Established Bali Wedding Business Seeking Growth Financing

This is an established wedding-planning business operating in Bali since 2018, delivering 183 weddings in 2026 for international couples, predominantly from Australia. Trailing twelve-month revenue is USD 5.7 million with gross profit of USD 1.33 million, a 23.3% gross margin. The business has traded through the full post-pandemic recovery and holds a forward order book of contracted weddings extending several years ahead.

The operating model is full-service planning: the business contracts the couple, then engages and pays the venue, caterer, florist, photographer and every other supplier on their behalf. Roughly three quarters of revenue is supplier cost passed through, which is why gross profit rather than revenue is the right measure of the business.

Team and operations. The team of 64 spans planning, client experience, revenue and support functions, with senior leadership in place across operations and client delivery. Day-to-day operations run without founder involvement, and the founder attended no events in 2026.

Why reported profit understates the business. Two structural effects, and they are the main thing to understand before reading the accounts.

First, timing. The cost of winning and planning a wedding is incurred and expensed twelve to eighteen months before that wedding's revenue is recognised. A growing forward book therefore depresses current reported profit by design. On the cash side the sequence runs the other way: a couple pays a deposit on signing, a second instalment at around six months, and the balance before the wedding, so cash arrives well ahead of revenue and the business holds a substantial client deposit balance at all times, matched by the obligation to deliver those weddings. This is a structural feature of wedding planning rather than a position specific to this business.

Second, technology. The business has designed and built its own planning and delivery platform, and that investment has been expensed as incurred rather than capitalised. There is no depreciation or amortisation line in the accounts, so reported earnings are stated after the full cost of building it.

The opportunity. Every wedding brings a group of guests to Bali, and they do not come for a weekend. A typical wedding party of around 80 guests stays one to two weeks, which is roughly 280 to 560 room-nights of accommodation around a single event. Across 183 weddings that is tens of thousands of room-nights and well over USD 10 million of guest accommodation spend surrounding weddings the business is already planning and delivering. At present the business captures commission on only a small fraction of it.

Where the business acts as agent rather than principal, that accommodation can be booked through the business and earn commission. Around 10% is already available through signed booking-platform arrangements, and direct hotel contracting carries materially higher rates where it can be negotiated. This is a second revenue line on business the company already wins, requiring no increase in weddings sold and no additional customer acquisition cost.

Operating leverage, and why a small amount of capital matters here. The fixed cost base of team, premises and systems is already sized for current volume, and the business is trading at approximately its break-even wedding count. Weddings above that point carry no additional fixed cost, so gross profit of roughly USD 7,100 per wedding falls close to directly to the bottom line. The accommodation commission line is stronger again: it is earned on weddings already sold and already being delivered, carries no supplier cost and requires no additional customer acquisition spend, so close to all of it is incremental margin. The business has a built base to scale from rather than a concept to prove.

Why now. The constraint is technology, not demand or supply. The booking capability needs to be finished and launched. That is what this capital funds, alongside a lower-priced entry planning offer designed to widen the top of the enquiry funnel.

Trajectory. The business has closed a significant operating loss over the past two years and is now trading at approximately break-even on a trailing twelve-month basis, on rising revenue. Prior-year adjusted EBITDA was a loss of approximately USD 419,000; the trailing twelve months is close to break-even. The platform has been self-funded to this point. The capital is sought to finish it and launch the accommodation line from a stabilised base, not to fund losses.

The deal. USD 165,000, as a secured loan or a convertible note, minimum ticket USD 25,000. The business is not for sale and no change of control is contemplated. A strategic investor bringing hotel or travel distribution is of particular interest.

What a participant receives. Direct Xero access, a live financial model covering the cash cycle month by month, the forward order book, per-wedding unit economics, and the underlying data room. Ongoing reporting and regular performance updates for the life of the instrument. The business models its own position in detail and will share that modelling, including its limitations.