PRIMARY METRIC · SHARED OUTCOME
Number of standard-design homes handed over and accepted by customers as fit for living, per period.
The actual baseline has not yet been reconciled. Missing data does not mean zero. The immediate goal is the first confirmed handover; one case does not establish repeatability.
What counts, and in which period
Count each distinct standard-design home once, on the date when customer handover, acceptance and fitness for living are all confirmed. Evidence must include an acceptance record, an installation and necessary-connections checklist, system checks and no unresolved critical defects. A signature or shipment alone is insufficient; if readiness is confirmed later, count the home on that later date.
Weekly review: a calendar week, Monday–Sunday, in Kyiv time; label an incomplete current week. Monthly totals use calendar months without counting any home twice. Track the Kyiv and Kyiv-region pilot separately from the company as a whole.
Alongside handover counts, report delays against the originally agreed date, open defects and outstanding obligations. Check full order economics separately: incomplete costs are not evidence of profitability. A late but usable handover counts towards the outcome and remains recorded as late.
Sales and production completion run in parallel. Preliminary site checks and cost recording start immediately. A contract, deposit, factory readiness and shipment are intermediate events, not increases in the primary metric.
Update, 5 October 2026: the team reports prepaid orders occupying production until spring 2027, including the first order for the new range. Mass acquisition promising rapid handover has no verified production capacity behind it. T0 on 28 October 2026, reviews on 25 November and 9 December, and the 50/50 split are previous plans, not current launch approval. A new calendar and budget require verified available slots, lead times and quality; there is no automatic postponement to spring.
Before paid traffic and new contractual promises; date follows a production-queue review
Define the promise and accountability
Verify the specification and remaining work; define fitness-for-living criteria, the house price, additional costs and how to estimate them. Name the end-to-end coordinator and the change-approval process.
Accountability: Sales managers and the financial director within their respective responsibilities; management must agree the handover coordinator and authority.
Stage complete when: The offer specification, acceptance checklist, accountable people, resources and initial plan are agreed. Unknown costs and conditions are explicit; there are no unsupported guarantees.
Agree responsibilities and pilot start · Define the first home's offer · Agree how to protect pilot resources
Resume active acquisition after verifying capacity; previous November milestones are not current launch approval
Attract a buyer and conduct a viewing
Billboards and targeted online invitations → a direct visit or website, AI conversation and booking → an actual viewing. The ICP is a family that has decided to settle outside the city for permanent living; land ownership is not required. Check access and viewing arrangements before launch. Record the primary source, assisted touchpoints, verbatim trigger, needs, budget and decision participants separately.
Accountability: Development team: channel, AI and records; sales managers: the viewing and next step.
Stage complete when: Dated actual viewings by unique qualified households, excluding bookings, repeat visits and pre-campaign buyers. Track billboards and online acquisition separately and together without duplicates. Agree new numerical thresholds after the budget; the previous 5 visits and 10 families are historical learning guidelines, not achievements or a new guarantee.
Test demand through home viewings · Sales funnel and actual CAC dashboard
Parallel with sales from the start; agree the completion date after reviewing remaining work
Complete the home and pass quality checks
Verify remaining operations, materials and worker availability. Complete the work, pass inspections and close rework. Retain every plan change with its reason and impact on other orders.
Accountability: Financial director: production completion; the pilot brief must specify workers, quality control and responsibility for maintaining the plan.
Stage complete when: Operations have passed checklist-based inspections with video reports; critical defects are closed and readiness for transport is confirmed. Factory readiness does not yet mean the home is fit for living on the customer's site.
First standard-design home · Acceptance checklist and video report · Complete data and a single plan
As of 2 October 2026: first contract signed, 50% advance received
Agree the order and verify payment
As confirmed by the team as of 2 October 2026, the contract for the first standard-range home order has been signed and the 50% advance received. This is an order for a new similar home following a showroom viewing, not a sale of the display home. Full payment, site readiness and handover are tracked separately; the handover date is agreed under the contract.
Accountability: Sales managers; authorised people approve commitments and verify payment.
Stage complete when: A signed contract and receipt of the 50% advance are confirmed. Cancellations and refunds are tracked separately. This is paying demand, not yet a habitable home handed over. An order preceding the 28 October 2026 campaign is excluded from its buyers and CAC.
Confirm the first sale · Agree plot readiness and the handover plan
Preliminary check before the contract; final confirmation before shipment
Prepare the site and delivery route
Confirm the foundation, necessary utilities, access, crane space, transport, installers and connections. Separate the buyer's work from ModulDim's obligations and agree its cost.
Accountability: The handover coordinator, buyer and specialist contractors within their respective responsibilities; appointments still need agreement.
Stage complete when: Site readiness is verified, equipment and workers are confirmed, and the handover date and conditions are agreed. Do not ship to an unprepared site simply to improve the output figure.
Agree plot readiness and the handover plan
On the agreed date for the specific order; not automatically within six weeks
Install, connect and hand over a home fit for living
Deliver and install the home, make the necessary connections and check systems with the customer. Resolve barriers to safe occupancy; provide instructions and a support contact.
Accountability: Handover coordinator and specialist contractors; acceptance by the customer and an authorised company representative.
Stage complete when: There is a customer acceptance record and dated fitness-for-living checklist with no unresolved critical defects. Count the home once in the primary metric; retain the date, delays and outstanding non-critical obligations.
Hand over the first home to the buyer
Record costs from the start; conclude after handover and reconciliation of obligations
Reconcile economics and decide whether to repeat
Compare planned and actual timings, costs, rework and customer outcomes. Identify what delayed handover, check post-handover defects and define changes before the next home.
Accountability: Accounting, production and sales; authorised management decides on the next launch.
Stage complete when: There is an anonymised case, a reconciled order result or explicit list of missing data, next actions and a decision: repeat, improve or pause expansion. New dates and commitments rely on confirmed resources, not just enquiry counts.
Actual home economics
THE TEAM'S WEEKLY QUESTION
What is preventing us from handing this home over to the customer fit for living today — and who will remove that obstacle before the next weekly review?
Each week, check the main obstacle across the whole journey: buyer, specification, funds, materials, workers, quality, site or logistics. Select one main obstacle and 3–5 actions to remove it. At the next review, check what actually happened, not just a new status. If the obstacle remains, agree a decision and its consequences for dates and other orders.
Weekly review record template
Review period and date | anonymised home ID | stage | usable homes handed over during the period or “data not reconciled” | main obstacle and evidence | action | owner | due date | original and current handover dates | actual result at the next review | decision.
This is a weekly review protocol, not a meeting already held or an automated reminder. Publish only approved anonymised findings; contacts, contracts, private videos and Planner data are not copied automatically.