Edition · · ModulDim
Executive Summary
- We recommend a service partner network, not a recruitment-driven MLM pyramid. Three paid roles contribute to an actual transaction; public officials and notaries receive no buyer referral commissions.
- The owned portal is an asset; demand and delivery still need proof. The user confirmed ownership of ZEMLIA.UKR. Update on 11 October 2026: the first order for a new standard-range home has a signed contract and a 50% deposit; separately, a buyer has confirmed an intention to purchase the showroom sample, with no confirmed contract or payment for it. Repeatable demand and fulfilment remain to be demonstrated. Start in the Kyiv region, not with a nationwide delivery promise.
- The first portal product: a plot-to-home journey. Feasibility checks, a complete budget, accountable roles and a realistic schedule, rather than another map or undisclosed contact resale.
- Pilot the channel before buying assets or raising investment. LUN is a prospective partner, with no agreements. “No.1 portal” and UNICORN are ambitions, not achievements or a business valuation.
Focus: buying a plot does not yet make it a place to live
Segment hypothesis: families who recently bought a plot suitable for residential construction, have a budget and a near-term desired move-in date, but do not yet know the full cost or sequence. Establish the event and timing through interviews rather than attributing them to every landowner.
The portal promise: “Bought a plot? Find out what it takes, what it costs and who is responsible for your journey home.” ModulDim offers a standardized home where it fits. Not every land transaction creates housing demand: agriculture, investment, inheritance, commercial use and postponed construction involve different needs.
Validate the first sale in Kyiv and its region. Ukraine is the scope for information reach and a future network; open sales in another region only after checking transport, installation, service and capacity. A neutral question: “What was happening in your life when getting a home became important enough to act on?”
ZEMLIA.UKR: a decision navigator, not a copy of the cadastre
Free entry: users choose “planning to buy / already bought”, region, purpose and desired timing themselves. The initial checklist needs no phone number. A consultation requires a separate voluntary request and a clear explanation of who receives the contact.
The plot journey: 1) rights and permitted use; 2) planning conditions and restrictions; 3) access for modules and crane; 4) foundations, ground and utilities; 5) model and specification; 6) complete budget; 7) agreed schedule; 8) acceptance and service. “Unknown” is better than an invented green indicator. An authorised professional determines buildability from current documents, not AI or an old map.
MVP: one landing page, a readiness checklist, a budget-components calculator that preserves unknowns, showroom booking, CRM and acquisition source. A complete geoportal, nationwide proprietary map and contractor marketplace come after proving this journey's usefulness. Do not build everything at once.
Brand structure: ZEMLIA.UKR attracts and helps people choose; ModulDim manufactures and fulfils contracts; Housing OS provides delivery traceability. Disclose the manufacturer's affiliation. Label paid placements and publish comparison criteria; do not present our own product as an independently selected winner. If the site offers only ModulDim, call it a ModulDim service rather than a neutral marketplace.
Decentralise acquisition; centralise promises and accountability
The network grows through independent estate agents, private land surveyors, architects, engineering companies and local service hubs. A partner can recommend the service and invite another partner, but recruitment itself is not paid. There are no joining fees, mandatory home purchases, “agent packages”, guaranteed incomes or unlimited upstream commissions.
Three roles may be filled by separate companies or one company that performs the relevant work. Each transaction has one bounded pool; an unperformed role earns no payment and does not automatically transfer to a recruiter. Regional training and supervision are paid only for documented work in the transaction.
A testing proposal, not a tariff: a pool up to 3% of agreed net house revenue, excluding VAT and pass-through costs. Split 50/30/20 between originator, adviser and service coordinator. With hypothetical revenue of UAH 2 million, the total is UAH 60k: 30 / 18 / 12k. The ceiling may be lower or zero if the margin cannot support it.
Accrue fees after verified attribution and completed work; pay after the contractual acceptance milestone and cash collection, under agreed refund and dispute rules. Customer advances are not freely available network funding. Before launch, counsel must review agency agreements, taxation, advertising and legal compliance. This is a service-network design, not a finding that any MLM scheme is lawful.
One buyer must not become five paid leads
Proposed protocol: signed partner agreement → unique link or QR → customer-initiated request → permission to share with a specific provider → duplicate check → accountable owner → activity log → service acceptance → payment.
CRM records the customer-reported event date, channel, consent version, purpose, recipient, contact history and opt-out. An initial test attribution window is 90 days, extendable only under an agreed rule and documented activity. This is an accounting rule, not a proven sales-cycle length. An existing active deal is not reassigned after a random ad click. A separate role resolves disputes, not the partner claiming payment.
Partners see only the permitted status of their own referrals, not other contacts, customer income or land documents. Buyers can opt out of marketing and change provider. We do not buy lists of new owners or create hidden profiles from registers. A publicly visible cadastral number is not consent to advertise to its owner.
Separate consent for consultation, marketing and partner sharing; minimise fields, set retention under an approved policy, support deletion/withdrawal, role-based access and export logs. Raw contracts, phone numbers and cadastral documents do not enter this tracker or public AI context.
Public channels provide guidance, not privileged customer lists
StateGeoCadastre / NSDI: permitted open datasets, metadata and links to official services. Each layer needs a lawful reuse basis, freshness date, provenance and limitations. Do not bypass unavailable access; the portal must not impersonate the state cadastre.
Municipalities / administrative service centres: propose a publicly available educational checklist with alternatives, open sessions and consultations within their remit. Placement requires proper approval; contracts and procurement follow applicable procedures. No payments to officials, permits conditional on buying ModulDim or exclusive routing of citizens.
Notaries: exclude them from the commission network. Only neutral information approved by counsel, voluntarily taken by the customer, without the notary sharing customer information. Restrictions on paid activity and notarial secrecy make “a percentage per buyer” an unsuitable foundation for the strategy.
Prozorro.Sale and private marketplaces: research relevant lot categories, use ordinary advertising/information agreements with platforms and receive user-initiated enquiries. Do not confuse agricultural leases with buying a residential plot or turn participant registers into spam lists.
Cadastral resources: rent attention before valuing the asset
A reviewed example is kadastrova-karta.com. It warns that its reference cadastral data predates 24 February 2022; its terms describe an independent analytical service, not a government body. The advertising page offers geographic placements at UAH 199–999 per month for a 10–100 km radius. These are advertised placement fees, not lead costs; reach, traffic, conversion and willingness to sell the business are unknown.
Sequence: verify operator and terms → short geographic placement test with a dedicated landing page and attribution → assess qualified enquiries → discuss a widget/licence → only then evaluate a minority stake or acquisition. Nothing has been paid and no approach has been sent to the owner.
Before acquisition, obtain verified analytics and Search Console access, organic traffic mix, bot share, search dependence, revenue history, rights to code/brand/layers, API terms, data origins and lawful transferability. Also check liabilities, claims, security, technical debt and operability without the previous owner.
Buying the site does not buy the state cadastre, a current transaction register or rights to every owner's contact details. A deal makes sense only when risk-adjusted future contribution exceeds price plus integration costs and outperforms advertising, licensing or building internally.
An AI-native factory: every asset leads to a useful next step
Loop: verified sources → dated claims library with accountable owners → AI drafts → human review → approved publication → voluntary enquiry → CRM → proposal → agreed production slot → acceptance → anonymised evidence and a new asset. Automation of this loop has not launched.
Three editorial series: “First steps after buying a plot”, “The complete move-in budget”, and “One home: plan, actual delivery and acceptance”. One verified asset can become an article, short video, partner QR checklist and email for subscribers. UA and EN carry the same facts and caveats.
AI can classify voluntary enquiries, identify missing fields and draft explanations or content variants. People approve legal feasibility, price, timing, credit claims and technical decisions. No fabricated testimonials, renders passed off as completed projects or thousands of empty location pages.
Minimum stack: owned website and CMS, CRM, consent log, UTM/partner IDs, showroom calendar, event analytics, editorial approval queue and the existing Planner. An accountable person initially confirms capacity manually; a future API is not treated as implemented. A marketing plan does not create a second parallel production ledger.
Stop rule: without a confirmed slot, agreed specification or installation owner, do not sell a date or increase advertising. Offer an honest voluntary waiting list or restrict the region.
LUN: create shared value before discussing capital
LUN Misto demonstrates interactive-map, analytics and public-interest partnership capabilities. This justifies exploring technical fit, not assuming investment interest. The user confirmed there are no agreements with LUN.
Discussion proposal: “You help people choose property; together, let us test whether plot buyers can reach an actual home with a transparent budget.” We bring the domain, a specialised journey, a standardized product and pilot results. We seek product expertise, distribution assessment and lawfully licensed data/tools.
Cooperation ladder: expert discussion → bounded joint research pilot → commercial placement or integration → technology partnership → strategic investment if mutually attractive. An advertising contract is not an endorsement; minority investment is not required to start.
Discussion pack: journey demo, 5–7 evidenced need stories, cohort funnel, complete move-in estimate, actual pilot margin, domain/code/data rights, team and a specific ask. A term sheet should address IP, roles, data access, recommendation independence, budget and exit. Do not exchange permanent exclusivity or the customer database merely for an introduction. If LUN declines, the pilot using our CRM and ordinary channels must remain viable.
Buy capability, not the absence of competition
Asset sequence: content/audience → plot-checking tool → regional installation and service → manufacturing capacity. Start with a contracted pilot or licence, then a performance-based option/stake; acquire after due diligence. An earn-out requires clear metrics and legal documentation, not a promise of future traffic.
For media and maps, assess asset rights and profitable cohorts; for installers, people, authorisations, coverage and claims; for factories, real capacity, cost, customer obligations, quality, working capital and integration into common standards. No competitor in our registry is confirmed to be for sale. Naming a specific takeover target without diligence is premature.
An owned portal must not penalise competitors in rankings or force related-service purchases. Avoid market allocation, price coordination, exclusion from channels and tying public services to our product. Specialist counsel reviews concentration and competitive effects for each transaction; obtain AMCU approval before implementation when required.
Defensibility comes from quality data, voluntary trust, measured delivery, strong local partners and fewer costly customer mistakes. Not unlawful monopoly. Buying competitors before proving positive first-series economics adds management risk rather than solving it.
Two businesses — two P&Ls, no double counting
ModulDim: revenue from homes and agreed work, delivery costs, claims, working capital and contribution after acquisition. ZEMLIA.UKR: initially an acquisition service; later, possible transparent payments for verified services, placements and partner software. Subscription only makes sense after repeated paid usage, not because it looks venture-friendly.
An internal portal-to-manufacturer commission creates no additional consolidated revenue. House GMV, portal revenue, advances and recognised revenue are separate measures. Do not sell one enquiry to multiple manufacturers without transparent customer choice. Financing and insurance go through appropriate providers, with no approval promises.
ZEMLIA.UKR + ModulDim = UNICORN is an ambition, not a financial model. A venture case needs repeatable distribution, profitable delivery, expansion beyond one factory and data that improves outcomes. National land sales, damaged homes and map views are not our accessible paying market.
Start sizing with unique voluntarily qualified households in serviceable regions, then full budget, residential purpose, timing and available capacity. Do not calculate a share of all plot buyers yet: a compatible denominator is missing. “No.1” needs a predefined metric and independent comparison.
Three measures that can justify expansion
1. Customer-accepted residential handovers with positive contribution. Count monthly and by contract cohort, supported by acceptance records, payments, costs and reserve. It captures final value but lags. The early indicator is agreed complete estimates with a real slot, not follower counts.
2. Contribution after all acquisition costs per handed-over home. Ex-VAT revenue less variable delivery, reserve, partner commissions, advertising/sales costs and incremental support. Track unfinished cohort spending separately; do not divide today's ads by old sales. Sources: financial records and CRM; role: finance director, with this pilot assignment still to be agreed. The baseline is currently unknown.
3. Qualified-enquiry-to-accepted-handover conversion by channel. One buyer, one record, with a housing need, consent, region, budget range and next step. Compare equally mature cohorts; show numerator/denominator, open deals and loss reasons. Early diagnostics are agreed consultations and estimates. No handovers in an immature cohort does not yet prove failure.
Guardrails: complete handover by the originally agreed date; confirmed consent violations or false promises. Never erase rescheduling history. Privacy violations trigger channel suspension and review; inability to fulfil triggers a halt to new promises. Traffic and partner counts diagnose reach; they are not primary KPIs.
Use the first 30 days to establish baselines; approve firm conversion and CAC targets afterwards. The test gates below propose an evidence sequence, not a forecast or a statistically sufficient sample.
Fund in tranches; expand on evidence
Not an automatically authorised budget. Launch requires an agreed team, schedule and estimate. As a discussion frame, cap the 90-day external test budget at UAH 150k: 45k for legal/data/measurement setup; 45k for MVP and content; 30k for small channel tests; 30k contingency. This is an illustrative ceiling, not market quotations or enough to build a complete portal; internal time, production, installation and working capital are additional.
A second tranche is not released automatically by the calendar. It requires consent/agreements, an agreed complete home estimate, approved roles and attribution rules. If owners have not agreed delivery accountability, restrict the pilot to research without delivery promises.
A later round funds a specific demonstrated bottleneck: channel expansion, regional service or manufacturing capability. The ask to LUN or another investor follows use of funds and unit economics. Do not invent valuation, equity, returns or an investment amount here.
What is known, and what remains undecided
Confirmed by the user on 23 September 2026: the ZEMLIA.UKR domain belongs to him; no agreements exist with LUN. The company's right to use the domain and future IP/data needs separate documentation. Registration records, DNS and domain technical readiness were not audited in this work.
Earlier context: a standardized product and Planner exist; reliable delivery, current margin and a repeatable channel remain unproven. Plot purchase remains a trigger hypothesis; this strategy does not automatically upgrade its evidence status.
Agree before starting: the pilot owner and decision-making authority; budget ceiling; portal operator's legal entity; production-slot and handover owner; access to CRM and financial records; domain and brand use; stop criterion. Actual sales, CAC, margins, advertising integration availability and acquisition targets' willingness to engage in M&A are unknown.
Sources are public pages checked on 23 September 2026 and user-approved facts. Some direct legislative pages returned 403; legal boundaries were cross-checked against accessible official and professional explanations. Counsel must check current law before contracts. This is a strategic proposal, not a legal opinion.
A plan has been published, not a business launched: no new partnerships, asset purchases, ad spending, LUN messages, automated data collection or active mailings. Next, agree a narrow pilot and demonstrate one complete customer handover.
Where to meet a plot buyer
| Channel and priority | Moment and offer | Access model | Boundaries and checks |
|---|---|---|---|
P1 · Estate agents and plot sellers | After selection or purchase: a complete home-budget checklist. | Direct partner pilot, QR and voluntary enquiry; payment for performed roles. | Consent, contracts, duplicates and conflicts; count accepted handovers, not contact lists. |
P1 · Private land surveyors / survey engineers | Boundary setting, documents and pre-construction surveys. | Shared checklist and enquiry referral with customer permission. | Distinguish private contractors from state registrars; conclusions must stay within qualifications. |
P1 · Search advertising | Queries about a home after buying land, full budgets and preparation. | Small capped tests → journey page → consultation. | No guaranteed dates or protection claims; measure qualification and mature-cohort costs. |
P2 · Private cadastral maps | People checking a location receive a plan for next steps. | Geo-targeted advertising → widget → licence; M&A only after evidence. | Buyer reach is unverified; an old map does not establish a new transaction. |
P2 · LUN / DIM.RIA / OLX Property | Searching for land or housing alternatives. | Discuss permitted placements and content; availability of a special format is unverified. | No contact scraping; agree each contract and format separately; no partnerships signed. |
P2 · Foundations, wells and electricity | Owners move from intention to site preparation. | Private contractors as advisers and service partners. | Agreed prices and responsibilities; do not sell an unconfirmed utility connection. |
P1 · ZEMLIA.UKR and local communities | First post-purchase questions; learning from neighbours. | Useful material with moderator permission, SEO and voluntary subscriptions. | No mass spam or fake recommendations; location pages need genuine local value. |
P2 · Customers and the open showroom | People see a suitable product and an owner's experience. | Consented referral enquiries; disclose incentives. | Genuine cases, publication permission and no concealed warranty problems. |
P3 · Notarial community | Completion of a transaction is a precise moment, but the data is protected. | Neutral educational material after legal review. No notary commissions. | No customer lists, referral payments or disguised advertising presented as notarial service. |
P3 · StateGeoCadastre / NSDI / service centres | Checking records and administrative guidance. | Permitted data, official links and approved non-exclusive education. | Public access is not for purchase; no official payments or forced referrals. |
P2 · Prozorro.Sale marketplaces | Searching for a relevant lot; not every lease or sale is residential. | Educational and advertising formats with a platform; voluntary consultation. | Screen purpose and rights; auction participant records are not a marketing database. |
P3 · Finance and insurance providers | Customers assess whether they can fund the entire journey. | Transparent referral to an appropriate provider under separate consent. | No credit or compensation promises; review remuneration and advertising rules before launch. |
Three service levels. One customer. One pool.
01 · Origination partner
An estate agent, private land surveyor or specialist publisher helps people find the checklist. Customers initiate enquiries themselves. Payment is for an attributed completed transaction, not a registry contact or agent recruitment.
50% of the pool
02 · Journey adviser
A trained partner clarifies the housing need, arranges professional checks and showroom visits, and assembles an agreed estimate. They do not replace lawyers or engineers. Payment covers completed, accepted transaction work.
30% of the pool
03 · Regional coordinator
Checks access, providers, installation and acceptance within actual authority. Construction work has a separate estimate, not a hidden commission. No automatic payment for somebody else's network.
20% of the pool
What the network could cost
Illustrative scenarios per handed-over home. Every amount is an assumption, not ModulDim's actual economics. Revenue and costs share an ex-VAT basis; UAH 2 million below is hypothetical, not a conversion of the UAH 2.35 million asking price.
Contribution = revenue − variable delivery − warranty reserve − partner pool − acquisition − incremental support. This is not net profit: fixed costs, financing and corporate income tax are excluded. A negative ceiling means even zero acquisition spending cannot achieve the illustrative target contribution. Actual tax treatment and accounting require the finance director's approval.
| Scenario | Revenue excluding VAT | Variable delivery costs | Warranty reserve | Shared partner pool | Acquisition excluding partner commissions | Incremental transaction support | Contribution before fixed costs |
|---|---|---|---|---|---|---|---|
Stress case | 2000000 | 1800000 | 60000 | 60000 | 180000 | 30000 | -130000 |
Cautious case | 2000000 | 1700000 | 60000 | 60000 | 120000 | 30000 | 30000 |
Working hypothesis | 2000000 | 1600000 | 60000 | 60000 | 60000 | 30000 | 190000 |
90 days: test the journey, do not declare scale
| Stage after start approval | Output and accountable role | Progression / stop condition |
|---|---|---|
G0 · Days 1–14 | Agree mandate, domain/IP, budget, finance role, consent rules and the first home's complete estimate. Conduct 5–7 interviews, including people who did not choose modular housing. Roles: pilot lead + legal + finance. | Without authority or delivery readiness, research only; no advertising or selling dates. |
G1 · Days 15–30 | Journey MVP, measurement, 3–5 trained private partners; no more than two active channels. Roles: product/marketing + sales managers. | Every test record passes consent, deduplication and attribution. Channel spending stays within an approved ceiling. |
G2 · Days 31–60 | Compare two channel cohorts; collect 10 qualified stories as initial material, not market proof. Check the complete estimate and arrange the first handover if the customer and production are ready. | A handover is not guaranteed by day 60. Without it, continue observation rather than calling reservations or views revenue. |
G3 · Days 61–90 and beyond | Actual economics, planned/actual timing, repeated transactions and a LUN discussion pack. Proposed checkpoint: three accepted handovers from at least two independent sources, not statistical confirmation. | Expand only after positive contribution, an agreed warranty reserve and service capacity. If evidence is missing, remain in pilot; do not acquire companies. |
Sources, confidence and open decisions
- Our trigger research protocol
- Land-use classification: StateGeoCadastre
- Consumer Protection Act, Article 19
- Ombudsman: standard personal-data processing procedure
- StateGeoCadastre: open data
- Notarial Chamber: notarial secrecy
- Official explanation of notary restrictions
- NACP: gift restrictions
- Prozorro.Sale: land auctions
- Cadastral map
- Advertising formats and rates
- Service status and terms
- LUN Misto: products and partnership projects
- AMCU: concentrations and control relationships
- AMCU: restrictions of competition and abuse