Case Study
B2B SaaS / FMCG Innovation
Selected SPRNT platform overview slides from the investor pitch deck.
SPRNT: from FMCG innovation concept to an investor-ready SaaS business model.
SPRNT started as a strong industry idea: new product development inside large FMCG and F&B companies is fragmented, manual, and slow, and the founding team had real industry knowledge about why. What it needed wasn't a better-looking pitch deck. It needed the commercial architecture underneath the idea, who exactly pays, what they pay, how revenue expands, and how large the real opportunity is, translated into a business investors could actually evaluate. SPRNT operates within the same ecosystem as Basamh Group and IDU, but is an independent company, not a department or subsidiary.
What We Did
01
Business Model & Strategic Positioning
Structured SPRNT as an independent B2B SaaS platform for FMCG/F&B product-development teams, covering trend intelligence, concept validation, decision support, and GTM simulation. The critical shift: framing it as recurring software revenue, not a research or consulting service where growth requires proportional headcount growth.
02
Market Sizing & ICP
Defined the primary ICP as FMCG and F&B companies with recurring new-product-development activity, with initial commercial focus on the GCC/MENA FMCG ecosystem.
03
Pricing & Monetization
Built a tiered, user-based pricing architecture (below) with an assumption of roughly 7 users per customer company, with the revenue mix designed to shift toward larger plans and enterprise contracts as SPRNT grows.
Starter
£49/user/mo
Pro
£89/user/mo
Studio
£149/user/mo
Enterprise
From £2,500/month
04
Financial Model
Built a three-year financial model connecting customer growth, subscription revenue by plan, product costs, and hiring to a realistic path toward profitability, deliberately separating what the model projects from what SPRNT has already achieved.
05
Go-to-Market Strategy
Connected ICP → entry point → subscription → account adoption → expansion, recognizing that enterprise FMCG sales differ significantly from self-serve SaaS. The strategy also frames SPRNT's data advantage, more usage improving future validation quality, as a product/data strategy to build toward, not an already-proven moat.
06
Investor Narrative
Shifted the pitch from "SPRNT is an FMCG innovation platform" to a sharper thesis: SPRNT is building the decision infrastructure behind faster, more data-driven FMCG product development.
The Product Angle: One Recurring Decision
SPRNT's strongest differentiator is combining validation, intelligence, and simulation inside one workflow, all built around a single recurring decision every FMCG team faces: should we build and launch this product, and if so, how? That's a sharper product story than describing SPRNT generically as "an AI or analytics platform."
Modeled / Projected — Accepted 3-Year Model
6 → 24 → 75
CUSTOMERS, YEAR 1 → 2 → 3
£44.1K → £677.7K
REVENUE, YEAR 1 → 3
Year 2
MODELED BREAK-EVEN
Year 1 projects a (£31,900) loss, Year 2 £44,900 profit, Year 3 £321,700 profit, on £76K → £154K → £356K in modeled costs. These are financial-model outputs, not achieved results. No verified achieved revenue, funding, or customer figures are currently available for SPRNT.
FOCUS: INVESTOR READINESS, NOT A CONFIRMED RAISE
There's currently no verified information confirming SPRNT has closed a round, raised a specific amount, or is actively fundraising. What's defensible: SPRNT went from an early-stage FMCG innovation concept to a structured B2B SaaS investment case, positioning, target customer logic, recurring monetization, tiered pricing, a three-year financial model, GTM strategy, and an investor narrative, regardless of whether a raise follows.
Strategic Positioning
Market Sizing & ICP
Pricing Strategy
Financial Model
GTM Strategy
Investor Narrative
Pitch Deck