SMClub

Project summary

ABOUT THE PROJECT
Integrated system: own production, logistics, engineering and digital infrastructure (mobile app + marketplace). There are no analogues with such mechanics and commercial logic in any country in the world.

SCALE BY 2035
22 regional centers of Ukraine + 50+ satellite cities. Goal - 30% market coverage in cities of presence.

ENTRY CONDITIONS
The maximum share in one hand is 10%.

TEAM
10 specialists: management, production, IT, logistics, engineering, procurement, finance.
A project to provide food to military personnel in a combat zone (2022–2025) has been implemented. The model has been tested in extreme conditions.

Details - after personal contact.
 

Concept note
SMClub

1. Operational mechanics of the ecosystem

SMClub is a managed daily food system. It consists of production, logistics, engineering, IT, sales through the app, and physical delivery of the order to the customer.

Production is divided into two levels: primary and secondary. The first level is responsible for basic preparation, processing, and product standards, the second for local assembly closer to the customer.

Logistics is also divided into two levels: internal movement between production levels and micro-logistics to delivery points. Engineering provides the physical foundation of the system: equipment, production nodes, delivery points, and technical operability.

IT connects all parts of the system into a single digital system: applications, accounting, process control and artificial intelligence. The management company manages all areas through the heads of production, logistics, engineering, IT and other functional units.

2. Socio-economic effect of the ecosystem

SMClub claims not just a share of the food market, but a change in the way we access food every day. The system affects the logistics of cities, people's lives, and the domestic economy of the country.

The centralized model reduces the chaotic movement of food around the city. One route to the house can replace dozens of separate trips to the store or courier deliveries.

For a person, this means less household routine and easier access to a balanced and varied diet. For Ukraine, raw materials, processing, local producers, and added value remain within the economy.

The Suppliers Association is planned as a separate tool in this cycle. It unites manufacturers who operate transparently, pay taxes, and enter the system as direct market participants.

3. Management structure and responsibility

SMClub is not built as a single company, but as a system of a management company and individual profile LLCs. The management company retains a controlling stake of 51% in key LLCs, and up to 49% may belong to profile partners or investors in specific areas.

Each LLC is responsible for its own separate area: production, logistics, engineering, IT, and other functional blocks. Each area is considered not only as an internal part of the ecosystem, but also as a future semi-independent player in its market.

A collegial management model with a clear center of responsibility is already being cultivated within the management company. Heads of departments participate in the discussion and preparation of key decisions, while the founder remains the final responsible person to investors, partners, and the ecosystem.

Key decisions are made through the management circle, especially regarding people, structure, and major internal changes. At the same time, there is a clearly defined leader in the system who bears final responsibility and makes the final decision where necessary.

4. Ecosystem development and scaling plan

SMClub is being developed over the horizon of 2026–2035. The first stage is pilot hybrid production, multiplication of hybrid V2s, launch of the first V1, and verification of the model in operation.

Each stage of development is synchronized between all LLCs: production, logistics, engineering, IT and the management company. If one element of the system changes, the product, packaging, logistics, accounting and maintenance must be ready at the same time.

After the third year, the system moves to a full model: V1 provides V2, and hybrid V2s gradually become full-fledged V2s. After the fifth year, franchise expansion should move to scaling across cluster cities.

In the 5–7 year horizon, the ecosystem plans to move to the second format — self-service stores. By 2035, the goal is 22 regional centers and about 50 satellite cities, after 2035 — a strategic exit of the management company from the ecosystem.

Generalized

SMClub monetization is built on a centralized financial model, where all payments and accruals go through AM+. In the B2C circuit, the ecosystem receives income from a commission on each transaction (take-rate), margins from its own products of Production LLC, 1–2–3 club subscriptions, and Rescue Deals mechanics, which allows minimizing write-offs and returning revenue. In the B2B circuit, income is generated from a commission on partner turnover for sales through AM+, a one-time connection fee (onboarding), a regular service subscription fee (SLA), and paid promotion in the system. Thus, the ecosystem monetizes both the end consumer and the infrastructure value of access to the client flow, logistics, and technology platform.

In the franchise model, part of the operating income is generated at the local location level, but the key tools for controlling pricing, assortment, quality standards and loyalty programs remain with the management company. Additional sources of income from the franchise are: royalties, centralized sales of raw materials from V1 to V2 and marketing contributions from local partners for access to the network. This combines a stable regular cash flow with an infrastructure margin and scalable B2B revenues. As a result, the model creates a multi-level income system that works both in its own and franchise cities.
 

Generalized

SMClub Investor Value Forecast - Calculation January 2026

As of January 2026, the forecast for the cost of 100% of the ecosystem when implementing the model by the end of 2035 has been updated. The scale of coverage (22 regional centers and 35+ satellite cities) was previously determined and remains unchanged; the update is associated with in-depth detailing of the operating model, V1/V2/ST/AM+ structure, monetization logic, profit distribution, and a phased plan for achieving the strategic goal. In the process of developing ecosystem documents, additional confirmed data was accumulated, which allowed us to clarify financial assumptions and increase the accuracy of the forecast. The full calculation algorithm (including the EBITDA approach and alternative scenarios) is not provided due to the volume; the final result is provided for investor communication. The rate in the model: UAH 60 per $ 1.

The projected price of 100% of the ecosystem as of the end of 2035: lower limit — $1,956,400,000, average — $3,301,425,000, upper limit — $4,891,000,000. From the base (lower) limit: 0.1% = $1,956,400; 0.5% = $9,782,000; 1% = $19,564,000; 2% = $39,128,000. This is an estimate of the value of the implemented national business, provided that the approved plan is implemented and the planned operating indicators are achieved. The document reflects the current version of the forecast as of 01.2026 and is used to fix the market capitalization target.