Epirroi Consulting · Concept Note v0.4

USEK Schools Platform

School-network engagement infrastructure, the sports national play, revenue benchmarks, and the KPI cascade · 2026-09-02

WORKING DRAFT · Internal discussion only

Lineage. Builds on the April 30, 2025 internal strategy memos (School Engagement Dynamics; Sports, Culture and Community Activation; Institutional Data Validation; Influencer and Diaspora Mapping; Media and Communications Audit) and measures itself in the format of USEK KPI Cards v1.1 (2026-07-30). v0.4 adds revenue benchmarks and the KPI cascade, and updates Phase 0 with the August 2026 school-origin audit.

Page One

The Concept

The idea in one paragraph

USEK offers partner schools a white-labeled digital platform, branded by each school and visibly powered by USEK, serving every audience inside the school community: counselors, teachers, parents, students, and athletics. Each audience gets a concrete benefit (a hook). In return, USEK earns years of identified, consenting contact with prospective students and their families before the university decision is made. This is enrollment acquisition infrastructure presented as a service to schools, and it converts the 2025 school-engagement framework from a study into a permanent engagement channel.

Why it works: funnel economics

One converted student is worth multiple years of tuition. Platform cost per school should be compared against current marketing and scholarship spend per enrolled student.
The school-origin base is now measured (P0-2 audit, August 2026, per KPI card S5): 720 schools of origin, with the top 25 supplying 54% of intake and a 73% accept-to-enroll yield (2025). Concentration that high means a platform in 25 schools touches more than half the funnel.
The 2025 source-school memo diagnosed the loss drivers: perception of weaker reputation versus AUB/LAU/USJ, low awareness of USEK's academic strengths, and the "fallback option" belief. A platform present in the school from grade 9 onward reshapes those perceptions before application time.
Counselors and PE coaches are multipliers: each steers hundreds of students over a career.
The admitted-to-enrolled conversion card (S1) sits at 63.1% with a target of at least 72% by 2028-29. The platform is a direct driver initiative for that card.

The five hooks

Counselors: market intelligence. Skills-awareness briefings, job-market and hiring-trend reports, ready-to-use guidance materials. Positions USEK as the school's labor-market authority. Lowest cost, highest institutional credibility.
Teachers: upskilling. Professional development in teaching technology and AI through USEK-produced micro-courses. Licensing note: third-party MOOC content (Coursera, edX) cannot be relicensed to school communities under standard campus agreements; USEK-produced content avoids this and showcases USEK faculty.
Students: clubs and applied work. AI clubs, robotics, lab access, applied projects culminating in entrepreneurship showcases. Ends in something demonstrable the school celebrates and USEK uses for talent spotting.
Parents: visibility and value. A window into their child's skills development, plus selected talks and family-relevant campus events. The 2025 memo's "parent ambassador sessions" become a standing platform feature.
Sports and arts: access and development. Campus courts and facilities, structured programs, and the athlete development offer below. The 2025 sports memo already proposed inter-school competitions, sports-based source-school outreach, and recruitment scholarships; this scales that intent.

The sports lane, scaled to a national play

The governing bodies are under-resourced and none has a data or AI capability. USEK fills that vacuum, not by funding sports, but by becoming the national reference for sports intelligence. Three altitudes:

National strategy authorship. USEK convenes and drafts: a national youth-athletics white paper, an annual Youth Sports Observatory report, and a standing policy forum with the Ministry of Education's Sport and Scout Activities Unit, the Ministry of Youth and Sports, the Lebanese Olympic Committee, and the sport federations. Whoever writes the strategy owns the agenda.
AI athlete development. A USEK sports-performance lab starting with video-based motion analysis, performance benchmarking, injury-risk screening, and talent identification. Each school athlete receives an AI-generated player passport living on the platform. Talent identification feeds USEK's own sports scholarships. Wearables come later; video plus open pose-estimation models delivers a credible first version without capital expenditure.
School athletics programs. USEK as host and certifier: regional and national school championships on campus, a coach certification program run with a federation, structured school leagues in off-peak facility hours. The existing USEK sports attendance application already covers the operational layer.

Verified context: the Ministry of Education's Sport and Scout Activities Unit runs an annual national program of approximately 2,500 schools and 60,000 students across 18 disciplines (as reported by the International School Sport Federation). Its secretary general also heads the executive office of the Arab Union for School Sport, so one relationship reaches national and regional levels.

Page Two

The Value Chain

Platform value chain (activity view)

1 · Intelligence

USEK produces the content assets: market and skills reports, micro-courses, the sports observatory. Fed by faculty expertise and the audited school-origin dataset (720 schools, S5).

2 · Access

USEK opens the campus: facilities hours, championships, club days, showcase events, "USEK Day" and presidential-team visits from the 2025 engagement plan.

3 · Engagement

The white-labeled platform delivers both to each school community under the school's brand, with "Powered by USEK" contractually locked in the student-facing interface.

4 · Data

Every interaction writes to one funnel: who engaged, which school, grade, interest area, with parental consent for minors built in. Player passports and portfolios accumulate here.

5 · Conversion

Admissions and scholarship outreach works from identified, warm, multi-year relationships. Yield leakage (accepted-but-not-enrolled) becomes diagnosable per school.

6 · Reinvestment

Enrolled students, observatory findings, and showcase outcomes feed back into better content, stronger governing-body standing, and the next tier of schools.

⟲ Stage six reinvests into stage one: value compounds left to right, then loops.

Value creation, by stakeholder

Stakeholder	What they get	What USEK gets
Students	Skills, clubs, labs, player passport, showcase moments, scholarship visibility	Multi-year talent identification and warm applicant relationships
Parents	Visibility into their child's development, campus access, trusted guidance	Family trust and influence over the enrollment decision
Teachers	Free, certified upskilling in technology and AI	A credentialed advocate inside every partner school
Counselors	Market intelligence no one else provides, ready guidance materials	The school's most influential advisor citing USEK as the authority
PE coaches	Certification, athlete analytics, access to competitions	The athletics equivalent of the counselor: a steering multiplier
Partner schools	A branded platform, differentiated parent offer, facilities, championship hosting	Pipeline relationships, co-branding, campus familiarity for their students
Governing bodies	The data, analytics, and strategy capacity they lack	Sanctioning, standing, and the national convener seat
USEK	The funnel, the talent, the authority position	Lower acquisition cost per enrolled student and a defensible national position

Page Three

Benchmarks and Revenue Conversion

How institutions elsewhere turn school-facing platforms into money, and where each model plugs into this value chain and the KPI register.

Benchmark 1 · The network-access model (Naviance and Intersect, PowerSchool)

Naviance reaches more than 40% of US high school students as a college-and-career platform that is effectively free infrastructure for the school; PowerSchool monetizes the other side of the network through Intersect, where colleges pay for recruitment access to those students and counselors.

Structural lesson: the platform owner charges whoever wants access to the audience, never the schools. Charging schools early is how these platforms die.
USEK translation: employers, sports brands, event sponsors, and content partners pay; schools do not. As the sole university on the rail, USEK is both network owner and sole "recruiting customer," capturing the value colleges pay Intersect for.
Plugs into: stages 3-4 (Engagement, Data). Feeds F2 (sponsorship revenue) and S1/S5.

Source: PowerSchool acquisition announcements, 2021.

Benchmark 2 · The dual-enrollment model (Arizona State University)

ASU's Accelerate program partners with more than 550 high schools; roughly 30,000 students have taken real ASU courses while in high school, at tuition discounted 30-50% through school partnerships. Revenue arrives years before matriculation, and banked credit creates switching costs that convert into enrollment.

Structural lesson: the strongest school-platform revenue line is the university's own product, sold early at a discount.
USEK translation: USEK dual-credit micro-courses for grades 11-12 at partner schools, paid at reduced tuition, credited on enrollment. Cleanest direct revenue line; families already pay for this category. Also the strongest lever on the "fallback option" perception: a student with USEK credits is no longer choosing a fallback.
Plugs into: stage 5 (Conversion). Feeds F2 immediately; S1 and S4 downstream.

Source: ASU Learning Enterprise and Accelerate ASU, 2025-2026.

Benchmark 3 · The certification and facilities model

Universities and academies monetize certified teacher professional development (schools pay per cohort), paid sports camps in off-peak facility hours, coach certification fees, championship sponsorships, and premium family-facing tiers (the player passport).

Structural lesson: small lines individually, but they monetize assets USEK already owns and compound the advancement lane. A diaspora donor funding a youth championship is advancement revenue wearing a sports jersey.
USEK translation: CPD certificates, camps, coach certification, championship sponsorship packages, premium passport tier.
Plugs into: stages 1-2 (Intelligence, Access). Feeds F2 and F4 ($2.29M YTD toward $5M FY2028 and $8M FY2029).

The monetization ladder (sequencing discipline)

Free forever: the hooks (counselor briefs, basic platform, club infrastructure). This is audience acquisition.
B2C first: dual credit, camps, certificates. Families already pay for these categories.
B2B sponsorship second: employers and brands, once the audience exists and is measurable.
School-side fees last or never: only at scale, only for premium modules.

Every dollar carries a platform-attribution tag so the F2 move from 2.7% toward 6-7% of revenue by 2029 is traceable, not asserted.

Page Four

KPIs in the House Format

The platform does not get a new measurement framework. It inherits KPI Cards v1.1 discipline: one of exactly two control types (continuous glide, Expected(t) = baseline + elapsed_share × (target − baseline), or a dated milestone gate); instrument-before-target; a named accountable owner and steward; provenance tags (VERIFIED / IDENTIFIED / PROPOSED / PENDING); NOT REPORTED when the source is missing. Platform indicators wire into card P8 (cascade KPI coverage) as sub-cascade measures, not a parallel system.

Which existing cards the platform moves

Card	Baseline → target (per KPI Cards v1.1)	Platform contribution
S5 school-origin yield	720 schools of origin; top 25 = 54% of intake; 73% yield [VERIFIED]	The platform's home card: per-school yield at partner schools
S1 Admitted-to-enrolled	63.1% → ≥72% by 2028-29	Conversion stage targets this directly
S4 Registered body	7,679 held; new intake 2,010, to be reversed	New intake from partner schools
F2 Non-tuition revenue	2.7% → 6-7% by 2029	Dual credit, CPD, camps, sponsorships
F4 Advancement secured	$2.29M YTD → $5M FY2028, $8M FY2029	Sports diaspora and championship sponsorship lane
S8 QS employer reputation	6.4 → ≥15 by QS 2029	Observatory and employer-facing showcases as authority signals
P6 AI-assistant visibility	Absent → present on priority queries by 2027	Platform content published as crawlable authority assets

Platform leading indicators (one per value-chain stage)

#	Indicator	Stage	Control type	Instrument status	Feeds
PL1	Partner schools live, counted against the top-25 source schools	Coverage	Milestone gate ladder (1 pilot → 3-5 → 10)	Exists (a contract is a fact)	S5
PL2	Monthly active students per school per grade	Engagement	Instrument-first, then glide	PENDING: analytics define MAU before any target	S1
PL3	Counselor and coach uptake (briefs used, sessions held)	Engagement	Instrument-first, then glide	PENDING: usage logging	S1, S8
PL4	Students on campus per year via platform events	Access	Continuous glide	Exists (attendance application, live)	S1, S5
PL5	Platform-engaged share of applicants from partner schools	Data / Funnel	Instrument-first, then glide	PENDING: consent + CRM match key	S1
PL6	Conversion delta: yield at partner schools vs matched non-partner schools	Conversion	Glide, after one full admissions cycle of baseline	PENDING: needs one cycle	S5, S4
PL7	Platform-attributed revenue: non-tuition dollars + enrolled students × net tuition	Reinvestment	Continuous glide	PENDING: attribution tagging from day one	F2, F4

PL6 is the causal card: it proves or breaks the thesis, and takes no target until the baseline cycle completes. PL7 makes the funnel-economics claim auditable instead of asserted.

Guardrails

Attribution is a contract term. If "Powered by USEK" does not survive in the student-facing interface, the pipeline effect dies. Lock placement and data-sharing terms before any school onboards.
Conversion tracking is the product. Without the data layer, this is philanthropy. PL5-PL7 exist for this reason.
Incumbent check. Antonine University holds the established academic position in sports sciences; the Lebanese University trains PE teachers. USEK's wedge is the AI and data layer, not classical sports science.
Federation politics. Partnerships are MOU-based and low-cash. USEK provides technology and venue, receives sanctioning and branding. USEK never becomes a funder.
Minors' data. Explicit parental consent for all performance and biometric data, designed in from the start and stated openly as a differentiator.
Order-affiliated schools. Collaboration, never direction.
Revenue sequencing. Per Benchmark 1: monetize around the schools, not from them.

Phased roadmap

Phase	Scope	Gate to next phase
0 · Data foundation largely met, Aug 2026	P0-2 school-origin audit received: 720 schools, top-25 concentration, yield by school (S5). Remaining: engagement-history compilation and per-school segmentation into the 2025 memo's tiers	Tier 1/2/3 segmentation populated; PL-series instruments specified
1 · Pilot	One Tier 1 or warm school: counselor market-intelligence brief + one on-campus event (sports or AI club day); PL2-PL4 instruments live	Measured pull: attendance, counselor uptake, school leadership interest
2 · Sports credential	Observatory report v1 + offer to host one Ministry-unit school championship	Governing-body relationship established; event delivered
3 · Platform build	White-label platform v1 with the funnel data layer; 3-5 schools across tiers; first dual-credit cohort; PL5/PL7 live	Attribution and consent terms signed; conversion tracking live; first platform-attributed revenue booked to F2
4 · Scale	Player passports, coach certification, national forum, sponsorship program	PL6 shows positive conversion delta; scholarship conversions traceable

Open items before this goes external

Remaining Phase 0 work: engagement-history compilation and tier segmentation of the 720 audited schools of origin.
Competitive scan: Antonine, Lebanese University, and any AUB or NDU school-outreach or dual-credit programs.
Verify USEK's current competitive-team standing directly with the university (not publicly confirmable).
Cost model: platform build and per-school operating cost against current acquisition cost per enrolled student; dual-credit pricing.
Pilot school decision from the tiered source-school list.
Owner ratification of the PL-series cards (per the KPI Cards v1.1 review protocol).

Sources for verified external figures: PowerSchool acquisition announcements for Naviance/Intersect (powerschool.com, 2021); ASU Learning Enterprise and Accelerate ASU (learning.asu.edu, news.asu.edu, 2025-2026); International School Sport Federation (isfsports.org); Frontiers in Sports and Active Living (2026). Internal: USEK KPI Cards v1.1 (2026-07-30); April 30, 2025 strategy memos (Business 25/Benched/USEK/4.30.25). Epirroi Consulting · Proprietary.