17 May 2024 Kew - why and how

Kew – Why?

1.       Societal Need.

Most cities in the UK and across Europe were originally laid out and planned around people. Streets were public spaces and used as much for pedestrians and discourse as for travel by wheeled vehicles. Speeds were lower and road users were not pitted against each other. Much less of the total area (if any) was given over to parked vehicles. We need to recover our shared road-space for the benefit of all.

2.       Technical Ability.

As a team, we have the professional ability, proven track record and ambition to make this happen. My own career in vehicle design and development has included many projects which have explored aspects of this subject – the reimagining of cars suitable for cities, rather than the current situation where cities have become subservient to cars. Beyond this, we all have direct experience of many projects which have shown opportunities for very cost-effective development, as well as those where apparent cost savings would in fact be false economies. As a result, I sincerely believe that we have a unique insight and capability to ensure this venture can succeed at a much-reduced cost while also delivering a well-designed and innovative product that the public will want to use.

3.       Investment Requirement and Availability.

This project can be done at a much lower cost than the mainstream motor industry OEMs would ever believe. However, it would be a wasted opportunity to do it “on the cheap”, to cut corners and end up with an unsaleable product. We need to be clear about the right price for the job. Certainly, we should not expect anyone to take the financial risk who is not able to do so. I imagine that any government matched funding would also be contingent on there being a business plan that recognizes these sensible commercial realities; the rate for the job, other commercial partners being properly remunerated and so on. Investors will need to have a sufficiently long-term commitment to allow the project to realise its potential.

4.       Commercial Opportunity.

The aim is to create a sustainably prosperous business. This means the product will need to be sufficiently attractive over the long term and to a wide enough cohort of users. The product development activity must continue beyond the end of the first vehicle – we need to be the ones who build on its success – or make it obsolete – not our competitors. We also need to diversify our product to create additional vehicle types, a “last mile” delivery variant being potentially the biggest earner. Traditionally, small vehicles have become a marginally profitable business in recent decades, so we need to explore ways to make the revenue per unit produced better for the business. In the longer term, we also need to encourage a much wider shareholder base to build public engagement and support.

5.       Truly Circular Business.

If the primary aim is to reduce traffic volume on the streets of our cities, a very important consideration is that we should also reduce waste in terms of scrappage and inefficiency. Everything should be designed from the outset for optimum reuse, refurbishment, and recyclability. This is best achieved by retaining ownership of the vehicles so that they can be managed efficiently throughout their lives. After several years in normal use, they can be disassembled in a specialised facility dedicated to the task and remanufactured into our improved, more efficient, more profitable next generation vehicles. This can reduce inventory, reduce warranty costs, and retain the value in the business.

Kew – How?

1.       Team.

We have a core of people to undertake the Design and Engineering (Jonathan, Steve, Val, and James). Between us we have a comprehensive portfolio of past work attesting to our capabilities. We also have existing relationships with many suppliers for other goods and services we will need to call upon during the development stages. We do, however, acknowledge that the current team is much older than our core market age bracket, which has to be 16 – 34. Our good relationship with Bath University Engineering Department, who have made very useful suggestions and contributions, means that the students could be a very useful pool of younger, enthusiastic and talented team members.

2.       Project Scope.

The business opportunity demands a comprehensive and high-quality product which can have a profound beneficial effect on urban traffic across much of the world. This is not just a London or UK market opportunity – it is much wider – and the investment requirement must acknowledge this. That said, high quality does not necessarily equate to high price – or complexity. Our vehicle must be ingeniously simple, and costs must be kept to a practical minimum. It must also be very appealing – in appearance, dynamics, comfort, and ease of use. As stated above, it must appeal primarily to the 16 – 34 age group.

3.       Timing and Investment – Stage One.

We are already ahead of the game as we have a concept design theme and outline vehicle package which I believe is liked by everyone who has seen it. The concept images are copyrighted to me, and I have registered the designs with HM Intellectual Property Office. This will be the basis for everything going forward. I believe that, with the appropriate and modest level of investment (totaling not less than £170,000 but preferably upwards of £320,000) we can produce a first working prototype in 8 to 10 months. This would need to be confirmed, not least due to scheduling and availability of external resources, such as for milling of the full-size model to CAD data which would then be used to make splash molds and the reversal body panels.

4.       Technical Deliverable – First Prototype.

This first prototype will be specifically built to show the intended appearance to prospective second stage investors. It would be drivable but would be unlikely to be suitable for use on public roads. The materials used, most likely hand lay-up GRP, would be expedient for this discrete purpose and in no way representative of the intended series production material or process. The chassis and body structure can be broadly indicative of the engineering intent. We would, in any case want to exercise strict control over any public exposure of the vehicle and our venture as a whole, particularly at the early stages.

5.       Bringing it to Market.

Once we have shown that we have a desirable product worthy of significant investment, our workload will increase. The first prototype will be used as the starting point for an intense programme of design refinement, detail engineering, cost analysis, manufacturing feasibility, supplier engagement and testing – both physical and simulated, including further prototypes and pre-production vehicles. Additionally, the business strategy will be refined to include all aspects relating to customer engagement (including development of apps and other UX tools), regulatory compliance, payments, long-term leasing or short-term rental. We will also need to engage with local and national government, to make our case for our vehicles supplanting other less suitable ones on the streets of our cities.

6.       Roll-Out and Ramp-Up.

We must introduce our business to the public with as much PR fanfare as possible. We will need an initial fleet of vehicles large enough to satisfy the curiosity and demand across at least one major urban centre – most probably London. My gut feeling is that there should be a launch fleet of at least 20 vehicles, growing to 60 to 80 vehicles within 3 months. Thereafter, we should aim for around 500 vehicles by the end of year 1. Year 2 will see a further 1,500 vehicles and year 3 will see a total in excess of 3,000 vehicles. By that stage, we should also be in other cities both in the UK and in other near European countries, replicating the growth of the business model.

7.       … And Into the Future.

We never stop improving, we continue developing the product and the business to provide a better offering to our customers. As soon as we have finished one phase of our journey, we continue to the next.

Jonathan Holt. 16^th May 2024.