EcoTech creates a single permanent family account for every service used by parents and their children ages 0 to 12: meals, daycare, school, before/after-school care, camps, recreation, activities and municipal services.

Today, each provider runs on its own system. For every new service, the parent has to recreate their account, their children, their information, their payments, their credits and their history.

EcoTech reverses this architecture. The parent creates their EcoTech account only once. It brings together family identity, child profiles, the institutions attended, key information, permissions, payment methods, credits, refunds and history.

This account does not belong to any provider. It stays with the family as children grow up, change institutions or use new services.

From that same account, the parent can use and pay for services from multiple providers without recreating their family or switching environments. Information is entered once, and each provider only accesses the data required for its service, based on the permissions granted.

Providers change. Services evolve. The family and its account remain.

EcoTech replaces the software, manual processes and fees that today surround ordering and payment.

Subscriptions, credits, refunds, reports, reconciliation and payouts are automated inside the same infrastructure. The provider pays a lower or equal transaction cost, receives a much more complete system and removes an administrative burden that represents thousands of dollars and many hours every year.

The EcoTech margin does not come from a new surcharge. It comes from the spread created by wholesale volume rates and the efficiency of a shared infrastructure.

Software exists to manage meals, daycares, camps, enrollments and some payment functions. It remains siloed by sector, provider and institution.

In the vast majority of daycares and camps, online payments are not integrated with operations. Organizations still rely on bank transfers, invoices and manual tracking.

Quebec schools have no shared transactional infrastructure that lets parents select, pay and track every school fee inside a single family account. Operations rely on bill payments and separate references that vary by institution and service.

EcoTech’s world-first lies in this convergence:

Each vertical keeps its operations and its providers. EcoTech unifies the family, the payments and the financial responsibility while preserving a full separation of each party’s obligations.

Existing players solve one function or one vertical. EcoTech builds the infrastructure that connects them all.

EcoTech is not presenting a concept to be developed. The architecture described in this document is already built, the MVP has processed real transactions and the first commercial network is already secured.

This section directly links deployment targets to GMV processed, targeted market share and potential value created.

From today’s network to the M6 targets

Growing from 2,350 to 42,500 meals per day relies first on the deployment of the eight already-secured caterers, representing about 100 schools and more than 50 daycares, then on setting up a direct sales force capable of continuously feeding the network.

With $150,000 in funding, EcoTech will deploy a sales force capable of signing at least five new caterers per month.

With $250,000 in funding, EcoTech will scale its commercial capacity and reach at least ten new caterers signed per month.

With $500,000 in funding, EcoTech will deploy an expanded sales force and reach at least fifteen new caterers signed per month, on top of the eight already-secured partners.

Every new caterer simultaneously adds its schools, its daycares and its transaction volume to the EcoTech infrastructure. Funding therefore does not create demand — it immediately scales the commercial, operational and technical capacity needed to convert that demand into deployments and transactional revenue.

The following projections correspond to the full $500,000 funding scenario.

All projections use a conservative uniform basis of $7 per meal over 180 days. This method does not count daycares’ additional operating days (261 days) and deliberately understates their annual contribution to GMV.

Valuation perspective

Current valuation basis

EcoTech’s current adjusted valuation is therefore approximately CAD $6.66M.

Les valorisations équivalentes du tableau appliquent une valeur de 1,5× au GMV projeté, puis ajoutent les valeurs actuelles de l’infrastructure technologique, de la propriété intellectuelle et du Parent-facing SaaS.

One province is enough to prove scale

Quebec has approximately 678,675 children in preschool and elementary school, plus 279,092 children in childcare services.

The combined Quebec TAM therefore represents 957,767 potential meals per day.

The combined Quebec TAM covers all children in preschool, elementary school and childcare services.

A single province is enough to prove the model. Canada scales it up.

Low penetration is enough to reach massive scale

The first Canadian transactional market represents up to 4.9 million meals per day and $6.70B in annual GMV.

An infrastructure designed to replicate itself

EcoTech starts in Quebec and Ontario, then deploys the same infrastructure across other provinces, Canada and new countries.

Local rules, partners and providers change. The family account, the vertical products and the financial engine remain the same.

These projections cover the initial deployment of meals and daycare. They do not include transactions produced by the other EcoTech verticals or by international expansion.