FARM TO HOUSE Good food. A shorter journey. Concept-stage investor brief | October 2026 STATUS This is a proposed business model, not a report of an operating company. Pilot figures and economics are planning assumptions. No secured customers, farm partnerships, revenue, investment, or founder credentials are claimed. Finland is the planned launch market. The first city, founder details, legal registration, current operating country, contact channel, and funding terms remain unconfirmed. A Finnish registration or operating business is not claimed. 1. THE IDEA Build a demand-led local food supply network connecting independent produce growers to households through coordinated purchasing, collection, quality checks, packing, scheduled delivery, and feedback. The product is a dependable weekly food routine; the underlying business is supply-chain coordination. 2. CUSTOMER AND INITIAL OFFER Start with busy households in one compact delivery zone in Finland that value seasonal produce, clear origin, and predictable service. Offer one core seasonal box in two sizes, with a weekly order cutoff, skip options, defined substitution preferences, and a scheduled delivery day. Start with produce; do not add temperature-sensitive animal products before the operating model supports them. 3. PROBLEMS TO VALIDATE Households: buying directly from multiple farms may take too much time or lack reliable delivery. Growers: demand uncertainty and distribution work may limit planning. Logistics: scattered orders, excess stock, and weak batch visibility may raise costs. These are hypotheses for interviews and a paid pilot, not quantified market claims. 4. OPERATING MODEL A. Households reserve and pay before a cutoff; orders become a demand plan. B. Farms confirm supply, prices, quantities, quality standards, and collection. C. A shared hub receives batches, records origin, checks quality, and packs. D. Suitable third-party or contracted vehicles serve consolidated delivery routes. E. Delivery outcomes, refunds, losses, reorders, and payouts inform the next cycle. Use rented or partner infrastructure initially. Confirm product-specific handling, storage, licensing, insurance, tax, and consumer obligations in the chosen market. Define ownership of inventory, supplier liability, recalls, refunds, and payment timing before the first transaction. Maintain working capital for refunds and supplier commitments rather than assuming prepayments eliminate financing needs. 5. BUSINESS MODEL Primary revenue is the retail sale of produce boxes purchased from farms at agreed prices. The gross spread must cover collection, packaging, labor, payment processing, loss, refunds, and last-mile delivery. Recurring orders support retention and planning; they are not an additional revenue line. Later tests may include product add-ons and scheduled restaurant supply. Avoid adding a separate subscription fee or delivery fee to the model until customer willingness to pay and local pricing have been tested. 6. ILLUSTRATIVE UNIT ECONOMICS (EUR PLANNING ASSUMPTIONS) Basket revenue 35.00 Produce purchase 21.00 Collection, packing and handling 3.00 Payment fees and loss allowance 1.50 Last-mile delivery: 120 per route / 40 orders 3.00 Contribution before acquisition and fixed costs 6.50 Contribution margin 18.6% At 15 completed orders on the same assumed route, delivery is 8.00 per order and contribution is 1.50. At 60 orders, delivery is 2.00 and contribution is 7.50. These scenarios hold route cost constant for illustration; real capacity, distance, time, failed deliveries, and variable labor can change route costs. Contribution is not operating profit. These are new illustrative EUR assumptions, not an exchange-rate conversion or Finnish market quotes. Validate every line with local quotes and applicable taxes. Break-even weekly orders = weekly fixed costs / contribution per order, only when contribution is positive. Retention and customer acquisition cost must support a viable payback period; no payback claim is made here. 7. MARKET ENTRY AND ACQUISITION Select one zone using household interviews, density, grower proximity, and delivery quotes. Test paid reservations before buying inventory. Recruit through apartment communities, neighborhood ambassadors, referral experiments, and grower audiences. Record acquisition spend and attributed first orders by cohort. Do not scale acquisition until service quality and repeat ordering are understood. Estimate the local market bottom-up: reachable households x validated adoption x purchase frequency x observed average basket. Do not use an unsupported global market number as evidence for the first zone. 8. PROPOSED PILOT Duration: 12 operating weeks after setup. Targets: 10-15 partner farms, 300 paying households, one compact delivery zone. These are recruitment goals, not traction. Determine realistic weekly active orders and farm commitments during setup; registered households are not orders. Before launch: customer discovery, paid demand, supplier agreements, quality procedures, delivery contracts, and an approved working-capital budget. During pilot: track weekly repeat purchase, cohort retention, actual basket value, contribution per order, on-time complete delivery, complaints, refunds, spoilage by batch, and on-time farmer payouts. Report numerator and denominator for rates. Before expansion: agree numeric thresholds using early pilot evidence; require reliable service, positive contribution across consecutive cycles, and credible acquisition payback before opening an adjacent zone. 9. COMPETITIVE POSITION Alternatives include supermarkets, online grocery, farmers' markets, produce box subscriptions, and farm-direct sellers. The proposed distinction is coordination across the entire local chain and transparent grower relationships. This is not a proven moat. Potential defensibility must be earned through repeat demand, reliable supply, route density, operating data, and trusted quality standards. 10. RISKS AND EXPERIMENTS Seasonality and supply: test multiple growers and clear substitution rules. Spoilage and food quality: log batches, inspect intake, validate handling. Low density: cap the launch area and consolidate scheduled delivery days. Weak retention: measure reorder cohorts and interview both repeat and lost buyers. Thin margins: reconcile full variable costs, including refunds and failed delivery. Cash timing: model supplier payment dates, customer refunds, and reserve needs. Execution complexity: begin with a narrow produce assortment and simple workflows. 11. PRODUCT AND TEAM Pilot product: an order storefront, subscription/skip controls, farm availability sheet, batch/packing records, delivery manifest, payout ledger, and KPI dashboard. Manual operations can validate workflows before custom automation is warranted. Required responsibilities: grower sourcing, operations/quality, product/data, delivery coordination, customer support, finance, and growth. No team members or credentials have been supplied; recruitment and founder ownership remain open. 12. CAPITAL AND INVESTOR DISCUSSION Determine the funding amount from a costed pilot, contingency, working capital, and an agreed runway. Illustrative allocation: 40% operations, 25% product/data, 20% grower network, 15% acquisition. This is not a finalized budget or round. Funding milestones: validate paid demand, establish consistent delivery quality, demonstrate contribution economics, then replicate in an adjacent zone. First diligence materials: founder backgrounds, local interviews, supplier quotes, demand evidence, pilot budget, operating controls, and cohort results as they become available. Agree geography, responsibilities, amount, and terms before presenting the concept as an active investment offer. NEXT STEP Use this brief as the agenda for a founder, operating partner, or investor discussion. A verified investor contact email has not yet been provided. 13. PLANNED CLAUDE OPERATIONS ASSISTANT The founder-selected use case is order extraction and substitution suggestions with human approval. Claude is intended to turn grower availability notes and household requests into structured drafts and flag missing or conflicting data. Suggestions would be grounded in verified inventory and customer preferences. Operators must review before a purchase, replacement, or customer message. Inventory, pricing, payments, and totals remain deterministic. We plan to measure extraction accuracy, unsupported suggestions, review time, latency, and API cost. Current implementation: a browser-only walkthrough with predefined examples. No Claude API integration, production ordering system, or program acceptance is claimed. Company-domain contact details will be added before recruitment.