Every figure the Stress-Test screen holds itself to, itemised.
Two schedules. The revenue model behind the ৳9,00,000 trade float, and the ৳12,00,000 infrastructure ledger line by line. Every number traces to a locked source document — nothing here is multiplied to arrive at a round total.
Schedule 1 — Revenue Model (৳9,00,000 trade float)
13-week revenue
Stress-floor revenue is derived from the locked inputs, not invented: (3,900 L/wk stress-floor volume × ৳10/L margin − ৳31,300/wk opex) × 13 weeks ≈ ৳1,00,100. It still clears breakeven by 770 litres a week.
Weekly operating cost — ৳31,300
| Route running | 21,000 |
| Testing & QC | 4,800 |
| Fixed overhead | 5,500 |
| Weekly opex | ৳31,300 |
Buyer absorption ceiling: 8,200 L/week base case, 3,900 L/week stress floor. The corridor's buyers — not the capital — set the ceiling.
The three buyers — base and stress floor, per week
| Buyer | Base | Stress floor |
|---|---|---|
| Bogura doi cluster — primary buyerGI-tagged yoghurt industry, one district over, same corridor | 4,200 L | 2,100 L |
| Corridor wholesale layer — documented Sirajganj layerLower margin, near-zero risk — the floor beneath the model | 2,500 L | 1,200 L |
| Third buyer, datedCommitted for 31 December 2026, identity not yet known — held to the conservative estimate until named | 1,500 L | 600 L |
| Total, per week | 8,200 L | 3,900 L |
৳9,00,000 does not move three times the milk that ৳3,00,000 moved. What the extra capital buys is the room to survive the corridor underperforming its own ceiling — parallel buy-sell cycles, absorption of longer payment terms, and a real reserve against the weeks the corridor falls short. The float buys resilience, not just volume.
Schedule 2 — Infrastructure Ledger (৳12,00,000, block-wide) Estimate
| Line | BDT |
|---|---|
| Cold-chain kit & equipmentScaled to the corridor's real trip and collection-point count | 2,40,000 |
| Housing & food — 7 people, 3 monthsLodging and meals only; wages held in their own line below. Estimate — field confirmation pending | 1,57,500 |
| Staff remuneration — 7 seats, 3 months৳40,000 top tier to ৳12,000 floor — see below | 4,56,000 |
| Transport & collection routesSame trip-count basis as cold-chain | 1,50,000 |
| Ledger & technology deploymentFixed setup cost — two of three systems already live. Estimate, possibly reducible | 60,000 |
| ContingencyHeld, not spent — reported either way | 1,36,500 |
| Total deployed | ৳12,00,000 |
What this buys that capital alone cannot
- A team fed and housed, resident in the corridor rather than visiting it
- Cold-chain capacity sized to what the buyers we hold can actually absorb — not tripled on paper
- A wage floor no one on this team falls below, and a top tier that follows the weight of the work, not the title on it
On remuneration
Seven people, one range: ৳40,000 at the top, ৳12,000 at the floor. The top tier goes to the seat carrying the corridor's daily operational weight — not to founders. Ye and Rashid sit modestly within the range: subsistence for two men who sold their own house to be here, not a wage for the word "founder." The floor is a real, dignified figure to live on in this corridor — not the least we could pay and still call it a wage.
Why it is separated from trade capital
Trade capital turns. Infrastructure does not. Mixing them is how small operations quietly eat their own working capital and call the result a loss.
Schedule 1 is reproduced from the locked revenue reframe (WN-X-4, 28 August 2026). Schedule 2 reconciles exactly against the ৳12,00,000 infrastructure figure stated on the Finance System and Stress-Test screens. Housing & Food and the technology-deployment line are flagged as estimates pending field/vendor confirmation, not quotations.