Resources for Founders Who Return

A twelve-week study plan

A suggested rhythm of about five hours a week, alongside the weekly Returnee Circle. Your coach adjusts the order to your Business Readiness Index result; Level 3 founders usually move faster.

What every returnee commits to

These commitments protect the group, the revolving fund and the next returnee it will finance.

• Flexibility. Adapting plans when the facts change, taking on the role the group needs, and trying new tools and methods.
• Coachability. Listening to the coach, acting on feedback, admitting mistakes early and asking for help.
• The weekly Returnee Circle. Attending every week, by Zoom or at the local office, to share ideas, results and solutions.
• Shared responsibility. Respecting group decisions and repaying the group’s startup capital together, so it can fund the next returnee.
• Lifelong learning. Reading, studying and staying current, as the most successful leaders do.
• An accountability partner. Pairing with one member of the group to review goals and results each week, between Returnee Circles.
• Community standing. An affidavit of good character, signed by the leader of a registered community or association.
• Honest records. Keeping clear books and reporting progress openly to the coordinator.

Launch support and home countries

Two forms of support that lower the cost of starting and help every returnee business lead its market from the first day.

Launch support: online and ahead from day one

From the very start, the Global Human Capital Reinsertion Initiative helps every returnee business reach its customers and lead its market, at no cost to the returnee.

1. A free business website: a complete website or a focused one-page site, built with the returnee and ready for launch day.
2. Social media accounts set up: business profiles on the platforms the business’s customers use, with consistent branding and a first content plan.
3. Applied data science and business intelligence: market studies, customer and competitor analysis, and pricing and sales dashboards, so every decision rests on evidence and the business can lead in its market.

Your coach and coordinator arrange this support as part of your launch plan.

Working with home countries

The Global Human Capital Reinsertion Initiative works with the governments of home countries to bring the cost of starting a business for returnees as close to zero as possible, and to make the process as simple and fast as possible.

1. Reduced or waived registration, licence and permit fees for returnee businesses
2. Fast-track registration and a single point of contact for returnees
3. Clear, step-by-step guidance on every official requirement, built into the Business Planner
4. Matching support from home-country programmes alongside the returnee’s startup capital

Where an agreement is in place, your coordinator will show you exactly which costs are reduced or covered in your country.

Templates and checklists

Every worksheet the lessons ask you to complete, gathered in one place, with the lesson that explains it. Your coach reviews each one with you.

Business glossary

The terms used across the course, in plain words, with the lesson where each one is taught.

Break-even point

The monthly sales volume at which income exactly covers costs: fixed costs divided by contribution per unit.Chapter 1 · Lesson 6

Contribution per unit

Selling price minus variable cost per unit; what each sale adds toward fixed costs and profit.Chapter 1 · Lesson 6

Variable cost

A cost that rises with each unit produced, such as raw materials, packaging and delivery.Chapter 1 · Lesson 6

Fixed cost

A cost that stays about the same each month whatever you produce, such as rent, salaries and repayment.Chapter 1 · Lesson 6

Gross margin

Sales minus the direct costs of producing what was sold.Chapter 2 · Lesson 8

Working capital

The cash a business needs to operate between paying for inputs and being paid by customers.Chapter 1 · Lesson 10

Cash-flow forecast

A week-by-week estimate of money coming in and going out, so a shortfall is seen in time to act.Chapter 2 · Lesson 2

Receivables

Amounts customers owe for goods or services already delivered.Chapter 2 · Lesson 2

Safety stock

A reserve of essential inputs that keeps production running if a delivery is late.Chapter 2 · Lesson 7

Plan versus actual

The monthly comparison of planned figures with real results, line by line.Chapter 2 · Lesson 8

Variance

The difference between a planned figure and the actual result; a question to investigate.Chapter 2 · Lesson 8

Risk register

A list of risks with their likelihood, impact, prevention actions and response plan.Chapter 2 · Lesson 7

Compliance calendar

Every tax deadline, licence renewal and insurance date for the year, with reminders.Chapter 2 · Lesson 6

Validation

Testing an idea with real buyers and a small batch before spending heavily.Chapter 1 · Lesson 2

Value addition

Processing, packaging and branding a raw material so that it sells at a higher price.Chapter 3 · Lesson 4

Positioning

The one clear way a business chooses to win: lower cost, a real difference or a focused niche.Chapter 3 · Lesson 2

Anchor sector

One of the two or three sectors in each country where returnee skills meet real local demand.The Method

Revolving fund

Startup capital that is repaid as businesses grow and then lent to the next returnee.Chapter 1 · Lesson 10

Group repayment

Level 1 and Level 2 groups repay their shared capital together and support one another.Groups and Returnee Circle

Affidavit of good character

A statement signed by the leader of a registered community or association, required before capital is approved.Groups and Returnee Circle

Trusted outside learning

Free courses, standards and reference data from international bodies that complement the course.

These sites are run by their own organisations; we list them as learning aids.

Questions about the programme

Time, cost, retakes and results.

Publications

The model, the economics and the safeguards, free to download.