Extremely fragmented market
Family-owned businesses, many still run on pen and paper. Each home pays for its own administration, purchasing and marketing.
AI-native
funeral company
Acquire operating funeral homes. Improve their economics with shared operations and AI. Repeat across a national network.
Explore the economics ↗The Vision
Our vision is to build the next leader in the funeral industry and become the single point of contact for families across the death-care value chain.
The problem
The funeral-home market is economically inefficient.
15,401US funeral homes
75%Family or privately owned
$20B+Annual industry revenue¹
Unused capacity
Rooms, vehicles and local coverage carry costs even when service volume is low.
Missed revenue
Pricing, catalogue choices and limited online reach can leave earnings behind.
Manual work
Documents, schedules, supplier orders and family updates require repeated coordination.
The economics
How one funeral home goes from $146K to $637K of yearly profit
$146K → $637K
Yearly profit (EBITDA), year 0 to year 3
~4x
Profit growth in three years
21% → 51%
Profit margin
The example is a small, average home, built from the data rooms of the homes we are buying. We buy at about 5x EBITDA, so with profit up about 4x we pay roughly 1.2x the home’s year-three profit. Numbers are rounded; this is a model, not a forecast.
How a funeral home makes money
Services
Bringing the person into care, permits and paperwork, cremation or embalming, the ceremony.
Products
Caskets, urns, vaults and memorial items, usually from a catalogue that has not changed in decades.
Prepaid funerals
People pay for their own funeral in advance through a small life insurance policy. The home earns a commission now and serves the funeral later.
Most homes are run by one family, on paper, with almost no marketing.
The home today
About 95 families a year, three in four choose burial. A traditional funeral averages about $8,400, a cremation about $3,100. The owner family runs it with one licensed director, on paper, with $11K a year of marketing.
Staff and payrollowner family, director, part-time help
$265K · 38%
Caskets, urns, vaultsbought from a few suppliers
$115K · 16%
Office and adminphones, accounting, sales tax, ads
$65K · 9%
Outside servicescrematory, transport, permits
$50K · 7%
Buildingrent, utilities, upkeep
$40K · 6%
Vehicles, insurance, taxhearse, insurance, property tax
$30K · 4%
Profit, as reported
$135K · 19%
The books show $135K (19%). Our starting point adjusts it for the change of ownership: $135K as reported + $67K owners’ salary leaves − $19K director raise to market − $36K one-off casket purchase = ~$146K (21%).
How profit grows, step by step
Year 0 EBITDA21% margin
$146K
Revenue levers +$338K
Service pricing
+$45K
Catalogue redesign
+$95K
Wider service area
+$146K
Memorial products
+$19K
Preneed sales
+$33K
Cost levers +$171K
AI platform + director
+$156K
Supplier terms
+$15K
Cost inflation
−$18K
Year 3 EBITDA51% margin
$637K
Annual run rate in year 3 · revenue $700K → $1.3M · dark bars are totals, mid-grey bars add to profit, the hatched bar reduces it.
Two levers do most of the work: reaching more families, and running each home on our AI platform with one licensed director.
One AI operating system
We are developing a platform where a family’s choices carry into the case, schedule, supplier orders and financial records.
Win the case
- Campaigns
- Inquiries
- Online arrangements
Deliver the service
- Documents
- People & rooms
- Family updates
Run the business
- Purchasing & inventory
- Payroll
- Reporting
Why not just SaaS?
The economics favor ownership
A subscription earns a software fee. Ownership captures the home’s operating earnings and the value created by improving them.
See the math
At $5,000 per home per year, selling software to all 15,401 US funeral homes would generate $77M in annual revenue.
| Market penetration | Annual software revenue |
|---|---|
| 10% | $7.7M |
| 50% | $38.5M |
| 100% | $77M |
The biggest fixes go beyond software
Software alone cannot change how a home is run. Ownership gives us authority to implement the operating changes.
Traction
10 funeral homes analyzed. Data collected and reviewed across operations and financial performance.
M&A broker network established to source funeral-home acquisitions.
2 acquisition proposals. One LOI and one IOI.
Acquire the first location.
Validate the operating model in the first home: test whether operational and commercial changes can multiply earnings in a small funeral business.
15 homes in the acquisition pipeline for the next phase of expansion.
Master Plan
Prove one home
Measure earnings improvement and implementation costs.
Repeat the integration
Standardize integration, training and deployment for subsequent acquisitions.
Build national coverage
Expand where acquisition economics, local demand and delivery capacity work.
Expand vertically
Expand into adjacent parts of death care where ownership adds margin.
Scale with public capital
Build toward a public company that can finance further acquisitions and expansion.
Team
Kate
Kate chose the industry most people avoid thinking about. She’s here to rebuild it, from the systems behind the scenes to the way a family feels walking through the door.
Jonathan
Has owned funeral homes, served families as a funeral director and scaled a funeral home group. Hundreds of acquisitions on both sides of the table. Still a people person at heart.
Ksenia
The eye behind Good Place. Ksenia brings beauty and a deeply human touch to everything we make, from our digital world to the details of a goodbye.
Georgi
Personally invested in death care. Excited by the challenge of building a truly AI-native company from day one, rethinking everything from everyday workflows to the ERP at its core.
Network
Rone Luczynski
Supply Chain & Procurement · 35+ years of experience; 13 years at SCI
Lia Luczynski
Supply Chain & Procurement · Former SCI
Larry Stuart Jr.
25+ years in cremation. Former owner of Crematory Manufacturing & Service, sold in 2016.
Stephen Knight
Strategy & Service Innovation · Former SCI
Appendix: What we change
Home EBITDA = N × (P − v − h × w) − F
In plain words: more families (N), more earned per family (P), less spent per family on goods and staff time (v, h × w), and lower fixed costs (F).
| Today | With Good Place | |
|---|---|---|
| Prices | Rarely reviewed | Reset to the local market |
| Catalogue | Same caskets and vaults for decades | A modern range, plus eco burial or human composting where the state allows |
| Reach | Word of mouth in one neighborhood | Online booking across the whole area |
| Prepaid funerals | Sold when someone asks | Sold online, actively |
| Paperwork | By hand, in every home | AI agents plus one shared team |
| Purchasing | Each home buys alone | Homes buy together |
| Staff | A full local team for every task | One director on site; AI and a shared team do the rest |
What each change adds
Annual profit added in year 3, and % of the home’s starting profit of $146K.
AI platform + director
~$156K +107%One licensed director on site; our platform and a shared team run calls and paperwork.
Wider service area
~$146K +100%48 more families a year, reached online across the area the home can serve.
Catalogue redesign
~$95K +65%A modern range, plus eco burial and human composting where state law allows.
Service pricing
~$45K +31%Reset prices against the local market and the real cost of each service.
Online preneed sales
~$33K +23%Prepaid funerals sold online at the national average rate.
Memorial products
~$19K +13%Urns, keepsakes and memorial items offered online after the service.
Supplier terms
~$15K +10%Purchasing negotiated across homes; grows with every home we add.