Business Plan Korzortia 2020

Business Plan CONTENTS

1. INTRODUCTION...... 4

2. EXECUTIVE SUMMARY...... 5

3. FINANCIAL PLAN...... 12 Forecast 12 Financial Highlights by Year 12

4. BUSINESS MODEL...... 18 a. Value Proposi�on 18 i. The Problem 18 ii. The Product 18 b. Channels 24 c. Customer Rela�ons 25 d. Partners 26

5. COMPANY SUMMARY...... 27 a. Vision 27 b. Mission Statement 27 c. Business Objec�ves 27 d. Registered Name and Corporate Structure 28 e. Company Ownership 28 i. Company Loca�on 29 ii. Risk Management 29 iii. Management Summary 30

Organiza�onal Chart...... 32

6. THE MARKET...... 33 a. Financial Markets 33 i. Crowdfunding 35 ii. NAO Stats 35 iii. NAOs 35 iv. Remi�ance 35 v. How Is the Interna�onal Money Transfer Market Evolving? 37 vi. Remi�ances: Fees are Falling and MTOs Dominate 38 vii. The Pressure to Lower Fees is Aﬀec�ng MTOs 39 b. Target Market 40 i. Retail Investor Demographics 40 ii. Forex Technology Stats 40 iii. Forex Trader Stats 40 iv. Global Crowdfunding Market – Segmenta�on 41 v. Remi�ance 41 vi. Digital Exchange 42 c. Compe�tors 43 i. Crowdfunding 43 ii. Remi�ance Compe�tors 44 a. Stock/Forex Brokers/Money Managers 45 Compe��ve Analysis 46

7. COMPETITIVE ADVANTAGE...... 49 a. Diﬀeren�a�on 49 b. SWOT Analysis 51

8. EXECUTION PLAN...... 52

002 Road Map 52 Key Ac�vi�es 52 Go-To Market Strategy 53 Financial Plan 55

9. FINANCIAL INFORMATION...... 57 a. Resources 57 b. Costs and Expenses 58 i. Konzor�a Capital 58 ii. InveStart 59 iii. Capitalista 61 iv. NovaBank 63 c. Revenue Streams 65 i. Konzor�a Capital 65 ii. InveStart 65 iii. Capitalista 66 d. Required Capital 67 i. Konzor�a Capital 67 ii. InveStart 68 iii. Capitalista 69 iv. NovaBank 70 e. Use of Proceeds 70 f. Projec�ons 71 i. Konzor�a Capital 71 ii. InveStart 75 iii. Capitalista 77

10. INVESTMENT OPPORTUNITY...... 85 a. Exit Strategy 85 b. Financial Structure 85 c. NAC distribu�on 86 d. Investment Details 86 Projected Return per Share 87

11. LEGAL CONSIDERATIONS...... 90 a. Disclaimer and Legal Info 90

003 1. INTRODUCTION

Technology evolves at an incredibly fast pace and companies that not only understand and adopt these technologies, but implement them as well, are the companies that become household names, like Apple and Google.

At Konzor�a Capital, that concept is the founda�on of our company. We are crea�ng real solu�ons to exis�ng problems while implemen�ng the latest technology: blockchain.

But what is blockchain?

Blockchain is a technology that allows transac�ons to take place in the most secure way, without need for a physical place to store the data. Data is tradi�onally stored on servers which can be corrupted. Blockchain technology can also be used to create pla�orms, for example, using self-execu�ng programs or in so-called smart contracts.

Now, the most successful business strategies show that not everything is about technology, but about collabora�on and scalability. The Airbnbs and Ubers of the next decade that will dominate their respec�ve markets are those that understand and put into prac�ce this concept. It’s not about crea�ng a company to generate proﬁts; it’s about crea�ng real solu�ons for real people on a worldwide scale. Everyone has something to win by par�cipa�ng in these business models.

That’s exactly what Konzor�a Capital is doing: reshaping exis�ng businesses and disrup�ng exis�ng markets with a model adequate for the 21st century, using 21st century technology and 21st century thinking.

004 2. EXECUTIVE SUMMARY

Konzor�a Capital S.A. is a Fintech company created with the objec�ve of disrup�ng ﬁnancial markets and remi�ance services along with changing the way risk capital is raised by startups, all of these by introducing a new asset class and through the use of cu�ng-edge technology called blockchain.

The company will also act as a holding company, par�ally owning InveStart, Capitalista, and Novabank while providing its investors with a very liquid and innova�ve instrument, a New Asset Class.

2.1 THE PRODUCT

Konzor�a Capital will be many things at once. From a tradi�onal standpoint, Konzor�a Capital is the holding company that par�ally owns InveStart, Capitalista, and Novabank. From a not-so-tradi�onal standpoint, Konzor�a has created a new type of equity, a New Asset Class with special features that mix the advantages provided by the equity of a private company with the liquidity of shares traded in a tradi�onal stock market.

Konzor�a Capital will provide the technological structure for InveStart, Capitalista, and Novabank to operate in the blockchain; transac�ons within the consor�um will take place using Koura as the transac�onal currency, and that´s what makes this New Asset Class so special, and its func�onality challenges the diﬀerence between equity and money.

One of the main factors investors pay par�cular a�en�on to while looking at an opportunity is the exit strategy, and that’s one of the special features about Konzor�a Capital. The same way one is able to trade stocks in any given stock market one will be able to trade Koura’s shares in a New Asset Oﬀering Index (NAO Index) featured in Capitalista.

Konzor�a Capital is developing a brand model that is looking to revolu�onize the tradi�onal ﬁnancial market, by introducing Koura is also introducing the concept of New Asset Oﬀering (NAO).

Startup companies and projects, in general, have a hard �me raising capital. Venture capitalists are hard to get and expect to receive too much of your equity and you end up being someone else’s employee. If you are working on a startup company or project, you have no track record and therefore banks will not lend you any money. Bearing in mind that not all companies can have access to accelerators, angel money or any other alterna�ves to raise capital, startups are le� with one last resource, a crowdfunding pla�orm. A crowdfunding pla�orm is only a viable op�on if the startup is willing to register in a given jurisdic�on where the crowdfunding pla�orm is based, this is also valid for equity-based crowdfunding which is more restricted and less popular than tradi�onal crowdfunding.

This process where a company creates a New Asset Class in InveStart is called New Asset Oﬀering (NAO) and it’s very similar to the process where a company goes public in an Ini�al Public Oﬀering (IPO).

005 These newly created assets will be issued using Kouras as the base currency, and once a successful NAO takes place, they will be listed in Capitalista where they can be traded like any other tradeable instrument, and exchanged for Koura or liquidated for ﬁat currency using the exchange services oﬀered exclusively by Novabank.

Most people would agree that making money in the markets can become challenging, especially for small investors. One of the main reasons is that quality services are only available to wealthy investors. Some of the services that are widely oﬀered are trading signals and managed accounts. A trading signal simply tells the investor at what price a trade should be entered and at what price it should be closed at a pair, while managed accounts are trading accounts where the trading is executed by a professional trader in exchange for a por�on of the proﬁts.

Quality trading signals are just non-existent and, in most cases, trading signals are generated by amateur traders and uncalculated risks are taken which causes investors to lose money and managed accounts that actually generate proﬁts are only available to those that set up large trading accounts.

Capitalista will provide its clients with quality services that will allow them to proﬁt from ﬁnancial markets with trading signals that actually deliver posi�ve results and managed accounts accessible to both large and small investors.

Clients will be able to virtually trade any liquid asset in the world using Capitalista’s pla�orm at a cost close to zero, as the strategy is to use this service to a�ract new clients and profit from the other services. Capitalista will feature an index where all companies that raise capital using InveStart will be listed, and their tokens can be traded the way trading is done in a stock market, this market will be called NAO Index. Capitalista will be able to compete against the industry’s dominant players by using a scalable model through its franchising and network marke�ng strategy. That way, independent affiliates will be able to offer the company’s services and get compensa�on for it using a network marke�ng reward model.

Trading accounts can be kept using Kouras as the base currency, and everything will be done using the security provided by blockchain technology.

In most cases, remi�ance services are very expensive, some�mes very limi�ng when it comes to the amounts allowed, and overall just not prac�cal. Many suﬀer from lacking access to banking services.

Novabank solves many problems by converging many innova�ve features such as:

_Credit card and Koura payment processing for merchants.

_Ability to adver�se in the Novabank pla�orm either as a merchant that accepts Kouras as a form of payment or as an authorized franchisee/agent. This will be shown on a map using the Novabank applica�on.

006 _Novabank will work with liquidity providers that will assure our clients of the presence of a counterparty while trying to buy or sell the New Assets previously created in InveStart.

_An ultra-secure wallet-type account that features a debit card that will allow its users to shop using Kouras anywhere in the world.

_An applica�on that will include all of the above-men�oned features and will also incorporate a messaging func�onality that will let users send and receive Kouras as simple as sending a selﬁe.

_The companies that ﬁnish a successful NAO in InveStart will list their New Asset Class in Novabank, which can be exchanged for Kouras.

_A franchising model, similar to the one used by Western Union will be implemented. This scalable model will allow the company to reach exponen�al growth.

2.2 THE MARKET

Financial Markets: The value of the world’s stock exchange has grown by 320% since 2009. U.S. exchanges dominate the global stock market. Owning an index fund on a major world index helps to mi�gate some of the risks of individual stock ownership. The foreign exchange market is the most significant financial market in the world, both in terms of value and volume. It is the only market that is permanently open. More than 85% of exchanges are represented by just seven currency pairs, and the U.S. dollar is the most significant currency in the foreign exchange market.

Millennials are the least likely genera�on to have taxable investment accounts. A yearly income over $50k, a college degree, and a high level of ﬁnancial literacy make people more likely to invest. The majority of traders in the forex market are in the 25-34 age bracket.

Crowdfunding: Some of the advantages of using crowdfunding as a method of acquiring capital include that it doubles as a method of marke�ng and oﬀers an opportunity for the entrepreneur to gain feedback. Both the number of crowdfunding campaigns and the transac�on values associated with crowdfunding are predicted to increase between now and 2022. Transac�on Value is expected to show an annual growth rate (CAGR 2018-2022) of 10.4% resul�ng in the total amount of US$1,546.3m in 2022.

Remi�ance: Remi�ance flows to developing countries are larger than official development assistance and more stable than private capital flows. There does not appear to be any correla�on between remi�ance volumes and growth. In 2016, India received the highest amount of money through remi�ances, whereas the amount that the Republic of Kyrgyzstan received was highest in propor�on to its overall gross domes�c product (GDP). Remi�ance flows in 2016 decreased to developing countries by about 2.4%. Remi�ance flows are more stable than private capital flows. Remi�ances to developing countries are expected to grow by about 3.3% in 2017.

2.3 COMPETITORS

• InveStart:

Kickstarter: They have stronger brand recogni�on than compe�tors due to high-proﬁle successes and publicity which creates trust in the projects. As well, projects go through a ﬁltering process with Kickstarter

007 staﬀ contac�ng creators if the goal or project is inappropriate and if rewards are not value for money. This protects the reputa�on of the site. However, projects receive dona�ons only.

Indiegogo/Microventures/GoFundMe: These allow mul�ple ways to raise funds which include crowdfunding, an extended version which is called InDemand, Marketplace which allows crowdfunding successful campaigns to sell their products, and Crowdfunding Equity. The nega�ve part is there are upfront costs for a ﬁnancial review, legal review, ﬁling of Form C with the SEC, and opening up escrow. These are all done by third par�es. It depends on your par�cular company, but on average these costs have been about $5K-$6K total.

• NovaBank

Western Union: Has a presence in over 200 countries, around 150 years of experience, and offers unique products more specifically across a single domain. However, high dependence on technology means huge investments. Profit margin decline has been a concern. Global downturn affects its workings. Uncertainty about the economic outlook and changes in government regula�ons.

PayPal: Has a presence in over 202 countries which make it the largest player in the electronics/mobile payment industry. It also oﬀers mul�ple services. PayPal is easy to use for the customers as well as the merchants. The bad side is the high exposure to fraud. There have been various phishing and hoax a�acks and such instances take away consumers and conﬁdence in the system. In addi�on, high processing fees can diverge expected users and thus it is a weakness.

• Capitalista

Fidelity: The U.S.’s largest provider of commercial and residen�al mortgage. It offers diversified products including �tle insurance, mortgage services, and other diversified services. Cons: Government interven�ons and regula�ons affects opera�ons. Vulnerability to recessions and other crisis is a concern.

Charles Schwab: Diversiﬁed business and broad product por�olio controls vola�lity in business cycle. Strong asset-liability management prac�ces give compe��ve advantage. However, there is ineﬃcient expense management which impacts margins and a lack of presence in emerging markets increases domes�c dependence risk.

Ethereum: They can run decentralized apps and oﬀer smart contracts. Huge community support. Fast block �mes compared to Bitcoin. Cons: Scalability which is currently approximately 10 transac�ons per second. NAOs are only as good as the developers, so scams/hacks can aﬀect the ETH price.

2.4 MANAGEMENT

1. CEO and Founder/ Walter Gomez

Mr. Gomez is an entrepreneur by nature with an extensive background and formal educa�on in business and finance. With over 15 years of experience in crea�ng successful and innova�ve start-ups in real estate, B2B, and various B2C companies. He is a true believer that the future of finances lies with block chain technology and that it will come to life with Konzor�a while at the same �me redesigning the financial world, we take for granted.

008 2. CFO/ Muzzafar Iqbal

Mr. Iqbal is a young, energe�c, and self-mo�vated chartered/cer�ﬁed public accountant with the a�tude and courage of entrepreneurship and new startups. Mr. Iqbal has highly compe��ve knowledge and skills in business advisory and ﬁnancial consultancy that makes him an extremely capable professional and the perfect choice for our CFO.

3. B2B Relations Manager / Donnie Gomez

Mr. Gomez has a degree in business administra�on with an emphasis in banking and finance. He graduated from the Universidad La�na de Costa Rica. Mr. Gómez has experience in the financial area, specializing in interna�onal taxes, par�cularly transfer pricing. Also, he has experience in tax prac�ce in the Central American Region and presents restructuring of mul�na�onal groups, documenta�on studies, and inspec�on processes for different Central America countries. Mr. Gómez has collaborated with companies that belong to different industries such as IT, banking and finance, consumer goods, pharmaceu�cals, goods manufacturing and service provision, among others.

4. Marketing and Client Relations Expert/ Lena Kaczmarek

Ms. Kaczmarek is a self-taught creator that also holds a Master of Science in Entrepreneurship and Marke�ng at Lublin University of Technology in Poland and has over 15 years of experience helping many private companies structure their marke�ng strategies and implement effec�ve campaigns that are aimed towards maximizing profitability. Addi�onally, she has been responsible for the crea�on of costumer’s gateways of informa�on in many companies through the years, dedica�ng herself to keep costumers sa�sfied. Her background, experience and skillset has proven to be a valuable tool for any project that Ms. Kaczmarek has taken part of and we’re sure that this trend will con�nue on her �me with us.

5. Operations Manager/ Cecilia Vichi

Ms. Vichi holds a Technical Degree in Tourism from Ivo De Carneri Ins�tute in Italy and a degree in Tourism and Hospitality from Universidad Argen�na de la Empresa. With knowledge in Communica�on, Tourism and Foreign Languages could build experience in Hospitality and Costumer Service, with emphasis in the research of the perfect Service in companies located in Germany, Italy and Argen�na. Being passionate about Communica�on and Marke�ng lead her to work also as Social Media Manager for a US company.

6. Lead Editor/ Martin Tremblay

Mr. Tremblay is a skilled wordsmith with more than 4 years’ experience in crea�ng different types of keyword-rich content for clients in various industries. In addi�on to being a graduate of Communica�on Skills from the University of Washington, he has a cer�ficate in digital marke�ng and is proficient in SEO techniques. His exper�se includes Web Research, Blog/Content Wri�ng, Search Engine Op�miza�on and Social media marke�ng. Tremblay’s intermediate professional goal is improving clients' organic visibility through effec�ve on-site op�miza�on, local SEO techniques, and providing quality content.

009 7. Business Developer/ João Loureiro

Mr. Loureiro holds a degree in Business Administra�on. He graduated from the Universidad Tecnológica in México City. He has been in the ﬁnancial industry for over 25 years in mul�na�onal ins�tu�ons in Mexico City and New York. He also par�cipated in the transporta�on industry on the East Coast of the USA. He collaborated with a few other Real Estate Companies focusing on Property Investments.

8. Investor Relations Manager/ Mike Morgan

Mr. Morgan holds a Bachelor Degree in Marke�ng from the University of Northern Colorado. He was CEO and owner of a couple of diﬀerent businesses and his experience of over 30 years in sales and management makes him an expert in the business market. He also accomplished several US licenses in the sales and ﬁnancial services industry.

9. Investor Relations USA/ James Lam

Mr. Lam holds a bachelor's degree in Economics from the University of California, Los Angeles. He started his career as an equity trader at a New York based proprietary trading ﬁrm. His background in ﬁnancial markets and interna�onal investment experience acquired while working for a few of the biggest companies in China has earned him a valuable role in Investor Rela�ons. He is an expert at working with scalable startups.

10. Development Manager/ Angel Silva

Mr. Silva is a talented, self-taught computer engineer with over 10 years of experience, specializing in web development and web applica�ons. His work is focused on crea�ng and developing safe, intui�ve, and eﬃcient technological tools. Mr. Silva is a techno-func�onal person with a decade of hardcore technology experience from the elementary days of enterprise mobile applica�ons to advanced industrial IoT solu�ons with block chain and computer vision applica�ons.

11. Legal Advisor/ Natasha Cadavid

Mrs. Cadavid holds a LL.B., from the University of Panama, Law School. She completed a triple bachelor's degree in Conserva�on Biology, Anthropology and Foreign Languages and Literature from Central Washington University. Her exper�se includes more than 8 years of legal advising to companies in ma�ers related to commercial, interna�onal and environmental law.

12. Marketing Director/ Aadhya Agarwal

Ms. Agarwal is a marke�ng professional that holds a Bachelor’s Degree in Management from the Indian Ins�tute of Management in Ahmedabad. Her skills and experience in the industry include the development of strategic businesses and public rela�ons with the media, the development of brand awareness, as well as the development of diﬀerent websites for companies. Ms. Agarwal Joined All Digit Trends Group in 2013, as the Director of Marke�ng, she was responsible for the marke�ng, communica�on, and business development eﬀorts of the en�re group. Besides this posi�on, she was also in charge of the development of Vietax Consul�ng, where she met Ms. Hannah Muller.

010 the Director of Marke�ng, she was responsible for the marke�ng, communica�on, and business development eﬀorts of the en�re group. Besides this posi�on, she was also in charge of the development of Vietax Consul�ng, where she met Ms. Hannah Muller.

13. Design Director/ Anabel Miquilena

Ms. Miquilena is a System Engineer graduated from the Universidad Nacional Experimental Politécnica de la Fuerza Armada Bolivariana in Venezuela. Knowledgeable about IT, networking and programming, she’s also passionate about art and graphic design with proﬁciency in the use of tools, such as, Photoshop, Illustrator, Premiere Pro, HTML, WordPress, etc. This had led her to develop a successful carrier as freelancer and also in-house graphic designer and mul�media editor.

2.5 FUNDING NEEDED

Our ﬁnancial plan has been created by the best professionals in the ﬁeld, as a ma�er of fact it allows the company to achieve scalability with a very realis�c budget. a. Required Capital i. Konzortia Capital

START UP ANALYSIS – CAPITAL EXPENDITURE Amount $ Website, Portal, and Apps 104 500 Oﬃce Furniture 57 000 Oﬃce Supplies 7 000 Computer System 31 850 Server Lease Cost 15 000 Car Leases 36 000 Advance Rent 10 000 ERP Software 28 000 Company Registration Fees (including legal documents) 12 000 Promotion Budget 850 000 Blockchain Development 300 000 Cash Requirement For Operations 600 000 InveStart 30% Shareholdings 602 910 NovaBank 30% Shareholdings 502 551 Capitalista 30% Shareholdings 765 210 Minimum Investment Target 3 922 021 Desired Fundraising 3 922 021

011 ii. InveStart

CAPITAL EXPENDITURE Amount $ Website and Mobile App Complete System (Excluding Web Hosting) 63 200 Oﬃce Furniture 45 000 Oﬃce Supplies 4 300 Hardware 63 200 Advance Rent 10 000 ERP System 25 000 Blockchain + Hosted Platform Cost 158 000 Car EXP 30 000 Incorporating Fees + Licensing + Other Legal Expenses 102 000 Budget for Marketing 700 000 Budget For Trademarks 25 000 Cash Requirement for Operations 700 000 Investment (Required Funding) 1 925 700 Required Capital 1 925 700 iii. Capitalista

Startup Capital Investment Analysis

CAPITAL EXPENDITURE - STARTUP ANALYSIS Company Registration Fees -- National and International Budget 64 000 Website and Mobile App Complete System (Excluding Web Hosting) 470 000 Blockchain Platform Delopment 480 000 ERP System 53 000 Computer System 23 700 OﬃceFurniture 57 000 Oﬃce Supplies 7 000 6 Car Leases 36 000 Advance Rent 10 000 Promotion Budget 850 000 Cash Requirement For Operations 500 000 Minimum Investment Target 2 550 700 Desired Fundraising 2 550 700

012 3. FINANCIAL PLAN

3.1 PROJECTIONS

Financial Plan

Forecast: Projected sales and the net proﬁts (USD) during the ﬁrst 5 years of opera�ons are as follows:

Year 1 Year 2 Year 3 Year 4 Year 5

Revenue $1,213,273 $5,745,341 $25,685,359 $106,400,542 $438,783,812

Net Proﬁt ($1,197,865) $2,440,613 $21,761,434 $102,560,993 $434,767,206

Financial Highlights of Konzor�a Capital

500,000,000

450,000,000

400,000,000

350,000,000

300,000,000

250,000,000

200,000,000

150,000,000

100,000,000

50,000,000

0 Revenue Expenses Net Proﬁt

-50,000,000

Year 1 Year 2 Year 3 Year 4 Year 5

Staments: Projected Proﬁt and Loss

Statements Projected Year 1 Year 2 Year 3 Year 4 Year 5 Proﬁt and Loss Revenue $1,213,273 $5,745,341 $25,685,359 $106,400,542 $438,783,812 Direct Costs Gross Margin $1,213,273 $5,745,341 $25,685,359 $106,400,542 $438,783,812 Gross Margin % 100% 100% 100% 100% 100%

013 Opera�ng Expenses Salaries & Wages $1,176,000 $1,470,000 $1,543,500 $1,393,781 $1,463,470 Employee-Related Expenses $211,680 $264,600 $277,830 $250,880 $263,425 Office Rent $48,000 $50,400 $52,920 $55,566 $58,344 Internet Expense $7,200 $7,560 $7,938 $8,335 $8,752 Expenses-Light $6,000 $6,300 $6,615 $6,946 $7,293 Water and Miscellaneous Expenses $6,000 $6,300 $6,615 $6,946 $7,293 Promo�on Cost $850,000 $892,500 $937,125 $983,981 $1,033,180 Fuel Expenses + Car Maintenance $12,00 $1,260 $1,323 $1,389 $1,459 Server Hos�ng $15,000 $15,750 0 0 0 Total Opera�ng Expenses $2,321,080 $2,714,670 $2,833,866 $2,707,824 $2,843,215 Opera�ng Income ($1,107,807) $3,030,671 $22,851,493 $103,692,718 $435,940,597 Deprecia�on and $90,050 $590,058 $1,090,058 $1,131,725 $1,173,392 Amor�za�on Total Expenses $2,411,138 $3,304,728 $3,923,924 $3,839,549 $4,016,607 Net Profit ($1,197,865) $2,440,613 $21,761,434 $102,560,993 $434,767,206 Net Profit/ Sales (99%) 42% 85% 96% (99%)

Projected Nac Trading Value

$120.00

$100.00

$80.00

$60.00

$40.00

$20.00

$0.00 Post-NAO Year 1 Year 2 Year 3 Year 4 KOURA’S Tokens Vale $1.33 $6.28 $26.28 $52.56 $105.12

014 Projected dividend distribu�on

$5.00

$4.50

$4.00

$3.50

$3.00

$2.50

$2.00

$1.50

$1.00

$0.50

$0.00 Year 1 Year 2 Year 3 Year 4 Year 5 KOURA’S dividens $0.00 $0.02 $0.22 $1.03 $4.35

3.2 WHY SHOULD I INVEST IN KONZORTIA CAPITAL?

The question should be why shouldn’t I?

Typically, when an investor evaluates an opportunity to put their money to work for them there are a few key factors that are taken into considera�on. We have been able to iden�fy the most relevant ones to investors:

 Market Size & Market Share  Financial Strategy  Diﬀeren�a�on  Scalability  Exit Strategy  Risk  Returns

Market Size & Market Share

When you look at Konzor�a Capital, diversifica�on is one of the key features that define us. With the services InveStart, Capitalista, and Novabank are offering, we are looking at a global market worth over $1 trillion dollars that keeps growing. With the business strategy that we have designed we expect to reach a market penetra�on of not less than 2% within the next five years, and bearing in mind that we have a very aggressive approach, those projec�ons are very conserva�ve.

015 Financial Strategy

A proper ﬁnancial strategy will bring any project to success.

Konzor�a Capital's ﬁnancial plan has been tailor-made taking into considera�on the marke�ng strategy that is being implemented as well as our short-term and long-term goals.

With the crea�on of our New Asset Class, Koura we have developed a diﬀeren�ated and innova�ve product tailor-made thinking of the most demanding and sophis�cated investors.

Capital is being raised through three diﬀerent rounds of ﬁnancing:

1. Private Sale: This is mainly done by an aggressive marke�ng campaign, as well as telemarke�ng through a call center and the implementa�on of the network marke�ng/referral program that allows independent agents to sell Kouras and earn commissions. The main objec�ve of this phase is to bring the necessary funds to accomplish the following milestones:

_Complete development of Konzor�a Capital's New Asset Class and ini�al pla�orm using blockchain

___technology. _Give a true boost to the network marke�ng/aﬃliate program and incorporate it into Konzor�a Capital's

___decentralized ecosystem. _Create a very aggressive marke�ng campaign for Koura´s PRE-NAO. _Progress with the licensing requirements for each of the companies in their corresponding jurisdic�ons. _Ini�ate the development of InveStart and Novabank.

2. Pre-NAO: This is a phase where monies will be raised, mostly done online using automated processes. During this phase is when Koura will start to become truly recognized in the fintech industry and our community will start to grow exponen�ally. In this stage, there will be an evident transi�on from a regular private company to a fintech company. By this stage, Konzor�a Capital will have a Minimum Viable Product (MVP) and will have received licensing for some of the companies within the group. Taking all of these factors into considera�on leads us to having high expecta�ons in regard to the success of the Pre-NAO. The funds raised during this round of financing will allow Konzor�a Capital to accomplish the following:

_To ﬁnalize the licensing requirements for InveStart, Novabank, and Capitalista. _To ﬁnalize development of the pla�orms for InveStart, Novabank, and Capitalista. _It will allow InveStart and Novabank to ini�ate opera�ons while implemen�ng partnerships. _To have everything necessary to prepare for a successful NAO, inclusive of a high budget for marke�ng.

3. NAO: At this point, all licensing requirements will be in place and InveStart and Novabank will have already launched, while Capitalista will be close to following them. The funds raised during this stage will allow Konzor�a Capital to accomplish the following:

_To comply with the capital requirements necessary to provide the group of companies with healthy

___ﬁnances. _To bring Capitalista to market. _To fund InveStart, Novabank, and Capitalista to achieve growth and expansion to reach its corporate and

___ﬁnancial goals, both individually and collec�vely for the ul�mate beneﬁt of the holding company.

016 We have set the hard cap and so� cap for the Koura NAO as follows:

- Hard Cap: $49 million – This is the maximum amount expected to be realized from our CrowdSale to develop the Konzor�a pla�orm and its associated companies. It means that once this amount is achieved from the Private Sale, the NAC sale will automa�cally end.

- Soft Cap: $11 Million – This is the minimum amount expected to be realized from our Private Sale. In the event of us not achieving this amount, there will be two possible scenarios: The Private Sale will be extended to meet So� Cap or more. Refunds will be made to investors.

Scalability

The companies that lead the way are those that rely on a scalable model, otherwise, a considerable market share will not be reached. Konzor�a Capital is implemen�ng a scalable model right from the private sale stage through the implementa�on of a network marke�ng-style aﬃliate program, alongside with the bounty program. A bounty program rewards par�cipant with the New Asset Class -issued by the underlying company- when sharing content on social media or contribu�ng with reviews and explanatory videos. This bounty program will be implemented by companies that raise capital through InveStart.

Those that par�cipate in Konzor�a’s network marke�ng program will also be able to par�cipate with special beneﬁts in Capitalista’s franchising-style network marke�ng program. Novabank will also feature a franchising program similar to Western Union’s business model, which will allow the company to scale very quickly and reach a global audience.

Exit Strategy

The first thing that comes to an investor’s mind is how liquid is the investment that they’re evalua�ng? Tradi�onally venture capital is raised by companies through different rounds of financing un�l in some cases the company decides to go public and launches an IPO.

When inves�ng in a private company, investors face a common issue: the fact that there is rarely a clear exit strategy. An investor might find a tremendous investment opportunity but when it comes �me to liquidate his investment, it gets difficult. If the company remains private, the investor must find someone to buy his posi�on in the company. By taking advantage of blockchain technology and bringing in business intelligence that the industry has been missing, we are eager to create a new asset class: digital shares of the issuing company which in this case is Konzor�a Capital’s holding company. By crea�ng this New Asset Class, we are recrea�ng, but simplifying, the IPO process and replacing it with a NAO, which gives Konzor�a Capital’s investors a clear exit strategy. This brings us again to the exit strategy issue which is that those that invest in private companies have a hard �me liquida�ng their investment if the company that they invested in doesn´t go public.

017 Konzor�a Capital is crea�ng Novabank to solve these problems and to help not only provide its investors a way to liquidate their Koura but to also create liquid market for those companies that ﬁnalized their NAO in InveStart.

Risk

There is risk in every investment. One that says the opposite would be outright lying. We’ve seen blue chip stocks companies go bankrupt, the same ways as those considered safe investments such as real estate and commodi�es generate signiﬁcant losses.

Every sophis�cated investor is well aware of that, and the fact is that higher risk represents a higher reward; however, we believe that Konzor�a Capital represents an investment opportunity in a company with very risk and a high reward.

Koura, InveStart, Capitalista, and Novabank have been structured to work in an integral way that will benefit all the companies from the group and give them a compe��ve advantage in their respec�ve markets, making the consor�um even stronger. This, alongside a very sophis�cated financial structure, a scalable model, and a global market lead by a group of leaders in their respec�ve industries, is what makes Konzor�a Capital a secure investment that could also generate the profits that one could only see if he had invested in other disrup�ng companies like Apple, Microso�, and Amazon at a very early stage.

018 4. BUSINESS MODEL a. Value Proposi�on i. The Problem

Imagine that you put all of the following problems together and you need to come up with one solu�on that solves them all:

1. Startups and companies in general from all over the world need capital to fund their projects. 2. Small and inexperienced investors need to generate proﬁts. 3. The need for a cost-eﬀec�ve global remi�ance service accessible by anyone with an internet connec�on. 4. There is a need for a new product that can be considered an investment and not just a vehicle for specula�on.

Is it possible to come up with a single solution that addresses all these problems?

If you think about the life cycle of a startup company, you can probably agree that startups struggle to raise capital, especially in countries where possibili�es like crowdfunding or more tradi�onal ways to access capital, like bank loans, are not feasible or accessible.

Even if a startup can fulﬁll their capital requirements and are able to grow their business, let’s think about it from the investor’s perspec�ve. How can they cash their investment if the company decides to stay private?

Even if a company does decide to go public and the investor can liquidate his investment and hopefully make a proﬁt, many investors s�ll struggle to make their money work for them. The average investor, in many cases, loses money instead of making it.

Wouldn’t it be nice if companies could raise capital while also allowing investors to cash in quickly on their investments, and on top of that con�nue to make their money work for them and not the other way around? ii. The Product

At Konzor�a Capital, we have developed an integral solu�on to real-life problems faced by companies, especially startups. In order to get ahead of our compe��on and to have a clear advantage, we have incorporated blockchain technology, alongside scalability, as our founda�on.

The solu�on starts by giving worldwide startups, access to the working capital they need. We are crea�ng a pla�orm that will allow companies and entrepreneurs from every corner of the world to raise capital for their projects, regardless of the industry that they are involved in and the stage that their company is at. This pla�orm is called InveStart.

InveStart is an equity-based crowdfunding pla�orm that will allow any company from anywhere in the world to raise capital. Startup companies and projects, in general, have a hard �me raising capital. Venture capitalists are hard to get and expect to receive too much of your equity and you end up being someone else’s employee.

019 If you are working on a startup company or project, you have no track record and therefore banks will not lend you any money. Bearing in mind that not all companies can have access to accelerators, angel money or any other alterna�ves to raise capital, startups are le� with one last resource, a crowdfunding pla�orm. A crowdfunding pla�orm is only a viable op�on if the startup is willing to register in a given jurisdic�on where the crowdfunding pla�orm is based, this is also valid for equity-based crowdfunding which is more restricted and less popular than tradi�onal crowdfunding. This process where a company creates a New Asset Class in InveStart is called New Asset Oﬀering (NAO) and it’s very similar to the process where a company goes public in an Ini�al Public Oﬀering (IPO). In an IPO, companies move from being private to being listed on the stock market, which causes their shares to become liquid and allows them to be transferred from one investor to another with the help of a stockbroker.

These newly created assets will be issued using Kouras as the base currency, and once a successful NAO takes place, they will be listed in Capitalista where they can be traded like any other tradeable instrument, and exchanged for Koura or liquidated for ﬁat currency using the exchange services oﬀered exclusively by Novabank.InveStart will allow companies and entrepreneurs to raise money by crea�ng a NAC. A NAC is a digital asset created using a new digital asset as the base, and in this case, NACs will be created using Koura, a New Asset Class that we are developing.

These NACs will be created so that startups can raise capital. They will be backed by shares of their underlying company and once the required funds have been raised, they will then proceed to a NAO. InveStart will be in charge of overseeing and regula�ng this process to ensure that par�cipa�ng investors’ transac�ons are secure. We will allow the companies to access the funds by stages upon comple�on of the milestones indicated in their business plan.

Companies that create a NAO through InveStart will be able to create 2 types of NACs:

1.A Koura NAC which are backed by common shares of the company which will give the investor vo�ng ____rights. 1.B Koura NAC backed by preferred shares of the company which will work in a similar way to a bond; ____investors will receive a ﬁxed payment for a ﬁxed period of �me in the form of interest. 2. Proprietary NAC that can be considered a pre-sale of a product or a security equity of the issuing ___company, by using this NAC, investors can crowdfund said company and later be able to exchange them

___for a product, service at a discounted price, Koura or ﬁat currency.

In addi�on, we will have a separate sec�on for social development projects where dona�ons can be made to specific causes. In this case, InveStart will verify the legi�macy of the cause and allow dona�ons to be made using Kouras. We will do this either by verifying the legi�macy of the founda�on or non-profit organiza�on that is bringing the cause or by valida�ng the cause itself (if brought by an individual). In this case, social media will help us through the process while real proof will be requested from the beneficiary for every occasion.

Incorporating Bounty Programs to Crowdfunding

Boun�es in the digital world take their origin from online gaming pla�orms that offer rewards for par�cipa�ng in game development. Boun�es are essen�ally incen�vized reward mechanisms offered by companies to individuals. What this means is that a company introducing a product or a service offers a reward to people in exchange for performing certain tasks.

020 It has become something of a tradi�on for digital currency ICO campaigns that incorporate bounty programs to either oﬀer a Pre-ICO bounty or a Post-ICO bounty. Boun�es are generally not done at the same �me as ICOs.

Within the digital currency scene, boun�es have become a useful part of any ICO campaign, and many startups will incorporate a bounty program into their NAO campaign on InveStart. During the bounty program, the NAOs provide compensa�on for a number of tasks, which can include marke�ng, bug repor�ng, or even development of the project’s framework.

The reward will be usually given in the form of Koura. The digital venture space has proved to be a massively conducive environment for bounty programs.

InveStart will allow companies that intend to do a NAO to create a bounty campaign. This will increase visibility and act as a cost-eﬀec�ve marke�ng strategy.

InveStart will simplify the use of bounty programs for NAOs by adding a feature that will manage the distribu�on of NACs to campaign par�cipants.

What happens with the InveStart newly created NACs Post-NAO?

Once these newly created NACs experience a successful NAO, they will then not only be immediately listed on NovaBank, where they can be exchanged for Koura or even ﬁat currency, but will also be listed on an index on Capitalista, where they can be traded alongside stocks, forex, commodi�es and deriva�ves anywhere in the world.

Capitalista

This leads us to the next real-life solu�on: Capitalista which will allow both small and big investors to make a proﬁt similar to that of professional investors. This will be accomplished by providing high-quality services that were once only available to very wealthy and sophis�cated investors.

Stage 1

Capitalista is an equity-based crowdfunding pla�orm that will allow any company from anywhere in the world to raise capital.

021 Capitalista will provide its clients with quality services that will allow them to proﬁt from ﬁnancial markets with trading signals that actually deliver posi�ve results and managed accounts accessible to both large and small investors.

Capitalista will be able to compete against the industry’s dominant players by using a scalable model through its franchising and network marke�ng strategy. That way, independent aﬃliates will be able to oﬀer the company’s services and get compensa�on for it using a network marke�ng reward model.

Trading accounts can be kept using Kouras as the base currency, and everything will be done using the security provided by blockchain technology.

Brokerages generate revenues by charging the client a percentage of the transac�on every �me a transac�on is completed and by charging monthly and yearly fees as well. Capitalista’s mul�-currency/mul�-asset trading accounts will charge close to nothing for their brokerage service. This is what is called the razor/razorblade model which works by providing a service that doesn’t generate much revenue, thereby allowing the company to posi�on itself ahead of its compe�tors and a�ract a large number of clients. Many of these new clients will then hopefully use other services that the company provides, services that produce revenue.

Managed accounts allow a client to set up a trading account which is then managed by a professional trader who carries out all the transac�ons on behalf of the client, in exchange for a percentage of the profits. Professional traders are typically accessible to mid-sized to large clients, but it’s o�en hard to find a good trader that produces posi�ve results on a regular basis. Capitalista will offer managed accounts to clients with trading accounts star�ng at $1000.

We will charge a percentage of the proﬁts generated, and the size of the account will determine the percentage that we charge. The bigger the trading account, the smaller the percentage we will charge. This service will be exclusively available to clients that have a Capitalista trading account.

A few years back, trading signals became very popular, especially a�er forex gained popularity. The problem today, therefore, is not in ﬁnding trading signals, but accurate trading signals that generate posi�ve results. That’s another problem that Capitalista intends to tackle. We will have our expert in-house traders generate trading signals that produce consistent results.

Now, we do understand that poten�al clients won’t just take our word for it that our trading signals are accurate, especially as the market is ﬂooded with signals that don’t work. To tackle this, Capitalista will provide a PARTNER membership to anyone who pays for the trading signals.

Capitalista PARTNER will be a network marke�ng franchise-style product. PARTNER members will not only have access to trading signals (at no extra cost), but will also be able to sell Capitalista’s brokerage accounts, managed accounts, and trading signals, in order to generate a proﬁt.

022 In a similar fashion to Mul�-Level Marke�ng (MLM) companies, PARTNER members will also generate commissions on the “sales force” or new PARTNER member sales. This will go as far as 10 genera�ons in some products. It will also be very similar to a franchise in that the PARTNER member will receive a unique URL using this format: h�ps://Capitalista.com/EliteMemberName to which they will direct traffic. On this URL all of the services offered by Capitalista will be adver�sed and the user will receive a commission for every client that joins Capitalista through their URL. This product is a perfect fit for those entrepreneurs that understand and see the poten�al in providing services in the financial markets but don’t have the knowledge or capital to start their own firms and become compe��ve.

Another very unique feature is that the MLM pla�orm will be created and managed using blockchain technology. Commissions will be automated using a technology available in blockchain named smart contracts. This will not only ensure transparency and security but will also in fact be the ﬁrst of its kind. PARTNER members will pay for trading signals/franchise-style MLM membership using Kouras, and other NACs and will receive commission in Koura as well. These commissions will then be deposited into their wallet in NovaBank.

Why have we created the PARTNER membership?

With PARTNER we will make our trading signals and MLM a�rac�ve by integra�ng them, while from a business perspec�ve, MLM will allow us to achieve scalability very quickly.

Stage 2:

For stage 2 we will create a hedge fund to a�ract ins�tu�onal investors, and we will develop an ar�ﬁcial intelligence-based expert system that will trade most of our funds and generate trading signals.

NovaBank: A pla�orm that will serve as the new version of global banking, with features such as remi�ance service, payment processor, wallet, credit card, Koura payment processing for merchants, and messaging app complete with a map that shows local businesses near to the user accep�ng Kouras payment and those that work as authorized offices. Users can exchange Koura, fiat currency or other NAC equity right on NovaBank, quickly, safely, and efficiently.

Novabank solves many problems by converging many innova�ve features such as:

_Credit card and Koura payment processing for merchants.

_Ability to adver�se in the Novabank pla�orm either as a merchant that accepts Kouras as a form of __payment or as an authorized franchisee/agent. This will be shown on a map using the Novabank __applica�on.

_Novabank will work with liquidity providers that will assure our clients of the presence of a counterparty __while trying to buy or sell the New Assets previously created in InveStart.

023 _An ultra-secure wallet-type account that features a debit card that will allow its users to shop using __Kouras anywhere in the world.

_An applica�on that will include all of the above-men�oned features and will also incorporate a __messaging func�onality that will let users send and receive Kouras as simple as sending a selﬁe.

_NovaBank is going to provide the business intelligence that this sector is missing. It’s not only going to __feature very low fees and a level of security that most exchanges can’t guarantee, but it will also be __available not only online, but offline as well. This will be accomplished through the NovaBank network of __affiliates, which will eventually become franchises. These affiliates, or NovaBank franchises, will act as __official agents that will allow clients to send or receive a remi�ance using Koura.

_NovaBank will also become a payment processor for stores, businesses, and individuals in general. It will __accept various forms of tradi�onal payment, but again, the user will purchase Kouras and Kouras will be __transferred to the end merchant the same way it is done through the remi�ance service. The company __will feature a digital wallet that will allow users to request a debit card linked to that wallet.

Koura: What do you do with your Koura? You have several op�ons. Once Koura is sent to the recipient, either through the applica�on or an authorized NovaBank agent, you will be able to use your Koura in a several diﬀerent ways. You can spend it in par�cipa�ng merchants that accept Koura as a form of payment, or you can go to a local NovaBank aﬃliate and have it converted to local currency. You can even use your NovaBank debit card to make payments and/or withdraw cash at the ATM. To accomplish this, we will enter into partnerships with the necessary par�es such us VISA, Mastercard, or even companies whose core business is to facilitate this service.

NovaBank will offer merchants the ability to keep mul�-asset accounts. In this way, they will be able to exchange Koura and NACs for their fiat currency for withdrawal purposes only. High-frequency users and qualified merchants will at some point be able to ask for credit in Koura, a process which will also be facilitated by NovaBank. NovaBank will facilitate both local and interna�onal trade by providing an escrow service at very low fees. Integra�on through smart contracts will put this process within everyone’s reach.

Konzor�a Capital: Konzor�a will be many things at once. From a tradi�onal standpoint, Konzor�a Capital is the holding company that par�ally owns InveStart, Capitalista, and Novabank. From a not-so-tradi�onal standpoint, Konzor�a has created a new type of equity, a New Asset Class with special features that mix the advantages provided by the equity of a private company with the liquidity of shares traded in a tradi�onal stock market. Konzor�a Capital has been incorporated as a holding company currently fully registered under Costa Rica under the legal name Konzor�a Capital S.A and will own 30% of the shares of Capitalista, NovaBank, and InveStart.

Konzor�a Capital uses blockchain as the underlying technology for all of its pla�orms to operate. Blockchain enables data to be stored and transac�ons to take place without the use of a centralized server. One of the par�cular features of blockchain technology is that it uses a decentralized network while applying cryptography to ensure security, therefore, data cannot be corrupted nor altered. Konzor�a Capital will provide the technological structure for InveStart, Capitalista, and Novabank to operate in the blockchain; transac�ons within the consor�um will take place using Koura as the transac�onal currency, and that´s what makes this New Asset Class so special, and its func�onality challenges the diﬀerence between equity and money.

024 One of the main factors investors pay par�cular a�en�on to while looking at an opportunity is the exit strategy, and that’s one of the special features about Konzor�a Capital. The same way one is able to trade stocks in any given stock market one will be able to trade Koura’s shares in a New Asset Oﬀering Index (NAO Index) featured in Capitalista.

Konzor�a Capital is developing a brand model that is looking to revolu�onize the tradi�onal ﬁnancial market, by introducing Koura is also introducing the concept of New Asset Oﬀering (NAO). b. Channels

Each of the different companies, InveStart, Capitalista, and NovaBank will have their own unique distribu�on and marke�ng channels so that every client’s experience is comprehensive and tailored to their specific needs. In addi�on, by approaching each sec�on of the business individually, we will be able to maximize the efficiency of our marke�ng and distribu�on strategy.

InveStart: As a crowdfunding pla�orm, poten�al clients will access InveStart through a website and associated applica�on. Both companies who are raising capital and investors will access the pla�orm in the same way. However, in order to a�ract more traffic to the website, we have decided to develop a bounty program which will reward those that contribute spreading the word by sharing our content on different social media pla�orms. A small percentage of the NACs a client creates will be set aside for the bounty program, and a fixed number of NACs previously announced will be rewarded to users that perform these tasks. In this way, InveStart will reward users who market this service. We are also considering crea�ng an affiliate program so that if people bring an investor to the service, they will receive credit and compensa�on.

Capitalista: The distribu�on channels are very par�cular for Capitalista. One of the key features of Capitalista is that it will be based on a MLM strategy which will comprise the primary distribu�on channels. Franchise owners will have their own affiliate site and will be responsible for bringing traffic to that affiliate site where the services that Capitalista offer will be adver�sed. As an incen�ve to bring traffic to their affiliate site, site holders will be compensated for up to ten levels. This MLM strategy will lead poten�al clients directly to Capitalista and will comprise the primary distribu�on channel. As Capitalista will offer a wide variety of high-quality services to small investors, it will be unique to the market, which will set it apart from the compe��on.

NovaBank: NovaBank will be our digital currency exchange and remi�ance service. We will be using a franchise model similar to MoneyGram and Western Union. It will be a digital pla�orm where everybody can exchange Koura, other NACs and ﬁat currency and where we will be able to bring in acqui�ed liquidity providers and market makers into the ecosystem.

This will solve a major problem in digital currency exchanges as it will ensure that there is always someone who wants to buy or sell your NAC. NovaBank will provide a high-quality and comprehensive remi�ance service for a very reasonable price. People will be able to transfer Koura across the world and be able to buy and sell NACs created on InveStart. NovaBank will work from one centralized pla�orm, but we are also aiming to work with small business and franchises across the world so that people can use their Koura to buy real-life products and services outside of the Konzor�a Capital ecosystem.

025 c. Customer Rela�ons

InveStart: InveStart provides a specific solu�on for companies looking to raise money because it will allow them to offer investors a tangible return on their investment in the form of a NAC backed by shares of the issuing company. Investors will be a�racted to InveStart for the primary reason that they will be able to invest in private companies with a clear exit strategy This innova�ve solu�on of providing liquid assets in return for investment in a private startup is totally unique to InveStart. Investors will be a�racted to our pla�orm by the promise of a liquid asset in return for an investment, and companies will recognize that our specific model will allow them to a�ract more investors. InveStart will be accessible to investors and companies across the globe, which will not only allow companies to target a wider range of investors, thus increasing their capital, but will offer investors more choice. The InveStart pla�orm will priori�ze accessibility and ease of use, which will simplify the whole process for both small investors and new startups with a limited amount of experience in a�rac�ng capital.

In order to a�ract an addi�onal amount of exposure, InveStart will host personal projects with a human aspect that are looking for sponsorship rather than capital. In this way, we will a�ract media a�en�on, which will bring awareness of our pla�orm to a much wider audience. We are also exploring the possibility of implemen�ng a discount for returning customers.

Companies that are successfully funded on InveStart will be featured on an OTC index in Capitalista. This will eventually allow us to create a global stock market, accessible to anyone around the world. Our goal is to eliminate barriers which prevent people from engaging with the stock market by removing tradi�onal geographical and ﬁnancial barriers, enabling anyone to become a part of this global ﬁnancial community.

Capitalista: Clients will be a�racted to Capitalista simply because it will provide a high-quality service which will allow them to make money. Our excellent trading signals will minimize the poten�al for risk, which is what will a�ract clients in the first instance, but our MLM strategy (outlined above) is what will ensure that clients become loyal users of Capitalista. This MLM strategy will reward clients who are ac�ve users of the pla�orm, crea�ng trust and an affilia�on between the client and Capitalista, while also a�rac�ng more users to the pla�orm. In addi�on, paying clients in Koura rather than fiat currency will increase the use and loyalty towards the ecosystem.

NovaBank: Much like Capitalista, people will begin to use and con�nue to use our remi�ance and exchange service due to our low fees and accessibility. NovaBank will be commi�ed to keeping fees low, but will priori�ze quality, speed, and security, which will thus make it a serious challenger to the dominance of Western Union and TransferWise. By using a proprietary digital currency as a base, our service will be more secure, faster, and less expensive than our compe�tors, which will automa�cally a�ract clients who are looking to pay less for remi�ance services and digital currency exchanges, without compromising security. Addi�onally, as we will priori�ze accessibility and simplicity, clients will be more inclined to keep using our service.

Our applica�on will encourage users to communicate with each other and to easily access other businesses in the applica�on as well. As an addi�onal feature, we will create our own debit cards, which will ensure that users of the service are fully loyal and ac�ve users.

026 Koura: Our strategy for Koura is very similar to our strategy for NovaBank. Clients who use Capitalista and InveStart will automa�cally use Koura, which will create a loyal user base, which will in turn, a�ract businesses. Businesses that accept Koura will open their market to a global client Koura user base and in addi�on, by entering into a partnership with Koura, will receive free marke�ng on NovaBank’s website and applica�ons. We will develop this rela�onship with businesses further and customers who use Koura in exchange for products and services will receive some sort of reward in the form of loyalty points or discounts. d. Partners

InveStart: With InveStart, we will partner with educa�onal and governmental-based organiza�ons that promote entrepreneurship and the crea�on and development of ideas. As InveStart is primarily a pla�orm where startup companies can raise capital, by partnering with ins�tu�ons that seek to foster innova�on and entrepreneurship we can establish a mutually beneﬁcial rela�onship. Projects associated with these ins�tu�ons will have a great rate of success as they will be able to a�ract investors in a simple fashion thanks to our NAO model, while InveStart will be able to a�ract a higher caliber of projects as they will be supported by external ins�tu�ons.

We also will create alliances with companies such as freelancer.com and ﬁverr.com so that companies established on InveStart will be able to ﬁnd high-quality contractors to assist them with areas such as graphic design and copywri�ng. This will ensure that projects on InveStart are of a consistently high quality, which will help us establish a global reputa�on. We an�cipate that some of these freelancing pla�orms will then accept Koura as a form of payment.

Capitalista: The whole concept of Capitalista is based on crea�ng partnerships with our clients which will allow for the success of the MLM strategy. By engaging in a unique and mutually beneﬁcial partnership with each of our clients, we will create a real sense of loyalty and community among our users. However, on a more prac�cal level, we will also need to create strong partnerships with liquidity providers to provide liquidity for our NAC OTC index, the very founda�on on which our companies are built.

We also will partner with educa�onal ins�tu�ons focused on financial and trading educa�on. As Capitalista is aimed at small-�me and beginner investors, we are certain that it would be very a�rac�ve to educa�onal partners that teach people how to trade and use forex. In fact, we have already received offers of partnerships from certain companies focused on this area of educa�on. We also will partner with educa�onal ins�tu�ons specifically focused on AI development, which would help us to further develop our trading signals to ensure maximum accuracy.

NovaBank: NovaBank will be based on a franchise model which means that it relies en�rely on the concept of partnership. We will create alliances with businesses so they can receive our payments and reap the beneﬁts. By partnering with businesses across the world, NovaBank will become a global force which could massively disrupt the global remi�ance services market.

We also intend to create alliances with debit card providers such as Visa or Mastercard so that our clients will be able to spend their Koura with complete ease and convenience. Further down the line, there are some NAOs currently developing that may eventually become banks that will offer mul�-currency accounts. If this comes to pass, this would be a significant poten�al partner for NovaBank as it would offer clients more op�ons and greater accessibility for transfers and currency exchanges. -�me and beginner investors, we are certain that it would be very a�rac�ve to educa�onal partners that teach people how to trade and use forex.

027 5. COMPANY SUMMARY a. Vision

We believe that our group of companies has the poten�al to completely change ﬁnancial markets, remi�ance services, and the way capital is raised as we know it today. By u�lizing blockchain technology we will create a sophis�cated investment vehicle that will en�rely disrupt the market and create a new genera�on of digital assets backed by real world companies. Using this innova�ve technology, we will provide new and unique services that that will allow consumers to a�ain a higher quality of life. b. Mission Statement

To create a ﬁntech company that uses blockchain technology as the structural base to allow for the crea�on of companies that provide real-life innova�ve solu�ons in the ﬁelds of money transfer, wealth genera�on, venture capital, and crowdfunding, all while redesigning the concept of digital currency.

Corporate Strategy

_Focus on achieving sustainable organic growth through proﬁt reten�on. All revenue will be put back into __the business with the purpose of strengthening the business ac�vi�es of Konzor�a Capital for improved __patronage and high market reach. _Gain market share via eﬀec�ve u�liza�on of word-of-mouth advantage and bounty program. _To build business rela�onship with stakeholders in the digital currency market and solidify. _the values and caliber of the brand. _To operate professionally in a socially responsible and ethical manner.

Goal

_Develop mechanisms that support professionalism, customer sa�sfac�on, and wider market reach. _Con�nue to successfully manage and grow Konzor�a Capital’s brand while expanding into other ___complimentary markets in the FinTech industry. _Target double-digit returns for investors. _To be the new face of the ﬁnancial world. c. Business Objec�ves

_To ensure �mely execu�on of Konzor�a Capital’s growth plans through intended efforts to develop the ___products into a household brand in the global market. _Use three companies and a holding company to help out small-level investors to take advantage of ___tradi�onal financial systems and the digital currency market. Konzor�a Capital, Capitalista, NovaBank, ___and InveStart will give investors a compe��ve advantage to maximize profits. _While using a crowdfunding approach through NAOs, give customers peace of mind by making sure that ___only real and authen�c companies can opt for a NAO in InveStart; aim to use company background ___checks to provide in-depth analysis about the company that intends to raise capital. Through this ___in-depth due diligence process, NAO scams will not be part of our clientele base. _To implement specific measures such as feedback and review for customer sa�sfac�on.

028 _To a�ract, maintain, and expand customer base in the industry. _To engage in business alliances with a view to expose Konzor�a Capital to business opportuni�es. _To establish good working rela�onships with our present markets by mee�ng with the decision makers ___and plo�ng a mutual plan for success. _To develop a sustainable, efficient, and reliable digital currency business rela�onship with our clients. _To make this company a profitable one within the very first year post funding. _To establish ourselves as a role model in the industry. _To revolu�onize financial markets and their costs and make the services offered accessible to the masses. _To create a sustainable model for remi�ances and become a clear dominator in the market. _To accomplish mass adop�on of our digital currency and our group of companies.

Financial Objec�ves

_Increase revenue annually. _Review financial ac�vi�es quarterly. _Increase streams of revenue via diversifica�on and expansion of opera�ons. _Prepare financial statements in accordance to globally accepted accoun�ng procedures. _Ensure adequate and effec�ve internal controls are installed and maintained to ensure security of __financial assets.

Marke�ng Objec�ves

_Engage in marke�ng efforts that propels market reach. _Expand marke�ng horizon. _Offer incen�ves to efforts that drive referrals to Konzor�a Capital’s ecosystem. _Execute the marke�ng plan professionally. d. Registered Name and Corporate Structure

Konzor�a Capital is a business conscious company that specializes in oﬀering a proprietary new asset class, Koura, that bridges the gap between equi�es and ﬁat currencies and blockchain pla�orm that will be developed by the holding company Konzor�a Capital S.A.; legal en�ty formed in Costa Rica, incorpora�on # 290785781. This NAC (KOURA) will be backed by shares of Konzor�a Capital S.A. which will par�ally own Capitalista, InveStart, and NovaBank (these three companies have not been incorporated yet). e. Company Ownership

The holding company Konzor�a Capital S.A.’s equity is structured as the following:

1. The holding company has a market cap of 134,333,333.33 (one hundred thirty four million) shares, divided as following: a. 1,000,000 (one million) common shares owned by the founders of the company. b. 133,333,333.33 (one hundred thirty three million) and therefore owned by those that own Koura.

029 Konzor�a CapitaL Equity

99%

NACS Common Shares

Figure 1 KOURA's NACS DISTRIBUTION

Private Sale______10,000,000.00 Pre-NAO______10,000,000.00 NAO ______36,000,000.00 Bounty______4,000,000.00 Team______10,000,000.00 Advisory______5,000,000.00 Seed Investors___5,000,000.00 Founder Tokens__19,000,000.00 Reserve 34,333,333,33

i. Company Location

The corporate office is located in San José, Costa Rica. We also have a regional office in London which works in connec�on with the corporate office. San José, �s the capital and largest city of Costa Rica, and the capital of the province of the same name. It is located in the centre of the country, specifically in the mid-west of the Central Valley, and contained within San José Canton. Considering the dynamism, mul�culturality and posi�ve factors of San José, we decided to make it our headquarters. ii. Risk Management

The management of Konzor�a Capital understands the challenges and risks connected to doing business in the digital currency industry. It is evidenced that the ac�vi�es and processes associated with this kind of business have clear inten�on of applying systema�c risk management techniques. Personnel working with the company would need to pay a�en�on to all aspects of the day-to-day business ac�vi�es and be fully cognizant with the known risks. The largest single risk is the poten�ality in the immergence of new and direct compe�tors in the opera�ng market. It is believed that this is a crucial reason for Konzor�a Capital to con�nually improve on the quality of products and rela�onship with customers so that the company could be equipped for recogni�on even as compe��on increases within the ﬁeld.

030 To provide a star�ng point for the development of Konzor�a Capital’s risk assessment methodology, the following preliminary risk matrix outlines typical risks associated with doing business in the industry.

Risk Factors

Risk #1 – Dis�nguishing Konzor�a Capital’s brand in the digital currency industry.

Mitigation Strategy:

_Plan and execute opera�onal/marke�ng strategies professionally. _Con�nually improve on customer service and build rela�onship with core targets in the market. _Communicate products’ value to customers and form mutually beneﬁcial alliances with stakeholders in ___the industry. _Develop strong online and onsite aﬃlia�ons. _Maximize viral marke�ng ac�vi�es.

Risk #2 – Retaining a loyal customer base.

Reten�on of exis�ng customers is always easier than ﬁnding new ones.

Mitigation Strategy:

_Exceed customer’s expecta�ons and deal with issues professionally. _Reach out and create market awareness that inﬂuences increased patronage. _Review strategies based on feedbacks from current and prospec�ve customers. _Strengthen Konzor�a Capital’s brand through content marke�ng (e.g., a blog).

Risk #3 – Low barriers to entry.

Compe�tors could enter the market.

Mitigation Strategy:

_Develop a brand rela�onship that will inspire loyalty. _Hire competent and experienced professionals. _Build a community of loyal customers base. _Be thorough and professional. _Develop a structured feedback mechanism. iii. Management Summary

Extremely knowledgeable and experienced, the Konzor�a Capital management team is not only home to the best, but is also backed by a world-class advisory board. They are deep thinkers, future-forward minds who are experienced in startups and raising capital and who are quality-minded and dynamic in business leadership. It is expected that their areas of strength will help build the needed structure for the company to thrive in the industry.

031 1. CEO and Founder/ Walter Gomez

Mr. Gomez is an entrepreneur by nature with an extensive background and formal educa�on in business and finance. With over 15 years of experience in crea�ng successful and innova�ve start-ups in real estate, B2B, and various B2C companies. He is a true believer that the future of finances lies with blockchain technology and that it will come to life with Konzor�a while at the same �me redesigning the financial world, we take for granted.

2. CFO/ Muzzafar Iqbal

3. B2B Relations Manager / Donnie Gomez

Mr. Gomez has a degree in business administra�on with an emphasis in banking and finance. He graduated from the Universidad La�na de Costa Rica. Mr. Gomez has experience in the financial area, specializing in interna�onal taxes, par�cularly transfer pricing. Also, he has experience in tax prac�ce in the Central American Region and presents restructuring of mul�na�onal groups, documenta�on studies, and inspec�on processes for different Central America countries. Mr. Gomez has collaborated with companies that belong to different industries such as IT, banking and finance, consumer goods, pharmaceu�cals, goods manufacturing and service provision, among others.

4. Marketing and Client Relations Expert/ Lena Kaczmarek

5. Operations Manager/ Cecilia Vichi

032 6. Lead Editor/ Martin Tremblay

7. Business Developer/ João Loureiro

8. Investor Relations Manager/ Mike Morgan

9. Investor Relations USA/ James Lam

10. Development Manager/ Angel Silva

11. Legal Advisor/ Natasha Cadavid

033 12. Marketing Director/ Aadhya Agarwal

13. Design Director/ Anabel Miquilena

Organiza�onal Chart

Human Resources Intelectual Communications Property

Corporate Legal Corporate Strategy and Marketing

Quality & CTO Process Sistem Improvement Enginering and Research

Cymer Light Cymer Sources President Technologies & CEO EVP

Sales EVP

EVP & Strategic Supplier COO Management EVP Opera�ons EVP & CFO EVP & EVP EVP Development CPO & Engineering Finance

Applica�ons EUV Systems DUV Systems

034 6. THE MARKET a. Financial Markets

The digital currency market has grown enormously in the last few years and is expected to con�nue to grow in both value and volume. The leading digital currency is Bitcoin, but other digital currencies and assets which also use blockchain technology have recently emerged. The current es�mated market value of Bitcoin is almost $19.5 billion. The total market cap of the world is $80 trillion and is growing rapidly. The value of the world’s stock exchange has grown by 320% since 2009. U.S. exchanges dominate the global stock market. Owning an index fund on a major world index helps to mi�gate some of the risks of individual stock ownership. The best performing major index over the last 20 years has consistently been the U.S.-based index NASDAQ. However, the 2000 dotcom crash and the 2008 financial crisis severely impacted the number of Americans inves�ng in the stock market. In 2007 the number of Americans inves�ng in the stock market reached 65.5%. By contrast, in 2016 only 52% of Americans had invested. The overwhelming majority of trading is carried out though automated systems. The foreign exchange market is the most significant financial market in the world, both in terms of value and volume. It is the only market that is permanently open. More than 85% of exchanges are represented by just seven currency pairs, and the U.S. dollar is the most significant currency in the foreign exchange market. According to Google searches, more people are currently interested in trading Bitcoin than they are in trading gold or oil. GBP/USD exchanges are known as ‘the cable.’ The largest company in the forex market is IG Index which is listed on the London Stock Exchan- ge. The vast majority of spread be�ng trades are buying posi�ons. IG’s revenue increases as the stock market becomes more uncertain. i. Crowdfunding

Some of the advantages of using crowdfunding as a method of acquiring capital include that it doubles as a method of marke�ng and oﬀers an opportunity for the entrepreneur to gain feedback. One of the major drawbacks of this approach is the amount of �me it requires. The most money raised through crowdfunding is in China. Both the number of crowdfunding campaigns and the transac�on values associated with crowdfunding are predicted to increase between now and 2022. Transac�on Value is expected to show an annual growth rate of 10.4% (CAGR 2018-2022), resul�ng in the total amount of US$1,546.3m in 2022.

2,000.0 Transac�on Value in million US$ 1,546.3 1,500.0 1,420.7 1,292.3 1,165.8 1,041.3 Reading Support: 1,000.0 919.3 Total Transac�on Value in the 801.6 “Crowdfunding” segment amounts to US$ 1,041m in 2018. 500.0

in million US$ 0.0 2016 2017 2018 2019 2020 2021 2022

035 15.0 Transac�on Value 14.7% Growth in 13.3% percent 12.0% 12.0 10.8% Reading Support: 9.9% The “Crowdfunding” segment in percent expected to show a transac�on 8.8% value growth of 12.0% in 2019. 9

0 2017 2018 2019 2020 2021 2022

250 Number of Campaigns in thousand 216.2 211.3 205.1 197.4 200 188.2

Reading Support: in thousand In the “Crowdfunding” segment 177.3 the number of funding 164.9 campaigns is expected to amount to 2013.2 thousand by 150 2022. 2016 2017 2018 2019 2020 2021 2022

8000 av. Funding per Campaign 7,151 in US$ 7000 6,724

6,301

5,905 6000

in US$ 5,534 Reading Support: 5,186 The average funding per 4,860 campaign in the 5000 “Crowdfunding” segment amounts to US$5,534 in 2018. 4000 2016 2017 2018 2019 2020 2021 2022

Global Comparison - Top Countries Transac�on Value in million US$ in __China US$7,477m 2018 __United States US$1,041m

__United Kingdom US$156m

Reading Support: __Japan US$94m With a total transac�on value of __France US$93m US$ 7,477m in 2018, the highest value worldwide is reached in China. 0 2,000 4,000 6,000 8,000

036 ii. NAO Stats

According to a report released by Fabric Ventures and NACData, $5.6 billion was raised last year through NAOs. In 2017, an increasing number of businesses issued their own digital currencies as a means of raising capital. The NAO market is a�rac�ng regulatory a�en�on due to the amount of money it has generated. Fabric Ventures and NACData found 435 successful NAOs out of an a�empted 913 last year — meaning just 48% were successful.

The average amount raised was $12.7 million but the report notes, "Collec�vely, the 10 largest sales raised close to $1.4 billion and roughly 25% of the total capital raised in 2017”.

Almost a third of funding went towards blockchain infrastructure projects. The biggest NAO of last year was Filecoin, a project to build a decentralized data storage solu�on based on blockchain. The project raised $257 million in September.

The majority of people inves�ng in these NAO projects have been retail or small-�me investors but ins�tu�ons are increasingly looking at NAOs due to their eye-catching returns.

"On average, NACs have returned 12.8x the ini�al investment in dollar terms versus 7.7x for Ethereum (ETH) and 4.9x for Bitcoin (BTC) during 2017”, the report notes. That tallies with ﬁnding from Mangrove Capital Partners last year, which recorded returns of 1,320% up to October of last year. iii. NAOs

The total amount of funds raised via NAOs is approaching US$4 billion, twice the volume of Venture Capital (VC) investments in blockchain projects. NAO investors are buying NACs, which are, in most cases, a means of payment on a blockchain pla�orm. Most NAOs use the Ethereum pla�orm. The volume of NAOs draws hackers’ a�en�on. Most regulators are moving from ignoring NAOs to banning them or regula�ng them through exis�ng laws. The majority of NAOs in 2017 were in the communica�ons sector. The total amount raised though NAOs in 2018 so far is $9,783,634,561. iv. Remittance

Remi�ance flows to developing countries are larger than official development assistance and more stable than private capital flows. There does not appear to be any correla�on between remi�ance volumes and growth. In 2016, India received the highest amount of money through remi�ances, whereas the amount that the Republic of Kyrgyzstan received was highest in propor�on to its overall gross domes�c product (GDP). Remi�ance flows in 2016 decreased to developing countries by about 2.4%. Remi�ance flows are more stable than private capital flows. Remi�ances to developing countries are expected to grow by about 3.3% in 2017.

037 Trends in Migra�on and Remi�ances (april 2017)

038 v. How Is the International Money Transfer Market Evolving?

Sending money abroad has tradi�onally been an arduous and expensive task, exempliﬁed by never-ending chains of middlemen, manual paperwork, and hidden charges. Fortunately, developments in the industry over the past couple of years mean that individuals and even small-to-mid-sized companies can now enjoy faster, cheaper, and value-added foreign money transfer services. These are all beneﬁts which larger corporates, banks, and governments have tradi�onally held through their direct access to the ins�tu�onal foreign exchange market which exchanges $4.8 trillion transac�ons each day. Money Transfer Operators (MTOs) are facilitators of interna�onal payment transac�ons.

039 The IMF provides a clear deﬁni�on of what these en��es are:

“Money Transfer Operators (MTOs) are ﬁnancial companies (but usually not banks) engaged in cross-border transfer of funds using either their internal system or access to another cross-border banking network.”

The complexi�es of diﬀerent currencies and banking systems means that sending money from one country to another is completely diﬀerent from a domes�c transfer. A visualiza�on of the role an MTO plays in interna�onal transfer is shown below:

Figura 1: Role of MTOs Within the Chain of Interna�onal Payments (Source: Exchange Rate IQ)

Sender Money Transfer Operator

Country A Country A Country B 5. Pay Funds to 1. Provide Funds Receiver Receiver Informa�on

Country B

2. Ini�ate Transac�on 4. Receive Funds

Country A Country B

Receiver

3. Transfer Funds

Sender’s Bank Correspondent Bank

vi. Remittances: Fees are Falling and MTOs Dominate

Remi�ances are interna�onal money transfers. In 2016, more than $530 billion remi�ances were sent. The average cost of a remi�ance in 2017 was 7.1% of the total amount. Costs of remi�ances have been falling as a result of healthier compe��on and due to pressure from the G20 and the UN who are targe�ng an average cost to consumer of 5% and 3% respec�vely. These bodies pay par�cular a�en�on and eﬀort to the remi�ance services market due to its popularity with low-wage workers and the role remi�ances play in economic development in emerging markets. Banks are facing the highest pressure from this drive to reduce fees as they are the most expensive remi�ance providers with an average cost of 11.0% (World Bank Q3 2017), compared to MTOs at 6.1%.

Looking at the corridors of remi�ance, Charts 2 and 3 below show the most popular routes for money to ﬂow. The underlying pa�ern shows that money is generally sent from economically developed countries to developing ones, corroborated by the fact that the U.S. and India send and receive, respec�vely, the most money. Incidentally, China ranks high for both sending and receiving money, with both direc�onal volumes growing fast rela�ve to peers. All countries in these rankings are showing strong growth, which indicates that the $530 billion-sized remi�ance market has not yet plateaued into a mature phase.

040 Money is generally sent from economically developed countries to developing ones. The vast majority of remi�ances are sent through MTOs. Western Union is the largest MTO with more than double the market share of its nearest compe�tor, UAE Exchange. vii. The Pressure to Lower Fees is Aﬀecting MTOs

The heavy pressure from interna�onal organiza�ons (G20, UN, etc.) to lower the costs of remi�ances for users is placing its main players under increased scru�ny on their prices. Considering that banks charge the highest prices, one would expect them to be feeling the most pressure from this movement, but banks are diversiﬁed organiza�ons with many other sources of revenue. Interna�onal payments are not a core service for a bank, compared to an MTO, which is their en�re raison d’être.

Revenue for interna�onal money transfer companies is divided into two parts: a transac�on fee and the foreign exchange (“FX”) spread charged to the consumer. Western Union, for example, had a split of 70% and 27% between fee and FX revenue respec�vely in its 2016 results.

New players entering the market are increasing the levels of compe��on, using fees as a tangible differen�ator to posi�on against incumbents. Building their business models on pure digital pla�orms also provides them with lower fixed costs and their modern, cleaner technological opera�onal pla�orms offer consumers faster turnaround �mes.

As the industry moves towards one with the characteris�cs of a commodity market, players are having to find new ways to differen�ate themselves from the compe��on. This can be through services like prepaid debit cards or payroll services for business, all of which offer the consumer more choice and u�lity.

041 A comparison of what the major players oﬀer is shown below:

b. Target Market

Overall, American men in the 25-34 age bracket tend to invest the most, and they tend to use a desktop computer. When it comes to digital currencies, Millennials have a strongly posi�ve view when compared to older genera�ons. Digital currency holders are overwhelmingly male, aged 25-34 with an income of between $50,000 and $100,000 per year. This indicates a strong correla�on between an interest in trading and an interest in digital currencies. i. Retail Investor Demographics

_Slightly more men than women have taxable investment accounts. _Married couples are much more likely to have taxable investment accounts than single people. _Married couples without dependents are 10% more likely to have taxable investment accounts than married couples with dependents. _Millennials are the least likely genera�on to have taxable investment accounts. _A yearly income over $50k, a college degree, and a high level of ﬁnancial literacy make people more likely to invest. ii. Forex Technology Stats

_The most commonly used forex trading pla�orm is MT4. _Traders prefer Android over iOS but the overwhelming majority use Windows desktop. _The vast majority of traders uses robots. _The majority of forex exchanges take place in the U.K. iii. Forex Trader Stats

_Retail forex trading involves a high degree of risk. A recent research study undertaken by Ph.D. researcher John Forman, reveals that 99.6% of retail forex traders are unable to achieve more than four back-to-back proﬁtable quarters. _Although the number of female traders has risen signiﬁcantly in the last year, men s�ll make up the vast majority of traders. _The majority of traders in the forex market are in the 25-34 age bracket.

042 iv. Global Crowdfunding Market – Segmentation

_The global crowdfunding market is expected to grow at a CAGR of around 17% during the forecast period of 2017-2021. _The U.S. is the largest and most developed crowdfunding market, which influences the crowdfunding market of the whole Americas region. _Crowdfunding is growing enormously in APAC due to increased social media use and the limited availability of tradi�onal financing op�ons. _Small and medium businesses in this region have always sought alterna�ve sources of financing making crowdfunding very popular in this region as a result. v. Remittance

Below is some data regarding remi�ances provided by the World Bank, as well as some comparisons with private capital ﬂows (Figure 1.1), es�mates by regions and countries (Table 1.1), and top receiving countries for 2016 and the GDP that these remi�ances represent (Figure 1.2).

043 iv. Global Crowdfunding Market – Segmentation

vi. Digital Exchange

Most traders are registered to more than one exchange. Registra�on requirements, fees, and account approval period inﬂuence the popularity of an exchange. Digital exchanges take place predominantly in the U.S. and Europe. The Netherlands and Belgium have a very high number of digital currency exchange users in propor�on to their popula�ons. The majority of those who perform digital currency exchanges have some level of college educa�on.

Looking at the popularity of each exchange in diﬀerent countries provides some useful insight into the exchange market. The informa�on presented below is based on both public and private informa�on derived from proprietary tools used to es�mate the analy�cs of each website. There was a minimal lack of real ac�ve data from countries like China, Russia, Turkey, Korea, and Japan (yahoo). Users that connect to exchanges through a VPN connec�on could have an eﬀect on the accuracy of this data.

044 iv. Global Crowdfunding Market – Segmentation c. Compe�tors i. Crowdfunding

The three most popular crowdfunding pla�orms are Kickstarter, Indiegogo, and CircleUp.

Kickstarter is the most well-known name in crowdfunding and arguably the most ac�ve pla�orm, raising over $2 billion since its launch in 2009. On a typical day, the Kickstarter community pledges over $1.5 million.

Kickstarter backs crea�ve projects only (ﬁlm, games, music, and technology, for example). The pla�orm does not accept charity or humanitarian projects or other personal use projects that other pla�orms allow. It's also an all-or-nothing deal. If a project doesn't reach its goal, no money will be collected, so there's a bit of a risk involved. Kickstarter also keeps 5% of every successful project.

Indiegogo was the first major crowdfunding pla�orm, and it has raised over $1 billion since its incep�on in 2007. In 2015, the last year for which comprehensive sta�s�cs are available, the pla�orm funded over 175,000 campaigns with contribu�ons from 2.5 million people across 226 countries. Indiegogo has no prohibi�ons against cause-related and humanitarian projects, and it also offers a "flexible funding" op�on that allows you to collect all your dona�ons even if you don't reach your goal. The company keeps 5% of all money raised, whether you hit your goal or not. There's also an addi�onal fee of 3% plus $0.30 per transac�on on any contribu�ons made by credit card. There's also an equity investment op�on offered in partnership with MicroVentures.

CircleUp, located in San Francisco, is an equity-based crowdfunding company designed to help emerging brands raise capital and grow their business. Since its launch in 2011, CircleUp has helped 211 entrepreneurs raise $305 million. CircleUp has a good reputa�on for elaborate due diligence on the companies it accepts, and most of the investors have deep experience in retail and consumer brands and are willing to provide strategic guidance and support during the process. They have a credit division where they will provide loans to businesses with an annual interest rate of 14% to 25%, and a Loan to Value (LTV) of 60% to 80%. They also have a commission-based crowdfunding program where they charge 5% of monies raised.

045 ii. Remittance Competitors

Although Western Union is the most well-established Money Transfer Operator (MTO) on the market, its growth has stagnated in the last few years. As can be seen in Chart 5 below, its revenue growth has stagnated and its composi�on blend has been changing. In the face of higher fee compe��on, its rela�ve share of revenue coming from fees has been decreasing, dropping to 70% in 2016 from 72% in 2014. Conversely, FX revenues have increased during the same �me to 27% from 25%. However, Western Union is s�ll the largest MTO by transfer volume, with $80 billion exchanged in 2016. A cause for concern, though, is the eﬀect a con�nual stagna�on of revenue growth will have on the business’ ability to service its vast network and retain relevance.

TransferWise, which operates on razor-thin margins and uses a peer-to-peer model has demonstrated significant growth in recent years. The business famously does not earn any FX spread on its transac�ons and only charges clients a fee, which is at compe��ve prices versus its peers. It claims to use a peer-to-peer model of matching customers’ transac�ons off against each other, which negates its needs to transfer currencies manually (and expensively) via transac�ons with third par�es in the interbank market. TransferWise focuses solely on fees for transfers, which at 0.5% for EUR to USD are very a�rac�ve to consumers. TransferWise is offering this in a viable way by building out its business in a purely electronic, virtual manner. It has no branch infrastructure and only offers electronic transfer op�ons, so customers cannot pick up cash in agent bureaus.

Xoom, which was bought by PayPal in 2015, operates on a much smaller market than Western Union and TransferWise, but s�ll provides an excellent model for a successful exit from the remi�ance market. As Xoom is now a part of PayPal, a giant of the payments industry, both businesses can now upsell their customers complimentary services.

The three most important factors that determine the success of an MTO are brand strength, op�ons for sending and receiving money, and quality of technology. The valua�on poten�al of money transfer companies depends on how many of these advantages they hold. For example, Xoom was an a�rac�ve business for PayPal due to being second most popular, while it’s likely that TransferWise will con�nue to rise in value, due to its strength across all of the points.

046 business for PayPal due to being second most popular, while it’s likely that TransferWise will con�nue to rise in value, due to its strength across all of the points. a. Stock/Forex Brokers/Money Managers

Fidelity: FMR LLC (FMR LLC), known as Fidelity Investments, is one of the largest mutual fund and ﬁnancial services groups in the world. It was founded in 1946 and serves North American investors. Fidelity Ventures is its venture capital arm. Fidelity Interna�onal Limited (FIL) was an interna�onal aﬃliate founded in 1969 and serves most countries in the rest of the world. In September 2010, FIL was rebranded as 'Fidelity Investment Managers'.

Fidelity Investments manages a large family of mutual funds and provides fund distribu�on and investment advice services, as well as discount brokerage services, re�rement services, wealth management, securi�es execu�on and clearance, life insurance, and a number of other services.

Charles Schwab: Oﬀers ﬁnancial services and as of December 31, 2009, the company had 7.7 million ac�ve brokerage accounts, 1.5 million corporate re�rement plan par�cipants, and 722,000 banking accounts.

Subsidiaries

The company's subsidiaries include Charles Schwab & Co., Inc. (Schwab), which is a securi�es broker-dealer with 304 domes�c branch oﬃces in 45 states, as well as a branch in each of the Commonwealth of Puerto Rico and London, U.K., and serves clients in Hong Kong through one of CSC’s subsidiaries, Charles Schwab Bank (Schwab Bank), which is a federal savings bank located in Reno, Nevada, and Charles Schwab Investment Management, Inc. (CSIM), which is the investment advisor for Schwab’s proprietary mutual funds.

Products and Services

Brokerage: The company offers various asset management accounts, including some with check-wri�ng features, debit card, and bill pay; individual re�rement accounts; re�rement plans for small-to-large businesses; 529 college savings accounts; separately managed accounts; designated brokerage accounts; equity incen�ve plan accounts; and margin loans, as well as access to fixed income securi�es and equity and debt offerings.

Banking: The company offers first mortgages, home equity lines of credit, pledged-asset loans, cer�ficates of deposit, demand deposit accounts, high-yield investor checking accounts linked to brokerage accounts, and credit cards.

Trust: The company provides trust custody services, personal trust repor�ng services, and administra�ve trustee services.

Mutual funds: The company oﬀers third-party mutual funds through the Mutual Fund Marketplace, including no-load mutual funds through the Mutual Fund OneSource service, proprietary mutual funds from two fund families, Schwab Funds and Laudus Funds, and mutual fund trading and clearing services to broker-dealers.

047 E-trade: E*TRADE Financial Corpora�on, a ﬁnancial services company, provides online brokerage and related products and services primarily to individual retail investors, under the brand E*TRADE Financial. The company also provides investor-focused banking products, primarily sweep deposits and savings products, to retail investors.

The company provides services to customers in the U.S. through its website at www.etrade.com. In addi�on to its website, it also provides services through its network of customer service representa�ves, rela�onship managers, and investment advisors. The company also provides these services over the phone or in person through its 28 E*TRADE branches.

Subsidiaries

The company's primary subsidiaries include E*TRADE Bank, a savings bank that provides investor-focused banking products to retail customers na�onwide and deposit accounts insured by the Federal Deposit Insurance Corpora�on (FDIC); E*TRADE Capital Markets, LLC, a registered broker-dealer and market-maker; E*TRADE Clearing LLC, which is the clearing ﬁrm for its brokerage subsidiaries; and E*TRADE Securi�es LLC, which is a registered broker-dealer.

Robinhood Financials is a stock brokerage applica�on that democra�zes access to the ﬁnancial markets. The pla�orm enables its customers to buy and sell U.S. stocks, ETFs, op�ons, and cryptocurrencies with zero commission. The trading pla�orm also aims to make people comfortable storing money and trading stocks using its applica�on.

Founded in 2013, Robinhood Financials is an SEC registered broker-dealer and member of FINRA and SIPC.

Compe��ve Analysis

Compe�tor Analysis Competitor Pros Cons 1. Stronger brand than compe�tors due 1. Service based on combining two Kickstarter to high-profile successes; publicizes and exis�ng forms of technology; lacks the creates trust in the projects. protec�on of a unique or patented technology. 2. Larger number of users and social media followers than compe�tors. 2. Compe�tors are less restric�ve about the projects they allow; users can post 3. Creators fund the incen�ves for for-profit and personal funding appeals pledgers. on these sites; compe�tors have fewer restric�ons on age and loca�on of users. 4. Projects go through a filtering process, with Kickstarter staff contac�ng creators 3. Kickstarter’s support resources and if the goal or project is inappropriate and the data analy�cs to creators (such as if rewards are not value for money; this visitor data) are not as extensive as protects the reputa�on of the site. compe�tors.

5. Creators follow a well-established 4. Projects receive dona�ons only. template (a video pitch, updates, etc.), guiding them to present their proposal in a more marketable format.

048 1. Allows mul�ple ways to raise funds: 1. Equity Crowdfunding projects must Indiegogo/ Crowdfunding, an extended version of it register in the U.S. and can only raise up called InDemand; Marketplace which to $1,000,000 with a Title III. MicroVentures/ allows crowdfunding successful GoFundMe campaigns to sell their products, and 2. There are upfront costs for a ﬁnancial Crowdfunding Equity. review, legal review, ﬁling of Form C with the SEC, and opening up escrow. These 2. Featuring dona�ons through GoFund are all done by third par�es. It depends me. on your par�cular company, but on average these costs have been about 3. Chinese companies have the ~$5K-$6K total; for the raise itself, there opportunity to sell their products to is a 7% commission fee and 2% equity western countries. fee, both based on how much it’s raised.

4. Analy�cs and metrics. 3. Difficulty ge�ng exposure: Projects have difficulty when it comes to receiving 5. Accepts Apple Pay. the necessary exposure; must drive traffic in. 6. Fulfilment support.

1. Presence in over 200 countries and 1. High dependence on technology Western around 150 years of experience. means huge investments. Union 2. Offers unique products more 2. Profit margin decline has been a specifically across a single domain. concern.

3. P/E ra�o of WU is higher compared to 3. Global downturn aﬀects its workings. the industry average (i.e., stock overvalued). 4. Uncertainty about the economic outlook and changes in government 4. The company has over 7000 people regula�ons. worldwide. 5. Introduc�on of subs�tute products. 5. One of the global leaders in wire transfers and money orders.

6. Strong adver�sing and marke�ng has made the brand high on recall.

7. The brand has ac�vely sponsored events and a sports team; also supported the military.

PayPal 1. Global Presence: PayPal has a 1. High Exposure to frauds: An electronic presence in over 202 countries which payments system requires a very strong makes it the largest player in the technical support and protec�on system electronics/mobile payment industry; it considering the risks of frauds; there has expanded itself quickly in the have been various phishing and hoax emerging market and is se�ng its a�acks on such instances which takes footprint all over the world. away consumers’ conﬁdence over the system. 2. Large Customer Base: It has one of the largest user bases in the industry with 2. High Processing Fees: PayPal has high over 192 million user accounts ac�ve in processing fees over transac�ons, 2016 and with registered merchant interna�onal cards, chargebacks, and accounts of 15 million users; it is card authoriza�on; this can diverge operated in 25 diﬀerent currencies; this expected users and thus it is a weakness. makes PayPal a widely accepted and trusted brand.

049 3. Oﬀers mul�ple services: PayPal has a 3. Controversies Regarding Payment wide services base which includes: Transac�ons: PayPal has been accused of PayPal Here, PayFlow Payment gateway, withholding funds, freezing, and online invoicing, virtual terminal, digital termina�ng PayPal accounts; this aﬀects goods selling op�ons, Bill Me Later; this the brand image of PayPal. engages a varied variety of consumers and merchants. 4. Lack of Partnerships with Interna�onalBbanks: In many countries 4. Ease of Use: PayPal is easy to use for PayPal funds cannot be transferred to a the customers as well as the merchants; local bank account. a merchant can easily set up PayPal whereas in Strive, a compe�tor of PayPal, 5. Very Low Limits: Especially for new a developer would be required to set up. businesses, the limits cripple the ability of new businesses to operate. 5. Total Number of Ac�ve PayPal Users: Over 192 million users.

Fidelity 1. U.S.’s largest provider of commercial 1. Government interven�ons and and residen�al mortgage. regula�ons aﬀects opera�ons.

2. Diversiﬁed products, including �tle 2. Vulnerability to recessions and other insurance, mortgage services, and other crisis is a concern. diversiﬁed services. 3. Credit market crisis and unfavorable 3. Fidelity’s informa�on services is the government policies. world’s largest global provider dedicated to banking and payment technologies. 4. Decrease in consumer spending.

4. Global presence for a long �me has 5. Fluctua�ons in the economy. given it the advantage over other companies.

5. Strong brand awareness and dependable image.

6. Close to 20,000 employees are a part of the organiza�on.

7. FNF also owns a part in Ceridian Corpora�on, a global human capital management company.

1. Diversified business and broad product 1. Inefficient expense management Charles por�olio controls vola�lity in business impacts margins. Schwab cycle. 2. Exit from certain interna�onal 2. Strong asset/liability management opera�ons due to slow progress. prac�ces gives compe��ve advantage. 3. Lack of presence in emerging markets 3. Pioneering leadership in discount increases domes�c dependence risk. brokerage and focus on client sa�sfac�on levels helps in business growth. 4. S�ff price compe��on in its equity brokerage business likely to impact 4. Nearly 12,000 employees form a part margins. of the workforce. 5. Retail brokerage industry suscep�ble 5. The company is one largest discount to high risk from li�ga�on and regulatory brokers of the world. fines and ac�ons.

050 7. COMPETITIVE ADVANTAGE

Konzor�a Capital is preparing to take market control in a market that has some reputable players but has limited leadership. Konzor�a Capital will work to get the service available through most online channels, so that customers will see both convenience in purchasing the product and convenience over having to search numerous different digital currency brands. This will serve as a marke�ng strategy to widen Konzor�a Capital market share, get more sales from current clients, get back a number of clients lost, and get new clients. The current alterna�ves in the industry are limited in both value and convenience and require significant research or informa�on prior to the service offering. By focusing first on introducing a one-stop shop accurate service, Konzor�a Capital will quickly establish the compe��ve advantage and will ac�vely market the service line directly to customers. The company will op�mize the service quality, sales service, and opera�ons, and thus offer prospec�ve businesses and clients a great service from a company that is worthy of trust.

There are many factors that have a direct influence on whether a NAO can be successful or not. In order to define what are the causal factors that will determine the result of a NAO, we have studied many different NAOs, both successful and unsuccessful ones, and have enhanced each and all of the key features present in all successful NAOs with addi�onal ingredients taken from successful case studies of startup companies from Silicon Valley.

Some of the key factors that will turn Konzor�a Capital into a successful project are the following:

• Team Members: Our team represents business ethics; values such integrity, hard work, and transparency are key to make our projects successful. We have the necessary knowledge, as well as the ability to learn and evolve, and the willingness to do whatever it takes to turn Konzor�a Capital and the projects behind it into winners. We will also have a world-class advisory board that will give Konzor�a Capital the credibility necessary for a successful Pre-NAO and NAO.

• Ability to Receive Investments under Unique Circumstances: Cash in a few diﬀerent countries, as well as transfers and deposits in Venezuela, U.S., and Panama during and a�er the Pre-NAO and NAO is a unique advantage hard to ﬁnd in any other PRE-NAO or NAO.

• Perfect Timing: We have momentum and trac�on, and the advantage of doing our round of ﬁnancing during what can be the best �me to run a Pre-NAO and NAO due to the lack of regula�on and the boom that the market is currently experiencing. a. Diﬀeren�a�on

We have created a diﬀeren�ated product by closely studying our compe��on, which in this case is a diﬀeren�ated group of companies.

• The Opportunity: We have designed a very complex and unique product capable of sa�sfying both the ﬁrst-�me and as well as the most demanding sophis�cated investors. We are crea�ng a very ﬂexible pla�orm developed with a widely used programming language. We are evalua�ng whether to incorporate the use of Atomic SWAP in our pla�orm.

• Our Strategy: We are looking at MLM, combined with capital markets, crowdfunding, and digital assets, and what makes it a market of over $1 trillion. By crea�ng a community that will adopt Konzor�a Capital’s new asset class, Koura and u�lize it in these markets, we are ensuring its con�nuous growth in value as it is adopted worldwide.

051 • The Technology: We are incorpora�ng the use of blockchain to provide real-life solu�ons. And to oﬀer a complete , fully integrated ﬁnancial ecosystem for startups, traders and common people in need of a fully global and all-inclusive banking service.

• Synergy and Integra�on: We have created a group of companies with real uses for a global community. These companies not only integrate but are also necessary par�cipants of the ecosystem that we are crea�ng.

• InveStart: Will create an innova�ve way for companies to raise capital while giving investors not only the possibility to access ground ﬂoor opportuni�es that were only available to accredited investors before, but also to have access to a very liquid investment.

__By providing companies with a built-in marke�ng tool to bring investors and traﬃc through the crea�on ___of their own individual bounty program, we are giving InveStart a compe��ve advantage and ___diﬀeren�a�ng factor over their compe�tors.

__InveStart will allow companies that are not blockchain based to create a NAC backed by shares of their ___company and raise the required capital. It is diﬀerent from a regular NAO incubator and diﬀerent from ___a crowdfunding pla�orm.

__Typical limita�ons will be eliminated.

• Capitalista will eliminate boundaries by allowing clients from anywhere in the world to have access to investments from all over the planet.

__Capitalista will feature what will become similar to a global stock market by lis�ng companies that have ___a successful NAO into an OTC style index.

__By providing clients with professional managed accounts and trading signals, we are allowing both small ___and large investors to actually proﬁt from ﬁnancial markets.

__Capitalista will not only become the ﬁrst brokerage that allows clients to own a franchise that features all ___its services but will also become the ﬁrst network marke�ng company that uses blockchain technology ___and pays its users with Konzor�a Capital new asset class, Koura.

__Capitalista will allow its clients to trade almost any listed asset for what will be a close to zero cost.

__The company will bring all deriva�ves related to NAC and common shares for its clients to trade.

• NovaBank will be an enhanced combina�on of a few successful exis�ng business models.

__Scalability is one of the core values of our group of companies, and NovaBank is not the excep�on to the ___rule; by crea�ng a mul�purpose app and a franchising model, the company is des�ned to become a ___dominant player in the market of remi�ance services and exchange of digital assets and ﬁat money.

__The company will become a true partner for business around the globe, not only by processing ___payments to its aﬃliated business but also by providing free adver�sing in its applica�ons. Users will be ___able to ﬁnd business that accept Kouras in their area as well as those that will work as local exchanges ___to either buy or sell their Koura.

__Integra�on is also an important part of the founda�on of our companies, and NovaBank takes it very ___seriously. We integrate a messaging applica�on (similar to WhatsApp), a directory of local businesses ___shown on a map that accept Koura as form of payment and those that work as local exchanges to carry ___on transac�ons, and a digital wallet, all in the same place in a simple user-friendly cross-pla�orm ___applica�on. Sending and receiving Koura will be as simple as sending a selﬁe.

Employees Salaries Employees SalariesEmployees SalariesEmployees Salaries Employees Salaries

$ Total 052 Job Title No of Employees Monthly Salary No of Months Amount

CEO 1 $ 10 000,00 12,00 120 000 Marketing Manager 1 $ 5 000,00 12,00 60 000 Technology Manager 1 $ 5 000,00 12,00 60 000 IT Developer 1 $ 6 000,00 12,00 72 000 Finance and Admin Manager 1 $ 5 000,00 12,00 60 000 Technology Executive 2 $ 4 000,00 12,00 96 000 NAO Development Executive 2 $ 4 000,00 12,00 96 000 Customer Care Oﬃcer 10 $ 800,00 12,00 96 000 Admin and Finance Executive 2 $ 3 500,00 12,00 84 000 Procurement Oﬃcer 1 $ 4 000,00 12,00 48 000 Assistants/Secretaries 2 $ 1 100,00 12,00 26 400 Total Salary 24 - - 818 400 Year 1 818 400 Year 2 859 320 Year 3 902 286 Year 4 947 400 Year 5 994 770 b. SWOT Analysis

We believe risks are part of any business, especially a new one. Koura like any other business set up is not without risks. We welcome these and are prepared to manage them adequately.

Konzor�a Capital forecasts its strength as the ability to respond quickly and posi�vely to market demands. In addi�on to this, through a visible and dynamic marke�ng eﬀort accompanied by an eﬀec�ve management system, Koura intends to become a force to reckon within the digital currency market.

The management team’s knowhow and extensive experience in the industry will help the company penetrate the market expansively and accurately. The SWOT analysis presented below is designed to shed further light on the compe��ve environment surrounding Konzor�a Capital.

Strengths: Weaknesses:

_Diversiﬁed client base: This will reduce _Increase in compe�tors.

__dependency on one par�cular market. _Poten�al tes�monies of dissa�sfac�on from

_Quality driven and value packaged. __customers.

_Combina�on of skills in employees: The _Insuﬃcient ﬁnancial capability to translate __company would con�nually engage __plans into market reality.

__well-qualiﬁed and experienced staﬀ for the _Lack of reputa�on in the market.

__execu�on of its business ac�vi�es. _Lack of clear strategic allies.

_Online engagement with customers. _Ineﬀec�ve market awareness may weaken the

_Crea�ng a one-stop shop innova�ve product to __brand in the industry.

__disrupt the three tradi�onal markets. _Opera�ng under a weak brand base.

_Introducing a new asset class backed by three __companies which makes it real world backed.

_Market’s size is large enough to permit a new __company to target a share of the market.

_Innova�on, integra�on, and scalability as the __base of the business models.

Opportuni�es: Threats:

_Par�cipa�on in a high-demand and growing _A catastrophic event that may have signiﬁcant __market. __eﬀect on the business.

_Opportunity for a large increase in client base. _Lack of immunity to economic downturns.

_Current trends in the digital currency market _The threat of new entrants is real. Although __present business opportuni�es which may be __entry costs remain high, recent entries have __fully u�lized. __taken a strong foothold in the market.

_Opportunity for partnerships and business _Unfavorable government regula�ons. __expansion. _Lack of suﬃcient capital may pose a threat to

_To become a partner with governmental __business success. __ins�tu�ons that support entrepreneurs.

053 8. EXECUTION PLAN

Road Map

• Year 1 Q1: Concept Development • Year 1 Q2: Incorpora�on of Konzor�a Capital • Year 1 Q3: ERC-20 NAC KOURA Crea�on • Year 1 Q4: Private Sale of Kouras Begins • Year 1 Q4: Development of Beta Version of NovaBank • Year 2 Q1: Development of Konzor�a´s Pla�orm Based on Ethereum • Year 2 Q1: Incorpora�on of Capitalista, InveStart, and NovaBank • Year 2 Q2: Licensing of InveStart • Year 2 Q2: Ini�al Pre-NAO Oﬀering • Year 2 Q2: Development of Beta Version of InveStart and Capitalista • Year 2 Q2: Licensing of NovaBank • Year 2 Q3: Ini�al Licensing Requirements for Capitalista • Year 2 Q2: Starts development of Koura´s Proprietary blockchain • Year 2 Q3: NAO • Year 2 Q4: Launch of NovaBank and InveStart • Year 2 Q4: Begin development of Koura's Proprietary Blockchain Pla�orm • Year 2 Q4: Addi�onal licensing requirements for Capitalista • Year 3 Q1: Launch of Capitalista • Year 3 Q2: Expansion and Growth of the Three Companies • Year 3 Q3: Beta Version of Koura's Pla�orm Released • Year 3 Q4: Tes�ng of Koura's Beta Blockchain • Year 4 Q1: Implementa�on of Koura's Beta Pla�orm • Year 4 Q2: Final Version of Koura's Pla�orm Released • Year 4 Q3: Migra�on from Ethereum's Pla�orm to Koura's Blockchain • Year 4 Q4: Adop�on of the Pla�orm and Full Implementa�on of the Three Companies

Key Ac�vi�es

In order to achieve the company’s short-term and long-term goals, there are some crucial steps that must be taken.

• Technical

_Koura: An Ethereum-based NAC will be created in the ﬁrst stage of development This, alongside the __crea�on of the pla�orm based on smart contracts, will provide the blockchain technological pla�orm __necessary for InveStart, Capitalista, and NovaBank to operate.

_InveStart will create its crowdfunding pla�orm based on blockchain technology provided by Konzor�a __Capital’s pla�orm.

_NovaBank will operate its decentralized remi�ance service pla�orm by using Koura's blockchain __technology.

_Capitalista will develop its proprietary trading pla�orm and MLM powered by Koura.

_Proprietary Platform: The development of a proprietary pla�orm and new asset class is impera�ve in __order to become autonomous and therefore not be dependent on any third par�es.

_Capitalista will develop its ar�ﬁcial intelligence-based expert trading system.

054 • Legal

_License to do a Public Oﬀering will be handled by Sugeval (Securi�es General Super Intendance from its __abbrevia�on in Spanish), the regulatory governmental ins�tu�on that oversees all ac�vi�es related to __securi�es.

_Incorporate and Obtain a License for InveStart: There is already a pre-approval from Sugeval to create a __crowdfunding pla�orm using digital currency backed by shares of the underlying company. A license will __be pursued and approval granted once requirements are met.

_Incorporate and Obtain Licenses for NovaBank: The company will incorporate in a jurisdic�on where __digital exchanges are recognized while allowing the remi�ance service to have a solid legal founda�on to __execute its opera�ons.

_Incorporate and Obtain Licenses for Capitalista: The company will be registered in Europe, U.S., and Asia __to be compliant.

• Marketing

_Bounty Program: The crea�on of a bounty program will allow the company to create exposure for both __branding purposes as well as bringing in poten�al investors.

_Multi-Level Marketing: Konzor�a Capital must create its network marke�ng program star�ng at a private __sale stage.

_Press Releases: A great rela�onship with the press and ongoing publica�ons are vital for the company.

_Online Advertising Campaigns: A very aggressive campaign will take place when appropriate licensing for __a public oﬀering of a security NAC is in place.

• Human Resources

_Development Team: An experienced and commi�ed development team will be recruited.

_Consultants: Consultants and advisors, leaders in their respec�ve ﬁelds, will be brought in.

• Financial

_Private Sale: Execute a successful private sale and obtain required funding to execute the required tasks __to have a successful Pre-NAO.

_Pre-NAO: Create a successful Pre-NAO, raise the required capital, and prepare for the NAO.

_NAO: Raise required funding in a very short amount of �me.

• Operations

_Distribution Channels: Develop and grow the appropriate distribu�on channels for the group of __companies.

Go-To Market Strategy

Marketing

Konzor�a Capital will concentrate on both short- and long-term marke�ng strategies. Short-term marke�ng strategy will boost brand development and market awareness in the industry, while the long-term plan

055 caters to measures to be put in place for business growth, expansion opportuni�es, and diversifica�on of revenue streams. However, brand marke�ng will be the most difficult part of the marke�ng strategy needed to promote the brands of Konzor�a Capital in the marketplace. This is due to the complexity of the ac�vi�es connected to building brand affinity with stakeholders in the industry. It is impera�ve and important to communicate the brand without falling into the stereotypes of failed marke�ng experiments. Therefore, the management board may need to enlist the services of a PR firm to help promote the quality of the product professionally. The company may also need to develop a marke�ng program that creates a branded image edge over compe�tors.

Search Engine Optimization (SEO)/Search Engine Marketing (SEM)

Internet searches are by far the most common ac�vity on the internet, and therefore it is crucial to appear among top results when customers search for keywords related to digital currency. The company has implemented an aggressive search engine op�miza�on strategy, whereby it will op�mize contents using keywords that are peculiar to its business ac�vi�es. By op�mizing the website’s content, the company will organically aggregate higher on Google, Bing, and Yahoo search engines. The use of Konzor�a Capital’s blog and diﬀerent social media pla�orms like Reddit and Medium are advantageous to our SEO goals.

Social Media

A solid online presence represents an inexpensive promo�onal and informa�onal strategy. Konzor�a Capital is already ac�vely present on social media, such as Twi�er, YouTube, Facebook, Instagram, etc. The social media will be used as a key tool towards promo�ng the brand while u�lizing the widespread prospects in social media to spread informa�on about the business ac�vi�es of the company. It is expected that engaging the social media would enhance the company’s brand exponen�ally through its easy-to-use interface and referral mechanism. However, the goal of social marke�ng is not to make sales but to gain followers. The more followers Konzor�a Capital has, the more people see the company’s ads when promo�ons are run on its social media pages.

Bounty Program: To maximize the company’s exposure, a bounty program has been already ini�ated. Users that share content in diﬀerent social media pla�orms get rewarded with Koura NACs.

Pay Per Click: The company shall use Pay per Click (PPC) strategies to gain followers and likes and contract with a full-�me social media company that can handle day-to-day adver�sing/awareness on pla�orms such as Facebook, Snapchat, Instagram, Pinterest, and Google Ad Words in order to gain media exposure.

Network Marketing/Referral Program: The company is very aggressively implemen�ng its network marke�ng/referral program that will allow its par�cipants to become brokers authorized to sell Koura’s NACs. To accomplish this task they will be provided with a unique URL using the following format: h�ps://broker.konzor�a.capital/USERNAME and an email address as following: USERNAME@broker. konzor�a.capital. Their personalized URL will feature their contact informa�on, the same way their email address will feature a personalized html signature. The network marketers will have access through their back oﬃce by logging into their control panel where they will be able to track their downline, sales, payouts, and other administra�ve tasks. Part of the commissions will be paid in Koura and the remaining in ﬁat currency. Par�cipants of the referral program will be granted a free membership into the PARTNER program featured in Capitalista once this becomes ac�ve.

056 Telemarketing Eﬀorts: Telemarke�ng is an important alterna�on in the marke�ng communica�ons mix that provides two-way prsonal communica�on between Konzor�a Capital and poten�al customers. It is a system that combines telecommunica�on technology (voice, data, and network) with an eﬀec�ve management system for a planned and controlled marke�ng outcome. Within the framework of the company’s marke�ng goals, telemarke�ng will become a focal point for ini�al contact to prospects, discussion with current customers, lead response to direct mail, and addi�onal uses.

The telemarke�ng effort will remain in effect for the en�re marke�ng period for it has proven to be one of the most cost-effec�ve means of reaching prospects. Each prospect will be classified as to the level of interest demonstrated. Konzor�a Capital is already outsourcing its telemarke�ng sales through a company called TD Hunter S.A.

Press Releases: Press is very important when it comes to building credibility for your company at no cost. The company intends to create and keep strong rela�onships with the press. This will not only give us a lot of exposure but at the same �me will keep the company’s investors informed.

Financial Plan

Konzor�a Capital’s ﬁnancial plan has been tailor-made taking in considera�on the marke�ng strategy that is being implemented as well as our short-term and long-term goals.

Capital is being raised through three diﬀerent rounds of ﬁnancing:

1. Private Sale: This is mainly done by telemarke�ng through the call center as well as by the implementa�on of the network marke�ng/referral program that allows independent agents to sell Konzor�a Capital and earn commissions.

The main objec�ve of this phase is to bring the necessary funds to accomplish the following milestones: a. Complete development of Koura’s NAC and ini�al pla�orm using Ethereum. b. Give a true impulse to the network marke�ng/aﬃliate program and incorporate it into the Konzor�a Capital’s decentralized ecosystem. c. Create a very aggressive marke�ng campaign for Koura’s Pre-NAO. d. Progress with the licensing requirements for each of the companies in their corresponding jurisdic�ons. e. Ini�ate the development of InveStart and NovaBank.

2. Pre-NAO: This is a standard Pre-NAO phase where monies will be raised in both ﬁat currency and digital currency and mostly done online using automated processes. During this phase, Konzor�a Capital will start to become truly recognized in the FinTech world and our community will start to grow exponen�ally. In this stage, there will be an evident transi�on from a regular private company to a FinTech company. By this stage, Konzor�a Capital will have a Minimum Viable Product (MVP) and will have received licensing for some of the companies within the group. Taking all of these factors in considera�on leads us to have high expecta�ons with regard to the success of the Pre-NAO.

057 The funds raised during this round of financing will allow Konzor�a Capital to accomplish the following: a. To finalize the licensing requirements for InveStart, NovaBank, and Capitalista. b. To finalize development of the pla�orms for InveStart, Capitalista, and NovaBank c. Allow InveStart and NovaBank to ini�ate opera�ons while implemen�ng partnerships. d. To have everything necessary to prepare for a successful NAO, inclusive of a high budget for marke�ng.

3. NAO: At this point all licensing requirements will be in place and InveStart and NovaBank will have already launched, while Capitalista will be close to following them. The funds raised during this stage will allow Konzor�a Capital to accomplish the following: a. Comply with the capital requirements necessary to provide the group of companies with healthy finances. b. Bring Capitalista to market. c. Fund InveStart, NovaBank, and Capitalista to achieve growth and expansion to reach its corporate and financial goals, both individually and collec�vely for the ul�mate benefit of the holding company.

058 9. FINANCIAL INFORMATION

a. Resources i. Physical Assets

1. Office Furniture. 2. Office Supplies. 3. Office Space. ii. Technical Resources

1. Computer System. 2. Server. 3. Server Hos�ng. 4. ERP So�ware. 5. Blockchain Development. 6. Website, Portal, and Apps. iii. Legal Resources

1. Legal Registra�on and Licenses. 2. Patents and Trademarks. iv. Financial Resources

1. Car Leases. 2. Equity in InveStart, Capitalista, and NovaBank. 3. Prepaid Expenses. v. Human Resources

1. CEO. 2. Marke�ng Manager. 3. Social Media Execu�ve. 4. Admin and Finance Manager. 5. Chief Technology Oﬃcer. 6. Cryptography Manager. 7. Customer Care Oﬃcer. 8. Finance and Admin Execu�ve. 9. IT Development Execu�ve. 10. A�orney.

059 b. Costs and Expenses i. Konzortia Capital

Employees Salaries Employees SalariesEmployees SalariesEmployees SalariesEmployees Salaries

Job Title No of Employees Monthly Salary Total Monthly Annual Salary Amount in $ CEO 1 12 000 12 000 144 000 Marketing Manager 1 6 000 6 000 72 000 Social Media Executive 2 3 000 6 000 72 000 Admin and Finance Manager 1 4 000 4 000 48 000 Chief Technology Oﬃcer 1 7 000 7 000 84 000 Cryptography Manager 1 6 000 6 000 72 000 Customer Care Oﬃcer 5 4 000 20 000 240 000 Finance and Admin Executive 1 4 000 4 000 48 000 IT Development Executive 7 4 000 28 000 336 000 Attorney 1 5 000 5 000 60 000 Total Salary 1 176 000 Year 1 1 176 000 Year 2 8 224 000 235200 1 470 000 Year 3 1 543 500 Year 4 7 226 895 226 895 1 393 781 Year 5 1 463 470

Office Rent Office Rent Office Rent @ $4000 per month 48 000

U�lity Expenses Internet Expense @ $600 per month 7 200 Electricity Expenses @ $500 per month 6 000 Water and Miscellaneous Expense @ $500 per month 6 000 19 200 Promo�on Cost Promo�on Cost Promo�on Cost 850 000

Employee Insurance Cost Employee Insurance Cost Employee InsuranceEmployee Cost @ Insurance 18% of Employee Cost @ 18% Salary of Employee Salary Year 1 211 680 Year 2 264 600 Year 3 277 830 Year 4 250 880 Year 5 263 425

Fuel Expenses Cars Fuel Expenses Fuel Expe1 200

060 Blockchain PlatformEmployees Development SalariesEmployees SalariesEmployees SalariesEmployees SalariesEmployees Salaries Blockchain Pla�orm Development Year 1 Year 2 Year 3 Year 4 Year 5 Yearly Expenses 300 000 3 000 000 3 000 000 250 000 250 000 Total Cost 300 000 3 300 000 6 300 000 6 550 000 6 800 000 Amor�za�on 50 000 550 000 1 050 000 1 091 667 1 133 333 Accumulated Amor�za�on 50 000 600 000 1 650 000 2 741 667 3 875 000 Book Value 250 000 2 700 000 4 650 000 3 808 333 2 925 000

Blockchain development year 1 $300000, year 2 $3 million, year 3 $1 million, and year 4 and 5 $250000 yearly expenses.

Depreciation and Amortization Deprecia�on and Amor�za�on Employees Employees Salaries Employees Book Salaries ValueEmployees $ SalariesEmployees Salaries Item Year 1 Year 2 Year 3 Year 4 Year 5 Website, Portal, and Apps 87 083 69 667 52 250 34 833 17 417 Oﬃce Furniture 47 500 38 000 28 500 19 000 9 500 Oﬃce Supplies 5 833 4 667 3 500 2 333 1 167 Computer System 26 542 21 233 15 925 10 617 5 308 Server Cost - - - - - Car Leases 36 000 36 000 36 000 36 000 36 000 ERP So�ware 23 333 18 667 14 000 9 333 4 667 Company Registra�on Fees (including legal Documents) 10 000 8 000 6 000 4 000 2 000 Total 236 292 196 233 156 175 116 117 76 058

Depreciation and Amortization Deprecia�on and Amor�za�on Employees Employees Salaries Employees Salaries Item Value $ Life Years Deprecia�on/Amor�za�on Website, Portal, and Apps 104500 6 17 417 Oﬃce Furniture 57000 6 9 500 Oﬃce Supplies 7000 6 1 167 Computer System 31850 6 5 308 Server Cost 0 6 - Car Leases 36000 - - ERP So�ware 28000 6 4 667 Company Registra�on Fees (including legal Documents) 12000 6 2 000 Total 276350 40 058 ii. InveStart

Employees Salaries Employees SalariesEmployees SalariesEmployees Salaries Employees Salaries

$ Total Job Title No of Employees Monthly Salary No of Months Amount

CEO 1 $ 10 000,00 12,00 120 000 Marketing Manager 1 $ 5 000,00 12,00 60 000 Technology Manager 1 $ 5 000,00 12,00 60 000 IT Developer 1 $ 6 000,00 12,00 72 000 Finance and Admin Manager 1 $ 5 000,00 12,00 60 000 Technology Executive 2 $ 4 000,00 12,00 96 000 NAO Development Executive 2 $ 4 000,00 12,00 96 000 Customer Care Oﬃcer 10 $ 800,00 12,00 96 000 Admin and Finance Executive 2 $ 3 500,00 12,00 84 000 Procurement Oﬃcer 1 $ 4 000,00 12,00 48 000 Assistants/Secretaries 2 $ 1 100,00 12,00 26 400 Total Salary 24 - - 818 400 Year 1 818 400 061 Year 2 859 320 Year 3 902 286 Year 4 947 400 Year 5 994 770 Employees Salaries Employees SalariesEmployees SalariesEmployees Salaries Employees Salaries

$ Total Job Title No of Employees Monthly Salary No of Months Amount

Depreciation and Amortization Expenses Deprecia�on and Amor�za�on Employees Employees Salaries Employees Book Salaries ValueEmployees $ SalariesEmployees Salaries Item Year 1 Year 2 Year 3 Year 4 Year 5 Website and Mobile App Complete System (Excluding Web Hos�ng) 50 560 37 920 25 280 12 640 - Oﬃce Furniture 38 571 32 143 25 714 19 286 12 857 Oﬃce Supplies 3 686 3 071 2 457 1 843 1 229 Hardware 54 171 45 143 36 114 27 086 18 057 ERP System 20 833 16 667 12 500 8 333 4 167 Blockchain + Hosted Pla�orm Cost 131 667 105 333 79 000 52 667 26 333 Incorpora�ng Fees + Licensing + Other 85 000 68 000 51 000 34 000 17 000 Legal Expenses Budget for Trademarks 20 833 16 667 12 500 8 333 4 167

Total 405 322 324 944 244 566 164 188 83 810

Depreciation and Amortization Expenses Employees Employees Salaries Employees Salaries Item Value $ Life in Years Deprecia�on/Amor�za�on Website and Mobile App Complete System (Excluding Web Hos�ng) 63 200 5 12 640 Oﬃce Furniture 45 000 7 6 429 Oﬃce Supplies 4 300 7 614 Hardware 63 200 7 9 029 ERP System 25 000 6 4 167 Blockchain + Hosted Pla�orm Cost 158 000 6 26 333 Incorpora�ng Fees + Licensing + Other 102 000 6 17 000 Legal Expenses Budget for Trademark 25 000 6 4 167 Total 485 700 80 378

Variable Expenses

Office Rent Office Rent Office Rent @ $4000 per month 48 000

U�lity Expenses Internet Expense @ $500 per month 6 000 Power Expenses @ $1000 per month 12 000 Water and Miscellaneous Expenses @ $1000 per month 12 000 30 000 Promo�on Cost for Start Up Total Promo�on Cost 700 000 Promo�on Cost (Year 2 and Onwards) @ $30000 per month 360 000

Employee Insurance Expenses Private Sale Pre NAO NAO Employee Insurance Expenses @ 18% of salaries So� Cap Hard Cap So� Cap Hard Cap So� Cap Hard Cap Year 1 147 312 Year 2 Q2: Private Sale $1.350M $5M Year 2 154 678 062 Year 2 Q3: MLM Pla�orm $60K $60K Year 3 162 411 Year 2 Q3: MLM Campaign $85K $85K Year 4 170 532 Year 2 Q3: Development of Mul�language Pla�orm $30K $30K Year 5 179 059 Year 2 Q4: ERC-20 NAC Crea�on $50K $50K

Year 2 Q4: Development of Koura's Pla�orm Based on Ethereum $150K $150K Web Maintenance Cost Year 2 Q4: Incorpora�on of Capitalista, InveStart, and NovaBank $25K $25K Web Maintenance (Year 2 -5) 3 000 Year 2 Q4: Licensing of InveStart $250K $250K

Year 2 Q4: Marke�ng of InveStart $350K $350K Web Domain Renewal Expenses Year 2 Q4: Pre-NAO Marke�ng $350K $350K Web Domain Renewal Expenses 62 300 Year 2 Q4: Ini�al Pre-NAO Oﬀering $2.150 M $8M

Year 3 Q1: Development of Beta Version of InveStart and NovaBank $325K $325K Fuel Expenses Year 3 Q1: Licensing of NovaBank $250K $250K Fuel Expenses 4 320 Year 3 Q1: Marke�ng of NovaBank $350K $350K Year 3 Q1: Development of Beta Version of Capitalista $175K $175K Year 3 Q1: Marke�ng of Capitalista $375K $375K Year 3 Q2: Ini�al Licensing Requirements for Capitalista $275K $275K Year 3 Q2: NAO Marke�ng $1.125 M $1.125 M Year 3 Q2: NAO $14.108M $36M Year 3 Q2: Launch of NovaBank $1.5M $175K $1.675M Year 3 Q2: Launch of InveStart $2M $2M

Year 3 Q2: Begin Development of Koura's Proprietary Blockchain Pla�orm $300K $300K Year 3 Q3: Addi�onal Licensing Requirements for Capitalista $325K $325K Year 3 Q4: Launch of Capitalista $2.125M $2.125M Year 4 Q1: Expansion and Growth of the Three Companies $3.075M $3.683M $34.5M Year 4 Q2: Beta Version of Koura's Pla�orm Released $2.825M Year 4 Q3: Tes�ng of Koura's Beta Pla�orm $450K $350K Year 4 Q4: Implementa�on of Koura's Beta Pla�orm $250K $3.150M Year 5 Q1: Final Version of Koura's Pla�orm Released $75K Year 5 Q2: Migra�on from Ethereum's Pla�orm to Koura's Blockchain $175K

Year 5 Q3: Adop�on of the Pla�orm and Full Implementa�on of the Three Companies $225K Office Rent Office Rent Office Rent @ $4000 per month 48 000

Employee Insurance Expenses Employee Insurance Expenses @ 18% of salaries Year 1 147 312 Year 2 154 678 Year 3 162 411 Year 4 170 532 Year 5 179 059

Web Maintenance Cost Web Maintenance (Year 2 -5) 3 000

Web Domain Renewal Expenses Web Domain Renewal Expenses 62 300

Fuel Expenses Fuel Expenses 4 320 iii. Capitalista

Employee Salaries

Employees Salaries Employees SalariesEmployees SalariesEmployees Salaries Employees Salaries

$ Total Job Title No of Employees Monthly Salary No of Months Amount

CEO 1 12 000 12 144 000 Marketing Manager 1 4 500 12 54 000 Financial Analyst 1 6 000 12 72 000 Finance and Admin Manager 1 5 000 12 60 000 Investment Consultant 3 4 000 12 144 000 Admin and Finnace Executive 2 4 000 12 96 000 Customer Care Oﬃcer 3 4 000 12 144 000 IT Manager 1 6 000 12 72 000 Peon/Helper 1 3 500 12 42 000 Total Salary 14 828 000 Year 1 828 000 Year 2 869 400 Year 3 912 870 Year 4 958 514 Year 5 1 006 439

Office Rent Office Rent Office Rent @ $4000 per month 48 000

U�lity Expenses U�li�es Expense $2200 per month 26 400

Promo�on Cost Promo�on Cost 850 000

Web Maintenance (Year 2 -5) Web Maintenance (Year 2 -5) 5 000 063 Office Rent Office Rent Office Rent @ $4000 per month 48 000

U�lity Expenses U�li�es Expense $2200 per month 26 400

Promo�on Cost Promo�on Cost 850 000

Web Maintenance (Year 2 -5) Web Maintenance (Year 2 -5) 5 000

Fuel Expenses Fuel Expenses 30 240

Car Maintenance Car Maintenance 6 000

Lease Rental of Leased Cars Lease Rental of Leased Cars $12000 per car 72 000

Renewal Budget For Licenses/Trademarks/Legal Year 1 Year 2 Year 3 EmplYear 4 Year 5 Renewal Budget For Licenses/ Trademarks/Legal Year 2-5 375 000 375 000 375 000 375 000 375 000

Depreciation and Amortization Employees Employees Salaries Item Value $ Life in Years Company Registra�on Fees (Na�onal and Interna�onal Budget) 64 000 6 Website and Mobile App Complete System (Excluding Web Hos�ng) 470 000 7 ERP System 53 000 7 Computer System 23 700 6 Oﬃce Furniture 57 000 7 Oﬃce Supplies 7 000 6 Down Payment of 6 Leased Cars 36 000 Total 710 700

Depreciation and Amortization Deprecia�on and Amor�za�on Book Value $

Item Deprecia�on/Amor�za�on Year 1 Year 2 Year 3 Year 4 Year 5 Company Registra�on Fees (Na�onal and Interna�onal Budget) 10 667 53 333 42 667 32 000 21 333 10 667 Website and Mobile App Complete System (Excluding Web Hos�ng) 67 143 402 857 335 714 268 571 201 429 134 286 ERP System 7 571 45 429 37 857 30 286 22 714 15 143 Computer System 3 950 19 750 15 800 11 850 7 900 3 950 Oﬃce Furniture 8 143 48 857 40 714 32 571 24 429 16 286 Oﬃce Supplies 1 167 5 833 4 667 3 500 2 333 1 167 Down Payment of 6 Leased Cars - 36 000 36 000 36 000 36 000 36 000 Total 98 640 612 060 513 419 414 779 316 138 217 498

064 Licenses Gaining Cost Around the Globe Year 3 Year 4 Year 5 Licenses Gaining Cost Around the Globe 339 750 46 000 46 000 Total Cost 714 750 760 750 806 750 Amor�za�on 119 125 126 792 134 458

Accumulated Amor�za�on 181 625 308 417 442 875 Book Value 533 125 452 333 363 875

Blockchain PlatformEmployees Development SalariesEmployees SalariesEmployees Salaries Blockchain Pla�orm Development Year 3 Year 4 Year 5 Yearly Expenses 120 000 150 000 170 000 Total Cost 1 120 000 1 270 000 1 440 000 Amor�za�on 186 667 211 667 240 000 Accumulated Amor�za�on 433 333 645 000 885 000 Book Value 686 667 625 000 555 000 iv. NovaBank

Salary Expenses

Employees Salaries Employees SalariesEmployees SalariesEmployees Salaries Employees Salaries

Job Title No of Employees Monthly Salary No of Months $ Total Amount

CEO 1 10 000 12 120 000 Marketing Manager 1 5 000 12 60 000 Technology Manager 1 5 000 12 60 000 IT Developer 1 6 000 12 72 000 Finance and Admin Manager 1 5 000 12 60 000 Technology Executive 2 4 000 12 96 000 NAO Development Executive 2 4 000 12 96 000 Customer Care Oﬃcer 2 3 000 12 72 000 Admin and Finnace Executive 2 3 500 12 84 000 Procurement Oﬃcer 1 4 000 12 48 000 Assistants 3 1 000 12 36 000 Total Salary 17 804 000 Year 1 804 000 Year 2 924 600 Year 3 1 063 290 Year 4 1 222 784 Year 5 1 406 201

Variable Expenses

Office Rent Office Rent Office Rent @ $4000 per month 48 000

StatementsU�lity Expenses Projected Year 1 Year 2 Year 3 Year 4 Year 5 ProfitInternet and Expense Loss @ $500 per month 6 000 RevenuePower @ $800 per month $1,213,273 $5,745,341 $25,685,359 9 600 $106,400,542 $438,783,812 DirectWater Costsand Miscellaneous Expenses @ $800 per month Gross Margin $1,213,273 $5,745,341 $25,685,359 19 200 $106,400,542 $438,783,812 Promo�on Cost Promo�on Cost Gross Margin % 100% 100% 100% 100% 100% Promo�onal Expenses 850 000 Gross Margin % 100% 100% 100% 100% 100% Opera�ngEmployees Expenses Insurance Expenses Employee Insurance Cost 065 Employees InsuranceEmployee Expenses Insurance @ 18% of employeeCost @ 18% salaries of Employee Salary Salaries & Wages $1,176,000 $1,470,000 $1,543,500 $1,393,781 $1,463,470 Employee-RelatedYear 1 211 680 $211,680 $264,600 $277,830 $250,880 $263,425 ExpensesYear 2 264 600 OfficeYear 3 Rent $48,000 $50,400 277$52,920 830 $55,566 $58,344 InternetYear 4 Expense $7,200 $7,560 250$7,938 880 $8,335 $8,752 Expenses-LightYear 5 $6,000 $6,300 263$6,615 425 $6,946 $7,293 Water and Miscellaneous $6,000 $6,300 $6,615 $6,946 $7,293 ExpensesWeb Maintenance Promo�onWeb Maintenance Cost (Year 2 -5)$850,000 $892,500Fuel Expe$937,1251 200 $983,981 $1,033,180 Fuel Expenses + Car Maintenance $12,00 $1,260 $1,323 $1,389 $1,459 Fuel Expenses Server Hos�ng $15,000 $15,750 0 0 0 TotalFuel Opera�ng Expenses Expenses $2,321,080 $2,714,670 $2,833,866 $2,707,824 $2,843,215 Opera�ngExpenses ExchangeIncome Pla�orm($1,107,807) $3,030,671 $22,851,493 $103,692,718 $435,940,597 Deprecia�onExpenses Exchange and Pla�orm $90,050 $590,058 $1,090,058 $1,131,725 $1,173,392 Amor�za�on Total Expenses $2,411,138 $3,304,728 $3,923,924 $3,839,549 $4,016,607 Net Profit ($1,197,865) $2,440,613 $21,761,434 $102,560,993 $434,767,206 Net Profit/ Sales (99%) 42% 85% 96% (99%) Office Rent Office Rent Office Rent @ $4000 per month 48 000

U�lity Expenses Internet Expense @ $500 per month 6 000 Power @ $800 per month 9 600 Water and Miscellaneous Expenses @ $800 per month 9 600 25 200 Promo�on Cost Promo�on Cost Promo�onal Expenses 850 000

Employees Insurance Expenses Employee Insurance Cost Employees InsuranceEmployee Expenses Insurance @ 18% of employeeCost @ 18% salaries of Employee Salary Year 1 144 720 Year 2 166 428 Year 3 191 392 Year 4 220 101 Year 5 253 116

Web Maintenance Web Maintenance (Year 2 -5) Fuel Expe5 000

Fuel Expenses Fuel Expenses 5760

Expenses Exchange Pla�orm Expenses Exchange Pla�orm 850 00

Depreciation and Amortization Expenses Employees Employees Salaries Employees Salaries Item Value Life in Years Deprecia�on/Amor�za�on Hardware Computer System 16 800 5 3 360 Website and Mobile App Complete System 308 970 7 44 139 ERP System 57 000 7 8 143 Oﬃce Furniture 25 000 7 3 571 Oﬃce Supplies 8 000 6 1 333 Company Regstra�on Fee 50 000 6 8 333 Budget for Legal Tasks 25 000 6 4 167 Total 490 770 73 046

Depreciation and Amortization Employees Employees Salaries Employees Book Value Salaries Employees Salaries Employees Salaries Item Year 1 Year 2 Year 3 Year 4 Year 5 Hardware Computer System 13 440 10 080 6 720 3 360 - Website and Mobile App Complete System 264 831 220 693 176 554 132 416 88 277 ERP System 48 857 40 714 32 571 24 429 16 286 Oﬃce Furniture 21 429 17 857 14 286 10 714 7 143 Oﬃce Supplies 6 667 5 333 4 000 2 667 1 333 Company Regstra�on Fee 41 667 33 333 25 000 16 667 8 333 Budget for Legal Tasks 20 833 16 667 12 500 8 333 4 167 Total Annual Deprecia�on 417 724 344 678 271 631 198 585 125 539

066 c. Revenue Streams i. Konzortia Capital

Konzor�a Capital as a holding company generates its revenue as a result of owning a 30% stake in the following companies:

_InveStart

_NovaBank

_Capitalista

Revenue Category 30% of Net Income Total Revenue $

Year 1 - 1 213 273 - 1 213 273 Year 2 57 258 5 688 083 - 5 745 341 Year 3 1 403 338 22 708 855 1 573 165 25 685 359 Year 4 7 740 012 87 328 297 11 332 232 106 400 542 Year 5 36 803 096 332 700 780 69 279 936 438 783 812 ii. InveStart

Revenue Assump�ons

1 Monthly Growth for All Revenue Streams 4% 2 Annual Growth (Year 2 to Year 5) (Applied on Annual Revenue) 600% 3 NAO Fees – Total Amount 5% 4 Transac�on Fees Revenue $2 5 Earning on NAO Funds un�l Storage-Interest Earning-Annual Interest Rate 8% 6 NAOs Total Fundraising For First Month of Start Up $ 500 000 7 No. of Transac�on For First Month (Customers and NAO-Company) 20000,00 8 Monthly Growth Rate For Transac�on 3% 9 Annual Growth Rate – No. of Transac�ons (Applied on Annual Revenue) 300% 10 Within 5 years 10% of 2017 Kickstarter and NAO money raised will be achieved $ 630 000 000,00 11 Monthly Interest Rate 0,6667%

Revenue

NAOs Fees Transac�on Fees Earnings from NAO Deposits While in the Company Total Revenue Total NAO Amount US $ Fees on NAO Final US $ No. of Transac�ons Transac�on Charges US $ Final US $ NAO Funds US $ Interest Rate Final US $ US $ Month 1 500 000 5% 25 000 20000 2,00 40 000 500 000 0,667% 3 333 68 333 Month 2 520 000 5% 26 000 20600 2,00 41 200 520 000 0,667% 3 467 70 667 Month 3 540 800 5% 27 040 21218 2,00 42 436 540 800 0,667% 3 605 73 081 Month 4 562 432 5% 28 122 21855 2,00 43 709 562 432 0,667% 3 750 75 580 Month 5 584 929 5% 29 246 22510 2,00 45 020 584 929 0,667% 3 900 78 166 Month 6 608 326 5% 30 416 23185 2,00 46 371 608 326 0,667% 4 056 80 843 Month 7 632 660 5% 31 633 23881 2,00 47 762 632 660 0,667% 4 218 83 613 Month 8 657 966 5% 32 898 24597 2,00 49 195 657 966 0,667% 4 386 86 480 Month 9 684 285 5% 34 214 25335 2,00 50 671 684 285 0,667% 4 562 89 447 Month 10 711 656 5% 35 583 26095 2,00 52 191 711 656 0,667% 4 744 92 518 Month 11 740 122 5% 37 006 26878 2,00 53 757 740 122 0,667% 4 934 95 697 Month 12 769 727 5% 38 486 27685 2,00 55 369 769 727 0,667% 5 132 98 987 Year 1 375 645 567 681 50 086 993 412 Year 2 2 629 516 2 270 725 96 839 4 997 079 Year 3 18 406 612 9 082 899 190 211 27 679 721 Year 4 128 846 282 36 331 596 376 816 165 554 694 Year 5 18 038 479 460 901 923 973 145 326 383 112 482 411,71 749 883 1 048 000 238 Check the Assump�ons It projects to raise $600 Million by year 5, not $18 Billion. This number has to be the same as C27, and it should be around $600 Million

067 iii. Capitalista

Revenue Assump�ons

1 Monthly Growth for All Revenue Streams 5% 2 Annual Growth (Year 2 to Year 5) (Applied on Annual Revenue) 200% 3 Borkerage Accounts 500,00 4 Trading Signal Small-Level Consultancy Services Monthly Fees $30 5 Trading Signals/MLM (PARTNER Membership) monthly cost $99 6 Trading Signal/MLM No. of Customers 1500,00 7 Managed Accounts 2% 8 Trading Signal – In-depth Consultancy and Forex Support Services – PARTNER Membership Annual Fees 170,00

9 No. of Customer Trading Signal – In-depth Consultancy and Forex Support Services – PARTNER Membership Monthly 500,00

10 No. of Customer Trading Signal – In-depth Consultancy and Forex Support Services – PARTNER Membership Annual 1200,00 11 Annual Growth (Year 2 to Year 5) (Managed Accounts/Hedge Fund) 500%

Brokerage Accounts Trading Signals/MLM Managed Accounts Total Revenue Trading Volume Fees Final No. of Customers Fees Final Transac�on Amount Preferencial split Management Fees Final Revenue Month 1 45 000 0,011 495 240 99 11 880 480 000 0,001 0,020 13 824 26 199 Month 2 47 250 0,011 520 252 99 12 474 504 000 0,001 0,020 14 515 27 509 Month 3 49 613 0,011 546 265 99 13 098 529 200 0,001 0,020 15 241 28 884 Month 4 52 093 0,011 573 278 99 13 753 555 660 0,001 0,020 16 003 30 329 Month 5 54 698 0,011 602 292 99 14 440 583 443 0,001 0,020 16 803 31 845 Month 6 57 433 0,011 632 306 99 15 162 612 615 0,001 0,020 17 643 33 437 Month 7 60 304 0,011 663 322 99 15 920 643 246 0,001 0,020 18 525 35 109 Month 8 63 320 0,011 697 338 99 16 716 675 408 0,001 0,020 19 452 36 865 Month 9 66 485 0,011 731 355 99 17 552 709 179 0,001 0,020 20 424 38 708 Month 10 69 810 0,011 768 372 99 18 430 744 638 0,001 0,020 21 446 40 643 Month 11 73 300 0,011 806 391 99 19 351 781 869 0,001 0,020 22 518 42 675 Month 12 76 965 0,011 847 410 99 20 319 820 963 0,001 0,020 23 644 44 809 Year 1 7 879 3 820 189 095 220 038 417 013 Year 2 63 032 11 460 567 286 1 320 230 1 950 548 Year 3 504 255 34 381 1 701 859 7 921 381 10 127 495 Year 4 4 034 037 103 143 5 105 578 47 528 285 56 667 899 Year 5 32 272 292 309 429 15 316 733 285 169 711 332 758 736

h�ps://www.forbes.com/sites/greatspecula�ons/2015/08/31/rise-in-trade-volumes-for-td-ameritrade-in-july-asset-base-sustains-growth/#be4f5�48567Reference Ameritrade 455,000 trades per day, $11.59 profit per trade = $105 469 000,00 Monthly Ameritrade 455,000 trades per day, $11.59 profit per trade = Monthly $1 265 628 000,00 Yearly= 10% of that in 5 years, 1/10 of the cost $12 656 280,00 h�ps://www.babypips.com/news/forex-volumes-20170406Reference Gain Capital Holdings (Forex.com) $11.8 Billion Daily, 10% of that per month equals. $25 547 000 000,00 0.1% Cost per trade, monthly revenue (10 cents per $1000 traded) $2 554 700,00 yearly Revenue (y5) $30 656 400,00 h�ps://www.businessforhome.org/2017/08/imarketslive-grows-to-27000-customers-and-4-million-per-month/Reference imarketslive 32,000 customers5 yrs. 80% of that= 25600 monthly revenue= $1 267 200,00 yearly= $15 206 400,00 Referenceh�ps://www.fidelity.com/about-fidelity/using-an-advisor/demand-for-managed-accounts Managed accounts $6.7 trillion Market Fidelity $100 Billion $10 Billion 10 in 5 years 1% Profit on the money $100 000 000,00

068 Western Union $79 Billion annually h�ps://www.forbes.com/sites/hilarykramer/2013/05/10/wu-stock-report/%2327469d9b7771Reference 10% of that market in 5 years Remi�ance market is $537 Billion per year h�ps://www.toptal.com/ﬁnance/market-research-analysts/interna�onal-money-transferh�ps://www.sta�sta.com/sta�s�cs/277841/paypals-total-payment-volume/Reference PayPal $131 Billion https://www.statista.com/statistics/277841/paypals-total-payment-volume/Reference

Revenue Model

Remi�ance Transac�on Fees Fiat Currency to Koura Total Remi�ances Fees on Remintances Final No. of Transac�ons Transac�on Charges Final Transac�on Amount Fees Final US $ Final Revenue Month 1 8 000 000 2,00% 160 000 35 000 2 70 000 3 000 000 2,00% 3 333 60 000 Month 2 8 240 000 2,00% 164 800 36 050 2 72 100 3 090 000 2,00% 3 467 61 800 Month 3 8 487 200 2,00% 169 744 37 132 2 74 263 3 182 700 2,00% 3 605 63 654 Month 4 8 741 816 2,00% 174 836 38 245 2 76 491 3 278 181 2,00% 3 750 65 564 Month 5 9 004 070 2,00% 180 081 39 393 2 78 786 3 376 526 2,00% 3 900 67 531 Month 6 9 274 193 2,00% 185 484 40 575 2 81 149 3 477 822 2,00% 4 056 69 556 Month 7 9 552 418 2,00% 191 048 41 792 2 83 584 3 582 157 2,00% 4 218 71 643 Month 8 9 838 991 2,00% 196 780 43 046 2 86 091 3 689 622 2,00% 4 386 73 792 Month 9 10 134 161 2,00% 202 683 44 337 2 88 674 3 800 310 2,00% 4 562 76 006 Month 10 10 438 185 2,00% 208 764 45 667 2 91 334 3 914 320 2,00% 4 744 78 286 Month 11 10 751 331 2,00% 215 027 47 037 2 94 074 4 031 749 2,00% 4 934 80 635 Month 12 11 073 871 2,00% 221 477 48 448 2 96 896 4 152 702 2,00% 5 132 83 054 Year 1 2 270 725 993 442 50 086 851 522 Year 2 8 628 754 1 490 163 96 839 3 235 783 Year 3 32 789 265 2 235 245 190 211 12 295 974 Year 4 124 599 207 3 352 867 376 816 46 724 703 Year 5 473 476 988 5 029 300 749 883 177 553 871

Revenue Model

Fiat To Other Digital Currencies Digital Currency to Digital Currency Transac�on Amount Fees Final Revenue Transac�on Amount Fees Final Revenue Total Revenue Month 1 3 500 000 3,50% 122 500 4 000 000 2,50% 100 000 330 000 Month 2 3 605 000 3,50% 126 175 8 240 000 2,50% 206 000 442 900 Month 3 3 713 150 3,50% 129 960 8 487 200 2,50% 212 180 456 187 Month 4 3 824 545 3,50% 133 859 8 741 816 2,50% 218 545 469 873 Month 5 3 939 281 3,50% 137 875 9 004 070 2,50% 225 102 483 969 Month 6 4 057 459 3,50% 142 011 9 274 193 2,50% 231 855 498 488 Month 7 4 179 183 3,50% 146 271 9 552 418 2,50% 238 810 513 442 Month 8 4 304 559 3,50% 150 660 9 838 991 2,50% 245 975 528 846 Month 9 4 433 695 3,50% 155 179 10 134 161 2,50% 253 354 544 711 Month 10 4 566 706 3,50% 159 835 10 438 185 2,50% 260 955 561 052 Month 11 4 703 707 3,50% 164 630 10 751 331 2,50% 268 783 577 884 Month 12 4 844 819 3,50% 169 569 11 073 871 2,50% 276 847 595 221 Year 1 1 738 524 2 738 406 8 592 618 Year 2 6 606 390 10 405 942 30 367 032 Year 3 25 104 281 39 542 581 111 967 347 Year 4 95 396 268 150 261 809 420 334 854 Year 5 362 505 819 570 994 875 1 589 560 853 d. Required Capital i. Konzortia Capital

Startup Cost And Investment

Start Up Analysis – Capital Expenditure Amount $ Website, Portal, and Apps 104 500 Oﬃce Furniture 57 000 Oﬃce Supplies 7 000 Computer System 31 850 Server Lease Cost 15 000

Advance Rent 10 000 ERP So�ware 28 000 Company Registra�on Fees (including legal documents) 12 000 Promo�on Budget 850 000 BlockChain Development 300 000 Cash Requirement For Opera�ons 600 000 069 InveStart 30% Shareholdings 602 910 NovaBank 30% Shareholdings 502 551 Capitalista 30% Shareholdings 765 210 Minimum Investment Target 3 922 021 Desired Fundraising 3 922 021 Start Up Analysis – Capital Expenditure Amount $ Website, Portal, and Apps 104 500 Oﬃce Furniture 57 000 Oﬃce Supplies 7 000 Computer System 31 850 Server Lease Cost 15 000 Car Leases 36 000 Advance Rent 10 000 ERP So�ware 28 000 Company Registra�on Fees (including legal documents) 12 000 Promo�on Budget 850 000 BlockChain Development 300 000 Cash Requirement For Opera�ons 600 000 InveStart 30% Shareholdings 602 910 NovaBank 30% Shareholdings 502 551 Capitalista 30% Shareholdings 765 210 Minimum Investment Target 3 922 021 Desired Fundraising 3 922 021

Computer System No. of Units Required Per Unit Price Total Amount $ i5 Laptop 13 1 500 19 500 3 Desktop Computer 8 1 200 9 600 3 LCD 3 250 750 Colored Laser printer 3 400 1 200 Computer Support Material 2 400 800 Leased Server 1 15 000 15 000 Total Computer System 46 850

Computer System No. of Units Required Per Unit Price Total Amount $ Web Domain Cost 1 500 500 Web Hos�ng at Start for First Year 1 4 000 4 000 Web Design and Development -- Payment Integra�on and Other Development MLM Portal 1 68 000 68 000 Android App Development 1 18 000 18 000 Apple App Development 1 18 000 18 000 Total 1 108 500 ii. InveStart

Startup Investment

Capital Expenditure Amount $ Website and Mobile App Complete System (Excluding Web Hos�ng) 63 200 Oﬃce Furniture 45 000 Oﬃce Supplies 4 300 Hardware 63 200 Advance Rent 10 000 ERP System 25 000 Blockchain + Hosted Pla�orm Cost 158 000 Car EXP 30 000 Incorpora�ng Fees + Licensing + Other Legal Expenses 102 000 Budget for Marke�ng 700 000 Budget For Trademarks 25 000 Cash Requirement for Opera�ons 700 000 Investment (Required Funding) 1 925 700 Required Capital 1 925 700

070 Hardware Laptop 11,00 $1 500,00 $16 500,00 Desktop PC 8 $1 100,00 $ 8 800,00 Printer 4 $500,00 $2 000,00 LCD 8 $300,00 $2 400,00 Computer Related Accessories 12 $200,00 $2 400,00 Total $32 100,00

Website and Mobile Applica�ons Website Design and Development 1 $18 000 $18 000 Android App Development 1 $11 500 $11 500 iOS App Development 1 $14 600 $14 600 Web Domain Purchases 1 $1 100 $1 100 Web Hos�ng + Servers Lease Y1 1 $18 000,00 $18 000 Total $63 200 iii. Capitalista

Startup Capital Investment Analysis

Capital Expenditure -- Startup Analysis Company Registra�on Fees -- Na�onal and Interna�onal Budget 64 000 Website and Mobile App Complete System (Excluding Web Hos�ng) 470 000 Blockchain Pla�orm Delopment 480 000 ERP System 53 000 Computer System 23 700 OﬃceFurniture 57 000 Oﬃce Supplies 7 000 6 Car Leases 36 000 Advance Rent 10 000 Promo�on Budget 850 000 Cash Requirement For Opera�ons 500 000 Minimum Investment Target 2 550 700 Desired Fundraising 2 550 700

Pla�orms + Apps + Website + Portal No. of Units Required Per Unit Price $ Total Amount $ Website Design And Development 1 64 000,0 64 000

Trading Licensing + Back-End Solu�ons 1 250 000,0 250 000 Android + Ios App Development 2 45 000,0 90 000 Web Domain + Hos�ng 1 66 000,0 66 000 Blockchain Pla�orm 1 335 000,0 335 000 Total 805 000

Hardware No. of Units Required Price per unit $ Total Amount $ Laptop 8 1 300 10 400 Desktop PC 5 1 200 6 000 Printer 5 500 2 500 LCD 6 300 1 800 Computer Related Accessories 15 200 3 000 Total 23 700

071 Employees Salaries Employees Salaries

$ Total Job Title Amount

CEO 120 000 Marketing Manager 60 000 Technology Manager 60 000 IT Developer 72 000 Finance and Admin Manager 60 000 Technology Executive 96 000 NAO Development Executive 96 000 Customer Care Oﬃcer 96 000 Admin and Finance Executive 84 000 Procurement Oﬃcer 48 000 Assistants/Secretaries 26 400 Total Salary 818 400 Year 1 818 400 Year 2 859 320 Year 3 902 286 Year 4 947 400 Year 5 994 770

iv. NovaBank

Startup Capital Investment Analysis

Capital Expenditure Amount $ Website And Mobile App + Complete System 308 970 Oﬃce Furniture 25 000 Oﬃce Supplies 8 000 Hardware 16 800 Advance Rent 10 000 Erp System 57 000 Dawn Payment For Car Leases 30 000 Company Registra�on Fees 50 000 Promo�on Budget 850 000 Budget For Legal Tasks 25 000 Servers Yearly Cost 4 Servers @ 3600 14 400 Cash Requirement For Opera�ons 280 000 Investment (Desired Funding) 1 675 170 Required Capital 1 675 170

Hardware No. of Units Required Price per unit $ Total Amount $ Laptop 10 9900 9 000 Desktop PC 10 500 5 000 Printer 2 500 1 000 LCD 6 300 1 800 Total 16 800

Website and Mobile App + Complete System No. of Units Required Per Unit Price $ Total Amount $ Mobile Applica�ons 1 50 000 50 000 Android App Development 1 27 500 27 500 iOS App Development 1 27 500 27 500 Web Domain Purchases -- Web Domains /Hos�ng 1 3 970 3 970

Pla�orm/Website/Portal 1 200 000 200 000 Total 308 970 e. Use of Proceeds

Private Sale Pre NAO NAO So� Cap Hard Cap So� Cap Hard Cap So� Cap Hard Cap Year 2 Q2: Private Sale $1.350M $5M Year 2 Q3: MLM Pla�orm $60K $60K Year 2 Q3: MLM Campaign $85K $85K Year 2 Q3: Development of Mul�language Pla�orm $30K $30K Year 2 Q4: ERC-20 NAC Crea�on $50K $50K Year 2 Q4: Development of Koura's Pla�orm Based on Ethereum $150K $150K Year 2 Q4: Incorpora�on of Capitalista, InveStart, and NovaBank $25K $25K Year 2 Q4: Licensing of InveStart $250K $250K Year 2 Q4: Marke�ng of InveStart $350K $350K Year 2 Q4: Pre-NAO Marke�ng $350K $350K Year 2 Q4: Ini�al Pre-NAO Oﬀering $2.150 M $8M Year 3 Q1: Development of Beta Version of InveStart and NovaBank $325K $325K Year 3 Q1: Licensing of NovaBank $250K $250K Year 3 Q1: Marke�ng of NovaBank $350K $350K Year 3 Q1: Development of Beta Version of Capitalista $175K $175K Year 3 Q1: Marke�ng of Capitalista $375K $375K Year 3 Q2: Ini�al Licensing Requirements for Capitalista $275K $275K 072 Year 3 Q2: NAO Marke�ng $1.125 M $1.125 M Year 3 Q2: NAO $14.108M $36M Year 3 Q2: Launch of NovaBank $1.5M $175K $1.675M Year 3 Q2: Launch of InveStart $2M $2M

Year 5 Q3: Adop�on of the Pla�orm and Full Implementa�on of the Three Companies $225K Office Rent Office Rent Office Rent @ $4000 per month 48 000

Employee Insurance Expenses Employee Insurance Expenses @ 18% of salaries So� Cap Hard Cap So� Cap Hard Cap So� Cap Hard Cap Year 1 147 312 Year 2 Q2: Private Sale $1.350M $5M Year 2 154 678 Year 2 Q3: MLM Pla�orm $60K $60K Year 3 162 411 Year 2 Q3: MLM Campaign $85K $85K Year 4 170 532 Year 2 Q3: Development of Mul�language Pla�orm $30K $30K Year 5 179 059 Year 2 Q4: ERC-20 NAC Crea�on $50K $50K

Year 5 Q3: Adop�on of the Pla�orm and Full Implementa�on of the Three Companies $225K f. Projec�ons i. Konzortia Capital

Financial Plan

Forecast: Projected sales and the net proﬁts (USD) during the ﬁrst 5 years of opera�ons are as follows:

Year 1 Year 2 Year 3 Year 4 Year 5

Revenue $1,213,273 $5,745,341 $25,685,359 $106,400,542 $438,783,812

Net Proﬁt ($1,197,865) $2,440,613 $21,761,434 $102,560,993 $434,767,206

073 Financial Highlights of Konzor�a Capital

500,000,000

450,000,000

400,000,000

350,000,000

300,000,000

250,000,000

200,000,000

150,000,000

100,000,000

50,000,000

0 Revenue Expenses Net Proﬁt

-50,000,000

Year 1 Year 2 Year 3 Year 4 Year 5

Key Assump�ons - The projec�ons are made for 5 years where business is star�ng from January 2019. The ﬁscal year will count from January to December each year. - The rent is increasing 10% each year, while all of the other expenses are increasing 5% a�er every year and are paid monthly. - The salaries are increasing 6% yearly.

Opera�ng Expenses Salaries & Wages $1,176,000 $1,470,000 $1,543,500 $1,393,781 $1,463,470 Employee-Related Expenses $211,680 $264,600 $277,830 $250,880 $263,425 Oﬃce Rent $48,000 $50,400 $52,920 $55,566 $58,344 Internet Expense $7,200 $7,560 $7,938 $8,335 $8,752 Expenses-Light $6,000 $6,300 $6,615 $6,946 $7,293 Water and Miscellaneous Expenses $6,000 $6,300 $6,615 $6,946 $7,293 Promo�on Cost $850,000 $892,500 $937,125 $983,981 $1,033,180 Fuel Expenses + Car Maintenance $12,00 $1,260 $1,323 $1,389 $1,459 Server Hos�ng $15,000 $15,750 0 0 0 Total Opera�ng Expenses $2,321,080 $2,714,670 $2,833,866 $2,707,824 $2,843,215 Opera�ng Income ($1,107,807) $3,030,671 $22,851,493 $103,692,718 $435,940,597 Deprecia�on and $90,050 $590,058 $1,090,058 $1,131,725 $1,173,392 Amor�za�on 074

$40K

$30K

$20K

$10K

$0 Office Rent Office Rent Office Rent @ $4000 per month 48 000

U�lity Expenses Internet Expense @ $500 per month 6 000 Power @ $800 per month 9 600 Water and Miscellaneous Expenses @ $800 per month 19 200 Promo�on Cost Promo�on Cost Promo�onal Expenses 850 000 Gross Margin % 100% 100% 100% 100% 100% Opera�ngEmployees Expenses Insurance Expenses Employee Insurance Cost Employees InsuranceEmployee Expenses Insurance @ 18% of employeeCost @ 18% salaries of Employee Salary Salaries & Wages $1,176,000 $1,470,000 $1,543,500 $1,393,781 $1,463,470 Employee-RelatedYear 1 211 680 $211,680 $264,600 $277,830 $250,880 $263,425 ExpensesYear 2 264 600 OfficeYear 3 Rent $48,000 $50,400 277$52,920 830 $55,566 $58,344 InternetYear 4 Expense $7,200 $7,560 250$7,938 880 $8,335 $8,752 Expenses-LightYear 5 $6,000 $6,300 263$6,615 425 $6,946 $7,293 Water and Miscellaneous $6,000 $6,300 $6,615 $6,946 $7,293 ExpensesWeb Maintenance Promo�onWeb Maintenance Cost (Year 2 -5)$850,000 $892,500Fuel Expe$937,1251 200 $983,981 $1,033,180 Fuel Expenses + Car Maintenance $12,00 $1,260 $1,323 $1,389 $1,459 Fuel Expenses Server Hos�ng $15,000 $15,750 0 0 0 TotalFuel Opera�ng Expenses Expenses $2,321,080 $2,714,670 $2,833,866 $2,707,824 $2,843,215 Opera�ngExpenses ExchangeIncome Pla�orm($1,107,807) $3,030,671 $22,851,493 $103,692,718 $435,940,597 Deprecia�onExpenses Exchange and Pla�orm $90,050 $590,058 $1,090,058 $1,131,725 $1,173,392 Amor�za�on Total Expenses $2,411,138 $3,304,728 $3,923,924 $3,839,549 $4,016,607 Net Profit ($1,197,865) $2,440,613 $21,761,434 $102,560,993 $434,767,206 Net Profit/ Sales (99%) 42% 85% 96% (99%)

Projected Balance Sheet Year 1 Year 2 Year 3 Year 4 Year 5 CASH $357,193 $387,864 $20,239,357 $123,682,075 $559,372,742 ACCOUNTS RECEIVABLE $0 $0 $0 $0 $0 TOTAL CURRENT ASSETS $357,193 $387,864 $20,239,357 $123,682,075 $559,372,742 LONG-TERM ASSETS $1,784,899 $8,610,275 $28,999,968 $102,640,288 $408,907,232 ACCUMULATED DEPRECIATION ($90,058) ($590,058) ($1,090,058) ($1,131,725) ($1,173,392) TOTAL LONG-TERM ASSETS $1,694,840 $8,020,216 $27,909,909 $101,508,563 $407,733,840 TOTAL ASSETS $2,052,034 $8,408,081 $48,149,266 $255,190,638 $967,106,582 TOTAL LIABILITIES $0 $0 $0 $0 $0 RETAINED EARNINGS $853,485 $3,294,098 $25,055,532 $127,616,525 $562,383,731 EARNINGS (1,197,865) 2,440,613 $21,761,434 $102,560,993 $434,767,206 30% SHARE IN ASSOCIATES $1,198,549 $5,113,983 $23,093,734 $97,574,115 $404,722,782 TOTAL OWNER'S EQUITY $2,052,034 $8,408,081 $48,149,266 $225,190,638 $967,106,513 TOTAL LIABILITIES & EQUITY $2,052,034 $8,408,081 $48,149,266 $225,190,638 $967,106,513

Projected Cash Year 1 Year 2 Year 3 Year 4 Year 5 Flow Statement

Net Proﬁt ($1,197,865) $2,440,613 $3,000,000 $102,560,993 $434,767,206

Deprecia�on & Amor�za�on $90,050 $590,058 $3,000,000 $11,31,725 $11,73,392 Cash Flows from Net Cash Flow from Opera�ons ($1,155,984) $183,578 Financing Ac�vi�es $54,579,121 $330,492,343 Cash Flows From Inves�ng Ac�vi�es

Assets Purchased ($3,449,372) $3,000,000 $353,193 $250,000 $250,000 Net Cash Flow from Inves�ng & Financing ($3,449,372) $3,000,000 $30,671 $250,000 $250,000 Cash Flows from Financing Ac�vi�es Other than Cash in Hand Investment $4,324,372 $0 $3,000,000 $0 $0

Cash at Beginning of Period $600,000 $353,193 $3,000,000 $20,239,357 $123,682,075 Cash Flows from Net Change in Cash ($242,807) $30,671 Financing Ac�vi�es $103,442,718 $435,690,667 Cash at End of Period $357,193 $387,864 $0 $123,682,075 $559,372,742

Appendix Proﬁt And Loss Statement (With Monthly Detail) Year 3 Q1 Q2 Q3 Q4 TOTAL REVENUE $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 TOTAL DIRECT COSTS GROSS MARGIN $26,199 $27,509 $28,884 $30,329 $31,845 $33,437 $35,109 $36,865 $38,708 $40,643 $42,675 $44,809 GROSS MARGIN % 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% OPERATING EXPENSES SALARIES AND WAGES $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 OFFICE RENT $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 INTERNET EXPENSE $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 UTILITY EXPENSES-LIGHT $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 WATER AND MISCELLANEOUS EXPENSE $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 PROMOTION COST $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 FUEL EXPENSES+ CAR MAINTENANCE $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 TOTAL OPERATING EXPENSES $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 OPERATING INCOME ($104,884) ($103,574) ($102,199) ($100,754) ($99,238) ($97,646) ($95,974) ($94,218) ($92,375) ($90,440) ($88,408) ($86,274) DEPRECIATION AND AMORTIZATION $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 TOTAL EXPENSES $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 NET PROFIT $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 NET PROFIT/ SALES (438%) (413%) (388%) (365%) (343%) (322%) (302%) (283%) (264%) (247%) (231%) (215%)

075 Year 1 Year 2 Year 3 Year 4 Year 5 TOTAL REVENUE $1,213,273 $5,745,341 $25,685,359 $106,400,542 $438,783,812 TOTAL DIRECT COSTS GROSS MARGIN $417,012 $1,950,548 $10,127,495 $56,667,899 $332,758,736 GROSS MARGIN % 100% 100% 100% 100% 100% OPERATING EXPENSES SALARIES AND WAGES $1,176,000 $1,470,000 $1,543,000 $1,393,781 $1,463,470 OFFICE RENT $19,200 $20,160 $21,168 $22,226 $23,338 INTERNET EXPENSE $7,200 $7,560 $7,938 $8,335 $8,752 UTILITY EXPENSES-LIGHT $19,200 $20,160 $21,168 $22,226 $23,338 WATER AND MISCELLANEOUS EXPENSE $9,600 $10,080 $10,584 $11,113 $11,669 PROMOTION COST $850,000 $892,500 $937,125 $983,981 $1,033,180 FUEL EXPENSES+ CAR MAINTENANCE $1,200 $1,260 $1 ,323 $1, 389 $1 ,389 TOTAL OPERATING EXPENSES $1,572,996 $1,766,970 $1,978,143 $2,088,778 $2,266,393 OPERATING INCOME ($1,155,984) $183,578 $8,149,352 $54,579,121 $330,492,343 DEPRECIATION AND AMORTIZATION $90,058 $590,058 $1,090,058 $11,317,25 $1,173,392 TOTAL EXPENSES $1,692,796 $1,886,770 $2,097,943 $2,208,578 $2,386,193 NET PROFIT ($1,275,784) $63,778 $8,029,552 $54,459,321 $330,372,543 NET PROFIT/ SALES (306%) 3% 79% 96% 99%

Balance Sheet (with monthly detail)

Year 3 Q1 Q2 Q3 Q4 CASH ($703,884) ($807,458) ($909,657) ($1,010,411) ($1,109,649) ($1,207,295) ($1,303,269) ($1,397,487) ($1,489,862) ($1,580,302) ($1,668,710) ($1,754,984) ACCOUNTS RECEIVABLE $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL CURRENT ASSETS ($703,884) ($807,458) ($909,657) ($1,010,411) ($1,109,649) ($1,207,295) ($1,303,269) ($1,397,487) ($1,489,862) ($1,580,302) ($1,668,710) ($1,754,984) LONG-TERM ASSETS $599,000 $599,000 $599,000 $599,000 $599,000 $599,000 $599,000 $599,000 $599,000 $599,000 $599,000 $599,000 ACCUMULATED DEPRECIATION ($9,983) ($19,967) ($29,950) ($39,933) ($49,917) ($59,900) ($69,883) ($79,867) ($89,850) ($99,833) ($109,817) ($119,800) TOTAL LONG-TERM ASSETS $589,017 $579,033 $569,050 $559,067 $549,083 $539,100 $529,117 $519,133 $509,150 $499,167 $489,183 $479,200 TOTAL ASSETS ($114,867) ($228,425) ($340,607) ($451,344) ($560,566) ($668,195) ($774,152) ($878,354) ($980,712) ($1,081,135) ($1,179,527) ($1,275,784) TOTAL LIABILITIES $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 EARNINGS ($114,867) ($228,425) ($340,607) ($451,344) ($560,566) ($668,195) ($774,152) ($878,354) ($980,712) ($1,081,135) ($1,179,527) ($1,275,784) TOTAL OWNER'S EQUITY ($114,867) ($228,425) ($340,607) ($451,344) ($560,566) ($668,195) ($774,152) ($878,354) ($980,712) ($1,081,135) ($1,179,527) ($1,275,784) TOTAL LIABILITIES & EQUITY ($114,867) ($228,425) ($340,607) ($451,344) ($560,566) ($668,195) ($774,152) ($878,354) ($980,712) ($1,081,135) ($1,179,527) ($1,275,784)

Year 1 Year 2 Year 3 Year 4 Year 5 CASH ($1,754,984) ($1,571,406) $6,577,946 $61,157,067 $391,649,410 ACCOUNTS RECEIVABLE $0 $0 $0 $0 $0 TOTAL CURRENT ASSETS ($1,754,984) ($1,571,406) $6,577,946 $61,157,067 $391,649,410 LONG-TERM ASSETS $599,000 $599,000 $599,000 $599,000 $599,000 ACCUMULATED DEPRECIATION ($119,800) ($239,600) ($359,400) ($479,200) ($599,000) TOTAL LONG-TERM ASSETS $479,200 $359,400 $239,600 $119,800 $0 TOTAL ASSETS ($1,275,784) ($1,212,006) $6,817,546 $61,276,867 $391,649,410 TOTAL LIABILITIES $0 $0 $0 $0 $0 RETAINED EARNINGS ($1,275,784) ($1,212,006) $6,817,546 $61,276,867 EARNINGS ($1,275,784) $63,778 $8,029,552 $54,459,321 $330,372,543 TOTAL OWNER'S EQUITY $20,520 ($1,212,006) $6,817,546 $61,276,867 $391,649,410 TOTAL LIABILITIES & EQUITY ($1,275,784) ($1,212,006) $6,817,546 $61,276,867 $391,649,410

Cash Flow Statement (with monthly detail)

Year 3 Q1 Q2 Q3 Q4 Net Cash Flow from Opera�ons Net Proﬁt ($114,867) ($113,558) ($112,182) ($110,737) ($109,222) ($107,629) ($105,957) ($104,202) ($102,358) ($100,423) ($98,392) ($96,257) Deprecia�on & Amor�za�on $9,983 $9,983 $9,983 $9,983 $9,983 $9,983 $9,983 $9,983 $9,983 $9,983 $9,983 $9,983 Net Cash Flow from Opera�ons ($104,884) ($103,574) ($102,199) ($100,754) ($99,238) ($97,646) ($95,974) ($94,218) ($92,375) ($90,440) ($88,408) ($86,274) Inves�ng & Financing Assets Purchased or Sold ($599,000) Net Cash Flow from Inves�ng & Financing ($599,000) Cash at Beginning of Period $0 ($703,884) ($807,458) ($909,657) ($1,010,411) ($1,109,649) ($1,207,295) ($1,303,269) ($1,397,487) ($1,489,862) ($1,580,302) ($1,668,710) Net Change in Cash ($703,884) ($103,574) ($102,199) ($100,754) ($99,238) ($97,646) ($95,974) ($94,218) ($92,375) ($90,440) ($88,408) ($86,274) Cash at End of Period ($703,884) ($807,458) ($909,657) ($1,010,411) ($1,109,649) ($1,207,295) ($1,303,269) ($1,397,487) ($1,489,862) ($1,580,302) ($1,668,710) ($1,754,984)

Year 1 Year 2 Year 3 Year 4 Year 5 Net Cash Flow from Opera�ons Net Proﬁt ($1,275,784) $63,778 $8,029,552 $54,459,321 $330,372,543 Deprecia�on & Amor�za�on $119,800 $119,800 $119,800 $119,800 $119,800 Net Cash Flow from Opera�ons ($1,155,984) $183,578 $8,149,352 $54,579,121 $330,492,343 Inves�ng & Financing Assets Purchased or Sold ($599,000) Net Cash Flow from Inves�ng & Financing ($599,000) Cash at Beginning of Period $0 ($1,754,984) ($1,571,406) $6,577,946 $61,157,067 Net Change in Cash ($1,754,984) $183,578 $8,149,352 $54,579,121 $330,492,343 Cash at End of Period ($1,754,984) ($1,571,406) $6,577,946 $61,157,067 $391,649,410

076 ii. InveStart ii. InveStart Financial Plan Financial Plan Forecast: Projected sales and the net profits (USD) during the first 5 years of opera�ons are as follows: Forecast: Projected sales and the net profits (USD) during the first 5 years of opera�ons are as follows:

500,000,000 Year 1 Year 2 Year 3 Year 4 Year 5 450,000,000

400,000,000Sales $583,008 $2378,009 $9,833,889 $41,588,524 $182,124,881

350,000,000Net proﬁt ($1,322,103) $190,861 $4,677,795 $25,800,042 $122,676,987

300,000,000

250,000,000Financial Highlights by Year InveStart

200,000,000

150,000,000

100,000,000

50,000,000

0 Revenue Expenses Net Proﬁt

-50,000,000

Year 1 Year 2 Year 3 Year 4 Year 5

Key Assump�ons

- The projec�ons are made for 5 years where business is star�ng from January 2019. The ﬁscal year will count from January to December each year. - The rent is increasing 10% each year, while all of the other expenses are increasing 5% a�er every year and are paid monthly. - The salaries are increasing 6% yearly.

Statements Projected Profit and Loss Year 1 Year 2 Year 3 Year 4 Year 5 Revenue $583,008 $2,378,009 $9,833,889 $41,588,524 $182,124,881 Direct Costs Gross Margin $583,008 $2,378,009 $9,833,889 $41,588,524 $182,124,881 Gross Margin % 100% 100% 100% 100% 100% Opera�ng Expenses Salaries & Wages $818,400 $1,267,560 $2,147,418 $3,479,509 $5,286,444 Employee Related Expenses $147,312 $228,161 $386,535 $626,312 $951,560 Office Rent $48,000 $50,400 $52,920 $55,566 $58,344 Internet Expense $6,000 $6,300 $6,615 $6,946 $7,293 U�lity Expenses -Light $12,000 $12,600 $12,230 $13,892 $14,586 Water And Miscellaneous Expense $12,000 $12,600 $12,230 $13,892 $14,586 Promo�on Cost $700,000 $360,000 $360,000 $360,000 $360,000 Fuel Expenses + Car Maintenance $4,320 $4,536 $4,763 $5,001 $5,251 Outsourced Consul�ng Accoun�ng Strategy/ Technical/Etc. $62,300 $65,415 $68,686 $72,120 $75,726 Deprecia�on And Amor�za�ons $94,778 $94,778 $94,778 $94,778 $94,778 Tax $0 $81,798 $2,004,769 $11,057,161 $52,575,852 Total Opera�ng Expenses $1,905,110 $2,187,148 $5,156,094 $15,788,482 $59,447,894 Net Profit ($1,322,103) $190,861 $4,677,795 $25,800,042 $122,676,987

077 Projected Balance Sheet Year 1 Year 2 Year 3 Year 4 Year 5 CASH ($130,694) $97,687 $3,466,922 $21,621,729 $107,590,398 ADVANCE RENT $10,000 $10,000 $10,000 $10,000 $10,000 TOTAL CURRENT ASSETS ($140,694) $107,687 $3,476,922 $21,631,729 $107,600,398 LONG-TERM ASSETS $599,700 $504,922 $410,144 $315,366 $220,588 ACCUMULATED DEPRECIATION ($94,778) ($94,778) ($94,778) ($94,778) ($94,778) TOTAL LONG-TERM ASSETS $504,922 $410,144 $315,366 $220,588 $125,810 TOTAL ASSETS $384,228 $517,831 $3,792,287 $21,852,316 $107,726,208 TOTAL LIABILITIES $0 $0 $0 $0 $0 RETAINED EARNINGS $384,228 $517,831 $3,792,287 $21,852,316 $107,726,208 EARNINGS ($925,472) $133,603 $3,274,456 $18,060,029 $85,873,891 TOTAL OWNER'S EQUITY $384,228 $517,831 $3,792,287 $21,852,316 $107,726,208 TOTAL LIABILITIES & EQUITY $384,228 $517,831 $3,792,287 $21,852,316 $107,726,208

Projected Cash Flow Statement Year 1 Year 2 Year 3 Year 4 Year 5 Net Cash Flow from Opera�ons Net Proﬁt ($1,275,784) $63,778 $8,029,552 $54,459,321 $330,372,543 Deprecia�on & Amor�za�on $119,800 $119,800 $119,800 $119,800 $119,800 Net Cash Flow from Opera�ons ($1,155,984) $183,578 $8,149,352 $54,579,121 $330,492,343 Inves�ng & Financing Assets Purchased or Sold ($599,000) Net Cash Flow from Inves�ng & Financing ($599,000) Cash at Beginning of Period $0 ($1,754,984) ($1,571,406) $6,577,946 $61,157,067 Net Change in Cash ($1,754,984) $183,578 $8,149,352 $54,579,121 $330,492,343 Cash at End of Period ($1,754,984) ($1,571,406) $6,577,946 $61,157,067 $391,649,410

Appendix Proﬁt And Loss Statement (With Monthly Detail) Year 3 Q1 Q2 Q3 Q4 TOTAL REVENUE $26,199 $27,509 $28,884 $30,329 $31,845 $33,437 $35,109 $36,865 $38,708 $40,643 $42,675 $44,809 TOTAL DIRECT COSTS GROSS MARGIN $26,199 $27,509 $28,884 $30,329 $31,845 $33,437 $35,109 $36,865 $38,708 $40,643 $42,675 $44,809 GROSS MARGIN % 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% OPERATING EXPENSES SALARIES AND WAGES $53,000 $53,000 $53,000 $53,000 $53,000 $53,000 $53,000 $53,000 $53,000 $53,000 $53,000 $53,000 OFFICE RENT $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 INTERNET EXPENSE $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 UTILITY EXPENSES-LIGHT $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 WATER AND MISCELLANEOUS EXPENSE $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 PROMOTION COST $70,833 $70,833 $70,833 $70,833 $70,833 $70,833 $70,833 $70,833 $70,833 $70,833 $70,833 $70,833 FUEL EXPENSES+ CAR MAINTENANCE $1,050 $1,050 $1,050 $1,050 $1,050 $1,050 $1,050 $1,050 $1,050 $1,050 $1,050 $1,050 TOTAL OPERATING EXPENSES $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 OPERATING INCOME ($104,884) ($103,574) ($102,199) ($100,754) ($99,238) ($97,646) ($95,974) ($94,218) ($92,375) ($90,440) ($88,408) ($86,274) DEPRECIATION AND AMORTIZATION $9,983 $9,984 $9,983 $9,983 $9,984 $9,983 $9,983 $9,984 $9,983 $9,983 $9,984 $9,983 TOTAL EXPENSES $141,066 $141,067 $141,066 $141,066 $141,067 $141,066 $141,066 $141,067 $141,066 $141,066 $141,067 $141,066 NET PROFIT ($114,867) ($113,558) ($112,182) ($110,737) ($109,222) ($107,629) ($105,957) ($104,202) ($102,358) ($100,423) ($98,392) ($96,257) NET PROFIT/ SALES (438%) (413%) (388%) (365%) (343%) (322%) (302%) (283%) (264%) (247%) (231%) (215%)

Year 1 Year 2 Year 3 Year 4 Year 5 Total Revenue $417,012 $1,950,548 $10,127,495 $56,667,899 $332,758,736 Total Direct Costs Gross Margin $417,012 $1,950,548 $10,127,495 $56,667,899 $332,758,736 Gross Margin % 100% 100% 100% 100% 100% Opera�ng Expenses Salaries and Wages $636,000 $779,920 $938,340 $994,162 $1,113,931 Office Rent $48,000 $52,800 $58,080 $63,888 $70,277 Internet Expense $7,200 $7,560 $7,938 $8,335 $8,752 U�lity Expenses-Light $9,600 $10,080 $10,584 $11,113 $11,669 Water and Miscellaneous Expense $9,600 $10,080 $10,584 $11,113 $11,669 Promo�on Cost $849,996 $892,500 $937,125 $983,981 $1,033,180 Fuel Expenses + Car Maintenance $12,600 $13,230 $13,892 $14,586 $15,315 Total Opera�ng Expenses $1,572,996 $1,766,970 $1,978,143 $2,088,778 $2,266,393 Opera�ng Income ($1,155,984) $183,578 $8,149,352 $54,579,121 $330,492,343 Deprecia�on and Amor�za�on $119,800 $119,800 $119,800 $119,800 $119,800 Total Expenses $1,692,796 $1,886,770 $2,097,943 $2,208,578 $2,386,193 Net Profit ($1,275,784) $63,778 $8,029,552 $54,459,321 $330,372,543 Net Profit/Sales (306%) 3% 79% 96% 99%

078 d. Required Capital i. Konzortia Capital

Startup Cost And Investment

Start Up Analysis – Capital Expenditure Amount $ Website, Portal, and Apps 104 500 Oﬃce Furniture 57 000 Oﬃce Supplies 7 000 Computer System 31 850 Server Lease Cost 15 000

Balance Sheet (with monthly detail)

Cash Flow Statement (with monthly detail)

Financial Plan

Forecast: Projected sales and the net proﬁts (USD) during the ﬁrst 5 years of opera�ons are as follows:

Year 1 Year 2 Year 3 Year 4 Year 5

Sales $417,013 $1,950,548 $10,127,495 $56,667,899 $332,758,736

Net proﬁt ($1,787,868) ($506,211) $5,243,884 $37,774,108 $230,933,120

079 500,000,000

450,000,000

400,000,000Financial Highlights by Year InveStart

350,000,000

300,000,000

250,000,000

200,000,000

150,000,000

100,000,000

50,000,000

0 Revenue Expenses Net Proﬁt

-50,000,000

Year 1 Year 2 Year 3 Year 4 Year 5

Key Assump�ons

Statements Projected Profit and Loss Year 1 Year 2 Year 3 Year 4 Year 5 Revenue $417013 $1,950,548 $10,127,495 $56,667,899 $332,758,736 Direct Costs $0 $0 $0 $0 $0 Gross Margin $417,013 $1,950,548 $10,127,495 $56,667,899 $332,758,736 Gross Margin % 100% 100% 100% 100% 100% Opera�ng Expenses Salaries & Wages $828,000 $869,400 $912,870 $958,514 $1,006,439 Employee Related Expenses $165,600 $173,880 $182,574 $191,703 $201,288 Office Rent $48,000 $50,400 $52,920 $55,566 $58,344 U�lity Expense $26,400 $27,720 $29,106 $30,561 $32,089 Web Maintenance $0 $5,000 $5,250 $5,513 $5,788 Car Lease Rentals $72,000 $72,000 $72,000 $0 $0 Promo�on Cost $849,996 $892,500 $937,125 $983,981 $1,033,180 Fuel Expenses + Car Maintenance $36,240 $38,052 $39,955 $41,952 $44,050 Total Opera�ng Expenses $2,026,240 $2,128,952 $2,231,800 $2,267,790 $2,381,179 Opera�ng Income $1,609,227 $178,404 $7,895,695 $54,400,110 $330,377,557 Deprecia�on And Amor�za�on $178,640 $327,807 $404,432 $437,099 $473,099 Income Tax $0 $0 $2,247,379 $16,188,903 $98,971,337 Net Profit ($1,787,868) ($506,211) $5,243,884 $37,774,108 $230,933,120 Net Profit/Sales (429%) (26%) 52% 67% 69%

080 Projected Balance Sheet Year 1 Year 2 Year 3 Year 4 Year 5 CASH ($1,052,867) ($1,974,407) $1,640,994 $28,323,968 $190,234,251 ADVANCE RENT $10,000 $10,000 $10,000 $10,000 $10,000 ACCOUNTS RECEIVABLE $0 $0 $0 $0 $0 TOTAL CURRENT ASSETS ($1,042,867) ($1,964,407) $1,650,994 $28,333,968 $190,244,251 LONG-TERM ASSETS $1,190,700 $1,907,060 $2,039,002 $1,830,570 $1,609,471 ACCUMULATED DEPRECIATION ($178,640) ($327,807) ($404,432) ($437,099) ($472,099) TOTAL LONG-TERM ASSETS $1,012,060 $1,579,252 $1,634,570 $1,393,471 $1,136,373 TOTAL ASSETS ($30,807) ($385,155) $3,285,564 $29,727,439 $191,380,623 TOTAL LIABILITIES $0 $0 $0 $0 $0 RETAINED EARNINGS ($30,807) ($385,155) $3,285,564 $29,727,439 $191,380,623 EARNINGS ($1,787,868) ($506,211) $5,243,884 $37,774,108 $230,933,120 TOTAL OWNER'S EQUITY ($30,807) ($385,155) $3,285,564 $29,727,439 $191,380,623 TOTAL LIABILITIES & EQUITY ($30,807) ($385,155) $3,285,564 $29,727,439 $191,380,623

Projected Cash Year 1 Year 2 Year 3 Year 4 Year 5 Flow Statement Cash Flow from Opera�ons Net Proﬁt ($1,787,868) ($506,211) $5,243,884 $37,774,108 $230,933,120

Deprecia�on & Amor�za�on ($178,640) ($327,807) ($404,432) ($437,099) ($472,099)

Net Cash Flow from Opera�ons ($1,609,227) ($178,404) $5,648,316 $38,211,206 $231,406,219 Cash Flows From Inves�ng Ac�vi�es Assets Purchased or Sold ($2,550,700)

Net Cash Flow from Inves�ng Ac�vi�es ($2,550,700)

Cash Flows from Financing Ac�vi�es Investment $2,550,700

Cash at Beginning of Period $0 ($1,052,867) ($1,974,407) $1,640,994 $28,323,968 Net Change in Cash ($1,052,867) ($921,540) $3,615,401 $26,682,974 $161,910,283 Cash at End of Period ($1,052,867) ($1,974,407) $1,640,994 $28,323,968 $190,234,251

081 Hard Cap So� Cap Hard Cap So� Cap Hard Cap Year 2 Q2: Private Sale $5M Year 2 Q3: MLM Pla�orm $60K Year 2 Q3: MLM Campaign $85K Year 2 Q3: Development of Mul�language Pla�orm $30K Year 2 Q4: ERC-20 NAC Crea�on $50K Year 2 Q4: Development of Koura's Pla�orm Based on Ethereum $150K Year 2 Q4: Incorpora�on of Capitalista, InveStart, and NovaBank $25K Year 2 Q4: Licensing of InveStart $250K Year 2 Q4: Marke�ng of InveStart $350K Year 2 Q4: Pre-NAO Marke�ng $350K Year 2 Q4: Ini�al Pre-NAO Oﬀering $2.150 M $8M Year 3 Q1: Development of Beta Version of InveStart and NovaBank $325K $325K Year 3 Q1: Licensing of NovaBank $250K $250K Year 3 Q1: Marke�ng of NovaBank $350K $350K Year 3 Q1: Development of Beta Version of Capitalista $175K $175K Year 3 Q1: Marke�ng of Capitalista $375K $375K Year 3 Q2: Ini�al Licensing Requirements for Capitalista $275K $275K Year 3 Q2: NAO Marke�ng $1.125 M $1.125 M Year 3 Q2: NAO $14.108M $36M Year 3 Q2: Launch of NovaBank $1.5M $175K $1.675M Year 3 Q2: Launch of InveStart $2M $2M

Year 4 Q2: Beta Version of Koura'sYear 1 Pla�ormYear 2 ReleasedYear 3 Year 4 Year 5 $2.825M TotalYear Revenue 4 Q3: Tes�ng of Koura's$417,012 Beta Pla�orm$1,950,548 $10,127,495 $56,667,899 $332,758,736 $450K $350K Total Direct Costs GrossYear Margin 4 Q4: Implementa�on of$417,012 Koura's $1,950,548Beta Pla�orm$10,127,495 $56,667,899 $332,758,736 $250K $3.150M GrossYear Margin 5 Q1: % Final Version of Koura's100% Pla�orm100% Released100% 100% 100% $75K Opera�ng Expenses Year 5 Q2: Migra�on from Ethereum's Pla�orm to Koura's Blockchain $175K Salaries and Wages $636,000 $779,920 $938,340 $994,162 $1,113,931 OfficeYear Rent 5 Q3: Adop�on of the Pla�orm and Full$48,000 Implementa�on$52,800 of the Three Companies$58,080 $63,888 $70,277 $225K Internet Expense $7,200 $7,560 $7,938 $8,335 $8,752 U�lity Expenses-Light $9,600 $10,080 $10,584 $11,113 $11,669 Water and Miscellaneous Expense $9,600 $10,080 $10,584 $11,113 $11,669 Promo�on Cost $849,996 $892,500 $937,125 $983,981 $1,033,180 Fuel Expenses + Car Maintenance $12,600 $13,230 $13,892 $14,586 $15,315 Total Opera�ng Expenses $1,572,996 $1,766,970 $1,978,143 $2,088,778 $2,266,393 Opera�ng Income ($1,155,984) $183,578 $8,149,352 $54,579,121 $330,492,343 Deprecia�on and Amor�za�on $119,800 $119,800 $119,800 $119,800 $119,800 Total Expenses $1,692,796 $1,886,770 $2,097,943 $2,208,578 $2,386,193 Net Profit ($1,275,784) $63,778 $8,029,552 $54,459,321 $330,372,543 Net Profit/Sales (306%) 3% 79% 96% 99%

Balance Sheet (with monthly detail)

Cash Flow Statement (with monthly detail)

082 iV. NovaBank

Financial Plan

Forecast: Projected sales and the net proﬁts (USD) during the ﬁrst 5 years of opera�ons are as follows:

Year 1 Year 2 Year 3 Year 4 Year 5

Sales $8,592,618 $30,367,032 $111,967,347 $420,334,854 $1,589,560,853

Net proﬁt $4,044,244 $18,960,275 $75,696,184 $291,094,323 $1,109,002,600

Financial Highlights by Year NovaBank

1800000000

1600000000

1400000000

1200000000

1000000000

800000000

600000000

400000000

200000000

0 Revenue Total Expenses Net Proﬁt

Year 1 Year 2 Year 3 Year 4 Year 5

Key Assump�ons

083

Revenue by Month

$40K

$30K

$20K

$10K

$0 Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec

Expenses by Month

$150K

$125K Direct Costs

Expenses $100K

$75K

$50K

$25K

$0 Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec

Statements Projected Proﬁt and Loss Year 1 Year 2 Year 3 Year 4 Year 5 Revenue $8,592,618 $30,367,032 $111,967,347 $420,334,854 $1,589,560,853 Direct Costs $0 $0 $0 $0 $0 Gross Margin $8,592,618 $30,367,032 $111,967,347 $420,334,854 $1,589,560,853 Gross Margin % 100% 100% 100% 100% 100% Opera�ng Expenses Salaries & Wages $804,000 $924,600 $1,063,290 $1,222,784 $1,406,201 Employee Related Expenses $144,720 $166,428 $191,392 $220,101 $253,116 Oﬃce Rent $48,000 $60,000 $75,000 $93,750 $117,188 U�lity Expenses $25,200 $31,500 $39,375 $49,219 $61,523 Web Maintenance $0 $5,000 $6,250 $7,813 $9,766 Web Domain Renewal $0 $1,250 $1,563 $1,953 $2,441 Promo�on Cost $ 8,50,000 $1,062,500 $1,328,125 $1,660,156 $2,075,195 Fuel Expenses + Car Maintenance $5,760 $7,200 $9,000 $11,250 $14,063 Server Cost Hired from Amazon $14,400 $14,400 $14,400 $14,400 $14,400 Expenses Exchange Pla�orm $850,000 $935,000 $1,028,500 $1,131,350 $1,244,485 Total Opera�ng Expenses $2,742,080 $3,207,878 $3,756,895 $4,412,775 $5,198,378 Opera�ng Income ($1,155,984) $183,578 $8,149,352 $54,579,121 $330,492,343 Deprecia�on and Amor�za�on $73,046 $73,046 $73,046 $73,046 $73,046 Total Expenses $2,815,126 $3,280,924 $3,829,941 $4,485,821 $5,271,424 Income Tax $1,733,248 $8,125,832 $32,441,222 $124,754,710 $475,286,829

Net Proﬁt $4,044,244 $18,960,275 $75,696,184 $291,094,323 $1,109,002,600 Net Proﬁt/ Revenue 47% 62% 68% 69% 70%

084 Projected Balance Sheet Year 1 Year 2 Year 3 Year 4 Year 5 CASH $3,184,017 $16,529,256 $69,589,631 $273,428,704 $1,049,803,570 ACCOUNTS RECEIVABLE $0 $0 $0 $0 $0 ADVANCE RENT $10,000 $10,000 $10,000 $10,000 $10,000 TOTAL CURRENT ASSETS $3,194,017 $16,539,256 $69,599,631 $27,3438,704 $1,049,813,570 LONG-TERM ASSETS-COST $520,770 $520,770 $520,770 $520,770 $520,770 ACCUMULATED DEPRECIATION ($73,046) ($146,092) ($219,138) ($292,184) ($365,230) LONG-TERM ASSETS-CARRYING VALUE $447,724 $374,678 $301,631 $228,585 $155,539 TOTAL ASSETS $3,641,741 $16,913,934 $69,904,263 $273,667,289 $1,049,969,109 TOTAL LIABILITIES $0 $0 $0 $0 $0 RETAINED EARNINGS $3,641,741 $16,913,934 $69,901,263 $273,667,289 $1,049,969,109 EARNINGS $4,044,244 $18,960,275 $75,696,184 $291,094,323 $1,109,002,600

TOTAL OWNER'S EQUITY $3,641,741 $16,913,934 $69,901,263 $273,667,289 $1,049,969,109 TOTAL LIABILITIES & EQUITY $3,641,741 $16,913,934 $69,901,263 $273,667,289 $1,049,969,109

Projected Cash Year 1 Year 2 Year 3 Year 4 Year 5 Flow Statement Net Cash Flow From Opera�ons Net Proﬁt $4,044,244 $18,960,275 $75,696,184 $291,094,323 $1,109,002,600

Deprecia�on & Amor�za�on $73,046 $73,046 $73,046 $73,046 $73,046

Net Cash Flow From Opera�ons ($1,155,984) $183,578 $8,149,352 $54,579,121 $330,492,343 Cash Flows From Inves�ng Ac�vi�es Assets Purchased Or Sold ($530770)

Net Cash Flow From Inves�ng Ac�vi�es ($599,000) Cash Flows From Financing Ac�vi�es

Cash Investment $879,000 Year 5 Net Cash Flow From Financing Ac�vi�es $879,000 $1,589,560,853 Cash At Beginning Of Period $0 $3,184,017 $16,529,256 $69,589,631 $273,428,704 $0 $1,589,560,853 Net Change In Cash $3,184,017 $13,345,239 $53,060,375 $203,839,072 $776,374,866 100% Cash At End Of Period $3,184,017 $16,529,256 $69,589,631 $273,428,704 $1,049,803,570

$1,406,201 $253,116 Appendix $117,188 Proﬁt And Loss Statement (With Monthly Detail) $61,523 Year 3 Q1 Q2 Q3 Q4 TOTAL REVENUE $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $35,67,348 $9,766 TOTAL DIRECT COSTS GROSS MARGIN $26,199 $27,509 $28,884 $30,329 $31,845 $33,437 $35,109 $36,865 $38,708 $40,643 $42,675 $44,809 $2,441 GROSS MARGIN % 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% $2,075,195 OPERATING EXPENSES SALARIES AND WAGES $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $121,956 $14,063 OFFICE RENT $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $4,862 $14,400 INTERNET EXPENSE $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 $600 UTILITY EXPENSES-LIGHT $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,945 $1,244,485 WATER AND MISCELLANEOUS EXPENSE $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 $800 PROMOTION COST $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $86,098 $5,198,378 FUEL EXPENSES+ CAR MAINTENANCE $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $1,22 $330,492,343 TOTAL OPERATING EXPENSES $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 $131,083 OPERATING INCOME ($104,884) ($103,574) ($102,199) ($100,754) ($99,238) ($97,646) ($95,974) ($94,218) ($92,375) ($90,440) ($88,408) ($86,274) $73,046 DEPRECIATION AND AMORTIZATION $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 TOTAL EXPENSES $5,271,424 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 $334,717 NET PROFIT $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $36,230,600 $475,286,829 NET PROFIT/ SALES (438%) (413%) (388%) (365%) (343%) (322%) (302%) (283%) (264%) (247%) (231%) (215%)

$1,109,002,600 70%

085 Year 1 Year 2 Year 3 Year 4 Year 5 TOTAL REVENUE $1,213,273 $5,745,341 $25,685,359 $106,400,542 $438,783,812 TOTAL DIRECT COSTS GROSS MARGIN $417,012 $1,950,548 $10,127,495 $56,667,899 $332,758,736 GROSS MARGIN % 100% 100% 100% 100% 100% OPERATING EXPENSES SALARIES AND WAGES $1,176,000 $1,470,000 $1,543,000 $1,393,781 $1,463,470 OFFICE RENT $19,200 $20,160 $21,168 $22,226 $23,338 INTERNET EXPENSE $7,200 $7,560 $7,938 $8,335 $8,752 UTILITY EXPENSES-LIGHT $19,200 $20,160 $21,168 $22,226 $23,338 WATER AND MISCELLANEOUS EXPENSE $9,600 $10,080 $10,584 $11,113 $11,669 PROMOTION COST $850,000 $892,500 $937,125 $983,981 $1,033,180 FUEL EXPENSES+ CAR MAINTENANCE $1,200 $1,260 $1 ,323 $1, 389 $1 ,389 TOTAL OPERATING EXPENSES $1,572,996 $1,766,970 $1,978,143 $2,088,778 $2,266,393 OPERATING INCOME ($1,155,984) $183,578 $8,149,352 $54,579,121 $330,492,343 DEPRECIATION AND AMORTIZATION $90,058 $590,058 $1,090,058 $11,317,25 $1,173,392 TOTAL EXPENSES $1,692,796 $1,886,770 $2,097,943 $2,208,578 $2,386,193 NET PROFIT ($1,275,784) $63,778 $8,029,552 $54,459,321 $330,372,543 NET PROFIT/ SALES (306%) 3% 79% 96% 99%

Balance Sheet (with monthly detail)

Cash Flow Statement (with monthly detail)

Year 3 Q1 Q2 Q3 Q4 Net Cash Flow from Opera�ons Net Proﬁt ($114,867) ($113,558) ($112,182) ($110,737) ($109,222) ($107,629) ($105,957) ($104,202) ($102,358) ($100,423) ($98,392) ($96,257) Deprecia�on & Amor�za�on $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 $97,783 Net Cash Flow from Opera�ons ($104,884) ($103,574) ($102,199) ($100,754) ($99,238) ($97,646) ($95,974) ($94,218) ($92,375) ($90,440) ($88,408) ($86,274) Inves�ng & Financing Assets Purchased or Sold ($599,000) Net Cash Flow from Inves�ng & Financing ($599,000) Cash at Beginning of Period $0 ($703,884) ($807,458) ($909,657) ($1,010,411) ($1,109,649) ($1,207,295) ($1,303,269) ($1,397,487) ($1,489,862) ($1,580,302) ($1,668,710) Net Change in Cash ($703,884) ($103,574) ($102,199) ($100,754) ($99,238) ($97,646) ($95,974) ($94,218) ($92,375) ($90,440) ($88,408) ($86,274) Cash at End of Period ($703,884) ($807,458) ($909,657) ($1,010,411) ($1,109,649) ($1,207,295) ($1,303,269) ($1,397,487) ($1,489,862) ($1,580,302) ($1,668,710) ($1,754,984)

Year 1 Year 2 Year 3 Year 4 Year 5 Net Cash Flow from Opera�ons Net Proﬁt ($1,275,784) $63,778 $8,029,552 $54,459,321 $330,372,543 Deprecia�on & Amor�za�on $90,058 $590,058 $1,090,058 $1,131,725 $1,173,392 Net Cash Flow from Opera�ons ($1,155,984) $183,578 $8,149,352 $54,579,121 $330,492,343 Inves�ng & Financing Assets Purchased or Sold ($599,000) Net Cash Flow from Inves�ng & Financing ($599,000) Cash at Beginning of Period $0 ($1,754,984) ($1,571,406) $6,577,946 $61,157,067 Net Change in Cash ($1,754,984) $183,578 $8,149,352 $54,579,121 $330,492,343 Cash at End of Period ($1,754,984) ($1,571,406) $6,577,946 $61,157,067 $391,649,410

086 10. INVESTMENT OPPORTUNITY

a. Exit Strategy

The ul�mate objec�ve of Konzor�a Capital is to increase the overall value proposi�on of the company through the expansion of the business por�olio into high-growth trending segments that may posi�on the company for acquisi�on. The company may an�cipate exi�ng once its growth a�racts opportuni�es for merger and acquisi�on. The management team may therefore welcome a suitable merger and acquisi�on target whereby the company is acquired by a larger company capable of funding its con�nued expansion globally. Similarly, Konzor�a Capital may instead undergo a merger that facilitates its increased market penetra�on through diversifica�on, expanded geographic reach, and increased contacts and resources. Also, on approaching peak capacity, management may likewise consider selling the company at a maximized profit. The management team may be looking at selling the company to the highest bidder. It is es�mated that the management would be able to sell the company for a range of three to eight �mes earnings before interest and taxes. It would also not dismiss the possibility of choosing to remain “as-is,” i.e., privately-funded and operated. The op�on to con�nue expanding may be salient. With large cash flows and profits, stakeholders may decide that it is in the company’s best interest to con�nue opera�ons and expand accordingly. Therefore, the ul�mate decision will depend upon market forces and the posi�on of the founding members.

When inves�ng into a private company, investors face a common issue: the fact that there is rarely a clear exit strategy. An investor might find a tremendous investment opportunity but when it comes �me to liquidate his investment, it gets difficult. If the company remains private, the investor must find someone to buy his posi�on in the company. By taking advantage of blockchain technology and bringing in business intelligence that the industry has been missing, we are eager to create a new asset class: NACs backed by shares of the issuing company which in this case is Konzor�a Capital S.A. By crea�ng a NAC, we are recrea�ng, but simplifying, the Ini�al Public Offering (IPO) process and replacing it with a New Asset Offering (NAO), which gives Konzor�a Capital’s investors a clear exit strategy. This brings us to the next topic which is that not every NAO is able to find an exchange that would list their NACs, and if that’s not the case, investors have another issue to deal with which is that the NACs they invested in may be listed but they cannot find a buyer to sell the NACs to which is nothing but a lack of liquidity in the market. Konzor�a Capital is crea�ng NovaBank to solve these problems and to help not only provide its investors a way to liquidate Koura NACs but to also bring liquidity that the industry has been missing. b. Financial Structure

We have created a security NAC that allows a direct rela�onship among shares and NACs. By doing this, we allow investors to par�cipate in a private company that gives them the liquidity that before could only be found in public companies.

Konzortia Capital Assets 30% of InveStart

30% of Capitalista

30% of NovaBank

087 c. NAC distribu�on

The total number of NACs will be 133,333,333.33. The premise of the Koura monetary policy is that there will be a transmission mechanism between investors and credit managers via exchanges. Liquidity of Koura shall rise as its request rises. NAC sale alloca�on is 50% of maximum NAC supply which is 133,333,333.33. Koura will be listed on digital currency exchanges with adequate informa�on about its commercial purposes. It will also be available a�er the Pre-NAO for sales and other commercial purposes.

Koura is an ERC-20 reward which means it is an ac�ve contract that implements the ERC-20 forum requirement. The NAC alloca�on uses the ac�ve smart contract standard which ensures that all NAC alloca�on remains unchanged. A�er lis�ng on several exchanges, market prices will determine the price of the NAC without any interference or manipula�ons. The es�mate delivery of 133,333,333.33 Koura NACs will certainly be recognized. d. Investment Details

We have created three diﬀerent rounds of ﬁnancing, me�culously structured to provide investors with the highest return while minimizing risk.

$0.80

Today Year 3 Private sale NAO

Pre NAO

Year 2

$0.50 $1.00

088 $0.50 $0.80

Year 3 Private sale Stage II NAO

Private sale Pre NAO Stage I

Today Year 2

$0.65 $1.00

435%

103%

22% 0% 20%

$1.33 $6.28 $26.58 $52.56 $105.12

Sale Price Projected Return % Return Sale Price Projected Price per Shared Issued

Projected Value per Share/NAC Calcula�on Dividends Based Year 1 Year 2 Year 3 Year 4 Year 5 Projected Dividends $0.00 $2,440,613.00 $21,761,434.00 $102,560,993.00 $434,767,206.00 No. of Shares Issued 133,333,333.33 133,333,333.33 133,333,333.33 133,333,333.33 133,333,333.33 Dividends Paid Out per Year $0.00 0,02 0,22 1,03 4,35 Projected Return per Share/NAC Calcula�on Price per Share Issued $1.33 $6.28 $26.58 $52.56 $105.12 Projected Return per Share 0% 20% 22% 103% 435%

089 11. LEGAL CONSIDERATIONS

a. Disclaimer and Legal Info

The securi�es described hereby in this Business Plan have not been registered with, or approved, by the united states securi�es and exchange commission, nor have such securi�es or this Business Plan been ﬁled with or reviewed by the a�orney general of any state or the securi�es regulatory authority of any state.

This is based on the exemp�on from such registra�on as set forth in rule 506 of regula�on D of the securi�es act of 1933, as amended.

The purpose of this Business Plan is to present Konzor�a Capital, its business model, and the KOURA securi�es to poten�al accredited investors in connec�on with the proposed Private Sale. The informa�on set forth above may not be exhaus�ve and does not imply any elements of a contractual rela�onship. Its sole purpose is to provide relevant and reasonable informa�on to poten�al accredited investors in order for them to determine whether to undertake a thorough analysis of the company with the intent of acquiring KOURA securi�es. This Business Plan does not cons�tute an offer to sell or a solicita�on of an offer to buy KOURA securi�es. The securi�es described do not represent a registered security, and are only available through private offering to accredited investors, if you accept to acquire the securi�es described in this Business Plan and invest in the issuing company, you do so as an accredited investor (as defined in paragraph (1), (2), (3) or (7) of rule 501(a) of regula�on d under the U.S. securi�es act of 1933, as amended (the securi�es act)) and "qualified purchasers" (QPS) for the purposes of sec�on 3(c)(7) of the investment company act of 1940, as amended (the investment company act) or (b) both "accredited investors" (as defined in rule 501(a) of regula�on d under the securi�es act) and "knowledgeable employees" as defined in rule 3c-5 under the investment company act, in each case for its own account for investment purposes and not with a view to the distribu�on thereof (except in accordance with regula�on d) and you agree to provide substan�al informa�on, if required, to prove said claim.

Certain statements, ﬁnancial informa�on, projec�ons or forecasts contained in this private documenta�on cons�tute forward-looking statements or informa�on, they are not to be taken as historical facts and must be viewed only as es�mates. Such forward-looking statements or informa�on concern known and unknown risks and uncertain�es, which may cause actual events or results to diﬀer materially from the es�mates or the results implied or expressed in such forward-looking statements. although any projec�ons contained in this website are based upon assump�ons which the company believes to be reasonable, past performance is not necessarily indica�ve of future results.

This English-language Business Plan is the primary official source of informa�on about the KOURA security. The informa�on contained herein may be translated into other languages from �me to �me or may be used in the course of wri�en or verbal communica�ons with exis�ng and prospec�ve community members, partners, etc. In the course of such a transla�on or communica�on, some of the informa�on contained in this paper may be lost, corrupted, or misrepresented. The accuracy of such alterna�ve communica�ons cannot be guaranteed. In the event of any conflicts or inconsistencies between such transla�ons and communica�ons and this official English-language Business Plan, the provisions of the original English-language document shall prevail.

The investment in the securi�es described in this Business Plan involves risks, and is available only to accredited investors or individuals who can aﬀord to assume such risk for an indeﬁnite period of �me and who agree to purchase the securi�es only for investment purposes and not with a view toward the transfer, resale, exchange or further distribu�on thereof. There will be no public market for the securi�es.

090 The resale of the securi�es is limited by federal and state securi�es laws and it is therefore recommended that each poten�al investor seek counsel should they desire more informa�on. The price of the securi�es as described in its oﬀerings has been arbitrarily determined by the sponsors of this investment, which are the directors of the issuing company, and each prospec�ve investor should make an independent evalua�on of the fairness of such price under all the circumstances as described in the body of this document. You as a prospec�ve investor, accept that, by agreeing to the purchase of any security described on this Business Plan, expressly acknowledge and represent that (s)he/it has carefully reviewed this Business Plan and fully understand the risks, costs, and beneﬁts associated with the purchase of KOURA securi�es and have reviewed all the necessary documenta�on, such as the investment prospectus and are fully capable to understand and accept the risks involved in this investment opportunity.

All investments carry risk and all investment decisions of an individual remain the responsibility of that individual.

091 Redesigning the future of ﬁnances today