 per faculty - 1 line at each level) | 26 | 15 | ~300 | 42% |
| Phase 2 - Expansion | Year 2 | 45 (a second and third line per faculty) | 40 | 26 | ~520 | 72% |
| Phase 3 - Full portfolio | Year 3 | 75 (all five lines per faculty) | 46 | 32 | ~640 | 89% |
Intake calendar
January intake
PrimaryTargets A/L results cohort and New Year career-change decisions. ~45% of annual enrolment.
May intake
SecondaryTargets working professionals and O/L school leavers. ~30% of annual enrolment.
September intake
TertiaryTargets students who missed state university selection. ~25% of annual enrolment.
Batch composition target (Year 1, 26 batches)
| Level | Batches | Students | Avg total fee (LKR) | Gross contract value (LKR) |
|---|---|---|---|---|
| Certificate | 13 | 260 | 114,000 | 29,640,000 |
| Diploma | 9 | 180 | 268,000 | 48,240,000 |
| HND | 4 | 80 | 644,000 | 51,520,000 |
| Year 1 total | 26 | 520 | - | 129,400,000 |
Contract value is recognised across each programme’s duration, so Year 1 recognised revenue is materially lower than contract value. See Section 16.
Section 11
Timetable, Lecture Panel & Manpower
Daily session architecture
| Slot | Time | Duration | Days | Primary audience |
|---|---|---|---|---|
| S1 · Morning | 09:00 – 12:00 | 3 hrs | Mon–Fri | Full-time Diploma & HND students |
| S2 · Afternoon | 13:00 – 16:00 | 3 hrs | Mon–Fri | Full-time Diploma & HND students |
| S3 · Evening | 18:00 – 21:00 | 3 hrs | Mon–Fri | Working professionals |
| W1 · Weekend AM | 09:00 – 12:00 | 3 hrs | Sat & Sun | Certificate & Part-time Diploma & HND |
| W2 · Weekend PM | 13:00 – 16:00 | 3 hrs | Sat & Sun | Certificate & Part-time Diploma & HND |
Lecture panel - hourly pay structure
| Grade | Teaches | Rate (LKR/hr) | Panel (Y1) |
|---|---|---|---|
| Lab Demonstrator | Lab supervision, practicals | 1,800 – 2,200 | 5 |
| Lecturer | Certificate modules | 2,500 – 3,000 | 8 |
| Senior Lecturer | Diploma modules | 3,500 – 4,200 | 7 |
| Principal Lecturer | HND modules, capstone supervision | 4,800 – 5,500 | 4 |
| Visiting Industry Expert | Masterclasses, guest series, capstone panels | 8,000 – 12,000 | on call |
Core team - Year 1
| Role | Heads | Core responsibility | Salary each (LKR) |
|---|---|---|---|
| Campus Director / CEO | 1 | P&L, partnerships, accreditation, brand | 200,000 |
| Head of Academics | 1 | Curriculum, panel management, QA, timetable | 150,000 |
| Admissions Manager | 1 | Enrolment targets, counselling, conversion | 110,000 |
| Marketing & Admissions Executive | 1 | Digital campaigns, content, events | 90,000 |
| Student Experience Officers | 2 | Reception, visitor journey, hospitality | 65,000 |
| IT & Lab Technician | 1 | Lab readiness, network, LMS, AV support | 85,000 |
| Accounts Executive | 1 | Fee collection, payroll, statutory filings | 95,000 |
| Placement & Industry Liaison Officer | 1 | Internships, employer network, alumni | 85,000 |
| Hospitality & Housekeeping | 2 | Coffee station, cleanliness, room resets | 45,000 |
| Security Officers (outsourced) | 2 | Access control, night cover, CCTV | 55,000 |
Section 12
Capital Budget - Setup Investment
| # | Item | Basis | Amount (LKR) | USD equiv. |
|---|---|---|---|---|
| 1 | Building key money | Refundable/adjustable per lease | 1,500,000 | 5,000 |
| 2 | Advance rent (3 months) | LKR 400,000 × 3 | 1,200,000 | 4,000 |
| 3 | Premium interior fit-out | 4,000 sq ft @ LKR 3,500 - partitions, ceilings, flooring, joinery, paint, glazing | 14,000,000 | 46,667 |
| 4 | Furniture & premium seating | Classrooms, lounges, offices, library | 3,500,000 | 11,667 |
| 5 | IT hardware | 45 workstations, GPU node, 2 servers, NAS, racks, switches | 6,500,000 | 21,667 |
| 6 | AV & interactive systems | 3 panels, projector, SOC wall, audio, cameras | 2,200,000 | 7,333 |
| 7 | HVAC - central VRF | Full campus climate control | 3,000,000 | 10,000 |
| 8 | Electrical, UPS & generator | Distribution, 25kVA genset, 6kVA UPS | 2,500,000 | 8,333 |
| 9 | CCTV, access control, fire safety | 16 cameras, RFID, alarm, extinguishers | 1,200,000 | 4,000 |
| 10 | Signage, branding & wayfinding | Façade, crest wall, internal signage, vehicle branding | 900,000 | 3,000 |
| 11 | Library & learning resources | Print collection + digital database subscriptions | 600,000 | 2,000 |
| 12 | Registration, accreditation & legal | TVEC, awarding-body centre approval, company, lease, IP | 2,500,000 | 8,333 |
| 13 | Website, LMS & Student Information System | Build, integration, first-year licences | 1,800,000 | 6,000 |
| 14 | Pre-launch marketing | Brand launch, school roadshows, digital, open day | 2,000,000 | 6,667 |
| 15 | Working capital reserve | 9 months of fixed cost buffer (deeper, to fund a thinner Year 1) | 8,000,000 | 26,667 |
| 16 | Contingency | ~6% of above | 3,000,000 | 10,000 |
| Total setup investment | 54,400,000 | 181,333 |
Funding structure options
A · Full equity
LKR 54.4M promoter equity. Cleanest, fastest, full upside retained. Payback month 29.
B · 60/40 blend
LKR 32.6M equity + LKR 21.8M term loan at ~14% over 5 years (monthly servicing ≈ LKR 507,000). Adds ~LKR 6.1M/yr cost - which Year 1 cannot absorb at these fees, so structure a 12-month capital moratorium or choose Option A.
C · Phased
Launch with 2 classrooms + 1 lab (LKR ~38M), add Classroom 3 and the second lab in Month 10 from operating cash. Lowest risk, slowest ramp.
These are planning scenarios, not financial advice - confirm loan terms, tax treatment and depreciation schedules with your accountant and bank before committing.
Section 13
Monthly Operating Expenses
| Category | Detail | Year 1 (LKR/mo) | Year 2 | Year 3 |
|---|---|---|---|---|
| Rent | 4,000 sq ft commercial premises | 400,000 | 420,000 | 441,000 |
| Core salaries | 13 → 19 → 23 staff | 1,145,000 | 1,785,000 | 2,180,000 |
| EPF / ETF & statutory | 15% employer contribution | 160,000 | 250,000 | 305,000 |
| Electricity & water | Full HVAC + lab load | 280,000 | 320,000 | 360,000 |
| Internet & connectivity | Dual fibre, failover, static IPs | 45,000 | 50,000 | 55,000 |
| Software & cloud licences | LMS, SIS, M365, lab cloud credits, Turnitin | 120,000 | 165,000 | 200,000 |
| Marketing & admissions | Digital ads, events, print, school visits | 300,000 | 380,000 | 430,000 |
| Housekeeping & maintenance | Consumables, AMC, repairs | 60,000 | 75,000 | 90,000 |
| Insurance | Property, equipment, public liability, student accident | 35,000 | 42,000 | 48,000 |
| Audit, legal & compliance | Accounting, PDPA, annual filings | 50,000 | 60,000 | 70,000 |
| Student amenities | Coffee supplies, water, printing, stationery | 60,000 | 110,000 | 150,000 |
| Examination & certification | Awarding-body fees, moderation, printing, convocation reserve | 60,000 | 100,000 | 135,000 |
| Miscellaneous & contingency | Travel, hospitality, unforeseen | 80,000 | 120,000 | 140,000 |
| Fixed operating cost | 2,795,000 | 3,877,000 | 4,604,000 |
| Variable cost | Basis | Year 1 (LKR/mo) | Year 2 | Year 3 |
|---|---|---|---|---|
| Visiting lecture panel | Avg LKR 152,500 per active batch per month | 2,287,500 | 3,965,000 | 4,880,000 |
| Total monthly operating cost | 5,082,500 | 7,842,000 | 9,484,000 |
Fixed cost rises with headcount and a 5% annual rent escalation; variable cost tracks the number of active batches exactly, which is what makes this model resilient in a slow intake.
Section 14
Revenue Model & ROI Plan
Mid-market fees mean thinner margins per student, financed by higher batch volume.
| Line | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Average active batches | 15 | 26 | 32 |
| Concurrent students | 300 | 520 | 640 |
| Gross recognised revenue | 76,830,000 | 133,172,000 | 163,904,000 |
| Less leakage (12%) | (9,220,000) | (15,981,000) | (19,668,000) |
| Net course revenue | 67,610,000 | 117,191,000 | 144,236,000 |
| Fixed operating cost | (33,540,000) | (46,524,000) | (55,248,000) |
| Visiting lecture panel | (27,453,000) | (47,585,000) | (58,566,000) |
| Total operating cost | (60,993,000) | (94,109,000) | (113,814,000) |
| Core EBITDA | 6,617,000 | 23,082,000 | 30,422,000 |
| Secondary streams contribution | - | 6,600,000 | 12,100,000 |
| EBITDA | 6,617,000 | 29,682,000 | 42,522,000 |
| EBITDA margin | 9.8% | 25.3% | 29.5% |
| Cumulative EBITDA | 6,617,000 | 36,299,000 | 78,821,000 |
Return on investment
| Metric | Value | Basis |
|---|---|---|
| Total capital deployed | LKR 54,400,000 | Setup budget |
| Cumulative EBITDA, end of Year 1 | LKR 6,617,000 | 12% of capital recovered |
| Capital fully recovered | Month 29 | During Q2 of Year 3 |
| Cumulative EBITDA, end of Year 3 | LKR 78,820,000 | 1.45× capital deployed |
| 3-Year ROI | 45% | Net gain ÷ capital deployed |
| Steady-state annual EBITDA (Year 3) | LKR 42,521,000 | ≈ USD 141,700 |
The single most important discipline:
Section 15
Break-even & Sensitivity
Break-even analysis
Monthly fixed cost of LKR 2,795,000 ÷ contribution of LKR 223,097 per active batch = 12.5 batches. The January intake launches 10 batches and the May intake adds 8 more, so operational break-even is reached around Month 10 and never revisited. Note this threshold is 60% higher than a premium-priced model would need - mid-market fees buy market share, but they demand volume to work.
Scenario testing
| Scenario | Assumption | Y1 EBITDA | Y3 EBITDA | Payback | 3-yr ROI |
|---|---|---|---|---|---|
| Conservative | 80% of planned enrolment; 15% leakage | (3,235,000) | 18,700,000 | Month 46 | (51%) |
| Base | Plan as modelled; 12% leakage; secondary streams from Y2 | 6,617,000 | 42,521,000 | Month 29 | 45% |
| Optimistic | 115% enrolment; 10% leakage; corporate training live from Y1 | 16,747,000 | 60,178,000 | Month 22 | 126% |
What moves the number most
| Variable | Change | Year 3 EBITDA impact | Controllability |
|---|---|---|---|
| Batches filled | −1 batch (20 students) | −LKR 2.7M/yr | Critical- admissions execution |
| Seats filled per batch | 16 instead of 20 | −LKR 28.8M/yr | Critical- the single biggest risk |
| Fee level | −10% across the board | −LKR 14.4M/yr | High- no headroom left to discount |
| Lecturer blended rate | +15% | −LKR 8.8M/yr | High- panel depth |
| Leakage rate | +5 percentage points | −LKR 8.2M/yr | High- collections discipline |
| Electricity tariff | +30% | −LKR 1.3M/yr | Low- mitigate with solar |
| Rent | +20% at renewal | −LKR 1.1M/yr | Low- lock a 5-year lease |
The single most important discipline has changed.
Section 18
Risk Register & Implementation Roadmap
Risk register
| Risk | Likelihood | Impact | Mitigation |
|---|---|---|---|
| Accreditation delayed beyond first intake | Medium | Severe | File TVEC and awarding-body applications in Month 1; don't advertise a programme before its application is filed |
| Under-filled batches at mid-market pricing | Medium | Severe | Rolling waitlists, 3-intake calendar, aggressive school outreach; no batch starts below 15 confirmed seats |
| Key lecturer resigns mid-module | Medium | Medium | Two-deep panel rule for every module; recorded sessions on the LMS |
| Power interruption disrupting labs | High | Medium | 25kVA generator with ATS plus online UPS on all lab and server loads |
| Landlord non-renewal or rent increase | Low | Severe | 5-year lease with a 5% annual cap and right of first refusal |
| Data breach / PDPA non-compliance | Low | High | VLAN segregation, encrypted SIS, appointed data-protection contact, annual penetration test |
Implementation roadmap
| Month | Workstream | Milestone |
|---|---|---|
| M1 | Legal & premises | Company incorporation; lease signed; TVEC application filed; brand identity finalised |
| M2 | Design & accreditation | Interior drawings approved; awarding-body centre application submitted |
| M3 | Build & curriculum | Fit-out begins; curriculum written for first 15 programmes |
| M4 | Systems & panel | LMS and SIS configured; website live; lecturer recruitment opens |
| M5 | Fit-out completion | Joinery, flooring, signage installed; IT hardware imaged |
| M6 | Marketing launch | Brand launch; school roadshows; first Open Day |
| M7 | Panel readiness | Lecturer induction; timetable published; dry-run teaching week |
| M8 | First intake | Inaugural cohort - 10 batches, ~200 students |
| M13–M18 | Expand | Second and third course lines launched per faculty (30 additional programmes) |
| M19–M24 | Scale & prove | Full 40+ -programme portfolio live; first graduates convocate |
Section 19
Additional Essentials Recommended
These were not in the original brief but are, in practice, what separates an institute that survives from one that scales.
Quality Assurance Cell
An internal QA framework - module moderation, external examiner, annual programme review, student feedback loop. Every serious awarding body will audit this, and it is far cheaper to build now than retrofit.
Placement & Internship Office
Budgeted in the manpower plan. Publish a graduate employment figure within 18 months. No single marketing asset converts a premium enquiry faster than verified placement data.
Student Information System + LMS
Applications, fee ledgers, attendance, grades, transcripts, and parent portal in one system. Running a premium campus on spreadsheets will cost you reputation the first time a transcript is wrong.
Foreign articulation pathways
Two or three MoUs for final-year top-up in the UK, Australia or Malaysia. "2 + 1" is the highest-converting message in the Sri Lankan private tertiary market and it justifies the USD fee.
Student wellbeing & counselling
A trained counsellor (Year 2 hire), published anti-ragging and anti-harassment policy, and a confidential reporting channel. Premium parents ask about this.
Parking, access & inclusion
Confirm 12–15 parking bays with the landlord, ramp and accessible washroom, plus arrangements with nearby hostels and a shuttle tie-up for outstation students.
Insurance portfolio
Property and equipment, public liability, student accident cover, and professional indemnity. LKR 35,000/month is trivial against a single claim.
Solar & energy strategy
A 20kW rooftop solar system (~LKR 3.5M) pays back in roughly four years against a LKR 280,000 monthly electricity bill - and is genuine ESG content for the brand.
Alumni association from day one
Register the alumni body before the first graduation. It becomes your referral engine, guest lecturer pipeline and CPD revenue base.
Brand asset library
Professional photography and video of the finished campus before the first student walks in. Premium brands are sold on imagery, and an empty luxurious campus photographs better than a full one.
Anti-fraud & credential verification
QR-verifiable digital certificates and an online verification portal. Protects the award's value and is a genuine differentiator in the local market.
Crisis & continuity plan
Documented procedures for fire, medical emergency, power failure, pandemic-style closure (hybrid delivery readiness) and lecturer no-show. Required for insurance and accreditation alike.
Next three decisions to make.
- Which awarding-body partnership to pursue - this determines the USD fee, the curriculum and the articulation story, and everything else follows from it.
- Confirm the mid-market pricing commitment in writing, including the refusal to discount below list, so it survives the first slow intake.
- Which 12 programmes launch first; the recommendation is one Certificate and one Diploma per faculty plus two HNDs, with admissions targets set batch-by-batch rather than in aggregate, since seat-fill is now the governing metric.