Building the operating system for the equestrian industry
Horse360 brings school operations, horse management, payments and customer experience into one connected platform—starting with riding schools and equestrian clubs.
Raising €100,000 to complete commercial validation and accelerate early go-to-market.
A sophisticated industry still runs on fragmented tools
Complex physical operations are still coordinated through disconnected, manual processes.
What it costs the organisation
- Administrative overload
- Scheduling mistakes
- Poor payment visibility
- Lost or delayed revenue
- Weak communication
- Limited operational traceability
- A fragmented customer experience
- Processes that are difficult to scale
One organisation. Many stakeholders. No single source of truth.
Every riding school coordinates people with different needs, different information and different tools. Today that coordination happens between them, not inside a system.
One platform to run the entire equestrian organisation
Horse360 connects every rider, horse, class, payment and operational workflow in one system.
The product today
Interface views from the current Horse360 build. Click any view to enlarge.
The operational layer of the organisation
Horse360 is not another booking tool. It is the operational layer connecting the entire organisation.
What changes for each stakeholder
Purpose-built for the realities of the equestrian sector
- Designed specifically for equestrian organisations
- Covers the entire operation, not only bookings
- Connects business, sport and stable management
- Supports multiple user roles
- Combines operational and financial workflows
- Built for multi-organisation scalability
- Modular and expandable
- Modern and intuitive user experience
- Structured data foundation for automation and AI
- Potential to connect the wider equestrian ecosystem
A large, fragmented vertical ready for digital infrastructure
Initial beachhead market
- Riding schools
- Equestrian clubs
- Training centres
- Stables with school operations
- Multi-service equestrian organisations
Potential future adjacencies
Initial market sizing and country prioritisation will be validated during the commercial discovery phase.
Why we believe the market is ready
- The product is based on real operating workflows
- The founders have direct access to an initial equestrian environment
- The sector has recurring administrative and payment needs
- Multiple stakeholder groups experience the same fragmentation
- Clubs require frequent, high-retention operational usage
- The product supports a recurring SaaS model
- Structured operational data creates future expansion opportunities
Validation roadmap
- 1Launch the production-ready pilot
- 2Validate weekly user adoption
- 3Measure administrative and payment improvements
- 4Validate willingness to pay
- 5Secure the first paying organisations
- 6Build customer references and case studies
- 7Standardise onboarding and acquisition
Where the product stands today
- Multi-tenant school and user structure
- Students, families, teachers and horses
- Classes, groups and calendar
- Invoicing, collections and balances
- Camps with public registration and online payment
- Production hardening and security review
- Onboarding and implementation flow
- Reporting depth and exports
- Notifications and communication
- Ecosystem integrations
- Benchmarking across organisations
- Automation and AI-assisted decisions
- Marketplace and partner services
Recurring software revenue with expansion potential
Core revenue
- Monthly or annual SaaS subscription
- Pricing based on organisation size, active riders or selected modules
Expansion revenue
- Premium modules
- Onboarding and implementation
- Payment and transaction-related revenue
- Advanced reporting and automation
- Multi-site management
Long-term ecosystem potential
- Partner services
- Marketplace commissions
- Federation or institutional agreements
- Integrated third-party products
Initial pricing hypothesis — subject to pilot validation
From management software to the digital infrastructure of the sector
The long-term opportunity is not only to digitise clubs, but to become the infrastructure through which the equestrian ecosystem operates.
A focused path from validation to scalable distribution
- Complete the stable production version
- Deploy the initial pilot
- Observe real weekly workflows
- Validate usage and willingness to pay
- Refine the implementation process
- Produce measurable evidence of value
- Target independent riding schools and mid-sized clubs
- Conduct direct product demonstrations
- Leverage sector relationships and referrals
- Secure the first paying customers
- Create strong customer case studies
- Federations
- Associations
- Recognised trainers
- Equestrian consultants
- Payment providers
- Insurance and service partners
- Ambassador and referral programmes
- Multilingual product
- Standardised onboarding
- Local payment and operational adaptation
- Selected European markets
- Local commercial partners or resellers
International expansion is a staged strategy that follows validation, not an immediate step.
A capital-efficient path from validated product to recurring infrastructure revenue
Horse360 is a subscription business with a transactional layer on top. The model is built bottom-up from organisations acquired, blended subscription pricing, payment volume processed through the platform and a small premium services line. Below is the fifth-year outcome of each funded scenario.
Complete the production platform, run the first pilots and prove repeatable demand in Spain with a minimal team.
Paying riding schools and equestrian organisations at year end
Total recognised revenue in the twelfth-to-sixtieth month
Year-end monthly recurring revenue annualised
Operating result after all internal and platform costs
Payment volume flowing through the platform
Months of operation funded before follow-on capital
Point at which monthly EBITDA turns positive
Additional capital modelled to bridge to self-funding
Organisations on the platform
Paying organisations at each year end
Revenue and EBITDA
Annual recognised revenue against operating result
Exit ARR trajectory
Year-end recurring revenue, annualised
Revenue mix at Year 5
Subscription, payments and premium services
Scenario selection will be agreed with the incoming investor. The Lean scenario is the current reference case.
All figures on this page are taken directly from the approved Horse360 investor financial model (v5, horizon Sep 2026 – Aug 2031). Forward-looking projections, not guaranteed outcomes.
Three funding levels, three growth trajectories
The same product and the same unit economics, funded at three different levels. More capital buys earlier hiring, faster acquisition and a longer runway — not a different business.
- Organisations · Year 5
- 280
- Revenue · Year 5
- €670k
- Exit ARR · Year 5
- €534k
- EBITDA · Year 5
- €269k
- EBITDA margin · Year 5
- 40%
- GMV processed · Year 5
- €22.6M
- Initial runway
- 18 months
- Internal team · Year 5
- 4
- Organisations · Year 5
- 704
- Revenue · Year 5
- €1.68M
- Exit ARR · Year 5
- €1.35M
- EBITDA · Year 5
- €922k
- EBITDA margin · Year 5
- 55%
- GMV processed · Year 5
- €56.4M
- Initial runway
- 19 months
- Internal team · Year 5
- 7
- Organisations · Year 5
- 1,353
- Revenue · Year 5
- €3.15M
- Exit ARR · Year 5
- €2.62M
- EBITDA · Year 5
- €1.74M
- EBITDA margin · Year 5
- 55%
- GMV processed · Year 5
- €105.3M
- Initial runway
- 26 months
- Internal team · Year 5
- 10
All figures on this page are taken directly from the approved Horse360 investor financial model (v5, horizon Sep 2026 – Aug 2031). Forward-looking projections, not guaranteed outcomes.
The economics that make the model work
Modelled unit economics at Year 3. These are the assumptions the pilot phase is designed to validate — they are inputs to the model, not results already achieved in the market.
Monthly, across Starter, Professional and Business plans
Modelled organisation churn, improving with maturity
Sales and marketing cost per organisation won
CAC plus onboarding and implementation
Months to recover fully loaded acquisition cost
Lifetime value against fully loaded acquisition cost
After payment processing and platform delivery costs
Net rate on processed volume, after processor costs
Stress test
Under a stressed case — churn doubled and acquisition cost increased — the model still returns an LTV/CAC well above the 3x investment gate.
The thresholds that unlock the next stage of capital
Each gate is a measurable condition. Capital deployment beyond the initial phase is conditioned on real, customer-verified performance, not on modelled outputs.
- Target
- < 10%
- In model
- 10% modelled
- Target
- < 12 months
- In model
- ~5 months modelled
- Target
- > 3x
- In model
- Above target in model
- Target
- < €250
- In model
- €200 modelled by Y3
- Target
- Multiple referenceable customers
- In model
- Pilot phase
All figures on this page are taken directly from the approved Horse360 investor financial model (v5, horizon Sep 2026 – Aug 2031). Forward-looking projections, not guaranteed outcomes.
The capital requirement
Horse360 is raising growth capital to complete commercial validation and build a repeatable acquisition engine. Three funded scenarios are modelled; the reference case is the lean round. Structure, instrument and terms are discussed directly with interested investors and formalised in definitive documentation.
No terms, structure or ownership arrangement is offered or implied on this page. Any investment would be subject to due diligence, definitive agreements and applicable law.
Where the capital goes
Allocation of the reference round. The capital is designed to convert a functional product into a commercially validated, production-hardened SaaS business.
Runway and follow-on requirement vary by scenario — see the financial case above.
All figures on this page are taken directly from the approved Horse360 investor financial model (v5, horizon Sep 2026 – Aug 2031). Forward-looking projections, not guaranteed outcomes.
The ten-year opportunity
Beyond the five-year model, Horse360's addressable outcome is defined by how much of the European equestrian ecosystem operates on the platform. Three long-term scenarios, expressed at Year 10.
- Organisations
- 2,500
- EBITDA
- €1.26M
- Mature EBITDA margin
- 20%
- Organisations
- 4,500
- EBITDA
- €4.25M
- Mature EBITDA margin
- 30%
- Organisations
- 7,500
- EBITDA
- €9.84M
- Mature EBITDA margin
- 35%
At scale, the value is not the management software. It is the payment rail, the data layer and the network of clubs, riders, horses and professionals that run on it.
Year 10 scenarios are strategic illustrations of scale, not forecasts. They are not part of the five-year funded plan.
What €100,000 is designed to achieve
Intended milestones, not guaranteed outcomes.
The opportunity to enter before commercial validation
- A functional product foundation already exists
- The initial sector and user problem are clearly defined
- The next stage is focused and capital-efficient
- The company is entering the most important validation period
- Early investment captures more upside but also carries higher execution risk
- Capital is directly connected to specific commercial milestones
- Strategic investors can add value through sector access, distribution or operating experience
Key execution priorities
Built at the intersection of technology, operations and equestrian expertise
Team details are shared directly with interested investors.
Founder profiles will be published here. Contact the founders to receive them.
Contact the foundersAdvisors, sector partners and technology partners will be listed once confirmed.
Investor questions
Help build the digital infrastructure of the equestrian industry
We are speaking with investors and strategic partners who can contribute capital, sector access, commercial expertise or technology experience.