Three classic canvases, generated from the same business profile the revenue page is written from. Nine blocks each, one Value Proposition Canvas for every customer segment the company actually serves, and — where there is nothing true to put in a block — the words “not yet defined” instead of something that fills the space.
Business Model Canvas
Key partners
The CEMI group, as platform supplier and delivery arm: CEMI Factory for production, CEMI Solutions for delivery, and the Personai engine for the persona layer. Same-group relationship, not an arm’s-length commercial contract.
Frontier-model providers, strictly as suppliers of inference. No reseller status, no partner programme membership and no endorsement is held or claimed.
Anthropic’s open-source Claude for Financial Services reference implementations (Apache 2.0), tracked module by module on this site and adapted where they fit. That is a public upstream under an open licence — there is no agreement, no partnership and no endorsement between the two companies, and the site’s tracker exists so the distinction stays visible.
Chambers of commerce, business associations, cooperatives and diversified holdings, as the intended institutional route to market. Beyond the published Franco-Dominican Chamber engagement — a client relationship — no such agreement is signed, and none is implied here.
Key activities
Curating the Suite’s tool catalogue and orchestrating frontier models task by task — the company chooses models, it does not train them, and says so.
Building and operating grounded assistants on a client’s own knowledge base, with citations, anti-hallucination guardrails and a human in the loop on irreversible steps.
Writing and keeping current the trilingual content library and the four AI-readiness assessment instruments — the acquisition surface the whole commercial offer sits on.
Institutional business development: chambers, associations, cooperatives and diversified holdings, in the Caribbean and Latin America first and Europe second.
Delivering adoption and readiness engagements and running the learning cohorts.
Maintaining the security review, the data-protection posture and the prompt discipline that a regulated buyer asks about before it signs anything.
Key resources
One human: the founder, who is the company’s engineering, delivery and commercial capacity at once — the plan’s first constraint.
Access to the shared CEMI group platform — the Personai engine, CEMI Factory and CEMI Solutions — which this company uses rather than builds.
A disclosed AI executive team from the CEMI Personas SSoT, which lets one human run a wider operating surface. Labelled as AI; they hold no shares.
A production installation at the Franco-Dominican Chamber of Commerce, its knowledge base integrated — the only published proof of the method.
The brand, the ibizai.ai domain and its contact addresses.
Purchased frontier-model inference. A dependency, not an asset, and costed as one.
No patent is held and none is claimed.
A model-agnostic orchestration layer that picks the best frontier model per task, wrapped in workflows, guardrails and the client’s own knowledge.
Value propositions
Business AI a company outside the largest markets can actually use: grounded in its own documents with citations rather than in the open web, trilingual by construction rather than by translation afterwards, and published at two regional price tiers rather than one first-world number. The guide and the builder are deliberately separate — iBizAI recommends without needing to win the implementation, CEMI builds and operates and owns the outcome.
Customer relationships
Subscription on the Individual and Team plans. Self-serve provisioning is not live — accounts are set up by hand, and automating that is what this round pays for first.
Dedicated on Enterprise and Group / Holding: a named contact, the published SLA, and the integration the client’s own stack requires.
Advisory on adoption and readiness engagements, held at arm’s length from delivery: iBizAI recommends, CEMI builds and answers for the outcome.
Cohort relationship in the learning programmes, built around the participant’s own process rather than the teaching.
Open and unpaid with everyone else: the educational layer is free and stays free, so a company can decide for itself — including not to buy.
Institutional: the counterpart is the institution, the audience its membership — one assistant is bought, and the members meet the platform through it.
Channels
The free trilingual site itself — sector guides, quick wins, the glossary, opinion articles and the four AI-readiness assessments — read without a login, a lead gate or a sales conversation.
Institutional intermediaries: chambers of commerce, business associations, cooperatives and diversified holdings, each of which brings a membership or a portfolio of subsidiaries with it. The published Franco-Dominican Chamber of Commerce engagement is the template.
Direct commercial contact for anything priced on scope — business@ibizai.ai and the site’s quote and contact forms.
Learning programmes, masterclasses and workshops, which are a paid line and a sales channel at the same time: the room that learns is the room that buys next.
The CEMI group: the institutional dossier, the group investor kit and the sibling initiative sites, which cross-refer to one another.
Customer segments
SMEs
Large corporations
Freelancers and independent professionals
Startups
Banks and financial institutions
Government and public sector
NGOs and foundations
Cost structure
Engineering and delivery time — the largest line, and today the founder’s own rather than a payroll figure.
Frontier-model inference, metered per use. The one cost that rises with revenue, which is why usage metering is funded before anything else.
Hosting and platform infrastructure.
Content production across three locales — writing, translation by Claude, and keeping the sector material current.
Go-to-market: institutional business development, events and travel to the rooms where chambers and holdings actually meet.
Security review, data protection and the compliance posture a regulated buyer requires before signature.
No sales headcount and no office. The model deliberately carries neither at this stage, and the plan does not pretend they are coming with this round.
Revenue streams
Subscriptions (SaaS, memberships)
Sale of services
Consulting
Training and events
Licensing and royalties
Free — no direct income
The revenue-streams block below is the short form. Every stream, with each published price quoted verbatim and the page it is published on: /investors/revenue/
Lean Canvas
Problem
Outside the largest markets AI arrives as a demonstration. The demo works, the pilot stalls, and the company is left with a subscription nobody uses. Three things break it: the tool does not know the company's own reality, it does not speak the customer's language well enough to be put in front of one, and it is priced for a budget the company does not have.
Solution
Ibizai AI Suite — Individual
Ibizai AI Suite — Team
Ibizai AI Suite — Enterprise
Ibizai AI Suite — Group / Holding Edition
Custom AI helpdesk and customer-service assistants
AI adoption, AI readiness and strategy engagements
Learning programmes, masterclasses and workshops
Free trilingual business-AI education platform
Unique value proposition
Business AI a company outside the largest markets can actually use: grounded in its own documents with citations rather than in the open web, trilingual by construction rather than by translation afterwards, and published at two regional price tiers rather than one first-world number. The guide and the builder are deliberately separate — iBizAI recommends without needing to win the implementation, CEMI builds and operates and owns the outcome.
Unfair advantage
Two things a competitor cannot simply buy this quarter. First, access to the CEMI group platform — the persona engine, the production pipeline and the delivery arm — on same-group terms, which is why a one-person company can carry an operating surface this wide. Second, a trilingual published content library and four assessment instruments that accumulated by being written, not by being budgeted for. Neither is a patent, neither is permanent, and both are expensive rather than impossible to copy — which is the honest version of the claim.
Customer segments
SMEs
Large corporations
Freelancers and independent professionals
Startups
Banks and financial institutions
Government and public sector
NGOs and foundations
Key metrics
Paying Suite accounts, split by plan and by regional price tier.
Monthly recurring revenue, and the split between subscription income and service income.
Net revenue retention on Team and Enterprise accounts — whether a vault, once filled, makes the account worth more each month.
Delivery cost per assistant build, which the round exists to drive down.
AI-readiness assessments completed on the free layer, and the share of them that become a commercial conversation.
Institutions signed, and members or subsidiaries reached through each one.
None of these has a published value. They are the instrument panel the round installs, not a result already measured — and the investor documents publish no figure that is not already public.
Channels
The free trilingual site itself — sector guides, quick wins, the glossary, opinion articles and the four AI-readiness assessments — read without a login, a lead gate or a sales conversation.
Institutional intermediaries: chambers of commerce, business associations, cooperatives and diversified holdings, each of which brings a membership or a portfolio of subsidiaries with it. The published Franco-Dominican Chamber of Commerce engagement is the template.
Direct commercial contact for anything priced on scope — business@ibizai.ai and the site’s quote and contact forms.
Learning programmes, masterclasses and workshops, which are a paid line and a sales channel at the same time: the room that learns is the room that buys next.
The CEMI group: the institutional dossier, the group investor kit and the sibling initiative sites, which cross-refer to one another.
Cost structure
Engineering and delivery time — the largest line, and today the founder’s own rather than a payroll figure.
Frontier-model inference, metered per use. The one cost that rises with revenue, which is why usage metering is funded before anything else.
Hosting and platform infrastructure.
Content production across three locales — writing, translation by Claude, and keeping the sector material current.
Go-to-market: institutional business development, events and travel to the rooms where chambers and holdings actually meet.
Security review, data protection and the compliance posture a regulated buyer requires before signature.
No sales headcount and no office. The model deliberately carries neither at this stage, and the plan does not pretend they are coming with this round.
Revenue streams
Subscriptions (SaaS, memberships)
Sale of services
Consulting
Training and events
Licensing and royalties
Free — no direct income
Value Proposition Canvases
One canvas per segment served. Seven segments, seven canvases — the customer profile on one side (jobs, pains, gains), the value map on the other (products and services, pain relievers, gain creators).
SMEs
Customer profile
Jobs
Get more done with the people already on the payroll, without hiring a specialist the company cannot afford.
Answer customers faster and in the language they write in.
Decide which of the many AI tools on offer is worth paying for, without running six pilots to find out.
Pains
The subscription nobody uses: a tool was bought, the demo worked, and two months later the team is back to doing it by hand.
The tool does not know the company. It answers well about the world and badly about this business, its prices, its policies and its documents.
The price list is written for a budget in another economy, and the annual figure is the whole software line for the year.
Gains
A small team that answers like a larger one, on the company’s own material.
One monthly figure the company can commit to and explain to its board.
Enough understanding in-house to keep deciding for itself as the tools change.
Value map
Products and services
Ibizai AI Suite — Team
AI adoption, AI readiness and strategy engagements
Learning programmes, masterclasses and workshops
Free trilingual business-AI education platform
Pain relievers
The private vault: the company’s own documents go in, and the assistant answers from them with the source attached rather than from the open web.
The developing-economy price tier, published beside the developed-economy one instead of negotiated in private.
Gain creators
Ten seats, a shared vault and shared workflows on the Team plan, so what one person figures out the others inherit.
The free assessments and sector guides first, so the company arrives at the purchase already knowing what it needs.
Large corporations
Customer profile
Jobs
Roll one AI capability across several business units without buying a different tool for each.
Keep each subsidiary’s data where it belongs while still comparing how they perform.
Give the board an answer on AI that survives an audit, not a slide.
Pains
Every unit has bought its own tool, and nothing is comparable, governed or cancellable as one decision.
Central IT will not approve a tool that sends the group’s documents somewhere it cannot describe.
The multilingual reality of a regional group breaks tools that were localised after the fact.
Gains
One contract, one console, one compliance story across subsidiaries.
Group-volume economics instead of a per-unit list price.
A way to see which unit is actually getting value, and to move the practice that works.
Value map
Products and services
Ibizai AI Suite — Enterprise
Ibizai AI Suite — Group / Holding Edition
Custom AI helpdesk and customer-service assistants
AI adoption, AI readiness and strategy engagements
Learning programmes, masterclasses and workshops
Pain relievers
The Group / Holding edition: a shared core with isolated vaults per subsidiary, a per-brand voice, and one compliance console — which is what this round builds.
SSO, the published SLA and integration into the stack the group already runs, on the Enterprise plan.
Gain creators
Cross-subsidiary benchmarking, so the group can compare units on the same instrument.
Published group-volume terms on one contract rather than a stack of per-unit subscriptions.
Freelancers and independent professionals
Customer profile
Jobs
Deliver work at a standard clients associate with a firm, while working alone.
Reuse everything already written — proposals, reports, notes — instead of starting each engagement from a blank page.
Work across languages because the clients are in more than one country.
Pains
A stack of separate subscriptions that together cost more than the work they save.
Generic output that has to be rewritten before a client can see it, because the tool has never read this professional’s own work.
Nobody to ask which tool is worth the month’s fee, and no budget to find out by trial.
Gains
One tool set and one monthly figure instead of six.
Output that already sounds like this professional, because the vault holds their own material.
Capability that keeps accruing to the person rather than to an employer.
Value map
Products and services
Ibizai AI Suite — Individual
Learning programmes, masterclasses and workshops
Free trilingual business-AI education platform
Pain relievers
The Individual plan: one curated tool set with the private vault, at the regional tier, instead of a shelf of separate subscriptions.
The free guides, glossary and assessments, which answer the “is it worth it” question before any money changes hands.
Gain creators
A vault that makes the tool more useful each month, because it keeps what the professional has already produced.
Workshops and masterclasses that build the practitioner’s own judgement, not a dependency on ours.
Startups
Customer profile
Jobs
Operate like a bigger company before there is money to be one.
Put a competent first line in front of customers while the founders build the product.
Reach customers in more than one language from the first month.
Pains
Every hour spent on tooling is an hour not spent on the product.
Cash is the binding constraint, so a per-seat enterprise price is simply out of reach.
Tools bought at three people rarely survive the move to thirty.
Gains
A path from one seat to a team without changing platform.
A cost that starts where the company actually is.
Grounded answers a customer can be shown, rather than output that still needs checking.
Value map
Products and services
Ibizai AI Suite — Individual
Ibizai AI Suite — Team
Free trilingual business-AI education platform
Pain relievers
One curated set rather than a build-your-own stack, so the founders make no tooling decisions they do not have to make.
The regional tier and a one-seat entry point, so the first month costs what a first month should.
Gain creators
The same platform from Individual to Team to Enterprise, so growth is a plan change and not a migration.
The free trilingual layer as the team’s own reading list while it learns the terrain.
Banks and financial institutions
Customer profile
Jobs
Answer client and member questions accurately, at volume, without a compliance incident.
Put the institution’s own rules, circulars and product terms within reach of the people who answer the phone.
Show a regulator and an internal audit function how an answer was produced.
Pains
A confident wrong answer about a regulated product is a liability, not an inconvenience.
Nothing may be deployed that cannot say where its answer came from.
Procurement and security review stop tools that have no data-protection story.
Gains
Answers that carry their source, so a supervisor can check them in seconds.
A human kept in the loop wherever a step cannot be undone.
A deployment the security review can actually approve.
Value map
Products and services
Ibizai AI Suite — Enterprise
Custom AI helpdesk and customer-service assistants
AI adoption, AI readiness and strategy engagements
Pain relievers
Retrieval from the institution’s own knowledge base with the citation attached, and a prompt discipline written to refuse rather than to invent — the same discipline used in the published Franco-Dominican Chamber build, which cites Dominican law and decrees in its answers.
SSO, the SLA and a documented data-protection posture on the Enterprise plan, which is what the security review asks for.
Gain creators
An assistant built on the institution’s own corpus rather than configured on top of the open web.
An adoption engagement that leaves the institution’s own team able to run it, which is the point of the Impact Arc rather than a retainer.
Government and public sector
Customer profile
Jobs
Answer the public’s repeated questions accurately, in the languages the public actually uses.
Make published rules, procedures and forms findable without a phone call.
Improve service without adding headcount the budget cannot carry.
Pains
An institution cannot publish an assistant that might invent a rule or a deadline.
Procurement is slow, and a vendor who cannot explain the mechanism does not clear it.
Tools built elsewhere assume a language and an administrative reality that are not this country’s.
Gains
Every answer traceable to the published text it came from.
Service in the language of the person asking, without a separate deployment per language.
A supplier that can be asked how it works, in writing.
Value map
Products and services
Custom AI helpdesk and customer-service assistants
AI adoption, AI readiness and strategy engagements
Free trilingual business-AI education platform
Pain relievers
Grounding in the institution’s own published corpus, with the citation shown and a refusal where the corpus is silent.
Trilingual construction rather than translation afterwards, so a second language is not a second project.
Gain creators
The published Franco-Dominican Chamber assistant as a working precedent an institution can look at before it commits.
The free educational layer, which lets a public body form its own view of what AI can and cannot do for it.
NGOs and foundations
Customer profile
Jobs
Deliver something of real value to a membership, on a budget that comes from dues rather than from sales.
Answer members’ recurring questions without the small secretariat becoming the bottleneck.
Help members modernise, which is what the institution exists to do.
Pains
A small permanent team against a large and repetitive question load.
Members span languages and countries, and the institution’s own material is scattered across years of documents.
An institution’s credibility with its members is the asset; an assistant that invents an answer spends it.
Gains
A member-facing service the institution can put its own name on.
Its scattered corpus turned into something answerable.
Qualified enquiries reaching the team instead of dying in an inbox.
Value map
Products and services
Custom AI helpdesk and customer-service assistants
Ibizai AI Suite — Group / Holding Edition
Learning programmes, masterclasses and workshops
Free trilingual business-AI education platform
Pain relievers
The published Franco-Dominican Chamber build is exactly this job done: an assistant on the institution’s own knowledge, citing the law it answers from, routing qualified leads to the chamber’s team.
Anti-hallucination guardrails and a citation on every answer, because the institution’s credibility is what is at stake.
Gain creators
Multilingual answers from a single deployment, matching a membership that does not share one language.
A route for the members themselves: the institution buys one assistant, and its members meet the platform through it.
Where this comes from
Generated from the business profile in the CEMI Business Profiles source of truth and from this kit’s growth.json, by the one shared renderer the standard names. No canvas is drawn by hand, and a block with nothing true in it says so rather than being filled.
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