Pressure washing
reaches the top floor

§The co-founders

Two brothers, two complementary halves of the same trade: one reads the building and builds the tools, the other knows pressure and the field.

DavidCo-founderTwelve years of pressure washing in France — drain unblocking, drain jetting, network maintenance. He knows pressures, nozzles and what a surface can take without being damaged. Recently moved to Israel, investor profile: he knows what a production day is worth and he arbitrates the spending.

JonathanCo-founderEngineer, ten years in Israel, and the idea comes from him. Former RGE-certified auditor in France: he reads a building and masters the trade software. Passionate about technology, he carries the website, the CRM and the marketing — so the roll-out and the virality.

§Operational summary

We are setting up a cleaning company in Israel specialised in pressure washing, with the drone alongside. The drone is not the trade: it is the means of access that carries pressure washing up to the top floor, without scaffolding and without a boom lift.

·The five facts that sum up the dossier

1. The market exists and nobody serves it. Close to three million homes in Israel, most of them in blocks of flats, and five drone operators who address only Intel, the Israel Electric Corporation and Dead Sea Works.
2. The drone does not occupy the street. No scaffolding, no boom lift, no highway permit, no closed pavement. In an Israeli city centre, that is the argument that gets the contract signed.
3. Regulation is a barrier, not an obstacle. The 2024 regulation effectively prohibits our trade without a special operating authorisation granted on file. It takes months and it has to be earned. Once obtained, it cannot be bought.
4. We are not starting from nothing, and pressure washing is not a side trade. Drain jetting and pipe maintenance have been David’s trade for twelve years, and it is exactly the same physics applied vertically. A single van carries the drone and the ground equipment. In concrete terms: pressure washing invoices from the third month and keeps the company alive while the flight file is being processed, it fills the days when the wind grounds the aircraft, and it opens the doors of the same clients. It is half the model, not a spare wheel.
5. The founders take no salary in the first year. They are paid at the end of the financial year, out of the result.

1The marketExplanations→

1.1How a façade is cleaned in Israel today

Three methods, all of them older than on-board electronics. The rope access technician abseils down from the roof: quick to set up, but the cost follows the height and the risk follows the man. The boom lift raises an operator from the ground: cheaper up to six storeys, but it takes a traffic lane, a highway permit and parking spaces. Scaffolding is only justified on long jobs.

Nothing has moved in twenty years. A mature, fragmented market — close to two thousand companies listed — running on manual quotes and word of mouth.

1.1

1.2The real cost of the current methods

1.3The addressable stock

Israel has around 2.96 million homes, growing by more than 61 000 units a year. New construction is vertical: in 2024, 47.5% of new homes were in buildings of nine storeys or more, and close to 80% of the floor area started was residential.

Verticality is concentrated where we want to work. In 2023, the homes started in towers of sixteen storeys and above were counted first in Bat Yam (1 486), then Ashdod (732), Lod (697), Netanya (694) and Rishon LeZion (651). Tel Aviv comes only eighth with 426 — but that is where parking is impossible, so that is where our argument carries the most weight.

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Sea salt changes the nature of the need along the coastal strip. A façade exposed to spray degrades visibly in two to three years, where an inland building holds for ten. Bat Yam, Ashdod and Netanya therefore combine both vertical density and a recurring need — that is where we open.

1.4Our two markets

We address two client bases with two aircraft, two regulatory regimes and two timetables.

This sequence is not a matter of comfort, it is the structure of the dossier. Offer A starts early, under the lighter regime, with two light aircraft; it then finances the opening of offer B, which demands a far longer regulatory path. We are not asking the bank to finance two simultaneous bets, but a first one that pays for the second — and the purchase of the heavy drone is only committed in month twenty if the first eighteen months have delivered what they promised.

1.5Seasonality and recurrence

Two seasons drive the activity. From November to March, rain and wind cut the number of flyable days — we allow for a loss of about 25% of drone activity over those five months, a figure carried straight into the forecast. From April to October, dust and khamsin episodes soil façades quickly, and demand peaks before the Tishrei holidays, when building committees traditionally vote their maintenance work.

That is exactly why ground-level pressure washing is not a side activity but a shock absorber. On the days the drone stays on the ground, the team handles car parks, lobbies, terraces and drains, with the same van and the same clients. None of our drone competitors can do that.

1.6The competition

Five drone operators identified in Israel. All of them announce residential work on their website. Not one shows a single reference for it.

A foreign franchise, Drone Sky Cleaners, markets an Israeli territory, without any active franchisee having been identified.

2The solutionExplanations→

2.1The principle

A carrier drone, fed from the ground through a hose, sprays pressurised osmosis water onto the façade. The water, stripped of its minerals by a reverse-osmosis unit carried in the van, dries without leaving a mark: no squeegee, no detergent residue, no human contact with the surface. The pilot works from the street; the ground operator manages the buffer tank, the water supply, the pump, the safety marking and the visual watch the regulations require.

The façade of a six-storey building is done in half a day, and no resident has to keep the windows shut for more than an hour.

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2.2What the drone does, and what it does not

We say so to the client before we sell. A job sold on a promise the drone cannot keep costs us a bad review, and our strategy rests on reviews. When the façade needs contact, we propose a mixed job: the drone for the surfaces, a subcontracted rope access technician for the hard points. We remain the main contractor and the client deals with one company only.

2.3The comparison that wins the signature

Our ten-day scheduling lead time is a regulatory constraint we cannot compress. Against a boom lift, which needs a highway permit on a similar timescale, it does not penalise us. Against a rope access technician it costs us a few days — which we offset with a job four times shorter and free of nuisance.

2.4The aircraft

We start with two aircraft under 25 kg, from two different manufacturers. This is not comfort redundancy: a grounded drone means a crew on the payroll producing nothing and a job pushed back ten days, because a flight authorisation cannot be caught up. And the cleaning-drone market is young enough that six months of side-by-side operation teach more than a year of spec sheets. Whichever model holds up becomes the standard for the second crew.

Two aircraft in month 2, for about 270 000 ₪ delivered to Israel — the order is conditional on a delivered price at or below 135 000 ₪ per aircraft, failing which a second Matrice 400 fitted with the cleaning kit takes the place of the Hercules: the Hercules 10 Tethered Spray and the DJI Matrice 400 fitted with a cleaning kit. A third in month 14 — the model that will have held up — for the second crew, operational in month 16. And an aircraft above 25 kg in month 20, for the high-rise offer, only if the first eighteen months validate the model. The detail is in section 11.1.

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2.5The proof

Every job produces a deliverable beyond the clean façade: a before-and-after sequence filmed from the drone, and a time-stamped mission report handed to the property management company. That report earns its keep three times — it justifies the invoice to the residents, it documents the state of the façade for the building’s insurer, and it becomes our marketing raw material.

A cleaned building is a thirty-second video. Thirty seconds that get published, get shared and sell the next job in the same street.

3The business modelExplanations→

3.1The unit that counts: the operating day

The first forecast reasoned in numbers of jobs. That is misleading: a small building and a tower share neither price, nor duration, nor margin. The only unit that really constrains the business is a field crew day, because we have only one crew.

3.2The price

We position ourselves inside the rope access price range, never below it. Undercutting a segment held by operators with very low cost structures would be lost from the start. We sell a clean site, speed, and the photo report handed to the property management company — not a discount.

The full price list, its surcharges and the quoting rules are in section 12.1.

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3.3The typical month, in two stages

Monthly revenue is built in two stages, separated by the arrival of the second crew in month 16 and then by the opening of offer B in month 24.

3.4Recurring revenue, and where it is not

Recurring revenue does exist, but elsewhere, and the forecast takes no account of it — it is potential, not a promise: solar panels in residential buildings, two passes a year at a ticket the residents’ meeting votes without difficulty; offices and facility management, three to four passes a year on an operating budget; and above all the property management company (חברת ניהול), which runs dozens of buildings, decides without a residents’ meeting and reclaims VAT. One signature, a whole portfolio.

Residential brings something else: volume, street visibility and social proof. A building is washed again every two to three years — that is the rhythm buildings can fund, and it is also the one rope access technicians recommend on technical grounds.

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3.5Cost structure of a job

The contribution margin is very high, which is the signature of a service business: the whole difficulty is covering the fixed costs, not making money on a job. That is why filling the schedule, and therefore the sales machine described in section 6, comes before everything else.

3.6VAT and tax

The forecast includes Israeli VAT at 18% and corporate income tax. Over the first two months, where we invest without invoicing yet, the input VAT on equipment and vehicles generates a refundable credit that improves the cash position — a point the first forecast ignored and which works in our favour.

4The regulatory barrierExplanations→

The most important section of the dossier. It says why the first commercial flight does not take place before month 7 — while ground-level pressure washing invoices from month 3 — and why a competitor cannot catch us up in a quarter.

4.1The applicable text

Drones under 25 kg fall under תקנות הטיס (הפעלת מערכת כטב״ם קטן), התשפ״ד-2024 (the Aviation Regulations on the operation of a small unmanned aircraft system), in force since 11 August 2024. Above 25 kg the 1981 regulations apply, written for manned aviation and considerably more demanding.

4.2The rule that bans our trade

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4.3The special operating authorisation

The regulations provide the way out themselves. Articles 37 to 43 create the הרשאה להפעלה מיוחדת (special operating authorisation): the director of civil aviation may allow an operator to depart from a closed list of articles, including article 32 on distances and article 35 on heights.

That is why the first spending item of the project is not a drone but a file, and why we write the first ones ourselves: you do not write a procedure you have never carried out.

4.4What is not required

• No municipal authorisation is required in order to fly. Civil aviation is an exclusively national competence. Neither Tel Aviv, nor Haifa, nor Ramat Gan issues a flight authorisation, and no Israeli municipal by-law deals with drones.
• The only municipal formalities concern the work at ground level — road occupation, parking — and the drone escapes them most of the time, unlike the boom lift. That is a direct competitive advantage, not merely lighter paperwork.

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4.5The cycle of a job

The ten-day lead time cannot be compressed and we sell it as such. Our promise is not immediate intervention: it is a quote within twenty-four hours, a firm date given straight away, and a job that disturbs nobody.

4.6Timeline and plan B

If the authorisation is slow to come, three activities stay open without a waiver and cover part of the fixed costs: ground-level pressure washing, which falls under no air regulation; solar panel cleaning on open roofs, where the distance rule can be respected; and isolated industrial sites, where the absence of third parties nearby makes the flight compliant by nature. We are not left without revenue while waiting for an administrative signature.

5OperationsExplanations→

5.1The field crew

A job takes two people, and that constraint is regulatory as much as operational: the regulations require a visual observer separate from the remote pilot.

Two people make one crew, therefore one drone in the air at a time. The second aircraft adds no production capacity: it guarantees continuity in case of a breakdown, and it serves as a comparative test bench between two models. Increasing volume requires a second pair, not a third aircraft — which is what we do in month 16.

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5.2Equipment and vehicles

A Ford Transit 399L panel van of 3 990 kg gross vehicle weight, permanently fitted out: a 400-litre buffer tank, reverse-osmosis unit, generator, high-pressure pump, hose reels, and the drone case stowed under cover. The whole fit-out weighs 930 kg against 1 714 kg of payload. A second, second-hand vehicle for the sales engineer’s site surveys. Both are on the road from month 1, well before the first job — a mobile billboard that establishes the brand while the regulatory file is being processed.

The detail of prices, of the ten vehicles compared and of the 3 500 kg tax threshold is in section 11.

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5.3Safety and incident management

Our operating authorisation depends on our safety record. Three non-negotiable principles, written into the manual and binding on the crew.

• The pilot alone decides to postpone. No commercial pressure can make an aircraft take off in excessive wind. The client is told, the date is rescheduled, the contract provides for it.
• A ground perimeter every time, marked out, with the operator keeping permanent watch. Nobody uninvolved under the working area.
• Immediate reporting of any incident, even without damage. A concealed incident that surfaces later costs the authorisation; a reported incident costs a report.

5.4Maintenance and availability

A grounded drone is a crew being paid to produce nothing. We provision maintenance inside the variable cost of every job, we keep the maintenance log the authority requires, and we hold a full set of wear parts and batteries. Both aircraft are delivered in month two: from the very first drone job, the second one guarantees continuity on offer A.

5.5Quality as a sales system

Every job ends with a report handed to the property management company, then an online review request forty-eight hours later, sent automatically from our CRM. Reviews are our first acquisition channel in a market where the building committee chooses by recommendation. A successful job is not a job delivered: it is a job that has produced a review and a video.

6Becoming the leader

6.1The positioning

We do not claim to be the first drone operator in Israel — that would be false, and checkable in thirty seconds. We claim to be the first to industrialise residential façade cleaning, while the established operators fight over industrial sites.

The difference is a difference of trade. E-DRONE and its competitors are technical companies that answer tenders. We are building a sales machine: someone on the phone who calls back within the hour, a sales engineer who goes and looks at the building, a quote within twenty-four hours, a firm date, a clean job, a review requested. It is call-out service know-how applied to façades, and it is exactly where we come from.

6.2The filmed job

Our main marketing budget is not advertising, it is production. A drone washing a tower is a spectacle: it stops people in the street, it gets filmed, it gets shared. Every job produces footage usable as a short post, as a sales demonstration and as proof of competence in a tender file.

We are aiming for one post per job from the first month of operation, and a library of visual references built with no additional advertising budget. In a market where nobody shows anything, the one who shows wins.

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6.3Acquisition — residential

The sales engineer’s prospecting is not blind: a dirty façade can be seen from the street. He spots it, photographs it, identifies the property manager and passes the sheet to the phone sales rep, who calls. The product sells itself by sight.

6.4Acquisition — key accounts

Offer B sells differently: long cycle, tenders, references required. We are targeting hotel chains, office-park managers, hospitals and industrial sites. The first tower job will probably be sold at a loss or at cost: it is a reference we are buying, and it is worth more than its margin.

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6.5The pipeline required

Fifteen jobs a month at cruising speed with two crews — nine with a single one —, with a prudent conversion rate of 25% on quotes issued and 40% of quotes on qualified leads, require about 150 qualified leads per month. That is the only figure that has to hold: everything else in the model follows from it.

6.6The first ninety days

• Brand identity, wrapping of the two vehicles, business listing and local online presence.
• Building the prospecting file: property management companies, building committees, hotels, by priority city.
• Setting up the CRM and the templates for field surveys, quotes, mission reports and authorisation files.
• Filming a demonstration video on a private site, with no regulatory constraint, so we can sell before the first job.
• First meetings with three target property management companies, to sign framework agreements conditional on obtaining the authorisation.

7The team

7.1The founders

Two brothers, two complementary halves of the same trade.

Partner	What he brings
Jonathan the elder, co-founder	Engineer, ten years in Israel. The idea comes from him. Former RGE-accredited auditor in France: he can read a building and knows the sector’s software. Passionate about technology, he carries the website, the CRM and the marketing — rollout, image, virality.
David the younger, co-founder	Twelve years of pressure washing in France — drain unblocking, sewer jetting, network maintenance. He knows pressures, nozzles, water treatment and what a surface takes without being damaged: it is the same physics as a façade, applied horizontally. He knows what a production day is worth and he can price it. Recently moved to Israel, investor and marketing profile: he arbitrates the spending.

We take general management, budgets, decisions and marketing. We build and run our management systems ourselves — website, CRM, job tracking, document automation. That is what makes credible both the regulatory file, which is an exercise in drafting and procedure, and the commercial volume, which is an exercise in organisation. Neither of us draws a salary in the first year; remuneration comes at the end of the financial year, out of the profit.

7.2The posts

7.3Recruiting the pilot

The pool exists and it is Israeli. The army trains a large number of drone operators every year. These profiles come out of service with real flight hours, a culture of procedure and safety, and the seriousness an authorisation file demands. It also strengthens our application to the authority: an operator who presents an experienced pilot defends its risk management plan better.

Recruitment starts in the first month, for a start mid-month two. The lead time is no longer training, it is an adaptation and testing period on our own equipment — and it is spent producing ground-level pressure washing, not sitting in a classroom.

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7.4The pay scale

The Israeli minimum wage stands at 6 443.85 ₪ gross per month since 1 April 2026 for a full-time post. No position can be paid below it, commissions included.

The employee’s status is a recruitment lever. A new immigrant (olé hadash) receives additional tax credit points: at equal gross, he takes home about 700 ₪ more per month. Put another way, for the same net offered to the candidate, we pay about 900 ₪ less in gross. The employer cost itself does not change. The forecast treats this parameter as a variable, not as a constant.

7.5The hiring sequence

Recruiting all five posts in the first month would kill the cash position. The order follows value creation — and it has tightened noticeably since the pilot is recruited rather than trained.

• Month 1 — nobody, but everything starts. The partners incorporate the company, order the van and the aircraft, build the website and the CRM, open the regulatory file. Recruitment of the field pair is launched in that same month.
• Mid-month 2 — drone pilot and crew leader. The two arrive together. The pilot is recruited already licensed: what follows is not training but a period of adaptation and testing on our own equipment, done while producing.
• Month 3 — ground-level pressure washing goes into production. The pair is operational and invoicing, four months before the first commercial flight. The website and the campaign go live at day 90.
• Month 4 — the sales engineer. He arrives when the first qualified building committee leads come in, so he converts rather than cold-canvasses.
• Month 8 — the phone sales rep. When there are inbound enquiries to handle, not before.
• Month 18 — the bilingual administrator. She arrives with the second crew, when flight coordinations exceed fifteen a month and the procedure has been run in by the partners themselves. The single-crew scenario does not recruit her: the partners hold the coordination.
• Month 16 or later — the second field pair. On measured triggers only, never on the calendar.

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7.6External advisers

• Israeli lawyer — incorporation, shareholders’ agreement, employment contracts and client contracts, securing the regulatory side.
• Accredited regulatory consultant — risk management plan and special operating authorisation file. Critical item, engaged first.
• Accountant — VAT, payroll, employee status, filing obligations.
• Aviation insurance broker — aviation third-party liability, hull damage, damage to structures.

8The forecastExplanations→

The model is built in intervention days, with Israeli VAT at 18%, corporate income tax, seasonality and the collection lag. It is built without any working capital loan: the 600 000 ₪ of founders’ equity contribution covers start-up and operations, and the cash position never turns negative. The debt requested covers the equipment only — 369 000 ₪ of balloon loan pledged on the van and the two aircraft — plus a 100 000 ₪ overdraft facility, which stays there as a safety net and costs nothing as long as it is not drawn.

8.1A light structure, and what it changes

We are not setting up a conventional company. The office already exists, the website and the CRM are built in-house, the vehicle and the drones are financed by balloon loan rather than bought outright, and the pilot is recruited already licensed rather than trained for five months at our expense. The field pair comes in mid-month two and produces pressure washing from month three, four months before the first commercial flight.

8.1bThe 69 707 ₪ of fixed costs, line by line

This is the denominator of the break-even: it has to be verifiable line by line. Single-crew cruising speed, from month eight onwards, administrator not recruited.

8.2The assumptions

8.3The investment

The drones and the van are financed by balloon loan pledged in favour of the lender — the pledge is worth about four points of interest. The rest is paid out of cash. To this is added an inflow of 44 085 ₪ of input VAT credit recovered on the van in month three.

The balloon loan comes to 6 866 ₪ a month — 3 547 ₪ for the two aircraft, 3 320 ₪ for the van — over forty-eight months, calculated at 8% nominal annual, with 86 700 ₪ and 34 000 ₪ of final balloon payments. Over the full term, this financing costs 81 287 ₪ in interest: 47 000 on the van, 34 300 on the aircraft. Obtained at 6.5%, it would fall to 65 700 ₪; at the rate of 5.326% recorded on a pledged new vehicle, to 53 650 ₪ — that is 27 600 ₪ saved — and it is what the first question put to the bank is about. To this are added 91 000 ₪ of start-up costs (lawyer and incorporation 25 000, regulatory consultant 60 000, website and CRM 6 000) and 72 000 ₪ of marketing spread over the first six months, peaking in month three when the campaign is launched.

8.4The cash plan — one crew

Founders’ equity contribution of 600 000 ₪, 369 000 ₪ of equipment financed by balloon loan, no working capital loan, authorisation obtained in month seven. The administrator is not recruited in this version: the partners hold flight coordination themselves.

8.4bThe month-by-month detail, from M1 to M12

The 23 932 ₪ trough only stands if it can be rebuilt. Here is the line by line of the first twelve months, in the scenario adopted: drone authorisation in month seven, a single crew, a rate of 900 m² per day. Cash collected follows the 40% on order, 60% at sixty days convention; variable costs are 12% of invoiced revenue; the balloon loan line is kept separate from the other fixed costs so the bank can read its own instalment.

8.5The second crew: what it changes

It is not a date in the timeline but a decision, taken on the triggers in § 8.7. Here is what it produces in the tightest case — triggered at the earliest, in month fourteen, with the administrator following in month eighteen. The timeline in section 10 has it operational in month sixteen; two months later, the hole is smaller.

8.6What everything depends on

Two parameters drive the outcome, and only one is within our control.

8.7The triggers for the second crew

The second crew is not a date in the timeline, it is a conditional decision. Three conditions have to be met at the same time, measured over the two preceding months.

9The risks

9.1Summary table

9.2The risk we consider the most serious

It is neither the drone, nor the regulations, nor the weather. It is filling the schedule. Our model requires about one hundred and fifty qualified leads a month for one crew, twice that for two. No Israeli drone operator has shown that this volume can be reached in the residential market — which is both our opportunity and our main risk.

We handle it with three levers that are measurable from the first quarter of trading: the number of qualified leads generated, the conversion rate on quotes, and the share of revenue signed with property management companies, offices or solar — the only channels where recurring revenue exists. If those three indicators fall away in month twelve, the second crew is postponed — which preserves 28 800 ₪ of costs a month and makes the cautious scenario sustainable.

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9.3What remains to be confirmed

• The minimum insurance cover required by the commercial air regulations.
• The scale of penalties applicable to a non-compliant flight, and the extent of the directors’ personal liability.
• Written confirmation from the authority that a single special operating authorisation covers all our job sites.
• Confirmation of the loaded weight of the aircraft against the 25 kg threshold.

These four points are the subject of the questionnaire handed to the lawyer, at the end of the dossier.

10The trajectory

10.1The milestones

10.2The natural extensions

The same aircraft, the same crew and the same authorisation open several adjacent markets that we do not include in the financial forecast — they are the potential, not the promise.

• Solar panels. A dirty photovoltaic field loses 15 to 25% of its output. The cleaning sells on a calculable return on investment, which makes it the easiest sale of all.
• Thermographic façade inspection. A thermal camera on the same drone detects thermal bridges and water ingress. It is a high-margin expert service, sold to the same property management companies, with a report at the end.
• Anti-moss and water-repellent treatment. Extends the effect of the cleaning and doubles the value of the job.
• Pigeon removal and fitting of bird-deterrent devices, sold as an add-on by the traditional Israeli operators.

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10.3The company at five years

Three field crews, coverage of the centre and the coast, a portfolio of property management companies under annual contract, and a reference position in a segment nobody occupies today. The value will not be in the drones, which are replaced every four years: it will be in the operating authorisation, the portfolio of recurring contracts and the brand.

11The equipment

What we buy and what it costs. The purchasing reasoning — models compared, options ruled out, prices recorded — is in the Explanations, so that this dossier stays readable.

11.1The droneExplanations

Delivered cost of the first aircraft: 118 000 to 133 000 ₪, based on the only pack whose price is published — 26 850 € excluding VAT. The order is conditional on that price: above 135 000 ₪ delivered, we switch to the second Matrice 400. A heavier high-pressure configuration exists in the catalogue at 46 850 €: it would cost about 70 000 ₪ more per aircraft, and that gap could not be absorbed without a trade-off — it is the first thing to have the supplier confirm in writing. Customs duty and purchase tax nil until May 2028, import VAT recoverable.

11.2The vehicleExplanations

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The second vehicle, for site surveys, is a second-hand van from 2018-2020 bought for cash between 35 000 and 55 000 ₪. It carries nothing heavy: buying new makes no sense here.

11.3Pressure washing, our first trade

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12The price list

What we sell at, how that price is built, and what it produces in the financial forecast.

12.1Prices by building sizeExplanations

Prices including VAT, full façade, washed with osmosis water. The Israeli market sits between 5.5 and 10 ₪ per square metre; we are in the middle of that band, never below it.

On top come the market’s customary surcharges, taken from the only scale published in Israel: seaside +20%, heavy soiling +15 to 30%, urgent job within fifteen days +20%. And two discounts that serve our schedule rather than the rebate: a second adjoining building on the same day −10%, off-season signature −10%.

12.2What the price list changes in the forecast

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§Sources and references

·Regulation

• תקנות הטיס (הפעלת מערכת כטב״ם קטן), התשפ״ד-2024 — official text, statute book no. 3192
• תקנות הטיס (הפעלת כלי טיס וכללי טיסה), התשמ״ב-1981 — the regime above 25 kg
• Civil Aviation Authority — licences and registration
• פמ״ת / AIP — aeronautical information
• ICD — collective operating authorisation 2024-2028
• Drones and privacy protection in Israeli law

·Market and competition

• Israeli housing stock — Central Bureau of Statistics data
• Residential towers by city — Calcalist
• Residential construction report 2024
• Rope access work rates in Israel
• Cost comparison, rope access against boom lift
• E-DRONE · Aquadrone · KTV Working Drone · DXG Drone Services

·Employment and tax

• Minimum wage — 6 443.85 ₪ since 1 April 2026
• Ford Transit 399L — spec sheet and 2026 price · Official Renault Israel price list · Peugeot Boxer price list, 30 April 2026 · Official Isuzu Israel price list · S Plus 4X4 spec sheet