The old version had three doors. This is simpler. You have two plays for acquiring plastic. Every situation maps to one of them. You choose which fits the client. Both stack the dPRN £450/t on top.
| Factor | 🟢 Play 1 · We Pay Them Later | 🟡 Play 2 · They Pay Us |
|---|---|---|
| Cash Flow | Earn dPRN first, pay supplier after — no upfront capital | Receive service fee before verification begins |
| Client Barrier | Zero — they pay nothing, just send the plastic | Low to medium — they pay £133–£200/t service fee |
| Income Per Tonne | £250–350 net (dPRN minus what you pay supplier) | £583–650 (dPRN + service fee stacked) |
| Risk | You carry the verification cost briefly — covered by dPRN | Zero — they fund the operation before it runs |
| Best For | New clients, hesitant suppliers, trust-building stage | Established clients, EPR-motivated businesses, volume |
| dPRN Earned | Yes — £450/t on every verified tonne | Yes — £450/t on every verified tonne |
| 40 Meals Linked | Yes — every tonne, regardless of play | Yes — every tonne, regardless of play |
| Ledger Entry | VT Ledger #10 — same ledger | VT Ledger #10 — same ledger |
| Ltd vs CIO | Ltd earns the margin · CIO logs the impact | Ltd earns fee + margin · CIO logs the impact |
| Prepare Phase? | Same ledger. Prepare is the pre-verification step — it feeds into VT Ledger #10 when the tonne is confirmed. | |
The CIO does not run the acquisitions. It witnesses the result. Every verified tonne that comes through either play is recorded by the CIO as: tonnes diverted, meals funded, community impact.
The Ltd runs both plays. It signs the client agreements, holds the dPRN income, pays suppliers in Play 1, charges service fees in Play 2, and distributes the revenue through the entity split.
The original doctrine had three doors. That was architecturally correct at the time — it showed range. But three doors means a general standing in front of a client has to pick one from three options under pressure. That's one decision too many in a live sales conversation.
Two plays is cleaner. You walk in knowing Play 1 is for the hesitant room and Play 2 is for the ready room. You read the client in the first five minutes. You know which play to run. You don't waffle. You don't present a menu. You make a recommendation and you move.
The deeper point is this: both plays always produce the same output — a verified tonne, a sealed dPRN, a ledger entry, 40 meals. The commercial terms change. The result doesn't. That consistency is what makes it trustworthy. The client gets the same quality of service whether they're paying you or you're paying them later. That's the brand. Same product. Different entry point. Always the same ledger.
One more thing: the Prepare stage is not separate. It's the door to the same room. Once a tonne is prepared — weighed, graded, play agreed — it enters VT Ledger #10. One ledger captures everything. That's not a limitation. That's a feature. Auditors love one ledger. Regulators love one ledger. Investors love one ledger.