The Atlas Financial Model

• Free platform where city officials browse case studies, follow topics, and post questions
• Solves the problem that government officials have no structured way to discover solutions - forced to use Pinterest, conference booths, cold emails
• "What we're building next": a marketplace layer where vendors can list products and city governments can transact directly (e.g. "Buy Now" / "Request More Info" for a Siemens stormwater product)

• TAM: $1.6 trillion in annual local government spending (US cities)
• Categories of spend shown: wastewater, air quality, drinking water, solid waste, noise pollution, energy management

• Current: B2B SaaS / sponsorship sold to companies (govtech vendors) who want access to the city-official audience; reported as ARR
• Next phase: Marketplace / transactional layer - vendors list products, cities buy or request info directly through The Atlas
• City-side is free (supply-side subsidy model, analogous to a B2B media/marketplace)
• Pricing per contract not disclosed in deck

• 12,000 city users on the platform, achieved in <1 year
• $300K ARR from paying company (vendor) customers
• 66% decrease in B2G (business-to-government) sales cycle for vendor customers
• No revenue growth rate or cohort data shown

• Moat framing: incumbents are conferences, cold email, and ad-hoc discovery (Pinterest cited) - no direct competitor named
• Network effect implied: more city users → more valuable to vendors → more vendor revenue funds platform growth
• No competitive matrix shown

• CEO: Elle Hempen - 5 years government experience, former city consultant, UCLA MBA
• COO: 5 years government experience, former city consultant, Rice University Civil Engineer
• CTO: Former Recovery Brands, full-stack engineer / data architect
• Advisors / affiliations: White House OSTP, EPA, City of London

• Archetype + why: B2B SaaS / marketplace hybrid ARR model. Revenue is currently subscription/sponsorship ARR from govtech vendors (supply-side free, demand-side paid). The "next" product is a transactional marketplace. Model should support both revenue streams: (1) vendor subscription/sponsorship ARR, (2) marketplace GMV with take-rate.

• Forecast horizon & granularity: 3 years monthly (Year 1–2 monthly, Year 3 quarterly roll-up). Company is pre-Series A with <1 year of ARR history - monthly granularity is essential to track ramp.

• Key drivers & assumptions:

*Supply side (city users - free):*

• City user base: 12,000; monthly new user growth rate

*Demand side (paying vendors - ARR):*

• Number of paying vendor accounts: implied ~$300K ARR / unknown ACV
• Net new vendor logos per month
• Annual contract value (ACV) per vendor
• Logo churn rate
• Expansion / upsell rate

*Marketplace (next phase):*

• GMV per transaction
• Take rate
• Launch quarter

*Cost structure:*

• Headcount: 3 co-founders confirmed; additional hires
• COGS (hosting, infrastructure)
• S&M spend (govtech conference sponsorships, content)
• R&D (engineering for marketplace build)

• Scenarios (Base / Bull / Bear - which variables flex):
• Bear: vendor ACV stays low ($10K), churn 20%, marketplace delayed 12 months
• Base: vendor ACV ~$15–20K, churn ~12%, marketplace live in 6–9 months, moderate GMV ramp
• Bull: vendor ACV expands to $30K+, marketplace take-rate revenue matches subscription ARR by Y3, city user growth accelerates via partnerships

• Required sheets / outputs:

1. Assumptions - all drivers in one place with scenario toggle
2. City User Growth - monthly free-side supply funnel
3. Vendor ARR - logo count × ACV, MRR bridge (new + expansion − churn)
4. Marketplace GMV & Revenue - GMV, take-rate revenue (activate once launched)
5. P&L - blended revenue, COGS, gross profit, OpEx by category, EBITDA
6. Headcount plan - by function, tied to OpEx
7. Cash & Runway - burn, cash balance, months of runway (critical for fundraise context)
8. KPI Dashboard - ARR, city users, vendor count, NRR, CAC payback, gross margin