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← Back to siteA QR Code on the door links passenger and vehicle — no doubt about who's picking you up, no swapped apps, no waiting.
XL fleet (6–7 seats), always clean and inspected — with a clear route from the start of the ride to the end.
From the first QR Code to drop-off — proprietary technology, a certified driver, and an XL fleet on every GoXL ride.
Investor Business Plan — Orlando, Florida. A certified model, with a standardized XL fleet and a second logistics revenue layer: GoXL OBC.
A massive, recurring tourist and corporate flow sustains structural demand for premium transportation — to the airport, parks, resorts and convention centers.
Source: Visit Orlando / PR Newswire (2025); US ride-hailing market estimates (2025–2026).
Uncertainty, an inconsistent fleet, and low driver payouts erode the experience and the quality of service.
The passenger can't be sure they're getting into the right car — sometimes the person driving isn't even the one registered on the profile.
Old, dirty or poorly maintained vehicles right next to quality cars.
Drivers with little training beyond the legal minimum, often on third-party accounts that don't meet state TNC regulations.
A 45–55% payout of what the customer is charged often doesn't cover operating costs — which drives frequent ride cancellations.
A service standard built from the ground up for Orlando's tourist and executive profile.
QR Code on the side doors, with the GoXL logo — instant booking of the nearest car, at no extra cost.
Legal background check + GoXL certification and training.
The only rideshare option serving groups of up to 7 people in a single vehicle — always clean and inspected.
Access to a designated driver before the trip.
Up to 80% of the fare goes to the driver.
Specialized for the local tourist and executive profile.
GoXL will be the first company to identify vehicles with a QR Code on the side doors (with the GoXL logo), enabling instant booking of the nearest vehicle anywhere.
| Attribute | Uber / Lyft | Traditional taxi | GoXL |
|---|---|---|---|
| Passenger–vehicle linking | License plate/photo in app | None | Active QR Code |
| Driver certification | Minimal regulatory | Municipal license | In-house check + certification |
| Vehicle standard | Variable | Variable | Standardized premium XL |
| Scheduling with a set driver | Limited | Manual | Native in app |
| Driver payout | ~45–55%* | Own fleet | Up to 80% |
*Market estimate; percentages vary by city, category and fees applied.
Planning assumptions, to be validated with real pilot data in Orlando.
Methodology: monthly gross volume = rides per day × average fare × 30 days; GoXL retains 20%. At scale, the projection uses US$ 300/day per driver (7.5 rides at a US$ 40 fare) — below the 12–15 rides/day operating target, which remains additional upside and is not included in the projections.
Operational base — the highest tourist flow in the US. 6-month plan and 400 drivers by December.
Regional expansion, same regulatory base — after validating the model in Orlando and with the next raise.
Replicable model across metropolitan markets — additional upside, not included in the financial projections.
Standardized, replicable model: driver certification, XL fleet and technology don't depend on rebuilding per city.
Standardized 10 kg and 23 kg containers, with QR Code and onboard GPS, traveling on the same fleet of certified drivers and, now, also on GoXL's own air passengers — connecting the entire US domestic air network through a proprietary API.
The US domestic air network becomes last-mile infrastructure via a proprietary API — using trips that GoXL's own passengers and drivers are already making. GoXL will be the first company to offer same-day express delivery within the United States through this network, in major cities.
The sender drops off the package (10 or 23 kg) at a GoXL unit — or GoXL picks it up, for the customer's or business's convenience, already built into the service (like UPS and FedEx).
A passenger already flying that route carries the package as a courier, at no extra freight cost.
Upon landing, the package is delivered at the GoXL unit at the destination airport.
An already-registered driver handles pickup and final delivery to the recipient, making use of another ride already in progress.
Peer-to-peer air courier network + certified local fleet = national coverage with marginal investment in fixed assets.
| Risk | Mitigation |
|---|---|
| Price war with Uber/Lyft | Premium, certified positioning — focused on those who pay for safety and predictability. |
| Cost/availability of XL fleet | Partnership with certified owner-drivers, reducing direct capex. |
| State regulation (TNC) | Compliance built into the product design from day one (Florida Statute 627.748). |
| Tourist seasonality in Orlando | Regional expansion to Tampa and Miami from 2028 + second revenue stream via GoXL OBC (local and interstate). |
A model built driver by driver, starting from the 6-month plan funded by this round. Every figure below derives from explicit assumptions — listed, stress-tested in the sensitivity analysis, and verifiable against pilot data.
At a US$ 40 average fare, US$ 300/day equals 7.5 rides per driver — roughly half the operating target of 12–15 rides/day. In 2027, productivity ramps gradually: 5 rides/day in month 6 and 7.5 by December.
| Year | Drivers (year-end) | Average active | Gross ride volume | GoXL revenue (20%) | Net income (22%) |
|---|---|---|---|---|---|
| 2027 | 400 | 174 | US$ 15.5M | US$ 3.1M | Launch |
| 2028 | 1,000 | 700 | US$ 76.7M | US$ 15.3M | US$ 3.4M |
| 2029 | 1,250 | 1,125 | US$ 123.2M | US$ 24.6M | US$ 5.4M |
| 2030 | 1,563 | 1,406 | US$ 154.0M | US$ 30.8M | US$ 6.8M |
| 2031 | 1,953 | 1,758 | US$ 192.5M | US$ 38.5M | US$ 8.5M |
| Total | — | — | US$ 561.8M | US$ 112.4M | US$ 24.0M |
2027 follows the 6-month plan (January to June, up to 150 drivers) and the ramp to 400 drivers by December, with productivity rising from 5 to 7.5 rides/day; 30-day months. 2027 is the launch year: the contribution funds acquisition and no distributable profit is projected. From 2028, revenue uses the average number of active drivers in each year and 365 operating days. Figures rounded; totals computed from exact values.
To sustain US$ 300/day with 1,000 drivers in December 2028, the platform must generate:
| Average fare | Rides per driver/day | Rides per day (1,000 drivers) |
|---|---|---|
| US$ 20 | 15 | 15,000 |
| US$ 25 | 12 | 12,000 |
| US$ 30 | 10 | 10,000 |
| US$ 40 | 7.5 | 7,500 |
The driver target only produces the projected revenue if there is enough demand to keep drivers productive — the first assumption to be validated in the Orlando pilot.
Round structure: the investor buys 10% from the current partners for US$ 1M — a US$ 10M entry valuation — and contributes another US$ 1M to the company's cash, without issuing new equity, to fund the 6-month plan. Since the total outlay is US$ 2M for the same 10%, returns are calculated on US$ 2M; the calculation on the stake price is shown for reference only.
| Scenario | Basis | GoXL valuation | Value of 10% | Total return* on US$ 2M | On US$ 1M (stake) |
|---|---|---|---|---|---|
| Stress | 1.0x revenue | US$ 42.8M | US$ 4.3M | 3.3x | 6.7x |
| Conservative | 12x earnings | US$ 112.9M | US$ 11.3M | 6.8x | 13.7x |
| Base | 15x earnings | US$ 141.2M | US$ 14.1M | 8.3x | 16.5x |
| Optimistic | 20x earnings | US$ 188.2M | US$ 18.8M | 10.6x | 21.2x |
*Total return = value of the 10% stake in 2031 + 2028–2031 dividends (US$ 2.40M, at a 22% margin with full distribution), divided by capital invested. Basis: annualized revenue of US$ 42.77M and annualized net income of US$ 9.41M at year-end 2031. Revenue cross-check: 3.0x–3.5x yields US$ 128–150M, consistent with the base case. The stress case compresses the exit multiple to 1.0x revenue while keeping the operating plan. Projected IRR on the total US$ 2M outlay: from 30.9% (stress) to 64.0% (optimistic) per year.
| Year | Net income (22%) | Dividends (10%) | Cumulative | Milestone |
|---|---|---|---|---|
| 2027 | Launch | — | — | — |
| 2028 | US$ 3.4M | US$ 337K | US$ 337K | — |
| 2029 | US$ 5.4M | US$ 542K | US$ 879K | — |
| 2030 | US$ 6.8M | US$ 678K | US$ 1.56M | US$ 1M recovered |
| 2031 | US$ 8.5M | US$ 847K | US$ 2.40M | US$ 2M recovered |
2027 is the launch year, with no profit distribution. At a 22% margin with full distribution from 2028, the stake price (US$ 1M) is returned through dividends in fiscal 2030, and the total US$ 2M outlay in fiscal 2031 — before any exit event.
| Margin | Dividends through 2031 | Recovers US$ 2M? | US$ 1M? |
|---|---|---|---|
| 10% | US$ 1.09M | No | Yes |
| 15% | US$ 1.64M | No | Yes |
| 20% | US$ 2.19M | Yes | Yes |
| 22% | US$ 2.40M | Yes | Yes |
| 25% | US$ 2.73M | Yes | Yes |
| 30% | US$ 3.28M | Yes | Yes |
| Profit distributed | Dividends through 2031 | Outcome |
|---|---|---|
| 100% | US$ 2.40M | US$ 2M recovered in 2031 |
| 75% | US$ 1.80M | US$ 1M recovered in 2030; remainder via appreciation |
| 50% | US$ 1.20M | US$ 1M recovered in 2031; remainder via appreciation |
| 25% | US$ 0.60M | Return concentrated in appreciation |
Four assumptions underpin the plan. Each one will be measured in the pilot before scaling.
If the operating assumptions hold, even an exit at 1.0x revenue yields a projected total return of 3.3x on the US$ 2M outlay.
Management projection (August 2026) recalculated for the terms of this offer. It is not a guarantee of performance and does not replace financial, legal, tax, or regulatory due diligence. Platform revenue is not profit: insurance, payment processing, incentives, fraud, technology, personnel, marketing, and taxes must be validated. Stake values assume no dilution, no material financial debt, and no extraordinary events — future fundraising may dilute the 10%. Growth after month 6 — from 150 to 1,000 drivers — assumes a new raise, which may dilute the 10%. 2026 results were not included.
Use of funds: the US$ 1M for the stake is paid to the current partners; the US$ 1M contribution goes into the company's cash, with 77% allocated to driver and rider acquisition — social media, influencers, launch incentives, and certification — targeting 150 active drivers in 6 months. See the plan ↓
Final equity terms (governance, exit, dilution) to be formalized in an investment agreement, with independent legal and financial counsel. This document is strategic in nature and does not constitute definitive legal or financial advice.
The US$ 1M contribution is the part of the round that goes into the company's cash. 77% of it goes straight into acquiring drivers and riders — 58% into social media, influencers, and content. Every dollar is tracked by channel and reallocated each month to wherever acquisition costs are lowest.
Riders get the largest share on purpose: drivers without rides leave the platform. The 150-driver target only holds if there is demand to keep them busy.
Cost per active driver ≈ US$ 1,730 (US$ 260K ÷ 150), recovered in 1 to 1.5 months of GoXL revenue per driver.
In month 6: ≈ 750 rides/day — US$ 900K/month in rides and US$ 180K/month in GoXL revenue.
| Month | Phase | Campaign focus | Spend | Active drivers (end) | Rides/day |
|---|---|---|---|---|---|
| 1 | Pre-launch | “Founding Driver” campaign: sign-up page, ads for XL owners and Uber XL/Lyft XL drivers, driver-community creators; influencer selection; trackable links and codes. | US$ 120K | 20 | — |
| 2 | Driver launch | Activation bonus and earnings guarantee; driver-to-driver referrals; controlled rider launch at MCO airport and on International Drive. | US$ 160K | 45 | 60 |
| 3 | Rider launch | First wave of travel influencers (Orlando, Disney, families, and Brazilian creators); ads to people planning an Orlando trip; first-ride credit. | US$ 190K | 75 | 225 |
| 4 | Scale | Second influencer wave; retargeting; videos with real riders; focus on groups and families of 6–7. | US$ 190K | 100 | 400 |
| 5 | Optimization | Budget concentrated on the 3 lowest-CAC channels; rider referral program; content featuring real driver earnings. | US$ 170K | 125 | 560 |
| 6 | Consolidation | Driver retention; corporate and events (Orange County Convention Center); measured base to size the next raise. | US$ 170K | 150 | 750 |
| Total | US$ 1.0M | 150 | — |
Month 1 = January 2027. Active driver = certified and with rides in the last 14 days. Rides/day = monthly average. Productivity ramps gradually: 5 rides/day per driver in month 6, on the way to the 7.5 assumed in the projections.
“Keep up to 80% of every ride.”
“The right car, identified before you get in — up to 7 people in one vehicle.”
The contribution is not spent all at once: each phase only receives the next tranche if it hits the previous phase's targets.
The US$ 80K reserve (8%) absorbs a deviation of up to ~30% in driver acquisition costs.
| Risk | Response |
|---|---|
| Drivers without demand leave the platform | Rider launch synchronized with the driver base, an earnings guarantee in the first weeks, and a funding milestone at month 2. |
| Influencers with reach but no conversion | Contracts with a variable component per ride (trackable link or code), small tests before large waves, and monthly budget reallocation. |
| The XL vehicle requirement limits driver supply | Focus on people who already own an XL (Uber XL/Lyft XL drivers), the Brazilian and Latino communities, and XL vehicle rental partnerships. |
Use-of-funds plan with targets and acquisition costs estimated for planning purposes, to be validated and recalibrated monthly against real campaign data. The budget excludes TNC insurance, taxes, and fixed costs outside the growth operation.
Edson Luiz · Mamute99
edsonluiz@goxl.app
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