01 / The business 36-month operating plan

Enterprise software.
Built for the way
you operate.

An enterprise software factory that uses AI and experienced engineers to build, run, and continuously improve custom business systems.

Build around the businessOperate with release controlsImprove as needs change

02 / The enterprise problem

The business changes.
Its software falls behind.

Critical work ends up spread across a core system, disconnected tools, and spreadsheets. Every change must preserve the operations already running.

01

The process does not fit.

Packaged software imposes its workflow. Teams add manual steps to handle how the business actually works.

Cost: duplicate work and missed information

02

The replacement is a project.

A custom build needs requirements, integrations, data migration, testing, and people accountable for launch.

Cost: a long path from need to daily use

03

The work never stops.

Once live, permissions, reports, business rules, and integrations keep changing. A fast first build is only the start.

Cost: a permanent maintenance burden

The customer needs a system that fits—and a team responsible for keeping it working.

03 / The Handrail model

A software factory.
A system built for each customer.

AI helps write and revise the code. Handrail brings the delivery process, operating platform, and engineers who take it into production.

01
Understand
Map workflows, data, users, and acceptance criteria.
02
Build
Use AI and engineers to implement the agreed system.
03
Verify
Test changes and review readiness before release.
04
Run & improve
Host, support, and deliver the next approved change.

Shared foundation

Version control · CI/CD checks · Environment policies · Release records · Runtime diagnostics

Customer feedback returns to the next build ↵

Custom where it matters. The customer’s workflows, integrations, and operating rules.

Repeatable where it helps. The process for building, testing, releasing, and supporting them.

04 / Enterprise delivery

Writing the code is one step.
Operating it is the commitment.

A “vibe coded” prototype can demonstrate an idea. A live system of record also needs controlled access, repeatable checks, and a responsible operator.

What must be added to generated code to support enterprise operations
What the business needs	Code generation alone	Handrail’s delivery model
Security & access	Controls must be designed and operated.	Verified user sessions, scoped permissions, and server-side credentials.
Safe changes	A working demo does not test existing workflows.	Configured CI/CD checks and review against the existing system.
Production releases	Someone must own release authority and readiness.	Separate environment policies and traceable release versions.
Life after launch	Hosting, incidents, and maintenance remain.	Ongoing engineering, hosting, support, and runtime diagnostics.

Checks and deployment policies are configured per project. Security and compliance requirements are agreed in scope; no blanket certification is implied.

Build → Check → Release → Verify

05 / Commercial evidence

Paying customers today

Replacing the system
the business runs on.

Handrail has paying customers replacing full systems of record with custom build-outs that fit their needs.

A system of record holds the authoritative data and workflows people rely on every day. Replacing it means delivering the application, migrating data, connecting other systems, and supporting adoption.

Illustrative replacement path

Legacy applicationSpreadsheetsManual handoffs

Custom system of recordThe customer’s data.
The customer’s workflow.

Records · Approvals · Reporting · Integrations

Daily use + ongoing controlled improvements

What is established

A live platform, paying customers, and system replacement work.

What we measure as we scale

Time to production, adoption, renewals, and delivery cost per account.

06 / Total addressable market

An established software budget.
A different way to serve it.

Enterprise application SaaS across businesses of all sizes.

$218.5BGlobal annual revenue · 2024Gartner market benchmark ↗

Market segmentation · USD billions / yearIllustrative allocation, not measured segments

Illustrative allocation of the 2024 enterprise application SaaS market by region and employee count
Customer location	<500 employeesSmaller businesses	500+ employeesLarger enterprises	All sizes
North AmericaU.S., Canada & Mexico	$39.3B	$59.0B	$98.3BModeled
GlobalIncludes North America	$87.4B	$131.1B	$218.5BSourced total

Planning assumptions: North America = 45% of global; <500 employees = 40% of spend in each region; 500+ = 60%. The 500-employee boundary includes exactly 500 in the larger group. Regional and size shares are assumptions, not Gartner findings.

A dated category TAM, not a 2026 estimate or Handrail revenue forecast. Regions overlap; do not add the rows. Only part of this market fits Handrail’s offering.

07 / Market entry

Start with operational complexity.
Expand from a proven system.

Proposed initial focus: North American businesses with roughly 100–2,500 employees, a costly system replacement need, and an accountable operating sponsor.

Under 500 employees

A complete system.
A smaller internal IT team.

Focus on businesses whose operational complexity and budget justify a managed custom platform.

Buyer: Owner, CEO, COO, or CFO
Entry: A core workflow or full system replacement
Proof: Fit, adoption, and reduced manual work

500+ employees

A defined first deployment.
A path to wider adoption.

Start with a business unit or system where a sponsor can own the result and IT can validate the controls.

Buyer: COO or business leader with CIO / IT
Entry: A scoped system with migration and integrations
Proof: Production readiness, reliability, and expansion

TAMEnterprise application SaaS

Serviceable marketBuyers with the scope, budget, and delivery fit

36-month target60 active, billing accounts

The serviceable subset has not yet been quantified. The account target comes from the operating plan, not an assumed percentage of global spend. Global expansion follows a repeatable North American model.

08 / Commercial model

Paid implementation.
Recurring operation and improvement.

Initial enterprise build$120K+

Fixed fee for agreed scope, integrations, and launch. Additional scope is priced separately.

One-time build revenue

Enterprise subscription / reference offer

$15K/ month · up to 500 users

$20K/ month · up to 1,000 users

$27.5K/ month · up to 2,500 users

Hosting, support, and 40 engineering hours monthly, with defined allowances for change requests, infrastructure, and AI.

Recurring fees include services; user limits are not employee segments.

Clear commencement

Subscription billing follows agreed production-readiness triggers. Standard terms are 12 months.

Expansion follows need

More capacity, additional services, or separately operated systems. Extra modules do not automatically create a new deployment fee.

Clear ownership

Customers own their data, materials, and output. Hitcents retains application and platform software IP under the MSA.

Reference terms from the documented MSA / proposal review, subject to signed scope and terms. This is pricing evidence, not achieved average revenue. Build fees, overages, and taxes are separate.

09 / Go-to-market

Turn early customer work
into a repeatable sales motion.

Months 0–12

Founder-led proof

Use existing relationships and referrals. Sell a scoped replacement, build references with permission, and document delivery economics.

10active billing accounts · target

4 GTM roles2 account executives
1 solutions engineer
1 marketing / partnerships

Months 13–24

Repeat the strongest fit

Focus outbound on the sectors that convert and launch well. Add partner referrals and reusable discovery and implementation plans.

30active billing accounts · target

8 GTM roles4 account executives
2 solutions engineers
2 marketing / partnerships

Months 25–36

Scale what is working

Expand successful accounts and repeatable channels. Add sales territories only when delivery and renewal performance support them.

60active billing accounts · target

12 GTM roles6 account executives
3 solutions engineers
3 marketing / partnerships

Year 3 planning test

30 net new live accounts require at least 30 launches before churn. At an assumed 25% win rate, 30 wins need 120 qualified opportunities, with contracts signed early enough for implementation.

Illustrative staffing and funnel assumptions, not current headcount or pipeline. Measure sales cycle, conversion, acquisition cost, time to launch, and renewals before increasing spend.

10 / Implementation and service

Scale delivery capacity
alongside the sales team.

Initial builds / proposed delivery team

2implementation engineers

½ implementation lead½ QA / migration specialist

Three full-time equivalents per team, including shared specialists. The lead owns customer scope and launch; engineers own build and integration; QA covers migration and acceptance.

2 concurrent builds × 2 cycles / year= 4 launches per team annually

Assumes six-month implementations. Longer or more complex projects reduce capacity.

Ongoing service / planned engineering capacity

Keep capacity for the
customers already live.

60 × 40h= 2,400 engineering hours / month÷ 120hof customer delivery time per engineer / month20 engineersat full use of the included allowance

Initial builds, platform engineering, and customer support are staffed separately.

AI may reduce effort per change. Hiring follows measured delivery hours and quality—not an assumed productivity multiple.

11 / Organization plan

A team sized for
the work we commit to.

Illustrative total staffing capacity · full-time equivalents
Function	Month 12	Month 24	Month 36
Go-to-market	4	8	12
Implementation teams3 / 6 / 9 teams × 3 FTE	9	18	27
Recurring engineering40h allowance ÷ 120h capacity, rounded up	4	10	20
Customer success & support	2	3	6
Platform, infrastructure & security	5	8	12
Leadership, finance & operations	2	3	4
Total planned capacity	26	50	81

Totals include existing or shared allocations; they are not incremental hires. Implementation capacity at each milestone is 12 / 24 / 36 launches annually once staffed and productive. Ramp time, churn, and projects longer than six months require additional capacity or slower growth.

12 / Projected business economics

Build a recurring business.
Earn the right to scale it.

Illustrative base case: active billing accounts × $20,000 average monthly recurring fee × 12.

Month 12 / 10 accounts$2.4MAnnualized recurring fees

Month 24 / 30 accounts$7.2MAnnualized recurring fees

Month 36 / 60 accounts$14.4MAnnualized recurring fees

Revenue sensitivity / 60 accounts

$10.8M–$19.8M annualized at average fees of $15K–$27.5K per month. Pricing and account mix matter as much as customer count.

The margin test

At $20K monthly revenue, direct costs of $5K / $10K / $15K imply 75% / 50% / 25% gross margin, before sales and corporate overhead.

What we must prove

Implementation contribution margin, recurring delivery cost, customer acquisition payback, retention, and a monthly cash plan that supports hiring.

Proposed targets measured from the plan’s start, not current results or contracted backlog. Accounts are after churn and must be billing. Fees include engineering and operations; annualized run rate is not revenue earned. Build fees and overages excluded. No profitability or runway claim is made.

13 / Team and durable advantage

Built inside a business
that knows software delivery.

Handrail was developed inside Hitcents, drawing on 25 years of building, launching, and maintaining software.

The advantage we are building

01

Operational knowledge

Understanding the customer’s rules, integrations, and live system makes each next change better informed.

02

A repeatable delivery process

Reusable implementation patterns, checks, and release practices improve the next deployment.

03

An ongoing customer relationship

The same delivery model supports the first launch, everyday operations, and future expansion.

The business is built around delivering and operating the system, with AI as part of the production process.

14 / The next stage

A working business.
A plan to reach more enterprises.

We are speaking with investors who see the potential to accelerate Handrail’s go-to-market and delivery capacity. We are not in a specific fundraising round.

01

Reach more buyers

Expand enterprise sales, sector-specific marketing, and partner relationships.

02

Launch more systems

Add implementation teams, migration expertise, and customer success capacity.

03

Strengthen the factory

Invest in platform reliability, security, reusable integrations, and release verification.

The investor conversation

Review the product, customer evidence, and operating economics.
Size capital to the pace the business can support.

Let’s build the next stage partnerships@hitcents.com

A Hitcents company · Bowling Green, Kentucky

Enterprise software.Built for the wayyou operate.

The business changes.Its software falls behind.

The process does not fit.

The replacement is a project.

The work never stops.

A software factory.A system built for each customer.

Understand

Build

Verify

Run & improve

Writing the code is one step.Operating it is the commitment.

Replacing the systemthe business runs on.

An established software budget.A different way to serve it.

Start with operational complexity.Expand from a proven system.

A complete system.A smaller internal IT team.

A defined first deployment.A path to wider adoption.

Paid implementation.Recurring operation and improvement.