BOAS is seeking €232k catalytic capital for municipal‑scale textile resale/recycling: permanent climate mitigation and ≥90%‑to‑charity funding stream >€1M+/yr (from 2029)
Quick take
€232k builds permanent circular textile hub: 19,500 tCO₂e/year avoided (€12/t Year-1, €0/t thereafter) + ~€1M+/year to EA causes from 2029 to forever. One grant → 200+ lives saved annually if directed to GiveWell + ongoing climate impact.
TL;DR
BOAS: a circular textile hub that resales overstock, returns and vintage clothing from municipalities and fashion brands with social workers coupled with robotics and AI. BOAS donates 90% of profit to effective charities, and its founder also co-founded the Profit for Good movement that now sits with Peter Singer and The School for Moral Ambition.
Model: Capture 3.4M+ kg/year textiles → AI‑assisted sort/grade/route → resell via B2B/marketplaces → donate ≥90% of distributable profits to EA‑aligned charities.
Why it works: Procurement partners pick mission‑locked operators when price/quality are comparable; that preference is our moat.
Impact: Year‑1 ~19,500 tCO₂e avoided at €12/t; Year‑2+ runs at €0/t to funders; 2029+ = €1M+/yr donated to effective charities (your choice).
Traction: Two contracts live; 14 LOIs; late‑stage municipal contract for 3.4M+ kg/year (2026 start; details shareable under NDA), profitable retail stores (funds go to working capital, overhead and capital expenditures).
Safeguards: Steward‑ownership mission‑lock (already in place), independent board oversight, pre‑registered measurement with public quarterly KPIs. BOAS is already funded by a bank foundation, investor foundations, crowdfunding, the Dutch government and a large municipality, so has passed some of the most difficult due diligence. 65% of funding is covered by other investors.
EA backing: Peter Singer, Marcus Daniell (founder HIA), Jochem Wieringa (founder 10% club), Sjir Hoeijmakers (CEO GWWC) have invested in/donated to BOAS. Rutger Bregman and Julia van Boven (founders The School for Moral Ambition) have endorsed BOAS publicly.
Ask: €232k catalytic capital (recoverable grant / PRI / equity / direct donation). Small contributions via Eyvestor (crowdfunding); larger tickets preferred via direct instruments. Contact vin@boas.co.
Risk: BOAS is entering the scale-up phase, with lower risks and higher rewards to climate and effective charities, but this remains a risky investment for charity multiplication (profit for good). Funding can be contingent on the final signature of a large scale contract (NDA). With already profitable stores at 70% gross margin, and increased volume and lower buying prices, BOAS has made it likely to be break-even and achieve more scale with this investment. It’s worthy to note EAIF has just rejected this funding case (without written feedback), and people may ask EAIF in the comments to uncover the reason(s).
1) What BOAS does
Intervention. We contract for large textile streams (municipal collections; brand returns/overstock), then sort, grade, price, and route items with social workers, robotics and AI and standardized workflows. Product moves through B2B buyers, BOAS (franchise) stores and online channels. The result: textiles are kept in use, not burned or dumped.
Theory of change.
Resold items displace new production (64%, UK WRAP study) → CO₂e & water savings.
After ramping up, the hub generates operating surplus; ≥90% of distributable profits are donated annually to effective charities—targeting €1M+ per year by 2029.
Mission‑lock increases win‑rates with cities and brands (when price/quality equal), attracts talent, and earns coverage—advantages conventional for‑profit incumbents must pay for.
Not a perpetual‑grant shop. Donor capital builds the machine once; operations cover themselves after Year‑1.
2) Why Profit‑for‑Good matters here (business case + philanthropic multiplier)
Why partners choose us. When capabilities and pricing are comparable, public buyers and brands prefer mission‑locked operators:
Procurement advantage. Cities value transparent, mission‑aligned partners with verifiable impact (quarterly KPIs, audited donations).
Brand advantage. A returns partner funding, say, antimalarial nets is a stronger story than a logistics vendor.
Operating advantage. Mission pulls talent and earned media; conventional for‑profits buy the exposure we often get for free. BOAS has been covered by almost all Dutch Newspapers, Radio Stations and internationally at The Bangkok Post, TEDx, Peter Singer’s podcast and The School for Moral Ambition.
Crucially, these are structural advantages; they don’t require operational trade‑offs.
Philanthropic multiplier.
Traditional grants: €232k → one‑off climate impact.
BOAS: €232k → Year‑1 climate impact plus a permanent operation that:
delivers ongoing CO₂e avoidance at €0/t to funders and
donates €1M+/yr from 2029 to the EA causes you select (global health/poverty, animal welfare, longtermism, or diversified).
If directed to GiveWell top charities (~$5k/life saved), €1M+/yr implies ~200+ lives saved annually—every year—alongside the climate benefits. One grant seeds durable climate infrastructure and a recurring EA funding stream that didn’t previously exist. Funders can assign a risk % to this funding (e.g. there’s a 20% chance of achieving profitability and climate impact, so apply 80% discount percentage to numbers).
3) Why fund this vs. alternatives
Charity retail (Goodwill‑style): Important socially, but not designed for multi‑million‑kg municipal streams; typically lower throughput and limited climate measurement. BOAS targets 10×–20× throughput with standardized workflows and publishes climate accounting.
Conventional for‑profit resale platforms: Can scale, but profits accrue to shareholders; they lack mission‑lock, so they don’t enjoy the same procurement/talent/media advantages. We compete on price/quality and win on mission transparency.
Direct climate interventions (e.g., refrigerants, cookstoves): Some achieve very low €/t—but require new funding every year. BOAS is one‑time catalytic; after Year‑1, it runs at €0/t to funders and generates charitable funding.
GiveWell top charities: Highest‑certainty impact per euro. BOAS is complementary, not a substitute—we create a recurring funding engine for GiveWell (or other EA causes) from redirected business profits.
We model Year‑1 climate cost‑effectiveness from the 3.4M‑kg/year municipal stream now in late‑stage contracting (we can share counterparty/terms under NDA). Inputs align with published research and regulation.
Resale percentage: 50% (aligned with Extended Producer Responsibility rules)
Displacement rate: 64% (from WRAP study on secondhand apparel displacing new production)
Emission factor (new textiles): ~20 kg CO₂e/kg (midpoint of apparel LCA ranges)
Catalytic funding need (Year‑1): €232k (one‑time)
Worked example (central case):
Intake: 3.4M kg → 1.7M kg resold @ 50%
Displacement: 64% → 1.088M kg new production avoided
Emissions averted: 1.088M × 20 kg CO₂e/kg = 21,760 tCO₂e
Conservatism/uncertainty buffer → ~19,500 tCO₂e
Year‑1 cost‑effectiveness: €232k ÷ 19,500 t = €12/tCO₂e
Year‑2+: operation self‑sustaining → €0/t to funders + donations ramp
2029+: €1M+/yr donated to EA causes (your choice)
Philanthropic ROI ladder:
€232k → one-time catalytic capital
Year-1: 19,500 tCO₂e avoided (€12/t)
Year-2+: 19,500 tCO₂e/year ongoing (€0/t to funders)
2029+: €1M+/year donated to EA causes (your choice)
10-year cumulative: €10M+ to EA causes + 195,000 tCO₂e avoided
From one €232k grant.
Sensitivity:
If displacement were 50% (vs. 64%), Year‑1 becomes ~€15/t.
If displacement were 70%, Year‑1 becomes ~€10/t.
Even pessimistic cases remain competitive today—then drop to €0/t to funders from Year‑2 onward while the donation stream grows.
(We’ll share the full impact analysis spreadsheet—assumptions, sources, and sensitivity—on request.)
5) Traction (procurement‑compliant summary)
Live today: Two resale contracts operational (volumes underpin current throughput; terms shareable under NDA).
Pipeline: 14 LOIs across our hub region.
Late‑stage contracting: A municipal textile stream of 3.4M+ kg/year (anticipated 2026 start) that would increase revenue materially and establish the hub at scale. Procurement rules preclude naming the counterparty publicly; we’ll share documents and volumes under NDA.
Unit economics (current ops):
Online and brick and mortar resale: ~70% gross margin (mix‑dependent), set to increase to 80%+ under new contract and launch of robotics and AI.
Piloted franchise stores: net‑profitable at store level; royalties accrue to the parent and fall under the ≥90% donation commitment.
6) How the hub operates (and why automation + mission‑lock matter)
Throughput is the bottleneck in textile resale. We combine automation (computer vision, assisted grading, routing) with standardized workstations and supported employment (on‑the‑job training for people facing barriers to work).
VNYX automation = zero direct cost to BOAS.
BOAS’s founders also own VNYX (robotics/AI). That relationship creates a structural advantage: no cash outlay for automation that would otherwise cost rivals hundreds of thousands. BOAS captures faster throughput, higher accuracy, and better unit costs without capex drag. Related‑party arrangements follow a written policy with independent board oversight; we’ll publish quarterly throughput/accuracy KPIs.
7) Measurement & public KPIs
Pre‑registered protocol at launch (we’ll share the doc): displacement approach (WRAP baseline, plus ongoing buyer surveys, natural experiments, category cuts), resale percentage and throughput from system logs, standardized LCA factors with ranges.
Quarterly dashboard (public): intake (kg), resale %, displacement estimate, tCO₂e avoided, unit economics, and donations (post break‑even).
Annual audit summary and public donations ledger naming receiving charities and amounts.
8) Governance—the ≥90% promise is already locked
We use steward ownership to embed purpose in governance now:
≥90% of distributable profits committed annually to effective causes, encoded in shareholder agreements (available for investor review).
Independent board oversight with fiduciary duties to the mission.
Ongoing transparency: quarterly KPIs; annual financial/impact audit with public summary; donations ledger.
This isn’t “marketing language”—it’s how the company is set up today, and investors can verify it.
2029: €1M+ donated to effective charities; climate impact ongoing at €0/t to funders.
10) What success looks like (by 2029)
Operations: At a minimum: 3.4M+ kg/year processed; ≥50% resale; displacement validated near 64% (WRAP methodology). Aiming for 5X increase of resale/recycle KG’s by partnering with more municipalities and fashion brands.
Financial sustainability: No donor funds required after Year‑1; transparent KPIs.
Annual donations: €1M+ to effective charities (per financial forecast, available to funders)—repeatable and growing each year.
Directed to GiveWell: ~200+ lives saved per year (order‑of‑magnitude) while climate impact continues.
Replication: A public, auditable template for other cities to copy without reinventing the stack.
11) Key uncertainties & how we handle them
Displacement. We anchor on WRAP’s 64%. We’ll validate locally via buyer surveys (with bias notes), stockouts/natural experiments, and category segmentation. If realized displacement is lower (e.g., ~50%), Year‑1 shifts to ~€15/t; the €0/t dynamic and donation ramp still hold.
Operational execution. We stage ramp; publish throughput, resale %, and sell‑through. Zero‑cost automation substantially de‑risks throughput relative to manual‑only competitors.
Demand variability. We diversify channels (B2B, franchise stores, multiple marketplaces, DTC), adjust category mix, and lean on existing ~70% gross margins in online ops as buffer.
12) We’re seeking €232k in catalytic capital
Preferred instruments: Recoverable grant or PRI (1–3% coupon). Equity is possible with clear treatment under the ≥90% donation rule. Small contributions via Eyvestor; larger tickets preferred via direct instruments.
What you get:
Quarterly KPI dashboard (public)
Pre‑registered measurement protocol
Annual audit summary & public donations ledger
NDA access to contract details, counterparty, governance docs, and financial model
Donation routing: We’ll direct the ≥90% stream to the EA causes you prioritize— TLYCS, GWWC, GiveWell top charities, animal welfare funds, longtermist portfolios, or a diversified mix.
Larger contributions: Email vin@boas.co for full materials (financial model, impact analysis, NDA contract details, governance documents)
Questions welcome below—especially on displacement methodology, climate accounting, governance verification, or measurement approach. We’ll incorporate improvements with attribution.
Appendix A — Impact analysis notes (sources & sensitivity)
Emission factor: Apparel/new textiles typically ~15–25 kg CO₂e/kg (fiber/energy mix dependent). We model 20 kg central; test 15⁄25 kg in sensitivity.
Displacement: 64% from WRAP’s study on secondhand apparel displacing new purchases; we’ll validate locally and publish estimates with error bars.
Resale %: 50% consistent with Extended Producer Responsibility regimes.
Intake volume: 3.4M kg/year reflects the late‑stage municipal stream, likely to increase with fashion brand and new municipal contracts.
Full spreadsheet: Available to prospective funders (assumptions, sources, toggles).
Appendix B — Why now?
EU textile disposal rules are tightening, but municipal‑scale resale infrastructure is scarce. That gap creates a window where one‑time catalytic capital can establish an operating hub that runs on its own cash thereafter—delivering climate mitigation at €0/t to funders and €1M+/yr in donations to effective charities from 2029 onward. Transparent KPIs and audits make it easy for cities to copy what works.
[Funding request] BOAS: Profit-for-Good textile resale
BOAS is seeking €232k catalytic capital for municipal‑scale textile resale/recycling: permanent climate mitigation and ≥90%‑to‑charity funding stream >€1M+/yr (from 2029)
Quick take
€232k builds permanent circular textile hub: 19,500 tCO₂e/year avoided (€12/t Year-1, €0/t thereafter) + ~€1M+/year to EA causes from 2029 to forever. One grant → 200+ lives saved annually if directed to GiveWell + ongoing climate impact.
TL;DR
BOAS: a circular textile hub that resales overstock, returns and vintage clothing from municipalities and fashion brands with social workers coupled with robotics and AI. BOAS donates 90% of profit to effective charities, and its founder also co-founded the Profit for Good movement that now sits with Peter Singer and The School for Moral Ambition.
Model: Capture 3.4M+ kg/year textiles → AI‑assisted sort/grade/route → resell via B2B/marketplaces → donate ≥90% of distributable profits to EA‑aligned charities.
Why it works: Procurement partners pick mission‑locked operators when price/quality are comparable; that preference is our moat.
Impact: Year‑1 ~19,500 tCO₂e avoided at €12/t; Year‑2+ runs at €0/t to funders; 2029+ = €1M+/yr donated to effective charities (your choice).
Traction: Two contracts live; 14 LOIs; late‑stage municipal contract for 3.4M+ kg/year (2026 start; details shareable under NDA), profitable retail stores (funds go to working capital, overhead and capital expenditures).
Safeguards: Steward‑ownership mission‑lock (already in place), independent board oversight, pre‑registered measurement with public quarterly KPIs. BOAS is already funded by a bank foundation, investor foundations, crowdfunding, the Dutch government and a large municipality, so has passed some of the most difficult due diligence. 65% of funding is covered by other investors.
EA backing: Peter Singer, Marcus Daniell (founder HIA), Jochem Wieringa (founder 10% club), Sjir Hoeijmakers (CEO GWWC) have invested in/donated to BOAS. Rutger Bregman and Julia van Boven (founders The School for Moral Ambition) have endorsed BOAS publicly.
Ask: €232k catalytic capital (recoverable grant / PRI / equity / direct donation). Small contributions via Eyvestor (crowdfunding); larger tickets preferred via direct instruments. Contact vin@boas.co.
Risk: BOAS is entering the scale-up phase, with lower risks and higher rewards to climate and effective charities, but this remains a risky investment for charity multiplication (profit for good). Funding can be contingent on the final signature of a large scale contract (NDA). With already profitable stores at 70% gross margin, and increased volume and lower buying prices, BOAS has made it likely to be break-even and achieve more scale with this investment. It’s worthy to note EAIF has just rejected this funding case (without written feedback), and people may ask EAIF in the comments to uncover the reason(s).
1) What BOAS does
Intervention. We contract for large textile streams (municipal collections; brand returns/overstock), then sort, grade, price, and route items with social workers, robotics and AI and standardized workflows. Product moves through B2B buyers, BOAS (franchise) stores and online channels. The result: textiles are kept in use, not burned or dumped.
Theory of change.
Resold items displace new production (64%, UK WRAP study) → CO₂e & water savings.
After ramping up, the hub generates operating surplus; ≥90% of distributable profits are donated annually to effective charities—targeting €1M+ per year by 2029.
Mission‑lock increases win‑rates with cities and brands (when price/quality equal), attracts talent, and earns coverage—advantages conventional for‑profit incumbents must pay for.
Not a perpetual‑grant shop. Donor capital builds the machine once; operations cover themselves after Year‑1.
2) Why Profit‑for‑Good matters here (business case + philanthropic multiplier)
Why partners choose us. When capabilities and pricing are comparable, public buyers and brands prefer mission‑locked operators:
Procurement advantage. Cities value transparent, mission‑aligned partners with verifiable impact (quarterly KPIs, audited donations).
Brand advantage. A returns partner funding, say, antimalarial nets is a stronger story than a logistics vendor.
Operating advantage. Mission pulls talent and earned media; conventional for‑profits buy the exposure we often get for free. BOAS has been covered by almost all Dutch Newspapers, Radio Stations and internationally at The Bangkok Post, TEDx, Peter Singer’s podcast and The School for Moral Ambition.
Crucially, these are structural advantages; they don’t require operational trade‑offs.
Philanthropic multiplier.
Traditional grants: €232k → one‑off climate impact.
BOAS: €232k → Year‑1 climate impact plus a permanent operation that:
delivers ongoing CO₂e avoidance at €0/t to funders and
donates €1M+/yr from 2029 to the EA causes you select (global health/poverty, animal welfare, longtermism, or diversified).
If directed to GiveWell top charities (~$5k/life saved), €1M+/yr implies ~200+ lives saved annually—every year—alongside the climate benefits. One grant seeds durable climate infrastructure and a recurring EA funding stream that didn’t previously exist. Funders can assign a risk % to this funding (e.g. there’s a 20% chance of achieving profitability and climate impact, so apply 80% discount percentage to numbers).
3) Why fund this vs. alternatives
Charity retail (Goodwill‑style): Important socially, but not designed for multi‑million‑kg municipal streams; typically lower throughput and limited climate measurement. BOAS targets 10×–20× throughput with standardized workflows and publishes climate accounting.
Conventional for‑profit resale platforms: Can scale, but profits accrue to shareholders; they lack mission‑lock, so they don’t enjoy the same procurement/talent/media advantages. We compete on price/quality and win on mission transparency.
Direct climate interventions (e.g., refrigerants, cookstoves): Some achieve very low €/t—but require new funding every year. BOAS is one‑time catalytic; after Year‑1, it runs at €0/t to funders and generates charitable funding.
GiveWell top charities: Highest‑certainty impact per euro. BOAS is complementary, not a substitute—we create a recurring funding engine for GiveWell (or other EA causes) from redirected business profits.
4) Impact forecast & analysis (conservative inputs)
We model Year‑1 climate cost‑effectiveness from the 3.4M‑kg/year municipal stream now in late‑stage contracting (we can share counterparty/terms under NDA). Inputs align with published research and regulation.
Core inputs (conservative):
Intake volume: 3.4M kg/year (conservative baseline)
Resale percentage: 50% (aligned with Extended Producer Responsibility rules)
Displacement rate: 64% (from WRAP study on secondhand apparel displacing new production)
Emission factor (new textiles): ~20 kg CO₂e/kg (midpoint of apparel LCA ranges)
Catalytic funding need (Year‑1): €232k (one‑time)
Worked example (central case):
Intake: 3.4M kg → 1.7M kg resold @ 50%
Displacement: 64% → 1.088M kg new production avoided
Emissions averted: 1.088M × 20 kg CO₂e/kg = 21,760 tCO₂e
Conservatism/uncertainty buffer → ~19,500 tCO₂e
Year‑1 cost‑effectiveness: €232k ÷ 19,500 t = €12/tCO₂e
Year‑2+: operation self‑sustaining → €0/t to funders + donations ramp
2029+: €1M+/yr donated to EA causes (your choice)
Philanthropic ROI ladder:
€232k → one-time catalytic capital
Year-1: 19,500 tCO₂e avoided (€12/t)
Year-2+: 19,500 tCO₂e/year ongoing (€0/t to funders)
2029+: €1M+/year donated to EA causes (your choice)
10-year cumulative: €10M+ to EA causes + 195,000 tCO₂e avoided
From one €232k grant.
Sensitivity:
If displacement were 50% (vs. 64%), Year‑1 becomes ~€15/t.
If displacement were 70%, Year‑1 becomes ~€10/t.
Even pessimistic cases remain competitive today—then drop to €0/t to funders from Year‑2 onward while the donation stream grows.
(We’ll share the full impact analysis spreadsheet—assumptions, sources, and sensitivity—on request.)
5) Traction (procurement‑compliant summary)
Live today: Two resale contracts operational (volumes underpin current throughput; terms shareable under NDA).
Pipeline: 14 LOIs across our hub region.
Late‑stage contracting: A municipal textile stream of 3.4M+ kg/year (anticipated 2026 start) that would increase revenue materially and establish the hub at scale. Procurement rules preclude naming the counterparty publicly; we’ll share documents and volumes under NDA.
Unit economics (current ops):
Online and brick and mortar resale: ~70% gross margin (mix‑dependent), set to increase to 80%+ under new contract and launch of robotics and AI.
Piloted franchise stores: net‑profitable at store level; royalties accrue to the parent and fall under the ≥90% donation commitment.
6) How the hub operates (and why automation + mission‑lock matter)
Throughput is the bottleneck in textile resale. We combine automation (computer vision, assisted grading, routing) with standardized workstations and supported employment (on‑the‑job training for people facing barriers to work).
VNYX automation = zero direct cost to BOAS.
BOAS’s founders also own VNYX (robotics/AI). That relationship creates a structural advantage: no cash outlay for automation that would otherwise cost rivals hundreds of thousands. BOAS captures faster throughput, higher accuracy, and better unit costs without capex drag. Related‑party arrangements follow a written policy with independent board oversight; we’ll publish quarterly throughput/accuracy KPIs.
7) Measurement & public KPIs
Pre‑registered protocol at launch (we’ll share the doc): displacement approach (WRAP baseline, plus ongoing buyer surveys, natural experiments, category cuts), resale percentage and throughput from system logs, standardized LCA factors with ranges.
Quarterly dashboard (public): intake (kg), resale %, displacement estimate, tCO₂e avoided, unit economics, and donations (post break‑even).
Annual audit summary and public donations ledger naming receiving charities and amounts.
8) Governance—the ≥90% promise is already locked
We use steward ownership to embed purpose in governance now:
≥90% of distributable profits committed annually to effective causes, encoded in shareholder agreements (available for investor review).
Independent board oversight with fiduciary duties to the mission.
Ongoing transparency: quarterly KPIs; annual financial/impact audit with public summary; donations ledger.
This isn’t “marketing language”—it’s how the company is set up today, and investors can verify it.
9) Use of funds (€232k, one‑time)
Category
Amount
Notes
Milestones:
Month‑3: Facility commissioned; baseline KPIs live.
Month‑6: ≥1,500 kg/day and ≥50% resale %; first displacement validation.
Month‑12: ≥2,000 kg/day and ≥50% resale %; hub at/near cash‑flow breakeven.
2029: €1M+ donated to effective charities; climate impact ongoing at €0/t to funders.
10) What success looks like (by 2029)
Operations: At a minimum: 3.4M+ kg/year processed; ≥50% resale; displacement validated near 64% (WRAP methodology). Aiming for 5X increase of resale/recycle KG’s by partnering with more municipalities and fashion brands.
Financial sustainability: No donor funds required after Year‑1; transparent KPIs.
Annual donations: €1M+ to effective charities (per financial forecast, available to funders)—repeatable and growing each year.
Directed to GiveWell: ~200+ lives saved per year (order‑of‑magnitude) while climate impact continues.
Climate: ~19,500+ tCO₂e/year avoided, reported quarterly.
Replication: A public, auditable template for other cities to copy without reinventing the stack.
11) Key uncertainties & how we handle them
Displacement. We anchor on WRAP’s 64%. We’ll validate locally via buyer surveys (with bias notes), stockouts/natural experiments, and category segmentation. If realized displacement is lower (e.g., ~50%), Year‑1 shifts to ~€15/t; the €0/t dynamic and donation ramp still hold.
Operational execution. We stage ramp; publish throughput, resale %, and sell‑through. Zero‑cost automation substantially de‑risks throughput relative to manual‑only competitors.
Demand variability. We diversify channels (B2B, franchise stores, multiple marketplaces, DTC), adjust category mix, and lean on existing ~70% gross margins in online ops as buffer.
12) We’re seeking €232k in catalytic capital
Preferred instruments: Recoverable grant or PRI (1–3% coupon). Equity is possible with clear treatment under the ≥90% donation rule. Small contributions via Eyvestor; larger tickets preferred via direct instruments.
What you get:
Quarterly KPI dashboard (public)
Pre‑registered measurement protocol
Annual audit summary & public donations ledger
NDA access to contract details, counterparty, governance docs, and financial model
Donation routing: We’ll direct the ≥90% stream to the EA causes you prioritize— TLYCS, GWWC, GiveWell top charities, animal welfare funds, longtermist portfolios, or a diversified mix.
Ready to fund permanent EA infrastructure?
Small contributions (€20+): Invest via Eyvestor
Larger contributions: Email vin@boas.co for full materials (financial model, impact analysis, NDA contract details, governance documents)
Questions welcome below—especially on displacement methodology, climate accounting, governance verification, or measurement approach. We’ll incorporate improvements with attribution.
Appendix A — Impact analysis notes (sources & sensitivity)
Emission factor: Apparel/new textiles typically ~15–25 kg CO₂e/kg (fiber/energy mix dependent). We model 20 kg central; test 15⁄25 kg in sensitivity.
Displacement: 64% from WRAP’s study on secondhand apparel displacing new purchases; we’ll validate locally and publish estimates with error bars.
Resale %: 50% consistent with Extended Producer Responsibility regimes.
Intake volume: 3.4M kg/year reflects the late‑stage municipal stream, likely to increase with fashion brand and new municipal contracts.
Full spreadsheet: Available to prospective funders (assumptions, sources, toggles).
Appendix B — Why now?
EU textile disposal rules are tightening, but municipal‑scale resale infrastructure is scarce. That gap creates a window where one‑time catalytic capital can establish an operating hub that runs on its own cash thereafter—delivering climate mitigation at €0/t to funders and €1M+/yr in donations to effective charities from 2029 onward. Transparent KPIs and audits make it easy for cities to copy what works.
Contact: vin@boas.co (materials, structure, NDA)
Small contributions: Invest via Eyvestor (€20+)
Larger tickets / diligence materials: Email vin@boas.co (financial model, impact analysis, NDA contract details, governance documents)