Cost for Innovation in Trenton
$8.21M over 5 years — Transforming Trenton & building scalable infrastructure
POP LABS has secured a lease space in Trenton — our first hub will launch here.
Strategically placed neighborhoods—areas facing high unemployment, high fragmentation, and high service need.
Immediate impact from day one of operations.
Coordinated handoffs across the partner network.
This isn't a pop-up program—this is permanent coordination infrastructure.
Revenue that reinforces trust — not privilege.
POP LABS operates through public-private partnerships designed to keep incentives aligned. Government partners cover operating costs up front. POP LABS earns performance fees only when verified savings are achieved. If savings are not verified, POP LABS does not get paid. This model protects public dollars while ensuring coordination actually delivers results.
For Government Partners: Upfront operating support. No payment without verified savings. For Funders & Anchors: Philanthropy de-risks early implementation and stretches public funding. For Service Providers: Participation without financial risk. Access to shared infrastructure.
POP LABS Membership (Sliding Scale)
Based on organization size and client volume. Accessible to small nonprofits while sustainable at scale.
Trust Index–Driven Priority
Organizations earn priority through outcomes—not payment. Performance determines visibility and routing.
SaaS Revenue — Trust Index / CRM Licensing
Per organization for platform access and reporting dashboards.
Government Partnership & Franchise Model
Coordination contracts tied to performance and measurable savings.
Research, Evaluation & Data Partnerships
Collaboration with institutes, think tanks, and evaluation partners for evidence-based insights.
Training, Certification & Capacity Building
Part of the long-term franchise and replication strategy.
The rule is simple: the public wins first.
Government retains 80% of verified savings. POP LABS earns 20%, only from verified recovered waste. As scale increases, the percentage may step down — but the rule stays the same: no verified savings, no performance payment.
POP LABS does not profit from need. We earn from results.
Sustainable Cashflow & Impact
By Year 3—once Hub 1 is stabilized—we project $1.144M in annual cashflow through diversified streams.
Diversified Revenue Streams (Year 3 — Trenton Pilot)
This is what sustainability looks like: Multiple streams reinforcing the infrastructure—not dependency on one grant.
How POP LABS Scales & Returns Value
As network density increases, coordination improves and recovery rates rise. More hubs = better handoffs, reduced duplication, and higher efficiency gains.
POP LABS Cashflow at Scale (Trenton Model)
| Hubs | Annual Cashflow |
|---|---|
| 1 Hub | $1.144M |
| 3 Hubs | $3.43M |
| 5 Hubs | $5.72M |
Trenton Recovery Rate Growth by Hub Count
| Phase | Recovery Rate | Annual Savings |
|---|---|---|
| Early Phase (1 Hub) | 20–25% | $480K–$600K |
| Mid Phase (3 Hubs) | 30–35% | $720K–$840K |
| Mature Network (5 Hubs) | 35–45% | $840K–$1.08M |
Strategic Government Funding & Value Creation
Government will reliably fund essential coordination layers when they demonstrate clear value and efficiency.
Trenton Pricing
Current non-medical social services: ~$6.0M
Mercer County Pricing
Current non-medical services: ~$34.1M
New Jersey State Pricing
Current non-medical services: ~$9.9B
The logic is simple: If we reduce duplication and improve outcomes, this becomes a budget-smart cost for innovation.
The Total Market
Based on scaling the NJ model across all 50 states
Full statewide opportunity across 21 counties, 565 municipalities
Growth Phases
Trenton
5 hubs, validate the model
Mercer County
15–20 hubs countywide
New Jersey
200–300 hubs statewide
POP LABS fills a billion-dollar gap — helping programs work together for a Greater New Jersey.
Scaling Our Impact for Widespread Change
Franchise Duplication Model
Standardized toolkit, training, and certification for state and local partners, ensuring consistent quality and rapid deployment.
Federal Partnerships
Integrating our Trust Index platform into federal initiatives, leveraging national funding and policy frameworks for broader impact.
Global Market Potential
Adapting the POP LABS model to address universal social challenges, fostering resilience and connection in communities worldwide.
"POP LABS is not just a coworking concept—it's a repeatable infrastructure model. Through my Global Policy program, I've applied this framework across multiple courses, and the consistent feedback has been: this model is scalable, and it can be replicated beyond New Jersey—because it's built like a system, not a single site."
— Catherine Sackey
Ready to Invest in System Change?
Let's discuss how you can be part of transforming social services in New Jersey.
Catherine Sackey, MPAP — CSackey@CatherineSackey.com