CENTR AL MICH IGAN UNIVERSIT Y New Venture COMPETITION · entrepreneurial pathways – these paths include: • Being change agents at established firms • Managing small businesses

CENTR AL MICHIGAN UNIVERSIT Y

COMPETITIONNew Venture

ONLINE

THE FIRST EVER NEW VENTURE ONLINE COMPETITION

Judging Approach ..................................................................................................................... 2

Different Entrepreneurial Pathways ...................................................................................... 3

NVC Entrepreneur & Innovators Award ................................................................................ 3

Mentors and Advisors ............................................................................................................... 4

Judges .......................................................................................................................................... 6

Competition Teams ................................................................................................................. 17

Recognition .............................................................................................................................. 68

Entrepreneurship at CMU ...................................................................................................... 69

Table of Contents

Chris Moberg, Dean Jeff Thomas, Chair

Welcome Welcome to CMU’s first-ever New Venture Online Competition (NVOC). Unfortunately, our tenth annual New Venture Competition (NVC) was cancelled this year as a result of COVID-19. Making the decision to cancel the NVC was both easy and painful. While we knew it was the right thing to do, we felt terrible for the students who looked forward to the NVC and had worked so hard to pursue their dreams.

In fact, many of the student teams that are competing in this NVOC participated in NVC workshops over the past several months and spent countless hours formulating and refining their ideas, value propositions, and ventures. Also, a supporting group of CMU alumni, faculty, and other members of our entrepreneurial and business community, served as mentors and advisors to provide coaching and support throughout this journey.

Instead of letting all of this great work go to waste, we decided to do two things for the students who intended to compete in the NVC. First, we invited them to compete in next year’s NVC, even if they graduate before it takes place. Second, we developed the NVOC so these students could still have a meaningful experience this spring. Admittedly, the NVOC is not a perfect substitute for the NVC, which has become a marquee event at CMU. However, the NVOC still gives students an opportunity to share their executive summaries and financials. In addition, each venture was given the choice to create either a 10-minute video presentation or a 2-minute video pitch. The NVOC also welcomes student teams from Michigan Technological University (MTU) that planned to compete in the NVC. We thank MTU for their continued participation and support.

When they compete in 2021, this year’s participants will have at least two separate award categories. In fact, we are thrilled to announce that David and Janice Underwood have already indicated they will support two “Best Overall Venture” awards of $25,000 for next year. Similarly, Dave and Susan Roberts have committed to funding two "Best Social Venture" awards of $10,000 in 2021. Thus, a Best Overall Venture award and Best Social Venture award will go to 2020 participants who compete in next year's NVC. We are so grateful to the Underwoods and Roberts! More details about the 2021 NVC will follow.

In the meantime, this year’s NVOC will award $25,000 to student ventures this spring! Specifically, the 10-minute video presentation track will award $15,000 and the 2-minute video pitch track will award $10,000.

We want to thank the many stakeholders who help make the NVC and NVOC possible. First, we thank our NVC sponsors who are instrumental. We also thank our mentors, advisors, and judges. Like our faculty and staff, these individuals were willing to make quick adjustments in order to serve our students in a virtual-only world. This empowered us to offer the NVOC while still respecting all of the appropriate social distancing guidelines. Finally, we want to recognize and thank Bruce Marble for his leadership over all things NVC. Bruce retired this spring, after serving nearly four years as the Executive Director of the Isabella Bank Institute for Entrepreneurship. We already miss Bruce and appreciate all of the opportunities he has created for our students.

Indeed, we appreciate all of our supporters’ commitment to the success of our next generation of Michigan entrepreneurs and to Central Michigan University!

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Bruce Marble, Former Executive Director,

Isabella Bank Institute for Entrepreneurship

College of Business AdministrationCentral Michigan University

Jeff Thomas, Chair,Entrepreneurship Department

College of Business AdministrationCentral Michigan University

Chris Moberg, Dean, College of Business Administration

Central Michigan University

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Judging Approach for the New Venture Online Competition We are very fortunate to have so many experienced entrepreneurs, business leaders, and service providers who are willing to serve as online judges for the NVOC.

These judges will use their discretion when evaluating the ventures. However, we have provided examples of questions judges can ask to help make their decisions:

• Is the business concept convincing?

• Is this a business you want to know more about?

• Is this a team with the passion and capability of taking the business forward to the

next milestone?

• Did the team conduct testing of their concept with potential customers?

• Is the video pitch/presentation believable and understandable?

• Is their implementation plan reasonable?

• Did the team define their product/service and the problem it solves?

• Do they have a minimum viable product (MVP)?

• Does the team explain how they will make money and/or fund their venture?

• Does the team know their points of differentiation?

• Is there established validation of the team's competitive advantage?

• Is the financing model viable and sustainable?

• What would they do with the earned capital?

We have two separate judging panels. One judging panel will evaluate teams competing in the 2-minute video pitch track while the other judging panel will evaluate teams competing in the 10-minute video presentation track. Each judge will be asked to review the executive summaries, financial summaries, and videos, for each team competing in the track that they are judging. Ultimately, each judge will select and rank the top five teams competing in the applicable track. Those results will then be aggregated in order to determine the award winners for each track.

Awards for the New Venture Online CompetitionEach NVOC track has its own awards. These awards are as follows:

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2-Minute Video Pitch Track

• 1st Prize – $5,000

• 2nd Prize – $2,500

• 3rd Prize – $1,000

• Honorable Mention (2 awards) – $750 each

10-Minute Video Presentation Track

• 1st Prize – $7,500

• 2nd Prize – $3,000

• 3rd Prize – $2,500

• Honorable Mention (2 awards) – $1,000 each

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Different Entrepreneurial Pathways at CMU The NVOC provides a real-world experience in developing an executive summary, putting together financials, and creating either a two-minute video pitch or a ten-minute video presentation. Students from a variety of academic disciplines benefit from this transformational experience. Some of these students and teams are ready to start their own companies. Founding a start-up is exciting! However, becoming an entrepreneur is not just about going out and starting your own company. Many of our CMU graduates explore other entrepreneurial pathways – these paths include:

• Being change agents at established firms• Managing small businesses• Working as employees at new ventures• Serving social enterprises• Leading family businesses

We built our entrepreneurship courses and programs with these different pathways in mind. To learn more about these offerings, please call 989-774-3270 or visit cba.cmich.edu.

• Building franchises• Becoming independent inventors• Finding self-employment niches• Acquiring existing companies

NVC Entrepreneur and Innovators Award

The U.S. Mint began a series of $1 coins in 2019 in recognition of American innovation and pioneering accomplishments in the 50 states, D.C. and U.S. Territories.

In congratulations and recognition for participation in the NVOC, each student founder will receive this American Innovators coin in a display case they can proudly display to recognize their entrepreneurial spirit.

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Honorary Mentor in Residence

Curt White CMU, Mentor in Residence, Honorary, PhD Dow Corning Corp. (Retired)

NVC Mentors & Advisors

Team Mentors and Advisors

Joe Affholter CMU Faculty, Entrepreneurship Department

Akindele Akinyemi President and CEO, Global African Business Association

Pad Alce CMU Faculty, Entrepreneurship Department

Jim Baker MTU, School of Business and Economics

Andrew Banard MTU, Mechanical Engineering & Director of Great Lakes Research Center

Rick Barz CEO, Isabella Bank (Retired)

John Bedz Program Manager of Entrepreneurship and Defense, Automation Alley

Kimberly Brown Recreational Program Director, Farmington Gymnastics Center

John Bunch CMU Faculty, Entrepreneurship and Management Departments

Kevin Campbell CMU Faculty, Broadcasting and Cinematic Arts; President, Triple C Consulting, LLC

Lisa Casper MTU, Innovation Center for Entrepreneurship Program Manager

Chuck Crespy Dean Emeritus College of Business Administration, Central Michigan University

Max Dolinsky CMU Faculty, Finance and Law Department

Richard Hayes CMU Faculty, School of Engineering & Technology

Adrienne Minerick MTU, Dean College of Computing and Professor of Chemical Engineering

David Nows CMU Faculty, Entrepreneurship Department

Dan Odykirk Manager, CMU Student Services Court

Pyayt Oo CMU Faculty, Entrepreneurship Department

Mike Pisani CMU Faculty, Management Department

Michael Schuette CMU Faculty, Finance and Law Department

Caryn Shick Founder/CVO, Incuba8; CMU Faculty, Entrepreneurship Department

Gene Smith CPA, Robert F. Murray & Company, P.C.

David Stairs CMU Faculty, Art and Design Department

Tomas Thundiyil CMU Faculty, Management Department

Matt Uhl Mergers and Acquisitions Advisor, Calder Capital, LLC

Stephen Wakeling Founder/CEO, Phobio, LLC

Brent Warner Founder/President, Diversified National Title Agency & Diversified Insurance Group

Tina Williams COO, QT Business Solutions

Ed Woelfert CMU Faculty, School of Accounting

Penny Woelfert CMU Faculty, School of Accounting and Entrepreneurship Department

Roger Wood Senior Lecturer of Operations Management, Michigan Technological University

Susanne Wroblewski Research Lab Coordinator , Department of Fashion, Interior Design, and Merchandising, CMU

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NVC Mentor in Residence

NVC Program Manager

Ross NoelMentor in Residence, Isabella Bank Institute for Entrepreneurship Ross Noel is a results-focused and solutions-oriented professional with a Bachelor of Science Degree in Engineering from Michigan State University. He possesses a unique blend of technical and application engineering, project management, research and development (R&D), product commercialization, management, and sales and marketing background expertise. He combines the technical education of engineering with the creative thinking of R&D, along with high motivation for success. Ross’ education and knowledge has resulted in new products, patents, successful projects and numerous opportunities.

Ross has also started two new businesses in the Midland area. He applies his experience and knowledge as a Mentor in Residence with the Isabella Bank Institute for Entrepreneurship in the College of Business Administration at CMU for the New Venture Competition. Ross resides in Midland with his wife Karen, and dog Magic. He has two children, Nikki and Nato.

Julie BakerProgram Manager, Isabella Bank Institute for Entrepreneurship Baker has launched several new ventures including Baker Communications, where she consulted on small business issues for state and federal agencies for more than 15 years. Her most recent startup, Fedora Malthouse, was a national finalist in the 2016 Farm Bureau Rural Entrepreneurial Challenge. She also has experience advising on gaming industry issues, working with political PR firms in Lansing, and performing veterinary practice management services. Further, she has served on legislative committees for various trade organizations.

In her current role, Baker shares her varied experiences with student entrepreneurs to help them develop their entrepreneurial ideas and skills. She is particularly adept at assisting students with secondary research and customer discovery. Her motto is “Be Courageous, Be Persistent and Plan for Success.”

Baker is a life-long learner with a degree in Business Management and Marketing from MMCC and a BS in Journalism/Public Relations/Political Science from CMU. She is currently pursuing a Master of Entrepreneurial Ventures degree at CMU.

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Dave BellAssociate Director of Entrepreneurship, Saginaw Valley State UniversityRetired from The Dow Chemical Company's associate commercial director leading new businesses for the organization, including: Energy Conserving Roofing Materials; Chemicals Recycling; Market-Facing Paint and Coatings, Market-Facing Flooring; Agricultural Management; Oil & Gas; Industrial Water Treatment; Construction Materials; and Building and Construction Solutions. Led exploration to create new businesses related to sustainable development. Develop business models for fabricated composite products. Create new business in chemical process measurement. Dave completed a bachelor’s degree at Pennsylvania State University and an M.B.A. at Michigan State University. Dave has also been active in the CMU NVC as judge, pro, mentor, advisor on many teams and now is Assoc. Director for Entrepreneurship SVSU.

Keith GoodwinRetired Senior Vice President, Cisco’s Worldwide Partner OrganizationKeith Goodwin retired from Cisco Systems in September of 2013 after 14 years and is currently a member of the Board of Directors at Presidio Inc.

Goodwin was Senior Vice President of Cisco’s Worldwide Partner Organization. During his seven years in this role, his team was responsible for supporting Cisco’s global business with more than 60,000 partners, representing the company’s primary route to market. Under his leadership, customer satisfaction with Cisco’s partners and the loyalty of partners to Cisco increased to all-time highs.

He began his Cisco career in 1999 as Vice President of Operations for the Worldwide Field group. Before coming to Cisco, Goodwin spent 21 years with Hewlett-Packard.

Goodwin holds a BS degree in Business Administration from CMU, an MBA Administration degree with a concentration in finance from Wayne State University, and an honorary doctorate in commercial science from CMU. He also has completed the University of Michigan Executive Program.

Judges



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Steve HahnResearch Fellow, The Dow Chemical Company (Retired)Steve Hahn is an experienced chemist, materials scientist, and evaluator of new technology-based business opportunity. He was employed by the Dow Chemical Company for 35 years, where he worked in a variety of research and new business development functions. Beginning in 2010 Steve established Dow’s Technology Scouting presence in the North American West Coast region, working out of San Francisco/Silicon Valley. The goal of this effort was to identify and evaluate strategically business opportunities. Steve has a B.S. in Chemistry from Michigan Tech and an M.S. in Chemistry from Central Michigan University. He holds 43 issued U.S. Patents, 40 publications in refereed journals, and 6 chapters in scientific reference books. Steve was named a Dow Inventor of the Year in 1990 and 1996, the Distinguished Alumni Lecturer at Michigan Tech in 1996 and 2003, and received the Dow Excellence In Science Award in 1999. He was a Visiting Professor of Chemistry and IPrime Scholar at the University of Minnesota in 2002. He received the American Chemical Society Cooperative Research Award in 2008 and the Council for Chemical Research Collaboration Award in 2010. He has represented Dow on Advisory Boards at the University of Connecticut and at Michigan Tech. Steve is a member of the Academy of the College of Sciences and Arts at Michigan Tech, and served on the Advisory Board for the Global Social Venturing Competition at the Haas School of Business at UC-Berkeley.

Paul JaquesManaging Director for Venture Creation, Burgess Institute for Entrepreneurship & Innovation, Michigan State University

Paul Jaques is the Managing Director for Venture Creation of the Burgess Institute for Entrepreneurship & Innovation at Michigan State University. In this role, Paul works with students at MSU to take their ideas from the very beginning stage to the market. He runs MSU’s student incubator, the MSU Hatch, and is the creator of the Conquer Accelerator program.

In addition to his leadership role, Paul is the CEO of a recruiting firm, WeConnectTalent; and is the COO of SPC Innovations, which created Brickshield, a semi-permanent adhesive for plastic brick toys, has launched 2 apps called Clawmaster and Trestimate, is a member of the Altruis investment fund, and recently authored a children’s book, “Best Friend Dad”.


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Tom McElgunnAttorney, McElgunn Law

Tom McElgunn is an Attorney at McElgunn Law who specializes in venture creation, venture expansion, and venture advancement. Tom provides insight and advice to entrepreneurs based on over 30 years of experience in topics such as risk analysis and product development. Tom graduated in 1979 from Central Michigan University with a Bachelor of Science. He continued his education at Detroit College of Law to pursue his Juris Doctorate graduating in 1982. Tom has served as a member of the State Bar of Michigan for 37 years and has served as a New Venture Competition Mentor and Judge since 2014.

Marv PichlaOwner & Creative Advisor, Inspiring Innovations, Inc.

Marv Pichla is the Owner and Creative Advisor of Inspiring Innovations, Inc. His consulting service includes sharing his unique entrepreneurship and innovation customer service experience, Marv consults with public and private business, education, and community organizations to develop new and different problem solving methods through real-life example-based learning. Prior to starting Inspiring Innovations, Inc. Marv served as Executive Director for Thumb Area Michigan Works! a mid-Michigan workforce and business development agency. As Executive Director, Marv used creativity and innovation as his guide for regional business building, career development, employment service, education and strategic partnership/planning initiatives. Finally, Marv was raised on a farm in the Thumb Area of Michigan where he claims he received the leadership principles he values most. However, he obtained his Bachelors and Masters Degrees from Central Michigan University in Public Administration and eventually his Ph.D. from the School of Business & Management at Capella University in Minnesota.

Dave RobertsSenior Vice President, Americas Cardiac and Vascular Group, Medtronic, PLC

Dave Roberts leads the Cardiac and Vascular Group’s commercial organization for the Americas. Dave has held various sales, marketing and leadership roles during his 35+ years with Medtronic. Dave has served on the Board of Trustees of The College of St. Benedict for over five years, and as a board member of Radia, a privately owned company, for over ten years. Dave holds a Bachelor’s in Business from Central Michigan University and an MBA from the University of Notre Dame.


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Jerome SchwindPresident and COO, Isabella BankJerome E. Schwind was appointed to President and Chief Operations Officer of the Bank effective December 31, 2015. Mr. Schwind has been employed by the Corporation since 1999 and has over 25 years of banking experience. He served as Executive Vice President and Chief Operations Officer of the Bank from December 2013 to December 2015, Chief Integration Officer from December 2012 to December 2013, and President of the Mecosta Division of the Bank from December 2003 to December 2012. Mr. Schwind serves as the treasurer for the Middle Michigan Development Corporation and is a member of the Finance Advisory Board for the Ferris State University College of Business. He is past chair of the Mecosta County Development Corporation, past vice-chair of the Mecosta County Medical Center, and a former member of the Friends of Ferris Board.

Dave UnderwoodCo-Founder and VP Business Development, Qumulex, Inc.

Forward-thinking. Entrepreneurial. Innovative. These and more describe the incredible career and achievements of Dave Underwood.

Underwood founded two companies — Integral Technologies and Exacq Technologies. His down-to-earth demeanor and business savvy helped shape the businesses from the ground up and earned both a place on Inc. magazine's list of the 500 fastest growing private companies in America.

While Underwood and his partners sold Exacq Technologies in 2013, he remains active with the group. He also currently serves as the vice president and general manager of Johnson Controls.

in 2019 Dave has started a new company. Qumulex, Inc. is a technology startup established by successful entrepreneurial veterans of the physical security industry. Qumulex is offering commercial physical security customers a mobile-first unified access control and video security solution supporting traditional on-premises and cloud subscription deployment models.

Underwood's companies have employed hundreds of people. His teams have developed common products and technologies that many of us use today, including the first digital video recorder.

Underwood credits his success to the opportunities that were available to him as a student at CMU. His belief that a good education is an avenue to future success has led him to remain engaged with CMU and the next generation of business students.


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Jon VoigtmanManaging Director, Royal Bank of Canada

Jon was appointed Senior Officer of Royal Bank of Canada - Bahamas in December 2014, and Head, Principal Finance to manage a multi-billion dollar fixed income and loan portfolio. He joined RBC Capital Markets in 2007 to lead the Mortgage Trading business in New York. In 2009 he was appointed Head of Structured Assets in the firm’s Fixed Income and Currency division – managing the Agency & Non Agency MBS, ABS and CMBS sales & trading desks. Jon has been a member of RBC Capital Markets’ US Fixed Income Operating Committee, Central Funding Operating Committee and RBC’s Investment Portfolio Committee.

He is currently on Central Michigan University’s Advancement Board serving as Chair of the Investment Committee, and a member of CMU’s College of Business’ Executive Roundtable. Jon previously served on the Board of Directors of the American Securitization Forum and the Board of Directors of Truelink – the first internet-based consumer credit reporting company.

He earned his Bachelors of Science degree in Business Administration from Central Michigan University in 1984 and passed FINRA’s Principal and General securities license exams (Series 24, 7, & 63). He and his wife currently reside in The Bahamas and have a grown son that resides in NYC.

Dan WardCo-Founder and President, Detroit Labs

Dan Ward is Co-Founder and President at Detroit Labs, where they build teams and make beautiful, human-centered tech for clients that range from utility providers to quick service restaurants to top auto manufacturers. Through his passion for storytelling and belief that design runs the world, Dan seeks to understand the consumers behind technology and coaches teams towards creating products that work for real people.

Dan is a proud CMU graduate and the recipient of the 2019 Entrepreneur of the Year Award from the CMU College of Business Administration. He was also recognized by Crain’s Detroit as one of the 2019 40 Under 40 Honorees.


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Joy BuchananCommunications Specialist and Entrepreneur

Ms. Buchanan began her career as a city and school newspaper reporter for The Midland Daily News in Midland, MI. After three years, she moved to the Dow Chemical Company where she held numerous public relations and issues communications positions until her retirement in 2004. After her tenure with Dow, Joy managed her own communications consulting firm, assisting several companies and individuals in the Great Lakes area, including Dow. From 2011 through 2013, Joy served as Executive Director of the new Great Lakes Bay Chapter of the American Red Cross, successfully merging the independent Bay City, Midland, and Saginaw Red Cross Chapters into one Great Lakes Chapter. She was a member of the 2013 Great Lakes Leadership Class. In 2014, she returned to her work as a communications consultant. Joy earned a Bachelor in Journalism degree from the University of Missouri School of Journalism.

Thomas CokeChief Strategy Officer, BitLyft

Thomas Coke is currently the Chief Strategy Officer at BitLyft. He was previously the CEO of CampusStarter.co, a crowdfunding site for college entrepreneurs, and the VP of North America for Hubbub Fundraising. He has also been the Director of Business Development at CrowdFundConnect and in Business Development for FinTech startup VerifyValid. He advises a variety of startups in the Midwest and speaks around the country on crowdfunding, payments and electronic signatures as well as working on several state crowdfunding bills. He is a graduate of Kalamazoo College and the Michigan State University College of Law.

Ellington EllisCo-Founder & Manager, Global Battery Solutions

Ellington is the co-founder and managing partner of Global Battery Solutions, where his team creates innovative battery and energy storage technology solutions, and works with large OEM’s such as Xalt Energy General Motors and Ford.

Ellington is also the chairman and founding principal of Ellington Capital Management, a boutique venture firm focusing on identifying, creating, developing and funding start-ups in urban communities. Its most recent project is the Illinois Opportunity Zone Fund, a $300 Million fund, in partnership with Arc-investments and Xinova.

Most recently, Ellington led the successful partnership of Global Battery Solutions and Dynamic Manufacturing where the combined companies have over 950 employees and more than $200 million in annual revenues.

Ellington is a graduate of Butler University and Christian Brothers University and earned degrees in economics and theology.


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Lori FischerEvents & Student Program Manager, MSU Innovation CenterLori Fischer is the Events and Student Program Manager at Spartan Innovations. After assisting in establishing the Spartan Innovations office in 2012, Lori now manages the MSU student start-up "Hatch" incubator program, encouraging entrepreneurial growth, as well as managing a team of 20+ interns. She coordinates and manages entrepreneurial events and business pitch competitions in collaboration with Michigan State University, MSU Innovation Center, LEAP and the State of Michigan (MEDC). Lori serves as advisor to the MSU Women in Entrepreneurship student organization and the MSU Entrepreneurship Association. Her experience and expertise also includes events management, project management, business consulting, HR and accounting in an exhilarating, fast-paced entrepreneurial-driven start-up environment.

Erin GendronProprietor, Perspective Coaching AtlantaErin Gendron is a CPCC/ICF accredited personal coach with several years of experience as a start-up consultant and entrepreneur. She is the proprietor of Perspective Services in Atlanta, GA. She graduated from CMU in 2006 and has a Master's of Fine Art from the University of New Orleans.

Denise GravesUniversity Relations Director of Entrepreneurship & Innovation, Michigan Economic Development Corporation

Denise is the University Relations Director for the Entrepreneurship & Innovation team at the Michigan Economic Development Corporation (MEDC). In this role, she interacts with Michigan’s public universities, key entrepreneurial stakeholders and investors, managing programs that support statewide collaboration and the commercialization of early stage technology.

Before joining MEDC in October 2011, Denise held sales and business development positions in a number of small and second stage high-tech companies in Ann Arbor. Her experience includes new business development, channel partner relations, client relations, sales, strategic planning, public speaking and contract negotiation and management.


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Michael JakolatCEO, The Beaconview Group, INC

Michael Jakolat founded his business advisory group in 2002 after nearly 20 years of business experience starting with Ernst & Young followed by world-wide operational and M&A responsibilities in Fortune 500 companies. The BeaconView Group focuses on building enterprise value in both start-ups and established companies in a number of industries - most recently in healthcare, marketing services, and automotive - working with private owners and equity sponsors across the country.

Michael earned his Bachelors of Science degree in Business Administration, majoring in Accounting, in 1983 from CMU, and an MBA in 2001 from Kellogg Graduate School of Management at Northwestern University. He is a CPA and an award-winning Certified Turnaround Professional. Michael is the sponsor of the Jakolat Family Endowed Scholarship fund at CMU and has been actively involved with CMU’s entrepreneurship program since 2008. Michael lives in the Chicago area.

Nick KrzyzaniakGeneral Manager, Danone North America (Retired)

Nick Krzyzaniak graduated with honors from Central Michigan University in 1986, earning his BSBA in Business Administration and Political Science. Recruited by Hall of Fame Baseball Coach Dave Keilitz, Nick was catcher from 1983-86 helping the team to three MAC title seasons. In 1986, he led as Captain of the 1986 MAC Championship Baseball Team. Recognizing his legacy of success, Nick was invited to serve as commencement speaker in December 2016 when he was awarded an Honorary Doctorate from CMU.

From 1991 to 2017, Nick worked for global food company Danone, beginning in sales and rising to high-level management positions, including CEO in the UK, Ireland, USA, and Canada. As general manager of Danone North America from 2015 to 2017, he managed and led the seven business units, (unique companies).

In May 2017, Nick retired from Danone and began a new stage in his life. He attended Columbia University earning a Master's in Executive Coaching degree in April 2018. Nick then launched his new business called Kz & Associates, LLC, which focuses on executive coaching and consulting. Nick has served on several boards, including Food and Consumer Products of Canada (FCPC), Club Dejeuner (Breakfast Clubs of Canada), Dairy Producers Association of Canada (DPAC), Sambazon Inc., Danone Institute, NORAM Dairy Board, International Bottled Water Association (IBWA), and the EvianVolvicWorldwide Leadership Board.


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David Ladner CEO, TCR

David Ladner is the founder and CEO of TCR, a global technology firm that specializes in Transportation Audit, Payment and Consulting Services since 2003. His career spans 36 years in Transportation, Supply Chain and Technology starting with Consolidated Freight Ways, American Airlines, UPS and his current position with TCR. David has held many board seats with companies such as Arcot, PathFire, Tumbleweed and universities such as the University of Georgia, Emery University, Georgia Tech. He also participates with philanthropic opportunities with Faith Medical Clinic and United Way.

Courtney LorenzOwner Operator, Cultured Kombucah Co.

Founder of Northern Michigan’s first kombucha tea brewery, Courtney desires to share the health benefits reaped from living foods. She believes that each body has unique nutritional needs.

Courtney is a lifelong entrepreneur specializing in food and beverage businesses to create growth in wellness segments. Her background in nutrition and culinary arts drives her to foster wellness within the community through education, agronomy, and functional nutrition. Courtney has supported multiple businesses through their growth phases and enjoys supporting her business through it’s own growth.

Courtney is a Certified Culinarian through the American Culinary Federation, Reiki Master, and a certified meditation facilitator. She has received 40 Under 40 awards twice by the age of 28 and is Great Lakes Culinary Institute's Alumni of the Year 2019. Courtney holds multiple businesses with her most current holding a top 10 nomination for Small Business of the Year in Traverse City, Michigan.

Courtney volunteers on four community board organizations centered on health and wellness and enjoys life outside with her dog.


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Tim MagnussonPartner and Senior Portfolio Manager, Garda Capital Partners

Mr. Magnusson is a Founding Partner of Garda Capital Partners and the Senior Portfolio Manager of the Fixed Income Relative Value Opportunity Fund. He leads the Garda investment team and is responsible for implementation of the fixed income investment strategies. Prior to co-founding Garda, Mr. Magnusson spent his entire trading career at Black River Asset Management and its predecessor, Cargill Financial Markets. He assumed the role of Senior Portfolio Manager of the Fixed Income Relative Value Opportunity Fund in 2008. At Black River’s inception in 2003, Mr. Magnusson was based in London where he managed the Western European fixed income relative value activity. Upon moving back to the US in 2006, he continued to manage this activity for the Fund. From 2000 through 2002, Mr. Magnusson served as portfolio manager for the US Fixed Income Relative Value team within Cargill’s Financial Markets Group. From 1996 to 2000, Mr. Magnusson worked in Cargill’s Corporate Treasury group, primarily on the debt management desk. Mr. Magnusson graduated summa cum laude from Central Michigan University with a Bachelor of Science degree in Business and German. Mr. Magnusson also holds an MBA from the Thunderbird School of Global Management. Mr. Magnusson is a CFA® charterholder.

Penny QuellerSenior Vice President and Genral Manger - Enterprise Talent Solutions, Monster

As a powerful leader and relentless innovator, Penny leads Randstad and Monster’s global Digital Innovation and Transformation strategy and brings more than 25 years’ experience in all facets of talent acquisition technology and solutions. Her progressive perspectives in talent management ensures HR and talent leaders represent a strategic role in driving organizational success regionally, globally and deliver a true competitive advantage. Penny also serves as a Strategic Advisor to the CEO and Executive team at The Mom Project and is a Board Member and advisor to the Dean at Central Michigan University, College of Business Administration. Penny is passionate about issues such as women in the workforce, promoting diversity and inclusion, and corporate social responsibility and was recently recognized by HRO Today – Superstar Award. She is often quoted in business publications and speaks frequently as a Subject Matter Expert on recruitment trends and solutions at various industry events.

Penny holds a bachelor’s degree in Management and Marketing from Central Michigan University. Penny has been married to David for 27 years (also a CMU CBA grad) and has two children; Jacob, 22 years old and Avery, 20 years old.


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Susan RobertsRetail Banking Industry, Chicago and Grand Rapids

Susan (Longsdorf ) Roberts is a 1983 graduate of Central Michigan University. Susan worked in banking for a number of years before “retiring” to raise her daughters. Susan’s career was focused in the area of retail banking where she held senior leadership positions at Old Kent Bank (Fifth Third) in both the Grand Rapids and Chicago markets. Susan has been married to fellow CMU graduate, Dave Roberts, for over 35 years and has three daughters.

Kyle StahlAccount Manager, Central Michigan University Research Corporation

Kyle Stahl is an Account Manager for Central Michigan University Research Corporation, a professional coworking space with accelerator programs focused on product and strategic development for entrepreneurs to positively impact the economy in the Great Lakes Bay Region. Kyle has spent most of his career here in the region in sales, and entrepreneurship. Kyle is an active member of the Mt. Pleasant Chamber, Young Professional’s Network, a Discover Great Lakes Bay ambassador and part of the class of 2020’s Great Lakes Bay Regional Alliance Institute for Leaders.

C O M P E T I T I O N


Alcoflo .............................................................. 18

Electron Virtual Reality .................................. 20

F.O.C.U.S. ......................................................... 22

FreightMate .................................................... 24

FUSE Digital .................................................... 26

Model the Way ................................................ 28

Mt. Pleasant Gymnastics Academy ............... 30

NeuroGenesis, LLC. ......................................... 32

Nottawa Docks, LLC. ....................................... 34

Rectifier Publications ..................................... 36

Shields Technologies ...................................... 38

Shtick-It ........................................................... 40

Silk and Purple World Wide ............................ 42

Small Business Brain Magazine Inc. .............. 44

SwimSmart ...................................................... 46

Tecadamia ....................................................... 48

Wandrlust ........................................................ 50


Follow Me, MD ................................................ 52

Micro Outdoors ............................................... 54

NLP Licensor .................................................... 56

OffGrid ............................................................. 58

SoundCup ........................................................ 60

TechM .............................................................. 62

The Michigan Cinematic Services Group ...... 64

Traveling Tailgate ........................................... 66

TEAMS

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TEAM

Alcoflo

TEAM MEMBERSAndrew LeverichRebecca Hurt

EXECUTIVE SUMMARY

Who/What is Alcoflo:• Turning Mohawk, Popov, and Brunettes into Grey Goose and Absolut, bottom shelf to top tier.• Utility Patented Inline filtration for alcohol, simply put the filter in the bottle (similar to quick pouring

spouts at bars) and pour a shot that has an improved taste, reduced hangover, and reduced alcohol chest burn.

• Filter is 4 pieces (all have been altered for injection molding) - Spout - Cartridge/bottom cap that lasts an entire 5th of liquor - Housing unit - Adjustable rubber stopper to ensure every last drop is filtered

Prices and numbers:• +80% profit margins on replaceable cartridges $.16 cost after assembly.• Cartridges sold for $2 for a single unit and a 12-pack for $18, each lasting a fifth of liquor. • Initial filter with 3-cartridges sold for $20. Focusing on the Razor & blade revenue model. • Asking for $150,000.00 (manufacturing, PR, Advertising, Tooling, website development, etc.)

Target Market: Assumptions are linear, based on 4 demographics:• Age 20-24: .5% - 2.5% from year 1 to 5 Drinking population 21,870,000• Age 25-29: .3% - 1.5% from year 1 to 5 Drinking population 23,560,000• Age 30-34: .2% - 1% from year 1 to 5 Drinking population 22,130,000• Age 35-39: .1% - .5% from year 1 to 5 Drinking population 21,560,000

- Average American Consumes: 29 handles/72 fifths of liquor a year. - Assumptions run low end only accounting for 1/3 of fifths being filtered or 24 cartridges.

Progress:• Have worked with Hybrid Machining, and Reed City manufacturing on product iterations to develop our

most recent version of the filter creating a seamless product. • Have set up a second round of testing through CMU’s lab to validate claims (COVID-19 delayed). • Established relations with Enventys, a reliable crowdfunding company to accelerate national go to market

strategy.• Tested product at School of Mines Colorado, learned what needs to be done during 2nd test.

What’s Next:• Setting up a deal with distributors in order to go to market through liquor stores, this channel will give us a

larger reach opposed to going through individual stores.• Establishing Amazon e-commerce for presales. Also have website created by CLDO Consulting.• Shoot Advertisements through Eli Pickering. (3 already established advertisements to execute)• Pay for class 103 steel tools through Reed City Manufacturing, taking advantage of family molds.• Pay Enventys and get started with a 6-week crowdfunding campaign with day-to-day tasks & weekly

objectives planned out.• Entity change from a Michigan LLC to a Delaware C-corporation to allow preferred stock trades.• GO TO MARKET, plans are established, and ready to be executed, obstacles will be conquered.

https://youtu.be/NuWT-h9TBp8

https://youtu.be/NuWT-h9TBp8


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NOTES: QUANTITY SOLD IS HIGH DUE TO EFFECTIVE GILLETTE MODEL OR FILTER & CARTRIDGE MODEL

* ASSUMPTIONS ARE LINEAR, BASED ON 4 DEMOGRAPHICS: AGE 20-24, AGE 25-29, AGE 30-34, AGE 35-39

**ASSUMTIONS FOR EACH DEMOGRAPHIC ARE SEPERATED AS FOLLOWS: W, X, Y, AND Z BEING THE ELDEST

*** W: YEAR 1-5 = .5% - 2.5%, X: YEAR 1-5 = .3% - 1.5%, Y: YEAR 1-5 = .2% - 1%, Z: YEAR 1-5 = .1% - .5% POPULATION

**** ASSUMPTIONS ARE THE CONSUMER WILL USE THE FILTER ON 1/3 OF THEIR LIQUOR CONSUMED ANNUALLY (24 CARTRIDGES)

Cash Flow (Runway)

Fiscal Year 1in dollars

Fiscal Year 2 in dollars



Beginning Cash $50,000 $6,608,181 $19,183,548 $38,689,997

Cash Inflow:

Investment / Grant / Award $150,000 $0 $0 $0

Loan/Debt Disbursement $0 $0 $0 $0

Sales Revenue $8,373,648 $16,747,302 $25,120,953 $33,501,980

Cash Outflow:

Cost of Goods or Services Sold $1,675,467 $3,350,936 $5,026,403 $6,703,715

Operating Expenses (less Depreciation) $190,000 $321,000 $488,100 $806,910

Annual Capital Expenditures $100,000 $500,000 $100,000 $100,000

Loan/Debit Payment $0 $0 $0 $0

Cash, Ending Balance $6,608,181 $19,183,548 $38,689,997 $64,581,352

Sales Forecast Fiscal Yr 1 Fiscal Yr 2 Fiscal Yr 3 Fiscal Yr 4

Projected Quantity Sold 6,148,708 12,297,417 18,446,126 24,596,063

Selling Price per Unit (Average) $1 $1 $1 $1

Sales Revenue $8,373,648 $16,747,302 $25,120,953 $33,501,980

Income Statement





Sales Revenue $8,373,648 $16,747,302 $25,120,953 $33,501,980

Cost of Goods Sold (COGS) $1,675,467 $3,350,936 $5,026,403 $6,703,715

Gross Margin $6,698,181 $13,396,367 $20,094,550 $26,798,265

Gross Margin Rate 80.0% 80.0% 80.0% 80.0%

Operating Expenses

Rent/Mortgage $30,000 $75,000 $82,500 $90,750

Utilities $5,000 $8,000 $8,800 $9,680

Wages $75,000 $150,000 $300,000 $600,000

General and Administrative $30,000 $33,000 $36,300 $39,930

Marketing $50,000 $55,000 $60,500 $66,550

Depreciation (10 year Straight Line) $10,000 $60,000 $70,000 $80,000

Other Operating Expenses $0 $0 $0 $0

Total Operating Expenses $200,000 $381,000 $558,100 $886,910

Earnings before interest and Taxes (EBIT) $6,508,181 $13,075,367 $19,606,450 $25,991,355

Alcoflo

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TEAM

Electron Virtual Reality

TEAM MEMBERSChris EakinBen SmithSeth Greenfield

EXECUTIVE SUMMARY

OverviewVirtual Reality (VR) headsets for personal computers is a fast-growing market. Despite this, most headsets currently on the market are too expensive for most gamers. The lowest cost headset is $400, with premium options at $1,000 or more. Electron Virtual Reality (Electron VR) will provide a cost-effective VR solution for gamers at the $150 price point, targeting consumers ages 16-25. Additionally, traditional VR headsets often make users motion sick. Electron VR will utilize technology to reduce motion sickness, providing a better way to play VR games.

BackgroundUsers engage with VR by looking into a goggle-like device called a headset. Physical movements are tracked by the headset and controllers. This is translated into the video game, resulting in an immersive video gaming experience. Electron VR will use a technology called Augmented Reality, allowing users to see a hologram-type image in front of their eyes. This is less expensive and reduces motion sickness. Most VR headsets don’t use this type of technology.

Underlying MagicWe will utilize original equipment manufacturers and wholesalers to lower the COGS of our product. Our strategy is to purchase existing hardware, rebrand it and integrate it with custom software. This will save thousands of dollars in R&D. Electron VR will be compatible with existing online video game marketplaces. This will enable our users to play the same games as other expensive VR headsets on the market, but for far less.

Marketing Strategy and Business ModelElectron VR has a two-pronged marketing strategy. First is a crowdfunding campaign. A successful crowdfunding campaign will cause Electron VR to go viral and attract potential customers. Our crowdfunding campaign will take place in “Year 0”. Second, we will distribute the prototype to online influencers. We will utilize a B2C model, selling our headsets online and shipping them to customers. We estimate 2,000 units sold in Year 1 with sales revenue of $300,000, and Year 2 sales of 5,500 with sales revenue of $800,000.

The TeamWe have the team to make Electron VR a success. Chris Eakin will direct the company utilizing his entrepreneurship background and experience from another successful company. He is also actively developing the prototype hardware. Ben Smith is an entrepreneurship major with a minor in management. He has experience in marketing businesses and will apply his skills to Electron VR. Seth Greenfield, a coder from the University of Michigan, has extensive knowledge in many programming languages. He has previously developed programs which assist in the operation of space telescopes.

https://youtu.be/U7cMi38B5hg




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NOTES: * 1000 of Year 1 sales are from our crowdfunding campaign that takes place in "Year 0".

**We will being selling our product to computer manufacturers to include in bundles in Year 2.

***In Year 3 we will begin selling the 2nd generation Electron VR headset.

Cash Flow (Runway)





Beginning Cash $2,000 $44,500 $199,750 $972,150

Cash Inflow:



Sales Revenue $300,000 $805,000 $2,065,000 $2,705,000

Cash Outflow:

Cost of Goods or Services Sold $165,000 $453,750 $985,600 $1,298,700




Cash, Ending Balance $44,500 $199,750 $972,150 $1,982,950


Projected Quantity Sold 2,000 5,500 12,500 16,000


Sales Revenue $300,000 $805,000 $2,065,000 $2,705,000

Income Statement





Sales Revenue $300,000 $805,000 $2,065,000 $2,705,000

Cost of Goods Sold (COGS) $165,000 $453,750 $985,600 $1,298,700

Gross Margin $135,000 $351,250 $1,079,400 $1,406,300

Gross Margin Rate 45% 44% 52% 52%

Operating Expenses

Rent/Mortgage $12,000 $15,000 $30,000 $40,000

Utilities $2,500 $4,000 $6,000 $7,000

Wages $100,000 $150,000 $250,000 $325,000


Marketing $5,000 $7,500 $7,500 $8,000


Other Operating Expenses $1,000 $1,500 $2,500 $3,000


Earnings before interest and Taxes (EBIT) $12,500 $170,250 $778,400 $1,018,300

Electron Virtual Reality

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TEAM

F.O.C.U.S.

TEAM MEMBERSRanit Karmakar

EXECUTIVE SUMMARY

The cornea is the protective outer layer of the human eye. Along with the sclera, it protects the inside of our eyes from dirt and germs, as well as the sun’s ultra-violet rays. Every year 3 million people in the United States have cataract surgery, which replaces the natural lens with an artificial lens.

According to a report by Eye Banks Association of America (EBAA), in 2018, 57 eye banks in the United States along with 11 international eye banks, operated on 68,000 donors to collect 133,000 corneas. The cornea can be affected by trauma, stress and disease and it is important that healthy corneas are used in surgery. Currently most eye banks determine corneal health by extracting the cornea from the donor and using a specular microscope to capture a digital image of the endothelium layer. A technician then performs a manual cell analysis to determine corneal health due to the unavailability of accurate analysis software. The manual analysis on these images takes time and resources and may introduce human error. The overall process costs between $1,500 to $4,500. About 35-40% of these corneas are not healthy enough for preservation and transplant. Extraction and inspection of corneas that are later found to be unsuitable for transplant results in an annual cost of $81 million to eye banks just in the United States.

Focus is developing a mobile device technology that allows the technician to determine corneal health and reject unhealthy donor corneas immediately without the cost associated with the traditional method of extraction and analysis. Our proprietary image processing algorithms makes use of the camera and processing power embedded in commercially available mobile phones to capture and analyse corneal images non-invasively. A technician can be sent to the location of the donor with our device to examine the cornea. If the cornea is healthy, they can perform the predefined procedures for extraction and restoration. If the cornea is unhealthy, eye banks can reduce their overall costs by approximately $2,000 per donor. Based on the number of unhealthy corneas that are unnecessarily extracted, each eye bank will save an average of $1 million per year.

Our revenue model includes the sale of inexpensive hardware which mounts to the mobile phone and allows proper capture of the necessary images and software which will be licensed on a pay-per-patient basis. This approach reduces upfront cost and risk lowering barriers to adoption. Our primary customer segment is eye banks across the United States. We are investigating and prioritizing opportunities in other countries with an objective of entering the market in India by year five.

https://www.youtube.com/watch?v=42Vk_Y0uhS4&feature=youtu.be

https://www.youtube.com/watch?v=42Vk_Y0uhS4&feature=youtu.be

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N E W V E N T U R E O N L I N E C O M P E T I T I O N 2 0 2 0 23

NOTES: * Advertising & Service Revenue is product revenue that includes hardware, servicing and training fees

* We will charge $200 per donor for the software and analysis.

* Membership Revenue = (no. of eye banks*average no. of donors*200)/no. of devices sold

* Loan/Debt Payment is considering $500,000 loan at a 15% interest over 3 years*

Cash Flow (Runway)





Beginning Cash $0 $36,400 $1,079,316 $8,281,632

Cash Inflow:


Loan/Financing $500,000 $0 $0 $0

Sales Revenue $0 $2,200,000 $8,900,000 $16,400,000

Cash Outflow:

Cost of Goods or Services Sold $0 $160,000 $400,000 $640,000

Operating Expenses (Less Depreciation) $753,600 $784,100 $1,084,700 $1,166,000


Loan/Debt Payment $0 $207,984 $207,984 $207,984

Cash, Ending Balance $36,400 $1,079,316 $8,281,632 $22,662,648


Total Memberships (Free and Paid) 0 20 70 150

Membership Revenue (from paid members) $0 $2,000,000 $8,400,000 $15,600,000

Advertising/Service Income $0 $200,000 $500,000 $800,000

Sales Revenue $0 $2,200,000 $8,900,000 $16,400,000

Income Statement





Sales Revenue $0 $2,200,000 $8,900,000 $16,400,000

Cost of Goods Sold (COGS) $0 $160,000 $400,000 $640,000

Gross Margin $0 $2,040,000 $8,500,000 $15,760,000


Operating Expenses

Rent/Mortgage $20,000 $25,000 $30,000 $35,000

Utilities $3,600 $4,100 $4,700 $6,000


Wages $600,000 $650,000 $925,000 $975,000

Marketing $75,000 $50,000 $50,000 $50,000

Depreciation (10 Year Straight Line) $1,000 $1,500 $2,000 $2,500


Total Operating Expenses $754,600 $785,600 $1,086,700 $1,168,500

Earnings before interest and Taxes (EBIT) -$753,600 $1,255,900 $7,415,300 $14,594,000

F.O.C.U.S.

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TEAM

FreightMate

TEAM MEMBERSMitchell DeLongTres Green

EXECUTIVE SUMMARY

OVERVIEW:FreightMate is a freight brokerage specializing in less-than-truckload (LTL) freight pairing through software. FreightMate seeks to make LTL freight more affordable, faster, safer, and environmentally friendly.

CURRENT MARKET PROBLEM:Less-than-truckload freight is a $38 billion market and expanding rapidly. Less-than-truckload freight refers to any package transported by semi-trucks that sits on 1 to 15 pallets and weighs between 150 and 15,000 pounds. Currently, this freight is transported by large firms such as FedEx, UPS, and XPO Logistics. The five largest firms in the LTL market currently control more than 62 percent of all revenues.

Operations within the LTL freight market rely upon inefficient hub-and-spoke networks. These networks force freight to be unloaded, stocked, picked, and reloaded at warehouses multiple times before reaching their final destination. Every time freight moves through warehouses, there is an increase in time, costs, and risks for the freight.

FREIGHTMATE’S SOLUTION:FreightMate will improve the LTL freight experience by using software to consolidate LTL packages into full truckloads. This software would eliminate the need for expensive warehouses to provide consolidation services. FreightMate would be the first known firm to offer this service.

FreightMate and its software will analyze freight and organize it by origin, destination, weight, size, etc. FreightMate’s software will identify packages traveling along similar routes to create a full truckload. Businesses may then agree to share the cost of a full truckload and book the transportation immediately with FreightMate. FreightMate will generate revenue by earning a margin from each load it books, allowing for continuous revenue streams from clients and profits on every load.

It has been calculated that customers will save between 15 and 20 percent on their LTL freight expenses, after FreightMate collects a margin of approximately 20 percent. There will be a decreased risk of damaged or lost freight and improved accountability as packages will remain on a trailer for the duration of its transport. Additionally, this system would reduce carbon emissions from LTL freight by over 30 percent and provide opportunities for owner-operator trucking operations.

FINANCIAL PROJECTIONS:FreightMate seeks to capture one-half of a percentage of the LTL market over four years. If successful, FreightMate’s EBIT is projected to exceed $34,000,000 USD per annum. It is expected that initial start-up costs will be $4.29 million USD. Currently, FreightMate is pursuing legal counseling and market research.

https://youtu.be/x2kYJ1Gqj4s




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NOTES: *In Year 1, the first six months are spent developing software and recruiting clients. Operations begin in months 6-12.

**Despite the appearance of rapid growth, this projection demonstrates a LTL market share of only 0.5% in year 4.

*** $4.29 million in cash investment will be applied to develop software and provide working captial.

**** All assumptions are statistically supported by market-based evidence and research.

Cash Flow (Runway)





Beginning Cash $5,000 $1,186,000 $2,828,500 $11,716,000

Cash Inflow:

Investment / Grant / Award $4,290,000 $0 $0 $0


Sales Revenue $23,000,000 $57,500,000 $143,750,000 $359,375,000

Cash Outflow:

Cost of Goods or Services Sold $20,700,000 $50,750,000 $124,437,500 $306,250,000

Operating Expenses (less Depreciation) $5,334,000 $4,920,000 $9,956,250 $19,031,250

Annual Capital Expenditures $75,000 $187,500 $468,750 $1,171,875


Cash, Ending Balance $1,186,000 $2,828,500 $11,716,000 $44,637,875




Sales Revenue $23,000,000 $57,500,000 $143,750,000 $359,375,000

Income Statement





Sales Revenue $23,000,000 $57,500,000 $143,750,000 $359,375,000

Cost of Goods Sold (COGS) $20,700,000 $50,750,000 $124,437,500 $306,250,000

Gross Margin $2,300,000 $6,750,000 $19,312,500 $53,125,000


Operating Expenses

Rent/Mortgage $50,000 $125,000 $312,500 $781,250

Utilities $9,000 $45,000 $112,500 $281,250

Wages $750,000 $1,875,000 $4,687,500 $11,718,750


Marketing $1,500,000 $2,812,500 $4,687,500 $5,859,375


Other Operating Expenses $3,000,000 $0 $0 $0

Total Operating Expenses $5,341,500 $4,946,250 $10,029,375 $19,221,563

Earnings before interest and Taxes (EBIT) -$3,034,000 $1,830,000 $9,356,250 $34,093,750

FreightMate

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TEAM

FUSE Digital

TEAM MEMBERSEthan HewittKyler PhillipsBen Griffith

EXECUTIVE SUMMARY

OverviewWe create digital marketing content customized to establishing your small businesses’ brand. We have simplified the social media and content creation process to fit the needs of small business clients.

ProblemMarketing as a small business may seem impossible, there is so much to understand, so little time, and it becomes expensive very quickly. Most small businesses do not have the resources or knowledge to create content, target customers, and establish their brand. Additionally, creating digital content is expensive due to equipment costs and expertise.

SolutionWe plan to contract freelance photographers and videographers to visit our business clients and capture images at our request. Freelancers already own the professional equipment, which reduces our cost. In return, we offer them work and portfolio building opportunities. Once we receive the creative content, our marketers will design custom template schedules instructing businesses exactly how to establish their brand on social media. With professional custom content, small businesses’ digital presence will increase sales, build their brand identity, and help develop their customer relationships online. Quality content has a return of investment upwards of four times, making it one of the best ways to boost your business.

Business ModelOur B2B subscription model offers small businesses the opportunity to pay monthly for our services. Each business chooses a package that fits its budget. They then receive the marketing content creation services highlighted within their package choice.

Underlying MagicWe are going to connect freelance creatives who own professional equipment to jobs. This saves FUSE time and money while it offers the freelancer work opportunities, portfolio building, client reach, and limited liability.

CompetitionTo separate ourselves from other marketing firms, we are targeting a separate niche. Currently, most firms focus on consultation and personal assistance management for large companies. We want to create value for small businesses that cannot afford these other marketing firms. We are limiting our services to fit the specific needs of small businesses.

TeamEthan Hewitt: Visionary for the direction of the business. Carries out the business functions, number crunching, and coordinating freelancers with clients.

Kyler Phillips: Marketing specialist, previous freelance photographer. Tasked with managing client portfolios and developing templates.

Ben Griffith: Sales expert, prior social media director. Responsible for identifying and acquiring business clients.

https://www.youtube.com/watch?v=5YRsXe-SuS4&feature=youtu.be




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Cash Flow (Runway)





Beginning Cash $1,000 $48,792 $104,176 $252,100

Cash Inflow:



Sales Revenue $177,600 $349,200 $799,200 $1,722,000

Cash Outflow:

Cost of Goods or Services Sold $47,808 $93,816 $213,276 $462,360




Cash, Ending Balance $48,792 $104,176 $252,100 $886,740


Projected Quantity Sold 36 71 164 355

Selling Price per Unit (Average) $4,933 $4,918 $4,873 $4,851

Sales Revenue $177,600 $349,200 $799,200 $1,722,000

Income Statement





Sales Revenue $177,600 $349,200 $799,200 $1,722,000

Cost of Goods Sold (COGS) $47,808 $93,816 $213,276 $462,360

Gross Margin $129,792 $255,384 $585,924 $1,259,640


Operating Expenses

Rent/Mortgage $0 $10,000 $30,000 $30,000

Utilities $0 $3,000 $9,000 $10,000

Wages $60,000 $120,000 $250,000 $460,000


Marketing $6,000 $20,000 $45,000 $55,000




Earnings before interest and Taxes (EBIT) $47,792 $85,384 $207,924 $664,640

FUSE Digital

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Model the Way

TEAM MEMBERSXavier ReedQuan JacksonKyle MathewsCharles Barnett

EXECUTIVE SUMMARY

Problem: Even though we live in a society that is supposedly free and equal, people still live in oppression. People must fight for basic human rights that should be granted to all people. There are also those who know the oppressed, and fight for their rights. In addition to oppression, there are those who want to learn and grow from their past experiences, but do not have a platform to adequately do so. Model the Way is a brand that focuses on developing leadership, growth, and a winning mindset within one’s self. This is a brand that will allow the individual consumer to express their voice. People who may feel oppressed have a platform in which they can openly and freely speak their mind. The inner voice will allow the individual to live up to their true potential. They will “model the way” in who they truly are as a person, and as a result, reach their goals and dreams.

Solution: In order to allow individuals to express their emotions and relieve them from the barriers that may bind them down, Model the Way will provide a platform for individuals to make a stand. Through our “MTW” clothing brand, consumers will get the opportunity to display how they “model the way” (based on their own personal experience) to the world. We will also partake in motivational speaking to expand our services to mass groups of people. We want to share our knowledge and our background story in hopes of inspiring others to be the best version of themselves.

Business Model: Our target market are individuals who feel oppressed. This includes but is not limited to African Americans, Hispanics and Latinx, Asians, Chaldean, disabled patients (Physical or mental), the LGBTQ community, and individuals who feel as if their voice isn’t being heard. In order to make money, Model the Way will be providing a variety of products. These products include a clothing brand and sustainability products. Sustainable products promote environmental growth. By supplying water bottles and tote bags, we eliminate the necessity of plastic bottles and plastic bags. In addition to our products, we want to provide services. One such service is motivational speaking. Motivational speaking allows us to extend our voice to a mass population.

Underlying Magic: Model the Way is unique because the phrase, “model the way,” can apply to anyone and any situation. This is a brand where the individual consumer creates the true meaning. Our brand and our company provide support for oppressed people and people who feel as if they are not being heard. We also provide products that support, not only personal growth, but environmental growth as well.

https://youtu.be/Vzi3a6buhN4




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Cash Flow (Runway)





Beginning Cash $2,000 $31,270 $92,198 $402,410

Cash Inflow:


Loan/Debt Disbursement $10,000 $0 $0 $0

Sales Revenue $18,784 $149,880 $599,520 $2,398,080

Cash Outflow:



Annual Capital Expenditures $0 $0 $0 $0

Loan/Debit Payment $1,000 $0 $0 $0



Projected Quantity Sold 360 745 1,490 2,980


Sales Revenue $18,784 $149,880 $599,520 $2,398,080

Income Statement





Sales Revenue $18,784 $149,880 $599,520 $2,398,080


Gross Margin $11,270 $89,928 $359,712 $1,438,848


Operating Expenses

Rent/Mortgage $0 $6,000 $8,000 $8,000

Utilities $0 $1,000 $1,500 $2,000

Wages $0 $20,000 $30,000 $60,000

General and Administrative $0 $0 $0 $0

Marketing $1,000 $2,000 $10,000 $10,000

Depreciation (10 year Straight Line) $0 $0 $0 $0




Model the Way

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TEAM

Mt. Pleasant Gymnastics Academy

TEAM MEMBERSPriscilla FifeKelsey Bogrow

EXECUTIVE SUMMARY

Mt. Pleasant Gymnastics Academy is a tumbling program for ages 2-18 that allows kids to learn to take risks, build mind and body connection, build confidence and have fun while learning new skills. Not only do we offer tumbling classes for every level of tumbler, but also toddler gymnastics, birthday parties, open gyms, private lessons and more. We first started our program in January of 2019. We began renting a small room inside of Morey courts with very minimal equipment and one coach. We averaged 40 kids per session. In only 7 months we opened our own 2,400 square foot location on Pickard Rd with a staff of 6 coaches and zero debt. We now average 100 kids per session with our most current session at 123 kids. We are now ready to expand our location to 4,800 square feet with a 4-event program for competitive and recreational gymnastics on top of the current programs we offer.

Services Price PointCompetitive Gymnastics

• $720/per session• 4 Sessions a year (12 weeks)

Recreational Gymnastics• $300/per session• 4 Sessions a year (12 weeks)

Boys/Girls Tumbling• $100/per session• 9 Sessions a year (5 weeks)

CompetitorsOur main competitor is Central Michigan University. They are the only other gymnastics program in the area. Currently without being a direct competitor we take a lot of their gymnasts and we charge $60 more than they do. Central Michigan is a 4-event program compared to our current tumbling program. The parents that come from this program complain about class sizes, coaching staff, and the lack of growth they see in their children. Parents love our program and join our family because of our small class sizes and our well trained, passionate coaches who are always learning to become better coaches. Parents see growth in their kids because of the values our program and coaches have. Those are also the reasons our parents are willing to pay more and continue to choose MPGA.

ManagementPriscilla Fife, Owner, General Program Director-

• Competitive Gymnast for 7 years• Gymnastics/Tumbling Coach for 6 years• Major in Entrepreneurship

Kelsey Bogrow, Competitive Program Director-• Competitive gymnast for 13 years• Major in Exercise Science Kinesiology

Toddler Gymnastics• $60/per session• 9 Sessions a year (5 weeks)

Birthday Parties• $175 (10 kids) $250 (20 kids)

Private Lessons• $25/hr

Open Gym/CL.• $15-$25

https://youtu.be/4uVRUQKHSm8




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Cash Flow (Runway)





Beginning Cash $8,000 $103,100 $278,943 $508,763

Cash Inflow:



Sales Revenue $194,800 $314,800 $386,800 $386,800

Cash Outflow:

Cost of Goods or Services Sold $0 $17 $0 $0






Projected Quantity Sold 660 1,040 1,140 1,140


Sales Revenue $118,605 $204,590 $262,404 $262,404

Income Statement





Sales Revenue $194,800 $314,800 $386,800 $386,800

Cost of Goods Sold (COGS) $0 $17 $0 $0

Gross Margin $194,800 $314,783 $386,800 $386,800


Operating Expenses

Rent/Mortgage $37,200 $37,200 $37,200 $37,200

Utilities $6,000 $6,000 $6,000 $6,000

Wages $18,900 $21,060 $24,000 $24,000


Marketing $0 $4,280 $4,280 $4,280





Mt. Pleasant Gymnastics Academy

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TEAM

NeuroGenesis, LLC

TEAM MEMBERSUruk Alkebulan

EXECUTIVE SUMMARY

The Problem: • COVID 19 has enhanced an existing sedentary lifestyle crisis.• Pre COVID19 many youth/adults were sedentary, addicted to technology and junk food.• Sedentary lifestyle, addiction to technology, and junk food cause significant illness.• Mental & physical ailments, disease, depression and brain damage are rising in children.

The Solution:• The Cuttin’ Back on Junky Junk Academy (CBJJ) is an online academy with 3 main goals

1. I creatively get kids back to book reading. » Reading increases attention span.

2. I teach kids and families to protect the body’s technology. » The body is self-healing if it is well nurtured.

3. I use 3 min videos to promote 3 hours of activity. » 3 min videos reduce addiction to electronic devices. » Activity enhances health.

Business Model:• The Cuttin’ Back on Junky Junk Academy is a perpetual promotion of my books.• Healthy parents are looking for creative ways to help their kids become & stay healthy. • My first book identifies over 40 fruits and vegetables that look like body organs.

Underlying Magic:• All my books and videos rhyme. Rhymes increase attention span and cognition. • All my videos are 3 min or less and promote 3 hours of activity. This reduces addiction.• Parents are looking for resources to keep their kids active and not addicted.

Market & Sales Strategy: • Many parents and kids are being manipulated with addiction business modeling. • I will use Facebook ads, YouTube ads, and website to reach health conscience parents.• I am promoting a lifestyle of back to books, back to activity and protect the body.

» In one year, I’ll create CBJJ apparel, a game, and an online workshop. » Within 2 years, I plan to have a regional chapter/club where like-minded CBJJ members can

meet, greet, and grow in numbers and activity. » When safe, I will meet with membership for motivational events.

Competition:• Thousands of authors are my competition. However, I haven’t seen a book that depicts fruits and

vegetables and their direct connection to the body in appearance and customized nutrition. This is promoted on the CBJJ Academy.

Projections and milestones:• Within one year my wife/partner and I plan to have 1 million followers on YouTube, and Facebook.

We plan to have 2 more books and a game for kids. In 5 years, I plan to have a CBJJ Fitness Academy at 20 major colleges worldwide.

https://www.youtube.com/watch?v=QcGRzMr8zYU




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NOTES: *1st year is game 1 3rd game 2 and clothers

Cash Flow (Runway)





Beginning Cash $5,000 $74,500 $298,700 $1,068,700

Cash Inflow:



Sales Revenue $100,000 $400,000 $1,540,000 $4,120,000

Cash Outflow:



Annual Capital Expenditures $0 $0 $50,000 $75,000


Cash, Ending Balance $74,500 $298,700 $1,068,700 $3,531,700




Sales Revenue $100,000 $400,000 $1,540,000 $4,120,000

Income Statement





Sales Revenue $100,000 $400,000 $1,540,000 $4,120,000


Gross Margin $67,000 $280,000 $1,089,600 $3,030,000


Operating Expenses

Rent/Mortgage $0 $6,000 $12,000 $16,000

Utilities $0 $1,800 $3,600 $5,000

Wages $0 $20,000 $210,000 $400,000


Marketing $20,000 $20,000 $30,000 $40,000

Depreciation (10 year Straight Line) $0 $0 $5,000 $12,500




NeuroGenesis, LLC

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Nottawa Docks, LLC

TEAM MEMBERSTim PendellJosh Wright

EXECUTIVE SUMMARY

Production/Company DescriptionNottawa Docks, LLC is a boat dock manufacturing company that builds and sells money saving, semi-custom, retractable boat docks. Our innovative dock system design eliminates the need for owners to ever enter the water to remove and reinstall their docks each season or pay a company thousands of dollars per year to do the job for them. Our patent pending design is also fully built into the property increasing the property values. Nottawa Docks, LLC will offer customers a wide variety of unique and innovative options such as a full integrated bumper system, custom color decking, theme options, mechanical and electrical options.

We will primarily be selling to residential waterfront property owners through dealers, such as seawall construction companies. The seawall construction companies will be responsible for the installation of each unit sold.

My experiences from growing up on the water and working for a marina as a boat salesman and assistant service manager has helped tremendously with designing this dock system. I have seen the inefficiencies of both the residential and commercial sides and have integrated improvements into the design of our dock systems.

Selling points:• Fully retractable to and from shore• Eliminates the need to enter the freezing cold water • Eliminates the need to pay a company to remove and replace the dock each season• The process can be done by one or two people • The investment pays for itself in under 10 years• Better protection from storm damage

Target AudienceOur goal is to have dealers in at least 17 select states around the country with a minimum of two dealers per state, eventually expanding into Canadian, Australian, European and Asian markets. Our primary target market is residential waterfront property owners in northern regions where bodies of water freeze over. Nottawa Docks, LLC will also be targeting coastal areas affected by hurricanes and storm surges. Additionally, we will be targeting the 12,000 plus marinas in the United States, as well as, marinas in international markets such as Canada, Britain, Germany, Norway, France, Australia and Japan.

CompetitionOur main competitor will be Pier De nort, a dock manufacturing company based out of Minnesota, a company that manufactures foldable dock sections. Most of our competition will be with smaller dock manufacturers that sell traditional docks, primarily within a specific region or the state they are based in.

NOTTAWAD O C K S

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https://www.youtube.com/watch?v=ijfqXLcWf7I&




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Cash Flow (Runway)





Beginning Cash $22,500 $453,235 $529,571 $1,210,379

Cash Inflow:


Loan/Debt Disbursement $650,000 $0 $0 $0

Sales Revenue $210,000 $630,000 $1,680,000 $2,240,000

Cash Outflow:




Loan/Debit Payment $46,765 $46,765 $46,765 $46,765





Sales Revenue $210,000 $630,000 $1,680,000 $2,240,000

Income Statement





Sales Revenue $210,000 $630,000 $1,680,000 $2,240,000


Gross Margin $133,500 $400,500 $1,068,000 $1,424,000


Operating Expenses

Rent/Mortgage $46,765 $46,765 $46,765 $46,765

Utilities $14,225 $14,225 $14,225 $14,225

Wages $15,000 $45,000 $120,000 $160,000


Marketing $2,250 $4,725 $9,923 $20,837





Nottawa Docks, LLC

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TEAM

Rectifier Publications

TEAM MEMBERSCharde GoinsSage Sanders Jasmine Pope

EXECUTIVE SUMMARY

Our purpose is to reassure self sustainability by encouraging collaboration and creativity through self-empowerment and equal opportunity. We are Trailblazers.

Rectifier will supply working professionals with the ability to build their own sources of income through new job offers and business connections. We supply a platform for creatives and small business owners to build new opportunities to create wealth and abundance. We will foster security through honest media practices by providing educational information for our consumers to cultivate healthier lifestyles and diverse perspectives.

Rectifier provides media, entertainment, and marketing services to small businesses, independent brands, entrepreneurs, and media consumers . Our services are supplied by our in house team members, small businesses, and independent brands, making up our media network. Rectifier also offers technology applications to freelancers that supply them with job opportunities from small businesses, and independent brands .

Rectifier currently profits from providing top notch media services. We also plan to earn revenue from our creatively designed technology and applications, specialty publications, intentional and value driven advertising, and hosting exciting events for the community. We will top our profits with monthly income from commercial and residential properties and quarterly tuition rates in the next 10-20 years.

Rectifier projects that sales of all products and services will incur $68,897 in revenue by year three , with an annual increase of 25-35% , and an operating cash flow of $31,464. Rectifier projects $37,433 in expenses with $7,108 in fixed expenses and $30,325 remaining in variable expenses, being reinvested into different sectors of the company. With $31,464 of projected sales leftover as the operating cash flow, Rectifier has the ability to invest in new projects, external ideas and ventures, nonprofits, charities, and community restoration initiatives.

Rectifier Media and Technology is looking for investors to provide mentorship and financial investments to help us positively impact our local economy. We aim to excite other community leaders to get involved with diverse ventures and empower local entrepreneurs. As an investor, this is a great opportunity to expand your network, earn a great ROI, and cultivate business in niche markets with new audiences. With your help we can create a better quality of life in our communities. Even if you decide this might not be the venture you’re looking for, we hope you are inspired to expand your worldview by enhancing your creative perspective. Let’s trailblaze together.

https://youtu.be/dPtTEDy-0FI




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Cash Flow (Runway)





Beginning Cash $0 $1,500 $3,880 $7,095

Cash Inflow:

Investment / Grant / Award $0 $0 $0 $0


Sales Revenue $6,500 $8,630 $11,590 $15,835

Cash Outflow:









Sales Revenue $6,500 $8,630 $11,590 $15,835

Income Statement





Sales Revenue $6,500 $8,630 $11,590 $15,835


Gross Margin $4,000 $4,880 $5,965 $7,398


Operating Expenses

Rent/Mortgage $500 $500 $750 $1,125

Utilities $1,000 $1,000 $1,000 $1,500

Wages $1,000 $1,000 $1,000 $1,000


Marketing $0 $0 $0 $0





Rectifier Publications

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Shields Technologies

TEAM MEMBERSHarrison Shields

EXECUTIVE SUMMARY

Shields Technologies is a chemical engineering and engineering consulting firm developed to focus on providing sustainable alternatives to traditional industry methods of energy and resource production, mainly utilities including, but not limited to, water, electricity, and fuel.

Current industry methods for water, electricity, and non-pollutant fuel production are unable to keep up with global consumption and initiatives for sustainable practices. At Shields Technologies, our mission is to tackle the first of these issues, saltwater desalination for freshwater production, for a more environmentally friendly and cost/time efficient production of water resources.

Our technology, a method of saltwater desalination known as biodesalination, which uses halotolerant yeast, aims to address common cost/time inefficiencies. Our current market is focused on large, currently operating companies within the desalination industry with whom we can form mutually beneficial industry partnerships (MBIPs). It is also the eventual goal of the company to construct our own production facilities for water resources.

Organized as a C-Corporation, Shields Technologies is open to a wide variety of investment opportunities, enabling us to readily address the key milestones set by our stakeholders (incorporate board, investors, administration, MBIPs, and direct competition) regarding revenue streams and gross profit growth over the first four years. Financials have been prepared to address the following key milestones set for the progress of Shields Technologies:

• Completion of management hires during year one• Attain an Annual Recurring Revenue of $1M by year two • Increase to 50+ MBIP plants by year three • A positive EBITDA by year three, and evaluated to at least $250,000 by year four

Commercializing the process of bio desalination to produce freshwater throughout the U.S. coast, our direct advantage within the industry is the scalability of our technology, which can be drastically enlarged or decreased dependent upon the system needed. As such, our primary revenue is forecasted from three streams:

• On-Site Consultation for the inclusion of biodesalination in main production • Licensed equipment to MBIPs for the process of biodesalination • Licensed software and equipment installment package to MBIPs

https://www.youtube.com/watch?v=ylmP0t4vX8g&feature=youtu.be



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NOTES: * Software and Installment are compiled for one cost. Software costs $12,600 annually for a full-scale factory.

**Installment is calculated at a 5.00% product cost rate.

***Consulting fees are generated for 40 hours worth of work at an hourly rate of $152 years 1,2,3 and $184 year 4.

****Salaries and wages are generated at 90% their average rate for the first two years, and 100% their average years 3/4.

Cash Flow (Runway)





Beginning Cash $10,000 -$19,190 $71,560 $448,126

Cash Inflow:

Investment / Grant / Award $200,000 $200,000 $250,000 $300,000

Loan/Financing $500,000 $0 $0 $0

Sales Revenue $354,000 $1,578,000 $2,155,200 $2,778,600

Cash Outflow:


Operating Expenses (Less Depreciation) $858,550 $871,050 $963,034 $991,284


Loan/Debt Payment $53,000 $53,000 $53,000 $53,000

Cash, Ending Balance -$19,190 $71,560 $448,126 $1,269,322


Total Memberships (Free and Paid) $76,800.00 $192,000.00 $307,200.00 $561,000.00

Membership Revenue (from paid members) $228,000 $1,140,000 $1,520,000 $1,824,000

Advertising/Service Income $49,200 $246,000 $328,000 $393,600

Sales Revenue $354,000 $1,578,000 $2,155,200 $2,778,600

Income Statement





Sales Revenue $354,000 $1,578,000 $2,155,200 $2,778,600


Gross Margin $207,360 $844,800 $1,177,600 $1,605,480


Operating Expenses

Rent/Mortgage $259,560 $259,560 $259,560 $259,560

Utilities $114,000 $114,000 $114,000 $114,000


Wages $444,990 $444,990 $517,974 $517,974

Marketing $30,000 $30,000 $35,000 $40,000



Total Operating Expenses $861,050 $876,550 $972,034 $1,004,284

Earnings before interest and Taxes (EBIT) -$651,190 -$26,250 $214,566 $614,196

Shields Technologies

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Shtick-It

TEAM MEMBERSRemington BergerWilliam Moore

EXECUTIVE SUMMARY

Finding your friend group at large tailgates or music festivals is a hassle when the number of people in the area makes seeing them difficult and leaves cell service inadequate. Shtick-It offers a creative solution for people to Shtick-out.

Problem At large events, trying to pick your group out of the crowd may seem like a fleeting effort. Music festival attendees created a solution referred to as ‘totems’; which is the inspiration for our product. These are generally poles with a sign poorly attached on top. However, making signs and decorative poles yourself can be messy, a lot of work, and almost never turn out the way you want them to. Often made out of improper materials these fall victim to the wind and the rain. That’s where Shtick-It comes in.

SolutionCustomers can conveniently create, choose or upload a design that we print on a durable foam core board. Your unique masterpiece will be easily seen connecting to Shtick-It’s telescoping pole. Festival attendees can showcase their funny meme, protestors can express their message, and sports fans can even clip a flag to our pole! At our website, customers will be able to purchase accessories to go with their pole: flags, stands, car attachment, speakers, and the product line will continue to grow.

Opportunity What makes Shtick-It great is that we have five different market segments our product applies to. Our primary market, music festivals, is a growing market; where it is estimated that 23% of the U.S. population attended one in 2018. While our primary target market will be most active in the summer season, our other four market segments will provide revenue throughout the year. Additionally, customers will be coming back for interchangeable signs for new events. This will build strong customer relationships, making sales more personal.

Competitive Advantage Shtick-It has a first-to-market advantage offering the ‘totem’ style sign and pole. We offer competitive prices compared to the current costs to create one DIY. Furthermore, utilizing economies of scale, building a strong brand image, having dedicated customer service, and expanding our product inventory, Shtick-It will create its sustainable competitive advantage.

Go-To-Market StrategyWe have applied for a vending position for this summer's Electric Forest music festival and will be sponsoring targeted social media ads during the music festival season; in conjunction with a giveaway. When the festival season slows down, our company plans to network with event planners and protest organizers to sell bulk quantities of signs. The purchase of our UV printer will enable us to print customized signs on-site at trade shows, music festivals, and various events where individuals want to display a message and Shtick-Out.

https://youtu.be/nK3tEGxa-wA




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NOTES: *Rent covers festival vending slots

**Purchase printer year 1 and year 3

***Well developed sales team between year 3 & 4

Cash Flow (Runway)





Beginning Cash $3,000 -$7,824 -$3,424 $2,126

Cash Inflow:



Sales Revenue $16,653 $52,000 $125,500 $392,500

Cash Outflow:



Annual Capital Expenditures $15,000 $0 $15,000 $0


Cash, Ending Balance -$7,824 -$3,424 $2,126 $29,526


Projected Quantity Sold 333 1,000 2,100 6,500

Selling Price per Unit ([Average) $50 $52 $60 $60

Sales Revenue $16,653 $52,000 $125,500 $392,500

Income Statement





Sales Revenue $16,653 $52,000 $125,500 $392,500


Gross Margin $8,626 $31,300 $78,350 $248,500


Operating Expenses

Rent/Mortgage $1,950 $3,600 $6,100 $10,100

Utilities $0 $1,200 $1,200 $1,500

Wages $8,000 $17,600 $45,000 $200,000

General and Administrative $500 $1,500 $2,000 $3,000

Marketing $1,000 $2,000 $2,500 $5,000


Other Operating Expenses $500 $1,000 $1,000 $1,500


Earnings before interest and Taxes (EBIT) -$3,324 $4,400 $20,550 $27,400

Shtick-It

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Silk and Purple World Wide

TEAM MEMBERSOlusiji FadileAdriona Timmer

EXECUTIVE SUMMARY

OverviewSilk and Purple is the access to worldwide tailor-fit fashion. Bringing together on the same platform vendors specialized in bespoke fashion from all over the world, people everywhere can now design and customize their own fashion wares (clothes, shoes, bangles, etc.), pick their colors and materials and order fashion from anywhere to be delivered wherever on the planet.

Problem Up until now, almost every other person except people in the upper class has been relegated to wearing generically sized and designed fashion, because of constraints such as cost, inability to obtain an individual’s specification before production, and inability to get individuals specific measurements easily. These constraints have made people settle for the inadequacies of mass production; some people even have to spend more to adjust wears that are grossly out of specification. These also have limited the potential of international fashion merchandise, whereby some wears like clothes of African, Indian, etc. origin are out of range to people who are not physically present where it is being produced because these wears must be tailor-fit by design and physical presence is required to obtain body measurements prior to this time.

Solution Silk and Purple will be the melting pot for vendors and customers. It will be an online platform that will connect fashion wears consumers to bespoke (tailor-fit) fashion wears vendors around the world, thereby giving the consumers the power to actually decide what to wear.

Consumers will now be able to do the following:• Order bespoke fashion wears from vendors from all over the world to be delivered to their local addresses

anywhere in the world.• Customize fashion wears specifically to their taste.• Pay similar amounts paid for mass-production products for tailor-fit products.• Order fashion wears specific to different countries and regions from anywhere in the world.

Our ModelSilk and purple will have two types of users on its platform: vendors and buyers. The platform will have highly sophisticated functionalities that will allow the vendor to display very flexible merchandise such that the buyers have the liberty to greatly influence their choice of product. The platform will also provide functionalities that will help buyers take and send their body measurement to vendors using their mobile phones. Measurements and specification are then received by the vendor, vendor produces and then ships to buyer, the transaction is then completed by a rating of the vendor by the buyer. Vendors and buyers will be acquired from all over the world through various advertisements and campaigns.

Revenue stream• Commission (3% on every sale)• Advertisement for internal vendors• Advertisement for non-competitor external vendors• Big data

https://www.youtube.com/watch?v=gN4Lp_Fph0s&feature=youtu.be




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Cash Flow (Runway)





Beginning Cash $5,000 -$85,850 $167,750 $1,084,250

Cash Inflow:



Sales Revenue $485,000 $30,035,000 $140,450,000 $251,090,000

Cash Outflow:

Cost of Goods or Services Sold $465,850 $29,101,400 $135,813,500 $242,532,700

Operating Expenses (less Depreciation) $100,000 $580,000 $3,220,000 $5,145,000

Annual Capital Expenditures $35,000 $100,000 $500,000 $1,000,000


Cash, Ending Balance -$85,850 $167,750 $1,084,250 $3,496,550


Projected Quantity Sold 24,015 1,000,060 3,500,150 5,000,220


Sales Revenue $485,000 $30,035,000 $140,450,000 $251,090,000

Income Statement





Sales Revenue $485,000 $30,035,000 $140,450,000 $251,090,000

Cost of Goods Sold (COGS) $465,850 $29,101,400 $135,813,500 $242,532,700

Gross Margin $19,150 $933,600 $4,636,500 $8,557,300


Operating Expenses

Rent/Mortgage $0 $25,000 $100,000 $120,000

Utilities $0 $5,000 $20,000 $25,000

Wages $30,000 $200,000 $1,200,000 $1,500,000

General and Administrative $10,000 $100,000 $700,000 $1,000,000

Marketing $50,000 $200,000 $1,000,000 $2,000,000

Depreciation (10 year Straight Line) $9 $13,500 $63,500 $163,500


Total Operating Expenses $100,009 $593,500 $3,283,500 $5,308,500

Earnings before interest and Taxes (EBIT) -$80,850 $353,600 $1,416,500 $3,412,300

Silk and Purple World Wide

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Small Business Brain Magazine, Inc.

TEAM MEMBERSBrittni AbioluDapo Ajibade

EXECUTIVE SUMMARY

Founded by Brittni Abiolu in 2017 and based in Detroit, Michigan, Small Business Brain is an online magazine for underserved and underrepresented entrepreneurs in the African Diaspora (i.e. Black Americans and Black Africans) and other minorities that are determined to succeed despite their circumstances. We provide entrepreneurs with actionable, practical, high-quality information and news content to educate, inspire and motivate them. Our content is designed to help them make better decisions in business, so they’ll increase their chances of success.

Market Need & Industry AnalysisIn a recent article by Crain’s Detroit, Paul Bascobert, who will be CEO of Gannett's operating subsidiary, said he sees a long-term revenue opportunity in creating a platform for local businesses to reach consumers. Instead of searching Google for a local plumber or painter, Gannett readers could find all of them who paid to be on its platform, he said. Over time, he said, Gannett could build a business similar to Angie's List, which operates a subscription service with reviews and ratings of local providers. "Look at the market cap of all the companies that are doing that today," Bascobert said in an interview, also citing HomeAdvisor and Care.com as models for Gannett. "It's many, many billions of dollars." Small Business Brain Magazine has a business model that is very similar to HomeAdvisor.com and Care.com. Not only do we create content for entrepreneurs, we also help them by promoting their business on our platform.

Furthermore, according to Pew Research, Black Americans tend to be under represented in U.S. newsrooms. While 7% of newsroom employees are black, 11% of U.S. workers overall are black, according to a Pew Research Center analysis of 2013-2017 American Community Survey data. This gives Small Business Brain an opportunity to publish news and information targeted to this group and generate advertising revenue from it.

Competitive AdvantageJewel Gopwani Myers, Community Engagement Director/Opinion Editor at the Detroit Free Press told our Founder, “You’ve got a sweet spot and that’s writing about businesses that have been around for a while but don't get any attention.” Small Business Brain Magazine can stand out among its competition by continuing to create content that showcases businesses that don’t get enough exposure.

https://chipcast.hosted.panopto.com/Panopto/Pages/Viewer.aspx?id=ff654f4c-9172-4fd7-a707-ab99004afe5a



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Cash Flow (Runway)





Beginning Cash $3,000 $35,512 $62,317 $106,821

Cash Inflow:


Loan/Financing $0 $0 $0 $0

Sales Revenue $32,000 $59,500 $88,625 $120,000

Cash Outflow:


Operating Expenses (Less Depreciation) $23,079 $30,300 $40,000 $58,200


Loan/Debt Payment $0 $0 $0 $0



Unsecured Business Funding Leads 325 400 475 600

Microloan Business Funding Leads $6,000 $7,000 $8,000 $10,000

Sponsored Posts/Advertorials with Backlink $1,000 $2,500 $5,625 $10,000

Sales Revenue $32,000 $59,500 $88,625 $120,000

Income Statement





Sales Revenue $32,000 $59,500 $88,625 $120,000


Gross Margin $30,591 $57,105 $84,504 $112,950


Operating Expenses

Rent/Mortgage $0 $0 $0 $0

Utilities $0 $0 $0 $0


Wages $12,500 $7,500 $15,000 $30,000

Marketing $8,000 $20,000 $22,000 $25,000

Depreciation (10 Year Straight Line) $0 $0 $0 $0




Small Business Brain Magazine, Inc.

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SwimSmart

TEAM MEMBERSJacob Soter

EXECUTIVE SUMMARY

SwimSmart is a provider of real time active warning and data collection networks to simplify safety awareness on beaches. Simple LED systems connected to known NWS data, coupled with advanced sensors, provide an easy to understand warning to beachgoers. The Problem According to the CDC, “among those aged 1-14, fatal drowning remains the second-leading cause of unintentional injury-related death.

Despite drowning recurring presence, it is baffling it receives such little public attention. Unfortunately, there are few safety ‘standards’ due to conflicting opinions and budgets. To make matters worse, most communities are reactionary – they don’t allocate funds to beach safety until after a traumatic incident. One prominent beach safety solution, in Florida, is a flag system. However, the flagpoles are expensive and the flags must be manually changed, prohibiting use of flags in smaller, remote, or economically disadvantaged communities where, unfortunately, most drownings occur.

The Solution the WHO stated, “Developing a national water safety strategy can raise awareness of safety around water, build consensus around solutions ... and allow for monitoring and evaluation of efforts”. This statement is at the heart of our business model, to promote safety standardization for beaches using simple, low cost solutions while utilizing sensors and big data to monitor and evaluate progression.

Our solution is to implement a traffic light-like LED warning system that visually advises the public on swimming. The red, yellow, green colors reflect the present risk of swimming. Through huge gains in cost and responsiveness standardization may be within reach. These lights automatically update over the internet using public advisories issued by the NWS. They send data back to NWS, or for-profit weather services, to further increase their forecasting accuracy. With enough data collectors, lucrative data licensing opportunities might arise.

Our goal is to reduce drownings by providing nationwide beach coverage with a simple and accurate warning system for little to no cost to the communities. With a large enough network of real time data “collectors”, our data sets can grow, and licensing opportunities will begin offsetting our hardware costs. We believe with enough data licensing revenue we can “donate” warning system hardware to ‘at-need’ communities in return for data rights. With more informed swimmers the hope is to save lives and ease parent’s fears. All the while, creating a reciprocal value stream, supplying data to local weather services to increase the accuracy of their forecasts and public advisories.

https://youtu.be/1b1fkSFWyXk




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Cash Flow (Runway)





Beginning Cash $2,500 -$400 $62,306 $263,640

Cash Inflow:


Loan/Debt Disbursement $19,680 $8,748 $18,936 $0

Sales Revenue $45,000 $321,000 $690,000 $2,090,000

Cash Outflow:




Loan/Debit Payment $0 $1,082 $481 $1,041

Cash, Ending Balance -$400 $62,306 $263,640 $894,039




Sales Revenue $45,000 $321,000 $690,000 $2,090,000

Income Statement





Sales Revenue $45,000 $321,000 $690,000 $2,090,000


Gross Margin $20,520 $146,040 $311,280 $941,840


Operating Expenses

Rent/Mortgage $1,200 $2,400 $12,000 $12,000

Utilities $0 $0 $7,200 $7,200

Wages $0 $10,400 $20,800 $150,000


Marketing $2,000 $40,000 $60,000 $100,000




Earnings before interest and Taxes (EBIT) -$17,080 $67,040 $186,880 $633,440

SwimSmart

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TEAM

Tecadamia

TEAM MEMBERSNatasha MeineckeJonathan Cole

EXECUTIVE SUMMARY

Our product is an artificial intelligence that is designed to help students learn math through game-theory technology. We are focusing our product to the student’s who have ADHD and other related learning disabilities.

What we will be doing is utilizing the excitement and adventures that video games have to offer with integrated mathematics in the games. These games will allow us to asses each individual child on their specific learning styles and learning habits as well. B=By assessing what their specific learning styles are and then creating a specific math program based on their individualized learning styles and habits.

The problem is that our teachers are overwhelmed everyday trying to asses every child’s specific needs and finding a way to specialize each child’s needs based on their learning style and habits; all while trying to create a lesson plan that meets the educational standard that the state has set forth. We are solving the large dropout rates of students who are not able to receive the individualized learning by utilizing an A.I technology to assess how each individual child learns and their current weakness in education, then the A.I develops a strong individualized learning plan, based on each specific student.

Our competitors’ program does not update for each individualized student, which then does not allow for true individualized learning. Our competitors also do not allow their programs to learn the students learning habits, which is something our product can do.

We plan to make money with subscription services based on a $30 subscription service per student. Once we establish a strong enrollment, we will also sell our data points to universities that are focusing on educational research.

Our target market is the public-school system, specifically teachers and parents of the top 10% schools in Michigan. The public-school system would pay $200 a year that would cover a licensing contract for them to use our product.

https://youtu.be/sPc8WksJK9g

https://youtu.be/sPc8WksJK9g

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Cash Flow (Runway)





Beginning Cash $10,000 $304,011 $937,277 $2,119,809

Cash Inflow:



Sales Revenue $314,880 $833,280 $1,666,560 $3,333,120

Cash Outflow:


Operating Expenses (Less Depreciation) $45,200 $196,000 $476,000 $1,125,000





Total Memberships (Free and Paid) 10446 27676 55352 110704

Membership Revenue (from paid members) $13,380 $80,280 $160,560 $321,120

Advertising/Service Income $1,500 $3,000 $6,000 $12,000

Sales Revenue $314,880 $833,280 $1,666,560 $3,333,120

Income Statement





Sales Revenue $314,880 $833,280 $1,666,560 $3,333,120


Gross Margin $314,211 $829,266 $1,658,532 $3,317,064


Operating Expenses

Rent/Mortgage $9,000 $15,000 $30,000 $100,000

Utilities $1,200 $6,000 $12,000 $25,000

General and Administrative $25,000 $50,000 $0 $0

Wages $0 $100,000 $384,000 $800,000

Marketing $10,000 $25,000 $50,000 $200,000

Depreciation (10 Year Straight Line) $0 $0 $0 $0



Earnings before interest and Taxes (EBIT) $269,011 $633,266 $1,182,532 $2,192,064

Tecadamia

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TEAM

Wandrlust

TEAM MEMBERSAlexanderia Tinker Austin Keller Isaac ParksChris Jacobsen

EXECUTIVE SUMMARY

Traveling becomes overwhelming: researching, organizing, saving and finding people who want to and can go on the trip with you. There is a gap in the travel market that has been overlooked; there is no platform that focuses on connecting and building a global community for the niche travel community.

Wandrlust provides a membership based platform that makes it possible for travelers to create a unique global community by connecting like-minded travelers from around the world; to help build a global travel family. The website will include a travel community, a travel shop, and a travel toolkit. The travel shop sells necessary accessories for travel. The travel toolkit consists of unique planning calculators, timelines, and tailored destination suggestions.

Wandrlust was created by Alexanderia Tinker, an entrepreneurially spirited, self-motivated, and creative individual who is passionate about traveling and connecting with people and new cultures. Alexanderia is majoring in Entrepreneurship with a focus in Marketing and will be graduating from Central Michigan University in May 2020; Alexanderia plans to continue developing and growing Wandrlust after graduation.

Wandrlust will begin earning revenue from unit sales and ad space. In the first year, unit sales in the travel shop will derive from an Amazon Affiliate program. The second year, custom product lines and packages will be created and sold in the travel shop. In the second year, paid profile upgrades will be offered to the community. Additional future revenue streams: partnering with other travel companies, such as cruise lines, airlines, and companies that provide travel price comparisons.

Social media marketing will be utilized on platforms such as Facebook and Instagram. Instagram influencers with high analytics will help to boost brand awareness. A website launch date will be announced to build up hype simultaneously through influencers and other social media tactics. Other marketing tactics: SEO, SEM, working with study abroad programs, attending travel conferences, and future partnerships with well established travel-centric companies to further reach and build customer trust.

Competition in the social sector would be Facebook. Travel Smith would be a competitor for the travel shop. Instead of competing with travel companies such as Expedia, and those alike, partnering with these companies will provide mutual benefit.

Wandrlust is in the beginning developmental stages, looking for investors and a developer to help bring Wandrlust to life.

https://www.youtube.com/watch?v=fAxx-Pw2TB4&feature=youtu.be




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Cash Flow (Runway)





Beginning Cash $2,000 $2,032 $24,849 $120,917

Cash Inflow:



Sales Revenue $38,632 $153,695 $614,780 $3,688,680

Cash Outflow:


Operating Expenses (less Depreciation) $63,600 $103,000 $407,200 $1,944,000





Projected Quantity Sold 2,400,658 4,802,315 19,209,260 115,255,560


Sales Revenue $38,632 $153,695 $614,780 $3,688,680

Income Statement





Sales Revenue $38,632 $153,695 $614,780 $3,688,680


Gross Margin $38,632 $125,817 $503,268 $3,019,608


Operating Expenses

Rent/Mortgage $0 $0 $7,200 $24,000

Utilities $0 $0 $5,000 $10,000

Wages $0 $30,000 $150,000 $500,000


Marketing $9,000 $10,000 $18,000 $100,000


Other Operating Expenses $52,600 $61,000 $223,000 $1,300,000


Earnings before interest and Taxes (EBIT) -$24,968 $22,817 $96,068 $1,075,608

Wandrlust

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Follow Me, MD

TEAM MEMBERSAntoine Sassine

EXECUTIVE SUMMARYHelping Medical Students get the shadowing opportunities they deserve.

In a traditional medical school curriculum, medical students have roughly a year of rotations before they have to apply to residency, which is not sufficient to get a strong understanding of the vast number of specialties that are available for one to pursue.

Follow Me, MD is a networking platform aimed at connecting future and current medical students to practicing physicians in their surrounding. The goal is to have M.D. holders provide the opportunity for students to shadow them and talk to them in a more facilitated way than the current system. With this platform, students would be allowed to surf through multiple opportunities based on their interest, free time, and proximity.

The way it would work is that a physician would post a time/date they would voluntarily be willing to have a student shadow them. Then through a subscription-based business model of $10 per month, the student can sign up, and look through the various opportunities that are available around them. Once the student has found a position at a time they think will work for them, they can “sign up” for that slot.

This setup would save the student a lot of time as the positions are available in front of them, and they don’t have to contact multiple people until someone says yes like on competitor platforms such as LinkedIn. Furthermore, students do not currently have a tool like this that they use.

Our best way to reach these customers is through the medical school channels themselves, such as specialty interest groups and school administration. This opens up partnership opportunities with these groups where we can provide them with a more specialized experience.

An advantage that we have is that this is a nationwide problem, not just for medical students but also other professions, allowing our solution room to scale and grow into other markets.

Our team consists of myself, an MD/MBA student, and I am currently looking for an IT specialist to help finish the platform prototype and maintain it early on the company.

Our goal is to have a fully functional product by October. Meanwhile, we will be building relationships with medical schools and we hope to have our first group of shadowing students by December 2020.

https://www.youtube.com/watch?v=OvbJDv1X0DU




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Cash Flow (Runway)





Beginning Cash $5,000 $10,000 $30,000 $60,000

Cash Inflow:

Investment / Grant / Award $0 $0 $0 $0


Sales Revenue $15,000 $30,000 $100,000 $190,000

Cash Outflow:









Sales Revenue $15,000 $30,000 $100,000 $190,000

Income Statement





Sales Revenue $15,000 $30,000 $100,000 $190,000


Gross Margin $15,000 $30,000 $100,000 $190,000


Operating Expenses



Wages $0 $0 $50,000 $65,000


Marketing $0 $0 $5,000 $10,000





Follow Me, MD

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TEAM

Micro Outdoors

TEAM MEMBERSJustin Ashman

EXECUTIVE SUMMARY

Micro Outdoors is an ecommerce business that focuses on a fishing niche called ‘’micro-fishing.’’ Micro-fishing is a multi-species fishing pastime that involves catching, identifying, and releasing fish less than three inches long. This style of fishing originated in Japan. The goal is to catch as many species of fish as possible and add them onto your life list. This is the aquatic equivalent to bird watching.

Issue Despite the common ‘’bigger is better’’ idea, many people are interested in the simple and serene style micro-fishing offers. Originated in Japan, the products used in this sport are typically purchased from Japanese vendors, making it difficult for enthusiasts to purchase supplies easily at a competitive price.

Solution To help enthusiasts, Micro Outdoors will provide customized branded micro-fishing products while continuing to increase awareness of this growing sport. Purchasing supplies in bulk and assembling them to meet expectations. Self-manufacturing products in the United States will allow Micro Outdoors more pricing flexibility and provide faster delivery to the consumer.

Market OpportunityThis pastime is in the introductory phase; people of all ages are discovering it. Our target markets are youth (6-17 years) and adults (29-39 years). Demographic research indicates these markets show that 11.5 million youth (6-17) and 7.5 million adults (29-39) participate in fishing. Young people tend to be the most curious and open to different ways of fishing. While adults in the 29-39 age range are likely to become parents, many of whom will want to share their love of fishing with their children. Micro-fishing is an uncomplicated, enjoyable, inexpensive, and easy way to do so.

Advantage Micro Outdoors began as a social media page for this niche market of anglers. We currently have over four-thousand followers, allowing us to market products through ecommerce. Competitors sell Japanese branded micro-fishing products that are shipped from Japan. Micro Outdoors will sell its own branded micro-fishing merchandise. Having established strong relationships with micro-fishing enthusiasts on existing social media channels allow Micro Outdoors to understand their customers and supply their needs.

Investment Micro Outdoors is seeking the top prize of this two-minute video competition. The $5,000 will be reinvested into product development and marketing to strengthen our brand. With more product offerings and a recognizable brand, we will be poised to become the first company people think of when they want to explore fishing in a fun and easy way.

https://www.youtube.com/watch?v=oXbZLsCG17Y




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Cash Flow (Runway)





Beginning Cash $500 $13,431 $26,417 $48,328

Cash Inflow:



Sales Revenue $12,939 $28,126 $50,452 $78,674

Cash Outflow:



Annual Capital Expenditures $0 $0 $1,000 $1,000






Sales Revenue $12,939 $28,126 $50,452 $78,674

Income Statement





Sales Revenue $12,939 $28,126 $50,452 $78,674


Gross Margin $9,931 $22,486 $41,111 $65,948


Operating Expenses

Rent/Mortgage $0 $0 $5,500 $5,500

Utilities $0 $0 $1,200 $1,200

Wages $2,000 $5,000 $6,000 $7,000


Marketing $1,000 $2,000 $3,000 $3,000


Other Operating Expenses $500 $1,000 $1,000 $2,000



Micro Outdoors

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TEAM

NLP Licensor

TEAM MEMBERSPriscilla Nuñez

EXECUTIVE SUMMARY

NLP Licensor is a cloud-based natural language processing (NLP) analysis and assessment service bringing companies to the next stage of growth by focusing on customer acquisition, retention and growth.

The Problem. According to Deloitte’s 2017 State of Cognitive survey, only 6% of business enterprises are having a smooth ride with artificial intelligence (AI). This leaves a staggering 94% of companies facing challenges with implementing an AI solution for better customer experiences. Many of these companies understand there are AI-related opportunities, but they do not know how to move forward.

Our Solution. Our proprietary software assists companies by providing data-driven analysis and assessment to empower them to maximize growth. We do this by improving their customer experiences. Our software will help increase customer acquisitions; integrate automation; eliminate inefficient processes and eliminates surplus. This saves companies time and money.

Underlying Magic. NLP Licensor extracts the company’s unstructured data from responses in entry forms, social media, and customer service private comment entries. Our NLP (AI) tool uses raw language processing to extract the data. Next, machine learning is utilized to perform statistical language processing by clustering. Words are then categorized, the tool finds the similarities, then all positive and negative feedback is analyzed. Based on analysis and assessments are performed. The assessments will determine what artificial intelligence mechanism, product and or automated tool will help the business with improved performance, customer acquisition, customer growth, marketing and or services to use.

Business Model. We license our software to small size businesses, educational institutions, software engineers, product managers, project managers, e-commerce websites, tech conferences, and others. Customers pay our license annually or on a monthly basis with initial fee.

Marketing & Sales Strategy. We will generate leads by utilizing pay-per-click (PPC) campaign marketing and organic Search Engine Optimization (SEO). We also anticipate launching a reward crowdfunding campaign.

Competition. Our competition includes: Lexalytics; Clarabridge; and, MeaningCloud. We are different from our competition because when we manage our data, we are able to prioritize salient objects which is defined as sorting out the most important NLP data which presents the customer behavior red zones for assessments.

Team. Our team includes our Founder (Priscilla Nuñez), Software Eng. – Jeff R., Machine learning Engineer – Priscilla Nuñez, Business Development professional -Grace Sudinski, Data Scientist - Stephanie Y., CFO - Dennis D., UX/UI Research Designer – Intern.

Advisory Council: The advisory council is made up of 5 extremely talented business executives with backgrounds in business leadership, entrepreneurship, Artificial Intelligence patents, mergers and acquisitions.

https://youtu.be/0PCScYm_6bY

https://youtu.be/0PCScYm_6bY


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Cash Flow (Runway)





Beginning Cash $30,000 $83,450 $485,397 $954,957

Cash Inflow:

Investment / Grant / Award $25,000 $50,000 $0 $0


Sales Revenue $268,500 $747,495 $971,744 $1,263,267

Cash Outflow:









Sales Revenue $268,500 $747,495 $971,744 $1,263,267

Income Statement





Sales Revenue $268,500 $747,495 $971,744 $1,263,267


Gross Margin $187,950 $523,247 $680,220 $884,287


Operating Expenses

Rent/Mortgage $12,000 $12,000 $14,400 $17,280

Utilities $1,500 $1,500 $1,800 $2,160

Wages $75,000 $75,000 $97,500 $126,750


Marketing $35,000 $42,000 $50,400 $60,480





NLP Licensor

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TEAM

OffGrid

TEAM MEMBERSCody McadoryBradley Teunissen

EXECUTIVE SUMMARY

Are you tired of dealing with unexpected obstacles while trying to enjoy your off-road experience? Are you sick of ungroomed trails, not knowing where you’re going, where your group members are or finding people to ride with? OffGrid creates a user-friendly application that provides off-road enthusiasts the unique ability to see what lies ahead, connect with other enthusiasts and to give individuals that are new to the sport the ability to jump right in and go.

CompanyOffGrid was founded by Cody Mcadory and Bradley Teunissen to break into the world of off-road motorsports and create an avenue for the folks of this niche community to become more connected, informed and active at the touch of a button. Mcadory has spent years exploring these activities and has an acute sense of the issues that come along with them. With Mcadory’s hands-on experience, knowledge of the market, and Teunissen’s experience in design and customer relations, OffGrid is more than confident that they can develop an application that will best suit the needs of their customers.

Product and ServicesThis application is both product and service based. Features to promote safety allow users to pin discrepancies on the trails and rate the trails based on quality and difficulty. This gives other users a look into what to expect. OffGrid uses an interactive map with an offline uploading system that allows users to see where they are, set waypoints and pins to follow, as well as keep in touch with their groups, all without Wi-Fi or data connections. OffGrid is a platform streamlining connectivity by assisting newcomers in finding experienced riders through our “find a guide” feature. Individuals who are experienced, can sign up through the application to be a guide, and help direct new enthusiasts into the world of off-roading. Users will also have the option to buy or rent necessary equipment through the “shop” feature, which will promote local businesses and sellers.

Go to Market StrategyOffGrid plans to code and launch this application in the Apple App store, as well as Google Play store by November 2020. The target market is off-road enthusiasts and aspiring enthusiasts, ages 18 and over. OffGrid will be marketing this through a strict social media campaign, partnering with ORV companies across the state and venues that host off road events. Also, Ad space will be available in the application that promotes local businesses based on user location, giving users a sense of the town and culture, they are surrounded by while riding.

https://chipcast.hosted.panopto.com/Panopto/Pages/Viewer.aspx?id=e8d2f793-c637-43c9-bfd5-ab99015d953b

https://chipcast.hosted.panopto.com/Panopto/Pages/Viewer.aspx?id=e8d2f793-c637-43c9-bfd5-ab99015d953b


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NOTES: I Noted the cost of Coding the software with General and Administrative rather than COGS because we plan to outsource to a coding team until

year 4.

During year four we plan to hire a coder which explains the uprise in wages.

Year four we would also like to purchase our own office space for the company which would explain the new and higher costs during that period.

Some costs can be explained through marketing materials, snowmobile, office equipment / furniture, etc.

Cash Flow (Runway)





Beginning Cash $10,000 -$137,175 -$171,457 $526,280

Cash Inflow:



Sales Revenue $132,226 $395,118 $997,237 $1,549,980

Cash Outflow:


Operating Expenses (less depreciation) $349,400 $354,400 $299,500 $487,000

Annual Capital Expenditures $30,000 $75,000 $0 $100,000


Cash, Ending Balance -$137,175 -$171,457 $526,280 $1,489,260


Downloads 2200 6300 12150 20000

Store Transaction Revenue $1,248 $3,618 $6,487 $9,980

Advertising Revenue $120,000 $360,000 $930,000 $1,440,000

Guided Trips Revenue $6,250 $18,125 $32,500 $50,000

Sales Revenue $127,498 $381,743 $968,987 $1,499,980

Income Statement





Sales Revenue $127,498 $381,743 $968,987 $1,499,980


Gross Margin $127,498 $381,743 $968,987 $1,499,980


Operating Expenses

Rent/Mortgage $12,000 $12,000 $12,000 $60,000

Utilities $2,400 $2,400 $2,500 $12,000


Wages $90,000 $90,000 $90,000 $190,000

Marketing $30,000 $45,000 $50,000 $60,000




Earnings before interest and Taxes (EBIT) -$221,902 $27,343 $669,487 $1,012,980

OffGrid

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TEAM

SoundCup

TEAM MEMBERSPhilip Mundt

EXECUTIVE SUMMARY

Who We Are The SoundCup has the design of a cup and the functionality of a speaker. SoundCup is a noise amplifier with no electrical components, amplifying noise from your phone speaker without ever having to charge or connect to it. With SoundCup, all you need to do is play your music, put your phone in, and then instantly hear the increase in sound and quality.

How It Works The SoundCup works by refocusing the sound from your phone’s speakers. Instead of your phone speaker pushing the sound outwards in every direction, SoundCup’s design focuses the sound upwards, creating a louder, more clear sound for everyone to enjoy.

The underlying magic is in the patented design of the SoundCup. The features include contours that hold your phone and a parabolic bottom that increases the volume and quality of your music from your phone speaker more than any regular cup.

Model Distribution/Plan There are two main places to sell SoundCup: retail and as an advertisement/giveaway unit. For retail, we are looking at places that sell similar items around the same price point such as the Central Michigan University campus markets or Five Below.

The other market is an advertisement/giveaway unit. The problem with advertisement handouts today is that in most cases, people don’t keep them for very long, making that advertisement useless. With SoundCup’s multifunctional and easy to understand design, people are more likely to hold onto it, creating constant advertisement exposure over an extended time.

Investment We are seeking an investment to support the first production run of 500 SoundCup models to prove the concept. To achieve this goal, we must switch from 3D printing to injection molding.

The current issue is the means of producing using 3D printing. Not only is it expensive for per-piece production and a slow process, 3D printing is not 100% food/leak safe. To fix this issue, we would switch to injection molding using polypropylene plastic. The benefits of switching would be greatly reduced production costs (89%), 100% food/leak safe, and the ability to keep up with demand after the initial sale.

https://youtu.be/lErpCIL3kKU




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Cash Flow (Runway)





Beginning Cash $10,000 $43,004 $41,755 $73,940

Cash Inflow:

Investment / Grant / Award $30,000 $10,000 $0 $0

Loan/Debt Disbursement $5,000 $0 $0 $25,000

Sales Revenue $10,650 $47,600 $115,000 $425,000

Cash Outflow:



Annual Capital Expenditures $0 $5,000 $10,000 $15,000

Loan/Debit Payment $0 $5,000 $0 $5,000





Sales Revenue $10,650 $47,600 $115,000 $425,000

Income Statement





Sales Revenue $10,650 $47,600 $115,000 $425,000


Gross Margin $8,004 $37,751 $104,185 $380,975


Operating Expenses

Rent/Mortgage $0 $10,000 $20,000 $20,000

Utilities $0 $5,000 $5,500 $5,500

Wages $0 $10,000 $20,000 $30,000


Marketing $500 $1,500 $3,000 $3,500

Depreciation (10 year Straight Line) $0 $500 $1,500 $3,000



Earnings before interest and Taxes (EBIT) -$1,996 -$1,249 $42,185 $307,975

SoundCup

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TEAM

TechM

TEAM MEMBERSZachary Keith

EXECUTIVE SUMMARY

Car buying today is often done online which is very convenient, but comes with flaws. When you buy a car online, it is a shot in the dark determining whether the mechanics under the hood are intact. Many people buy used vehicles and have issues immediately, costing them thousands of dollars and loss of transportation. TechM aims to mitigate this by providing a service that allows sellers and buyers of used vehicles to get them mechanically certified at their local vehicle maintenance chain.

TechM certified vehicles will undergo an in-depth vehicle inspection by a TechM licensed business. TechM has created its own 172-point vehicle inspection that will be used in all TechM licensed retailers. This provides a service to both a buyer and seller alike. The average pre-owned certified vehicles rise in price from uncertified cars by $300 for average cars, and $3,000 for luxury cars. A TechM certification will allow used car sellers to take advantage of these margins without going through a dealer.

TechM strives to keep certifications consistent to each other through consistent training of employees licensed to TechM certify vehicles. Our software will be easy to use for these employees and will have a simple rating system to allow for more accurate results on the health of vehicles being inspected. The same training will be incorporated among all licensed retailers of our service to keep TechM scores reliable and accurate. Precise scores of vehicles is paramount to TechM’s success

Our mission at TechM is to provide a service that allows used car sellers and buyers to see and prove that their vehicle is mechanically sound before selling or buying a vehicle. This is to ensure that an upkept vehicle is both valued at what it should be and to make selling easier due to the vast amount of knowledge that certification provides about the mechanics of a vehicle. These factors allow for easier selling without having to go through an auto dealer first.

The TechM team has experience working in the auto selling industry. I have gone through many used cars and experienced many mechanical failures shortly after buying used vehicles. I know first-hand that the documentation provided for used vehicles online is never enough to know if a vehicle is sound or not. I also have experience in coding, web-design and entrepreneurship so creating this product comes at no barrier to me.

https://youtu.be/ZTxmdn_fdvk




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Cash Flow (Runway)





Beginning Cash $10,000 $125,000 $622,500 $1,399,000

Cash Inflow:



Sales Revenue $975,000 $1,950,000 $3,000,000 $5,300,000

Cash Outflow:

Cost of Goods or Services Sold $487,500 $975,000 $1,500,000 $2,650,000








Sales Revenue $975,000 $1,950,000 $3,000,000 $5,300,000

Income Statement





Sales Revenue $975,000 $1,950,000 $3,000,000 $5,300,000

Cost of Goods Sold (COGS) $487,500 $975,000 $1,500,000 $2,650,000

Gross Margin $487,500 $975,000 $1,500,000 $2,650,000


Operating Expenses

Rent/Mortgage $30,000 $30,000 $50,000 $50,000

Utilities $2,500 $2,500 $3,500 $3,500

Wages $40,000 $80,000 $100,000 $200,000


Marketing $100,000 $150,000 $200,000 $0





TechM

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The Michigan Cinematic Services Group

TEAM MEMBERSShannon Burke

EXECUTIVE SUMMARY

The Michigan Cinematic Services Group is a new venture aiming to provide videography, photography, and print media services that project excellence and effectiveness. Our media services include commercials, training videos, marketing videos, wedding packages, graphic design, and photography packages. Our services are geared for several markets, including television stations, companies, high schools, and families. We aim to ensure that all of our services are done in a timely manner, provide high-quality work, and reasonable pricing.

Our business thrives on cultivating extraordinary talent. The Michigan Cinematic Services Group is composed of a large group of independent contractors. This allows our group to collect contractors who possess the highest level of skill per project which in turn leads to higher levels of creative excellence.

By not having employees or real estate, this allows for low overhead cost which in turn leads to higher profit margins. By staying remote, The Michigan Cinematic Services Group can open more branches in other areas of the country for nearly no cost at all.

We project to be receiving $26,500 in revenue our first year and by the fifth year we project to be receiving $238,016 in revenue. Expenses continue to stay low across all years of productivity since cost is only recorded when a project is sold.

There are several companies with whom we will be competing. We have a competitive advantage, however, because our team is specialized and formatted to perform at a higher level of quality than our competitors and we provide our services at a lower cost than other similar companies.

The company is seeking a loan in the amount of $30,000 which will be used to purchase more high-tech production equipment and start-up expenses such as purchasing QuickBooks, copyright services, advertising on Google and Facebook, website creation and up-keep, etc.

We expect to achieve and exceed our projected earnings through our low overhead cost business model and focusing on effective advertising in order to capture clientele in many markets.

https://www.youtube.com/watch?v=8cPTp7-wzqY&feature=youtu.be




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Cash Flow (Runway)





Beginning Cash $1,000 $53,950 $123,827 $307,637

Cash Inflow:



Sales Revenue $56,500 $88,325 $225,693 $346,272

Cash Outflow:



Annual Capital Expenditures $20,000 $0 $0 $25,000






Sales Revenue $56,500 $88,325 $225,693 $346,272

Income Statement





Sales Revenue $56,500 $88,325 $225,693 $346,272


Gross Margin $47,350 $73,893 $188,563 $289,805


Operating Expenses



Wages $4,000 $3,600 $4,320 $5,184


Marketing $300 $312 $324 $337





The Michigan Cinematic Services Group

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Traveling Tailgate

TEAM MEMBERSCaden Skinner Matt MeyeringShane Graves

EXECUTIVE SUMMARY

The Traveling Tailgate is any Tailgater’s dream come true! It is frustrating when you reach your tailgating destination and then realize you’ve forgotten some of your important gear for the event. The Traveling Tailgate will be supplied with all your cooking utensils, cooler, and grill in a mobile unit that is convenient, compact, and easily accessible. This will ensure you have everything you need on game day.

Problem: Forgetting your tinfoil will cause you to purchase additional items you already have at home. Or worse, go without a vital piece of equipment which would make the tailgating experience less enjoyable.

Solution: The Traveling Tailgate aims to help Tailgaters through its design. A foldable, mobile box with wheels that attach to your hitch for easier transport. The Traveling Tailgate will contain a cooler and small grill, each of which are removable. Along with extra storage to hold tailgating supplies to enhance your tailgating experience.

Business Model: Our product is geared toward collegiate and die-hard football fans who are between the ages of twenty-one and their late forties. We plan to market our price towards this group at $800. Our business plan is to sell the Traveling Tailgate itself with personalized school colors. In addition, there will be add-ons such as flag poles, or stickers to allow Tailgaters to take their experience to a new level.

Why Now: There are millions of people who enjoy tailgating before the game and having an easier way to transport their tailgating gear is desired. The Traveling Tailgate is available for any vehicle with a hitch.

Competitors: “Tailgate N Go'' is a business that recently launched their tailgating product. This product currently sells for $1,650 and does not come with a grill or cooler. Instead its focuses’ on serving as an extension to a home kitchen.

Team: Our team consists of Caden Skinner who is a gifted speaker that brings energy and excitement to the Traveling Tailgate. Matt Meyering who is a strong communicator, that uses his problem-solving abilities to make sure things get done, and Shane Graves is a great negotiator and has an outgoing personality with ten years of experience in performing sales and logistics.

https://youtu.be/Yw7gNfElDSM




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Cash Flow (Runway)





Beginning Cash $7,500 $36,563 $24,225 $100,425

Cash Inflow:



Sales Revenue $20,750 $84,250 $366,000 $1,470,000

Cash Outflow:



Annual Capital Expenditures $0 $25,000 $50,000 $50,000




Projected Quantity Sold 35 200 800 3,400


Sales Revenue $20,750 $84,250 $366,000 $1,470,000

Income Statement





Sales Revenue $20,750 $84,250 $366,000 $1,470,000


Gross Margin $10,563 $47,163 $223,700 $763,300


Operating Expenses

Rent/Mortgage $0 $2,000 $10,000 $25,000

Utilities $0 $0 $2,500 $6,000

Wages $4,000 $20,000 $60,000 $120,000


Marketing $1,500 $10,000 $20,000 $35,000





Traveling Tailgate

RecognitionThank you to all of those who helped us pivot this year by creating the New Venture Online Competition!

Joe Affholter CMU Faculty, Entrepreneurship Department

Julie Baker Program Manager, Isabella Bank Institute for Entrepreneurship

Kurt Baringer Multimedia Manager, CMU College of Business Adminsitration

Melodie Boling Senior Director of Development, CMU College of Business Administration

Jessica Meyers Coordinator of Marketing, Communications and Social Media, CMU College of Business Adminsitration

Chris Moberg Dean, CMU College of Business Administration

Kate Muraski Intern, New Venture Compeition

Ross Noel Mentor in Residence, Isabella Bank Institute for Entrepreneurship

David Nows CMU Faculty, Entrepreneurship Department

Allison Osterdale Graphic Design Coordinator, CMU College of Business Adminsitration

Brenda Pung Executive Secretary, Entrepreneurship Department

Jeff Thomas Chairperson, Entrepreneurship Department

Sara Trine Intern, New Venture Competition


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Central Michigan University’s College of Business Administration is the home of the Isabella Bank Institute for Entrepreneurship and the first Department of Entrepreneurship in the state of Michigan.

Our goals are to teach practical skills, inspire innovative thinking, and connect students with mentors and other resources. We accomplish this through activities such as workshops, the New Venture Competition, Pitch to the Pros and Make-A-Pitch event, where students from all disciplines interact with experienced alumni, faculty, entrepreneurs, investors, and other leaders to become better prepared to put their stamp on the world!

Next year, we are excited to integrate the NVC into a course that will serve as an idea accelerator for students from all across campus. Specifically, ENT 497D (Launching Social & Traditional Ventures) will be a 3-credit course offered in the fall and spring terms on Tuesdays and Thursdays from 3:30 to 4:45 pm. Students will, among other things, pitch, plan, and develop their new venture ideas while leveraging mentors and other resources made available through the NVC. ENT 497D will not have prerequisites.

We also offer several other curriculum options in entrepreneurship, including:

• Several à la carte Entrepreneurship Courses – where undergraduate and graduate students from various programs enroll in individual entrepreneurship courses

• A Certificate in Entrepreneurship – where undergraduate students complete 12 credits of entrepreneurship and business-related coursework (coming soon!)

• A Minor in Entrepreneurship – where undergraduate students complete 21 credits of entrepreneurship and business-related coursework

• A Major in Entrepreneurship – where undergraduate students pursuing a B.A.A. degree complete approximately 45 credits of entrepreneurship and business-related coursework

• A Master of Entrepreneurial Ventures – where graduate students earn a practical and an online master's degree in one year (if full-time) or two years (if part-time)

• An Accelerated Master of Entrepreneurial Ventures – where students can earn both an undergraduate degree and a master’s degree in four years plus one additional summer

• An Entrepreneurship Area of Emphasis – where MBA students complete 9 credits of 600-level entrepreneurship coursework

To learn more about these offerings, please call 989-774-3270 or visit cba.cmich.edu.

Entrepreneurship at CMU

http://cba.cmich.edu

Teams competing in the 2020 New Venture Online Competition are invited to participate in the 2021 New Venture Competition next spring!

These teams will be eligible to compete in a separate track for $25,000 Best Overall Venture

and $10,000 Best Social Venture!

THE COMPETITION WILL BE BACK

NVC 2021

CENTRAL MICHIGAN UNIVERSIT Y

COMPETITIONNew Venture

@CMU.NVC @CMUNVC @CMU_NVC

989-774-3270 | [email protected] | cmich.edu/nvc

CMUNVC

https://www.facebook.com/cmu.nvc

https://twitter.com/cmunvc

https://www.instagram.com/cmu_nvc/

https://www.linkedin.com/in/cmunvc

http://cmich.edu/nvc

mailto:ibie%40cmich.edu?subject=

Documents

CENTR AL MICH IGAN UNIVERSIT Y New Venture COMPETITION · entrepreneurial pathways – these paths include: • Being change agents at established firms • Managing small businesses