What does our roadmap look like for the immediate future and how can we continuously improve?
Gantt Chart
We developed this Gantt Chart to map meduCA’s timeline for key technical and commercial phases and milestones. This tool is essential for aligning our resources with our funding stages and for tracking the progression from proof of concept and pilot validation to production.
Gantt Chart to map meduCA’s timeline
Organizational Structure
Our organizational structure is built on an executive suite that collectively oversees strategic vision, technology development, financial sustainability, and Indigenous partnership. The executive leadership is supported by a specialized Board of Directors that provides professional suggestions on the growth of the company. Consultants offer insightful advice on the day-to-day operations of key areas such as regulation, manufacturing, and commercialization.
Organizational Structure diagram
Financial Analysis & Projection
Preliminary market analysis confirms strong and expanding demand for mine remediation and carbon-neutral/negative products, signalling a significant and growing commercial opportunity. As the North American and global environmental soil remediation market is growing rapidly, we sought to enter with our sprayable technology, later moving into biocementation and space exploration. Within this, our financial analysis provides insight into the developments in our infrastructure through cost analysis, as well as what we anticipate gaining in revenue in a 5+ year analysis, highlighting the strategic points at which we will enter each ecosystem.
Our financial projection for our product platform is a sprayable, self-calcifying cyanobacteria used first to stabilize and remediate mine tailings. After trial pilot sites, our technology enables a carbon-negative, renewable concrete pathway via biocementation. In the long term, we aim to enter the space colonization market. Mine-site pilots validate performance, generate fee-for-service revenue, and build datasets for scale. Using our 5-year market entrance model, we stage spend into Total Capital Investment (TCI) by covering lab fit-out, photobioreactors, outdoor raceways, and deployable site modules. Total Product/Service Cost (TPC) covers media/reagents, utilities, waste, QA/QC analytics, permitting and compliance, insurance, field crews, and SG&A. TCI concentrates in Years 3 to 5 as pilots expand and modules are added. TPC becomes the steady-state driver during multi-site operations. The model shows about CAD 10.2 million of total cash over five years, with a 15% contingency on non-CAPEx. Capital expenditures are approximately CAD 2.48 million, and pilot services spend approximately CAD 1.15 million in Years 3 to 4. Revenue in the first phase comes mainly from remediation service contracts with BC mine operators, priced per hectare treated or per tonne stabilized. In the second phase, we add biocement sales. We also include carbon credits as an incremental revenue stream. Each gram of product mineralizes 0.038 g of CO₂, or 38 kg of CO₂ per tonne of material. The credit revenue per tonne is 0.038 times the carbon price. At current voluntary market averages (approximately US $6—$24/tCO₂e), this translates to US $0.23—$0.91 per tonne. If qualified as durable mineralization or C-DR credits, typically priced much higher (about US $170—$500/tCO₂e), the upside rises to about US $6.5—$19 per tonne, subject to methodology, MRV, and program eligibility. Given recent policy shifts (such as regarding changes to BC’s consumer carbon tax in 2025) and ongoing federal benchmark dynamics, we treat voluntary credit sales and partner co-funding as near-term upside. These are not core drivers; instead, the base revenue case is anchored in remediation services, followed by biocement revenue.
meduCA Revenue Projection
Commercial activity is expected to commence in Year 2, with the implementation of spray-applied tailings remediation. Scaling takes place in Years 4—5 as multi-site playbooks mature. Biocementation layers start in Year 4, with carbon-credit upside linked to verified mineralization (0.038 tCO₂ captured per tonne). Year 1 is pre-revenue. Years 2 to 3 are driven by 2 to 3 BC pilot sites. Years 4—5 combine remediation expansion with initial biocement volumes (10—40 kt) and modest carbon credit contributions. After Year 5, we expect repeatable NA deployments, larger biocement volumes (initial run rate: 100 kt), and early revenue from space materials. To remain competitive in the market, through BCC Research’s top-down markets, we cap remediation by North American SAM (USD 15.41B) and biocement by global green-cement TAM (USD 40.40B). Capture percentages increase with maturity, but the plan remains below these ceilings to keep a realistic view of contracts and projected tonnage needed.
meduCA is positioned as an Earth-first, on-site bio-cementation platform that stabilizes mine tailings and converts local waste into durable building elements while mineralizing CO₂. Space remains a longer-term extension unlocked by the same core technology and in-situ resource utilization, but the narrative centers on the near-term, revenue-generating Earth beachhead.
The initial audience is North American mine operators, remediation contractors, and enabling public bodies that need risk-reduced, lower-carbon stabilization on site. With prototypes already halfway complete, the near-term focus is to finish builds and complete lab validation, then begin commercial activity in Year 2 through fee-for-service pilot deployments of spray-applied remediation at two to three BC sites. Each engagement is sold around clear before/after metrics---stabilized tonnage, verified CO₂ mineralization per tonne treated, strength and permeability improvements, and total cost versus conventional remediation.
Marketing cadence follows the finance plan. Year 3 adds the first scale CAPEX wave (lab fit-out and photobioreactors) to support more pilots and produce data-rich case studies and regulator briefings. Years 4—5 add the second and third CAPEX waves (outdoor raceways and deployable site modules) and commission a pilot production facility around Y5 Q2. At that stage we introduce initial biocement volumes and, where mineralization is verified under accepted MRV methods, carbon-credit upside. Year 6 onward emphasizes commercial sales and licensing on Earth with North America expansion; space-materials demonstrations appear when evidence and partnerships justify them.
Go-to-market relies on direct business development with mines and remediation firms, supported by targeted technical conferences, neutral third-party validation, and early regulator engagement to smooth deployments. Digital efforts stay narrow and evidence-led: short technical briefs, proof videos, and one-page ROI sheets tailored to site managers and ESG teams. Pricing begins with pilot services billed per hectare or per tonne stabilized, then adds product revenue from biocement; carbon credits are treated as upside only when verified.
Progress is measured through concrete gates that match the financial plan: by the end of Year 2, at least two paying pilot sites, one published case study, and completed regulator pre-consults; by Year 3, four or more total pilots, a third-party validation report, and multiple partner LOIs for scale; by Years 4—5, delivery of initial biocement volumes with distributor and supplier enablement, the pilot facility online, and a prepared Series-A package; by Year 6 and beyond, a repeatable sales motion in North America with roughly 100 kt run-rate and several reference customers. All external communications stay synchronized with biosafety and construction/environmental approvals, and claims escalate only as data and approvals allow, keeping space messaging aspirational and clearly secondary to Earth commercialization.
Product Iteration Framework
We’ve continuously leveraged the Design-Build-Test-Learn (DBTL) framework to continuously evolve our product strategy. This systematic approach has guided our development process from concept to implementation, ensuring our solutions effectively address both immediate environmental challenges on Earth and future space infrastructure needs while maintaining market relevance.
Elevator Pitch DBTL
Through the Design-Build-Test-Learn process, our goal was to craft a pitch that not only communicates the urgency of the climate and industrial challenges on Earth but also proves why meduCA is the most viable solution for extraterrestrial infrastructure.
Defining the project’s core context by identifying critical problems and user needs both on Earth and in space helped lay the groundwork for a clear and compelling narrative.
We crafted and refined our pitch by mapping stakeholders, testing messaging, and positioning our solution within the competitive landscape.
We conducted iterative reviews and benchmarking of the pitch with peers and advisors to assess clarity, impact, market fit, and technical feasibility.
Feedback-informed continuous improvements, sharpening the emotional appeal, emphasizing dual-use value, and validating competitive advantages.
Stakeholder Determination DBTL
Understanding who our solution serves and why they care was central to shaping our Stakeholder Determination. Through the Design-Build-Test-Learn process, we systematically identified and validated the key stakeholders across Earth-based industries and space infrastructure development.
Identified and categorized potential stakeholders across Earth and space sectors, focusing on roles and motivations to anticipate concerns and opportunities.
Insights were translated into segmentation tables and value propositions, highlighting how meduCA meets stakeholder-specific needs in both terrestrial and extraterrestrial markets.
Stakeholder assumptions were validated through competitor analysis, policy reviews, and iterative refinement to prioritize key decision-makers and adopters.
We learned that stakeholders prioritize solutions that address economic and environmental challenges simultaneously, confirming the strength of our dual-purpose approach.
