The physical domain
Purchase or lease, fit-out, utilities, shared infrastructure and long-term maintenance.
Any property return depends on the actual acquisition price, rent, costs, financing and exit value.
Partners & investment · development discussion
Build a place.
Make the model work.
A partner conversation connects property, operations, creative programmes and a future network. Explore the contribution and potential return for each role.
A major project partner
EMHO.org
The European Mental Health Organization connects the sanctuary vision with the wider mental wellbeing initiative.
Visit EMHO ↗Specific joint programmes, funding commitments and responsibilities remain to be defined.
Different stakeholders,
different forms of value
Swipe the table sideways to see all columns.
| Stakeholder | Contribution | Possible return | What needs agreement |
|---|---|---|---|
| Landowner / property partner | Land, existing buildings, a lease or property capital. | Rent, property ownership or a negotiated equity interest. | Property rights, development responsibility, lease terms and expenses. |
| Equity investor | Development capital or operating-company capital. | Possible distributions and change in equity value. | Valuation, ownership, dilution, governance, exit and distribution policy. |
| Lender / finance partner | An agreed loan or asset financing. | Contractual interest and principal repayment, if the borrower can pay. | Rate, security, maturity, repayment schedule and default risk. |
| Local operator / host | Daily management, hospitality and community coordination. | Salary, management fees or a negotiated share of results. | Targets, responsibilities, quality standards and expenses. |
| Creative / education partner | Workshops, cultural formats, teaching or content. | Facilitation fees, ticket shares, licences or space use. | Ownership of content, delivery costs, quality and payment basis. |
| Franchise / licensee | A local site, operating team and capital. | Local operating surplus after all expenses and fees. | Licence scope, brand support, royalties, training and local responsibilities. |
| Public / social partner | Project funding, access initiatives or local cooperation. | Reported cultural, participation or community outcomes. | Eligibility, public benefit, milestones and reporting. No assumed shareholder return. |
| Sponsor / foundation | Funding or in-kind support for a defined programme. | Agreed visibility, hospitality or documented social outcomes. | Deliverables, independence, reporting and duration. |
| Members / co-creators | Participation, fees, talent and practical contributions. | Access, community participation and agreed programme benefits. | Participation terms, safeguarding, role boundaries and Social Pricing. |
These are potential stakeholder roles, not a list of confirmed partners or offered investment terms.
Three layers of the project
The local sanctuary
Accommodation, programme, food, team, memberships and day-to-day operations.
Revenue becomes distributable cash only after expenses, obligations and reserves.
The future licensing model
Brand and programme formats, training, digital support and local operators.
Central income depends on real fees and adoption, alongside the cost of support and quality control.
This is a proposed planning structure. Entities, ownership, contracts and the division of assets have not yet been fixed.
Updated community & European growth model
Cash for today. Capital for the next place.
Explore separate site and network scenarios with paid staff, delivery costs, reserves and downside tests. Membership, education, monthly stays and cultural commerce support recurring income. Land and construction need a distinct project budget.
The earlier €17,950 monthly reference has been superseded for planning by the costed scenarios. These remain assumptions, not forecasts or agreed investment terms.
Returns need the right definition
Cash yield
Cash distributed over a period, divided by invested capital. A project profit margin is not an investor’s cash yield.
Equity value & exit
An equity holder may gain or lose value. An exit depends on a buyer, agreements, debt and costs. No exit value or date is assumed in the calculator.
Operator and licensee return
Salary, fees and local surplus depend on the agreed role. Franchise economics need a separate location model with central fees and support costs.
Social and cultural return
Public partners and sponsors can support access, cultural participation and community outcomes. These are defined through deliverables and reporting.
No target return is fixed for Hermanos. An investment can lose part or all of its capital, and selling a stake may be difficult. Investor.gov: risk, fees and liquidity.
Capital linked
to concrete milestones
Start with a property shortlist and feasibility assessment. Define the fit-out and operating model before presenting a final capital requirement.
- Location and feasibilityProperty rights, local constraints, programme fit and infrastructure.
- Complete capital budgetAcquisition or lease, design, fit-out, utilities, contingency and working capital.
- Operating pilotTeam, realistic occupancy, programme demand, costs and cash reporting.
- Network replicationOnly after a workable local model: licence terms, support and quality standards.
Your role in
the first domain
Tell us your main organisation, the role you are considering and your possible resources or funding capacity. This starts a discussion without a commitment.
The Cyprus document’s funding scenario and the original 2025–2029 growth projection concern other scopes. They are not the approved Portugal capital requirement or current results.
Read the source-based presentationBusiness presentation / 21 slides
The plan behind the vision.
Explore the updated community pathway, Doorman connections, financial scenarios and European growth approach.