Revenue model
Opries should use a subscription model based on organisation size, feature needs, and support requirements. The subscription should be predictable enough for small organisations to budget and flexible enough for larger organisations with staff, projects, and compliance complexity.
Indicative tiers
| Tier | Intended customer | Indicative features |
|---|---|---|
| Starter | Small volunteer-led groups | Core document registers, review dates, basic communication log, templates |
| Standard | Active local or regional organisations | Compliance register, project evidence, richer roles, audit exports |
| Professional | Staffed organisations and service providers | Advanced permissions, multiple projects, stronger reporting, onboarding support |
| Network | Regional networks or umbrella bodies | Multi-organisation visibility, shared templates, optional central support |
Services revenue
Opries may generate services revenue through onboarding, data migration, template configuration, governance health checks, training, and partner-led implementation.
Services should accelerate adoption without making the company dependent on bespoke consulting.
Cost drivers
Major cost drivers are likely to include product development, hosting, security, customer support, onboarding, template maintenance, sector engagement, insurance, legal review, and sales activity.
Funding options
Early funding may come from founder investment, grants, sector partnerships, pilot contributions, philanthropic support, impact-aligned investors, or pre-sales to anchor customers.
Long-term options
Longer-term revenue options may include premium template packs, integrations, reporting modules, network-level subscriptions, advisory partner programs, and commercial tiers for private operators.