Lancer Legacy Ranch
Business Plan
901 N. Stateline Ave.
Texarkana, TX 75501
(706) 662-7751
www.lancerlegacyranch.com
J. Matthew Fisk
1 October, 2014
Table of Contents
I.
Executive Summary
1.
Business Owner(s) & Product/Service
2.
Mission Statement
3.
Company Structure
4.
Target Market(s)
5.
Current Opportunity
6.
Projection of Business Future
7.
Financial Summary
II.
Market Analysis
1.
Industry, Yesterday, Today and Tomorrow
2.
Competitive Analysis (Appendix B)
3.
Demographics & Target Market
4.
Entry Barriers
III.
Marketing Strategy
1.
Product/Service
2.
Sales Strategy
3.
Promotion
4.
Pricing Strategy
5.
Web Strategy
6.
Differentiation (Competitive Advantage)
IV.
Operations Plan
1.
Location
2.
Operation
3.
Organization Structure
4.
Employees
5.
Space
6.
Capacity:
7.
Critical Suppliers
8.
Financial system
9.
Computer system.
10.
Equipment
11.
Permits and Licenses
12.
Insurance
V.
Financial Plan
1.
Product and Service Pricing
2.
Funding Source(s)
3.
Cash Flow Projection (Appendix A)
VI.
Appendix A: Cash Flow Statement
VII. Appendix B: Competitive Analysis
VIII. Appendix C: Resume
I. Executive Summary
Background - We are former members of 2/5 Cavalry Regiment who fought during OIF II in Sadr City. That
year both defined who we were to become as men and exacted its price. Most of us have PTSD and
TBI with the attending symptoms, illnesses and social failings. On April 5th, 2014 we reunited at Fort
Hood, Texas to commemorate our first battle together. What we noticed as spent time with each
other is that our PTS receded for the first time in a decade allowing us to feel, more or less, human
once again. A small band of us decided to find a way to bring this peer to peer based model of
therapy to as many combat veterans as possible. On April 4th of 2015, we will begin to serve our
fellow warriors by providing a secure, healing environment as we work toward building a model
community.
1. Business Owner(s) & Product/Service
i.
ii.
Executive Director – Captain James M. Fisk
What is the product or service (brief description)?
2. Mission Statement
i. Lancer legacy ranch will establish a multi-faceted, self-sustaining agrarian community as a
place for combat veterans to recover from the ravages of war by providing purpose, fellowship
and healing.
ii. Values:
a. SELF-SUFFICIENCY: In five years we will be able to operate without the need for grants
or donations, providing care and assistance for up to 50 on-site residents. All power
generation will be from renewable energy. All utility systems will be interwoven to provide
maximum efficiency and sustainability. We will grow and raise what we need to survive.
Animals will not only serve as food, they will serve as therapy
b. COMMUNITY: We will gather fifty like-minded combat veterans and their families to live
and work together on the same property. We will foster positive relationships among the
local population and governance. We will promote the value of selfless service and
encourage involvement in the community at large.
c. COMBAT VETERAN FOCUSED: This is for the warrior tried in battle and their families.
d. RECOVERY: We believe that we can overcome the label of PTSD by providing a life with
purpose where honest labor given to a noble cause replaces self-pity and worthlessness,
fellowship among people who understand your struggle replaces isolation, and the healing
of mind, body and spirit becomes a lifestyle that replaces destructive behavior.
3. Company Structure
Lancer Legacy Ranch is a 501(c)3 non-profit corporation registered in Texas.
4. Target Market(s)
i. We serve combat veterans and their families prioritized in the following way:
a. Members of 2nd of the 5th Cavalry Regiment, past, present and future.
b. Members of 1st Cavalry Division, past, present and future.
c. Any service member who has honorably served the nation.
ii. LLR is B2C
5.
Current Opportunity
The concept for Lancer Legacy Ranch was born among the alumni of Operation Iraqi Freedom II
during our 10 year reunion at Fort Hood, Texas on April 4th, 2014. Every member of that cohort
has suffered with the symptoms of PTSD due to the extreme nature of our combat mission during
2004. As many of our team have recently departed the Army or are in the process of doing so we
realized that we function best when we spend time with each other. This led us to the conclusion
that given the right setting and the right people, we would be able to accomplish for each other
what modern behavioral techniques, medication and therapy could not.
a. All employees are combat veterans, providing an immediate sense of empathy. Even
veterans from different units and different services give more credence to fellow veterans
than to those without military experience.
b. Farming, as an occupation, is in decline with the age of the average farmer being 58.
Agriculture is in desperate need of new farmers to maintain the demand for food
nationwide. Although rural America comprises 17% of the country’s population, 44% of
men and women veterans live there.
c. Our peer and unit based model of therapeutic recovery does not exist anywhere else.
6. Projection of Business Future
LLR is laying the foundation for a community based operation that will extend far past our lifetime. With
the war in Iraq concluded (maybe) and the Afghanistan theater winding down, thousands of service members
have already been released from active duty with tens of thousands more facing involuntary separation. A
conservative estimate from the VA’s National Center for PTSD is that 20% of service members who fought
in the Global War on Terrorism suffer from PTSD. What is the future of the business?
i. The Veteran’s Administration is overwhelmed with the number of service members in need of
treatment and social services. This has been an issue since Vietnam and is not projected to end
soon.
ii. Wars will continue into the foreseeable future, insuring that veterans decades into the future will
require rehabilitation and assistance that we are posturing ourselves to provide.
7.
Financial Summary
i.
ii.
iii.
iv.
Total amount of funds sought for venture: $ 2,105,000
Total amount of estimated startup costs: $ 177,650
Total amount of projected average monthly expenses: $ 44,528
Total amount of projected average monthly revenue: $ 53,730
II.
Market Analysis
2.
Industry, Yesterday, Today and Tomorrow
Lancer Legacy Ranch is a nonprofit Veterans group for combat veterans and their families. Such
service organizations have proliferated over the last decade of warfare, driven partly by a desire to
amend for the treatment of returning combat vets during the Vietnam era and partly by the veterans
themselves who are looking for a way to continue serving. According to the National Center for
Charitable Statistics, there were over 35,000 such groups in the US as of 2012. This accounts for 2%
of all American charities with revenues topping $1.2 billion. With the war in Afghanistan winding
down and the Army involuntarily expelling thousands in an era of fiscal downsizing, the demand for
combat veteran services is expected to grow exponentially in the next two years.
3.
Competitive Analysis (Appendix C)
While nonprofits do not compete for clients as such they do vie for charitable donors and grants to
fund their operations. The following competitive analysis will be performed for similar veterans
groups in the state of Texas.
i. Freedom Care Warrior Project (aka Warrior Ranch) – a nonprofit, 501(c)(3) organization that
delivers direct support to physically and psychologically injured combat veterans through innovative,
outdoor-based therapies and pioneering research. They strive to provide participants with therapeutic
programs which result in measurable and sustainable improvement. These programs are designed to
re-enable and re-energize participants and provide the support and self-confidence necessary to
maximize long-term recovery.
ii. Camp Freedom Ranch – Their purpose is to stop the epidemic of suicide among our veterans who
suffer with PTSD/TBI by offering them a Warrior-to-Warrior Camp Fire, Ranch-style Resort
experience so they can finally get the much-needed rest their mind, body, and soul need heal. By
covering gaps and enhancing services to our nations Veterans and Wounded Warriors they hope to
insure that they and their families receive the treatment and services they need for a full recovery.
iii. Soldier’s Heart - Their goal is to prepare families and communities in supporting and healing veterans
- both those returning from current wars and those who fought in past wars. The project focuses on
creating a network of community based services to facilitate a healthier and more successful
reintegration of our nation’s veterans.
4.
Demographics & Target Market
i.
Do a thorough study of the population demographics in the market your business will sell in. Then,
decide what type of person (target market) will buy your product. Does the population demographic
in your area have enough match well? Is there enough of this type of client (target market) in your
area to have a successful business?
ii.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Market Segments can include:
Age
Sex
Income
Education Level
Occupation
Location (region, neighborhoods)
Lifestyle (psychographics, hobbies)
Business Organization (size, industry)
Religion
5.
Entry Barriers
i.
Are there barriers to entry? High entry cost? High risk and cost to get in, but limits the amount of
competitors. Low entry cost? Low risk and cost to get in, but likely to have many competitors. Are
there permits or regulatory approvals required?
ii.
Are there other competencies you need to develop? Are they easily achievable?
III.
Marketing Strategy
1.
Build strategy from core competencies (quality, speed, service, product, price, convenience, location,
etc.) The strategy is to tell customers what you will do better than the competition. Customer must be
able to clearly see value.
2.
Product/Service
i.
Give a detailed description of your product or service. Including photos creates a more powerful
presentation.
3.
Sales Strategy
i.
How will you get to your product/service to the market? Direct sales? Through a channel (distributor,
manufacturers representative, retailer, internet)?
4.
Promotion
i.
How will you promote your product/service to the customer? Examples are:
1.
This goes back to demographics and figuring out what types of person (target market) will buy your
product. So, what kind of advertisements does this person respond to the best?
5.
Pricing Strategy
i.
How you are going to price your product or service? Look at the competition’s price, what you
believe your costs might be, and can you get the same price or a premium over the competition?
Penetration pricing strategy
Price charged is set artificially low to gain market share. Once achieved, price is increased.
Skimming pricing strategy
Charging a high price because you have a substantial competitive advantage. However, the advantage
is not sustainable. The high price tends to attract new competitors into the market, and the price
inevitably falls due to increased supply.
Follow-the-leader pricing strategy
Set price based on competitors (leads to “price wars”).
Variable pricing strategy
Price fluctuates based on (changing) cost of production.
Economy Pricing
No frills low price; the lowest possible regardless of what other are doing. Cost of marketing and
manufacture are kept at a minimum.
Premium Pricing
ii.
1.
iii.
1.
iv.
1.
v.
1.
vi.
1.
vii.
1.
High price is for a uniqueness about the product or service. This approach is used where a substantial
competitive advantage exists.
6.
Web Strategy
i.
What will you use your web site for? Examples: simply marketing, sales transactions, inventory,
customer education, partner networking, etc.
7.
Differentiation (Competitive Advantage)
8.
This brings your entire marketing strategy together.
i.
Why will you succeed? What will you do different than the competitors? These are called your “core
competencies”, what you do well that perhaps the competition does not. List your core competencies.
Examples would be superior service levels, exceptional quality, speed, better product or service,
better location, etc.
ii.
If there is enough differentiation, you can be successful. If there is little or no differentiation, then you
will usually need to rely on price to get business; not the best option for a start up business.
IV.
Operations Plan
Lancer Legacy Ranch will be established in Red River County on a tract of land TBD. The primary
requirements are availability of water, space (100-200 acres) and sufficient isolation to safeguard livestock
and provide a peaceful environment for recovering soldiers. Pre-existing structures are not necessary and, in
fact, may be less desirable due to the considerable costs in renovating buildings in accordance with our
sustainability directives. While power and water will be self-sustaining at the three year mark, access to
utilities in the interim is preferred.
1. Location
The exact location within Red River County, Texas is unknown at this time. The Registered Agent is located
at 901 N. State Line Ave, Texarkana, TX 75501-5202.
2. Operation
i. Lancer Legacy was recognized by the Texas State Comptroller on May 16, 2014 and granted tax
exempt status by the IRS on 29 September, 2014. LLR will break gound on April 4th, 2015. Until the
ranch is ready to receive guests, we will refer clients to our partners in Yellville, Arkansas, the
Valhalla Project. We have purchased a Recreational Vehicle to serve as a base of operations while
buildings are constructed. The following is a list of key objectives by year:
 2015 – Establish initial base of operations, construct pole barn, prepare cross fencing as necessary,
purchase basic equipment necessary for cattle ops, survey terrain and create a permaculture plan,
begin topography sculpting, construct barn, purchase first 40 cattle, host benefit concert (annual) in
Clarksville, TX. Serve 10 veterans.
 2016 – Purchase and sell calves 3x during the year, plant first crops, secure contracts for solar and
geothermal improvements, begin construction of main house, construct maintenance shop,
publication begins for Black Knights, Dark Days (all proceeds fund ranch), speaking engagements
to raise awareness for LLR services, first harvest in September, host Harvest Festival and
dedication of main house. Serve 24-48 veterans.
 2017 – Full time staff increases from 3 to 5, crop and cattle operations continue as in 2016, begin
construction on two permanent party houses and four guest quarters, conduct first off-site travel
adventure, eliminate power and water bill via solar and well, retire property mortgage. Serve 110
to 208 veterans.
 2018 – crop operations double and cattle operations continue as normal, begin construction on two
permanent party houses and four guest quarters, conduct two off-site travel adventures, host paid
hunting trips. Begin planning for Farmer’s Market in the Killeen/ Waco Area. Begin planning for
on-site permaculture instruction. Serve 416 to 832 veterans.
 2019 – crop operations continue as previous, cattle operations increase 25%, begin construction on
two permanent party houses and four guest quarters, conduct two off-site travel adventures, host
paid hunting trips , begin Farmer’s Market in the Killeen/ Waco Area, begin bi-annual on-site
permaculture instruction. Serve more than 1,000 veterans per year.
 2020 - crop operations and cattle operations continue as previous, begin construction on two
permanent party houses and four guest quarters, add one full time staff position, conduct two offsite travel adventures, host paid hunting trips, continue Farmer’s Market in the Killeen/ Waco
Area, continue bi-annual on-site permaculture instruction, reduce grant funding by 87%. Serve
more than 1,000 veterans per year.
 2021 - crop operations and cattle operations continue as previous, begin construction on two
permanent party houses and four guest quarters, add one full time staff position (max), conduct
two off-site travel adventures, host paid hunting trips, continue Farmer’s Market in the Killeen/
Waco Area, continue bi-annual on-site permaculture instruction, eliminate grant funding. Serve
more than 1,000 veterans per year. Operations are now self-sustaining. Ranch can now support 7
families (or 25 people) full time and 25 for periods of 6 months or less.
ii. Ranch operations are conducted as needed. Phone calls will be received from 9-5pm CST Monday
through Saturday. Farmer’s Market hours TBD.
iii.Activities on the ranch vary by season, but we remain available to soldiers 365 days a year.
3. Organization Structure
LLR is a nonprofit corporation.
4. Employees
i. Operations are designed so that two people may run day to day events with ease. The first three
employees will be required to meet a wide variety of challenges. As the ranch grows we will be able
to offer 7 full time positions by 2021 (not including the manager position and 3 other workers at the
Killeen Farmer’s Market).
ii. Positions and Responsibilities
Executive Director: Responsible for enacting the will of the LLR Board of Directors in good faith.
The Executive Director will have overall strategic and operational responsibility for LLR's
staff, programs, expansion, and execution of its mission.
Leadership & Management:
 Ensure ongoing local programmatic excellence, rigorous program evaluation, and consistent
quality of finance and administration, fundraising, communications, and systems;
recommend timelines and resources needed to achieve the strategic goals
 Actively engage and energize LLR volunteers, board members, event committees, alumni,
partnering organizations, and funders
 Develop, maintain, and support a strong Board of Directors: serve as ex-officio of each
committee, seek and build board involvement with strategic direction for both ongoing local
operations as well as for the national rollout
 Lead, coach, develop, and retain LLR's high-performance senior management team. Ensure
effective systems to track scaling progress, and regularly evaluate program components, so as
to measure successes that can be effectively communicated to the board, funders, and other
constituents
Fundraising & Communications:
 Expand local revenue generating and fundraising activities to support existing program
operations and regional expansion while simultaneously retiring building debt
 Deepen and refine all aspects of communications—from web presence to external relations
with the goal of creating a stronger brand
 Use external presence and relationships to garner new opportunities
Planning & New Business:
 Design the national expansion and complete the strategic business planning process for the
program expansion into new markets
 Begin to build partnerships in new markets, establishing relationships with the funders, and
political and community leaders at each expansion site
 Be an external local and national presence that publishes and communicates program results
with an emphasis on the successes of the local program as a model for regional and national
replication
Operations Manager - Reports to the ED and serving as a member of the Management Team along
with the ED and Administration Director. This position's primary responsibility is ensuring
organizational effectiveness by providing leadership for the organization's specialized
functions.
 Improve the operational systems, processes and policies in support of LLR’s mission.
 Manage and increase the effectiveness and efficiency of Support Services (HR, IT and
Finance), through improvements to each function as well as coordination and communication
between support and business functions.
 Play a significant role in long-term planning.
 Oversee overall financial management, planning, systems and controls.
 Management of LLR budget in coordination with the Executive Director.
 Development of individual program budgets.
 Regular meetings with ED around fiscal planning.
 Regular meetings with staff to monitor delegated tasks and identify logistical requirements.
Administration Director- Performs administrative duties for executive management.
Responsibilities may include screening calls; managing calendars; making travel, meeting and event
arrangements; preparing reports and financial data; training and supervising other support staff; and
customer relations.
 Invoicing to funding sources.
 Payroll management, including tabulation of accrued employee benefits.
 Disbursement of checks for agency expenses.
 Organization of fiscal documents.
Maintenance Specialist - Troubleshoots all maintenance problems involving electrical, structural,
plumbing, and equipment repair or replacement.
 Performs preventive building maintenance duties.
 Performs routine plumbing and electrical repairs.
 Purchases supplies, equipment, and materials necessary to complete projects.
 Repairs and refits vehicles and farm equipment as necessary.
 Develops and implements an annual maintenance schedule.
Agricultural Specialist - Visit sites to observe environmental problems, to consult with contractors,
and/or to monitor construction activities.





Design integrated agricultural output systems using permaculture principles.
Test agricultural machinery and equipment to ensure adequate performance.
Design structures for crop storage, animal shelter and loading, and animal and crop
processing, and supervise their construction.
Provide advice on water and soil quality and issues related to pollution management, river
control, and ground and surface water resources.
Conduct educational programs that provide veteran farmers with information that can help
them improve agricultural productivity.
Therapeutic Initiatives Director - responsible for researching, planning and implementing
programmed physical activities for individuals and groups.
Outreach Coordinator - The Community Outreach Coordinator’s primary responsibilities are to
build strategic relationships, conduct a variety of outreach activities, and recruit and retain volunteers
for all BCCC programs.
iii. Type of employees needed (special skills, knowledge or education).
a) Farming
b) Animal Husbandry
c) Construction
d) Food Preparation and storage
e) Grant application and management
f) Human Resource management
g) Public speaking
h) Environmental Science and Preservation
i) Auto Maintenance
j) Home Maintenance
k) Logistics
5. Space Requirements
i. No more than 7 new construction homes (approx. 1500 sf each) and 14 cottages built with
sustainable materials (cobb, log, pounded earth, repurposed shipping containers, etc.)
ii. Cattle – 2 acres per head (80 acres total)
iii. Other livestock (5 acres total)
iv. Greenhouse 30x96
v. Maintenance shop
vi. Cattle barn
vii. Hay barn
viii. Storage bay
6. Capacity:
Our capacity to provide shelter, food and training to combat veterans will be limited during the first
year of operation. However, we have a partnership agreement with the Valhalla Project who can
handle up to 8 per day. They have also agreed to provide training in all aspects of permaculture and
nonprofit management free of charge to our staff. Our capacity will double each year beginning in
2016 until we are able to serve at least 1,000 veterans per year.
7. Critical Suppliers.
i. Cattle & other livestock – local ranches, local auctions
ii. Seed (crop and grass) – Texas Dept. of Agriculture, Rick’s Farm & Home, Southern Seed
Legacy, CAHH Seed Bank
iii. Farm Equipment and Supplies – Fullbelly Feeds, Rick’s Farm & Home, King Equipment, Curtis
Bachman Equipment
iv. Sustainability – North Texas Renewable Energy Group, Greensource DFW, ONCOR, Texas
Solar Panel Company
v. Veteran’s Service – Texas Veterans Commission, Veteran’s Administration, VFW post 4562,
American Legion
8. Financial system.
LLR currently has an employee experienced with business accounting. Furthermore, an accountant
from Moorehaven, FL has agreed to review our accounting methods free of charge.
9. Equipment
i. Admin
a) Laptop x 2 @$750 ea.
b) Printers x 2 @ $2000 ea.
c) Portable radios x10 @$50 ea.
ii. Tools
a) Basic construction (on hand)
b) Basic automotive - $5000
c) Basic farm - $300
d) Welding & Metal Fabrication - $2000
iii. Fixtures
a) Fencing – TBD (costs $1 per foot)
b) Head chute - $5000 max.
c) Water troughs - $500 for 5
d) Power generator, water based - $20,000
iv. Farm Machinery
a) Tractor w/ scoop and mower (one on loan as needed) $12,000 new
b) Hay Baler - $8000
c) Hay Fork - $1000
d) Cattle Trailer - $7000
e) D2 Dozer – on loan as needed
f) Hay rake - $1500
g) Disc - $2500
v. Vehicles
a) ¾ Ton Pickup - $8000
b) Maintenance Contact Truck - $7000
c) ATV x 2 @ $4000 ea.
vi. Animal Handling
a) Tack - $10,000
b) Bottles - $500
c) Marking - $300
d) Hot shot - $100
e) Electric fencing - $3000
f) Beekeeping - $1500
V.
Financial Plan
1.
Managing Books and Records
i. The checking account for Lancer Legacy Ranch is recorded and reconciled monthly using the
Quicken computer program by the duly elected corporate Treasurer.
ii. The Administrative Coordinator is responsible for recording sales and expenses as well as preparing
the fiscal year cash flow statement for the Board of Directors. The AC will also prepare IRS form
990 and
iii. The AC will also maintain a record of all donations received and issue receipts to donors at the
beginning of the calendar year.
2.
Budgets and Assumptions
i. Fixed Asset Acquisitions – This includes all capital improvements such as construction, equipment
and vehicle purchases, and mortage/loan retirement. The assumption is that we will be unable to find
a land grant or donation and thus will need to buy the land with our own funds ($395,000 note with
5% down on a FFA new farmer loan). We will attempt to retire this debt within three years utilizing
grants. Prices for equipment are estimates based on premium equipment at the highest advertised
rate. Construction costs were estimated using www.building-cost.net.

2015 - $93,000

2016 - $453,000

2017 - $385,000

2018 - $78,600

2019 - $25,600

2020 - $25,100
ii. Beef Cattle Program – expenses are based on data from Texas A&M publication ‘Beef Fax’. Calf
avg price = $1,000. Feeding costs based on $30 grain cost per head per month. Veterinarian costs
estimated at $300 per month, decreasing over time as staff become more experienced in animal
health care. Includes 3% attrition rate with sick or injured calves. It will take two years to acquire a
herd capable of reproducing in sufficient quantity.

2015 - $42,000

2016 - $148,800

2017 - $148,800

2018 - $147,600

2019 - $147,000

2020 - $147,000
iii. Crop Management Program – 1 to 2 acres of land will be dedicated to intensive farming. Seed costs
for potatoes, tomatoes, green beans, garlic, basil, corn and sweet potatoes totals g\ – 1 to 2 acres of
land will be dedicated to intensive farming. Growing costs for potatoes, tomatoes, green beans,
garlic, basil, corn and sweet potatoes total $8625 to plant one acre of land. No planting will occur in
FY 15.

2016 - $9125

2017 - $9125

2018 - $17,750

2019 - $227,750

2020 - $140,750
iv. Therapeutic Services – Every activity at Lancer Legacy Ranch can be considered therapeutic in that
we will pair both staff and volunteers with the activity that they find most invigorating. These
include, but are not limited to, farming, working with animals, cooking, organizing, marksmanship,
construction, art, writing, and landscaping. Additionally, we will provide funds in 2016 for a limited
number of soldiers to attend the April 4th Memorial at Fort Hood, Texas. This will continue each
year even as we add off-peak season group adventures to various locations throughout the world.

2016 - $4000

2017 - $14,000

2018 - $30,000

2019 - $30,000

2020 - $30,000
v.Operating Expenses – Initially, our largest operating expense will be utilities and sustainment. As we
achieve greater self-sufficiency with green initiatives and establish the ability to feed ourselves, the
largest expenditure will be employee wages and benefits. The pay level will be set each October by
the Board of Directors. All staff members will receive the same pay regardless of position or tenure.
This does not apply to contract laborers employed seasonally or for specific tasks.

2015 - $42,500

2016 - $174,750

2017 - $189,850

2018 - $337,900

2019 - $305,500

2020 - $314,500
3.
Funding Sources
i. Grants
a) Texas Veterans Commission – These are funded between May and June and cannot be used for
capital improvements.
 2015 - $125,000
 2016 - $125,000
 2017 - $250,000
 2018 - $200,000
 2019 - $125,000
 2020 - $50,000
b) Meadows Foundation – These grants are available year round with minimal restrictions. These
will be used to fund building projects.
 2015 - $250,000
 2016 - $250,000
 2017 - $250,000
 2018 - $125,000
 2019 - $225,000
 2020- none
c) Future Farmers of America – This grant funds between March and May and will be used to
purchase farm equipment.
 2015 - $10,000
 2016- $10,000
 2017- $10,000
 2018- none
 2019- none
 2020- none
d) US Department of Agriculture – This grant funds between August and October with heavy
restrictions. It is primarily given to nonprofits who assist beginning veteran farmers and requires
25% matching funds.
 2015- none
 2016- none
 2017 - $50,000
 2018 - $50,000
 2019 - $50,000
 2020 - none
ii. Donations – Generally speaking, donations comprise a small percentage (1-10%) of projected
income. Figures below represent 3% or less. Their impact becomes negligible to income by 2021.
 2015 - $104,800 (this amount has already been pledged).
 2016 - $12,000
 2017 - $12,000
 2018 - $12,000
 2019 - $18,000
 2020 - $20,400
iii. Events
a. Annual Benefit Concert – We budget $30,000 for this event which features a major headline
performer. Projected gross income estimated at $40,000 given a $20 ticket and 2000 attendees.
When possible, this event will utilize sponsors to reduce overall upfront cost to the ranch.
b. Harvest Banquet Invitational – Major gala event hosted in the main house featuring food grown
and raised on the ranch. $20 per plate donation plus sponsorships.
4. Revenue Streams
i. Cattle – based on 18 month avg. gross price per CWT.

2015 - $125,000

2016 - $125,000

2017 - $250,000

2018 - $200,000

2019 - $125,000

2020 - $50,000
ii. Produce – based on 7 crop analysis gross price analysis from Univ. of Wisconsin.

2016 - $28,750

2017 - $28,750

2018 - $57,500 (production doubled)

2019 – Begin Farmer’s Market
iii. Hay Surplus – based on $5 per square bale = $3000 per year (given two harvests).
iv. Hunting Tags – estimated at @$800 per tag ($1,000 below local avg.)

2017 - $4000

2018 - $4000

2019 - $10,000

2020 - $15,000
v.Lecture/ Seminar - $100 per person seminar, $300 speaking fee

2016 - $1500

2017 - $1500

2018 - $1500

2019 - $8000

2020 - $11,500
vi. Publication – Contract w/ Warrior Publishing Group to split sales, est. $5 per copy.

2016 - $6450

2017 - $1950

2018 - $1950

2019 - $2000

2020 - $2000
vii. Farmer’s Market – gross sales estimated at $100,000 per 35k people each year. Bell and Coryell near
Fort Hood, TX have more than 400k residents and three Farmer’s Markets. Amount below divides
potential income by 4.

2019 - $285,000

2020 - $300,000
5.
Cash Flow Projection (see Appendix B)
Appendix A: Cash Flow Statement
Appendix B: Cash Flow Projections FY 15-21
FY 2015
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
FY 2021
Appendix C: Competitive Analysis
Take a look at your most prominent competitors and rate them on the following characteristics. Now
you have done that, decide how you will make your business appear different (better) to the public, by
rating how you want to be.
Factors
1. Service
2. Veteran
operated
3. Quality
4. Service
Variety
5. Length of
stay
7. Reliability
9. Image
10. Location
11.
Atmosphere
15.
Availability
16.
Management
17. Stability
LLR
Warrior
Ranch
Camp
Freedom
Ranch
Soldier’s
Heart
18. Marketing
Appendix D: Resume
J. MATTHEW FISK
1946 Lake Vernon Road | Leesville, LA 71446 | (706) 662-7751 | j.matthew.fisk@outlook.com
O B J E C T IV E
Director and founder of Lancer Legacy Ranch, a non-profit and self-sustaining agricultural community providing opportunity and a safe, therapeutic
environment for combat veterans and their families.
SKILLS PR OFILE
-
Experienced Operations Officer for a multi-faceted logistics management organization capable of planning, executing and supervising complex
sustainment operations in austere conditions
-
Successfully managed multiple projects and roles simultaneously through effective delegation, and constant supervision.
-
Coordinated and conducted four training events per year for over 1200 people using multiple speakers from a wide variety of agencies.
-
Dynamic public speaker able to use all forms of media to effectively communicate ideas and solutions.
-
Fluent in Spanish and quickly adapts to foreign culture; highest language aptitude test score in Fort Benning history.
E M P L O Y M E N T H IS T O R Y
Commissioned Officer, U.S. Army
5/11/2007 - Present
Leesville, LA
-
Provided supervision and management for a supply warehouse maintaining a $3 million inventory for a 25,000 member client base; warehouse
was selected for Supply Excellence Award.
-
Executive Officer for an upper echelon maintenance company, responsible for daily operations and readiness.
-
Safety Officer managing a staff of seven, responsible for advising the senior leader of 3,600 personnel on safe operations and OSHA standards
and performing accident investigations.
-
Environmental Compliance Officer responsible for monitoring adherence to state and federal EPA guidelines for an organization of over 3,600
personnel and coordinating the response to violations.
-
Operations Officer for a logistics organization responsible for planning, executing complex movements of supplies and personnel.
-
Deputy Logistics Officer for 3,600 personnel responsible for coordinating supplies, budgeting, equipment readiness and sustainment planning.
Noncommissioned Officer, U.S. Army
5/27/2003 — 5/11/2007
Killeen, TX
-
Team leader of four personnel, responsible for their welfare, conduct and professional development in a hazardous environment.
-
Served as documentarian and translator during multicultural engagements with foreign dignitaries.
-
Maintained communications, transportation and other vital systems in good working order at all times.
Spanish Teacher, Glenhaven Youth Ranch
1/1/2002 — 1/1/2003
Plainview, AR
-
Taught Spanish to fourteen at-risk teenagers through creative engagement and immersive techniques.
-
Piloted a physical training program that instilled discipline and motivation in young men.
-
Cared for the physical, emotional and medical needs of six residents directly on a full time basis.
-
Assisted with care and feeding of 30 cattle and 6 horses.
Enlisted Infantryman, U.S. Army
Columbus, GA
-
Trained to perform security operations, operate heavy machinery, and maintain accountability of expensive equipment.
-
Responsible for the safety and welfare of three personnel during security operations.
AC T IV IT IE S
- Published nonfiction author
-
Experienced with real estate acquisition and property rehabilitation
-
Singer and musician adept with stringed instruments and percussion
-
Martial artist with a black belt in Taekwondo
8/14/1997 — 8/14/2001