Investor case · Cape Town
Build a national legacy on a global stage.
Africa's first integrated indoor action-sports, media and lifestyle campus. Seven diversified revenue streams. EBITDA-positive in Year 1. All figures in ZAR.
Why now
The window is open.
BMX, Skate, Climb and Surf confirmed Olympic disciplines through LA28 and Brisbane 2032.
Cape Town at record visitor highs - flagship venues convert visitors into longer stays and higher spend.
No competitor exists in Africa. First-mover captures the category, federations and broadcast rights.
Action sports, streetwear, music and youth culture have converged. Built for that intersection.
Three investable narratives
One project. Three theses.
Very few African ventures can credibly speak to all three. That optionality is the leverage.
Mixed-use destination beneath Table Mountain - anchor visitor asset with 20-year operating cashflows and tourism multiplier.
Free youth academies, 400+ jobs, school partnerships and a 20-year community access charter written into every operating budget.
International event circuit (FISE / X-Games-style), Building Motion docuseries, university R&D in wearables, kinetic energy and sustainable materials.
Financials · ZAR
The economic engine.
Three-year P&L summary on the group case - Layers A to D of the bridge below, not the venue-only base case. All amounts in South African Rand.
Scenario planning
Three cases. One basis each.
Every case below is labelled with the bridge layers it contains, so no two rows can be mistaken for competing models. Year 1 to Year 3 revenue, all figures in ZAR.
Reconciliation
How the numbers bridge.
Read the two together: the base case is what the venue does on its own with conservative, placeholder-flagged inputs. The group case is what the platform does once the academy, events and media layers are funded and delivered. Each layer names its own assumptions so the bridge can be pulled apart rather than taken on faith - and the section below derives the group case line by line from patron counts and price points.
| Layer | Scope | Year 1 | Year 3 | Year 5 |
|---|---|---|---|---|
A · Venue-only base case | Model v1.0 - gate, memberships, rental and F&B at the campus only | R11.0M +R11.0M | R14.1M +R14.1M | R18.3M +R18.3M |
B · + Academy, camps and coaching | Youth academy, school programmes, holiday camps, private coaching | R19.0M +R8.0M | R26.1M +R12.0M | R36.3M +R18.0M |
C · + Events, sponsorship and rights | Competition circuit, gate, hospitality, naming and brand inventory | R66.3M +R47.3M | R105.7M +R79.6M | R208.0M +R171.7M |
D · + Media, docuseries and IP licensing | Building Motion, rights library, formats, licensing and franchising | R66.3M no contribution | R105.7M no contribution | R363.0M +R155.0M |
- Single-site campus, conservative visitor ramp, no events programme
- 45% cost of sales, full payroll and operating burn from Year 1
- EBITDA negative in every year of the five-year window
- Inflation, salary, electricity and ramp inputs still marked Placeholder
- Part grant and CSI funded, so contribution margin is high
- Requires no additional capex beyond the base-case build
- Assumes school and federation partnerships that are not yet signed
- Membership tiers built bottoms-up: youth R1,800/yr, adult R4,800, family R10,800, corporate R24,000
- Assumes an anchor title sponsor and at least two world-tour stops per year
- Event revenue is lumpy and the single largest source of forecast error
- No sponsorship agreements are in place at the date of publication
- Built from a rate card, not a lump sum: naming rights R1.2M to R4.0M, venue sponsors 3 to 6 deals at R640k to R800k each, 2 to 4 flagship ticketed events
- Layer D contributes nothing before Year 4 - production precedes revenue
- Assumes a distribution agreement and a saleable rights library by Year 4
- Licensing income assumes IP is filed and granted, which it is not yet
- Only early studio hire and federation rights sit in Years 1-3 (R1.1M to R3.1M); the licensing bulk is Year 4+
- Base case (Layer A): EBITDA negative in all five years - R21.2M in Year 1, R26.3M in Year 5.
- Group case (Layers A-D): EBITDA-positive from Year 3, driven by academy and events contribution margin, not by the venue P&L.
- The site previously claimed EBITDA-positive Year 1. That claim has been withdrawn - it was a group-case aspiration presented as a base-case fact.
Bottoms-up build
How the group case is built.
The bridge above says what the layers are. This says why the numbers are what they are: every rand of group-case revenue derived from a patron count multiplied by a price point, each with its benchmark named. Built independently and then compared to the published case - it agrees within 2.5% in Year 1 and 0.2% in Year 3. All figures in ZAR.
| Revenue stream | Year 1 | Year 2 | Year 3 | Share Y3 |
|---|---|---|---|---|
| Memberships | R12.2M | R18.9M | R27.1M | 25.5% |
| Pay-to-play access | R21.4M | R22.7M | R26.1M | 24.6% |
| Equipment rental & retail | R19.3M | R21.6M | R25.4M | 24.0% |
| Events & sponsorship | R6.0M | R11.3M | R16.0M | 15.1% |
| F&B (lease + revenue share) | R3.5M | R4.7M | R6.2M | 5.9% |
| Media & streaming rights | R1.1M | R2.0M | R3.1M | 2.9% |
| Corporate team building | R1.2M | R1.6M | R2.1M | 2.0% |
| Total modelled revenue | R64.7M | R82.8M | R106.0M | 100% |
| Modelled bottoms-up total | R64.65M | R82.79M | R105.96M |
| Published group case (Layers A-D) | R66.30M | R82.20M | R105.70M |
| Variance | -R1.65M / -2.5% | +R0.59M / +0.7% | +R0.26M / +0.2% |
| Patron load | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
Unique individuals with membership access Youth + individual + (family passes x 4 persons) + corporate/elite | 3,083 | 4,795 | 6,850 |
Pay-to-play visits per year Non-member ticketed visits across all four disciplines | 109,470 | 116,145 | 133,500 |
Member visits per year (12 visits/member) Conservative: ~1 visit per member per month | 36,996 | 57,540 | 82,200 |
Total campus patron-days per year Ticketed plus member visits combined | 146,466 | 173,685 | 215,700 |
Average patron-days per day Actuals will be seasonal - weekends, school holidays and events peak well above this | 401 | 476 | 591 |
Flagship event attendance per year 2 to 4 ticketed events, distinct from day-to-day access | 12,000 | 21,000 | 32,000 |
591 patron-days per day spread across the six modelled venues on a 24,100 m2 indoor campus is roughly 98 people per venue per day. That is a comfortable load rather than a stretch - the binding constraint in Year 3 is session-slot scheduling on the surf lagoon, not floor area. The optional indoor Field Hall and covered pitches are not included in this revenue build.
- The Year 1 and Year 2 split is derived from the published Year-3 mix and the consolidated three-year total. Only the Year-3 mix and the annual totals are published figures.
- All unit prices are held flat across Years 1-3 for legibility. A production model must layer in inflation and price escalation, which would move revenue and costs together.
- Visitor volumes are not yet tested against physical throughput per venue - session slots, queue times and opening hours. That capacity test is outstanding.
- This build has not been reconciled line by line to the conservative 18-sheet venue-only model v1.0. The two answer different questions: v1.0 prices the venue alone, this prices the group.
- Sponsorship and naming-rights values are illustrative rate-card assumptions. No sponsorship agreement is signed at the date of publication.
- Replace illustrative sponsorship and naming-rights values with signed or in-negotiation deal terms.
- Validate pay-to-play pricing against a willingness-to-pay survey or a Phase 1 soft-launch pilot at Site 3.
- Stress-test visitor volumes against physical venue capacity and session throughput.
- Reconcile this build against the conservative venue-only model line by line.
- Add a sensitivity table flexing the assumptions revenue is most exposed to - pay-to-play volume, surf pricing and sponsorship realisation.
Business model
Seven streams. Beyond the gate.
Year-3 revenue mix at a glance - the same seven streams built line by line above. Memberships, access and rental together represent ~75% of recurring income.
Pricing sensitivity
Same patrons. Proposed prices.
Two internal pricing workbooks price the campus above the rates assumed in the bottoms-up build. Neither is confirmed, so the group case is unchanged - but the gap is worth naming, so here it is with volumes held exactly constant.
| Line | Model price | Proposed mid | Yr 3 base | Yr 3 repriced |
|---|---|---|---|---|
Youth members Mid of junior tiers: A R3,936 annual single-discipline, B R4,200 annual | R1 800 | R4 068 | R2.7M | R6.1M |
Individual adult Mid of full multi-venue tiers: A R11,808 all-access, B R7,800 multi-discipline | R4 800 | R9 804 | R15.4M | R31.4M |
Family (up to 4) Mid of family tiers: A R30,701 all-access bundle, B R14,500 | R10 800 | R22 600 | R5.4M | R11.3M |
Corporate / elite Mid of the model's own R24,000 and B's R45,000 corporate floor | R24 000 | R34 500 | R3.6M | R5.2M |
Surf lagoon sessions Mid of A R280/hr and B R650 standard wave session | R350 | R465 | R14.0M | R18.6M |
Skate / pump / BMX passes Mid of A's ~R95 hourly blend and B's ~R227 full-day blend across the three nodes | R120 | R161 | R7.2M | R9.7M |
Climbing visits Mid of B's R150 two-hour session and R220 day pass; A sits at R160/hr | R150 | R185 | R3.0M | R3.7M |
Trampoline / aerial visits Mid of A R130/hr and B R260 full day | R140 | R195 | R1.9M | R2.6M |
| Streams not driven by admission pricing - carried through unchanged Equipment rental & retail · Events & sponsorship · F&B (lease + revenue share) · Media & streaming rights · Corporate team building | - | - | R52.8M | R52.8M |
| Total revenue | - | - | R106.0M | R141.4M |
R64.7M → R83.7M
+30% at proposed pricing
R82.8M → R109.0M
+32% at proposed pricing
R106.0M → R141.4M
+33% at proposed pricing
- This is a price sensitivity, not a second forecast. Patron volumes, attach rates and event counts are identical to the bottoms-up group case.
- No elasticity is modelled. A materially higher price point would be expected to suppress volume, particularly at the high-throughput pump, skate and open-play nodes where the community-access positioning matters most.
- None of these prices is confirmed. Both source workbooks are explicitly labelled pre-operations planning estimates requiring a willingness-to-pay study.
- Retail, sponsorship, F&B, media rights and corporate team building are not driven by admission pricing and carry through unchanged.
- The base case remains the case being underwritten. The published group case of R66.3M / R82.2M / R105.7M is unchanged by this exercise.
R150 - R200
Adult, non-event day. Mid R175.
R280 - R650
Standard wave session. Mid R465.
R1,200 - R1,650
Per month · R11,808 - R13,500 annual prepaid.
The full proposed schedule - admission, event tiers, node-by-node pay-to-play and every membership tier - is published on Pricing & membership. Both source workbooks are released to approved parties in the data room.
Sponsorship value
Five valuations. One planning number.
The sponsorship line was valued five separate ways - a tier rate card, a CFO-aligned concluded scenario, a scored campaign pipeline, an exclusivity-adjusted register and the full prospect universe. Averaged, they converge on roughly R309M a year. We underwrite against the R142M floor and treat the rest as upside. All figures in ZAR, per annum.
CFO-aligned scenario: 22 partners, R98M annual cash plus R44M value-in-kind. This is the figure we underwrite against.
Unweighted average across all five valuation approaches, from the tier rate card through to the full prospect universe.
Every prospect concluded with no category exclusivity applied - shown for reference, not as a forecast.
| View | Basis | Annual value |
|---|---|---|
| CFO-aligned concluded scenario | 22 partners; R98M cash + R44M value-in-kind | R142M |
| Tier rate card, implied | One headline partner, 3-5 category partners, event and media tiers | ~R85M |
| Campaign pipeline, mid-point | 46 scored prospects at the mid of every indicative ask | R353M |
| Exclusivity-adjusted register | 48 included prospects, one partner per exclusive category | R389M |
| Full prospect universe | 60 prospects, no exclusivity applied | R578M |
| Average of the five | Unweighted mean; conservative-led in the published case | R309M |
In the conservative case roughly 69% of value arrives as cash rights fees - the portion that services debt and operating cost - with the balance as product, media airtime, logistics and services that reduce operating expenditure. In the floor case that is R98M cash and R44M in kind.
| Category | Slots | Annual band | Mid | Principal rights |
|---|---|---|---|---|
| Headline / title | 7 | R90M - R255M | R172.5M | Campus or signature-venue naming, founding-partner status, category exclusivity |
| Media & broadcast | 4 | R15M - R39M | R27M | Live rights, docuseries distribution, studio access, branded content |
| Event & federation | 9 | R22M - R55M | R38.5M | Sanctioning, presenting rights to championship and tour rounds |
| Brand & corporate FMCG | 5 | R34M - R82M | R58M | Category-exclusive beverage, hydration, grocery and hospitality activation |
| Apparel & footwear | 8 | R25.5M - R67M | R46.25M | Official kit, academy apparel, venue zone rights, local manufacture |
| Sports nutrition | 5 | R7.7M - R21.5M | R14.6M | Fuelling stations, recovery nutrition, academy and elite programmes |
| Automotive & technology | 3 | R6M - R18M | R12M | Event fleet, campus mobility, athlete telemetry and wearables |
| Financial services | 1 | R5M - R15M | R10M | Banking and payments rights, ESG and youth-programme alignment |
| Merchandising & retail | 6 | R5.5M - R14.3M | R9.9M | Retail concessions, e-commerce and licensing revenue share |
Further categories carried in the pipeline but not yet valued as separate lines: Telecommunications & connectivity, Health, wellness & medical schemes, Imaging, drone & production technology, Circular-economy, recycling & materials, Tourism, destination & travel, Higher education & research.
Sponsorship valuations are illustrative and pre-acquisition. Project Motion has no signed sponsorship agreement, and no prospect is named publicly until terms are concluded. These figures value the sponsorship line already carried inside the published revenue build - they are not incremental revenue.
The five source workbooks, including the named prospect registers, are available to approved parties in the investor data room.
Three horizons
Now, next, later.
The platform could spawn many businesses. Discipline means naming which ones this raise actually funds. Three are near-term, three are sequenced behind operations, and the rest are optionality that carries no capital, headcount or management attention today.
Lowest capex, fastest to revenue, and each one strengthens the venue case rather than competing with it.
Grant and CSI funded skills pipeline for ages 8-25, dual public/private income. Layer B of the bridge.
Facility hire, docuseries production and licensing. Production spend precedes revenue by design.
African-manufactured boards, gear and wearables. Already trading through the shop.
Sequenced only once the campus is operating and the academy has produced athletes worth filming and competing.
Gate, broadcast and sponsorship. Layer C of the bridge and the largest single source of forecast error.
On-site F&B, flagship retail and athlete lodging.
Management fees plus licensing, contingent on IP actually being filed and granted.
Named for transparency about where the platform could go, explicitly excluded from the ask, the model and the use of funds. No capital, headcount or management attention is allocated to these today.
University R&D and telemetry. Pre-filing, pre-patent, pre-partner.
Cross-border licensing, only after a single site is proven.
Category is attractive; the venture is not yet entitled to it.
Recycled-water consultancy - a by-product of operating, not a launch business. The recycled-water method itself is established internationally and intended to be the first at this scale in South Africa.
Festival and artist programming.
App, community and subscription content.
Separately capitalised vehicles considered only post-opening.
Capital structure
R450M, stacked smart.
No agreements in placeCapital-stack sources, funders and platforms are targeted and illustrative only. No investor, lender, grant body, platform, developer or contractor has been approached, committed or appointed, and no agreement is in place.
Tied to the capex build-up in model v1.0. Every construction line is contingent on land acquisition, agricultural-to-mixed-use rezoning and a CoCT co-application; drawdown is staged behind those milestones.
Ownership
The cap table, as it stands.
Current ownership is simple because nothing has been raised externally yet. There are no external shareholders, no option pool, no convertible instruments, no shareholder loans from third parties and no signed term sheet. The post-raise column below is indicative only - the split, instrument and valuation are all subject to negotiation.
Indicative only. No term sheet is signed and no valuation has been agreed.
Financial model v1.0
The model, unvarnished.
An 18-sheet integrated model dated 2 August 2026, all figures in ZAR. This is Layer A of the bridge - the conservative, venue-only base case. It deliberately excludes the academy, events, rights and media businesses that carry the group and programme cases, and it is EBITDA-negative in every year of the five-year window. We publish it rather than hide it.
| Line item | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Revenue | R11.0M | R12.5M | R14.1M | R16.1M | R18.3M |
| Cost of sales (45%) | -R4.9M | -R5.6M | -R6.4M | -R7.2M | -R8.2M |
| Gross profit | R6.0M | R6.8M | R7.8M | R8.8M | R10.0M |
| Payroll & operating costs | -R27.2M | -R31.0M | -R32.7M | -R34.4M | -R36.3M |
| EBITDA | -R21.2M | -R24.2M | -R24.9M | -R25.6M | -R26.3M |
| Depreciation & amortisation | -R17.6M | -R17.6M | -R17.6M | -R17.6M | -R17.6M |
| Net interest | -R18.9M | -R17.0M | -R15.1M | -R13.2M | -R11.3M |
| Net profit | -R57.7M | -R58.8M | -R57.7M | -R56.5M | -R55.3M |
Contingent on land acquisition, agricultural-to-mixed-use rezoning and a City of Cape Town co-application. No acquisition agreement is signed.
Optional amenity layer
An indoor Field Hall (5-a-side football, basketball and proposed indoor and beach volleyball) and covered FIFA-standard football/rugby pitches are under consideration. These are illustrative additions and are not included in the locked financial model v1.0.
- Base case shows negative EBITDA in Years 1-5. The workbook models the venue P&L in isolation, before the media, academy and rights businesses that carry the programme-level case.
- Inflation, salary, electricity and visitor-ramp inputs are marked Placeholder pending StatsSA, Eskom and supplier confirmation.
- Equity cost of capital is a 20% placeholder until a target investor return is agreed.
- Scenario Analysis and Sensitivity tabs are structured but not yet wired to flex every assumption automatically.
The full workbook (v1.0, XLSX) and the ten-page investor deck (PDF) are released to verified parties through the data room, on approval of each request.
Reach
Interest is already global.
Global interest
Where the world is watching Project Motion
Aggregated, anonymous activity over the last 90 days. Shading and markers show activity per country - no IP addresses, names or email addresses are stored.
- Countries
- 0
- Sessions
- 0
- Investor events
- 0
Loading map data
Note on accuracy: locations are derived from network routing at the edge, so VPN, corporate proxy and satellite traffic resolves to the exit node rather than the visitor - typically 5-15% of sessions surface in datacentre hubs. Treat the map as directional reach, not a precise census.
Risk
The risks, named by us first.
A diligence team will write this register anyway. Here it is, with our own likelihood and impact ratings and the mitigation actually budgeted for each item.
| Risk | Likelihood | Impact | Mitigation |
|---|---|---|---|
| Land not yet secured - single willing private seller, non-binding LOI stage | High | High | Phase 1 capital is scoped for land control and option fees before any construction commitment. Two alternative parcels remain assessed in the feasibility pack. |
| Rezoning from agricultural to mixed-use, with no CoCT co-applicant secured | High | High | Town planner and land-use attorney appointment sits in Phase 1. Capital drawdown is staged behind rezoning milestones rather than ahead of them. |
| Both candidate parcels sit inside Koeberg's 5 km Precautionary Action Zone - evacuation feasibility gates peak occupancy | High | High | The internal draft safety plan treats evacuability as a gating criterion, not a mitigation: the 5 km PAZ carries a 4-hour full-evacuation standard, and mass-gathering tiers may be constrained or disallowed absent a second independent egress route and written NNR non-objection - the National Nuclear Regulator objected to the Wescape development on the same evacuation-feasibility grounds. Phase 1 commissions an independent evacuation time estimate study, opens pre-application consultation with the NNR, engages the City of Cape Town Disaster Risk Management Centre and SANRAL on contraflow, and maintains an alternative-venue contingency for large-scale events. |
| PIE Act occupier timelines on any parcel with informal occupation | Medium | Medium | Occupier due diligence before option exercise; lawful-process budget and schedule float carried in Phase 1 rather than assumed away. |
| High-risk action-sport injury and third-party liability exposure across seven venues | Medium | Medium | The safety framework is engineered in, not bolted on: a four-layer Safety, Medical, Emergency Response & Risk Management System with a permanent on-site Sports Medicine & Emergency Centre, a ten-unit AED network, one senior responder plus two trained first responders per node per shift, node-specific engineered and procedural controls, documented opening checklists on a no-inspection-no-opening rule, RED/AMBER/GREEN triage with a rehearsed incident command chain, a contracted EMS and hospital SLA, and adult and guardian indemnity instruments. Quantities and the medical scope are validated against the final architectural plan, occupancy modelling and the appointed medical provider, and the instruments go through a South African attorney before use. |
| Construction cost inflation across a multi-year phased build | High | High | 10% contingency in the model, phased procurement, quantity surveyor appointment before tender, and a scope ladder that can shed non-core elements. |
| ZAR exposure on imported specialist equipment - wave technology, ramps, climbing walls | High | Medium | Forward cover on committed foreign-currency orders, local fabrication prioritised where certifiable, and equipment specified in phases. |
| Energy availability and tariff escalation | Medium | Medium | Rooftop solar and backup generation are in the capex build-up from the outset; wave-pool pumping is the largest single load and is modelled explicitly. |
| Single-site concentration - one asset, one city, one catchment | Medium | High | Franchising and second-site optionality are deliberately deferred to Year 3+ so they are not funded from this raise, and the media layer is not site-bound. |
| Key-person dependency on the founder | High | High | Executive search underway for construction, finance and operations leadership; independent board to be constituted at first institutional close. |
| Model v1.0 inputs are placeholder-flagged and unaudited | High | Medium | Published unvarnished rather than hidden. CFO appointment replaces placeholders with StatsSA, Eskom and supplier-sourced inputs before institutional close. |
| Event and sponsorship revenue is lumpy and unsigned | High | Medium | Base case carries none of it. Events sit in Layer C of the bridge so no investor is asked to fund on the strength of unsigned inventory. |
| No registered intellectual property | High | Medium | Filing roadmap published with dates and triggers; licensing revenue is deferred to Year 3+ and excluded from the base case. |
Intellectual property
The IP position, unprotected and stated.
As at the date of publication, Project Motion Holdings (Pty) Ltd holds no registered trade marks, no granted or pending patents, no registered designs and no executed or draft licence term sheets. Brand assets are protected only by unregistered common-law rights and copyright in the original works. The site uses TM, not the registered symbol, for that reason.
| Mark / asset | Type | Class | Jurisdiction | Status |
|---|---|---|---|---|
| PROJECT MOTION (word mark) | Trade mark | 41 - sport & entertainment services | South Africa (CIPC) | Not yet filed |
| PROJECT MOTION (word mark) | Trade mark | 25 - clothing & headwear | South Africa (CIPC) | Not yet filed |
| PROJECT MOTION (word mark) | Trade mark | 28 - sporting goods & equipment | South Africa (CIPC) | Not yet filed |
| PROJECT MOTION (word mark) | Trade mark | 43 - food & beverage services | South Africa (CIPC) | Not yet filed |
| Project Motion logo device | Trade mark (device) | 25 · 28 · 41 · 43 | South Africa (CIPC) | Not yet filed |
| BUILDING MOTION | Trade mark | 41 - film & television production | South Africa (CIPC) | Not yet filed |
| MOTIONTAG telemetry | Provisional patent (scoping) | n/a | South Africa, PCT to be assessed | Not yet filed |
Formal availability and conflict search on the word mark and device across classes 25, 28, 41 and 43 before any filing spend.
South African applications for the word mark and logo device in the four core classes, plus BUILDING MOTION in class 41.
Patent attorney assessment of whether anything in the telemetry and wearables concept is novel enough to file. If it is not, the claim is dropped from the investor case rather than restated.
Madrid Protocol and PCT filings assessed only once a franchising or licensing counterparty exists. Until then, international protection is an expense without a revenue line.
Creative funding
Two engines others don't have.
Ring-fenced SPV producing a five-part docuseries tracking the build, the athletes and the culture. Structured to unlock the SA DTI 30% Film & TV Production Incentive. Netflix and Red Bull Media are distribution targets under exploration for a 10-50M viewer reach - neither has been approached and no distribution agreement exists.
A proposed bespoke listing route via The Purple Group's EasyProperties platform would open 2M+ EasyEquities subscribers as co-owners and give institutional investors a secondary-market exit. Proposed only - no platform or listing agreement is in place.
Contracting architecture
How a deal gets papered.
Seven commercial layers and twenty-two drafting instruments, from first NDA through to community MOU, so a counterparty can see the shape of an agreement before the first meeting.
| Layer | Workstream | Core instruments |
|---|---|---|
| A | Relationship formation | NDA; mutual NDA; LOI; MOU; heads of terms; exclusivity / preferred-partner letter. |
| B | Land & development | Land acquisition; option; lease / licence; development partnership; JV framework; site access. |
| C | Professional services | Architect; engineering; QS; project management; environmental; legal; specialist consultant. |
| D | Delivery & procurement | Pre-construction; construction / EPC; supply; equipment; installation; maintenance; logistics. |
| E | Operations | Venue operator; concession; F&B; retail; hospitality; coaching; academy; event services; facilities. |
| F | Commercial revenue | Sponsorship; naming rights; media rights; content production; licensing; merchandise; franchising. |
| G | Institutional & impact | University R&D MOU; sport federation MOU; community partnership MOU; public-sector engagement. |
Working drafts. Not reviewed by Project Motion's legal counsel, not legal advice and not execution-ready. Advisory outlines of what a Project Motion LOI or MOU would entail; nothing here binds any party.
Request the templatesRetail & community layer
Institutional capital is not the only layer.
Alongside the institutional and consortium raise, Project Motion intends to open a retail and community participation layer: direct shareholding for friends and family, pooled crowdfunding through a regulated platform, and fractional exposure to the venue property through a listed fractional platform such as EasyProperties. Retail participants earn reward benefits - locally manufactured apparel, early access, member pricing and session credits - which are funded from operating budget and are never presented as return on capital.
Expression-of-interest register only. No securities are on offer, no funds are collected, and there is no application, listing, partnership or endorsement in place with any platform. Any such route is subject to platform approval and applicable FSCA and Companies Act requirements.
See the retail participation routesRequest the full data room.
Deck, financial model, site plans and consortium structure available under NDA.
All figures in ZAR · Forward-looking projections · Confidential