# Partner-Facility Development Financial Plan

## Purpose

This document defines the first-pass financial plan for CLARK's partner-facility development model.

This line covers the work required to identify, qualify, onboard, and strengthen regional specialist facilities that join the network.

## Commercial Principle

Partner-facility development should be modeled as a hybrid of:

- service revenue
- recurring platform value
- selective equity participation

CLARK should not depend on any single one of those levers alone.

## What This Line Includes

- facility discovery and qualification
- node onboarding and operating design
- standards, documentation, and training enablement
- Clarkware deployment support
- selective commercial and operating support during launch
- minority ownership where justified

## Revenue Architecture

The current working revenue stack should be:

### 1. Discovery And Qualification Fees

Used for:

- site review
- capability assessment
- operator diligence
- fit analysis against CLARK standards

Working planning band:

- CAD 2,500 to CAD 7,500 per engagement

### 2. Node Onboarding Fees

Used for:

- operating-model setup
- documentation and quality-system alignment
- training and launch planning
- commercial and reporting setup

Working planning band:

- CAD 15,000 to CAD 40,000 per node

### 3. Recurring Enablement Or Platform Value

Used for:

- ongoing standards support
- reporting and operating-system support
- Clarkware bundled value
- coordination and network participation

Working planning band:

- CAD 2,000 to CAD 8,000 per month per active node, depending on scope

### 4. Minority Equity Participation

This should remain a major upside lever rather than the sole basis of economics.

Current working target:

- default ownership target: 10%
- practical upper band: 15% to 20% where CLARK contributes more capital or strategic support

## Cost Structure

The main cost drivers are likely to be:

- diligence time
- travel and onsite review
- onboarding support labor
- training and documentation work
- Clarkware deployment support
- ongoing network-operations support

This means partner-facility development must stay selective. A low-quality node is expensive long before it is profitable.

## Financial Logic By Stage

### Stage 1: Qualification

Primary goal:

- avoid spending heavily on low-fit facilities

Financial rule:

- discovery and diligence should be at least partially paid work whenever possible

### Stage 2: Onboarding

Primary goal:

- recover meaningful launch cost

Financial rule:

- onboarding should not be treated as free consulting unless CLARK is intentionally buying strategic access through equity or other consideration

### Stage 3: Active Node Support

Primary goal:

- move from one-time setup into recurring platform value

Financial rule:

- recurring support and bundled software value must be visible enough that each node improves the network financially rather than only symbolically

### Stage 4: Equity Realization

Primary goal:

- create long-term upside through aligned ownership

Financial rule:

- equity is a strategic amplifier, not an excuse to ignore weak service economics

## First-Pass Unit Economics Questions

The most important questions are:

- how much CLARK labor is required to qualify one serious facility prospect
- how much onboarding labor is required before a node becomes stable
- what recurring monthly support burden does each active node create
- how much of that burden is reduced by standardization and Clarkware

## Gating Criteria

CLARK should not add partner facilities aggressively unless each candidate clears:

- credible operator capability
- willingness to adopt standards and reporting discipline
- clear commercial opportunity
- a pathway to recurring platform value
- acceptable support burden relative to likely revenue and strategic upside

## Risks

- treating node onboarding like free bespoke consulting
- taking equity in weak operators in place of real economics
- overextending support capacity across too many early nodes
- assuming recurring value exists before standards and software are actually in use

## Current Recommendation

Use a disciplined three-part economic test for each node:

1. Can CLARK recover or justify discovery and onboarding cost?
2. Can the node support recurring platform value?
3. Is there credible long-term upside through ownership, customer access, or strategic corridor value?

If the answer to two of those three is not yes, the node should probably not move forward.