The First Twelve Months

What we intend to prove and how partners can help

The immediate goal

The purpose of the next twelve months is to move Standard Loop from a well-developed founding thesis to a transaction-ready institution.

That means demonstrating three things:

We can find schools worth owning.

We can recruit and support the people who will run them.

We can assemble capital on terms that make sense for the school, its investors and Standard Loop.

An acquisition will follow when all three conditions are met.

First 30 days: Establish the foundation

Finalize the proposed parent and acquisition structures with legal and tax advisers.

Turn the acquisition thesis into a working screen that can be used consistently by brokers, owners and the acquisition team.

Identify the education operating experience needed and begin conversations with candidates for the group leadership role.

Complete the formation budget, proposed parent capitalization and preliminary acquisition return model.

Begin confidential conversations with a small group of potential founding capital partners and experienced education investors.

Evidence of progress: A credible legal work plan, agreed screening criteria, a reviewed operating budget and qualified conversations with potential leaders and investors.

Days 31–60: Test the market

Begin direct discussions with school owners and specialist brokers.

Review initial opportunities against financial, regulatory, student-outcome and leadership standards.

Meet with financing partners to determine which acquisition sizes and ownership structures they will consider.

Recruit specialist counsel and preliminary diligence support.

Develop the first school-level baseline measures for student outcomes and operating performance.

Evidence of progress: An initial qualified opportunity set, real lender feedback and a clearer understanding of the first acquisition's capital requirements.

Days 61–90: Choose a financing path

Compare the best small-school opportunities with any available larger school groups.

Confirm which path offers an acceptable balance of safety, economic scale and operational feasibility.

Refine the first transaction model using actual operating information where available.

Seek formation-capital commitments under a legally appropriate process. Any announced financing terms must follow counsel's guidance.

Advance conversations with a credible group CEO or qualified operating partner.

Evidence of progress: A preferred acquisition size, a feasible funding strategy, a named operating-leadership candidate or active search and a prioritized diligence pipeline.

Months 4–6: Become transaction-ready

Establish the necessary entities and financial controls.

Pursue preliminary diligence on the strongest potential acquisition opportunities.

Secure lender indications and investor interest tied to actual deal economics.

Prepare the transition framework covering leadership, student outcomes, regulatory approval, finances and technology.

Evidence of progress: At least one properly qualified acquisition candidate or clear evidence that the buy box needs to change.

Months 7–12: Execute or improve the plan

If a target meets the standards, pursue a letter of intent, transaction diligence, financing and required approvals.

If it does not, continue sourcing without lowering standards to meet an artificial deadline.

The board and founding partners should review progress against capital spent, quality of opportunities, operating-team readiness and regulatory exposure.

Evidence of progress: A financeable first acquisition moving through diligence or an evidence-based change to the acquisition strategy.

Formation financing

The working 24-month formation budget is $2.8 million.

We may seek an initial $1.5 million closing, with the balance available under agreed subsequent conditions. This would require a committed financing plan that protects the organization if a transaction takes longer than expected.

We intend to raise acquisition purchase capital separately against approved transactions.

No fellowship launch will be financed through the acquisition budget. A fellowship director and two-year anchor commitment are prerequisites.

What founding partners can do

A founding investor could provide patient formation capital, support governance and introduce acquisition equity partners.

An acquisition specialist could help build the owner pipeline, negotiate terms and test financial quality.

An education operator could help evaluate school leadership, compliance and student outcomes.

A lending partner could provide an early assessment of debt capacity and financing restrictions.

A philanthropic partner could help shape the separately funded fellowship, with no obligation to finance the school business.

We welcome honest disagreement. An early partner who helps us avoid a bad first acquisition creates real value.

The first important decision

Before committing to a school, Standard Loop should have:

A qualified owner and transition plan, verified earnings and student outcomes, appropriate regulatory review, a capable school leader, financing that survives a downside case and an agreed operating plan.

Those are the conditions for making the first investment decision.

The aim is to build a company that can last, with enough care for the people doing the work that its growth does not depend on their exhaustion.

The next step is to prove the first loop.

Discussion material only. Financing terms, entity structure, and financial projections remain preliminary. This is not an offer to sell securities.