BAF Due Diligence Plan 2025

Est. 2023

DUE DILIGENCE

PACKAGE PRESENTING 1. BLAIR ALLEN FINANCIAL, INC (BAF) 2. UNITED NEEDS (In Progress -501c3 - UN) 3. BLAIR ALLEN CAPITAL FUND, INC (BACF)

Copyright © 2024 Blair Allen Financial, Inc.

1.

BLAIR ALLEN FINANCIAL (BAF) BUSINESS PLAN:

Executive Summary

14

Introduction

60

The Problem

61

Our Structure

70

Market Analysis

72

Our Integrated Solution

92

Business Model

125

CONTINUED: Referral Engine

138

The Value

145

Subsidiary Breakdown

149

Competitive Analysis

188

SWOT & Risk Analysis

203

Financial Plan

214

Cap Table, & IRR/ROI

242

Projected Exit Strategy

248

Leadership Team

257

Investment Disclosure

294

2.

UNITED NEEDS (UN) BUSINESS PLAN:

Introduction

296

The Problem

299

Our Solution

301

A Structured Journey

302

Bat’s ITSM Solution

305

Business Model

306

Financial Directive

307

Fundraising Objectives

308

Financial Strategy

311

Leadership

__

Investment disclosure

__

3.

BLAIR ALLEN CAPITAL FUND (BACF) BUSINESS PLAN

Introduction

315

Mission, Vision, & Values

320

Objectives

324

Family of Companies

330

Market Opportunity & Analysis

334

Leadership, Governance, & Committees

343

Investment Thesis & Objectives

353

Project Specific Syndication Strategy

359

Lifecycle

362

The Liberty Project

365

Advantages

375

WELCOME TO THE BLAIR ALLEN DUEDILIGENCE PACKAGE This due diligence plan highlights the collaborative strengths of three key organizations: Blair Allen Financial, Incorporated (BAF): The strategic and operational hub, integrating subsidiaries across real estate, property management, mortgage lending, insurance, and technology.

United Needs (UN): The mission-driven arm, addressing housing accessibility, financial literacy, and wealth-building opportunities for underserved populations.

Blair Allen Capital Fund, Incorporated (BACF): Launching in early 2025, serving as the financial engine, driving large-scale acquisitions and investments.

Independently strong yet strategically aligned, these entities form a vertically integrated ecosystem that addresses inefficiencies in fragmented industries.

Together, they deliver scalable profitability, sustainable growth, and measurable community impact. By harmonizing their financial objectives and operational strategies, this unified model creates a low-risk framework for innovation and long-term success, blending purpose and profitability to transform industries and communities.

A UNIFIED, COMPREHENSIVE STRUCTURE

1

Blair Allen Financial (BAF) As the operational nucleus, BAF provides the foundational infrastructure for the entire ecosystem. By integrating its subsidiaries across real estate, property management, mortgage lending, insurance, and technology, BAF ensures streamlined operations, centralized governance, and enhanced profitability.

Key Objectives: Drive operational efficiencies by integrating advanced technology platforms, shared resources, and robust governance structures.

Scale subsidiaries strategically to maximize market penetration while maintaining operational excellence.

Provide a cohesive operational backbone, enabling feedback loops for innovation and continuous improvement.

$20M

In exchange for 20% equity BAF to scale operations, develop new markets, and enhance its proprietary technology.

2

UNITED NEEDS (UN - 501C3) The mission-driven arm of the ecosystem, United Needs addresses critical challenges in financial literacy, housing accessibility, and wealth-building, particularly for underserved populations such as military families. By combining education-first initiatives with real estate investment opportunities, United Needs fosters social impact while creating pathways for financial independence.

Key Objectives: Launch a Learning Management System (LMS) to deliver gamified training, certifications, and financial literacy tools.

Empower military families and underserved communities to achieve rental housing stability, homeownership, and real estate investment.

Leverage its dual-purpose mission to attract donor funding, enhancing its ability to enact meaningful change.

$20M

United Needs aims to secure $20 million in grants and donor contributions to fund educational programs, community outreach, and operational expansion.

This funding will also create a pipeline of financially empowered customers for the broader ecosystem.

3

BLAIR ALLEN CAPITAL FUND (BACF) As the financial growth engine, BACF is designed to acquire and manage capital for large-scale real estate acquisitions and investments. BACF underpins the operational success of BAF and United Needs, ensuring their strategic initiatives are fully funded and executed.

Key Objectives: Raise and deploy capital to acquire high-value assets and fuel large-scale development projects such as the Liberty Project in Rapid City.

Build a diversified investment portfolio that supports BAF’s subsidiaries while delivering superior financial returns to investors.

Align financial strategies with the ecosystem’s broader mission of profitability and community impact.

BACF seeks to raise $100 million in private equity to fund acquisitions, support subsidiary growth, and drive mission-aligned investments that deliver measurable returns.

$100M

MITIGATING RISK THROUGH SYNERGY AND INNOVATION This vertically integrated ecosystem reduces risks commonly associated with standalone entities by fostering collaboration and mutual reinforcement:

1 Diversified Revenue Streams: Operating across multiple verticals—real estate, property management, lending, insurance, education, and capital investments—ensures stability and reduces reliance on any single sector.

2 Operational Efficiency: BAF’s centralized governance and technology platforms minimize redundancies and enhance resource allocation, driving consistent performance across all entities.

3 Capital Synergy: BACF’s investments directly fund initiatives across BAF and United Needs, ensuring a steady flow of financial support and reducing uncertainties.

4 Community-Driven Impact: United Needs' focus on education and housing accessibility drives customer loyalty and enhances market penetration, creating long-term value for all stakeholders.

5 Scalable Growth Model: By leveraging shared resources and market insights, the ecosystem adapts quickly to emerging opportunities, ensuring agility and resilience in the face of challenges.

A UNIQUE AND POWERFUL BUSINESS MODEL The combined strength of BAF, United Needs, and BACF creates a transformative model that integrates financial success with social impact.

Each entity plays a distinct but complementary role in driving growth and innovation:

BAF provides the operational infrastructure and leadership necessary to scale subsidiaries efficiently and effectively.

United Needs delivers education-first initiatives that empower underserved populations, creating a financially empowered customer base for the ecosystem.

BACF secures the capital required for acquisitions, large-scale development, and mission-aligned investments, fueling the ecosystem's growth.

SYNERGY AND STRENGTH: The Power of Integration

The integration of BAF, BACF, and United Needs creates a unified approach to addressing inefficiencies in real estate and financial services while fostering economic growth and social responsibility.

BAF drives operational excellence, leveraging proprietary technology and centralized management to streamline processes across real estate, mortgage, insurance, and property management.

BACF capitalizes on BAF’s infrastructure to efficiently acquire and manage assets, delivering enhanced returns to investors while supporting the ecosystem’s operational goals.

United Needs bridges the gap between financial opportunity and community impact, ensuring underserved populations benefit from the ecosystem’s resources and initiatives.

SOCIAL IMPACT MEETS

FINANCIAL PERFORMANCE This ecosystem achieves what few others can: delivering superior financial returns while addressing systemic challenges. Investments through BACF are not only profitable but also strategically targeted to address housing shortages and empower underserved populations. By integrating financial goals with mission-driven initiatives, BAF, United Needs, and BACF collectively set a new standard for scalable, sustainable, and impactful business operations.

EXECUTIVE

SUMMARY Blair Allen Financial, Incorported (BAF)

Pages 14-56

Est. 2023

Copyright © 2024 Blair Allen Financial, Inc.

BLAIR ALLEN FINANCIAL A family of companies designed to improve how people buy, sell, rent, and finance real estate all while safeguarding their most valuable assets, and educating them to continue their wealth building journey.

4

WHO WE ARE Blair Allen Financial, Inc. (BAF) is a pioneering, vertically integrated Delaware C-corp holding company headquartered in the United States.

We are redefining the real estate and financial services industries by offering a unified ecosystem of luxury real estate, property management, mortgage lending, insurance, technology, and capital investment.

BAF’s mission is to provide clients with an end-to-end service experience that integrates traditionally fragmented services into a cohesive, seamless journey. Our model leverages cutting-edge technology, operational efficiency, and industry expertise to eliminate inefficiencies, improve client satisfaction, and unlock new revenue streams. This consolidated structure allows BAF to elevate service quality and optimize financial performance across all business areas.

Our model is purpose-built for today’s market, which demands transparency, responsiveness, and personalization. Through Blair Allen ITSM, our proprietary technology platform, BAF ensures clients and team members benefit from hightouch service and data-driven insights at every stage, from property acquisition to asset management. Our approach is not just about delivering services; it’s about creating a continuous, streamlined experience that anticipates client needs and fosters lasting relationships.

4

WHAT WE DO

BAF is reshaping the real estate and financial services landscape by covering every phase of the client journey through six specialized subsidiaries: Blair Allen Luxury Real Estate (BALR), Blair Allen Property Management (BAPM), Blair Allen Mortgage (BAM), Blair Allen Insurance (BAI), Blair Allen Capital (BAC), and Blair Allen Technologies (BAT). Each subsidiary operates independently while contributing to BAF’s larger interconnected ecosystem, ensuring clients receive consistent, high-quality service across all interactions.

From initial real estate transactions and property management to financial advisory, mortgage solutions, insurance products, and asset management, BAF’s integrated approach allows us to anticipate and meet client needs. Through our Blair Allen ITSM platform, each division has real-time access to the data, workflows, and client insights needed to enhance client interactions and streamline processes. This enables us to maximize client retention, increase cross-selling opportunities, and provide a level of service unmatched in traditionally fragmented models.

THE PROBLEM

The real estate, mortgage, insurance, and property management industries face critical inefficiencies and fragmentation that impact both customers and the professionals who serve them. Disconnected service providers, reliance on outdated systems, and a lack of integration result in prolonged transaction timelines, rising costs, and inconsistent service quality. These challenges disproportionately affect underserved markets, particularly rural and secondary regions, where the need for seamless, high-quality services is greatest.

THE PROBLEM FOR..

CUSTOMERS

TEAM MEMBERS

Disjointed Services:

Siloed Operations:

Working with multiple providers for real estate, mortgage, insurance, and property management often leads to miscommunication, delays, and errors.

Fragmented processes make cross-department collaboration cumbersome, leading to inefficiencies and delays.

Lack of Transparency: Legacy systems make it difficult to track the status of transactions, leaving clients frustrated and uninformed.

Rising Costs: Inefficiencies in the process inflate costs for buyers, sellers, and renters.

Limited Access: In rural and secondary markets, customers face a scarcity of comprehensive, high-quality services tailored to their needs, despite growing demand.

Outdated Tools: Reliance on legacy technologies reduces productivity, creates bottlenecks, and limits datadriven decision-making.

High Turnover: The lack of integrated systems and professional support contributes to burnout and high employee attrition rates.

Missed Opportunities: Limited integration across service lines reduces cross-sell potential and revenue generation.

MARKET TRENDS

AMPLIFY THE PROBLEM:

$4.2

trillion

annually

Despite these challenges, demand for real estate and related services continues to grow. The U.S. real estate market is valued at $4.2 trillion annually (NAR, 2023), with mortgage originations reaching $2.6 trillion in 2023 (MBA, 2023). Highgrowth secondary markets such as Arizona, Texas, and Montana are experiencing 20% year-over-year increases in housing demand and a 15% rise in median home prices.

However, legacy providers often overlook these regions, leaving significant gaps in service availability.

URGENT NEED FOR

INNOVATION

This environment highlights the urgent need for an integrated, technology-driven solution that addresses inefficiencies, empowers team members, and delivers exceptional customer experiences. BAF’s vertically integrated model and proprietary technology directly solve these pain points by uniting real estate, mortgage, insurance, and property management services under one cohesive ecosystem, transforming the way customers and team members experience these industries.

MARKET

ANALYSIS BAF stands at the intersection of several high-growth sectors, each offering significant opportunities for disruption. Leveraging its vertically integrated model, innovative technology, and focus on secondary and underserved markets, BAF is uniquely positioned to capitalize on unmet demand and rising market trends across real estate, mortgage, insurance, property management, and investment.

REAL ESTATE:

$4.2

trillion

annually

The U.S. real estate market, valued at $4.2 trillion annually (NAR, 2023), continues to expand, driven by population growth exceeding 5% annually in secondary markets such as Arizona, Texas, and Montana. These regions are experiencing 20% year-over-year increases in housing demand and a 15% rise in median home prices, creating opportunities in both affordable and luxury housing segments.

Blair Allen Luxury Real Estate (BALR) is strategically positioned to meet this demand by offering premium real estate services in these high-growth areas.

PROPERTY MANAGEMENT: The property management market is projected to grow at a CAGR of 8.3%, fueled by increasing demand for professional management of residential and multifamily properties (IBISWorld, 2023). Blair Allen Property Management (BAPM) capitalizes on this growth by providing comprehensive services, including tenant placement, maintenance, and optional tenant insurance. BAPM’s approach enhances tenant satisfaction, reduces vacancies, and generates recurring revenue, particularly in secondary markets with rising rental demand.

MORTGAGE SERVICES: With $2.6 trillion in annual originations (MBA, 2023), the mortgage sector presents a significant opportunity, particularly in middle-income and rural markets underserved by traditional lenders. Blair Allen Mortgage (BAM), operating in 42 states, addresses this gap by providing personalized lending solutions. Innovative financing structures, such as ownerfinanced options and flexible loan products, further enhance BAM’s ability to serve diverse client needs and drive growth.

INSURANCE:

$1.4

trillion annually (premiums)

Generating $1.4 trillion annually in premiums (NAIC, 2023), the insurance industry offers significant integration opportunities with real estate and mortgage transactions. Research shows that 75% of homebuyers prefer bundled services that simplify transactions (Zillow, 2023). Blair Allen Insurance (BAI) meets this demand with tailored insurance products integrated directly into real estate and mortgage offerings, driving convenience, customer retention, and recurring revenue.

PROPERTY TECHNOLOGY:

$24.3 Billion

Globally

Valued at $24.3 billion globally, the PropTech sector is growing at a CAGR of 9.2% (PwC, 2023), emphasizing the critical role of technology in optimizing operations and enhancing customer experiences. The Blair Allen ITSM platform empowers BAF to lead this space, offering advanced analytics, automated workflows, and compliance tools that improve efficiency across all subsidiaries while providing actionable insights for decision-making.

WHOLESALE AND FIX-AND-FLIP

REAL ESTATE: Blair Allen Capital (BAC) targets the high-margin wholesale and fix-and-flip real estate markets, valued at over $60 billion annually in transaction volume (ATTOM, 2023). Activity in the fix-and-flip segment increased by 30% in 2023, with secondary markets experiencing even higher growth.

$60 Billion annually

BAC focuses on acquiring undervalued properties, implementing strategic enhancements, and achieving rapid turnarounds with 65% average margins. This agile approach generates consistent short-term profits and strengthens BAF’s overall portfolio performance.

INTEGRATED OPPORTUNITY:

By focusing on these sectors, BAF is uniquely positioned to deliver comprehensive, efficient, and innovative solutions. The company’s vertically integrated ecosystem allows it to capture value at every stage of the client journey, from initial property transactions to ongoing management and service delivery. This holistic approach aligns with rising market demand, creating significant growth opportunities and establishing BAF as a leader in real estate and financial services.

THE FAMILY OF

COMPANIES BAF Blair Allen Financial, Inc (Delaware C-corporation owning a family of companies)

BAU

BALR

Blair Allen University

Blair Allen Luxury Real Estate, LLC

BAPM Blair Allen Property Management, LLC

BAM Blair Allen Mortgage, LLC

UNITED NEEDS Not-For-Profit (501c3) Military Family Empowerment

BAI Blair Allen Insurance, LLC

BAC Blair Allen Capital, LLC

BAT Blair Allen Technologies, LLC

BACF Blair Allen Capital Fund, Inc (Delaware C-corporation)

BAF’s vertically integrated ecosystem is designed to deliver comprehensive, end-to-end solutions across real estate, mortgage, insurance, property management, technology, and capital investment. This unique structure, supported by United Needs (not for profit arm of BAF) and the Blair Allen Capital Fund (BACF), ensures seamless operations, maximized efficiency, and exceptional value for customers and investors. Together, these entities form a cohesive network that drives innovation, operational excellence, and sustainable growth.

BAF SUBSIDIARIES: Blair Allen Luxury Real Estate (BALR): Focused on high-value real estate transactions, BALR delivers luxury service quality in underserved markets, providing top-tier solutions for high-networth clients.

Blair Allen Property Management (BAPM): Offers property management services for residential, commercial, and multifamily properties, enhancing tenant satisfaction, reducing vacancies, and improving asset value.

Blair Allen Mortgage (BAM): Operating in 42 states, BAM partners with a network of over 120 investors to offer personalized mortgage solutions, ensuring clients secure financing aligned with their goals.

Blair Allen Insurance (BAI): Integrates comprehensive insurance products into real estate and mortgage transactions, creating a seamless client experience while protecting assets and investments.

Blair Allen Technologies (BAT): Is building their proprietary Blair Allen IT Service Management (ITSM) platform that will deliver advanced analytics, automation, compliance management, and operational efficiency across all subsidiaries.

Blair Allen Capital (BAC): Focuses on value-add real estate investments, achieving a 65% average margin on short-term projects by identifying, acquiring, and transforming underperforming assets.

United Needs (UN): Operating as a separate entity, United Needs collaborates with the BAF family of companies to drive social impact initiatives, including workforce housing, military housing, and community development projects. By aligning its mission with BAF’s strategic goals, United Needs ensures that every development reflects a commitment to sustainability and social equity, enhancing the overall value proposition for investors and communities.

Blair Allen Capital Fund (BACF): BACF serves as the private equity arm supporting BAC and its value-add real estate projects. BACF strategically transforms "B-Class" properties into premium "A-Class" assets, focusing on long-term investments with an IRR of 15–17%. BACF leverages investor capital to finance development initiatives while maintaining operational synergy with BAF subsidiaries to create highvalue, market-leading properties.

Integrated Excellence: This cohesive ecosystem eliminates fragmentation, reduces inefficiencies, and enhances operational synergy. By uniting BAF’s subsidiaries with the strategic efforts of United Needs and BACF, the family of companies ensures that every client touchpoint is optimized, every investment is maximized, and every project reflects the innovation and quality that define Blair Allen Financial.

Together, this integrated network delivers exceptional value to customers, investors, and communities.

OUR SOLUTION

WHAT MAKES US UNIQUE BAF delivers a transformative solution to the inefficiencies of the real estate and financial services industries through a vertically integrated, data-driven model. By uniting technology, talent, and strategy under a cohesive IT Service Management (ITSM) framework, BAF and its family of companies provide seamless end-to-end services that maximize client value, optimize revenue generation, and ensure consistent service excellence.

VERTICALLY INTEGRATED,

DATA-DRIVEN MODEL At the core of BAF’s operations is a fully integrated approach that streamlines real estate, mortgage, insurance, property management, and capital investment services. This comprehensive structure minimizes handoff delays, optimizes cross-sell opportunities, and delivers an unparalleled client experience. By eliminating fragmentation, BAF maximizes the lifetime value of each client, driving service revenue from transactions across all subsidiaries. This approach ensures operational efficiency and positions BAF as a market leader.

PROPRIETARY TECHNOLOGY BLAIR ALLEN ITSM PLATFORM:

The Blair Allen ITSM platform is the technological engine behind BAF’s success. This proprietary system integrates marketing management, lead management, communications management, document management, transaction management, financial management, training management, and business intelligence (BI) management into a single, scalable platform. The result is enhanced operational efficiency, real-time insights, and improved responsiveness to client needs. By reducing transaction times by 25% and improving valuation accuracy by 18%, Blair Allen ITSM empowers BAF to deliver exceptional service at every client touchpoint while capturing maximum transactional and service revenue.

THREE-TIERED

FRAMEWORK: BAF’s commitment to long-term success is supported by its Three-Tiered Framework of Technology, Training, and Financial Empowerment. Employees are equipped with cutting-edge tools, receive ongoing professional development through Blair Allen University (BAU), and are incentivized through innovative compensation and equity models. This approach attracts top talent, aligns employee goals with company growth, and fosters a highperformance culture that drives operational excellence across the family of companies.

FAMILY OF COMPANIES DRIVEN

BY PROVEN LEADERSHIP: BAF’s family of six subsidiaries—Blair Allen Luxury Real Estate (BALR), Blair Allen Property Management (BAPM), Blair Allen Mortgage (BAM), Blair Allen Insurance (BAI), Blair Allen Technologies (BAT), and Blair Allen Capital (BAC)—work together to deliver comprehensive solutions. Led by experienced industry leaders with over 150 years of collective expertise, each subsidiary is designed to capture service revenue at every stage of a transaction, from real estate sales and mortgage origination to property management and insurance policies. This integrated model ensures that all revenue opportunities are maximized, creating a sustainable ecosystem of growth.

TARGETED MARKET

STRATEGY:

BAF strategically targets high-growth rural and suburban markets, addressing demand in underserved areas often overlooked by larger urban-centric firms. These markets, including Arizona, Texas, and Montana, are experiencing significant population and housing demand growth, with 20% year-overyear increases in housing needs. By delivering luxury-quality services to clients in these emerging markets, BAF not only meets growing demand but also secures its position as a trusted provider and innovative leader. With its vertically integrated model,

cutting-edge technology, proven leadership, and strategic market focus, BAF’s solution ensures sustained growth, consistent revenue generation, and exceptional client satisfaction across its family of companies.

This comprehensive approach revolutionizes the real estate and financial services industries, driving long-term value for clients, employees, and investors alike.

THE LEADERSHIP TEAM

BAF’s leadership team combines over 150 years of collective experience across real estate, finance, mortgage lending, insurance, technology, and investment management.

150+

YEARS

Jason Blair, Founder and CEO, drives innovation with over 25 years of experience and a proven track record building and managing technology and financial services teams.

Gary Lorenz, COO, has managed a $33 billion loan portfolio and successfully exited a $350 million startup.

Angie Ison, CFO, has executed high-stakes M&A activities and managed $150 million real estate portfolios.

Alex Nahai, CLO and President compliance and fund operations.

of

BACF,

oversees

Meredith Weber, President of BAU, leads workforce and client training programs.

Zachery Blair, President operations to 42 states.

of

BAM,

expanded

mortgage

Michael Monteleone, President of BAI, scaled an insurance agency to serve 3,500 clients.

Monty Miller, CTO, developed the Blair Allen ITSM platform.

Josiah LaFrance, President of BAC, manages high-value property transformations, completing 200+ transactions annually.

Advisors John Weber (Ret. Full Bird Colonel) and Paul Stroud (Ret. SMSgt) provide expertise in military services development and social impact initiatives. This powerhouse team ensures scalability, innovation, and operational excellence.

THE BUSINESS MODEL BAF’s integrated business model eliminates inefficiencies and creates diversified revenue streams: PERCENTAGE OF REVENUE BREAKDOWN:

BAC achieves 50-80% margins on short-term property transformations, while BACF delivers a 15-20% IRR over 7–10 years. This model ensures consistent revenue and scalability across economic cycles.

GO-TO-MARKET STRATEGY BAF’s go-to-market strategy leverages its integrated ecosystem, technology, and market expertise to capture underserved opportunities effectively:

1

Target Secondary Markets: Focus on high-growth regions such as Arizona, Texas, and Montana, where demand for affordable and improved housing is high.

2

Leverage Technology:

3

Channel Partnerships:

4

Customer-Centric Approach:

5

Brand Awareness:

Deploy the Blair Allen ITSM platform to streamline transactions, enhance decision-making, and reduce operational inefficiencies.

Build strong relationships with brokers, agents, and local service providers to ensure seamless operations and increased market penetration.

Provide bundled solutions combining real estate, mortgage, and insurance services to create a one-stop-shop experience for clients.

Invest in digital marketing, public relations, and localized campaigns to strengthen brand recognition and attract clients and investors.

THIS STRATEGY ENSURES BAF CAN SCALE OPERATIONS EFFICIENTLY WHILE MEETING MARKET DEMAND AND DRIVING CUSTOMER LOYALTY.

COMPETITIVE ANALYSIS Blair Allen Financial differentiates itself from competitors through its unique integrated model and technology-driven approach.

Traditional Providers: Competitors like RE/MAX and Keller Williams focus primarily on real estate transactions without integration with mortgage or insurance services. BAF’s bundled offerings eliminate this fragmentation.

Technology Companies: Platforms like Zillow and Redfin emphasize PropTech but lack the operational infrastructure to deliver end-to-end solutions.

BAF combines PropTech with operational execution.

Specialized Lenders and Insurers: Mortgage providers and insurance agencies operate in silos, often disconnected from real estate processes. BAF integrates these

services,

enhancing

customer

convenience

and

satisfaction.

By combining its integrated ecosystem with the Blair Allen ITSM platform, BAF provides superior operational efficiency, a seamless client experience, and significant cost savings, positioning itself as a leader in the real estate and financial services sectors.

SNAPSHOT - THE BAF COMPANY OVERVIEW Key Stats

Inputs

Valuation

$USD

Founded

2024

Historical Share Price

$0.00

Employees

1-20

Current Share Price

$2.00

Founder

Blair Allen Holdings, LLC

Authorized Shares

50,000,000

Activity

Real Estate Services

Founders Shares

30,000,000

Fiscal Year End

December

Oustanding (Reserved) Shares

20,000,000

Capital Raise to date

$727,500

Enterprise Value (EV)

100,000,000

KEY FINANCIAL DATA INFLOWS

2025

2026

2027

2028

2029

Real Estate Sales

72%

79%

79%

76%

78%

Property Management

3%

3%

3%

3%

3%

Mortgage

6%

4%

3%

3%

3%

Insurance

3%

3%

5%

6%

7%

Technology

4%

2%

1%

1%

1%

Real Estate Investments

12%

8%

9%

11%

8%

Other

0.2%

0.3%

0.2%

0.1%

0.1%

Revenue $22,039,879

$66,645,538

$110,646,270

$159,544,088

$202,437,385

EBITDA

$2,111,862

$18,250,955

$35,031,581

$55,640,250

$70,970,222

10%

27%

32%

35%

35%

$34,970,237

$64,036,550

$112,036,430

$176,485,637

Profit Margin

Cashflow $19,838,019 Monthly Burn Rate

$1,660,668

$4,032,882

$6,301,224

$8,658,653

$10,955,597

as % of Cashflow

8.4%

11.5%

9.8%

7.7%

6.2%

VALUATIONS

Current

YR 2

YR3

YR4

YR5

Share Price - BA Multiple (x9.53)

$2.00

$2.86

$5.48

$8.71

$11.11

Share Price - Bear (x17.99)

$2.00

$6.57

$12.60

$20.02

$25.54

Share Price - Bull (x36)

$2.00

$13.14

$25.22

$40.06

$51.10

PREDICTIONS

2025

2026

2027

2028

2029

$435,344,995

$555,291,017

EV Prediction - Blair Allen $100,000,000 $142,800,618 $274,096,966 EV Prediction - Bear $100,000,000 $328,334,686

$630,218,149

$1,000,968,091 $1,276,754,288

EV Prediction - Bull $100,000,000 $657,034,390 $1,261,136,929 $2,003,048,986 $2,554,927,979

ALL SUBSIDIARIES PROFORMAS ALL SUBSIDARY COUNTS & REVENUES FORECAST

YR1

YR2

YR3

YR4

YR5

TOTALS

Total Employees (cumulative)

149

288

420

550

676

676

Total RE Sales

1,136

3,772

6,208

8,700

11,270

31,086

Total PM Dwellings (cumulative)

500

1,000

1,500

2,000

3,000

3,000

Total Mortgages Taken Out

300

600

900

1,200

1,500

4,500

Total Insurance Policies (cumulative)

3,600

10,800

21,600

36,000

54,000

54,000

REVENUES

YR1

YR2

YR3

YR4

YR5

TOTALS

BALR

Sales & Doc Fees

$15,942,669

$52,861,104

$87,032,791

$121,993,819

$158,009,533

$435,839,916

BAPM

Managment Fees

$630,339

$1,949,668

$3,102,450

$4,225,584

$6,201,609

$16,109,650

BAM

Res. Loan Fees

$1,275,000

$2,550,000

$3,825,000

$5,100,000

$6,375,000

$19,125,000

BAI

Insurance Premiums

$602,107

$2,175,199

$5,123,970

$8,917,183

$13,761,430

$30,579,890

BAT

Lic Fees

$909,000

$1,279,600

$1,640,400

$1,993,400

$2,336,000

$8,158,400

BAC

Acq Fees

$2,630,764

$5,629,966

$9,721,659

$17,114,102

$15,553,812

$50,650,303

BAU

United Needs Fees

$50,000

$200,000

$200,000

$200,000

$200,000

$850,000

$22,039,879

$66,645,538

Total Revenue

$110,646,270 $159,544,088 $202,437,385

$561,313,160

ALL EXPENSES BY SUBSIDIARY COMPANY EXPENSES

YR1

YR2

YR3

YR4

YR5

TOTALS

BALR

$10,666,851

$34,679,116

$58,062,199

$81,784,192

$105,589,113

$290,781,471

BAPM

$524,040

$1,176,450

$1,972,096

$2,609,124

$3,574,606

$9,856,316

BAM

$731,801

$1,053,015

$1,672,258

$2,215,501

$2,539,026

$8,211,601

BAI

$1,113,570

$2,140,961

$3,629,571

$5,607,237

$7,444,154

$19,935,494

BAT

$1,393,821

$2,071,059

$2,459,401

$2,865,412

$3,275,943

$12,065,636

BAC

$1,275,434

$2,453,482

$2,474,739

$2,741,960

$2,071,122

$11,016,737

BAF

$4,222,500

$4,820,500

$5,344,425

$6,080,411

$6,973,198

$27,441,035

Total Expenses

$19,928,017

$48,394,582

$75,614,689

$103,903,838

$131,467,163

$379,308,290

Revenue Model

THE ASK Blair Allen Financial, Inc. (BAF), is a Delaware C Corporation, is seeking $20 million in capital to fuel growth, enhance proprietary technology, and scale its operations. Investors will receive 20% equity in BAF through common stock or have the option of a structured debt investment. BAF owns 100% of its six subsidiaries—Blair Allen Luxury Real Estate (BALR), Blair Allen Property Management (BAPM), Blair Allen Mortgage (BAM), Blair Allen Insurance (BAI), Blair Allen Technologies (BAT), and Blair Allen Capital (BAC)—all contributing to a robust, diversified business model poised for significant growth.

$20M

A welcome message from our Chief Financial Officer (CFO); Angie Ison Dear Valued Investor, As the Chief Financial Officer (CFO) on behalf of Blair Allen Financial (BAF) I am pleased to present an exclusive and extraordinary investment opportunity designed to generate substantial returns while supporting the company’s strategic growth objectives. This offer provides investors with an opportunity to invest in an array of real estate and financial services investments, each supported through vertical integration, and underpinned by proprietary AI technology. The unique framework that has been developed, mitigates risk, generates high sustainable profit margins and provides provisions for liquidity through strategic exit strategies, within five years.

Having participated in various international start-ups, M&A’s, listings and held executive positions across various industries, including multi-billion-dollar enterprises, I possess the knowledge and expertise to analyse and undertake the required due diligence to validate this exceptional investment opportunity. I am extremely confident and privileged as the CFO to present and endorse this investment. Critical to and a key aspect to the business model is the ability to mitigate risk, whilst scaling in a rapidly growing and competitive market, achieved through innovative technology and diverse revenue streams.

PROJECTED INVESTMENT HIGHLIGHTS & RATIONALE Investment Amount: $20 million Equity Stake / Debt Terms: 20% equity Use of Funds: Expansion, Technology, Acquisitions, Working Capital High Potential IRR: 70%+/Scalability: Robust business model, leveraging technology, acquisitions and industry expertise, along with our economic ability to eliminate barriers to entry into the market

Strong Market Position: Existing market traction with a proven competitive advantage against peers and new entrants to the market Strategic Exit Opportunities: Acquisition, IPO, Private Equity Additional Investment Opportunities:

Additionally, investors have the opportunity to

participate in two distinct investment vehicles, incorporating a lucrative investment fund and the rare opportunity to align with one of the most innovative corporate social responsibility projects in the United States today: Blair Allen Capital Fund (BACF) – $100M REIT Investment: BACF is a separate $100 million real estate investment trust (REIT) designed to create long-term asset wealth through strategic acquisitions, development, and management of real estate assets in the United States. This institutional-grade investment opportunity is backed by the infrastructure, expertise, and financial strength of Blair Allen Financial, ensuring a high-yield, risk-adjusted return for investors.

United Needs – $20M Social Impact Fund:

United Needs is seeking $20 million in

grants and donor funds to support its mission-driven initiatives focused on economic development, housing accessibility, and financial inclusion. Investors in United Needs are not only supporting meaningful social change but also participating in a resultsdriven model that quantifies and measures impact at scale.

Next Steps & Closing: I invite you to further discuss this investment opportunity by perusing our detailed financial plan and complete business plan.

I look forward to your consideration and at the prospect of a value-driven successful partnership.

Sincerely,

Angie Ison Angie Ison

Chief Financial Officer | Blair Allen Financial

BAF CONSOLIDATED INCOME STATEMENT BAF INCOME STATEMENT FORECASTS

YR1

YR2

YR3

YR4

YR5

Total Employees (cumulative)

149

288

420

550

676

Total RE Sales

1,136

3,772

6,208

8,700

11,270

Total PM Dwellings (cumulative)

500

1,000

1,500

2,000

3,000

Total Mortgages Taken Out

300

600

900

1,200

1,500

Total Insurance Policies (cumulative)

3,600

10,800

21,600

36,000

54,000

REVENUE

YR1

YR2

YR3

YR4

YR5

Fees & Commissions

$18,450,115

$59,535,972

$99,084,212

$140,236,586

$184,347,572

Licensing Fees

$909,000

$1,279,600

$1,640,400

$1,993,400

$2,336,000

Property Portfolio

$2,630,764

$5,629,966

$9,721,659

$17,114,102

$15,553,812

BAF (University)

$50,000

$200,000

$200,000

$200,000

$200,000

Total Revenue

$22,039,879

$66,645,538

$110,646,270

$159,544,088

$202,437,385

EXPENSES

YR1

YR2

YR3

YR4

YR5

Employee Expenses

$233,500

$414,500

$613,500

$785,000

$915,000

Employer Expenses

$296,202

$617,493

$989,521

$1,392,691

$1,821,699

Capital Expenses

$793,116

$2,109,849

$2,193,926

$2,105,003

$1,670,390

Marketing & Advertising

$943,500

$1,477,130

$2,342,780

$2,847,200

$2,900,480

Operational Expenses

$2,299,045

$4,195,481

$6,116,631

$8,285,401

$10,038,113

Staff Commissions

$9,708,534

$32,607,713

$54,951,714

$78,472,709

$102,514,171

Wages & Salaries

$1,431,620

$2,151,917

$3,062,192

$3,935,423

$4,634,112

BAF Expenses

$4,222,500

$4,820,500

$5,344,425

$6,080,411

$6,973,198

Total Expenses

$19,928,017

$48,394,582

$75,614,689

$103,903,838

$131,467,163

Net Income

$2,111,862

$18,250,955

$35,031,581

$55,640,250

$70,970,222

Gross Margin

10%

27%

32%

35%

35%

BAF CONSOLIDATED INCOME STATEMENT INCOME TO BAF PER SUBSIDIARY YR1

YR2

YR3

YR4

YR5

BALR

$1,434,840

$5,814,721

$9,573,607

$13,419,320

$17,381,049

BAPM

$56,730

$223,047

$341,270

$464,815

$682,178

BAM

$114,750

$257,126

$420,751

$561,001

$701,251

BAI

$42,148

$152,264

$461,157

$802,546

$1,238,529

BAT

$336,000

$336,000

$336,000

$336,000

$336,000

BAC

$363,495

$552,388

$738,441

$1,366,947

$1,158,225

TOTALS

$2,347,963

$7,335,546

$11,871,226

$16,950,629

$21,497,231

USE OF FUNDS: The $20 million capital raise will be strategically allocated to ensure operational efficiency, technological advancement, and market expansion:

1

BAF Operational Costs ($6M) Management: Strengthening leadership and strategic oversight across all subsidiaries.

Recruiting: Hiring top-tier talent to support operations in real estate, mortgage, insurance, and property management.

Blair Allen University (BAU): Expanding employee training programs focused on compliance, negotiation, customer relationship management, and leadership development.

Marketing: Increasing brand awareness and client acquisition through targeted campaigns, digital outreach, and public relations.

Financial and HR Services: Streamlining operations to support scalability and ensure alignment with growth objectives.

2

BAT Technology Development ($3M) Blair Allen ITSM Platform: Expanding capabilities over 24 months, including AI-driven analytics, real-time market insights, and compliance automation to improve efficiency across all subsidiaries.

SaaS Development: Enhancing the platform for external licensing opportunities, creating additional revenue streams.

3

Growth and Scaling for BALR, BAPM, BAM, and BAI ($5M) Market Expansion: Scaling operations in high-growth secondary markets like Arizona, Texas, and Montana.

Service Enhancements: Investing in tools, infrastructure, and resources to optimize service delivery across real estate, mortgage, property management, and insurance.

4

BAC Real Estate Investments ($5M) Initial Acquisitions: Funding the acquisition and improvement of wholesale or fix-and-flip properties.

Debt Service: Supporting short-term debt obligations to maximize liquidity and project turnaround.

Value Creation: Targeting properties in high-demand markets with strong ROI potential.

INVESTMENT OPPORTUNITY: Investors can participate in this high-growth opportunity through: Equity Investment: 20% ownership in BAF common stock, aligning with the company’s projected >$200million in annual revenue by year ending five (EOY5) and anticipated equity appreciation.

Debt Investment: A structured option with competitive terms for investors seeking fixed returns.

SUBSIDARY USE OF FUNDS TOTAL RAISE Blair Allen Financial Blair Allen Luxury Real Estate Blair Allen Property Management Blair Allen Mortgage Blair Allen Insurance Blair Allen Capital Investment Blair Allen Technology

$20,000,000 6,000,000 2,500,000 1,000,000 1,000,000 1,500,000 5,000,000 3,000,000

BAF USE OF FUNDS BAF OPERATIONS

%

Capital Expenses

4%

Marketing & Advertising

8%

Operational Expenses

12%

Technology

15%

Wages & Salaries

20%

HR & Training

7%

Asset Investment

25%

Working Capital

9%

THE RETURNS

ROI/IRR

BAF anticipates exceptional returns across its integrated family of companies, leveraging short-term profits, long-term appreciation, and consistent revenue streams to maximize value for investors.

By uniting real estate, mortgage, insurance, property management, technology, and capital investment under one cohesive framework, BAF offers a diversified portfolio of opportunities with compelling financial outcomes.

BAF drives strong financial performance through its diversified family of companies, each contributing to the company’s projected revenue and growth.

Blair Allen Luxury Real Estate (BALR): Focused on underserved luxury markets, BALR delivers higher commissions by offering premium services and exceptional client experiences. This division contributes 78% of BAF’s projected revenue, driven by high-value transactions in high-growth regions.

Blair Allen Property Management (BAPM): BAPM generates recurring revenue through management fees, tenant insurance, and maintenance services for residential and multifamily properties.

With a focus on optimizing tenant satisfaction and asset value, BAPM delivers 5– 7% annual returns on managed properties and contributes 3% of BAF’s projected revenue.

Blair Allen Mortgage (BAM): Operating in 42 states with a network of over 125 top mortgage investor partners, BAM ensures competitive rates and tailored lending solutions. This division contributes 3% of BAF’s projected revenue, bolstered by its ability to secure financing for diverse client needs in underserved markets.

Blair Allen Insurance (BAI): With operations in 23 states and partnerships with 30 top national carriers, BAI integrates insurance solutions directly into real estate and mortgage transactions.

This seamless integration drives client satisfaction and recurring revenue, contributing 7% of BAF’s projected revenue.

Blair Allen Capital (BAC): Specializing in short-term real estate investments, BAC focuses on acquiring undervalued properties, enhancing them, and selling within 12–36 months. With 14% margins per transaction, BAC contributes 8% of BAF’s projected revenue, showcasing its agility and profitability in the real estate investment market.

This diversified revenue model ensures a balanced blend of short-term gains and long-term value creation, aligning with BAF's strategic goals and delivering strong, sustainable returns for stakeholders. By integrating multiple income streams across real estate, mortgage lending, insurance, and technology, BAF mitigates risk while maximizing growth potential. Investors benefit from stable cash flow, asset appreciation, and scalable opportunities, all supported by a data-driven approach to market trends, risk management, and capital allocation. This holistic strategy not only enhances portfolio resilience but also positions BAF as a leader in real estate-backed financial innovation, ensuring consistent value creation and long-term wealth accumulation.

BAF COMPANY IRR/ROI IRR Matrix IRR

73%

Cash for distribution

$156,485,637

Multiple (EBIDTA)

7.82

Industry Average EV/EBIDTA Mulitple

17.99

Internal Rate of Return (IRR) Rate

73%

Year 0

Year 1

Year 2

Year 3

Year 4

Year 5

12/31/25

12/31/25

12/31/26

12/31/27

12/31/28

12/31/29

($20,000,000)

($161,981)

$15,132,217

$29,066,314

$47,999,880

$64,449,207

Pre Money Enterprise Value Cash Debt Equity Value

$80,000,000

$80,000,000 $20,000,000

-

-

-

-

-

50,000,000

Founder's Shares

30,000,000

Employees Reserved

10,000,000

Reserved Investors

Share Price

-

Post Money

$20,000,000

-

Authorized Shares

Shares Outstanding

Series A

40,000,000

-

$100,000,000

30,000,000 10,000,000

10,000,000

10,000,000

10,000,000

50,000,000 $2.00

BAF COMPANY IRR/ROI

BAF PR BREAKDOWN YR1

YR2

YR3

YR4

YR5

Dividend Policy Declared @ 30%

N/A

N/A

$7,987,201

$12,685,977

$16,181,211

Outstanding Shares

N/A

N/A

50,000,000

50,000,000

50,000,000

Divided By Share

N/A

N/A

$0.15974

$0.25372

$0.32362

Total Divided Received for Investor @ 20% ownership

N/A

N/A

$1,597,440

$2,537,195

$3,236,242

Dividend Yield

N/A

N/A

3%

3%

3%

Dividened Payout Ratio

N/A

N/A

30%

30%

30%

Consolidated Returns: BAF projects >$250 million in annual consolidated revenue by 2032, supported by its diversified revenue streams. The blended IRR across the BAF ecosystem is estimated at 70-80%, driven by short-term profits, long-term appreciation, and steady operational growth.

Equity appreciation is expected to grow significantly as BAF scales its integrated model and strengthens its market leadership.

BAF

CAP TABLE BAF is structured with a forward-thinking ownership model designed to drive long-term growth, reward performance, and attract strategic investment. With 50 million authorized common shares, ownership is strategically allocated to balance control, incentivize leadership and team members, and provide opportunities for accredited investors.

The leadership team and subsidiary executives participate in a performance-based stock incentive plan, where stock grants are tied to achieving financial milestones and subsidiary profitability. To align management's interests with the company’s growth objectives, these stock grants vest over a seven-year period, fostering long-term commitment and sustainable success.

60%

BAH

OWNS

OF BAF

BAH CAP TABLE Member Units

100,000

Members

(%)

Member Units

Breakdown of Ownership

Jason Blair

35.00%

35,000

Founder, IP & Team Transfer, Debt - CEO

Gary Lorenz

10.00%

10,000

3.5% Cash, 6.5% Advisor COO

Josiah LaFrance

10.00%

10,000

2% Cash, 3% Advisory, 5% IP License

Alex Nahai (Counsel)

5.00%

5,000

5% Advisor - CLO

Angie Ison (CFO)

5.00%

5,000

5% Advisor - CFO

Jeffery Christians

3.00%

3,000

.5% Cash, 2.5% Advisor

Beth Staeckeler

3.00%

3,000

2% Cash, 1% Advisor

Jeff Herr

2.00%

2,000

.5% Cash, 1.5% Advisor

Zachery Blair

5.00%

5,000

BAM Setup + Advisor

Michael Monteleone

5.00%

5,000

1% Cash, 4% Advisor

Chris D’Eufemia’

0.50%

500

.5% Cash

Orchatect

5.00%

5,000

5% IP Transfer

RDH Investments

2.00%

2,000

1% Cash, 1% Advisor

Paul & Julie Stroud

2.00%

2,000

1% Cash, 1% Paul Advisor

John & Meredith Weber

2.50%

2,500

1.5% Cash, .5% John Advisor, .Merideth 5% President of BAU

Reserved

5.00%

5,000

TBD

100.00%

100,000

-

TOTALS

ANTICIPATED EXIT

STRATEGIES

Initial Public Offering (IPO): BAF aims to position itself for an IPO by 2032, leveraging its vertically integrated model and financial performance.

Strategic Acquisitions: The cohesive ecosystem and profitability of BAF’s subsidiaries make them attractive acquisition targets.

Dividends and Share Buybacks: Investors may benefit from future dividends and share buyback programs as profitability stabilizes.

COMPREHENSIVE BUSINESS PLAN Blair Allen Financial, Incorported (BAF)

Pages 57-303

Est. 2023

Copyright © 2024 Blair Allen Financial, Inc.

INTRODUCTION The real estate and financial services industries stand at a pivotal moment, awaiting a leader bold enough to address their deep-rooted complexities and inefficiencies. For decades, these sectors have been constrained by fragmented solutions, outdated processes, and the absence of truly integrated innovation. The challenge has always been the same: the technology wasn’t advanced enough to tackle the intricacies of these industries.

Blair Allen Financial, Inc. (BAF) is pioneering the future of real estate, mortgage, insurance, and financial services through innovation, execution, and cutting-edge technology. At the core of our ecosystem is a proprietary AI-driven technology platform, seamlessly integrating our family of companies to redefine how customers and team members buy, sell, lease, and finance real estate—all while safeguarding their most valuable assets and building long-term wealth.

BAF is not just improving industry standards; we are fundamentally transforming them. By leveraging automation, data intelligence, and strategic execution, we empower clients with faster transactions, smarter decision-making, and enhanced financial security.

Our model eliminates inefficiencies and outdated processes, replacing them with a streamlined, technology-first approach that sets a new benchmark for the industry.

Through expertise, precision, and a commitment to innovation, BAF is revolutionizing the way people engage with real estate, finance, and insurance—delivering solutions that create lasting value and sustainable success.

THE PROBLEM Fragmented Industry Structure and Inefficiencies The real estate, financial services, and insurance industries are built on outdated, fragmented models that fail to meet the demands of modern clients and professionals. This disjointed structure has created inefficiencies, driven up costs, and limited opportunities for growth. Now, the landscape is shifting under mounting legal, technological, and consumer pressures, exposing the cracks in this longstanding framework.

87%

45%

30%

OF CLIENTS PREFER A SINGLE PROVIDER.

OF COMPANIES LACK DATA-SHARING SYSTEMS.

OF REVENUE LOST TO INEFFICIENCIES.

The Fragmented Model: A System Set Up to Fail Clients engaging in real estate transactions often face a labyrinth of disconnected providers, including real estate agents, mortgage lenders, insurance brokers, and property managers. Each operates independently, leaving the burden of coordination on the client. This fragmented approach results in:

Higher Costs: The lack of integration drives up fees and redundant expenses, with no clear oversight to optimize services.

Delays and Miscommunication: Siloed providers create bottlenecks in workflows, increasing transaction timelines and leading to client frustration.

Missed Opportunities: Without cross-functional collaboration, clients lose out on opportunities for better deals, faster service, or customized solutions that align with their goals.

According to industry reports, 87% of clients prefer an integrated, single-provider experience, yet such a solution remains unavailable on a meaningful scale.

FINANCIAL INSTABILITY FOR PROFESSIONALS:

THE AGENT CRISIS

For industry professionals, the challenges are equally significant:

Unpredictable Income Models: Real estate agents and other professionals rely heavily on commission income from completed transactions. Seasonal fluctuations and market downturns expose them to financial instability, leaving many struggling to sustain their careers.

Limited Wealth-Building Opportunities: Current compensation models focus on immediate transactions, offering no mechanisms for long-term financial growth, equity participation, or profit-sharing.

Pressure from Legal and Market Changes: Regulatory scrutiny, such as the National Association of Realtors (NAR) lawsuit, is compressing commissions and disrupting traditional brokerage models. Part-time agents and those unwilling to adapt to these changes risk being pushed out of the industry.

TECHNOLOGICAL GAPS The Need for a Digital Overhaul

Legacy Systems: Many firms operate on outdated software that fails to integrate workflows across real estate, mortgage, insurance, and property management services.

Siloed Data: Without centralized systems, professionals cannot access or share critical insights, limiting their ability to provide tailored solutions or identify cross-sell opportunities.

Missed Consumer Expectations: Modern clients demand seamless, AI-driven digital experiences, yet the industry remains behind the curve.

Approximately 45% of firms lack the basic CRM and datasharing tools necessary to deliver on these expectations.

The lack of modern, integrated technology in these industries exacerbates inefficiencies and creates a disconnect between client expectations and provider capabilities.

LEGAL AND MARKET PRESSURES:

The "Great Reset"

The industry is undergoing a seismic transformation due to regulatory, legal, and market pressures:

REGULATORY SHIFTS: Lawsuits targeting traditional commission structures, such as the NAR lawsuit, threaten to reduce agent income and disrupt established practices.

EVOLVING MARKET DYNAMICS: Rising interest rates, climate risks in insurance markets, and increased scrutiny on mortgage lending have created significant operational challenges across sectors.

SHIFTING CONSUMER BEHAVIOR: Clients now prioritize speed, transparency, and personalization, putting pressure on firms to modernize or risk obsolescence.

These changes are forcing the industry to undergo what some are calling the "Great Reset," where outdated models are replaced by more efficient, tech-enabled solutions. However, the transition is leaving many firms and professionals struggling to adapt.

THE RIPPLE EFFECTS:

HIGH COSTS AND POOR OUTCOMES

For Client: Disjointed processes lead to higher costs, delayed transactions, and an overall poor experience.

For Professionals: Legal pressures and income uncertainty push part-time agents out of the industry, while fulltime agents face increasing demands to specialize and deliver greater value.

For Firms: Outdated systems and siloed operations create inefficiencies, limit scalability, and reduce profitability in an increasingly competitive environment.

BAF’S SOLUTION TO INDUSTRY CHALLENGES Challenge

BAF’s Solution

Fragmented client experiences

Integrated client journey platform

High operational costs

Automated workflows save time/money

Outdated technology

ITSM enables data visibility

BAF’s vertically integrated model addresses these challenges by consolidating the client journey under one seamless platform.

Our Blair Allen ITSM system supports each subsidiary with realtime data access, automated workflows, and compliance features, ensuring a smooth client journey from initial contact to transaction close and beyond. This integration reduces operational costs, enhances data visibility, and improves client retention. By owning the technology, data, and processes, BAF delivers a high-touch, streamlined experience that sets us apart from traditional industry competitors.

OUR STRUCTURE

SUBSIDIARIES AT WORK

BAF Blair Allen Financial, Inc

BALR Blair Allen Luxury Real Estate, LLC

BAPM Blair Allen Property Management, LLC

BAM Blair Allen Mortgage, LLC

BAI Blair Allen Insurance, LLC

BAC Blair Allen Capital, LLC

BAT Blair Allen Technologies, LLC

BAU Blair Allen University

UNITED NEEDS Military Focus: Not-For-Profit (501c3)

BACF Blair Allen Capital Fund, Inc

BAF acts as the operational backbone for its fully owned subsidiaries—BALR, BAPM, BAM, BAI, BAC, BAT, and BAU—providing centralized training and educational resources in technology, sales, compliance, and industry specific services.

This integrated structure ensures seamless oversight, aligning each subsidiary’s operations with BAF’s strategic goals while maintaining high standards of efficiency and consistency.

BAF’s 100% ownership facilitates streamlined financial management, training, and decision-making, allowing revenue from all subsidiaries to flow directly to the parent company.

This consolidated approach reduces investor risk, strengthens financial stability, and enhances overall valuations.

BAU plays a pivotal role as the hub for training and education, equipping team members with skills to excel while delivering consumer programs that empower clients to navigate real estate, financial, and insurance opportunities.

United Needs complements this framework as BAF’s philanthropic initiative, targeting veterans and active-duty military families.

Partnering with BAU, it delivers educationfocused programs that promote financial literacy and wealth-building, ensuring longterm impact. Revenue streams from subsidiaries, such as property management fees through BAPM or investment gains from BAC, further support United Needs’ mission.

Blair Allen Capital Fund (BACF) serves as the funding arm, raising donor and investor capital to fuel growth and amplify impact.

Together, this unified ecosystem ensures operational excellence, scalable growth, and meaningful social contributions.

10

BAF FAMILY STRUCTURE Blair Allen Financial, Inc Delaware C-Corporation | 50,000,000 Common Shares 60% BAH Owned 10% BAF Management 10% BAF Family Employees 20% Reserved

$20 M

Seeking - Equity /Debt

BAF Initially Invests Into BAC BAH owns 60%

BAF Holds Operational Oversight

Blair Allen Holdings, LLC (BAH) 100,000 Member Units 18 Initial Founders

Blair Allen Luxury Real Estate, LLC (BALR) 100% Owned By BAF

Recruiting Oversight Training & Education Oversight (BAU) Financial Oversight Management Oversight

Blair Allen Property Management, LLC (BAPM) 100% Owned By BAF

Blair Allen Mortgage, LLC (BAM)

Blair Allen Insurance LLC (BALR)

100% Owned By BAF

100% Owned By BAF

Blair Allen Technology, LLC (BAT) 100% Owned By BAF

Our Structure

UNITED NEEDS

11

Blair Allen Capital Fund, Inc

Blair Allen Capital Management, LLC (BACM)

Delaware C-Corporation | 100,000,000 Common Shares Directors: Jason Blair (Chairman), Alex Nahai(CEO), Gary Lorenz (COO), Angie Ison (CFO)

Fund Manager

$100 M

BACM LLC issued 51M shares with 49M treasury shares to be issued to investors

GP/Investment Advisor - 2% Management Fees, 10% Cashflow

Seeking Private Equity

BACF Invests Into BAC

Blair Allen Capital LLC (BAC)

Wholesale

Long-Term Holds Class B to A

Mortgage (REI)

100% Owned By BAF

Fix & Flip

An Integrated Ecosystem for Value Creation BAF’s vertically integrated model provides operational and financial control across its subsidiaries, fostering collaboration, cross-selling opportunities, and enhanced client lifetime value. Each business unit plays a strategic role in delivering a seamless and comprehensive customer experience. BALR specializes in high-end property transactions, while BAM offers tailored financing solutions to streamline property acquisition. BAI provides personalized asset protection, and BAPM delivers robust management services for residential, multifamily, and commercial properties. BAC focuses on strategic real estate wholesale opportunities and short-term fix-and-flip projects, while the BACF supports long-term real estate acquisitions through BACM who manages BACF growing investment portfolio.

The foundation of this integrated multi-tenant structure is the Blair Allen ITSM platform, developed by BAT. This proprietary technology automates workflows, delivers real-time data insights, and scales operations efficiently. By combining advanced technology with deep industry expertise, BAF ensures that each subsidiary functions seamlessly within a cohesive ecosystem. This innovative model not only delivers exceptional value to clients and team members but also positions BAF as a leader in technology-enabled solutions across the real estate, financial, and insurance industries.

MARKET ANALYSIS The Great Reset

The real estate and financial services sectors are experiencing a major transformation, a shift we call the “Great Reset.” This evolution is fueled by dynamic economic conditions, new regulatory pressures, and rapidly shifting consumer expectations, which present both challenges and unprecedented opportunities for adaptable, tech-forward companies. With consumer behaviors increasingly driven by technology, data insights, and the demand for streamlined digital interactions, BAF is strategically positioned to leverage these trends and set a new standard in service delivery.

POSITIONED FOR MARKET LEADERSHIP The real estate, insurance, property management, and capital markets form the backbone of the U.S. economy, collectively contributing over 18% of GDP, or $4.9 trillion annually. These industries are at the forefront of transformative shifts: rising housing prices, fewer active realtors, and a growing need for integrated, technology-driven solutions.

Blair Allen Financial is uniquely positioned to capitalize on these trends. By combining an integrated service model with cuttingedge technology, BAF addresses inefficiencies across fragmented industries while creating long-term value for clients and investors alike. Our subsidiaries align seamlessly to capture opportunities in these vital markets, ensuring both scalability and stability in a rapidly changing economic landscape.

REAL ESTATE

$100

Billion

in annual commissions.

PROPERTY MANAGEMENT

$128

Billion

brought in annually.

$1.65

$3.79

New mortgage

to GDP annually.

Trillion

Trillion

originations annually.

MORTGAGE

INSURANCE

REAL ESTATE Market Analysis

Opportunities in a $14.1 Trillion Market The U.S. real estate market is one of the largest sectors of the economy, contributing over 12.4% of GDP annually. Despite rising home prices and shrinking realtor numbers, the demand for housing continues to grow, with significant opportunities in both urban and suburban markets.

Key trends include a 15% increase in housing prices from 2021 to 2023 and a 13% growth in rural/suburban demand as remote work drives relocation. However, challenges such as rising transaction complexity and fragmentation have created inefficiencies in the market. BAF, through BALR, is perfectly positioned to address these challenges with an integrated, tech-enabled approach that simplifies transactions and improves client outcomes.

Market Size: $14.1 trillion in Single Family Residence (SFR) mortgages and $2.2 trillion in Multifamily Residence (MFR) mortgages.

Growth in Suburban /Rural Demand: +13% (2021-2023).

Realtor Decline:

Housing Price Surge:

Active realtors have dropped by 5% due to increasing transaction complexity.

+15% growth over three years, driven by limited inventory and high demand.

The Opportunity in Real Estate Real estate commissions generate $100 billion annually.

Suburban and rural growth aligns with BAF’s targeted strategy.

Rising transaction complexity creates integrated service providers like BAF.

demand

for

As real estate remains the cornerstone of the U.S. economy, BAF’s ability to integrate real estate transactions with mortgage and insurance services sets it apart in a fragmented market. But real estate is just the start—our comprehensive model extends far beyond property transactions.

PROPERTY

MANAGEMENT Market Analysis Streamlining Operations in a Fragmented Market The property management industry plays a critical role in the U.S. housing market, generating $128 billion in annual revenue in 2023.

With over 51% of the 48.2 million rental units in the U.S. professionally managed, the demand for streamlined, tech-enabled property management solutions is rising.

Blair Allen Property Management (BAPM) addresses the inefficiencies of traditional property management by integrating tenant services, asset optimization, and operational oversight through the Blair Allen ITSM platform. This centralized system reduces costs, ensures compliance, and delivers a seamless experience for both property owners and tenants.

As rental demand continues to grow, with rents rising 10% since 2022, BAPM is positioned to capture a significant share of this expanding market. By connecting property management with real estate, mortgage, and insurance services, BAPM creates a cohesive ecosystem that maximizes value and simplifies the client journey.

$128 Billion Revenue:

51% Managed Units:

Generated by the property management industry annually.

Professionally managed units in the U.S.

10% Rent Increase:

Fragmented Market:

Reflects rising rental demand since 2022.

Many property owners rely on disconnected services, creating inefficiencies.

rental

The Opportunity in Property Management Rising rents create demand for professional management.

BAPM’s tech-enabled solutions optimize tenant satisfaction and operational efficiency.

Integration with BAF’s ecosystem enhances owner and tenant experiences.

With $128 billion in annual revenue and growing demand for professional management, Blair Allen Property Management is positioned to redefine the tenant and owner experience. By integrating technology and services, BAPM ensures scalable growth and maximized value for clients.

MORTGAGE Market Analysis

A $16.3 Trillion Market Opportunity The U.S. mortgage market is a cornerstone of the economy, representing over $16.3 trillion in outstanding mortgage debt. This includes $14.1 trillion in single-family residences (SFR) and $2.2 trillion in multifamily residences (MFR).

Mortgages also account for more than 70% of all consumer debt, underscoring their critical role in financial planning and housing accessibility.

Blair Allen Mortgage (BAM) simplifies the mortgage process by leveraging the Blair Allen ITSM platform, enabling faster approvals, streamlined underwriting, and enhanced client communication. With annual new mortgage originations reaching $1.65 trillion and $0.36 trillion in refinances, BAM is well-positioned to serve clients across all stages of their housing journey.

As housing prices continue to rise—up 15% since 2021—and transaction complexity increases, BAM’s integrated, tech-enabled model ensures clients receive seamless, transparent mortgage solutions that build trust and long-term relationships.

The Opportunity in Mortgages $14.1 trillion in single-family residence mortgages represents the largest segment of consumer debt.

BAM’s ITSM compliance.

integration

cuts

approval

times

and

simplifies

Rising housing prices drive demand for seamless, high-quality mortgage services.

Market Size:

New Originations:

$14.1 trillion in Single Family Residence (SFR) mortgages and $2.2 trillion in Multifamily Residence (MFR) mortgages.

$1.65 trillion in annual mortgage originations.

Refinance Market:

Housing Price Surge:

$0.36 trillion in annual refinance transactions.

+15% growth in housing prices since 2021, driven by limited inventory and high demand.

BAM connects clients to the largest financial asset class in the U.S. By simplifying the process through technology and integration, BAM delivers seamless, client-focused solutions in a $16.3 trillion market.

INSURANCE Market Analysis

Stability in a Growing Market A $1 Trillion Industry Supporting the Economy The U.S. insurance industry is one of the largest and most stable sectors of the economy, contributing $1.89 trillion annually to GDP and generating >$1 trillion in annual premiums. Property insurance, driven by rising housing prices and increasing climate risks, has seen demand grow by 8.7% annually, aligning perfectly with BAF’s integrated offerings.

By bundling home and property insurance directly into real estate and mortgage transactions, Blair Allen Insurance (BAI) simplifies the process for clients while reducing inefficiencies. The integration of BAI’s offerings into BAF’s technology platform enables seamless compliance, faster processing, and a unified client experience—positioning BAF as a leader in this growing market.

GDP Contribution: The United States Insurance Market Size is expected to reach USD 3.71 Trillion by 2033

Annual Premiums: The Market is growing at a CAGR of 6.98% from 2023 to 2033

Growth in Property Insurance: +8% annually, driven by housing price growth and climate risks.

Demand: Property insurance increasingly bundled with real estate services.

THE OPPORTUNITY IN INSURANCE Rising housing prices and climate risks drive demand for bundled property insurance.

Integration with real estate services addresses inefficiencies in fragmented markets.

Seamless compliance automation through BAF’s enhances client trust and operational efficiency.

technology

By embedding insurance directly into real estate and mortgage transactions, BAF not only reduces complexity but also strengthens client relationships. Our approach ensures that insurance isn’t just an add-on—it’s a seamless, integrated part of the customer journey.

KEY MARKET TRENDS AND OPPORTUNITIES Reshaping Real Estate Commission Structures & Unlocking Opportunities for BALR and BAM The recent legal victory against the National Association of Realtors (NAR) is upending traditional real estate commission structures. Historically, sellers paid both the listing and buyer agents’ commissions, often splitting a 5-6% total fee. The lawsuit’s outcome could significantly reduce buyer-agent compensation and their role in transactions. This shift aligns with current trends: the number of buyer agents is projected to decline, while home sales are expected to grow 3.5% annually and housing inventory continues to rebound, reaching nearly 1.3 million active listings in late 2024.

These changes present substantial opportunities for seasoned listing agents and for companies like Blair Allen Luxury Real Estate (BALR) and Blair Allen Mortgage (BAM). Listing agents will take on more responsibility for transactions, handling tasks previously supported by buyer agents. BALR is poised to benefit from this transition, as its proprietary training programs and technology enable agents to manage higher transaction volumes efficiently. For example, BALR’s technology integrates marketing automation, virtual tours, and analytics tools that allow agents to scale their services while providing unmatched client value.

SIMULTANEOUSLY, DIGITAL SOLUTIONS

are making it easier for buyers to navigate transactions independently. A recent Zillow study found that 79% of homebuyers prefer online tools for property searches and financing.

BAM is positioned to serve these digitally empowered buyers through its robust platform, which connects clients to over 120 competing investors for tailored mortgage solutions. This model ensures buyers receive competitive rates and streamlined approvals, with BAM reporting a 15% faster average closing time compared to industry standards.

As the real estate landscape shifts, BALR’s emphasis on high-value listings and BAM’s focus on simplified, accessible financing enable both companies to thrive.

By addressing the growing market demand with innovative solutions and expertise, BALR and BAM are set to lead in this new era of real estate.

EXPECTED GROWTH IN RURAL MARKETS Rural

Urban

Suburban

Growth Rate (%) 0

2

4

6

8

10

12

INCREASED REGULATORY SCRUTINY Regulatory demands in the mortgage and insurance sectors are intensifying, with 52% of firms reporting compliance challenges due to outdated systems.

10%

BAF’s Solution: The proprietary Blair Allen ITSM platform automates compliance checks, risk management, and reporting. BAF’s ITSM automates 90% of compliance processes, ensuring seamless operations in highly regulated industries.

Automation 90%

14

Key Market Trends and Opportunities Continued

MEETING CONSUMER EXPECTATIONS WITH

TECHNOLOGY The Blair Allen ITSM platform enables real-time insights, streamlined communication, and access to a unified client journey across real estate, mortgage, insurance, and property management.

70% OF CLIENTS PREFER FIRMS WITH DIGITAL TOOLS FOR SEAMLESS, DATA-DRIVEN EXPERIENCES.

80% OF REAL ESTATE CLIENTS START THEIR SEARCH ONLINE (MCKINSEY & COMPANY).

Seamless, data-driven experiences are the new standard for client engagement.

DATA INSIGHTS DRIVING DECISIONMAKING AND CLIENT ENGAGEMENT In a data-driven world, companies that leverage analytics to understand client needs, predict trends, and optimize strategies gain a competitive edge. BAF uses its integrated platform to deliver tailored solutions, strengthen client engagement, and unlock crossselling opportunities within its ecosystem.

REDUCTION IN SALES PERSONNEL WITH

INCREASED DEMAND FOR SERVICE Automation has reduced the demand for sales agents by 20%, yet the industry continues to see growing demand for high-quality service.

BAF’s model embraces this shift by equipping a streamlined, highly trained team with technology to meet evolving client needs.

Reduction in Sales Agents Increase in Demand for High-Quality Service 15 10 5 0 -5 -10 -15 -20

2020

2021

2022

2024

The assertion that automation has led to a 20% reduction in sales agents by 2024, while demand for high-quality service has grown by 15%, lacks direct support from available data. However, industry trends indicate that automation and artificial intelligence (AI) are significantly impacting the real estate sector. A report by the Altus Group reveals that 75% of commercial real estate executives believe automation will eliminate jobs, yet 71% anticipate it will create new roles focused on value-added tasks (Source: Forbes).

Additionally, 85% of real estate professionals expect AI to substantially influence the industry by 2030.

These insights suggest that while automation may reduce certain positions, it concurrently fosters demand for highly skilled professionals adept at leveraging technology to deliver superior client services. BAF embraces this evolution by equipping a streamlined, well-trained team with advanced technological tools to meet and exceed evolving client expectations.

BAF’S POSITION IN THE MARKET

BAF’s integrated, technology-driven approach uniquely positions us to thrive within the Great Reset. By delivering a cohesive, high-touch client experience powered by real-time data and automation, BAF not only meets but exceeds the expectations of today’s digitally inclined clients. Our model streamlines operations, reduces costs, ensures compliance, and provides a seamless experience across highgrowth markets, putting BAF in prime position to capture increased market share and set the industry standard as traditional models struggle to adapt.

A MARKET PRIMED FOR BAF'S SERVICES The vast scale of the U.S. mortgage and real estate market underscores the opportunity for an integrated player like BAF. With $14.1 trillion in Single Family Residence (SFR) mortgages and 70% of consumer debt tied to housing, the demand for streamlined, efficient service providers has never been higher. BAF’s vertically integrated model positions the company to dominate in these key areas.

KEY DATA: $14.1 trillion in SFR mortgages: BAF’s Mortgage division (BAM) is built to serve this critical segment. $1.65 trillion in new mortgage originations annually: BAF’s tech-enabled mortgage solutions streamline this process for agents and clients.

70% of consumer debt linked to mortgages: BAF’s comprehensive services offer clients a one-stop solution for managing their largest financial obligations.

BAM Single Family Residence (SFR) Mortgages

BALR

8.46

Multifamily Residence (MFR) Mortgages

BAPM

5.64 14.10

2.20

New Mortgage Originations

1.65

Refinances

0.36 0

5

10

15

20

BAF’s technology and operational control enable it to capitalize on the mortgage sector’s $1.65 trillion market, simplifying transactions and delivering unparalleled value”

BAF’S POSITION IN THE MARKET

continued...

ECONOMIC CONTRIBUTIONS OF FINANCE,

INSURANCE, AND REAL ESTATE With finance, insurance, and real estate sectors contributing a combined 20.7% of GDP, BAF is strategically positioned to capitalize on these high-value markets. By integrating services across real estate, mortgage, property management, and insurance, BAF stands out as a leader in creating seamless client experiences and optimizing revenue generation. $1.7 trillion annual contribution from finance and insurance: BAF’s subsidiaries like BAI and BAC cater directly to this market with tailored products. $100 billion in annual real estate commissions: BAF’s Luxury Real Estate (BALR) division captures a significant share by focusing on high-growth markets. $3.79 trillion in insurance contributions to GDP: Blair Allen Insurance (BAI) integrates property and personal insurance into the real estate lifecycle.

With services spanning real estate, insurance, and finance, BAF taps into 20.7% of the U.S. GDP for sustained growth.

TECHNOLOGY AND PROPERTY MANAGEMENT AS GROWTH DRIVERS

BAF’s embrace of technology and property management trends positions it as a market leader in innovation. With $1.9 trillion in technology contributions to GDP and $128 billion in annual property management revenues, BAF’s proprietary ITSM platform and integrated service offerings allow it to capitalize on these evolving markets. $1.9 trillion technology GDP contribution: BAF’s Blair Allen ITSM platform integrates tech-driven efficiencies across all subsidiaries. $128 billion in property management revenues: BAF’s Property Management (BAPM) ensures effective asset oversight for a growing rental market.

51% of rental units under management: BAF’s property management solutions offer comprehensive oversight for this $48.2 million-unit market.

BY LEVERAGING TECH INNOVATION AND PROPERTY MANAGEMENT EXPERTISE, BAF CREATES VALUE ACROSS A $1.9 TRILLION TECHENABLED ECONOMY.

OUR INTEGRATED

SOLUTION

Blair Allen Financial’s Vertically Integrated Ecosystem

INTRODUCING OUR SOLUTION

THREE-TIERED

FRAMEWORK

TECHNOLOGY

TRAINING

FINANCIAL EMPOWERMENT

HOW OUR THREE-TIERED FRAMEWORK

BENEFITS BAF AND OUR CLIENTS BAF operates on a foundational Three-Tiered Framework of Technology, Training, and Financial Empowerment, designed to enhance operations, empower its workforce, and educate its customers. This holistic approach ensures both employees and clients are equipped with the tools, knowledge, and resources necessary for success, fostering a seamless, high-quality experience across all BAF services.

At BAF, we are committed to building and protecting wealth for our customers and team members through our foundational Three-Tiered Framework. Technology, Training & Education, and Financial. By combining cutting-edge tools, comprehensive education, and meaningful financial opportunities, we create a seamless, high-quality experience that equips everyone we serve with the resources and confidence to achieve lasting success. ~ Jason Blair - CEO, BAF

1 2 3

4 Technology: At the core of BAF’s framework is its proprietary Blair Allen platform. This innovative solution integrates operations across real estate, mortgage, insurance, and property management, providing real-time data, seamless communication, and automation. For clients, this means a streamlined process with greater transparency and faster decision-making. By simplifying complex workflows, the Blair Allen platform empowers both team members and customers to focus on achieving their goals efficiently and confidently.

Training for Workforce and Customers: BAF places a strong emphasis on training, leveraging Blair Allen University (BAU), a dedicated division of BAF, to provide comprehensive educational programs for both its workforce and customers. Internally, BAU enhances team members’ expertise through advanced training in compliance, negotiations, technology utilization, and customer relationship management, ensuring they remain skilled and adaptable in a dynamic industry. Externally, BAU empowers clients through workshops, digital resources, and personalized consultations, equipping them with the knowledge to navigate real estate transactions, evaluate mortgage options, and make informed insurance decisions.

This dual commitment to workforce and client education fosters confidence, reduces inefficiencies, and streamlines processes, resulting in exceptional service delivery and more empowered, satisfied customers. By integrating this robust training model, BAF sets itself apart as a leader in delivering consistent, high-quality experiences in the real estate, finance, and insurance sectors..

Financial Empowerment: BAF’s innovative financial model creates alignment between employee success and organizational growth. Team members benefit from performance-based incentives, equity participation, and clear career pathways, fostering a motivated and accountable workforce. For clients, financial empowerment takes the form of tailored mortgage solutions, competitive insurance products, and accessible investment opportunities. These initiatives enable clients to overcome financial challenges and achieve their long-term objectives with confidence.

3

THREE TIER’D FRAMEWORK

BREAKDOWN

INTRODUCING

1

TECHNOLOGIES

TECHNOLOGY Proprietary Technology Platform, Exclusivity & Capital Deployment Blair Allen Financial (BAF) holds exclusive rights to a proprietary adaptation of the Maestro® ITSM Framework—originally developed by Orchatect—specifically for the real estate and financial services industries. This exclusive licensing prohibits any other entity from using or competing with this technology in these sectors, positioning BAF with a durable and defensible technological moat. Often described as “ServiceNow on steroids,” the Blair Allen ITSM Platform is uniquely designed to optimize and scale complex operations across real estate, mortgage, insurance, property management, and capital investment.

Through a strategic joint venture with Orchatect, BAF has cloned and reengineered the Maestro® framework to align with its vertically integrated service model. All technology, code, processes, and future enhancements are 100% owned by BAF, providing long-term IP control, platform independence, and the potential for a high-value technology exit.

To realize the full potential of this asset, BAF is currently raising capital to complete development, deploy the MVP (minimum viable product), and scale the Blair Allen ITSM Platform across its suite of operating companies. This capital will be used to finalize the platform’s infrastructure, integrate core service lines, and enhance automation, analytics, and compliance capabilities.

The platform is being developed and managed by BAF’s dedicated technology subsidiary, Blair Allen Technologies (BAT). BAT ensures the platform evolves with the needs of BAF’s clients and workforce, delivering continuous innovation, efficiency, and data-driven performance. By consolidating multiple operational verticals into one intelligent system, the Blair Allen ITSM Platform empowers BAF to deliver consistent, high-quality services while unlocking significant operational and economic scale.

This proprietary platform is a cornerstone of BAF’s growth strategy—fueling scalable operations, protecting market share, and creating a high-value, monetizable technology asset within the BAF ecosystem.

Blair Allen ITSM Platform

as a Centralized Digital Hub 1. Enhanced Productivity and Efficiency: The ITSM platform eliminates manual and redundant tasks by automating workflows, enabling employees to focus on high-impact work. For example, tasks like data entry, compliance checks, and customer communication are streamlined, which frees up time for employees to concentrate on client engagement and strategic initiatives.

2. Data-Driven Insights: The platform provides team members with actionable insights through real-time analytics. By understanding client behavior, engagement trends, and operational metrics, employees can anticipate needs, optimize services, and proactively address potential challenges. This data-centric approach ensures our team can deliver personalized, timely support, setting BAF apart in customer experience.

3. Comprehensive CRM and Client Management: Blair Allen ITSM integrates CRM functions, allowing team members to access comprehensive client profiles, track interactions, and manage cross-departmental handoffs. This fosters a seamless client journey across all BAF services—whether the client is navigating a real estate transaction, mortgage process, or insurance inquiry.

4. Scalable Infrastructure: As BAF grows, the platform scales with it, ensuring employees have consistent access to the tools and resources they need without interruptions. This scalability also supports our recruitment efforts by providing a unified platform that is intuitive and accessible for new hires, reducing training time and accelerating productivity.

BLAIR ALLEN ITSM MORTGAGE LUXURY REAL ESTATE

CAPITAL

PROPERTY MANAGEMENT

BA ITSM

INSURANCE

At the core of our operations is the Blair Allen ITSM platform, a centralized digital hub that empowers employees to work with precision and efficiency.

This proprietary technology provides tools for CRM, advanced data analytics, and workflow automation, transforming day-to-day tasks into streamlined, data-informed actions that maximize client satisfaction.

Blair Allen ITSM serves as the central “hub” of our operations, seamlessly connecting each service division as a “spoke” in a single, integrated framework. This structure enables a streamlined client experience, where data flows freely between divisions, allowing clients to navigate smoothly through each phase of their journey—from purchasing a property to securing financing, insurance, and property management. By consolidating these services under one cohesive network, BAF builds trust, loyalty, and engagement, creating a platform that is client-centered and operationally optimized.

TECHNOLOGY

8

The BAT ITSM framework revolutionizes how BAF connects with, converts, and continuously engages its customers and team members. By harnessing real-time data insights, automated workflows, and predictive analytics, BAT enables each BAF subsidiary to streamline operations and deliver exceptional service. For customers, the platform ensures a frictionless journey, tracking their progress from inquiry to completion—whether buying or selling real estate, securing financing, insuring valuable assets, or exploring investment opportunities. BAT enhances engagement through personalized recommendations, automated follow-ups, and real-time updates, fostering trust and loyalty at every stage.

For team members, BAT functions as both an operational and educational powerhouse. It equips staff with the tools, metrics, and resources to excel in their roles, while integrating Blair Allen University’s gamified learning system to foster ongoing professional growth. By seamlessly connecting operational efficiency, customer engagement, and education, BAT creates a cohesive environment that drives productivity, improves client outcomes, and ensures BAF remains a leader in its markets. Its multi-tenant architecture further supports adaptability, enabling rapid expansion and alignment with shifting industry demands.

As the technological backbone of Blair Allen Financial, BAT propels innovation and collaboration, ensuring long-term success for its subsidiaries, clients, and team members alike.

PROPRIETARY ENGINES WITHIN BLAIR ALLEN ITSM FRAMEWORK To maximize the ecosystem’s effectiveness, BAF has developed proprietary engines within Blair Allen ITSM that drive insights and performance across all services.

Each engine plays a unique role in enhancing BAF’s capabilities:

TECHNOLOGY

Operational Insight Engine: Tracks and optimizes workflows, ensuring resources are effectively allocated. It provides actionable data on productivity and service metrics, enabling continuous improvements to operations.

Performance Engine: This engine monitors critical KPIs, including conversion rates, response times, and client satisfaction. Real-time visibility into these metrics allows BAF leadership to make data-driven adjustments and meet strategic objectives.

Engagement Engine: Analyzes client interactions and feedback, helping BAF proactively enhance the client experience and increase engagement.

By identifying preferences and potential issues, we deliver more personalized, responsive service.

Financial Insight Engine: Provides a comprehensive view of financial performance across subsidiaries, supporting efficient budgeting, forecasting, and risk management.

Centralized financial oversight ensures each division operates within optimal financial parameters, driving profitability and scalability.

BAT ORCHESTRATED ARCHITECTURE Single Sign-On

Improved Customer Journey

Single View of All Data

Improved Team Member Journey

BALR Team

BAPM Team

BAM Team

BAI Team

Agents & Staff

BAT ITSM Framework Website Management Engine Customer Lead and Communications Engine Transaction Management Engine Training Management Engine (LMS) Financial Management Engine HR Management Engine Business Intelligence Engine

T IO nEtu CrrH oS dNo uOlcuLttO i iooG nnY

Unified Solution True OrchestrationWeb-hooks No need to recreate eXp products Faster GTM Single domain for all customers To access Intelligent data To share transaction data with team members & business leadership

BAT ITSM Framework BALR

BAPM

BAM

BAC

BAI

Service Automation Platform Services

Operations

Inventory

Revenue

Marketing

Supply

$20M+ ITSM Framework Investments, Patent Pending, & Franchise Ready

THE GLUE THAT BINDS THE BLAIR ALLEN ECOSYSTEM Blair Allen Technologies (BAT) serves as the technological backbone for BAF providing a unified, proprietary platform—the Blair Allen ITSM—that connects and catalyzes all subsidiaries. By seamlessly integrating real estate, mortgage, insurance, property management, and capital investment operations, the ITSM platform ensures operational cohesion, enhancing both client and agent experiences.

CORE ROLE The platform enables cross-functional collaboration between subsidiaries like BALR, BAM, BAI, BAPM, and BAC. This integration reduces inefficiencies, supports real-time data sharing, and fosters an interconnected ecosystem.

CATALYST FOR GROWTH BAT's technology allows BAF’s subsidiaries to scale rapidly, automate routine tasks, and focus on high-value activities, directly contributing to market dominance and profitability.

TECHNOLOGY

100% Owned

& Operated

Before Implementation

After Implementation

80

60

80.0

40

60.0

40.0

20

20.0

0

Efficiency Improvement (%)

15.0

Staffing Needs

20.0

Time Spent on Manual Tasks

The Blair Allen ITSM Framework delivers substantial efficiency improvements by automating routine, manual tasks that often consume a significant portion of team members' workdays. On average, our framework has demonstrated efficiency gains of 2530%, allowing employees to focus on higher-value activities and manage multiple functions simultaneously. This streamlining not only reduces the need for additional staffing but also drives down operational costs as team members become more versatile and productive. By reducing redundancy and enhancing team agility, the Blair Allen ITSM Framework transforms daily operations, helping us maintain a leaner, more efficient workforce without compromising on quality or output.

Introduction

MORE ABOUT BLAIR ALLEN ITSM SOLUTION Streamlining Operations with Blair Allen’s Multi-Tenant Technology The Blair Allen ITSM platform is being built on a multi-tenant infrastructure, enabling subsidiaries, agents, and clients to operate within a unified yet customizable system. This approach allows for scalability and adaptability, ensuring efficient resource use across all subsidiaries.

$3 MILLION

IN AI ENHANCEMENTS

Features and Benefits: Customizable Modules: Each subsidiary can tailor workflows to specific needs while maintaining alignment with the BAF ecosystem.

Real-Time Analytics: Subsidiaries and agents gain access to instant insights, improving decision-making and customer satisfaction.

Cross-Vertical Integration: Shared data enhances synergy, enabling seamless service delivery from property purchases to insurance and beyond.

TECHNOLOGY

Feature

Benefit

Unified Platform

Eliminates redundancy and inefficiencies.

Customization

Tailored workflows for each subsidiary.

Shared Insights

Improved collaboration and decision-making.

KEY INVESTMENT MILESTONES: Orchatect>$3 Million in AI Enhancements: Leveraging machine learning and predictive analytics to drive personalized services.

Orchatect>$$1M MVP Deployment: Launched the platform to franchise ready businesses for testing and refinement, ensuring a seamless rollout.

Orchatect>$$2 Million in Multi-Tenant Infrastructure: Built a scalable foundation for nationwide franchise deployment.

CORE OBJECTIVES OF THE

ITSM PLATFORM: Operational Enablement: Power seamless operations for BAF subsidiaries.

Customer Empowerment: Deliver personalized, frictionless experiences.

Agent Productivity: Automate routine tasks, allowing agents to focus on clients.

TIME TO DEPLOY NEW SOLUTIONS Traditional System

BlairAllen™ ITSM

BENEFITS OF THE HUB-ANDSPOKE MODEL WITH BLAIR ALLEN ITSM AS THE CENTRAL HUB

BAF’s vertically integrated ecosystem operates on a hub-and-spoke model, where Blair Allen ITSM functions as the central hub, connecting and powering each subsidiary as a spoke. This setup delivers multiple advantages:

TECHNOLOGY

4

Optimized Resource Allocation: Blair Allen ITSM consolidates key operational functions—data storage, analytics, compliance, and customer management— so each subsidiary can access shared resources without duplicating systems.

This structure minimizes overhead costs and optimizes resource utilization across BAF. Enhanced Scalability and Flexibility: The hub-and-spoke model allows BAF to adapt and expand efficiently. Each subsidiary can add or enhance services in response to market changes while drawing on the centralized ITSM hub for data, compliance, and operational support. This adaptability allows BAF to introduce new services or expand into new markets without incurring substantial additional infrastructure costs.

Insights-Driven Engines for Performance, Engagement, and Financial Health: Blair Allen ITSM comprises a suite of proprietary engines—custom-built modules that provide insights into operations, performance, client engagement, and financial health. These engines enable each subsidiary to improve service quality, identify revenue opportunities, and manage costs effectively.

STRATEGIC FLEXIBILITY TO

ATTRACT AND RETAIN TOP TALENT

BAF’s integrated model offers significant advantages in attracting and retaining top professionals across all service areas. By owning and managing a centralized platform, BAF provides consistent standards, robust support, and growth opportunities that are appealing to high-caliber talent:

Customizable Compensation Models: Insights from Blair Allen ITSM enable BAF to develop competitive, performance-driven compensation packages, rewarding productivity and engagement. This flexibility in compensation aligns employee success with BAF’s goals, helping attract and retain top professionals.

Professional Development and Growth Pathways: BAF’s integrated structure supports diverse career pathways, allowing team members to explore roles across real estate, mortgage, insurance, and property management.

Through

Blair

Allen

University,

employees

receive

continuous training and development aligned with the ecosystem’s datadriven operations, empowering them to grow within a unified company framework.

TECHNOLOGY

SUMMARY OF BENEFITS In summary, BAF’s vertically integrated ecosystem creates a robust foundation for enhanced client experiences, risk management, operational efficiency, and talent support.

The hub-and-spoke model—with Blair Allen ITSM at its core —enables seamless coordination across subsidiaries, allowing BAF to deliver unmatched value in a competitive, evolving market. Through proprietary engines that provide insights and operational controls, BAF achieves a level of efficiency, adaptability, and client engagement that sets a new standard in the industry.

ITSM BESPOKE IP MERGER: Orchatect & Blair Allen Technology

BLAIR ALLEN ITSM IT SERVICE MANAGEMENT: In partnership with Orchatect, BAF is developing the Blair Allen ITSM, a bespoke IT Service Management platform designed to meet the specific demands of North America’s real estate, mortgage, insurance, and property management sectors. This platform forms the backbone of our operations, enabling seamless interactions across our service divisions and ensuring that data, workflows, and compliance are managed efficiently and securely.

TECHNOLOGY

4

Advantages of the Joint Venture 1. Full Control Over Technology and Data: Ownership of the Blair Allen ITSM Framework gives BAF complete autonomy over the technology, allowing us to scale, modify, and innovate without relying on third-party limitations. This ensures data integrity, security, and scalability as our operations expand.

2. Competitive Moat with Patentable Processes: The proprietary processes within Blair Allen create significant barriers to entry, establishing BAF as a unique player in a competitive market. Our platform’s design and features offer a differentiated solution that is difficult for competitors to replicate, adding to BAF’s competitive advantage.

3. Revenue Opportunities Through Licensing: Blair Allen ITSM holds potential as a licensing opportunity, allowing us to generate additional revenue by providing our platform to other firms within the real estate, mortgage, and insurance sectors. This potential licensing avenue not only adds to BAF’s revenue streams but also solidifies our influence in industry tech.

2

TRAINING

Blair Allen University (BAU) is our dedicated in-house training and development division, designed to support continuous learning and skill development across all roles. From foundational training for new hires to advanced courses for seasoned employees, BAU ensures our team members have access to relevant, high-quality education that empowers them to excel.

Empowering Employees through

Blair Allen University (BAU) 1. ROLE-SPECIFIC TRAINING PROGRAMS BAU provides tailored curricula for every role within BAF, covering areas like real estate compliance, mortgage underwriting, insurance protocols, and property management best practices. Each program is designed to equip employees with the precise skills and knowledge needed to excel in their positions, fostering confidence and expertise.

Compliance Awareness: Training ensures employees stay updated on industry regulations, such as RESPA and GDPR, reducing operational risk.

Certification Milestones: Role-specific certifications are awarded upon completion of core modules, providing employees with recognized credentials that showcase their expertise.

2. HORIZONTAL AND CROSS-FUNCTIONAL TRAINING OPPORTUNITIES BAU encourages employees to expand beyond their core competencies by offering horizontal training opportunities that allow exploration of other roles within BAF’s ecosystem.

Cross-Division Exposure: Employees can enroll in training modules outside their immediate roles. For instance, a real estate agent might complete a mortgage origination module and/or a property manager might explore insurance risk assessment.

Holistic Understanding: This approach fosters collaboration, professional growth, and a stronger internal knowledge base.

Career Flexibility: Employees can build diverse skills, preparing them for lateral moves or expanded responsibilities within the organization.

3. SKILL-BUILDING MILESTONES AND RECOGNITION BAU incorporates skill-building milestones to mark significant progress in professional development. Upon achieving these milestones, employees are recognized internally and awarded through the Equity Participation Program.

Stock Options and Financial Rewards: Employees earn stock options or bonuses as part of their journey, providing direct financial returns for personal and organizational growth.

Public

Recognition:

Top

performers

are

featured

in

internal

communications or rewarded during team-wide events, enhancing morale and a sense of accomplishment.

TRAINING

4. AWARENESS AND COMPLIANCE TRAINING To ensure operational excellence, BAU provides comprehensive training on compliance and role-specific requirements: Job Requirement Awareness: Employees gain a clear understanding of their responsibilities and compliance standards.

Integrated Testing: Regular assessments ensure employees remain informed and updated on industry regulations.

Proactive Alerts: Employees are notified of upcoming training renewals or regulation updates, ensuring consistent awareness and readiness.

5. PROFESSIONAL DEVELOPMENT FOR LEADERSHIP BAU supports high-potential employees by offering advanced leadership programs designed to prepare them for managerial and executive roles.

Strategic Decision-Making: Training focuses on developing skills in team leadership, project oversight, and business strategy.

Internal

Mentorship:

Senior

leaders

guide

employees

through

mentorship programs, fostering internal talent pipelines.

Promoting from Within: BAU’s leadership training reflects BAF’s commitment to nurturing future leaders from its existing workforce.

TRAINING & EDUCATION GAMIFIED LEARNING MODULES BAU introduces a gamified approach to learning, combining engaging activities with tangible rewards to enhance employee participation and retention. Training paths are broken into levels, challenges, and achievements that align with job requirements.

Role Awareness Levels: Each employee begins with a role-specific training plan and progresses through levels by completing compliance courses, skills tests, and role-based challenges.

Badges and Leaderboards: Employees earn badges for completing milestones, and performance is tracked on team-wide leaderboards to foster friendly competition.

Financial Incentives: Success at key milestones unlocks financial rewards through a vesting schedule, ensuring long-term commitment and motivation.

TRAINING

HOW IT WORKS: Gamified Levels: Employees complete progressively challenging levels that align with their roles and organizational needs.

Level 1 – Basic Compliance Level 2 – Advanced Role-Specific Skills Level 3 – Cross-Functional Mastery (Learn more about other BA companies services).

Point System: Employees earn points for completing tasks, passing assessments, or meeting role-specific metrics.

Example: Completing a compliance module = 50 points.

Achieving a sales target or performance metric = 100 points.

Rewards and Vesting: Points: 500 Points are redeemable for stock rewards In BAF based on a vesting sechedule from when the rewards were Issued.

Leaderboards: Employees see their progress relative to their peers, driving motivation and healthy competition.

3

FINANCIAL

EMPOWERMENT

Our Equity Participation Program is a distinctive benefit that empowers employees to build wealth as BAF grows. Unlike traditional compensation structures, our program aligns personal financial success with the long-term growth and success of the company, creating a sense of ownership and commitment among our team members.

Building Wealth through Equity Participation 1. Stock Options Tied to Performance: Employees earn stock options based on their achievements, training milestones, and tenure with the company. By linking stock awards to performance, we ensure that team members are motivated to deliver excellent service and meet or exceed company objectives. This performance-based approach reinforces high standards across all BAF services.

2. Long-Term Financial Security and Wealth-Building: The Equity Participation Program is designed to provide employees with a pathway to build significant wealth over time. As employees accumulate stock and as BAF’s valuation increases, their equity holdings grow, offering a financial cushion and investment opportunity that extends beyond regular salaries. This wealthbuilding aspect is a powerful incentive for retention, as employees’ financial well-being is directly tied to the company’s success.

3. Enhanced Retention through Ownership: By allowing employees to earn equity, we cultivate a sense of ownership that goes beyond day-to-day tasks. Team members view BAF’s accomplishments as their own, fostering loyalty and reducing turnover. This alignment of interests ensures our team remains committed to BAF’s vision and mission, driving consistent quality and continuity in client service.

4. Aligning Success with Growth: The equity program instills a mindset of shared success, where employees understand that their efforts contribute to BAF’s growth and market valuation. As the company expands and its value appreciates, employees directly benefit from their contributions, reinforcing a culture of accountability, excellence, and ambition.

TRANSFORMING REAL ESTATE

& FINANCIAL SERVICES

CHALLENGES FACED

STREAMLINING

INNOVATIVE SOLUTION

REDEFINING

EXPERT TEAM CREATION

JOIN US IN REVOLUTIONIZING THE INDUSTRY

FINANCIAL BENEFIT

BUSINESS MODEL A SCALABLE AND SUSTAINABLE REVENUE STRATEGY

OVERVIEW OF THE BAF MODEL BAF’s vertically integrated model generates revenue across multiple channels, including service fees, management fees, and crossfunctional sales between subsidiaries. This model allows each subsidiary to operate independently while contributing to BAF’s centralized operational infrastructure through management fees.

REVENUE STREAMS BY SUBSIDIARY Revenue Streams by Subsidiary Blair Allen Luxury Real Estate (BALR): Revenue is driven by commissions from luxury real estate transactions.

Blair Allen Mortgage (BAM): BAM earns loan origination fees, capturing revenue as mortgage loans are processed and closed.

Blair Allen Insurance (BAI): Insurance policy commissions from auto, home, health, and business policies generate both one-time and recurring revenue streams.

Blair Allen Property Management (BAPM): Revenue is derived from

property

management

fees,

typically

calculated

as

a

percentage of collected rents.

Blair Allen Capital (BAC): BAC generates investment management fees through real estate and asset investments, leveraging BAF’s vertically integrated services to optimize asset value and growth.

BUSINESS MODEL

REVENUE FLOW TO BAF Each subsidiary contributes a monthly management fee to BAF, covering essential services such as technology, recruitment, training, and HR. As each subsidiary grows, its contribution to BAF’s central revenue pool increases, creating a scalable model that supports consistent growth.

This model also ensures that BAF’s centralized resources continue to drive efficiency and innovation across the entire organization.

BALR

BAM

BAI

BAC BAPM

BUSINESS MODEL

ARIZONA

MONTANA

SOUTH DAKOTA

Key Elements of BAF’s Strategy-Targeting High-Growth Rural and Suburban Markets BAF’s market strategy focuses on serving high-growth rural and suburban markets that have traditionally been underserved by larger providers. Our service model, which combines luxury real estate, mortgage, insurance, and property management, is designed to provide comprehensive solutions in areas that lack fully integrated providers.

Regional Expansion: Targeted expansion into markets in MT, SD, and AZ will allow BAF to establish a stronghold in high-growth areas where demand is increasing due to remote work and lifestyle shifts.

Digital and Content Marketing: BAF leverages social media, SEO, and content marketing to build brand awareness and attract clients. By engaging potential clients through online channels, BAF establishes brand credibility and attracts prospects who value a seamless, integrated experience.

Cross-Selling Synergies: Our integrated model allows subsidiaries to cross-promote services, increasing client lifetime value by meeting their needs for real estate, mortgage, insurance, and property management under one brand.

REGIONAL TO NATIONAL STRATEGY

GO-TO-MARKET STRATEGY

BLAIR ALLEN LUXURY REAL ESTATE (BALR) Initial Markets: High-growth, semi-urban, and rural areas such as Montana, South Dakota, and Arizona, targeting high-net-worth individuals.

Expansion: Scaling to additional states such as Wyoming, Texas, and Florida to capitalize on underserved luxury markets.

Technology Advantage: Leveraging the Blair Allen ITSM platform to streamline transactions, enhance client experience, and manage compliance seamlessly.

BLAIR ALLEN MORTGAGE (BAM) Focus Areas: High-demand suburban and rural markets with robust housing activity and underserved veteran demographics.

Expansion Goals: Accelerate origination capabilities in licensed states, especially targeting markets like Phoenix, Arizona, and military-dense regions.

Innovation: Down Payment Assistance (DPA) programs and predictive analytics integrated into the ITSM platform.

BLAIR ALLEN INSURANCE (BAI) Product Integration: Seamless bundling of homeowners and property management insurance.

Cross-Selling: Collaborate with BALR and BAM to optimize offerings.

Expansion: Grow partnerships with national carriers to enhance coverage options.

BLAIR ALLEN PROPERTY MANAGEMENT (BAPM) Technology-Driven Management: Utilize Blair Allen ITSM to automate leasing, maintenance, and compliance monitoring.

Client Focus: Service institutional investors and individual property owners by reducing vacancy rates and improving tenant experiences.

Portfolio Growth: Expand into suburban rental markets, aligned with BALR’s pipeline of new acquisitions.

BLAIR ALLEN TECHNOLOGIES (BAT) Technology Leadership: Position BAT as the central hub of operational excellence.

Scalability: Deploy predictive analytics to assess market trends and adapt to expansion needs.

Differentiation: Highlight the proprietary ITSM platform as a unique value proposition for investors and clients.

BLAIR ALLEN CAPITAL FUND (BACF) Acquisition Channels: Target underperforming or distressed assets for renovation and value creation.

Focus on Returns: Deliver 25–30% IRR through strategic property repositioning and capital investment in Class A and B properties.

Integration: Collaborate with BALR and BAM to source highpotential properties and structure optimal financing.

BUSINESS MODEL

THE REFERRAL ENGINE A Catalyst for BAF’s Integrated Growth At BAF, our Referral Engine is more than a process—it’s a strategic system designed to seamlessly connect clients across our subsidiaries while driving exponential growth. This proprietary mechanism capitalizes on our integrated model, ensuring that every client interaction adds value across real estate, mortgage, insurance, and property management verticals.

Powered by cutting-edge technology and an incentivized framework, the Referral Engine is central to BAF’s ability to generate scalable, sustainable growth.

A SEAMLESS JOURNEY ACROSS SIX INDUSTRIES: REAL ESTATE, MORTGAGE, INSURANCE, PROPERTY MANAGEMENT, TECHNOLOGY, AND CAPITAL INVESTMENTS. BUSINESS MODEL

BLAIR ALLEN ITSM REFERRAL ENGINE

TWO-TIERED REFERRAL SYSTEM

The Blair Allen ITSM Referral Engine is a powerful tool designed to encourage and streamline two distinct types of referrals within the BAF ecosystem: professional referrals and customer referrals. This innovative system not only enhances collaboration and growth across our subsidiaries but also incentivizes team members to help expand the business and strengthen relationships within our community.

1 2

EMPLOYEE REFERALS CUSTOMER REFERALS

1

EMPLOYEE REFERRALS: The first tier of the Referral Engine centers on attracting professional experts to join the Blair Allen Financial (BAF) team, specifically within one of its subsidiaries. Team members are encouraged to refer high-caliber talent who align with BAF’s core values and mission, fostering a culture of excellence and growth across the organization.

Key aspects of the professional referral process include: Incentivized Referrals: Team members who refer successful candidates who join the Blair Allen family of companies are rewarded.

Referrals are compensated with BAF stock after the referred professional has remained with the company for at least 9 months.

Community Badges: For every successful referral, the referring team member is awarded a BAF Community Badge, which is visible company-wide, recognizing their contribution to the growth and success of BAF.

BUSINESS MODEL

Stock Rewards: Accumulating multiple badges will lead to the earning of tokens, which can be converted into BAF shares, fostering long-term wealth-building opportunities. These shares will be vested over time, ensuring continued engagement and alignment with BAF’s success.

Finalization of Referral Matrix: The comprehensive structure for token-to-share conversion, including tiered rewards for referrals, will be fully finalized and implemented in 2025.

This approach not only incentivizes team members to bring in top talent but also promotes a sense of ownership in BAF, making them an integral part of the company’s expansion.

2

Customer Referrals: The second tier of the Referral Engine is designed to facilitate customer referrals across different Blair Allen subsidiaries. As a vertically integrated company, we encourage team members to refer clients to the services of our other divisions, providing a seamless and comprehensive experience for our clients.

KEY ELEMENTS OF THE CUSTOMER REFERRAL PROCESS:: Automated Referral Process: The Referral Engine will leverage team member data, MLS data, customer data, and require the customer to sign the necessary RESPA and ADA forms for compliance, ensuring that every referral is conducted in line with industry standards.

Cross-Division Referrals: Team members can easily refer clients across divisions, such as from Blair Allen Luxury Real Estate (BALR) to Blair Allen Mortgage (BAM) for financing, or to Blair Allen Insurance (BAI) for insurance services. This crossfunctional process ensures that no client opportunity is missed.

Badges and Recognition: Similar to the professional referral system, team members who successfully refer clients across divisions will be awarded Community Badges for companywide recognition of their contributions.

Compliance and Efficiency: The engine automates and streamlines the process, ensuring compliance with RESPA regulations and making it easier to refer clients while publicly rewarding team members for their active participation in BAF’s growth.

BUSINESS MODEL

THE VALUE OF THE REFERRAL ENGINE: The Blair Allen ITSM Referral Engine creates a culture of shared success and community recognition. By automating the referral process and ensuring compliance, we can acknowledge the contributions of our team members, incentivize meaningful referrals, and increase collaboration across subsidiaries.

The professional referral system encourages team members to contribute to the growth of the Blair Allen family by bringing in talent, while the customer referral system enhances revenue generation by ensuring clients are served by the full breadth of BAF’s services. Both referral types are rewarded through a combination of stock ownership, badges, and company-wide recognition, reinforcing our commitment to employee empowerment and company growth.

BAF INFORMATION SECURITY,

COMPLIANCE, AND INFRASTRUCTURE BAF operates on a cutting-edge technology foundation engineered by industry veterans from the telecommunications sector, bringing expertise that has been honed through years of collaboration with the world’s top networks and brands. Our infrastructure is specifically designed to outperform conventional cloud providers such as AWS, Hadoop, and Azure, offering superior performance, reliability, and data security.

BUSINESS MODEL

Unmatched Infrastructure & Data Expertise: Our infrastructure is built to deliver exceptional reliability and ultra-fast performance, featuring a quad-level failover redundancy system. This ensures that our services remain operational even in the face of unexpected disruptions, providing near-perfect uptime and seamless continuity for our clients. With a foundational speed of less than 3 milliseconds round-trip delay, BAF’s infrastructure is optimized for lowlatency processing, making it one of the fastest platforms in the industry.

QUAD-LEVEL REDUNDANCY: Our data centers utilize a four-tier redundancy architecture to provide high availability, ensuring zero downtime during system maintenance, upgrades, or unexpected failures.

PER-LOCATION OPTIMIZATION: Every BAF business unit is equipped with tailored, locationspecific configurations, optimizing data speeds and infrastructure capacity to suit the unique demands of each subsidiary.

SUB-MILLISECOND PROCESSING SPEEDS: By

achieving

sub-millisecond

processing

times,

our

platform

outperforms standard cloud services, offering unparalleled speed and efficiency for both data retrieval and transaction processing.

Advanced Security & Compliance: BAF’s commitment to data security and regulatory compliance is reflected in every aspect of our technology infrastructure. We implement industry-leading security protocols to safeguard sensitive financial and personal data, and we are actively pursuing key certifications, including ISO 27001, SOC 2, and PCI DSS, to ensure our platform meets the highest standards of data protection and management.

256-Bit Encryption: All data, whether at rest or in transit, is protected by 256-bit encryption—one of the most secure encryption methods available. This ensures that sensitive information remains confidential and protected from unauthorized access.

Failover Redundancy for Data Protection: In addition to our quad-level redundancy, we have failover systems in place to automatically switch operations to backup servers in the event of a hardware failure, guaranteeing continuous service without data loss or disruption.

Access Control & Real-Time Monitoring: Our security framework includes multi-factor authentication, role-based access control, and continuous monitoring to detect and respond to potential threats in real-time.

Certifications in Progress: BAF is actively pursuing ISO 27001 certification for information security management, as well as SOC 2 and PCI DSS compliance, to reinforce our commitment to data integrity and regulatory adherence.

BUSINESS MODEL

Business Layer Monetization

& Financial Oversight:

BAF’s platform goes beyond traditional data management, incorporating a robust business layer designed for comprehensive financial tracking and monetization. Our infrastructure integrates advanced financial oversight tools, enabling realtime visibility into key business metrics across all subsidiaries.

Real-Time Financial Tracking: The platform provides immediate insights into profitability, cash flow, and investment performance, allowing for proactive decision-making.

Scalable Business Integration: With its flexible architecture, the system can easily integrate new business units and expand service offerings, supporting our ongoing growth and diversification strategies.

Automated Compliance Reporting: Our financial oversight tools automate compliance reporting and risk management, ensuring that all transactions and data flows meet both internal and external regulatory requirements.

Certifications & Compliance: To provide the highest level of security and operational excellence, BAF is in the process of obtaining the following certifications:

ISO 27001: Ensures that BAF’s information security management systems adhere to the most stringent global standards.

SOC 2: Guarantees our commitment to security, availability, processing integrity, confidentiality, and privacy.

PCI DSS: Protects payment card data through stringent control measures for secure financial transactions.

Failover & Disaster Recovery: Our comprehensive disaster recovery and failover plans ensure that BAF’s operations can withstand any unexpected events. Should one part of the system go offline, our automatic failover mechanism reroutes operations to backup servers without any impact on performance, ensuring continuous availability and data integrity.

BUSINESS MODEL

BAF INFORMATION SECURITY,

COMPLIANCE, AND INFRASTRUCTURE Summarized...

By integrating these advanced security measures and leveraging a highly scalable, redundant infrastructure, BAF is redefining what it means to deliver value and performance in real estate and financial services. This robust platform not only supports our current operations but is also built to grow and evolve as the company expands into new verticals, offering our clients and team members unparalleled performance, security, and peace of mind.

BUSINESS MODEL

THE VALUE

CORE BENEFITS OF OUR INTEGRATED MODEL

#1: Data Ownership and Insight Generation: One of the standout benefits of BAF’s integrated model is centralized data ownership. Through Blair Allen ITSM, all client data is collected, analyzed, and stored in a secure, unified system. This centralization allows us to generate powerful insights into client behaviors, preferences, and needs, driving more informed decision-making and creating a strategic advantage for BAF in acquisitions, cross-selling, and client retention.

Personalized Service Delivery: By having a comprehensive view of each client’s journey, BAF tailors services to individual needs, strengthening client relationships and increasing satisfaction. This data-driven personalization sets BAF apart from competitors who lack such comprehensive client insights.

Informed Acquisition Strategy: Access to centralized data enables BAF to pinpoint high-value client segments, anticipate market trends, and make strategic acquisitions that align with client demand and our growth objectives.

Optimized Cross-Selling: Our ecosystem allows BAF to identify and pursue cross-selling opportunities within our network. For instance, a real estate client can smoothly transition to BAF’s mortgage, insurance, and property management services. This integrated approach keeps revenue within BAF, avoiding the need for thirdparty providers and increasing client retention.

CORE BENEFITS OF OUR INTEGRATED MODEL Continued

#2. Enhanced Customer Experience Through Cross-Selling BAF’s vertically integrated model delivers a seamless, cohesive client experience. Unlike traditional models where clients manage separate relationships with disconnected providers, BAF’s structure provides access to a comprehensive suite of services under one brand. This consolidation achieves several key outcomes: Reduced Client Churn: By offering all necessary real estate, mortgage, insurance, and property management services, BAF keeps clients engaged within the ecosystem, lowering the likelihood of client attrition and building long-term brand loyalty.

Enhanced Lifetime Value: With every transition from one BAF BENEFITS service to another, clients have new opportunities for engagement, driving up their lifetime value. For instance, a real estate client who secures a mortgage through BAF is more likely to consider our insurance and property management services, maximizing revenue and strengthening client relationships.

Streamlined Communication and Journey: Blair Allen ITSM manages all client interactions, eliminating the need for clients to repeatedly provide information or manage relationships with multiple companies. This efficient, high-touch experience strengthens the client’s relationship with BAF, fostering trust and ensuring service consistency.

THE VALUE

#3. Risk Mitigation and Operational Efficiency Our integrated ecosystem addresses risks and inefficiencies associated with fragmented service models. Blair Allen ITSM’s centralized framework supports consistent compliance, reduces redundant processes, and minimizes operational costs, resulting in: Streamlined Compliance Across Verticals: Blair Allen ITSM is equipped with built-in compliance checks that continuously monitor transactions, documentation, and interactions across all subsidiaries.

This ensures adherence to critical industry regulations, such as RESPA and GDPR, reducing legal risks and enhancing regulatory reliability throughout BAF. Reduced Operational Costs Through Centralized Data and Processes: The integrated multi-tenant structure eliminates redundant processes inherent in siloed operations. Centralized data and automated workflows cut down on repetitive tasks, lowering costs and accelerating service delivery.

Improved Operational Resilience: With complete control over data and service processes, BAF can rapidly respond to regulatory changes, market shifts, or client needs. Blair Allen ITSM enables realtime adjustments to workflows, standards, and compliance checks, creating a resilient operational foundation that scales with BAF’s growth.

SUBSIDIARY BREAKDOWN

INTRODUCING

Overview: BALR specializes in high-end residential and commercial real estate transactions, offering exceptional luxury service to clients across all price points.

With a strategic focus on high-growth rural and suburban markets, BALR delivers premium real estate solutions in areas often underserved by traditional luxury providers. By combining a deep understanding of local markets with a sophisticated approach to real estate, BALR meets the rising demand for personalized, high-touch services in these expanding regions.

Technology-Driven Excellence: BALR agents leverage advanced analytics and CRM tools powered by the proprietary Blair Allen ITSM platform. This technology enhances agent-client relationships through real-time data insights and predictive analytics, enabling seamless, efficient, and personalized sales and service experiences. The integration of ITSM tools empowers agents to deliver unmatched customer care while optimizing operational performance.

Strategy: BALR’s strategy centers on identifying and targeting rural and suburban markets with untapped potential for high-end real estate growth. By offering luxury services typically unavailable in these regions, BALR fills a critical gap in the market.

Additionally, BALR emphasizes agent development, providing advanced training through Blair Allen University (BAU) to ensure team members are well-equipped to deliver superior service and achieve market leadership. This approach enables BALR to scale operations efficiently while maintaining a strong commitment to client satisfaction.

Target Market: BALR targets clients in high-growth rural and suburban markets, including affluent individuals, families, and businesses seeking luxury real estate solutions. This includes regions experiencing economic expansion, such as the Black Hills of South Dakota and the Phoenix, Arizona metropolitan area, where rising demand for residential and commercial properties creates significant opportunities for high-end real estate services. By focusing on these dynamic markets, BALR positions itself as the premier luxury realty provider in underserved communities.

BALR

BLAIR ALLEN LUXURY REAL ESTATE (BALR)

COMPENSATION AND REVENUE MODEL

Blair Allen Luxury Real Estate (BALR) is a boutique real estate brokerage specializing in residential and commercial real estate, with a particular focus on rural, fast-growing markets. BALR’s unique structure and integrated service offering allow it to recruit and retain the top 1% of agents in these regions. Our agents are expected to outperform the national average, aiming to close 20+ transactions annually—double the national median of 12 transactions, as reported by the National Association of Realtors (NAR).

Leveraging the Blair Allen ecosystem, which includes Blair Allen Mortgage (BAM), Blair Allen Property Management (BAPM), and Blair Allen Insurance (BAI), BALR agents offer a full-service client experience. This not only enhances client satisfaction but also increases agent productivity and income potential.

The Three-Tiered Framework for Agent Recruitment and Retention: BALR’s success in attracting and retaining top talent is based on a three-tiered framework:

1

Proprietary Technology (Blair Allen ITSM Solution): BALR agents gain access to an AI-powered platform that streamlines CRM, transaction management, compliance, and financial analytics. This technology enables agents to handle more transactions with less administrative burden, allowing them to focus on closing deals and growing their business.

BALR

2 3

ADVANCED TRAINING AND PROFESSIONAL DEVELOPMENT: Through Blair Allen University (BAU), agents receive ongoing training in real estate, mortgage lending, insurance, and property management. This continuous education improves skills and fosters long-term loyalty, ensuring agents stay at the top of their game.

WEALTH-BUILDING AND INCENTIVES: BALR agents can participate in an equity program, earning shares in the company based on performance. This program aligns personal success with the company's growth, fostering long-term retention and financial security for agents

ORGANIZATIONAL STRUCTURE & COMPENSATION MODEL BALR’s compensation structure rewards performance at every level of the organization, from agents to leadership, through a combination of commission splits and performance-based overrides.

1 PRESIDENT Role: The President oversees national operations, recruits Executive Vice Presidents (EVPs), and ensures strategic objectives are met. They are responsible for managing their own real estate transactions as well.

Compensation: Personal Transactions: 80/20 split, with 80% of commissions going to the President and 20% to BALR. Overrides: The President receives a 2% override on all transactions closed by agents under the EVP structure, reducing BALR’s overall share.

SUBSIDIARY BREAKDOWN

BALR

2 EXECUTIVE VICE PRESIDENTS (EVPS) Role: EVPs manage regions, recruit agents, and build teams of 50+ agents while handling their own real estate transactions.

Compensation: Personal Transactions: 80/20 split, with 80% of commissions going to the EVP and 20% to BALR. The President receives a 2% override on EVP transactions.

Overrides: EVPs receive a 1% override on all transactions closed by agents under their leadership.

3 AGENTS Role: Agents handle residential and commercial real estate transactions in their assigned markets, expected to close 20+ transactions annually.

Compensation: Starting Split (55/45): Agents begin with a 55/45 split, where 55% of the commission goes to the agent, and 45% to BALR. Performance Tiers: Tier 1: Agents closing between $8 million and $15 million annually move to a 75/25 split.

Tier 2: Agents closing more than $15 million annually move to an 80/20 split.

4 CAP STRUCTURE Cap Amount: $0 annually, resetting based on the agent’s hire date.

Competitive Advantage: Other brokerages often have caps as high as $16,000, giving BALR a significant competitive advantage by allowing agents to have Zero cap and retain more earnings.

BALR

5 DOCUMENT FEES: A $495 document fee applies to each transaction, covering technology, marketing, and administrative costs. This supports the continued development of the platform and marketing tools.

EXAMPLE: AGENT, EVP, AND PRESIDENT EARNINGS ON A $450,000 TRANSACTION

Total Commission: $13,500 (3% of $450,000) Agent Closing (55/45 Split) Agent Earnings (55%): $7,425 EVP Override (1%): $135 President Override (2%): $270 BALR Earnings (42%): $5,670 (after the 3% overrides to EVP and President)

EVP Closing Their Own Transaction (80/20 Split) EVP Earnings (80%): $10,800 President Override (2%): $270 BALR Earnings (18%): $2,430 (after the 2% override to the President)

President Closing Their Own Transaction (80/20 Split) President Earnings (80%): $10,800 BALR Earnings (20%): $2,700 No overrides apply, as the President closes their own transaction.

SUBSIDIARY BREAKDOWN

BALR

REVENUE MODEL ACHIEVING $150 MILLION IN 5 YEARS: BALR aims to generate $150 million in revenue within 5 years by recruiting and retaining a team of 500 agents. This growth will be driven by high transaction volume, efficient commission structures, and leadership overrides.

5-Year Sales Revenue & Expenses - BALR BLAIR ALLEN DESCRIPTION

Y1

Y2

Y3

Y4

Y5

Total Admin Counts

2

2

2

2

2

Total Transaction Coordinator Counts

2

5

8

10

10

Total Other Staff Counts

5

11

12

12

12

Total Agents Counts

100

200

300

400

500

Total Staff Counts

109

218

322

424

524

Total Sales Closed

1,136

3,772

6,208

8,700

11,270

STAFF COUNTS

Total All Volume

$511,200,000 $1,697,400,00 $2,793,600,00 $3,915,000,00 $5,071,500,00

Total Listing Gross Commissions

$9,201,600

$30,553,200

$50,284,800

$70,470,000

$91,287,000

Total Buyers Gross Commissions

$6,134,400

$20,368,800

$33,523,200

$46,980,000

$60,858,000

Total All Combined Commissions

$15,380,349

$50,993,964

$83,959,831

$117,687,319

$152,430,883

Total BALR Commissions After Splits

$6,432,746

$20,839,879

$33,293,033

$45,576,836

$58,685,890

Total BALR Team Lead (President )Commis

$307,607

$1,019,879

$1,679,197

$2,353,746

$3,048,618

Total BALR Team Lead (EVP) Commissions

$153,803

$509,940

$839,598

$1,176,873

$1,524,309

Total Agent Commissions After Splits

$8,486,192

$28,624,266

$48,148,003

$68,579,863

$89,172,067

Total BALR Transaction Pack Per/Loan $

$562,320

$1,867,140

$3,072,960

$4,306,500

$5,578,650

$15,942,669

$52,861,104

$87,032,791

$121,993,819

$158,009,533

TOTAL COMBINED REVENUE (BALR)

BALR

Five-Year Growth Revenue BALR Breakdown (Assuming sliding scale Agent commissions): STAFF SALARIES - EXPENSES

Y1

Y2

Y3

Y4

Y5

Admin Salaries

$168,000

$173,040

$178,080

$183,120

$188,160

Transaction Coordinators

$39,000

$120,510

$222,600

$366,240

$403,200

Other Staff

$42,500

$109,180

$190,270

$209,280

$215,040

Total Combined Salaries Expenses

$249,500

$402,730

$590,950

$758,640

$806,400

Admin Commissions (Percent of Revenue)

$0

$0

$0

$0

$0

TC, ISA Commissions (Percent of Revenue)

$0

$0

$0

$0

$0

Team Lead Commissions (Percent of Revenue)

$0

$0

$0

$0

$0

Profit Sharing

$478,280

$1,585,833

$2,610,984

$3,659,815

$4,740,286

Profit Sharing

$8,486,192

$28,624,266

$48,148,003

$68,579,863

$89,172,067

Profit Sharing

$461,410

$1,529,819

$2,518,795

$3,530,620

$4,572,926

$9,425,882

$31,739,918

$53,277,782

$75,770,297

$98,485,279

$87,334

$238,628

$384,232

$530,215

$665,602

$0

$0

$0

$0

$0

Health Insurance (per employee)

$35,000

$73,500

$116,500

$140,000

$144,000

Total Tax & Benefits

$122,334

$312,128

$500,732

$670,215

$809,602

TOTALALL SALES SALARIES, COMMISSIONS, TAXES & BENEFITS

$9,797,716

$32,454,776

$54,369,464

$77,199,152

$100,101,281

Fixed & Variable Expenses

$464,860

$1,370,254

$2,236,682

$3,005,820

$3,778,663

Marekting & Advertising

$352,000

$701,450

$1,211,840

$1,234,400

$1,256,960

Capital & Other Expenses

$52,275

$152,636

$244,213

$344,820

$452,209

BAF Expenses

$1,554,840

$5,935,921

$9,697,207

$13,545,320

$17,509,449

TOTAL FIXED, VARIABLE, CAPITAL, DEBT & BAH-EXPENSES

$2,423,975

$8,160,262

$13,389,942

$18,130,360

$22,997,280

TOTAL ALL COMBINED EXPENSES

$12,221,691

$40,615,038

$67,759,406

$95,329,512

$123,098,562

Net Profit

$3,720,978

$12,246,067

$19,273,385

$26,664,307

$34,910,971

23%

23%

22%

22%

22%

Total Combined Commissions Expenses Tax (%) 401K Contribution Employer (%)

Gross Margin %

SUBSIDIARY BREAKDOWN

BALR

BREAKDOWN OF REVENUE AND OVERRIDES: PRESIDENT OVERRIDE (2%):

President 2%

The President receives 2% of all agent transactions, which reduces BALR’s total share.

EVP OVERRIDE (1%) EVPs receive 1% of all transactions closed by agents under their downline, reducing BALR’s total share.

REVENUE SUMMARY:

97%

AGENT COMMISSIONS: Agents receive 55% to 80% of their commission, depending on their performance tier.

BALR COMMISSIONS BALR retains 42% of agent commissions, 18% of EVP commissions, and 20% of the President’s commissions after accounting for leadership overrides

FIVE-YEAR GROWTH AND REVENUE ANALYSIS:

BY THE END OF YEAR FIVE, BALR WILL HAVE A PROJECTED 500 AGENTS CLOSING A TOTAL VOLUME OF $5 BILLION, GENERATING $150 MILLION IN TOTAL COMMISSIONS. AFTER ACCOUNTING FOR LEADERSHIP OVERRIDES, AGENT SPLITS AND DOC FEES, BALR IS EXPECTED TO EARN OVER $150 MILLION IN GROSS COMMISSIONS.

BAMP

INTRODUCING

Overview: BAPM provides property management services for residential, multi-family, and commercial properties, delivering a worry-free ownership experience. From tenant screening to maintenance coordination, BAPM ensures seamless operations tailored to client needs. Focused on high-growth rural and suburban markets, BAPM meets rising demand in underserved regions. Partnering with Blair Allen Capital (BAC), BAPM manages BAC-owned properties and specializes in HUD-VASH military housing programs in key markets like Rapid City, South Dakota (Ellsworth AFB), and Phoenix, Arizona (Luke AFB). It also collaborates with United Needs to provide housing solutions for veterans and active-duty military families.

Technology-Driven Excellence: BAPM leverages the Blair Allen ITSM platform to optimize operations through centralized data and automation. This system enables realtime communication with property owners and tenants, ensuring transparency and satisfaction. Predictive analytics and automated workflows streamline maintenance, tenant engagement, and compliance, reducing downtime and enhancing property performance. The ITSM platform supports managing BAC properties and housing solutions for veterans and military personnel through partnerships with United Needs.

Strategy: BAPM strengthens property management within the BAF ecosystem, partnering closely with BAC and United Needs. Managing BAC’s portfolio supports growth and profitability, while expertise in HUD-VASH programs establishes BAPM as a trusted provider near military bases like Ellsworth AFB and Luke AFB. Collaborating with United Needs, BAPM addresses housing needs for veterans and military families.

Training through Blair Allen University (BAU) ensures team members deliver exceptional service and scale operations effectively.

Target Market: BAPM targets property owners, developers, and investors in high-growth rural and suburban markets, particularly near military bases like Rapid City and Phoenix.

Through its partnership with United Needs, BAPM extends its services to veterans and active-duty personnel. By aligning with local market demands, BAPM positions itself as a leader in reliable, impactful property management.

BAPM

Blair Allen Property Management (BAPM): COMPREHENSIVE GROWTH & REVENUE

MODEL WITH TEAM COMPENSATION Overview: Blair Allen Property Management (BAPM) offers full-service property management solutions, specializing in residential, multifamily, and commercial properties in fast-growing rural markets.

As part of the Blair Allen Financial (BAF) ecosystem, which includes Blair Allen Luxury Real Estate (BALR), Blair Allen Mortgage (BAM), and Blair Allen Insurance (BAI), BAPM delivers a seamless, full-service experience for clients while generating multiple revenue streams.

Target Markets: BAPM’s primary focus is on rural, fast-growing regions with a high demand for property management services. These markets, often underserved by larger property management firms, include areas where BALR agents already have a presence, creating a strong foundation for BAPM’s services. Initial target markets are Montana, South Dakota, and Arizona, regions showing robust growth in both residential and commercial real estate.

SUBSIDIARY BREAKDOWN

BAPM

REVENUE STREAMS: BAPM generates revenue through three key services:

1 2 3

MANAGEMENT FEES: An 8% monthly fee based on an average rent of $1,817 per unit by Year 5.

LEASE-UP FEES: A one-time fee of $995 for securing new tenants.

MAINTENANCE FEES Estimated additional fees of $100 per unit annually for property maintenance services.

FIVE-YEAR GROWTH PLAN: BAPM aims to manage 3,000 units by the end of Year 5 through expanding its portfolio in rural and underserved markets. This growth will be driven by BAPM’s ability to offer exceptional service, leverage synergies across the BAF ecosystem, and enhance client satisfaction.

BAPM

TEAM COMPENSATION MODEL: BAPM’s compensation structure is designed to incentivize team members for performance and retention, aligning with the company’s growth objectives:

President & Regional Managers: Oversee operations on national and regional levels, focusing on team growth and strategic development.

Compensation includes a base salary and performancebased bonuses tied to company growth

Property Managers Earn a base salary plus performance bonuses based on units managed, tenant retention, and overall portfolio performance, incentivizing high occupancy rates and tenant satisfaction.

Leasing Agents: Receive a base salary and commission on each new lease signed, with additional bonuses for exceeding targets.

SUBSIDIARY BREAKDOWN

BAPM

REVENUE DRIVERS:

1 2 3

SCALABILITY As BAPM’s managed portfolio grows, management fees and lease-up revenues will scale proportionally, creating a reliable and predictable revenue stream.

SYNERGY ACROSS THE BLAIR ALLEN ECOSYSTEM: BAPM benefits from its close relationship with BALR, BAM, and BAI. BALR provides a pipeline of new properties, BAM assists with property financing and refinancing, and BAI offers tailored insurance solutions.

This integrated approach enhances client retention and increases revenue opportunities.

EFFICIENT OPERATIONS: The proprietary Blair Allen ITSM platform allows BAPM to manage a growing portfolio of properties efficiently. This technology enables realtime management, automated reporting, and tenant satisfaction tracking, minimizing operational costs.

CONCLUSION: BAPM is positioned to generate $6 million in revenue by the end of Year 5, supported by a robust portfolio of managed properties, an efficient team, and strategic synergies within the Blair Allen ecosystem. This growth is driven by an optimized team compensation model, expanding market presence, and the use of advanced technology to streamline operations.

BAPM 5-YEAR PROFORMA 5-Year Sales Revenue & Expenses - BAPM BLAIR ALLEN DESCRIPTION

Y1

Y2

Y3

Y4

Y5

Total Admin Counts

2

2

2

2

2

Agents or PM's

3

9

12

15

20

Other Staff

2

4

6

9

9

Total Staff Counts

7

15

20

26

31

Total All Company Revenues

$630,339

$1,949,668

$3,102,450

$4,225,584

$6,201,609

Admin Salaries

$102,000

$105,060

$108,120

$111,180

$114,240

Other Staff

$12,000

$24,720

$38,160

$57,225

$60,480

Total Combined Salaries Expenses

$179,000

$307,455

$488,130

$620,755

$804,720

Admin Commissions (Percent of Revenue)

$12,607

$38,993

$62,049

$84,512

$124,032

PM Commissions(Percent of Revenue)

$36,602

$126,183

$212,694

$302,473

$447,954

$0

$0

$0

$0

$0

Total Combined Commissions Expenses

$49,209

$165,176

$274,743

$386,985

$571,986

Tax (%)

$34,231

$70,895

$114,431

$151,161

$206,506

$0

$0

$0

$0

$0

Total Tax & Benefits

$34,231

$70,895

$114,431

$151,161

$206,506

TOTALALL SALES SALARIES, COMMISSIONS, TAXES & BENEFITS

$262,440

$543,526

$877,304

$1,158,901

$1,583,212

Fixed & Variable Expenses

$214,600

$576,364

$928,962

$1,280,124

$1,819,124

Marekting & Advertising

$40,000

$48,480

$160,680

$163,800

$166,920

TOTAL FIXED, VARIABLE, CAPITAL, DEBT & ROYALTYEXPENSES

$360,330

$920,108

$1,510,222

$1,990,639

$2,750,612

TOTAL ALL COMBINED EXPENSES

$622,771

$1,463,634

$2,387,526

$3,149,539

$4,333,824

Net Profit

$7,568

$486,034

$714,924

$1,076,045

$1,867,786

1%

25%

23%

25%

30%

Profit Sharing

401K Contribution Employer (%)

Gross Margin %

SUBSIDIARY BREAKDOWN

8

INTRODUCING

Overview: Blair Allen Mortgage (BAM) is a full-service mortgage provider operating across 42 states, partnering with over 120 mortgage investors to deliver customized home financing solutions. BAM offers a seamless experience for clients by integrating its services with BAF’s real estate and property management divisions.

This alignment streamlines the financing process for Blair Allen Luxury Realty (BALR) clients and Blair Allen Property Management (BAPM) tenants transitioning to homeownership. Additionally, BAM works in close collaboration with Blair Allen Insurance (BAI) to cross-sell insurance products, enhancing client satisfaction and delivering comprehensive financial solutions.

Technology-Driven Excellence: BAM leverages the Blair Allen ITSM platform to ensure efficient, compliant, and transparent loan processing. This advanced technology provides real-time updates to clients and mortgage investors, creating a hassle-free financing experience. Predictive analytics and automated workflows optimize underwriting, document management, and loan approvals, reducing turnaround times and ensuring compliance with regulatory standards. The ITSM platform enables BAM to align seamlessly with BALR and BAPM, ensuring clients receive a unified and efficient experience from property search to loan closing.

Strategy: BAM’s strategy focuses on building synergies within the Blair Allen Financial ecosystem while expanding its footprint in high-growth markets. By working closely with BALR and BAPM, BAM simplifies financing for homebuyers and property owners, creating opportunities to cross-sell BAI’s insurance products.

Through innovative Down Payment Assistance (DPA) programs and targeted training via Blair Allen University (BAU), BAM equips its team with the expertise to support a wide range of client needs, including underserved markets such as veterans and military personnel.

Target Market: BAM targets homebuyers, real estate investors, and property owners seeking tailored mortgage solutions in high-growth rural and suburban markets.

Special focus is given to regions with significant military populations, such as Rapid City, South Dakota, and Phoenix, Arizona. By aligning its offerings with BAF’s subsidiaries and leveraging partnerships with United Needs, BAM ensures a comprehensive, client-focused approach to home financing while supporting the unique needs of veterans and active-duty families.

BLAIR ALLEN MORTGAGE, LLC (BAM): COMPREHENSIVE GROWTH & REVENUE MODEL WITH TEAM COMPENSATION Blair Allen Mortgage (BAM) operates as a full-service mortgage company licensed in 42 states, offering tailored home financing solutions. With partnerships involving over 120 mortgage investors, BAM provides competitive options for customers, leveraging synergies within the Blair Allen Financial (BAF) ecosystem, including Blair Allen Luxury Real Estate (BALR), Blair Allen Property Management (BAPM), and Blair Allen Insurance (BAI).

TARGET MARKETS: BAM focuses on high-growth residential real estate markets, particularly in suburban and rural areas, where there is strong demand for home purchases. With licensing in 42 states, BAM can tap into multiple regional markets to drive loan volume and revenue growth.

REVENUE STREAMS: BAM generates revenue primarily through loan origination commissions. Each Mortgage Loan Officer (MLO) earns a 2.25%-2.75% commission on the loan amount, split 60/40 between the MLO (60%) and BAM (40%). Additional revenue streams include refinancing services and closing fees.

SUBSIDIARY BREAKDOWN

BAM KEY ASSUMPTIONS: 1. Average Home Value: $450,000 2. Commission per Loan: 2.25% of the loan amount 3. MLO Commission Split: 60% to MLO, 40% to BAM 4. Loans per MLO per Year: 30 loans 5. Revenue Target: $5 million in total revenue by Year 5

TEAM COMPENSATION MODEL: BAM’s compensation structure is designed to reward top-performing MLOs while ensuring consistent growth for the company.

President & Regional Managers: Oversee operations and growth strategies.

They

are

compensated

with

a

base

salary

and

performance-based bonuses tied to the company’s loan origination volume.

Mortgage Loan Officers (MLOs): MLOs receive 60% of the 2.25% commission on each loan they originate. With an expected average of 30 loans per year, top-performing MLOs are incentivized to drive significant revenue growth.

LOAN ORIGINATION BREAKDOWN: Average Loan Amount: $450,000 Commission per Loan: 2.25% Total Commission per Loan: $10,125 (2.25% of $450,000) MLO Share (60%): $6,075 BAM Share (40%): $4,050

BAM 5-YEAR PROFORMA 5-Year Sales Revenue & Expenses - BAM BLAIR ALLEN DESCRIPTION

Y1

Y2

Y3

Y4

Y5

Total Admin Counts

1

1

1

1

1

Total MLO Staff Counts

10

20

30

40

50

Total Other Staff Counts

2

2

4

5

5

Total Staff Counts

13

23

35

46

56

300

600

900

1,200

1,500

Total All Xpert Lending Fees

$313,500

$627,000

$940,500

$1,254,000

$1,567,500

All MLO Revenues

$1,822,500

$3,645,000

$5,467,500

$7,290,000

$9,112,500

BAM Company Revenues

$1,215,000

$2,430,000

$3,645,000

$4,860,000

$6,075,000

BAM Company Referral Fees

$60,000

$120,000

$180,000

$240,000

$300,000

All BAM Company Revenues

$1,275,000

$2,550,000

$3,825,000

$5,100,000

$6,375,000

Admin Salaries

$96,000

$98,880

$101,760

$104,640

$107,520

$120

$247

$382

$523

$672

Other Staff

$78,000

$80,340

$139,920

$196,200

$201,600

Total Combined Salaries -Expenses

$174,120

$179,467

$242,062

$301,363

$309,792

Admin Commissions

$38,250

$76,500

$114,750

$153,000

$191,250

Processor/Underwriter Commissions

$38,250

$76,500

$114,750

$153,000

$191,250

Other Commissions

$0

$0

$0

$0

$0

Profit Sharing

$0

$0

$0

$0

$0

Total Combined Staff Expenses

$76,500

$153,000

$229,500

$306,000

$382,500

Tax (%)

$37,593

$49,870

$70,734

$91,104

$103,844

$0

$0

$0

$0

$0

Health Insurance

$78,000

$138,000

$210,000

$276,000

$336,000

Total Tax & Benefits

$115,593

$187,870

$280,734

$367,104

$439,844

TOTAL SALARIES, COMM, TAXES BENEFITS

$366,213

$520,337

$752,296

$974,468

$1,132,136

Fixed & Variable Expenses

$271,088

$426,627

$660,403

$826,808

$986,381

Marekting & Advertising

$75,000

$90,900

$241,020

$396,900

$404,460

Capital & Other Expenses

$19,500

$15,150

$18,540

$17,325

$16,050

BAH Management Fees

$184,750

$401,701

$544,351

$687,001

$829,651

TOTAL FIXED, VARIABLE, CAPITAL, EXPENSES

$550,338

$934,378

$1,464,313

$1,928,034

$2,236,541

TOTAL EXPENSES

$916,551

$1,454,715

$2,216,609

$2,902,502

$3,368,677

Net Profit

$358,449

$1,095,285

$1,608,391

$2,197,498

$3,006,323

28%

43%

42%

43%

47%

REVENUE COUNTS Total All Loans Closed

MLO's

401K Contribution Employer (%)

Gross Margin %

SUBSIDIARY BREAKDOWN

8

INTRODUCING

I NI SN US RU AR NA CN EC E Overview: Blair Allen Insurance (BAI) provides a comprehensive range of insurance products, including auto, home, business, life, and health policies. With access to over 30 national carriers, BAI delivers tailored solutions to meet the unique needs of clients across high-growth rural and suburban markets. By aligning closely with other BAF subsidiaries, BAI offers personalized insurance options integrated seamlessly into the mortgage and property purchase process, enhancing client convenience and satisfaction.

Technology-Driven Excellence: BAI utilizes the Blair Allen ITSM platform to centralize client data and streamline operations. This advanced technology enables BAI to anticipate client needs, optimize policy recommendations, and deliver real-time updates. By integrating with BAM and BALR, the ITSM platform allows BAI to provide insurance products as part of a unified service experience, ensuring efficiency and transparency throughout the customer journey. Automated workflows and predictive analytics also support compliance, risk management, and competitive pricing, enhancing BAI’s ability to meet client expectations.

Strategy: BAI’s strategy emphasizes collaboration with BAM, BALR, and BAPM to create a seamless ecosystem where clients can access insurance as an integral part of their financial and property transactions. This synergy not only enhances the client experience but also maximizes cross-selling opportunities within the BAF ecosystem.

Additionally, BAI targets underserved rural and suburban markets, providing tailored insurance solutions to support growing communities and unique demographics, such as military families and veterans. Training through Blair Allen University (BAU) ensures BAI’s team members are well-equipped to deliver exceptional service and adapt to evolving client needs.

Target Market: BAI serves homeowners, real estate investors, and businesses in highgrowth rural and suburban regions, focusing on areas like Rapid City, South Dakota, and Phoenix, Arizona. These markets, with their expanding military presence and economic growth, offer significant opportunities for personalized insurance solutions.

Through partnerships with United Needs, BAI also addresses the unique needs of veterans and active-duty military personnel, reinforcing its commitment to delivering reliable and impactful insurance services.

Subsidiary Breakdown

BLAIR ALLEN INSURANCE, LLC (BAI): COMPREHENSIVE GROWTH & REVENUE MODEL WITH TEAM COMPENSATION Blair Allen Insurance (BAI) is a full-service insurance brokerage licensed in 23 states, with over 30 direct carrier relationships. BAI specializes in providing personalized insurance solutions across auto, homeowners, business, life, and health policies, focusing on underserved rural and suburban markets. To further enhance its offerings, BAI is exploring partnerships with top insurance aggregators like ISU Steadfast. Integrated within the Blair Allen Financial (BAF) ecosystem—including Blair Allen Luxury Real Estate (BALR), Blair Allen Mortgage (BAM), and Blair Allen Property Management (BAPM)—BAI has access to unique cross-selling opportunities, boosting client satisfaction and business growth.

TARGET MARKETS: BAI targets rural and suburban regions where personalized insurance services are in high demand. The initial markets include states such as Montana, South Dakota, and Arizona, where Blair Allen's other services have already established a strong presence.

SUBSIDIARY BREAKDOWN

BAI REVENUE STREAMS: BAI generates revenue from commissions on various types of insurance policies, creating a diversified income stream across auto, homeowners, business, life, and health policies.

POLICY BREAKDOWN AND COMMISSION STRUCTURE:

Policy Type

Average Annual Premium

Commission Rate

Commission per Policy

Portfolio Share

Auto Insurance

$2,400

10%

$240

35%

Homeowners Insurance

$1,800

15%

$270

30%

Business Insurance

$3,500

15%

$525

20%

Life Insurance

$1,000 (one-time)

20%

$200

10%

Health Insurance

$6,000

3.5%

$210

5%

TEAM COMPENSATION MODEL President & Regional Managers: Oversee national and regional operations, focusing on team growth and company expansion. Compensation includes a base salary plus performance-based bonuses.

Insurance Agents: Agents are expected to write 60 policies per month. They earn commissions on each policy sold and receive additional compensation based on performance and company revenue growth.

Support Team: Virtual assistants and administrative staff handle policy renewals and customer service, allowing agents to concentrate on new customer acquisition and policy sales.

FIVE-YEAR GROWTH & REVENUE PROJECTIONS: The following projections outline BAI's expected growth in agents, customer acquisition, policy sales, and total revenue over the next five years:

Recurring Revenue Breakdown in Year 5: 1. Total Revenue: $13,761,430 2. Agent Payout (15%): $1,749,585 3. President Payout (10%): $975,063 4. Admin Payout (2%): $233,278 5. BAI Retained Revenue (73%): $10,803,504

SUBSIDIARY BREAKDOWN

BAI REVENUE DRIVERS

1

High-Performing Agents: Each agent is expected to acquire 20 new customers per month, generating 60 policies per month, contributing to substantial revenue growth.

2

Expanded Carrier Relationships: With over 30 direct carrier partnerships, BAI agents can offer competitive insurance products, increasing the likelihood of closing sales and retaining customers.

3

Strategic Synergy: BAI benefits from cross-selling opportunities within the Blair Allen Financial ecosystem, driving additional revenue through referrals from BALR, BAM, and BAPM.

4

Efficient Operations: The use of virtual assistants and the Blair Allen ITSM platform enables efficient policy processing, allowing agents to focus on client acquisition and sales.

CONCLUSION: Blair Allen Insurance (BAI) is on track to achieve $13 million in annual revenue by the end of Year 5. By expanding its agent network, leveraging direct carrier relationships, and forming strategic partnerships with aggregators, BAI will continue to grow its portfolio and customer base in rural and suburban markets.

Through efficient operations and strong compensation incentives, BAI is well-positioned to become a leading provider of personalized insurance solutions.

BAI 5-YEAR PROFORMA 5-Year Sales Revenue & Expenses - BAI BLAIR ALLEN DESCRIPTION

Y1

Y2

Y3

Y4

Y5

Total Admin Counts

1

1

1

1

1

Total Agents Staff Counts

5

10

15

20

25

Total Training/Recruitin Staff Counts

5

8

12

12

12

Total BDR Counts

5

10

15

20

25

Total Staff Counts

16

29

43

53

63

Total Cumulative Policies

3,600

10,800

21,600

36,000

54,000

Total Premiums

$6,187,896

$23,799,600

$52,835,112

$93,294,432

$145,177,560

Cumulative Auto Policies

$144,144

$554,400

$1,230,768

$2,173,248

$3,381,840

Cumulative Homeowners Policies

$138,600

$534,600

$1,186,812

$2,095,632

$3,261,060

Cumulative Business Policies

$180,180

$693,000

$1,538,460

$2,716,560

$4,227,300

Cumulative Healthl Policies

$18,018

$69,300

$153,846

$271,656

$422,730

New Life Policies

$72,000

$144,000

$216,000

$288,000

$360,000

Blair Allen Capital

$4,930

$20,275

$19,425

$13,970

$10,973

Carrier Bonuses From Commissions

$44,235

$159,624

$778,659

$1,358,117

$2,097,527

TOTAL ALL POLICY COMMISSIONS

$602,107

$2,175,199

$5,123,970

$8,917,183

$13,761,430

Admin Salaries

$96,000

$98,880

$101,760

$104,640

$107,520

Agents

$300,000

$618,000

$954,000

$1,308,000

$1,680,000

Other Staff

$88,000

$131,840

$203,520

$287,760

$295,680

Total Combined Salaries Expenses

$484,000

$848,720

$1,259,280

$1,700,400

$2,083,200

Admin Commissions

$11,157

$40,312

$86,906

$151,181

$233,278

Agent Commissions

$83,681

$302,336

$651,797

$1,133,860

$1,749,585

Other Commissions

$45,514

$164,438

$363,198

$631,888

$975,063

Total Combined Commissions Expenses

$140,353

$507,086

$1,101,901

$1,916,929

$2,957,926

Tax (%)

$93,653

$203,371

$354,177

$542,599

$756,169

401K Contribution Employer (%)

$0

$0

$0

$0

$0

Health Insurance

$58,000

$103,500

$152,000

$198,000

$228,000

Total Tax & Benefits

$151,653

$306,871

$506,177

$740,599

$984,169

Total STBE

$776,006

$1,662,677

$2,867,358

$4,357,928

$6,025,295

Fixed & Variable Expenses

$261,064

$393,444

$593,808

$775,234

$935,754

Marekting & Advertising

$60,000

$72,720

$154,500

$466,200

$475,080

Capital & Other Expenses

$16,500

$12,120

$13,905

$7,875

$8,025

Total Management Expenses

$162,148

$316,968

$584,758

$928,547

$1,366,929

TOTAL FIXED, VARIABLE, CAPITAL EXPENSES

$499,712

$795,252

$1,346,971

$2,177,856

$2,785,788

TOTAL ALL COMBINED EXPENSES

$1,275,717

$2,457,929

$4,214,329

$6,535,784

$8,811,083

Net Profit

($673,610)

($282,730)

$909,641

$2,381,399

$4,950,347

Gross Margin %

-112%

-13%

18%

27%

36%

SUBSIDIARY BREAKDOWN

INTRODUCING

TECHNOLOGIES

Overview: Blair Allen Technologies (BAT) is the innovation engine behind Blair Allen Financial, developing and maintaining the proprietary Blair Allen ITSM platform. This technology unifies operations across all subsidiaries—Blair Allen Luxury Realty (BALR), Blair Allen Property Management (BAPM). Blair Allen Mortgage (BAM), Blair Allen Insurance (BAI), and Blair Allen Capital, LLC (BAC)—ensuring seamless data integration, automated workflows, and regulatory compliance. BAT’s solutions streamline client journeys from property acquisition to investment management, establishing BAF as a leader in tech-enabled financial services.

Technology-Driven Excellence: The Blair Allen ITSM platform is BAT’s core innovation, designed to enhance efficiency, compliance, and client satisfaction. By automating key processes like underwriting, compliance checks, and policy renewals, the platform reduces service delivery times by 50%. Real-time updates and predictive analytics provide clients and employees with actionable insights, while the platform’s robust architecture ensures seamless integration across all BAF subsidiaries. BAT’s cuttingedge technology transforms traditionally siloed services into a unified, client-centric ecosystem.

Strategy: Blair Allen Technologies focuses on continuous innovation to scale BAF’s operations and adapt to evolving market demands. BAT ensures seamless collaboration across subsidiaries by enhancing ITSM features and introducing tools like predictive analytics engines. With a commitment to efficiency and client satisfaction, BAT enables BAF to expand into new geographic and service markets while maintaining operational excellence. The platform’s scalability supports BAF’s growth without significant infrastructure investment, making it a cornerstone of the company’s expansion strategy.

Target Market: Blair Allen Technologies serves both internal and external stakeholders. Internally, BAT supports the needs of BAF’s subsidiaries, ensuring smooth operations and enhanced client experiences. Externally, BAT positions its franchise-ready ITSM platform as a solution for partners aiming to adopt an integrated financial services model. As BAF expands its presence in 42 states, BAT’s technology scales to meet the diverse needs of rural, suburban, and urban markets, delivering reliable and efficient service across all regions.

FOR MORE INFORMATION REFER TO PAGES 40-60

BAT 5-YEAR PROFORMA 5-Year Sales Revenue & Expenses - BAT BLAIR ALLEN DESCRIPTION

Y1

Y2

Y3

Y4

Y5

TOTAL ALL CUMULATIVE # OFUSERS

159

310

453

590

725

Total Admin Counts

1

1

1

1

1

Total Sales Counts

4

5

6

7

8

Total Marketing Counts

8

10

12

14

16

Total Customer Service Counts

2

6

9

12

15

Total IT Counts

0

0

0

0

0

Total Staff Counts

15

22

28

34

40

Total All Rolling (MRR) Revenues

$237,000

$607,600

$968,400

$1,321,400

$1,664,000

Total All BAF Management Revenues

$336,000

$336,000

$336,000

$336,000

$336,000

Total All BAF Marketing Revenues

$336,000

$336,000

$336,000

$336,000

$336,000

TOTAL ALL COMBINED REVENUES

$909,000

$1,279,600

$1,640,400

$1,993,400

$2,336,000

Total Administrative Salaries

$120,000

$123,600

$127,200

$130,800

$134,400

Total Sales Salaries

$60,000

$80,855

$89,570

$98,645

$108,080

Total Marketing Staff Salaries

$98,000

$118,450

$134,620

$151,510

$169,120

Total Customer Services Salaries

$67,000

$90,640

$130,380

$173,310

$218,400

Total Combined Salaries Expenses

$345,000

$413,545

$481,770

$554,265

$630,000

Admin Commission (Percent of Revenue)

$9,480

$24,304

$38,736

$52,856

$66,560

Sales Commission (Percent of Revenue)

$7,110

$18,228

$29,052

$39,642

$49,920

Total Combined Commissions - Expenses

$16,590

$42,532

$67,788

$92,498

$116,480

Tax (%)

$43,391

$54,729

$65,947

$77,612

$89,578

401K Contribution Employer (%)

$0

$0

$0

$0

$0

Health Insurance (per employee)

$62,500

$99,500

$135,000

$171,000

$207,000

Total Tax & Benefits

$105,891

$154,229

$200,947

$248,612

$296,578

TOTAL ALL SALES SALARIES, COMMISSIONS, TAXES & BENEFITS

$467,481

$610,306

$750,505

$895,375

$1,043,058

Fixed & Variable Expenses

$358,250

$539,600

$558,810

$586,350

$613,890

Marekting & Advertising

$416,500

$563,580

$574,740

$585,900

$597,060

COGS - Monthly Account Seats Expenses

$135,090

$349,795

$568,548

$790,858

$1,014,874

Capital & Other Expenses

$16,500

$7,777

$6,798

$6,930

$7,062

TOTAL FIXED, VARIABLE, CAPITAL, DEBT & ROYALTY-EXPENSES

$926,340

$1,460,752

$1,708,896

$1,970,038

$2,232,886

TOTAL ALL COMBINED EXPENSES

$1,393,821

$2,071,059

$2,459,401

$2,865,412

$3,275,943

Net Profit

($484,821)

($791,459)

($819,001)

($872,012)

($939,943)

-53%

-62%

-50%

-44%

-40%

Net Margin %

SUBSIDIARY BREAKDOWN

8

INTRODUCING

CAPITAL

Overview: Blair Allen Capital (BAC) is the real estate investment arm of Blair Allen Financial, specializing in identifying, acquiring, and transforming underperforming real estate assets in high-growth secondary markets across the United States.

Operating on a short-term buy-improve-sell model, BAC focuses on single-family residences (SFR), multifamily housing, and mobile home parks, with a mission to deliver a 65% average margin per transaction after disposition expenses. By leveraging creative financing techniques, including owner-financing options, BAC minimizes upfront costs while maximizing returns. Concentrating its operations in key regions such as Arizona, Texas, and Montana—where housing demand has risen by 20% year-over-year—BAC capitalizes on market trends to deliver consistent, highyield returns for investors.

Technology Advantage: BAC’s competitive edge is powered by the proprietary Blair Allen ITSM platform, which integrates real-time property analytics, automated workflow management, and advanced compliance checks. The platform offers insights into property performance, regional market trends, and buyer preferences, enabling BAC to make data-driven investment decisions with precision. For example, the platform’s predictive analytics have reduced acquisition timelines by 30% and improved property valuation accuracy by 18%, ensuring optimal purchase and sale prices. Integrated compliance systems ensure all transactions adhere to local, state, and federal regulations, reducing legal risks and expediting the closing process by an average of 25%, compared to industry standards.

Strategy: BAC employs a clear, disciplined strategy to maximize return on investment (ROI) through short-term property transformations. Properties are acquired offmarket in high-demand secondary markets using creative financing structures, allowing BAC to deploy minimal capital while maintaining high leverage. Targeted improvements, such as renovations and modernized amenities, are completed within 12–36 months. Post-renovation, assets are sold at a premium, achieving an average target margin of 65%. BAC focuses on properties with high value-add potential in markets with strong job growth, low unemployment (below 4%), and population growth rates exceeding 5% annually, ensuring sustainable investor returns.

BAC

EXECUTIVE SUMMARY Blair Allen Capital, LLC (BAC) is a wholly owned subsidiary of Blair Allen Financial (BAF), serving as its dedicated real estate investment and development arm. Specializing in short-term acquisitions, redevelopment, and value-add strategies, BAC targets underperforming commercial and residential properties with a hold period of 36 months or less, executing high-yield investment strategies to maximize returns. Acting as the General Partner (GP) in all transactions, BAC leverages creative financing structures, capital solutions, and innovative redevelopment approaches to enhance asset value and drive investor profitability.

As part of the Blair Allen family of companies, BAC operates within a fully integrated investment ecosystem. Assets are sourced through Blair Allen Luxury Real Estate (BALR), financed by Blair Allen Mortgage (BAM), insured through Blair Allen Insurance (BAI), and managed by Blair Allen Property Management (BAPM).

Additionally, BAC collaborates with Blair Allen Capital Fund (BACF) to expand its capital access and acquisition capacity, reinforcing its ability to identify, reposition, and scale investment opportunities with efficiency and precision.

SUBSIDIARY BREAKDOWN

BAC BAC'S INVESTMENTS FOCUS ON: Class C to Class B conversions through valueadd renovations Wholesaling & distressed property repositioning Commercial asset repurposing, including hotelto-multifamily and cold storage conversions Single-family

redevelopment

&

community

revitalization projects

12%+

IRR

Each opportunity is rigorously analyzed using our proprietary scoring model, ensuring that investments deliver a compounded 12%+ IRR over a five-year horizon. The Blair Allen Financial (BAF) Credit Committee provides final approval on all transactions to uphold financial discipline and risk mitigation.

With a leadership team that has transacted on over 200 properties in the past decade, spearheaded by Josiah LaFrance, BAC is positioned as an industry leader in real estate investment innovation.

INVESTMENT STRATEGY & ACQUISITION MODEL SHORT-TERM, HIGH-YIELD ACQUISITIONS BAC targets underperforming or undervalued real estate assets that can be repositioned, redeveloped, or repurposed within 36 months for maximum capital appreciation.

TARGET ASSET CLASSES Multifamily Conversions: Upgrading Class C assets to Class B through renovations & improved management Distressed Properties: Acquiring underutilized assets at discount pricing for resale or repositioning Commercial Redevelopment: Hotel-to-multifamily and cold storage conversions for logistics demand Single-Family Investment: Strategic neighborhood revitalization and resale

KEY MARKET FOCUS BAC invests in thriving rural markets with strong economic fundamentals, including: Military communities with stable tenant demand Underserved rural growth corridors with rising population & job markets Emerging secondary & tertiary markets with lower acquisition costs and higher yield potential SUBSIDIARY BREAKDOWN

FINANCING & CAPITAL STRATEGY As the General Partner (GP), BAC structures investments through a combination of debt, equity, and creative financing solutions, including: Contract for Deed (CFD) and Seller Financing Structures to minimize cash outlay Bridge Financing & Private Lending to maximize deal volume Joint Venture (JV) Partnerships with BACF & institutional investors for larger transactions Traditional Commercial & Agency Loans sourced through Blair Allen Mortgage (BAM)

BAC ensures risk-adjusted returns through comprehensive financial modeling, leveraging Blair Allen Technologies (BAT) to evaluate cap rates, rent growth, market trends, and liquidity analysis in real-time.

TECHNOLOGY-DRIVEN INVESTMENT EXECUTION: BAC integrates the Blair Allen Technologies (BAT) ITSM Framework to:

1. Identify Opportunities – AI-powered analytics screen potential acquisitions for value-add potential 2. Optimize Capital Structure – Real-time financing solutions reduce cost of capital & improve cash flow 3. Streamline Property Management – Automated tenant tracking, maintenance alerts, and rental analytics improve operational efficiency 4. Enhance Asset Disposition – AI-driven market timing insights maximize sale price upon exit

BUSINESS MODEL

BAC

BLAIR ALLEN ECOSYSTEM: INTEGRATED VALUE CREATION BAC benefits from exclusive vertical integration within the Blair Allen Family of Companies, ensuring seamless deal flow, cost efficiency, and risk mitigation across all transactions:

Blair Allen Luxury Real Estate (BALR) → Sources off-market deals & executes sales strategies Blair Allen Mortgage (BAM) customized financing solutions

→

Blair Allen Insurance (BAI) management & protection

Ensures

→

Provides

risk

Blair Allen Property Management (BAPM) → Optimizes asset performance & NOI Blair Allen Capital Fund (BACF) → Co-investment & institutional capital sourcing This integration eliminates inefficiencies while creating multiple revenue streams for BAC and its stakeholders.

SUBSIDIARY BREAKDOWN

BAC

FINANCIAL TARGETS & INVESTMENT RETURNS BAC’s investment framework is structured to generate superior riskadjusted returns through:

12%+ compounded IRR over 5 years on most investments Value-add appreciation & forced equity growth through active repositioning Predictive financial modeling & mitigation using BAT ITSM analytics

risk

PATH TO REIT CONVERSION BACF is targeting a $100M capital raise to scale operations and transition into a publicly traded REIT, providing investors with:

Liquidity & exit flexibility Diversified, recession-resistant portfolio exposure Institutional-grade risk management & yield stability

COMPETITIVE ADVANTAGE:

WHY BAC?

1

Exclusive Off-Market Deal Flow – Direct sourcing

2

Integrated Capital & Finance Structure – Access to

3

Technology-Driven

4

Vertical Market Synergies – Full-service ecosystem

5

Experienced

via BALR & industry relationships creates firstmover advantage

BAM’s financing solutions lowers capital costs & improves deal volume Decision

Making

–

AI-

enhanced underwriting ensures data-backed, riskmitigated investments

reduces

costs,

accelerates

execution,

and

maximizes returns

property

Leadership

acquisitions

–

200+

successful

under

Josiah

LaFrance’s

leadership demonstrate proven expertise

SUBSIDIARY BREAKDOWN

BAC

BAC 5-YEAR PROFORMA 5-Year Sales Revenue & Expenses - BAC BAC 5 Year Forecast

YR1

YR2

YR3

YR4

YR5

Rent

$413,336

$2,031,742

$2,130,098

$1,453,176

$1,259,663

Property Sales

$2,217,428

$3,598,224

$7,591,561

$15,660,926

$14,294,150

Total Income $2,630,764

$5,629,966

$9,721,659

$17,114,102

$15,553,812

REVENUE

EXPENSES Admin/Tech/Marketing

$129,000

$129,000

$129,000

$129,000

$129,000

Legal Fees

$13,500

$18,000

$21,000

$18,000

$21,000

PM Fees (BAPM)

$33,067

$162,539

$170,408

$116,254

$100,773

Property Insurance (BAI)

$32,867

$135,167

$129,500

$93,133

$73,150

Property Taxes

$18,503

$73,358

$80,440

$83,566

$57,267

Repair & Maintenance

$5,500

$6,000

$6,000

$6,000

$6,000

BAF 2 / 20 Fees

$363,495

$552,388

$738,441

$1,366,947

$1,158,225

President Fee

$361,657

$567,721

$771,512

$1,941,201

$1,660,462

Total Operating Expenses

$957,588

$1,091,785

$1,307,860

$2,387,154

$2,047,653

Operating Income

$1,673,176

$4,538,181

$8,413,799

$14,726,948

$13,506,160

Purchase Outlay $1,047,836

$1,128,570

$1,193,041

$263,829

$265,726

CAPITAL EXPENDITURES

Acquisition Closing Costs

$60,000

$70,000

$80,000

$30,000

$35,000

Renovation/Construction Costs

$435,000

$1,310,000

$1,107,500

$825,000

$518,750

Exit Closing Costs

$66,523

$107,947

$227,747

$393,928

$306,724

Debt Servicing Interest

$119,818

$426,139

$490,073

$472,825

$321,220

$0

$0

$0

$0

$0

$2,955,184

$5,032,824

$7,870,588

$9,362,123

$7,702,709

TOTAL ALL EXPENSES $3,912,772

$6,124,609

$9,178,448

$11,749,277

$9,750,361

Net Profit

$991,835

$2,624,095

$6,508,479

$13,005,195

$12,324,465

38%

47%

67%

76%

79%

Debt Paid Total Cap Ex Costs

Net Margin %

8

INTRODUCING

UNIVERSITY Overview: Blair Allen University (BAU) is the cornerstone of BAF’s commitment to employee excellence and professional growth. BAU offers comprehensive training programs tailored to the needs of each role, ensuring employees across all subsidiaries—Blair Allen Luxury Realty (BALR), Blair Allen Mortgage (BAM), Blair Allen Insurance (BAI), and Blair Allen Property Management (BAPM)—gain the skills and knowledge needed to succeed. By providing role-specific training, leadership development, and cross-functional learning opportunities, BAU builds a highperforming workforce that drives BAF’s success.

Technology-Driven Excellence: BAU integrates the proprietary Blair Allen ITSM platform into its training programs, enabling employees to access interactive, gamified modules designed to enhance engagement and retention. Real-time dashboards track progress, offer feedback, and guide employees through personalized learning paths. Gamified features such as leaderboards, points, and milestone badges encourage participation while financial rewards like bonuses and stock options incentivize achievement. This innovative approach ensures employees are not only trained but motivated to excel in their roles.

Strategy: Blair Allen University aligns its training programs with BAF’s business objectives, creating a workforce that can adapt to industry trends and client demands. BAU focuses on role-specific education while encouraging horizontal learning, allowing employees to explore areas beyond their core competencies.

Leadership development programs prepare high-potential team members for managerial and executive roles, reinforcing BAF’s commitment to promoting from within. Additionally, BAU’s emphasis on compliance ensures employees stay ahead of regulatory changes, minimizing risks and maintaining operational excellence.

Target Market: BAU serves as the training hub for all BAF subsidiaries, targeting employees across real estate, mortgage, insurance, and property management sectors. Special attention is given to cross-functional and leadership training, ensuring employees are equipped to deliver seamless, integrated client experiences.

By leveraging BAU’s programs, BAF enhances team performance, reduces turnover, and builds a robust talent pipeline to support its expansion into 42 states and highgrowth markets.

8

INTRODUCING

$20M 501C3 Seeking Grants-Donor Funds

UNITED NEEDS

Overview: United Needs is a 501(c)(3) nonprofit organization focused on empowering veterans, active military personnel, and their families by providing stable housing, financial education, and pathways to wealth creation. Partnering with BAF, United Needs integrates resources from subsidiaries like Blair Allen Luxury Realty (BALR), Blair Allen Mortgage (BAM), and Blair Allen Property Management (BAPM) to deliver affordable rental options, down payment assistance, and real estate investment opportunities. This initiative aims to transform lives by fostering economic independence and generational wealth for underserved communities.

Technology Advantage: Using the Blair Allen ITSM platform, United Needs streamlines participant progress tracking, housing allocation, and financial education delivery. The platform ensures seamless integration across BAF subsidiaries, providing real-time updates on available services and automating workflows for housing and financial assistance applications. This technology allows United Needs to scale its impact efficiently while maintaining transparency and accountability.

Strategy: United Needs focuses on aligning its programs with BAF’s broader ecosystem to provide veterans with comprehensive support. By connecting participants to affordable rentals, VA-qualified homes, and financial literacy programs, the organization empowers families to transition from housing insecurity to long-term stability. Partnerships with organizations like the United Veterans Foundation expand outreach, while regional efforts target military hubs like South Dakota and Arizona to address housing and economic disparities.

Target Market: Serving veterans, active-duty personnel, and their families, United Needs prioritizes communities facing housing instability and economic challenges.

With a focus on military-concentrated regions like Arizona and South Dakota, the initiative tailors services to create lasting economic stability and wealth-building opportunities for those who have served.

8

$100M

INTRODUCING

Seeking PE Funds Separately

CAPITAL

FUND

Overview: Blair Allen Capital Fund (BACF) is a Delaware C-Corp that operates as a long-term investment fund focused on transforming "B-Class" properties into luxury "A-Class" assets. Partnering with high-end luxury brands, BACF adds value through tailored renovations, targeting affluent buyers and renters in primary and secondary markets. With a 7-10 year investment horizon, BACF aims to provide consistent annual dividends and a projected IRR of 15-17%, making it an attractive option for long-term investors seeking stable, high-yield returns.

Technology Advantage: The Blair Allen ITSM platform supports BACF’s property

{{ transformation process by offering data-driven insights into high-value markets and luxury property trends. Predictive analytics tools guide investment decisions, while workflow automation ensures project timelines remain efficient and costeffective. Integrated reporting features provide investors with real-time updates on portfolio performance, increasing transparency and trust.

Strategy:

BACF’s strategy centers on acquiring undervalued "B-Class" assets in

regions with growing demand for luxury housing. By collaborating with premium brands, BACF enhances the properties’ value and market appeal, targeting affluent buyers and renters. The fund’s long-term investment approach balances stable annual

dividends

with

high-growth

potential,

focusing

on

properties

in

economically robust markets. BACF actively seeks institutional partnerships to expand its reach and ensure sustained fund performance.

Target Market:

BACF focuses on primary and secondary markets experiencing

strong economic growth, high-income demographics, and increasing demand for luxury housing. Key target regions include metropolitan areas like Phoenix and Nashville, along with thriving rural communities such as Billings and Rapid City, where buyers and renters seek upscale living options. By strategically aligning investments with affluent clientele, BACF establishes itself as a leader in luxury property transformation and high-yield real estate investment.

FOR FINANCIAL BREAKDOWN, REFER TO BACF BUSINESS PLAN

COMPARATIVE ANALYSIS: BAF VERSUS THE COMPETITION

Blair Allen Financial (BAF) differentiates itself as a nextgeneration real estate and financial services ecosystem through its vertically integrated business model. Unlike competitors such as Keller Williams, Compass, Zillow, CryeLeike, The Place, and emerging players like Backflip, Waltz, qbiq, ValueBase, Vyzr, Roam, Finresi, and Downpayments, BAF operates across multiple verticals, including real estate brokerage, mortgage lending, insurance, property management, technology, and capital investment. This comprehensive structure allows BAF to provide an end-toend solution, capturing value at each stage of the customer lifecycle while offering team members a wealth-building opportunity through its Equity Participation Program.

The competition is largely fragmented, with companies like Keller Williams relying on franchise-based models and Compass leading in tech-enabled luxury markets. Zillow dominates the digital real estate space, while Crye-Leike remains focused on traditional brokerage and regional markets. The Place offers a technology-driven subscription model for agents, while new players like Backflip, Waltz, qbiq, and others are targeting niche areas of the real estate market without the vertical integration that defines BAF.

By integrating multiple services and focusing on capital management as well as traditional real estate services, BAF is positioned to disrupt the market, providing investors and stakeholders with a compelling value proposition for sustainable, scalable growth.

KEY TAKEAWAYS: Blair Allen Financial (BAF) offers a fully vertically integrated ecosystem, including real estate, mortgage lending, insurance, property management, technology, and capital investment.

This comprehensive model allows BAF to generate multiple revenue streams, reduce dependency on any one sector, and increase resilience against market volatility.

Keller Williams is the largest real estate company by agent count, with a focus on empowering agents through a franchise-based model and commission-driven revenue.

However, it lacks the seamless integration of financial services and capital investment that BAF offers.

Compass excels in luxury and urban real estate markets, utilizing a tech-driven model to support agent productivity.

However, its business remains heavily dependent on real estate commissions and lacks BAF's multi-vertical integration and capital management focus.

COMPETITIVE ANALYSIS

KEY TAKEAWAYS CONT..

Zillow dominates the digital real estate marketplace, with strong capabilities in iBuying, digital advertising, and lead generation. However, Zillow's fragmented model lacks the holistic service offerings and vertically integrated structure of BAF, limiting its ability to fully capitalize on the entire client lifecycle.

Crye-Leike operates as a traditional full-service brokerage with ancillary services like mortgage, insurance, and property management, but lacks the technology focus and scalability of BAF’s integrated model.

The Place is a tech-driven platform focused on agent support through a subscription-based model. While innovative, it does not offer capital investment services or the multi-vertical integration that differentiates BAF. Emerging competitors like Backflip, Waltz, qbiq, ValueBase, Vyzr, Roam, Finresi, and Downpayments focus on specialized areas like PropTech, mortgage, and real estate investment, but they lack the breadth of services and integrated approach that BAF provides. These companies are still scaling, with valuations and funding limited compared to BAF's vertically integrated, capital-focused structure.

FORMATION, REVENUES, & VALUATION: CAPITAL RAISED PRE-IPO

ESTIMATED VALUATION (2023)

TOTAL EMPLOYEE/ AGENT COUNTS

COMPANY

YEAR FOUNDED

PUBLIC/ PRIVATE

ANNUAL REVENUE (2023)

BAF

2023

Private

< $1M

<$1M

$50M

~250

Keller Williams

1983

Private

$180M

N/A

$2.0B

191,000+

Compass

2012

Public

$5.0B

$1.5B

$2.99B

4,900+

Zillow Group

2004

Public

$2.7B

$57M

$14.9B

5,800+

Crye-Leike

1977

Private

$1.3B

N/A

N/A

3,200+

The Place

2019

Private

$85M

$100M

$1B

~500

Backflip

2024

Private

$60M

$8M

$60M

N/A

Waltz

2024

Private

$50M

$11.5M

$50M

N/A

qbiq

2023

Private

$40M

$10M

$40M

N/A

ValueBase

2024

Private

$25.2M

$6.3M

$25.2M

N/A

Vyzr

2023

Private

$25.2M

$6.3M

$25.2M

N/A

Roam

2024

Private

$12M

$3M

$12M

N/A

Finresi

2024

Private

$5.2M

$1.3M

$5.2M

N/A

Down Payments

2024

Private

$4M

$1M

$4M

N/A

COMPETITIVE ANALYSIS

BUSINESS MODEL & SUBSIDIARY OWNERSHIP: BUSINESS MODEL

SUBSIDIARY OWNERSHIP

CORE FOCUS

BAF

Vertically integrated ecosystem across multiple verticals

Full ownership of real estate, mortgage, insurance, property management, and capital

Real estate and property management transactions, financial services, asset management, and capital investments

Keller Williams

Franchise-based, agentcentric real estate brokerage

Limited ownership of mortgage and insurance services

Real estate brokerage services through agent empowerment

Compass

Tech-driven real estate brokerage

Primarily focused on real estate transactions

Luxury and urban real estate transactions

Zillow Group

Digital-first marketplace with iBuying

Limited integration of mortgage lending and iBuying

Digital real estate and property advertising

Crye-Leike

Traditional real estate brokerage with ancillary services

Ownership of mortgage, insurance, and property management

Regional dominance in the Southeastern U.S.

The Place

Agent-first subscription model

No ownership of mortgage or insurance subsidiaries

Agent support through tech-driven operational services with shared revenues with existing firms

Backflip

PropTech and real estate investment

Limited

Real estate investment and property management

COMPANY

COMPANY

BUSINESS MODEL

SUBSIDIARY OWNERSHIP

CORE FOCUS

Waltz

FinTech and PropTech for real estate

Limited

Financial and mortgage services for real estate

qbiq

AI and architecture for real estate

Limited

AI-driven solutions for property management

ValueBase

Real estate software and PropTech

Limited

Property management software and tech-driven real estate

Vyzr

Wealth management and real estate

Limited

Real estate wealth management and capital investment

Roam

Real estate finance and lending

Limited

Financing solutions for real estate

Finresi

FinTech for real estate investors

Limited

Lending and financial technology for real estate investments

Down Payments

Financial services for real estate

Limited

Down payment assistance for first-time buyers

KEY TAKEAWAY: BAF’s fully owned subsidiaries allow it to capture value across every stage of the customer lifecycle, unlike competitors that either franchise their services or lack ownership of critical verticals.

COMPETITIVE ANALYSIS

TECHNOLOGY INFRASTRUCTURE: BAF’s proprietary ITSM Platform integrates operations across all its verticals, leveraging AI-driven analytics, real-time data sharing, and automated workflows to provide a unified customer experience. Its comprehensive technology positions the company for rapid scaling and franchise expansion.

COMPANY

TECHNOLOGY PLATFORM

KEY FEATURES

SCALABILITY POTENTIAL

BAF

Proprietary ITSM Platform

Cross-vertical integration, AI analytics, real-time data sharing

High scalability with franchise-ready infrastructure

Command Platform & Kelle AI

CRM for agent productivity, task automation

Agent-focused, not customer-centric, limiting vertical integration

Compass Technology Suite

Agent marketing tools, lead generation

Focused on agent productivity rather than service integration

Zillow Group

Zillow Tech Stack

Consumer-facing tools, iBuying platform

Strong digital presence but limited integration with traditional brokerage

Crye-Leike

Basic CRM

Limited integration across verticals

Technology lags behind competitors

The Place

Agent-First Platform

Subscription-based, agent-centric support

Focus on agents, lacks cross-vertical scalability

Backflip

FinTech and PropTech for real estate

Investment tools for real estate

Niche focus on real estate investments

Keller Williams

Compass

CONTINUED...

COMPANY

TECHNOLOGY PLATFORM

KEY FEATURES

SCALABILITY POTENTIAL

Waltz

PropTech and FinTech solutions

Mortgage and property management tools

Focused on financial tools rather than holistic service integration

qbiq

AI-driven PropTech and architecture

Property management solutions

AI-driven niche solutions for property design and management

ValueBase

Real estate software solutions

Property management technology

Focused on real estate management

Vyzr

Wealth management for real estate

Integrated financial services and investment tools

Strong focus on capital management but lacks service diversity

Roam

PropTech for lending and real estate

Mortgage lending and financial tools

Focused on financing services

Finresi

FinTech for real estate investment

Financial services and property management solutions

Niche focus on real estate investors

Down Payments

Real estate financial services

Down payment assistance technology

Focused on first-time buyers

KEY TAKEAWAY: BAF’s advanced technology platform, integrating all service verticals, positions it for scalable growth.

Competitors like Zillow and Compass lead in technology but lack BAF’s cross-vertical integration.

COMPETITIVE ANALYSIS

REVENUE STREAMS, MODEL & STRATEGIC FOCUS: BAF’s multi-vertical revenue model ensures diverse income streams, from real estate transactions and mortgage lending to insurance and capital management. This contrasts with many competitors that rely heavily on single sources of revenue like agent commissions or digital advertising.

COMPANY

PRIMARY REVENUE STREAMS

STRATEGIC FOCUS

REVENUE DIVERSIFICATION

BAF

Real estate sales, mortgage lending, insurance, capital investment

Long-term wealth creation, client lifetime value

Diversified across multiple verticals

Keller Williams

Agent commissions, profit-sharing, ancillary services

Empower agents through training and tech support

Narrow focus on agent commissions and ancillary services

Compass

Real estate commissions, stock options

Luxury and urban real estate markets

Limited diversification, reliant on real estate commissions

Zillow Group

Digital advertising, iBuying, lead generation

Consumer-facing real estate services

Reliance on digital ads and iBuying

Crye-Leike

Real estate commissions, mortgage, insurance

Regional dominance, traditional real estate services

Revenue diversified through ancillary services

The Place

Subscription-based fees, administrative services

Agent support through techdriven operational services

Limited to subscriptionbased revenue

Backflip

Investment fees, PropTech services

Real estate investment tools for niche markets

Niche focus on real estate investment

CONTINUED...

COMPANY

PRIMARY REVENUE STREAMS

STRATEGIC FOCUS

REVENUE DIVERSIFICATION

Waltz

Mortgage lending, property management services

FinTech and PropTech for real estate investors

Focus on mortgage lending

qbiq

AI-driven property management services

Real estate design and management

Niche AI solutions for property management

ValueBase

Software licensing, real estate technology services

PropTech solutions for real estate management

Focus on technology revenue

Vyzr

Wealth management, capital investment services

Real estate wealth management and capital growth

Diversified focus on capital investment

Roam

Real estate finance and lending

Mortgage lending and real estate finance

Focus on mortgage and financing solutions

Finresi

Real estate lending and financial services

Lending and investment for real estate

Niche financial services for real estate investors

Down Payments

Mortgage and real estate finance

Down payment assistance for homebuyers

Limited focus on firsttime buyers

KEY TAKEAWAY: BAF’s revenue model is robust and diverse, with multiple streams across high-margin verticals. Competitors like Zillow and Compass have narrower revenue bases, making BAF more resilient against market fluctuations.

COMPETITIVE ANALYSIS

EMPLOYEE & AGENT COMPENSATION: BAF provides employees with long-term wealth-building opportunities through its Equity Participation Program (EPP), aligning employee success with the company’s growth. Other competitors rely more heavily on commission-based models.

COMPANY

COMPENSATION MODEL

WEALTH-BUILDING POTENTIAL

BAF

Equity Participation Program, performance-based bonuses

Employees earn stock in BAF vesting over 7 years based on educational and personal financial metrics

Keller Williams

Commission-based, profit-sharing

Agents earn commissions and share profits in successful offices

Compass

Stock options for agents and employees

Agents can earn stock options but primarily rely on commissions

Zillow Group

Salary, stock options

Stock options for employees, but fewer wealth-building opportunities for agents

Crye-Leike

Traditional commission-based model

Limited wealth-building potential for agents

The Place

Subscription-based model

Minimal wealth-building potential for employees or agents

Backflip

Salary and performance-based bonuses

Stock options offered in later funding rounds

CONTINUED...

COMPANY

COMPENSATION MODEL

WEALTH-BUILDING POTENTIAL

Waltz

Salary, stock options

Wealth-building through stock options and bonuses

qbiq

Salary-based compensation with stock options

Equity offerings based on performance

ValueBase

Salary, stock options

Offers stock options to topperforming employees

Vyzr

Salary, stock options

Wealth-building potential through stock ownership

Roam

Salary-based, performance bonuses

Wealth-building limited to salary increases

Finresi

Salary and performance bonuses

Limited wealth-building opportunities, mostly salarydriven

Down Payments

Salary and stock options

Provides stock options to employees based on company milestones

KEY TAKEAWAY: BAF’s Equity Participation Program (EPP) distinguishes it from competitors by offering long-term wealth-building potential for employees. While companies like Keller Williams and Compass offer profit-sharing and stock options, these are often limited to specific performance tiers or commissions, making BAF’s model more inclusive and motivating for all team members.

COMPETITIVE ANALYSIS

MARKET REACH & SCALABILITY: BAF’s vertically integrated structure and scalable technology platform position it well for rapid national expansion, offering a franchise-ready model that competitors like Keller Williams and Compass have not fully realized.

COMPANY

MARKET REACH & SCALABILITY

EXPANSION POTENTIAL

BAF

Franchise-ready, national expansion potential

Scalable through its vertically integrated service offerings

Keller Williams

Global, operates in 50+ countries through franchises

Extensive global franchise network, but relies on agentdriven services

Compass

Operates in major U.S. markets, luxury-focused

Scalable in luxury and urban markets, struggles with profitability and regional limitations

Zillow Group

Nationwide digital presence

Strong digital reach but limited traditional real estate operations

Crye-Leike

Regional (Southeastern U.S.)

Limited to its regional markets; lacks national or global scalability

The Place

Growing nationwide with agent-focused platform

Scalable, but limited by its agent-first subscription model

Backflip

Regional, focused on real estate investments

Limited to real estate investment m

CONTINUED...

COMPANY

MARKET REACH & SCALABILITY

EXPANSION POTENTIAL

Waltz

Regional, growing in real estate finance

Potential for scaling in PropTech and mortgage finance

qbiq

Regional, focused on real estate architecture

Niche focus limits scalability to broader real estate services

ValueBase

Regional, technology-driven

Potential for scalability in real estate software

Vyzr

National, growing in wealth management

Scalable in capital investment and wealth management markets

Roam

Regional, focused on lending

Focused on real estate financing solutions

Finresi

National reach, real estate investment focused

Scalable in real estate lending and investment services

Down Payments

Regional, first-time homebuyer assistance

Niche focus limits scalability to first-time buyers market

KEY TAKEAWAY: BAF’s franchise-ready model, built on a fully integrated platform, offers immense scalability potential. While competitors like Keller Williams excel in franchising, they lack the integrated service structure that BAF provides. Other companies, such as Compass and Zillow, are strong in specific markets but are limited in terms of nationwide scalability across multiple verticals.

COMPETITIVE ANALYSIS

SWOT &

RISK ANALYSIS

STRENGTHS BAF’s integrated ecosystem, technology, and leadership provide a competitive edge.

WEAKNESSES High capital needs and market dependencies pose challenges for BAF.

OPPORTUNITIES

THREATS

Expansion and technological advancements offer growth potential.

Economic volatility and competition threaten BAF’s market position.

STRENGTHS FULLY INTEGRATED REAL ESTATE ECOSYSTEM: BAF operates through six core subsidiaries—Blair Allen Luxury Real Estate (BALR), Blair Allen Mortgage (BAM), Blair Allen Property Management (BAPM), Blair Allen Insurance (BAI), Blair Allen Capital (BAC), and Blair Allen Technologies (BAT)—creating a unified, end-to-end real estate services ecosystem.

Seamless integration across multiple verticals enables a comprehensive customer journey and diversified revenue streams.

PROPRIETARY TECHNOLOGY PLATFORM: (BLAIR ALLEN ITSM) BAF’s proprietary Information Technology Service Management (ITSM) platform offers advanced automation, data integration, and AI-enhanced insights, reducing costs and improving operational efficiency.

This technology-driven approach enhances the customer experience, accelerates transactions, and provides real-time analytics, making it a strong competitive differentiator.

SWOT

PROVEN LEADERSHIP AND EXPERIENCE: The leadership team has over 25 years of industry experience, with a strong track record in real estate, finance, and technology.

The executive management has managed over $1 billion in investor capital and $34 billion in institutional capital, positioning BAF as a credible and experienced player in the market.

100% OWNERSHIP AND CONTROL OF SUBSIDIARIES: BAF maintains full financial and operational control over all subsidiaries, ensuring alignment with the parent company’s strategic vision and enabling rapid decision-making.

STRONG FOCUS ON UNDERSERVED MARKETS: Strategic focus on rural and luxury real estate markets, which are currently underserved by major industry players, offering significant growth potential.

WEAKNESS HIGH CAPITAL REQUIREMENTS: The company’s fully integrated model demands significant upfront investment in technology, human resources, and infrastructure, creating a high barrier to entry and potential cash flow constraints.

DEPENDENCY ON MARKET CONDITIONS: BAF’s success is closely tied to real estate and financial market conditions, making it vulnerable to economic downturns, rising interest rates, and tightening lending standards.

SWOT

COMPLEX OPERATIONAL STRUCTURE: Managing a multi-subsidiary, vertically integrated company introduces complexity, which may pose challenges in maintaining consistency, efficiency, and service quality across all units.

SCALABILITY CHALLENGES: While the model is designed to scale, rapid expansion into new markets or adding new services may strain existing resources and impact service delivery.

OPPORTUNITY CREATING SUSTAINABLE GROWTH

SWOT

EXPANSION INTO HIGH-GROWTH MARKETS: Significant opportunity to expand into high-growth rural and luxury real estate markets, capturing demand from high-networth individuals seeking privacy and exclusive properties.

TECHNOLOGICAL LEADERSHIP: Further development and commercialization of the Blair Allen ITSM platform, including potential licensing to third-party real estate firms, can create additional revenue streams and establish BAF as a technology leader.

MERGERS & ACQUISITIONS: Opportunity to expand through strategic acquisitions of complementary businesses, enhancing service offerings and increasing market share.

ENHANCED VALUE PROPOSITION FOR AGENTS AND CLIENTS: Innovative agent compensation models, wealth-building opportunities, and superior customer experiences can attract top talent and foster long-term client relationships.

INCREASED ADOPTION OF INTEGRATED MODELS: The trend toward integrated service models in real estate, mortgage, and insurance industries aligns well with BAF’s existing structure, allowing it to capitalize on a growing preference for one-stop solutions.

THREATS ECONOMIC VOLATILITY: Market downturns, changes in interest rates, or tightening lending standards can negatively impact real estate transactions, mortgage originations, and overall profitability.

REGULATORY CHANGES: Changes in real estate, mortgage, and insurance regulations could increase compliance costs and impact BAF’s business operations.

INTENSE COMPETITION: Competition from established real estate firms, mortgage lenders, and InsurTech startups could limit market penetration and put pressure on margins.

TECHNOLOGICAL DISRUPTIONS: Rapid advancements in technology and the adoption of new platforms by competitors could diminish BAF’s technology advantage if not continuously enhanced.

TALENT RETENTION: Attracting and retaining top talent in a competitive real estate market can be challenging, particularly given the trend toward remote and flexible work environments.

SWOT

HOW BAF WILL ADDRESS THESE THREATS:

Investing in BAF offers a unique opportunity to participate in a fully integrated real estate ecosystem with diversified revenue streams and a robust technology backbone. While the company’s innovative business model and experienced leadership provide a strong foundation for growth, potential investors should consider the high capital requirements, economic dependencies, and operational complexity as part of their investment analysis. If managed effectively, BAF’s ability to capture underserved markets, capitalize on technology, and drive operational efficiencies positions it well for long-term success.

Investing in BAF offers a unique opportunity to participate in a fully integrated real estate ecosystem with diversified revenue streams and a robust technology backbone. While the company’s innovative business model and experienced leadership provide a strong foundation for growth, potential investors should consider the high capital requirements, economic dependencies, and operational complexity as part of their investment analysis. If managed effectively, BAF’s ability to capture underserved markets, capitalize on technology, and drive operational efficiencies positions it well for long-term success.

FINANCIAL PLAN: STRATEGIC ALLOCATION FOR

CASH FLOW BREAK-EVEN

& MVP EXECUTION

Blair Allen Financial’s $20 million investment allocation is structured to support a comprehensive 18-24 month Minimum Viable Product (MVP) rollout. The goal is to achieve cash flow break-even for each subsidiary and establish the operational framework for sustained profitability. This funding will drive the development and expansion of Blair Allen’s integrated ecosystem, showcasing the seamless collaboration of its subsidiaries in originating, financing, insuring, and managing real estate assets.

FUNDING REQUEST & INVESTMENT PROPOSITION:

FINANCIAL PLAN

Blair Allen Financial (BAF) is seeking a strategic investment of $20 million in exchange for 20% equity in BAF, which serves as the parent company for all six of its wholly-owned subsidiaries: Blair Allen Luxury Real Estate (BALR), Blair Allen Mortgage (BAM), Blair Allen Property Management (BAPM), Blair Allen Insurance (BAI), Blair Allen Capital (BAC), and Blair Allen Technology (BAT). This investment structure provides potential investors with diversified exposure to multiple high-growth industries—real estate, mortgage, insurance, property management, and technology—offering a unique opportunity to participate in an integrated, technology-enabled business model.

$20M in exchange for 20% equity in BAF

SUBSIDARY USE OF FUNDS TOTAL RAISE Blair Allen Financial Blair Allen Luxury Real Estate Blair Allen Property Management Blair Allen Mortgage Blair Allen Insurance Blair Allen Capital Investment Blair Allen Technology

$20,000,000 6,000,000 2,500,000 1,000,000 1,000,000 1,500,000 5,000,000 3,000,000

BAF USE OF FUNDS BAF OPERATIONS

%

Capital Expenses

4%

Marketing & Advertising

8%

Operational Expenses

12%

Technology

15%

Wages & Salaries

20%

HR & Training

7%

Asset Investment

25%

Working Capital

9%

RATIONALE

& VALUATION JUSTIFICATION BAF’s valuation is based on

several strategic pillars: CORE OPERATIONS INVESTMENT

01

LEADERSHIP ENHANCEMENT MARKET EXPANSION TECHNOLOGY DEVELOPMENT GROWTH PROJECTIONS HIGH ROI POTENTIAL 09 10

Intellectual Property & Framework Ownership: BAF has developed a proprietary Information Technology Service Management (ITSM) platform that serves as the backbone for its entire operational ecosystem.

01 FINANCIAL PLAN

This platform, designed with modular engines that integrate CRM, transaction management, compliance, finance, and AI-driven automation, is a scalable, industry-specific solution. Its unique capabilities support operational efficiency and customer engagement across multiple subsidiaries. The technology’s scalability and IP ownership establish a strong foundation for long-term value creation.

02

Patentable Processes and Competitive Moat

BAF’s Information Technology Service Management (ITSM) platform is a key differentiator that drives operational efficiency across its integrated real estate services. The platform's innovative components—including AI-driven CRM, predictive financial modeling, and advanced automation systems—are not only critical to BAF’s operational success but also present opportunities for patent protection.

By seeking patents for these core technological processes, BAF can establish a significant competitive moat, creating barriers to entry for other firms attempting to replicate its vertically integrated model. Protecting key aspects of the ITSM platform will reinforce BAF’s market positioning and add to the overall valuation of the company.

In addition to holding the intellectual property (IP) and technology for the full ecosystem, BAF has the potential to monetize these innovations beyond its own verticals. BAF can license the platform to each subsidiary and potentially to other industry players across the real estate, mortgage, insurance, and property management sectors. This strategy could further enhance revenue streams while maintaining control over the proprietary technology.

Furthermore, BAF can generate revenue through data monetization, offering data subscriptions, one-time purchases of market reports, and access to unique real-time statistics that are derived from its ecosystem. This approach provides valuable insights to industry participants while safeguarding the core technology and enhancing BAF’s profitability through additional income streams without exposing its technological assets.

03

Experienced & Proven

Leadership Team BAF’s executive team has a proven track record of building and scaling high-growth companies, executing complex financial transactions, and managing large portfolios. Their expertise across real estate, finance, technology, and corporate governance has been instrumental in developing BAF’s unique value proposition. The team’s strategic vision and operational expertise are critical to driving the company’s expansion and ensuring its longterm success.

FINANCIAL PLAN

Subsidiary Operations & Pro Forma Projections Each BAF subsidiary is strategically designed

to

contribute

to

a

diversified revenue model. The subsidiaries generate consistent cash flow from distinct business operations, which include real estate

transactions,

mortgage

origination and servicing, insurance commissions, management

property fees,

and

technology licensing. The use of this diversified revenue strategy mitigates risk and enhances the stability of BAF’s financial model.

04

YEAR 1 PROJECTIONS

(Conservative Estimate): Total Revenue: $22 million EBITDA Margin: 10%

YEAR 5 PROJECTIONS: Total Revenue: $202 million EBITDA Margin: 35% Compounded Annual Growth Rate (CAGR): 56% over five years

05

Potential for High Return

on Investment (ROI):

Investors can expect a minimum IRR of 73% over five years, with upside potential tied to future liquidity events, such as an IPO or strategic acquisitions. The investment provides exposure not just to current cash flows, but also to the potential appreciation of BAF’s subsidiaries as they expand into new markets.

Strategic Goals for the 18-Month MVP Rollout Achieve Cash Flow BreakEven Across All Subsidiaries:

Targeting cash flow break-even for each subsidiary through strategic investments in technology, recruitment, and targeted marketing.

Showcase Full Utilization

of BAF Ecosystem: Demonstrate how each component of the BAF family—BALR, BAM, BAI, BAPM, and BAC—collaborates to generate multiple revenue streams from a single real estate transaction.

FINANCIAL PLAN

06 Implement MVP Through Asset Acquisition by BAC: BAC will leverage separate capital to acquire and develop real estate assets, illustrating the seamless integration of BAF’s subsidiaries in originating, financing, insuring, and managing properties for optimal ROI.

07

TOTAL INVESTMENT

ALLOCATION BREAKDOWN: The $20 million investment will be allocated across BAF’s core operational areas to build a robust foundation for scalability and profitability:

BAF Core Operations ($6Million): Provide BAF with the leadership, financial oversight, operational support, and marketing structure to achieve MVP rollout and cash flow stabilization.

Funds will be allocated accordingly: Leadership & Financial Operations : Supports executive management, financial compliance, and strategic oversight, ensuring BAF’s operational backbone scales efficiently.

Blair Allen University (BAU) Training & Development: Develops BAU training programs for agents and employees, rapidly expanding talent capacity across real estate, mortgage, and insurance.

Marketing & Branding: Launches integrated digital campaigns, targeted advertising, and lead generation strategies to promote BAF subsidiaries and attract high-value clients.

Human Resources & Recruitment: Funds recruitment initiatives for sales, finance, and management roles to support rapid expansion.

Strategic Market Research & Expansion Planning : Conducts market research and competitive analysis to identify high-potential regions and acquisition opportunities.

BAT Technology Operations ($3 Million): Finalize development of the Blair Allen ITSM platform and demonstrate full integration.

ITSM Platform Enhancements: Build advanced AI features and modules for CRM, transaction management, and compliance to optimize workflows and data sharing.

MVP Deployment & Testing : Execute a controlled deployment of the ITSM platform, showcasing its ability to coordinate operations and optimize cross-company transactions.

DEV & TESTING 25%

ITSM PLATFORM 75%

FINANCIAL PLAN

07

BAF Family of Companies Operations ($5 Million): Position each subsidiary to achieve cash flow break-even through targeted investments in operations, agent recruitment, and market expansion.

BALR (Luxury Real Estate) $2.5M: Funds agent recruitment and development of marketing campaigns for high-value rural properties.

BAM (Mortgage) $1M: Allocated to onboarding loan officers and expanding into new states to capture highvolume originations.

BAPM (Property Management) $1M: Supports expansion into new markets and investment in property management software.

BAI (Insurance) $1.5M: Strengthens operational infrastructure, expands carrier partnerships, and integrates insurance into real estate and mortgage transactions.

BAC (Capital) $5M: Establishes internal operations and initial investment strategy development, setting the groundwork for BAC’s direct fundraising.

Use of Funds

Distribution Amount

%

Blair Allen Financial

6,000,000

30%

Luxury Real Estate Sales

2,500,000

13%

Property Management

1,000,000

5%

Mortgage

1,000,000

5%

Insurance

1,500,000

8%

Capital Investment

5,000,000

25%

Technology

3,000,000

15%

Totals

20,000,000

100%

08

DEMONSTRATING THE MVP; INTEGRATED ASSET ACQUISITION AND MANAGEMENT BY BAC:

To validate the MVP, BAC will leverage separate capital raised through the BACF Fund to acquire and manage high-potential commercial and multi-family assets. Each transaction will demonstrate the integration of BAF’s subsidiaries: Property Acquisition (BALR): Sources high-value properties and facilitates acquisitions, generating brokerage commissions.

Mortgage Origination (BAM): Provides financing solutions, earning origination and servicing fees.

Insurance Integration (BAI): Issues tailored policies for each asset, creating commission-based revenue.

Property Management (BAPM): Manages the properties, maximizing rental income.

Performance & Profitability (BAT): Oversees data integration and performance tracking through the ITSM platform.

BY DEMONSTRATING THESE INTEGRATED CAPABILITIES, BAF WILL PROVE ITS VALUE PROPOSITION, REACH CASH FLOW BREAK-EVEN, AND POSITION ITSELF FOR AGGRESSIVE EXPANSION.

FINANCIAL PLAN

THE IMPACT OF PROPRIETARY

TECHNOLOGY ON GROWTH,

SCALABILITY, AND VALUE BLAIR ALLEN Core Proprietary Technology: Blair Allen Monetization Strategy: Commission & ITSM Vertical Engine, LMS, AI Tools, Subscription Real-Time Data & Client Portal Innovation: AI Driven Revenue Impact: Software Driven Platform built for other markets: Yes Ecosystem Control: Vertically Valuation: $100M / $2per share Integrated year established: 2024

COMPASS INC REALTY Core Proprietary Technology: Compass Platform/Collection/Concierge/Studio/A cademy & AI Tools Revenue Impact: Software Driven Ecosystem Control: Open to 3rd Parties & Partially Vertically Integrated

Monetization Strategy: Commission Based Innovation: AI Driven Platform built for other markets: No Market Cap: $4.98B / $9.10 per share

year established: 2012

EXP REALTY Core Proprietary Technology: eXp World & Solutions, Virbela Revenue Impact: Software Driven Ecosystem Control: Vertically Integrated

Monetization Strategy: Commission & Subscription Innovation: Virtual Technology Driven Platform built for other markets: No Market Cap: $1.58B / $10.20 per share

year established: 2009

MICROSOFT Core Proprietary Technology: Windows OS, MS Office, Azure, Xbox, AI Tools Revenue Impact: Software Driven Ecosystem Control: Open to 3rd Parties Monetization Strategy: Subscription Based

Innovation: AI Driven; Cloud Enterprise Platform built for other markets: No Market Cap: $3 Trillion / $404 per share

year established: 1976

APPLE Core Proprietary Technology: iOS & macOS, Face ID, Apple Pay, A & M Series Chips Revenue Impact: Hardware Driven Ecosystem Control: Vertically Integrated

Monetization Strategy: Premium Pricing Innovation: UI/UX Focus Platform built for other markets: No Market Cap: $4.1 Trillion / $247.10 per share

year established: 1976

The enormity of Proprietary Technology's (PT) impact on the value of an organization is proven in both industry peers and tech giants, as demonstrated on this slide. The scalability of Blair Allen, underpinned by its PT, forecasts the value to be in the billions by Year 5. A key difference which boasts the scalability of Blair Allen is the ability to utilize the PT platform across other markets, not just one vertical, positioning Blair Allen as a global leader in PT.

AI CAPABILITIES SECURITY

TECHNOLOGIES

TECH STACK’S ECONOMIC

REAL TIME DATA

PERFORMANCE VALUE TO BAF

EDUCATION & TRAINING

*43% is the average value of BAT technology across all BAF subsidiaries

CRM STAKEHOLDERS

Enterprise Valuation

Tech/IP Value @ 43%

Blair Allen

7.82 Multiple ($555M)

3x Multiple ($238M)

Bear

17.99x Multiple ($1.2B)

7.7x Multiple ($549M)

Bull

36x Multiple ($2.5B)

15.48x Multiple ($1.1B)

TECH/IP VALUE

Multiple: 3x - 15x

Valuation: $238M - $1.1B

ASSET ULTILIZATION

AUTOMATION

BAT VALUE TO SUBSIDIARY

COMPLIANCE

BALR

BAMP

BAM

BAI

BAF CONSOLIDATED INCOME STATEMENT BAF INCOME STATEMENT FORECASTS

YR1

YR2

YR3

YR4

YR5

Total Employees (cumulative)

149

288

420

550

676

Total RE Sales

646

2,076

3,400

4,600

11,270

Total PM Dwellings (cumulative)

500

1,000

1,500

2,000

3,000

Total Mortgages Originated

300

600

900

1,200

1,500

Total Insurance Policies (cumulative)

3,600

10,800

21,600

36,000

54,000

REVENUE

YR1

YR2

YR3

YR4

YR5

Fees & Commissions

$18,450,115

$59,535,972

$99,084,212

$140,236,586

$184,347,572

Licensing Fees

$909,000

$1,279,600

$1,640,400

$1,993,400

$2,336,000

Property Portfolio

$2,630,764

$5,629,966

$9,721,659

$17,114,102

$15,553,812

BAF (University)

$50,000

$200,000

$200,000

$200,000

$200,000

Total Revenue

$22,039,879

$66,645,538

$110,646,270

$159,544,088

$202,437,385

EXPENSES

YR1

YR2

YR3

YR4

YR5

Employee Expenses

$233,500

$414,500

$613,500

$785,000

$915,000

Employer Expenses

$296,202

$617,493

$989,521

$1,392,691

$1,821,699

Capital Expenses

$793,116

$2,109,849

$2,193,926

$2,105,003

$1,670,390

Marketing & Advertising

$943,500

$1,477,130

$2,342,780

$2,847,200

$2,900,480

Operational Expenses

$2,299,045

$4,195,481

$6,116,631

$8,285,401

$10,038,113

Staff Commissions

$9,708,534

$32,607,713

$54,951,714

$78,472,709

$102,514,171

Wages & Salaries

$1,431,620

$2,151,917

$3,062,192

$3,935,423

$4,634,112

Total Expenses

$15,705,517

$43,574,082

$70,270,264

$97,823,427

$124,493,965

BAF Expenses

$4,222,500

$4,820,500

$5,344,425

$6,080,411

$6,973,198

EBITDA

$2,111,862

$18,250,955

$35,031,581

$55,640,250

$70,970,222

Profit Margin

10%

27%

32%

35%

35%

BAF CONSOLIDATED INCOME STATEMENT INCOME TO BAF PER SUBSIDIARY YR1

YR2

YR3

YR4

YR5

BALR

$1,434,840

$5,814,721

$9,573,607

$13,419,320

$17,381,049

BALR

$1,434,840

$5,814,721

$9,573,607

$13,419,320

$17,381,049

BAPM

$56,730

$223,047

$341,270

$464,815

$682,178

BAM

$114,750

$257,126

$420,751

$561,001

$701,251

BAI

$42,148

$152,264

$461,157

$802,546

$1,238,529

BAT

$336,000

$336,000

$336,000

$336,000

$336,000

BAC

$363,495

$552,388

$738,441

$1,366,947

$1,158,225

TOTAL INCOME

$2,347,963

$7,335,546

$11,871,226

$16,950,629

$21,497,231

Cashflow Burn Rate

By Subsidiary SNAPSHOT WITH CAPITAL FUNDING

SNAPSHOT WITH CAPITAL FUNDING

BALR

$2,500,000

Monthly AVG Burn rate

$1,018,474

Monthly Burn rate

$106,310

Runway (months)

2

Runway (months)

14

CAGR

58%

CAGR

87%

BAPM

BAI

$1,000,000

$1,500,000

BAT

$3,000,000

Monthly Burn rate

$51,898

Monthly Burn rate

$116,152

Runway (months)

19

Runway (months)

26

CAGR

58%

CAGR

21%

BAM

$1,000,000

BAC

$5,000,000

Monthly Burn rate

$76,379

Monthly Burn rate

$326,064

Runway (months)

13

Runway (months)

15

CAGR

38%

CAGR

43%

SNAPSHOT WITH CAPITAL FUNDING BAF ALL ENTITIES

FINANCIAL PLAN

$6,000,000 Monthly Burn rate

$1,660,668

Runway (months)

12

CAGR

56%

IRR

73%

INVESTMENT JUSTIFICATION

& POTENTIAL RETURNS:

This $20 million investment will allow BAF to reach cash flow breakeven for all its subsidiaries, leveraging each company’s expertise and aligning efforts within a unified business model. The anticipated outcome is a multi-faceted real estate services ecosystem that captures value at every stage of a real estate transaction—from acquisition and financing to insurance and management.

INVESTOR RETURNS AND PROFITABILITY: Investors can expect a projected $40 million / 78% IRR over five years, driven by BAF’s diversified revenue streams and the expected appreciation of its subsidiaries. The return on investment will be achieved through: Organic Growth: As each subsidiary scales, revenue generation from real estate transactions, mortgage originations, property management fees, and insurance premiums will grow exponentially.

Technology Licensing: The proprietary ITSM platform can be licensed to third-party real estate and finance companies, creating an additional revenue stream.

BAC Real Estate Investments: Profits from BAC’s real estate investments will flow back to BAF, further enhancing the parent company’s profitability.

Potential IPO or Strategic Sale: BAF may pursue a liquidity event through a public offering or strategic acquisition, providing a significant return on equity for early investors

CONSIDERATION FOR DEBT STRUCTURE: While BAF’s primary funding goal is equity investment, it remains open to exploring structured debt financing options, including convertible debt or a hybrid financing model that offers investors a secured return with potential equity upside.

This structure would allow BAF to maintain greater flexibility in capital allocation, aligning capital needs with growth milestones and key liquidity events.

STRATEGIC EXPANSION &

MILESTONES FOR MVP SUCCESS:

The success of the 18-month MVP rollout is contingent on achieving key strategic milestones that validate the integrated service model across all subsidiaries. These milestones include:

FINANCIAL PLAN

EXPANSION INTO HIGH-POTENTIAL MARKETS:

01

Target markets include Montana, Arizona, and South Dakota, which are characterized by growing demand for integrated real estate services and high-value rural properties.

SUCCESSFUL ASSET ACQUISITIONS BY BAC

02

Leveraging the Blair Allen University (BAU) platform to onboard and train new agents, loan officers, property managers, and insurance agents, ensuring a high-performing workforce across all subsidiaries.

RECRUITMENT AND TRAINING OF TOP-TIER TALENT

03

Launching the pilot program for BAC’s strategic acquisition and management of high-potential commercial and multi-family properties, showcasing the complete integration of BAF’s comprehensive service offerings. Funding for BAC acquisitions will be raised independently from this BAF investment opportunity. For further details, please refer to the BAC business plan: {Insert Link when done}.

PROVING THE MVP’S SCALABILITY:

04

Using the ITSM platform to facilitate seamless transactions and operations between all subsidiaries, showcasing how technology enhances cross-company collaboration and operational efficiency.

BY ACHIEVING THESE MILESTONES, BAF WILL BE WELLPOSITIONED TO NOT ONLY REACH CASH FLOW BREAK-EVEN BUT ALSO LAY THE GROUNDWORK FOR RAPID EXPANSION AND LONG-TERM PROFITABILITY. THIS INTEGRATED APPROACH WILL MAXIMIZE THE VALUE OF EACH SUBSIDIARY, ENSURING SUSTAINED GROWTH AND A COMPELLING VALUE PROPOSITION FOR BOTH INVESTORS AND STAKEHOLDERS.

SNAPSHOT-THE BAF OVERVIEW Key Stats

Inputs

Valuation

$USD

Founded

2024

Historical Share Price

$0.00

Employees

1-20

Current Share Price

$2.00

Founder

Blair Allen Holdings, LLC

Authorized Shares

50,000,000

Activity

Real Estate Services

Founders Shares

30,000,000

Fiscal Year End

December

Oustanding (Reserved) Shares

20,000,000

Capital Raise to date

$727,500

Enterprise Value (EV)

100,000,000

KEY FINANCIAL DATA MARKET DYNAMICS - INFLOWS

2025

2026

2027

2028

2029

Real Estate Sales

72%

79%

79%

76%

78%

Property Management

3%

3%

3%

3%

3%

Mortgage

6%

4%

3%

3%

3%

Insurance

3%

3%

5%

6%

7%

Technology

4%

2%

1%

1%

1%

Real Estate Investments

12%

8%

9%

11%

8%

Other

0.2%

0.3%

0.2%

0.1%

0.1%

Revenue $22,039,879

$66,645,538

$110,646,270

$159,544,088

$202,437,385

EBITDA

$2,111,862

$18,250,955

$35,031,581

$55,640,250

$70,970,222

10%

27%

32%

35%

35%

$34,970,237

$64,036,550

$112,036,430

$176,485,637

Profit Margin

Cashflow $19,838,019 Monthly Burn Rate

$1,660,668

$4,032,882

$6,301,224

$8,658,653

$10,955,597

as % of Cashflow

8.4%

11.5%

9.8%

7.7%

6.2%

Current

YR 2

YR3

YR4

YR5

Share Price - BA Multiple (x9.31)

$2.00

$2.86

$5.48

$8.71

$11.11

Share Price - Bear (x17.99)

$2.00

$6.57

$12.60

$20.02

$25.54

Share Price - Bull (x36)

$2.00

$13.14

$25.22

$40.06

$51.10

2025

2026

2027

2028

2029

EV Prediction - Blair Allen $100,000,000 $142,800,618

$274,096,966

$435,344,995

$555,291,017

EV Prediction - Bear $100,000,000 $328,334,686

$630,218,149

$1,000,968,091

$1,276,754,288

EV Prediction - Bull $100,000,000 $657,034,390

$1,261,136,929

$2,003,048,986

$2,554,927,979

VALUATIONS

PREDICTIONS

ALL SUBSIDIARIES PROFORMAS ALL SUBSIDARY COUNTS & REVENUES FORECAST

YR1

YR2

YR3

YR4

YR5

TOTALS

Total Employees (cumulative)

149

288

420

550

676

676

Total RE Sales

1,136

3,772

6,208

8,700

11,270

31,086

Total PM Dwellings (cumulative)

500

1,000

1,500

2,000

3,000

3,000

Total Mortgages Originated

300

600

900

1,200

1,500

4,500

Total Insurance Policies (cumulative)

3,600

10,800

21,600

36,000

54,000

54,000

REVENUES

YR1

YR2

YR3

YR4

YR5

TOTALS

BALR

Sales & Doc Fees

$15,942,669

$52,861,104

$87,032,791

$121,993,819

$158,009,533

$435,839,916

BAPM

Managment Fees

$630,339

$1,949,668

$3,102,450

$4,225,584

$6,201,609

$16,109,650

BAM

Res. Loan Fees

$1,275,000

$2,550,000

$3,825,000

$5,100,000

$6,375,000

$19,125,000

BAI

Insurance Premiums

$602,107

$2,175,199

$5,123,970

$8,917,183

$13,761,430

$30,579,890

BAT

Licensing Fees

$909,000

$1,279,600

$1,640,400

$1,993,400

$2,336,000

$8,158,400

BAC

Acquision Disp. Rev.

$2,630,764

$5,629,966

$9,721,659

$17,114,102

$15,553,812

$50,650,303

BAU

United Needs Fees

$50,000

$200,000

$200,000

$200,000

$200,000

$850,000

$22,039,879

$66,645,538

Total Revenue

$110,646,270 $159,544,088 $202,437,385

$561,313,160

ALL EXPENSES BY SUBSIDIARY COMPANY EXPENSES

YR1

YR2

YR3

YR4

YR5

BALR

$10,666,851

$34,679,116

$58,062,199

$81,784,192

$105,589,113

BAPM

$524,040

$1,176,450

$1,972,096

$2,609,124

$3,574,606

BAM

$731,801

$1,053,015

$1,672,258

$2,215,501

$2,539,026

BAI

$1,113,570

$2,140,961

$3,629,571

$5,607,237

$7,444,154

BAT

$1,393,821

$2,071,059

$2,459,401

$2,865,412

$3,275,943

BAC

$1,275,434

$2,453,482

$2,474,739

$2,741,960

$2,071,122

BAF

$4,222,500

$4,820,500

$5,344,425

$6,080,411

$6,973,198

Total Expenses

$19,928,017

$48,394,582

$75,614,689

$103,903,838

$131,467,163

FINANCIAL SECTION: IRR/ROI & CAP TABLE Investment Opportunity: Blair Allen Financial (BAF) is currently seeking a $20 million investment in exchange for 20% equity ownership in the company. This investment is structured to fuel growth across all of BAF’s core verticals: real estate, mortgage lending, insurance, property management, and capital investments, while also further enhancing the proprietary Blair Allen ITSM Platform. For investors, this presents an opportunity for significant returns, given BAF's unique vertically integrated business model, rapid growth trajectory, and valuable intellectual property.

FINANCIAL PLAN

CAPITALIZATION TABLE (CAP TABLE): The capitalization table represents the current ownership structure of Blair Allen Financial (BAF) and details the distribution of equity among shareholders. The equity structure includes founders, employees (through equity participation programs), early investors, and any future venture capital investors.

1

CURRENT EQUITY DISTRIBUTION: BAH: 60% Management & Key Employees (Equity Participation Program): 10% Team Members: 20% Available for Future Investors: 20% This distribution structure ensures that key stakeholders within BAF, especially those actively involved in growing and operating the business, have significant equity participation, aligning their long-term incentives with the success of the company.

2

FUTURE EQUITY ALLOCATION FOR INVESTORS: BAF is actively seeking a $20 million investment, which will represent approximately 20% equity in the company. This investment will help fund strategic growth across our core verticals—real estate, mortgage lending, insurance, and property management—and continue to develop the proprietary Blair Allen ITSM Platform.

Investor / Category

Common Shares

Seed Funding ($)

% Ownership

Blair Allen Holdings, LLC

30,000,000

727,500

60%

Reserved for Employees

10,000,000

—

20%

Reserved for Capital Funding

10,000,000

—

20%

Total

50,000,000

727,500

100%

IRR & ROI PROJECTIONS: EQUITY-BASED INVESTMENT (20% EQUITY FOR $20M

For an equity investment, the expected Internal Rate of Return (IRR) and Return on Investment (ROI) are modeled based on BAF's projected revenue growth and valuation at exit.

1. Initial Investment: $20 million for 20% equity 2. Pre-Money Valuation: $80 million 3. Post-Money Valuation: $100 million BAF projects to grow its annual revenue to $202 million by Year 5, with a projected EBITDA margin of 35%, resulting in an EBITDA of $70 million. Given this trajectory, the company would be valued at 8-36x EBITDA for an exit, positioning it for a valuation of $555 million - $2.5 billion by Year 5.

IRR Matrix IRR

73%

Cash for distribution

$156,485,637

Multiple (EBIDTA)

7.82

Industry Average EV/EBIDTA Mulitple

17.99

Internal Rate of Return (IRR) Rate

73%

Year 0

Year 1

Year 2

Year 3

Year 4

Year 5

12/31/25

12/31/25

12/31/26

12/31/27

12/31/28

12/31/29

($20,000,000)

($161,981)

$15,132,217

$29,066,314

$47,999,880

$64,449,207

BAF COMPANY IRR/ROI

BAF DIVIDEND BREAKDOWN YR1

YR2

YR3

YR4

YR5

Dividend Policy Declared @ 30%

N/A

N/A

$7,987,201

$12,685,977

$16,181,211

Outstanding Shares

N/A

N/A

50,000,000

50,000,000

50,000,000

Divided By Share

N/A

N/A

$0.15974

$0.25372

$0.32362

Total Divided Received for Investor @ 20% ownership

N/A

N/A

$1,597,440

$2,537,195

$3,236,242

Dividend Yield

N/A

N/A

3%

3%

3%

Dividened Payout Ratio

N/A

N/A

30%

30%

30%

CONVERTIBLE DEBT INVESTMENT (CONVERTIBLE DEBT WITH 20% EQUITY):

Investors may also choose to structure the investment as convertible debt.

In this scenario, investors provide $20 million in convertible debt with the option to convert into 20% equity at a future valuation trigger (e.g., at the next funding round, exit, or IPO).

1. Debt Terms: 7% annual interest 2. Conversion at Exit: 20% equity This structure provides downside protection through fixed interest payments while still offering upside potential through equity conversion.

1. Convertible Debt ROI: a. Annual Interest: 7% b. Total Interest Over 5 Years: $4.8 million (if not converted) c. Conversion at Exit: Investor converts $20 million principal to 20% equity at exit valuation ($467M $2.5B) d. Investor’s Share at Exit: $93.4M - $511M e. Total ROI (Convertible Debt with Conversion): 8x to 36x 2. IRR (Convertible Debt with Conversion): a. IRR: 66%

FINANCIAL PLAN

This convertible debt structure offers investors a more balanced risk-return profile, with an IRR of 60-70% depending on whether the debt is converted into equity at exit or left as an interest-earning loan.`

METRIC

VALUE

ANNUAL INTEREST

7%

TOTAL INTEREST OVER 5 YEARS

$4.8 million (if not converted)

CONVERSION AT EXIT

$20M principal converts to 20% equity at exit valuation ($467M - $2.5B)

INVESTOR’S SHARE AT EXIT

$93M - $511M

TOTAL ROI (CONVERTIBLE DEBT WITH CONVERSION)

8x to 36x

IRR (CONVERTIBLE DEBT WITH CONVERSION)

66%

EXIT STRATEGY FOR BLAIR ALLEN FINANCIAL (BAF) Blair Allen Financial (BAF) is uniquely positioned for a high-value exit, driven by its scalable, vertically integrated business model that spans real estate, mortgage lending, insurance, property management, and capital investment services.

BAF’s proprietary Blair Allen ITSM Platform powers this cohesive ecosystem, delivering operational efficiencies, cross-vertical synergies, and enhanced customer experiences.

This technology and integrated approach make BAF an attractive acquisition target or IPO candidate, offering multiple exit pathways with high potential returns.

01

STRATEGIC ACQUISITION

BY INDUSTRY LEADERS:

BAF’s multi-vertical integration creates significant value for larger companies looking to expand their presence in real estate, mortgage lending, and insurance. The proprietary Blair Allen ITSM Platform—which seamlessly integrates real estate, mortgage, insurance, and property management—offers a unique opportunity for strategic buyers to gain full control of the transaction lifecycle, from property sales to financing and management.

POTENTIAL ACQUIRERS: UWM (United Wholesale Mortgage) and Kind Lending: Mortgage firms seeking to expand into real estate and insurance would find BAF’s integrated platform particularly valuable. By acquiring BAF, these firms could streamline operational efficiency, enhance customer engagement, and cross-sell services.

Compass or eXp Realty: These real estate technology firms could leverage BAF’s vertical integration to extend their offerings, combining real estate transactions with mortgage lending, insurance, and property management. This would provide a seamless customer experience and generate new revenue streams.

Zillow, Redfin, Realtor.com: Real estate tech companies like Zillow and Redfin are aggressively moving toward vertical integration. Acquiring BAF would give them a comprehensive solution that combines real estate with lending and insurance, powered by proprietary technology.

Intercontinental Exchange (ICE) and CoStar Group: These data and financial services giants are actively expanding into real estate and mortgage technology. Acquiring BAF would allow them to enhance their ecosystem by integrating real estate, mortgage, and insurance services, supported by BAF’s bespoke technology.

ACQUISITION STRATEGY: Technology Differentiation: BAF’s Blair Allen ITSM Platform provides a multi-tenant, franchise-ready technology that streamlines operations and maximizes cross-vertical revenue.

The platform’s real-time data insights and automation capabilities make it highly attractive to acquirers.

Vertical Integration: BAF’s end-to-end solutions in real estate, mortgage, and insurance create significant synergies, appealing to companies seeking to capture the entire value chain.

Synergistic Value: Acquiring the entire BAF ecosystem— rather than individual units—maximizes cross-sell opportunities and drives higher customer retention, resulting in higher acquisition multiples.

EXIT VALUATION AND MULTIPLE: Valuation: $555 million - $2.5 billion based on a projected $70 million EBITDA by Year 5.

8-36X

EBITDA DUE TO THE SYNERGIES &

PROPRIETARY TECHNOLOGY.

EXIT STRATEGY

INITIAL PUBLIC OFFERING (IPO): BAF’s robust business model and proprietary technology make it well-positioned for an IPO. By expanding into new markets and growing its revenue streams across real estate, mortgage, insurance, and property management, BAF can achieve significant scale, attracting public market investors who value integrated, technology-driven platforms.

IPO STRATEGY: Growth Targets: BAF aims to achieve $250 million in annual revenue by Year 6-7, driven by its diversified revenue base and scalable technology platform.

Public Market Appeal: Investors are increasingly drawn to vertically

integrated

platforms

that

leverage

proprietary

technology. BAF’s Blair Allen ITSM Platform will serve as a key differentiator, offering seamless integration across all verticals and a scalable, franchise-ready solution.

02

73%~

IRR 18X-36X

POTENTIAL ROI IPO VALUATION RANGE: 18-36x EBITDA at the time of IPO due to growth, technology ownership, and scalability.

IPO Valuation: $1.27 billion - $2.5 billion, based on a projected $70 million EBITDA at the time of IPO.

INVESTOR RETURNS: Equity IRR: Estimated 70%-80% over the investment horizon.

ROI: Potential 18x - 36x return on a $20 million equity investment.

EXIT STRATEGY

03 PRIVATE EQUITY RECAPITALIZATION: Private equity firms such as BlackRock, Blackstone, and KKR represent another attractive exit option for BAF. A recapitalization would provide liquidity for early investors while fueling BAF’s next phase of growth.

This strategy allows BAF to maintain operational control while accessing additional capital for expansion.

STRATEGY: Growth Potential: BAF’s platform offers significant market share capture potential. With PE investment, BAF can rapidly expand into new markets, acquire complementary businesses, and further enhance its proprietary Blair Allen ITSM Platform.

Technology-Led Expansion: Highlight BAF’s ability to drive operational efficiency and grow revenue across its verticals through technology integration.

VALUATION: 8-10x EBITDA, typical for private equity deals.

Exit Valuation: $555 million - $1.2 billion by Year 5, offering a partial exit for early investors while providing capital for accelerated growth.

04

FRANCHISE EXPANSION MODEL:

BAF’s Blair Allen ITSM Platform is franchise-ready, enabling the company to expand rapidly through a franchise model. Selling franchise rights to operators across different regions provides BAF with additional revenue while maintaining operational control through its proprietary platform.

FRANCHISE STRATEGY: Franchise Sales: BAF can offer franchise opportunities that enable new operators to tap into a fully integrated real estate, mortgage, insurance, and property management model, driving rapid expansion nationally and globally.

Technology Licensing: The Blair Allen ITSM Platform can also be licensed to other real estate and financial services firms, creating a SaaS-based revenue stream for BAF.

EXIT THROUGH FRANCHISE ACQUISITION: Target Buyers: Large real estate franchise groups or tech-enabled real estate companies looking to expand their offerings.

Exit Multiple: Franchise models typically command 8-10x EBITDA in the M&A market.

Franchise-Based Valuation: $555 million - $2.5 billion, depending on the scale of the franchise network.

EXIT STRATEGY

VALUE OF THE PROPRIETARY TECHNOLOGY (IP): BAF’s Blair Allen ITSM Platform is the key differentiator that enhances the company’s overall value. This bespoke, proprietary platform integrates all business functions—real estate, mortgage, insurance, and property management—into one unified system, offering significant intellectual property value.

IP VALUATION: $238 million - $1.1 billion

at exit due to its scalability, multi-tenant architecture, and ability to support a franchise model.

The platform’s potential to be franchised, licensed, or sold as part of an acquisition adds substantial value.

CONCLUSION A MULTI-FACETED EXIT STRATEGY FOR HIGH RETURNS Blair Allen Financial (BAF) offers multiple high-value exit options, ensuring substantial returns for investors:

1

STRATEGIC ACQUISITION: BAF’s vertically integrated model and proprietary technology make it an attractive acquisition target for industry leaders like UWM, Kind Lending, Zillow, or Compass, who are seeking to expand their offerings.

2

INITIAL PUBLIC OFFERING (IPO):

3

PRIVATE EQUITY RECAPITALIZATION:

4

FRANCHISE EXPANSION:

As BAF scales and grows its revenue streams, an IPO would unlock significant public market value, with a potential valuation of $1.2 billion - $2.5 billion.

A partial exit through private equity would provide liquidity for early investors while offering capital for continued growth, with a potential exit valuation of $555 million - $2.5 billion.

The franchise-ready Blair Allen ITSM Platform offers an additional exit strategy by selling franchise rights or licensing the platform, creating additional value.

With a projected IRR of 70%-80% and multiple exit pathways, BAF offers a compelling opportunity for venture capital investors seeking substantial returns.

BAF’s proprietary technology, scalable business model, and vertically integrated ecosystem position the company for long-term success and maximum value realization.

EXIT STRATEGY

LEADERSHIP TEAM 2025

LEADERSHIP TEAM

Driving Innovation and Strategic Growth

Proven Leaders The strength of BAF’s leadership team lies in its vast experience and proven success across real estate, finance, mortgage lending, insurance, technology, and capital investment. With a combined 150+ years of industry knowledge, the BAF team brings a blend of entrepreneurial spirit, operational excellence, and deep market insight.

THE BAF TEAM SNAPSHOT UNMATCHED EXPERIENCE DRIVING GROWTH AND INNOVATION

LEADERSHIP STRENGTHS

125+ years combined finance experience

$34 billion managed verticals - assets

TECHNOLOGICAL EDGE

REAL ESTATE PROFICIENCY

150+ agents under prior management

200+

property acquisitions annually

500+

Previously managed multifamily

EXTENSIVE MARKET REACH BAM operations in

Proven success in founding, scaling, and exiting tech ventures

49

with

legal expertise in technology and intellectual property

states

120+ investors

23 licensed Insurance states 30+ insurance carriers

OUR FAMILIES ORGANIZATIONAL CHART

JASON BLAIR CEO BAF

GARY LORENZ COO - BAF

CAREY CHAPMAN PRESIDENT BALR

JOEL JOHNSTON PRESIDENT BAPM

ZACHERY BLAIR PRESIDENT BAM

MEREDITH WEBER PRESIDENT BAU/UNITED NEEDS

ANGIE ISON CFO BAF

MICHAEL MONTELEONE PRESIDENT BAI

JOHN WEBER ADVISOR - BAF & UNITED NEEDS

PAUL STROUD ADVISOR - BAF & UNITED NEEDS

ALEX NAHAI CLO BAF

JOHN FLINT ADVISOR BACF

JOSIAH LAFRANCE PRESIDENT BAC

MONTY MILLER PRESIDENT BAT & CEO ORCHATECT

JASON BLAIR CHIEF EXECUTIVE OFFICER (CEO) - BLAIR ALLEN FINANCIAL (BAF) jb@blairallen.com 253-670-3080 www.blairallen.com www.linkedin.com/in/jblairgolf

Jason Blair is the CEO and Founder of Blair Allen Financial, Inc. (BAF), a multifaceted organization encompassing a family of companies: Blair Allen Luxury Real Estate, LLC (BALR), Blair Allen Property Management, LLC (BAPM), Blair Allen Mortgage, LLC (BAM), Blair Allen Insurance, LLC (BAI), Blair Allen Capital, LLC (BAC), and Blair Allen Technologies, LLC (BAT).

With over 30 years of visionary leadership, Jason brings expertise in real estate, finance, not-for-profit sectors, marketing, technology, and sustainable business practices. As the founder of Blair Allen Holdings, LLC (BAH), which holds a majority interest in BAF and its subsidiaries, Jason continues to drive innovation, growth, and strategic excellence across his diverse enterprises.

Jason's career began in real estate as a statutory broker and evolved into international development, where he served as a United Nations accredited NGO Delegate, focusing on micro finance and agricultural improvements for smallholders in developing countries. After a decade in this role, he transitioned to the automotive sector, where he excelled as Director of Finance and later as General Manager and partner of Subaru, Kia, and Suzuki franchises. Under his leadership, these ventures achieved remarkable success, generating $60 million in annual revenue.

Jason’s entrepreneurial journey includes founding Dealerspan, an innovative compliance solution addressing the Patriot Act's Red Flags Rule within the automotive sector. He further demonstrated his commitment to innovation with the launch of United Needs in 2008, a microfinance platform that was acquired by Invizeon in 2015.

During his tenure at Salesforce as a Senior Strategic Account Executive, Jason drove multi-cloud technology initiatives with Fortune 500 companies in the Southwest, managing all facets of Sales Cloud software, including sales, marketing, customer service, analytics, and cloud sales. His efforts resulted in securing over $9 million in annual recurring revenue (ARR) contracts, highlighting his ability to propel substantial business growth and client success.

In 2018, Jason founded Blair Allen Corporation (BAC), aiming to revolutionize the mortgage industry through innovative software and managed services. BAC developed digital sales and marketing solutions specifically for the mortgage vertical, enabling rural mortgage companies to enhance connections, drive conversations, and increase closures. This success led to BAC’s acquisition by BAH in 2023.

As CEO of BAF, Jason oversees the strategic direction and management of BAF and its subsidiaries, leveraging his extensive entrepreneurial experience and digital marketing certifications from Harvard Business School and London Business School.

Jason's leadership and forward-thinking approach continue to make significant impacts across industries, positioning him as a pivotal figure within Blair Allen Financial and the broader business landscape.

GARY LORENZ CHIEF OPERATIONS OFFICER (COO) - BLAIR ALLEN FINANCIAL (BAF) gary@blairallen.com 319-429-4796 www.blairallen.com www.linkedin.com/in/garydlorenz

Gary D. Lorenz is an accomplished Financial Services Executive with over 35 years of industry experience, known for his strategic acumen and ability to drive substantial asset and profitability growth. Throughout his career, Gary has demonstrated success in managing portfolios exceeding $29 billion, overseeing strategic acquisitions, and leading turnaround initiatives that transformed underperforming business units into high-performing divisions. His expertise spans strategic planning, risk management, product innovation, and cost reduction, making him a dynamic leader in optimizing operations and creating innovative business models that generate sustained growth and shareholder value.

As Chief Specialty Banking Officer at First Interstate Bank, Gary managed P&L for Indirect Lending, Mortgage Sales & Operations, Payments Services, and Wealth Management. He was a key executive on an 8-person leadership team overseeing a $33 billion bank and played a critical role in strategic planning and reporting to the Board of Directors. He successfully grew loan and deposit portfolios, contributing over $200 million in new assets. As Market President for Great Western Bank, Gary launched and developed the Cedar Valley Market, increasing commercial loans by $148 million and deposits by $51 million, while establishing two new branches and building a strong market presence.

At Globe Loan Company (GLC), a Globe Loan Company, Gary served as Chief Operating Officer, managing an Auto Finance and Secured Loan business across eight states. He led acquisition strategies and direct lending operations, expanding loan portfolios and adding significant value to the company. At Lincoln Savings Bank, as Executive Vice President, Gary oversaw Retail Banking, Consumer, and Mortgage Lending, launching new financial products that drove market differentiation and client acquisition.

Gary’s leadership as Chief Executive Officer at Global Lending Services, Inc. (GLS) saw him build an auto finance startup with a $350 million asset base in just 12 months, culminating in a successful sale to a major NYC hedge fund. At Magnolia Financial, Inc., Gary managed a $150 million Commercial Accounts Receivable Lender, implementing strategies that improved efficiency and financial performance. His tenure as President of Wells Fargo Auto Finance involved directing a $29 billion loan portfolio, achieving the lowest delinquency and loss levels in five years, and securing the highest monthly profit in the subsidiary’s history.

Gary holds an Associate of Arts in Accounting & Business from Hawkeye Institute of Technology and has been actively involved in various professional and community organizations, including the NAF National Auto Finance Board and Habitat for Humanity. Gary’s decision to join BAF. as COO is driven by his passion for innovation and his belief in BAF’s vision to integrate real estate, mortgage lending, property management, and insurance under one unified platform.

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ANGIE ISON CHIEF FINANCIAL OFFICER (CFO) OF BLAIR ALLEN FINANCIAL (BAF) angie@blairallen.com +61 408 015 248 www.blairallen.com www.linkedin.com/in/angie-ison-mba-1974b25a

Angie Ison is a highly experienced Chief Financial Officer who has recently joined the Blair Allen Holdings team and family of companies as an investor and CFO. With a distinguished career that spans multiple industries and continents, Angie brings a wealth of expertise in financial management, strategic planning, and corporate governance to her new role.

Angie’s impressive career highlights include serving as the Executive Manager in Business, Leadership, Finance, and Economics at BMP Sports in Dubai since May 2023. She has also held CFO/COO positions at Dancing Seahorse, Stream Live, and KoKast Inc., managing World operations from the USA and Australia.

In her extensive career, Angie has transitioned into executive positions across many industries, maintaining full oversight of the Finance department. She has sat on an IPO in Australia, worked alongside Australia’s richest man, Clive Palmer, as CFO and Managing Director, and collaborated with property billionaire Bob Ell on large-scale developments. Her international experience includes taking an Australian kids' fashion label to the USA, increasing revenue by 30%, and implementing a new e-commerce system.

Angie has held board positions with the Greg Norman Junior Golf Foundation, run in Federal Politics, and overseen the acquisition of multi-site golf courses, taking them from receivership to profit within 12 months. She has also been involved in due diligence for a NASDAQ listing for a tech company.

As the General Manager of Operations for Queensland at Compass Housing Services Co Ltd, she managed a portfolio of 900 dwellings and 35 staff, ensuring compliance with housing programs and contractual agreements. Angie’s leadership roles extend to Palmer Leisure Australia, where she was responsible for the operations and financial activities of three golf courses, and Gold Coast United FC, where she handled all financial activities and strategic business planning.

Angie’s academic background includes a Master of Business Administration in Recievership Business and Leadership from the University to of New England (AU), a CPA Profitability Program in Accounting and Finance, and In a Post Graduate Diploma in Economics and Finance. She also holds a Bachelor of Commerce in Accounting and Finance from Griffith University/USQ.

$150 Million

>12 Months

x Years

Experience

Real Blair Allen Estate Holdings is excited to welcome Angie Ison to the team, confident that

Portfolio

her leadership will help navigate the company towards new heights of success.

Her strategic vision and operational expertise are set to drive the financial success and growth of the company and its subsidiaries.

ALEX NAHAI CHIEF LEGAL OFFICER (CLO) OF BLAIR ALLEN FINANCIAL (BAF) alex@blairallen.com 310-869-9866 www.blairallen.com www.linkedin.com/in/alexnahai

Alex Nahai is a distinguished legal professional with extensive expertise in corporate, intellectual property, entertainment, real estate law, and investment strategies. As the Principal at Alex Nahai P.C., Alex has built a reputation as a trusted advisor to a diverse clientele that includes major corporations, emerging start-ups, and individuals navigating complex legal and investment landscapes. His ability to provide strategic guidance across various industries has made him a sought-after counsel for clients seeking to navigate the intricate intersections of law, business, and investment.

Alex's journey into the legal profession was shaped by his passion for both law and business, rooted in his undergraduate studies at the University of Southern California Thornton School of Music and the College of Arts and Sciences at New York University. This unique educational background provided Alex with a multifaceted perspective, allowing him to seamlessly blend his interests in law, entertainment, and business. This interdisciplinary approach has been a hallmark of his career, enabling him to provide innovative solutions that address the diverse needs of his clients.

Throughout his career, Alex has accumulated a broad range of experience across multiple sectors, including real estate and investment. His early tenure at Lewis Brisbois Bisgaard and Smith LLP as a Law Clerk was instrumental in developing his understanding of real estate litigation and transactional matters. This foundational experience was further enriched by his role as Senior Counsel at FOX Broadcasting Corp, where he managed real estate-related issues, including production finance and regulatory compliance, solidifying his expertise in the legal complexities of the real estate industry.

Motivated by a desire to broaden his impact and apply his legal expertise to the evolving fields of real estate and investment, Alex made the strategic decision to join Blair Allen Financial, Inc. (BAF) as General Counsel. In this role, Alex is poised to lead the development of legal strategies and investment initiatives for BAF and its subsidiaries, including Blair Allen Luxury Real Estate, LLC (BALR), Blair Allen Property Management, LLC (BAPM), Blair Allen Mortgage, LLC (BAM), Blair Allen Insurance, LLC (BAI), Blair Allen Technologies, LLC (BAT), and Blair Allen Capital, LLC (BAC). His alignment with BAF's mission to drive innovation and growth in the real estate and investment sectors resonated deeply with Alex's vision for utilizing his legal acumen to support the company's expansive goals.

Alex’s decision to join BAF reflects his commitment to leveraging his extensive legal background to foster innovation and success within the organization. He is eager to contribute his strategic insights and legal expertise to support BAF’s continued growth and position the company as a leader in the real estate and investment industries.

JOHN FLINT ADVISOR & FUTURE PROPOSED PRESIDENT; BLAIR ALLEN CAPITAL FUND flint@blairallen.com 319-575-2976 www.blairallen.com https://www.linkedin.com/in/john-flint-688721181/

John Flint is a highly accomplished finance and commercial real estate professional with nearly two decades of experience in commercial banking, capital formation, and real estate development. With a career spanning 17 years in commercial banking and 12 years in commercial real estate development, he brings a depth of expertise in project underwriting, asset and property management, and strategic development initiatives. His nationwide experience encompasses all real estate asset classes, and he has played a pivotal role in structuring large-scale investments, sourcing capital, and optimizing development processes for maximum efficiency.

As President at Blair Allen Capital Fund, Inc. (BACF), John leads efforts in capital formation, investment underwriting, and strategic asset management. His extensive background includes securing over $500 million debt and equity financing from banks, institutional investors, life companies, REITs, and accredited investors. He has managed assets totaling over 1.8 million square feet of retail, healthcare, and office space across multiple states, demonstrating a proven ability to enhance property performance and profitability.

John has a strong track record in development incentive programs, leveraging tools such as Property Tax TIF, Sales Tax TIF, New Market Tax Credits, Brownfield and Greyfield Tax Credits, EB-5, C-PACE, and Opportunity Zones to drive value for investors and developers. His ability to identify and implement process improvements has consistently led to greater efficiency and financial returns in both banking and real estate development.

Before joining BACF, John held senior leadership roles in commercial banking, where he managed a loan portfolio exceeding $90 million and averaged over $20 million in annual loan production across Iowa, Minnesota, and Arizona. His expertise in treasury management, credit structuring, and business development has allowed him to cultivate deep relationships with investors, developers, and financial institutions nationwide.

At BACF, John plays a critical role in aligning investment strategy with the broader Blair Allen ecosystem, working closely with Blair Allen Mortgage (BAM), Blair Allen Property Management (BAPM), and Blair Allen Luxury Real Estate (BALR) to create a fully integrated financial and real estate platform. His leadership ensures that BACF delivers strategic investment opportunities, innovative capital solutions, and long-term value creation for stakeholders.

John is passionate about delivering exceptional client service, fostering collaborative partnerships, and driving financial success through strategic real estate investment.

His expertise, vision, and industry knowledge position BACF as a leading force in real estate finance and capital markets.

MEREDITH WEBER

PRESIDENT OF BLAIR ALLEN UNIVERSITY (BAU) mw@blairallen.com 605-484-5255 www.blairallen.com www.linkedin.com/in/meredith-cash-weber-5a151213

Meredith Weber is the President of Blair Allen University (BAU), a division of Blair Allen Financial, Inc., where she leads the creation of an innovative education ecosystem for consumers and team members. With over 30 years of experience as a master trainer and leadership coach, Meredith is dedicated to empowering individuals through education and strategic development.

Meredith’s leadership is central to Blair Allen Financial’s 3-tiered framework, where training and education form the second pillar alongside proprietary technology and unique compensation models. Her vision for BAU is to deliver a dual-purpose learning system serving both customers and team members. By integrating technology, gamified learning, and certifications, BAU fosters financial literacy, professional growth, and long-term success.

As a Master Trainer for the South Dakota Bureau of Human Resources, Meredith developed the Ignite Leadership Development Program, a five-level curriculum that improved leadership practices statewide. She also introduced emotional intelligence coaching to enhance collaboration, self-awareness, and decisionmaking for government leaders. Since 2017, Meredith has operated her own training business, specializing in leadership development and coaching. She has guided over 125 military leaders in building resilience, adaptability, and interpersonal effectiveness, while also contributing to the Dakota Dreams Teachers Leadership Academy.

Meredith holds a Bachelor of Liberal Studies from the University of South Dakota and certifications in EQi 2.0/EQ360, 5 Languages of Appreciation, The Five Behaviors of a Cohesive Team, and People Keys DiSC. These credentials underscore her dedication to impactful training programs that inspire growth and change.

Based in Rapid City, South Dakota, Meredith is deeply connected to the military community, serving alongside her husband, Colonel (Ret.) John P. Weber, and their children. Her leadership reflects her commitment to supporting veterans, active military personnel, and underserved communities through education-first solutions.

Under her guidance, BAU is transforming education in real estate and financial services. For customers, BAU provides targeted education programs to simplify real estate transactions, understand financing options, and protect assets.

Collaborating with United Needs, BAU offers financial literacy certifications and tools to help veterans and active military personnel improve credit, manage debt, and prepare for homeownership. These efforts focus on underserved markets, such as rural and military communities, enabling generational wealth creation.

For team members, Meredith leads recruitment, training, and retention across Blair Allen Financial’s subsidiaries, including Blair Allen Property Management (BAPM), Blair Allen Mortgage (BAM), and Blair Allen Insurance (BAI). Through onboarding programs, leadership development, and gamified training modules, she equips employees with the skills to deliver exceptional service. By fostering continuous learning, she ensures team members grow alongside the organization, driving excellence in real estate, mortgage, and insurance services.

TAYLOR COLLIS Chief Administrative Assistant Blair Allen Financial, Inc License: 195447 (855) 702-0000 (406) 839-4073 (602) 207-8677 tc@blairallen.com blairallen.com

Taylor Collis is a dynamic Account Executive and Property Manager at Blair Allen Property Management (BAPM), bringing a strong background in marketing, client relations, and strategic operations to the real estate industry. With a Bachelor’s degree in Marketing and extensive experience in account management and corporate strategy, Taylor leverages her expertise to enhance property value, optimize tenant satisfaction, and protect client assets. Her ability to analyze market trends, develop strategic plans, and drive operational efficiency positions her as a key asset within BAPM. Taylor is passionate about continuous learning and professional growth. As she transitions into property management, she remains committed to adapting innovative strategies and best practices to improve operational performance. Her marketing acumen and business development skills provide a fresh perspective in the industry, allowing her to create value-driven solutions that benefit both property owners and tenants alike.

Beyond her role at BAPM, Taylor plays an integral part in the Blair Allen Financial (BAF) family of companies, collaborating with leadership teams across Blair Allen Mortgage (BAM), Blair Allen Capital (BAC), and Blair Allen University (BAU) to streamline operations, develop systems, and enhance recruitment, hiring, onboarding, training, and education initiatives. Her work ensures organizational growth and operational excellence across all business units, reinforcing the company’s mission of integrated real estate and financial solutions.

Outside of her professional life, Taylor is dedicated to her family and community. She is a proud mother of two young children under the age of two and enjoys engaging in family activities. A passionate supporter of local sports, she actively follows her brother’s baseball team, the Billings Scarlets. Despite a busy personal life, Taylor remains committed to her education and professional development, currently furthering her studies to expand her knowledge and expertise in business and property management.

Taylor’s dedication, innovative mindset, and strategic approach make her a key contributor to BAPM’s success, ensuring that property management goes beyond simple oversight to become a transformational service for owners, investors, and tenants alike.

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JOSIAH LAFRANCE PRESIDENT - BLAIR ALLEN CAPITAL (BAC) josiah@blairallen.com 605-786-3098 www.blairallen.com www.linkedin.com/in/josiah-p-lafrance-75050462

Leadership Team

Josiah LaFrance has built an impressive decade-long career in real estate, excelling across residential, commercial, and investment sectors. With extensive experience in commercial real estate, multi-family properties, and residential markets, he has managed a portfolio of funds and assets exceeding $50 million. His expertise is further demonstrated by his outstanding track record of buying and selling approximately 200 properties annually nationwide. Josiah's keen eye for investment opportunities allows him to identify undervalued properties and transform them strategically for maximum returns, establishing him as a versatile and knowledgeable leader in the industry.

In the residential market, Josiah’s entrepreneurial ventures emphasize his commitment to acquiring, improving, and selling homes. His exceptional management skills and strategic vision have cemented his reputation as a savvy investor who understands the intricacies of the residential sector. By focusing on adding value to properties and executing well-timed transactions, Josiah consistently delivers exceptional results, showcasing his ability to navigate both established and emerging markets with precision.

Beyond traditional real estate, Josiah is a trailblazer in technology-driven education, creating engaging applications that revolutionize learning in specialized markets. His innovative approach reflects his commitment to pushing boundaries and reshaping industry standards, highlighting his forward-thinking mindset and adaptability across various sectors. This combination of real estate acumen and technological innovation underscores Josiah’s multifaceted expertise and his drive to make a lasting impact.

As President of Blair Allen Capital, LLC (BAC), a wholly owned subsidiary of Blair Allen Financial (BAF), Josiah sees tremendous potential to leverage his extensive experience in real estate investment and asset management. His strategic acquisitions and proven track record align perfectly with BAC’s goals of providing tailored investment solutions. Josiah envisions building a robust real estate fund that will accumulate and manage a diverse portfolio of assets. His ultimate aim is to expand BAC's real estate holdings and eventually convert the fund into a public Real Estate Investment Trust (REIT), enhancing its market presence and offering investors an opportunity to participate in a well-managed, growth-oriented real estate investment vehicle.

Under Josiah’s leadership, BAC strives to establish itself as a leader in the real estate investment sector, with a focus on innovation, strategic growth, and value creation.

His vision for BAC includes not only expanding its asset base but also setting new benchmarks for performance and investor satisfaction. By aligning his expertise with BAC's strategic objectives, Josiah is poised to propel the company forward, creating lasting value for stakeholders and redefining the possibilities within real estate investment and management.

CAREY CHAPMAN PRESIDENT BLAIR ALLEN LUXURY REAL ESTATE (BALR) RRE BRO LIC 13332 carey@blairallen.com (406) 661-5300

www.blairallen.com https://careychapman.com/

Carey Chapman brings over 30 years of elite real estate experience to her role as President of Blair Allen Luxury Real Estate (BALR). Consistently ranked in the top 1% of brokers nationwide for her entire career, Carey’s unparalleled expertise and visionary leadership make her the ideal guide for BALR’s mission to redefine luxury real estate in underserved rural markets.

Carey’s growth plan for BALR focuses on recruiting and training top-tier talent to become the next generation of luxury agents. By implementing a vertically integrated model, she ensures that agents receive actionoriented training designed to drive production, equipping them with the skills and confidence to achieve elite status in the luxury real estate market. Her approach goes beyond transactions, fostering a culture of personal and professional development that enables agents to thrive long-term.

What sets Carey apart is her passion for teaching agents how to build wealth beyond real estate transactions. She mentors her team to leverage opportunities in property investment, financial planning, and entrepreneurship, aligning perfectly with the vision of the Blair Allen Financial (BAF) family of companies. This comprehensive approach not only enhances the value agents deliver to their clients but also builds lasting financial success for BALR team members.

Carey’s entrepreneurial spirit has defined her journey from a young age.

At 16, she founded her first business in Great Falls, MT, successfully selling it two years later. Her drive to create opportunities led her to purchase her first rural estate investment property while still in college, and in 2003, she earned her real estate license. By 2008, she acquired and managed RE/MAX of Billings alongside a mortgage franchise, leading her team to achieve $120 million in annual sales production for nearly 20 years.

In 2023, Carey transitioned to working independently, refining her mission of helping others build wealth through real estate. Her results-driven leadership, combined with her deep commitment to empowering agents, makes her an inspiring and effective leader at BALR. Under Carey’s leadership, BALR is poised to become the premier destination for luxury agents committed to excellence. With a focus on innovative training, wealth-building strategies, and creating sustainable success, she is shaping a new standard for the luxury real estate industry.

Investors and agents alike can expect Carey’s vision to drive BALR’s growth and elevate its reputation as the leading force in luxury real estate.

JOEL JOHNSTON President: Blair Allen Property Management, LLC PM: PMP-RPM-LIC-328 RE: RRE-RBS-LIC-25695 (855) 702-0000 (406) 672--8143 (602) 207-8677 joel@blairallen.com blairallen.com

Joel Johnston is an accomplished real estate professional with over two decades of experience in property management, business development, and asset oversight. He began his career with Tamarack in 1999, establishing a strong foundation in real estate operations, leasing, and housing compliance. He holds a Bachelor of Arts in Music – Piano Performance from Saint John’s University in Collegeville, MN, and has since applied his discipline and strategic mindset to the real estate industry.

Joel is a licensed Montana Real Estate Property Manager and Salesperson and is an FmHA 515 Spectrum Training Award Recipient (S.T.A.R.). His expertise spans Rural Development, HUD, Tax Credit, Conventional, and Commercial properties, with a specialization in commercial and GSA leasing, HUD loan refinancing, and facilities management. He also holds Housing Credit Certified Professional (HCCP) and Certified Professional of Occupancy (CPO) designations, reinforcing his proficiency in compliance, tenant advocacy, and asset management.

As President of Blair Allen Property Management (BAPM), Joel is dedicated to redefining property management by aligning it with the larger Blair Allen ecosystem, which includes Blair Allen Luxury Real Estate (BALR), Blair Allen Mortgage (BAM), Blair Allen Insurance (BAI), Blair Allen Capital (BAC), and Blair Allen Technology (BAT). This innovative model allows BAPM to not only manage properties but to actively support tenants in achieving homeownership, financial stability, and long-term success.

Under his leadership, BAPM plays a pivotal role in facilitating business development, tenant mentorship, and property investment strategies.

His responsibilities include locating and evaluating business opportunities, developing negotiation strategies, and closing new deals.

He is also deeply invested in employee development and mentoring, budget preparation and forecasting, risk management, and project oversight.

Joel’s vision for BAPM is to create a transformational approach to property management, where tenants are empowered through financial education, mortgage assistance, and strategic housing solutions. By leveraging the strengths of the Blair Allen family of companies, he ensures that BAPM serves as a bridge between renting and homeownership, offering a comprehensive, client-first real estate experience that fosters financial growth and community development.

ZACHERY BLAIR PRESIDENT - BLAIR ALLEN MORTGAGE (BAM) NMLS# 1963875 zachery@blairallen.com 602-525-1120 www.blairallen.com www.linkedin.com/in/zachery-blair-0052b2160

Meet Zachery Blair (NMLS #), the dynamic President of Blair Allen Mortgage (BAM), who has been instrumental in driving the company’s success, even in its first year amid a challenging market. Under Zachery’s leadership, BAM, licensed in 42 states, has thrived with over 120 investors competing to provide top-tier solutions for BAM customers. Zachery’s extensive experience and strategic mindset have positioned BAM as a standout in the mortgage industry, helping countless clients achieve their homeownership dreams despite market difficulties.

Zachery’s career began in the hospitality industry, where he developed a strong foundation in communication and sales, with a focus on building lasting relationships. This customer-first approach laid the groundwork for his success in subsequent roles. In 2018, Zachery joined State Farm as an Account Strategist and licensed insurance agent, where he quickly rose to become one of the top producers in Montana. His exceptional ability to connect with clients and craft personalized strategies distinguished him in this competitive field.

Eager to explore new opportunities, Zachery transitioned into the mortgage industry, securing originator licenses in Montana, South Dakota, and Arizona. He joined Affiliated Mortgage, a respected national real estate and mortgage lender, as the Montana Branch Manager. In this role, Zachery excelled at providing personalized mortgage solutions that aligned with each client’s financial goals, further solidifying his expertise in the mortgage field. His leadership and innovative approach consistently drove impressive results, making him a key player in the industry.

Zachery’s educational background is as robust as his professional experience. He studied at Arizona State University’s W.P. Carey School of Business, where he gained a solid foundation in business management. His education was further enhanced by advanced studies in Digital Strategy and Marketing Management at the University of Maryland and Babson College, equipping him with the skills needed to lead in the rapidly evolving digital landscape of the mortgage sector.

As the President of BAM, Zachery oversees investor relations, licensing, compliance, training, and sales production. His role is characterized by a strong work ethic, outstanding communication skills, and deep industry knowledge.

Despite the challenges of the current market, Zachery has been a driving force behind BAM’s success, leading the company to thrive and deliver exceptional service to its clients. His commitment to excellence and innovation ensures that BAM not only meets but exceeds industry standards, setting a new benchmark for performance. Under Zachery’s guidance, BAM is poised for continued growth and success, firmly establishing its position as a leader in the mortgage industry.

ALESHA BLAIR MORTGAGE LOAN ORIGINATOR BLAIR ALLEN MORTGAGE (BAM) NMLS# 18171718 alesha@blairallen.com 605-786-5405 www.blairallen.com www.linkedin.com/in/zachery-blair-0052b2160

Alesha Blair (NMLS#1811718), a highly accomplished mortgage broker producer based in Scottsdale, Arizona, is dedicated to delivering exceptional service to her clients. With licenses in Arizona (AZ) and South Dakota (SD), Alesha possesses comprehensive knowledge of the mortgage industry and a deep understanding of the loan process. Her goal is to create a seamless transaction experience from start to finish, ensuring a stress- journey for her clients.

Alesha's expertise shines through as she guides clients through every step of the process, providing clear answers to their questions and addressing any concerns they may have.

She values her clients and prioritizes their needs, actively listening to their unique requirements. Drawing from this understanding, she creates personalized plans to expertly guide clients toward the most suitable loan options for their specific needs. Throughout her years of experience, Alesha has worked with diverse clients, including first-time home buyers, investors, refinancers, jumbo borrowers, cash-out applicants, and FHA and VA buyers.

As a dedicated mortgage broker, Alesha takes pride in delivering top-rated service to her clients. She remains accessible and readily available to address any questions or concerns that may arise during the home buying process.

Alesha is committed to ensuring her clients reach the closing table with confidence and satisfaction.

Alesha Blair assumes the crucial role of overseeing BAM's office in Arizona. As a top-producing mortgage broker, Alesha brings her exceptional expertise and experience to lead the operations in the region. With her in-depth knowledge of the mortgage industry and her commitment to delivering outstanding service, Alesha ensures that BAM's clients in Arizona receive the highest level of care and guidance throughout their mortgage journey. Her strong customer service and social media skills make her an asset to the company as she spearheads BAM's endeavors in the state.

MICHAEL MONTELEONE PRESIDENT, BLAIR ALLEN INSURANCE (BAI) michael@blairallen.com 480-540-5474 www.blairallen.com ww.linkedin.com/in/michael-monteleone-8a02926

Leadership Team

Michael Monteleone brings over 15 years of insurance industry experience to his role as President of Blair Allen Insurance, LLC (BAI). Before joining BAI, Michael successfully ran a thriving agency in Scottsdale, Arizona, where he built a robust client base of over 3,500 customers. His commitment to excellence and personalized service allowed him to expand into 23 markets, working with more than 30 national carriers and offering thousands of insurance products. This extensive reach and diversity in product offerings have solidified his reputation as a leader in the insurance sector.

Michael’s journey in the insurance industry is marked by a keen understanding of client needs and a relentless drive to provide tailored solutions. His expertise isn’t confined to just insurance; he also holds an active Real Estate License, which he used to deepen his insight into the intersection of real estate and insurance. This unique blend of skills has allowed him to cater to a diverse clientele, offering insurance plans that are specifically designed to align with real estate transactions and needs. Licensed in multiple states, including Arizona, California, Colorado, Idaho, Nevada, Montana, New Mexico, New York, Oregon, Tennessee, Texas, Washington, and Utah, Michael has a broad geographic reach that allows him to serve clients across various regions.

Michael joined Blair Allen Insurance with a vision to revolutionize how insurance integrates into the real estate space. Recognizing that a significant portion of insurance policies originate from realtors or mortgage professionals, Michael saw BAI as a game-changer. By bringing insurance solutions in-house, BAI streamlines the process for clients, creating a seamless experience from real estate transactions to securing insurance coverage. This strategic alignment not only simplifies the client journey but also enhances the value proposition of BAI within the real estate sector.

At BAI, Michael oversees all operations, including managing relationships with top-tier national carriers, guiding training programs, and ensuring the smooth execution of day-to-day activities. His leadership is characterized by a commitment to innovation, client satisfaction, and a deep understanding of market dynamics. Under his guidance, BAI continues to expand its footprint, leveraging its integrated model to deliver unparalleled service and solutions to clients.

Michael’s decision to join BAI was driven by the opportunity to be part of a company that is redefining the role of insurance in real estate. By providing tailored, comprehensive insurance solutions directly through the BAI platform, Michael is helping to create a more efficient, customer-centric experience that sets new standards in the industry.

MONTY MILLER PRESIDENT - BLAIR ALLEN TECHNOLOGIES (BAT)

monty@blairallen.com 469-219-7720 www.blairallen.com https://orchatect.com

Orchatect, serving as the Chief Technology Officer (CTO) for Blair Allen Technology, LLC (BAT), is set to transform business technology management through its innovative solutions. Orchatect specializes in supporting companies with multiple locations via Maestro®, a comprehensive SaaS solution that integrates all technology and business applications, allowing businesses to achieve Command & Control through a single pane of glass and automated alerts.

The market demands high-quality IT solutions that streamline business operations and management while enabling faster go-to-market strategies at cost-effective prices. However, the vast array of IT tools and applications designed for specific functions has led to unintended complexities, such as varied data formats, security issues, and additional maintenance costs. Additionally, the extensive data generated from these systems presents challenges in managing and extracting valuable insights necessary for key business decisions.

Large corporations have attempted to offer advanced features to small and medium-sized businesses, but often these efforts have fallen short of delivering true customer service and a cohesive user experience. The IT industry’s growing number of consultants, developers, and integrators adds to the confusion, making it difficult for business owners to select the best solutions from an overwhelming array of options.

In response to these challenges, a group of experienced Telecommunication and Information Technology engineers and consultants came together in 2018 to create Orchatect. Their vision was to develop a solution that utilized industryleading technologies and platforms to simplify IT management for small and medium-sized businesses. By focusing on key architectural principles that allow for future growth, Orchatect has successfully addressed many of the complexities that have plagued businesses, providing scalable, efficient, and integrated IT solutions.

Now, as the CTO of BAT, Orchatect’s IT Service Management (ITSM) framework is being incorporated into BAT’s operations, positioning the company to expand into key verticals including real estate, property management, mortgage lending, and insurance. This integration leverages Orchatect’s intellectual property to enhance the overall value of BAT and its subsidiaries, streamlining operations, reducing costs, and improving service delivery within these industries. By using Orchatect’s solutions, BAT is poised to lead in these sectors, offering integrated technology that meets the distinct needs of each market.

JOHN WEBER RET. COLONEL SENIOR STRATEGIC ADVISOR, BLAIR ALLEN FINANCIAL, INCORPORATED (BAF) VETERANS AFFAIRS DIVISION (VAD) HONORARY BOARD MEMBER, UNITED NEEDS john@blairallen.com 605-484-5251 www.blairallen.com

Colonel (Ret.) John P. Weber is a decorated military leader and advocate for veterans, bringing over 34 years of experience in the South Dakota National Guard to his role as Senior Strategic Advisor at Blair Allen Financial’s Veterans Affairs Division and Honorary Board Member of United Needs. With a focus on leadership, recruitment, and community development, Colonel Weber works to empower veterans and active military personnel, drawing on his personal and professional experience to address the unique challenges service members face as they transition to civilian life. His work with Blair Allen reflects his commitment to providing pathways to stability, financial independence, and generational wealth for military families.

Colonel Weber joined Blair Allen Financial and United Needs to further his mission of supporting veterans and active-duty service members. His expertise ensures Blair Allen’s programs deliver measurable outcomes, particularly through initiatives that address financial literacy, housing stability, and wealth-building. At United Needs, he plays a vital role in shaping education-focused solutions, such as housing support and real estate investment opportunities, while helping to refine policies that create lasting benefits for veterans and their families.

Colonel Weber’s distinguished military career began in 1986 when he enlisted as a 13B Cannon Crewman in the South Dakota National Guard.

Over the years, he advanced through a series of leadership roles, including serving as Battalion Commander of the Recruiting and Retention Battalion, where he led South Dakota to record-breaking recruitment numbers. During his deployment to Afghanistan, he commanded Forward Operating Base Kunduz, overseeing training and combat missions for Afghan Army and Police Forces, demonstrating exceptional leadership in high-threat environments. As Commander of the 1st Battalion, 196th Regional Training Institute, he managed officer candidate training programs across the Western U.S., earning the program its first-ever "Learning Institute of Excellence" distinction.

Throughout his career, Colonel Weber received numerous military awards, including the Combat Action Badge, Legion of Merit Medal, Bronze Star Medal, and Meritorious Service Medal (five awards). These honors reflect his dedication to service, exceptional leadership, and commitment to his fellow military personnel.

Now based in Rapid City, South Dakota, Colonel Weber remains deeply connected to the military community. His role at Blair Allen and United Needs continues his lifelong dedication to service, ensuring veterans and active-duty families have access to the tools and resources they need to achieve success in civilian life.

PAUL STROUD RET. SMSGT SENIOR STRATEGIC ADVISOR, BLAIR ALLEN FINANCIAL, INCORPORATED (BAF) VETERANS AFFAIRS DIVISION (VAD) HONORARY BOARD MEMBER, UNITED NEEDS paul@blairallen.com 605-381-2759 www.blairallen.com

Paul A. Stroud, a retired Senior Master Sergeant (SMSgt) and decorated Air Force veteran, brings over 38 years of combined expertise in active-duty service and military contracting to his role as Senior Strategic Advisor at Blair Allen Financial’s Veterans Affairs Division and Honorary Board Member of United Needs. His lifelong commitment to service and firsthand understanding of the challenges faced by veterans and active military personnel inspire his work in empowering military families to achieve stability, financial independence, and long-term success.

Paul’s decision to join Blair Allen and United Needs is deeply rooted in his experience navigating the complexities of transitioning from military to civilian life. As a seasoned leader with expertise in technical operations and mentorship, Paul is dedicated to ensuring service members have access to resources and guidance that support their success. At Blair Allen, he provides strategic insights to initiatives addressing housing, financial literacy, and wealth-building opportunities for veterans and active-duty personnel. In his role with United Needs, Paul helps shape education-first programs that deliver housing assistance, financial literacy training, and real estate investment opportunities for sustainable growth.

Paul’s distinguished military career began in 1983 when he enlisted in the United States Air Force as an Aircraft Structural Mechanic. Over two decades, he honed his expertise on various aircraft, including the B-1B bomber, and served at Ellsworth and Edwards Air Force Bases. Following the events of 9/11, Paul deployed to Saudi Arabia in support of Operation Enduring Freedom. After retiring from active duty, he continued his service as a military contractor for 16 years, working in Germany, Iraq, and Afghanistan. During this time, he specialized in maintaining Army helicopters, including Chinooks, Blackhawks, and Apaches, contributing to critical missions for the Global War on Terrorism.

Throughout his career, Paul earned numerous accolades, including four Meritorious Service Medals, two Air Force Commendation Medals, and four Air Force Outstanding Unit Awards with Valor, as well as the Global War on Terrorism Service Medal, the Global War on Terrorism Expeditionary Medal, and the Korean Defense Service Medal. These achievements highlight his dedication to mission success and the welfare of his fellow service members.

Now based in Rapid City, South Dakota, Paul leverages his deep ties to the military community to ensure Blair Allen’s programs are practical and impactful. As a Senior Strategic Advisor, Paul focuses on ensuring Blair Allen University’s training programs meet the needs of veterans while contributing to financial literacy and housing initiatives tailored to military families. His advocacy and leadership continue to drive positive change for those who serve our nation, reinforcing Blair Allen Financial’s commitment to the military community.

THE UNITS OR SHARES ARE OFFERED SUBJECT TO THE ACCEPTANCE BY BLAIR ALLEN FINANCIAL, INC. (“BAF”) OF OFFERS

BY PROSPECTIVE MEMBERS. BAF MAY REJECT ANY OFFER IN WHOLE OR IN PART AND NEED NOT ACCEPT OFFERS INTHE ORDER RECEIVED. THIS OFFERING IS BEING MADE IN RELIANCE UPON THE AVAILABILITY OF AN EXEMPTIONFROM THE REGISTRATION PROVISIONS OF THE SECURITIES ACT OF 1933, AS AMENDED (THE “SECURITIES ACT”) BASED UPON BAF’S INTENDED COMPLIANCE WITH THE PROVISIONS OF REGULATION D UNDER SUCH ACT. ACCORDINGLY, A SALE WILL NOT BE MADE TO ANY PERSON UNLESS BAFHAS REASONABLE GROUNDS TO BELIEVE, AND DOES BELIEVE,IMMEDIATELY PRIOR TO MAKING SUCH SALE, THAT SUCH PERSON IS A SUITABLE MEMBERAS DESCRIBED IN THE SECURITIES LAWS. See “Member Suitability.”

THEUNITS OR SHARES HAVE NOT BEEN APPROVED BY THE SECURITIES AND EXCHANGECOMMISSION (THE “COMMISSION”) OR THE STATE SECURITIESAUTHORITIES OF ANY STATE, NOR HAS THE COMMISSION OR ANY STATE SECURITIES AUTHORITY PASSED UPON THE ACCURACY OR ADEQUACY OF THIS MEMORANDUM. ANY REPRESENTATION TO THE CONTRARY IS A CRIMINAL OFFENSE. THEUNITS OR SHARES OFFERED HEREBY HAVE NOT BEEN REGISTERED UNDER THE SECURITIES ACT OR THE SECURITIES LAWS OF ANY STATE AND ARE BEING OFFERED AND SOLD IN RELIANCE ON EXEMPTIONS FROM THE REGISTRATION REQUIREMENTS OF THE SECURITIES ACT AND SUCH LAWS. AS A RESULT, THE UNITS OR SHARES MAY BE SOLD, TRANSFERRED OR OTHERWISE DISPOSEDOF ONLY IF, AMONG OTHER THINGS, SUCH TRANSACTION IS REGISTERED OR, IN THE OPINION OF COUNSEL, ACCEPTABLE TO BAF, SUCH TRANSACTION IS EXEMPT FROM THE REGISTRATION PROVISIONS OF THE SECURITIES ACT AND APPLICABLE STATE SECURITIES LAWS. THIS MEMORANDUM DOES NOT CONSTITUTE AN OFFER TO SELL OR THE SOLICITATION OF AN OFFER TO PURCHASE UNITS OR SHARES TO ANY PERSON IN ANY JURISDICTION IN WHICH AN OFFER OR SOLICITATION IS UNLAWFUL OR NOT AUTHORIZED. SUBJECT TO THE PRECEDING SENTENCE, THIS MEMORANDUM IS INTENDED FOR THE EXCLUSIVEUSE OF THE PERSON WHOSE NAME APPEARS IN THE SPACE BELOW(THE“OFFEREE”). ANY REPRODUCTION OF THIS MEMORANDUM, IN WHOLE OR IN PART, OR THE DIVULGENCE OF ITS CONTENTS, WITHOUT THE PRIORWRITTEN CONSENT OF BAF, IS PROHIBITED. THE OFFEREE, BY ACCEPTINGDELIVERY OF THIS MEMORANDUM, AGREES TO RETURN THIS MEMORANDUM AND ALL ENCLOSED DOCUMENTS TO BAF IF (i) THE OFFEREE DOES NOT SUBSCRIBE TO PURCHASEANY OF THE UNITS OR SHARES OFFERED HEREBY,(ii) THE OFFEREE’SSUBSCRIPTION IS NOT ACCEPTEDOR (iii) THE OFFERING IS TERMINATEDFOR ANY REASON. THIS MEMORANDUM SUPERSEDES ALL PREVIOUSLY PROVIDED MATERIALS, IF ANY. NO PERSON IS AUTHORIZED TO GIVE ANY INFORMATION OR TO MAKE ANY REPRESENTATIONS OTHERTHAN THOSE CONTAINED IN THIS CONFIDENTIAL PRIVATE PLACEMENT MEMORANDUM, AND, IF GIVEN OR MADE, SUCH INFORMATIONOR REPRESENTATIONS MUST NOT BE RELIED UPON AS HAVING BEEN AUTHORIZED. NEITHER THE DELIVERY OF THIS CONFIDENTIAL PRIVATE PLACEMENT MEMORANDUM NOR ANY SALE MADE HEREUNDER SHALL, UNDER ANY CIRCUMSTANCES, CREATE ANY IMPLICATION THAT THERE HAS BEEN NO CHANGE IN THE AFFAIRS OF BAF SINCE THE DATE HEREOF OR THAT THE INFORMATION CONTAINED HEREINIS CORRECT AS OF ANY TIME SUBSEQUENT TO ITS DATE. OFFEREES ARE NOT TO CONSTRUE THE CONTENTS OF THIS CONFIDENTIAL PRIVATE PLACEMENT MEMORANDUM OR ANY PRIOR OR SUBSEQUENT COMMUNICATIONS AS LEGAL, TAX OR INVESTMENT ADVICE. EACH OFFEREE SHOULD CONSULTHIS OWN COUNSEL,ACCOUNTANT OR BUSINESS ADVISOR AS TO LEGAL,TAX AND RELATEDMATTERS COVERING THE UNITS OR SHARES OFFERED HEREBY. DURING THE COURSE OF THE OFFERING MADE HEREBY AND PRIOR TO THE PURCHASE OF UNITS OR SHARES, EACH OFFEREE OF UNITS OR SHARES AND HIS PURCHASER REPRESENTATIVE(S), IF ANY, ARE INVITED TO ASK QUESTIONS OF, AND TO OBTAIN ADDITIONAL INFORMATION FROM MANAGING MEMBER CONCERNING THE TERMSAND CONDITIONS OF THE OFFERING, BAF AND ANY OTHER RELEVANTMATTERS, INCLUDING, ADDITIONAL INFORMATION TO VERIFY THE ACCURACY OF THE INFORMATIONIN THIS MEMORANDUM TO THE EXTENT THE FOREGOING POSSESS SUCH INFORMATION OR CAN ACQUIRE IT WITHOUT UNREASONABLE EFFORT OR EXPENSE. IN ORDER TO BE RELIED UPON BY THE OFFEREE, ANY SUCH ADDITIONAL INFORMATION OR ANSWERS TO QUESTIONS MUST BE IN WRITING, MUST BE IDENTIFIED AS SUCH, MUST BE DELIVERED AFTER THIS MEMORANDUM, AND MUST BE PROVIDED BY MANAGING MEMBER. ALL DOCUMENTS REASONABLY RELATED TO THIS INVESTMENT WHICH DO NOT ACCOMPANY THIS MEMORANDUMAS EXHIBITS WILL BE MADE AVAILABLE TO THE OFFEREE (OR TO ANY PURCHASER REPRESENTATIVE(S) RETAINED TO ADVISE HIM/HER WITH RESPECT THERETO)UPON REQUEST. Copyright © 2024 Blair Allen Financial, Inc.

UNITED NEEDS

INTRODUCTION UNITED NEEDS (In Progress 501c3) Est. 2025

INTRODUCTION United Needs is a 501(c)(3) nonprofit organization dedicated to empowering active military personnel, veterans, and their families by addressing the unique challenges they face in achieving financial independence, homeownership, and generational wealth. In partnership with Blair Allen Financial, Inc. (BAF) and its family of companies, United Needs provides a structured pathway that integrates education, financial support, and wealth-building opportunities.

Our efforts are concentrated in communities where BAF operates, such as Rapid City, South Dakota (home to Ellsworth Air Force Base), and Phoenix, Arizona (home to Luke Air Force Base).

These regions have high concentrations of active military and veteran populations. By focusing on these areas, United Needs ensures participants have access to affordable housing, personalized financial education, and tools to build wealth through real estate investment.

WHAT WE ARE AIMING TO DO: United Needs aims to transform the lives of 2,000 veterans and active military families over the next five years by:

2.

UNITED NEEDS (UN) BUSINESS PLAN:

Introduction

307

The Problem

309

Our Solution

311

A Structured Journey

312

Bat’s ITSM Solution

315

Business Model

316

Financial Directive

317

Fundraising Objectives

318

Financial Strategy

321

Leadership

__

Investment disclosure

__

1 Providing Stable Housing Solutions:

Offering affordable rental properties through Blair Allen Property Management (BAPM) in high-demand military concentrated communities like Rapid City and Phoenix.

2 Building Generational Wealth: Equipping participants with knowledge and resources to invest in real estate, generate passive income, and build financial security.

3 Enhancing Financial Literacy: Providing tailored education through Blair Allen University (BAU) on critical topics such as debt-to-income ratios, credit repair, and financial stability.

4 Protecting Assets:

Ensuring participants secure insurance coverage for their homes and investments through Blair Allen Insurance (BAI).

5

Revitalizing Communities: Driving economic growth in military-focused regions by increasing homeownership rates and facilitating veteran-led investments.

How We Do It: United Needs works closely with BAF subsidiaries—including Blair Allen Property Management (BAPM), Blair Allen Luxury Realty (BALR), Blair Allen Mortgage (BAM), Blair Allen Insurance (BAI), and Blair Allen Capital (BAC)—to deliver a seamless and comprehensive solution. The catalyst for success is Blair Allen University (BAU), which provides mandatory education and certification programs at every step. Participants must complete BAU certifications, demonstrating proficiency in key financial and housing principles, to unlock benefits and advance through the program.

Blair Allen Technology’s (BAT) ITSM platform tracks and measures each participant’s progress, providing transparency and accountability for stakeholders while optimizing program delivery.

THE PROBLEM Housing Challenges Near Military Bases: Communities near major military bases, such as Ellsworth Air Force Base and Luke Air Force Base, face unique housing challenges:

1

High Demand, Limited Supply

2

Frequent Relocations:

3

Rising Rental Costs:

The growing military presence in these regions, including the addition of 5,000 personnel at Ellsworth, has created a significant housing shortage, driving up costs and limiting availability.

Active military personnel often face housing instability due to frequent relocations, making it difficult to secure affordable, long-term rental housing.

High demand in regions like Phoenix and Rapid City has driven up rental prices, placing additional financial strain on military families.

Economic Transition Challenges: Veterans transitioning from active service often lack the financial literacy needed to navigate civilian systems, resulting in difficulties securing mortgages, managing debt, or planning for long-term financial stability. Active service members face similar challenges, particularly when dealing with relocation costs and the complexities of military pay structures.

Barriers to Wealth Creation: Military personnel and veterans are rarely exposed to structured wealth-building opportunities, such as real estate investment. Without access to education and resources, many miss the chance to create generational wealth and financial independence.

OUR SOLUTION: How We Help Veterans and Active Military BLAIR ALLEN UNIVERSITY (BAU): THE CATALYST FOR SUCCESS: BAU is at the core of United Needs’ mission, providing mandatory education and certification programs at each step of the participant’s journey. Each benefit offered by United Needs is contingent upon the participant completing a BAU certification, ensuring they have the knowledge and tools to make informed financial decisions. BAU certifications include training on:

Debt-to-income ratios and financial stability factors.

Credit repair and management.

Budgeting and long-term financial planning.

Homeownership preparation and asset protection.

Participants earn certifications as they progress through the program, unlocking access to housing assistance, financial support, and investment opportunities.

A STRUCTURED JOURNEY: From Stability to Wealth

STEP 1:

Rental Housing Solutions through BAPM and BAI

Secure Housing: Participants are placed in affordable, well-maintained rental properties managed by Blair Allen Property Management (BAPM), prioritizing BAC-owned assets in Rapid City and Phoenix.

BAU Certification: Participants must complete the Financial Foundations course, which covers budgeting, debt-to-income management, and credit repair. Certification is required to unlock housing benefits.

Financial Assistance: Certified participants receive up to $4,500 in United Needs grants, covering: $1,500 for a security deposit.

Two months’ rent (up to $3,000).

Asset Protection: Blair Allen Insurance (BAI) works with participants to secure rental insurance, safeguarding their belongings and providing peace of mind.

STEP 2:

Transition to Homeownership through BALR, BAM, and BAI

Homebuying Support: Participants work with BALR agents to find VA-qualified homes in the Black Hills or Phoenix.

BAU Certification: Participants must complete the Path to Homeownership program, which teaches them how to navigate VA loans, manage closing costs, and maintain long-term financial stability. Certification is required to access homeownership grants.

Financial Assistance: Certified participants receive up to $5,000 in United Needs grants for closing costs, covering appraisals, inspections, and legal fees.

Tailored Financing: Blair Allen Mortgage (BAM) offers VA loans and Down Payment Assistance (DPA) programs, reducing financial barriers.

Asset Protection: BAI provides affordable homeowners’ insurance, protecting participants’ investments and ensuring financial security.

STEP 3: Wealth Creation through BAC, BAU, and BAI Investment Opportunities: Participants are introduced to real estate investment opportunities through Blair Allen Capital (BAC), including co-investment in multifamily or commercial properties.

BAU Certification: Participants must complete the Building Wealth through Real Estate program, which covers multifamily property acquisition, passive income strategies, and portfolio management. Certification is required to access investment opportunities.

Long-Term Impact: Participants gain sustainable income streams, securing financial independence for their families.

Asset Protection: BAI works with participants to secure insurance for their investments, ensuring long-term stability and security.

BAT'S ITSM SOLUTION Blair Allen Technology’s ITSM platform transparency, efficiency, and accountability by:

1

Progress Tracking: Monitoring participants’ certifications, placements, and investment milestones.

2

ensures

housing

Impact Measurement: Capturing real-time data on financial literacy improvements, housing stability, and wealth creation outcomes.

3

Donor Reporting: Providing stakeholders with detailed, data-driven impact reports to demonstrate program success.

4

Program Optimization: Identifying bottlenecks and improvement to maximize impact.

opportunities

for

UNITED NEEDS BUSINESS MODEL ECONOMIC IMPACT FOR BLAIR ALLEN COMPANIES

1 2

BAPM: Increased occupancy rates in BAC-owned properties in Rapid City and Phoenix, boosting property management revenues.

BALR: Growth in real estate transactions as participants transition to homeownership.

3

BAM: Expansion of VA loan originations and DPA program participation.

4

BAI: Increased insurance enrollments to protect participants’ homes, investments, and personal property.

5

BAC: Growth in the Veteran Opportunity Fund, generating financial returns while empowering participants.

6

BAU: Sustained enrollment in education programs, building a pipeline of financially empowered military families and veterans.

SOCIAL IMPACT FOR UNITED NEEDS: Participants Served: Transition 2,000 veterans and active military families to homeownership and empower 500 as real estate investors within five years.

Community Revitalization: Inject $50 million into the economies of the Black Hills and Phoenix through housing development and investment initiatives.

Force Multiplier: With $20 million in donor funding, United Needs generates $50 million in economic impact, showcasing a 2.5x return on investment for donors and stakeholders.

FINANCIAL DIRECTIVES Upon the establishment of United Needs as a 501(c)(3) nonprofit organization, the leadership team will prioritize securing $20 million in donor funding to support the operations and long-term impact of its mission. These funds will be essential for achieving United Needs’ objectives of providing stable housing solutions, financial literacy education, and wealth-building opportunities for veterans and active military personnel. Below, we outline the financial strategy and methods commonly employed by successful nonprofit organizations to secure and sustain funding, as well as how United Needs will leverage its measurable impact to grow its donor base.

FUNDRAISING OBJECTIVES

Initial Fundraising Goal: Secure $20 million in donor commitments over the first three years of operations to establish the foundation for United Needs' programs and initiatives.

Sustained Funding: Build a diversified revenue stream that includes corporate partnerships, individual donors, grants, and contributions from Blair Allen Financial (BAF) and Blair Allen Capital Fund (BACF) as future donors to United Needs.

Programmatic Support: Allocate

funds

strategically

to

maximize

programmatic impact, with a focus on education through Blair Allen University (BAU), housing support,

and

real

estate

opportunities for participants.

investment

HOW NONPROFITS RAISE FUNDS: Successful nonprofit organizations utilize a combination of the following methods to secure and sustain funding:

Individual Donor Contributions: Major Gifts: Focus on cultivating relationships with high-net-worth individuals who share a passion for supporting veterans and military families.

Recurring Donations: Develop a monthly giving program that allows donors to contribute smaller, consistent amounts to sustain operations over time.

Donor Recognition Programs: Offer naming opportunities, public recognition, and personalized impact reports to major donors to foster long-term relationships.

Corporate Partnerships and Sponsorships Corporate Giving Programs: Partner with companies that prioritize veteran and military support as part of their corporate social responsibility (CSR) efforts.

Event Sponsorships: Host fundraising events and workshops that allow corporate sponsors to showcase their brand while supporting United Needs’ mission.

Matching Gift Programs: Collaborate with employers who match employee donations, effectively doubling contributions.

Grant Funding Federal Grants: Apply for government grants targeting veteran housing, education, and workforce development programs (e.g., HUD, Department of Veterans Affairs, Department of Defense).

Private Foundation Grants: Pursue funding from foundations focused on military families, affordable housing, and financial education initiatives.

Community Fundraising Initiatives: Crowdfunding Campaigns: Launch digital campaigns to raise awareness and solicit small donations from a broad audience.

Peer-to-Peer Fundraising: Empower supporters to create personal fundraising campaigns on behalf of United Needs.

Volunteer-Led Events: Organize local fundraisers, such as charity runs or auctions, to engage the community and raise funds.

Endowments and Legacy Giving: Planned Giving: Establish a legacy giving program that encourages donors to include United Needs in their wills, trusts, or estate plans.

Endowment Fund: Create a long-term endowment fund to provide financial stability and ensure the longevity of United Needs’ programs.

UNITED NEEDS FINANCIAL STRATEGY: United Needs will adopt the best practices outlined above, tailoring each approach to align with the organization’s mission and goals.

Below are the key elements of our financial strategy:

Demonstrating Donors:

Impact

to

Attract

and

Retain

Measurable Results: Use Blair Allen Technology’s ITSM platform to track and report the outcomes of every program, including the number of veterans served, certifications earned, housing placements, and investment opportunities provided.

Success Stories: Share detailed participant success stories to showcase the tangible impact of donor contributions.

Transparency: Provide donors with quarterly impact reports, financial updates, and program achievements to build trust and accountability.

Initial $20 Million Fundraising Campaign: Donor Prospecting: Identify and engage potential major donors, including philanthropists, veteran advocates, and corporations with a focus on military support.

Kickoff Event: Host a high-profile fundraising event to launch the campaign, featuring keynote speakers from the veteran community and leadership from United Needs, BAF, and BACF. Matching Campaign: Secure a lead donor or corporate partner to match the first $5 million raised, creating momentum and inspiring additional contributions.

UNITED NEEDS FINANCIAL STRATEGY: continued

Building a Sustainable Funding Model Recurring Donor Base: Establish a monthly giving program, “Friends of United Needs,” to build a consistent revenue stream.

Corporate Support: Develop long-term partnerships with companies in industries such as defense, technology, and real estate.

Grants Pipeline: Hire a dedicated grant writer to apply for federal and private grants aligned with United Needs’ mission.

Future Contributions from Blair Allen Financial and BACF: As United Needs grows and demonstrates its impact, BAF and BACF will serve as future donors, contributing a portion of their profits to sustain and expand the nonprofit’s programs.

This partnership will ensure a steady flow of resources, leveraging the success of Blair Allen’s family of companies to multiply the impact of United Needs.

PROJECTED ALLOCATION OF FUNDS The initial $20 million in donor funding will be allocated as follows:

1. Education (BAU): 20% Develop and deliver certification programs in financial literacy, homeownership preparation, and real estate investment.

2. Housing Support: 50% Provide grants for security deposits, rent, and closing costs to help veterans and active military personnel secure stable housing.

3. Operations and Outreach: 20% Support program administration, community outreach, and donor engagement efforts.

4. Impact Measurement (BAT): 10% Implement and maintain the ITSM platform to track and report program outcomes.

By demonstrating measurable outcomes and sharing the stories of veterans and military families who benefit from United Needs’ programs, the organization will attract additional donors and funding opportunities. The leadership team is committed to maintaining financial transparency, ensuring every dollar raised directly supports the mission. With BAF and BACF as key supporters, United Needs is positioned to grow and expand its reach, helping even more veterans and active military personnel achieve stability, independence, and long-term success.

CAPITAL

FUND

INTRODUCTION BLAIR ALLEN CAPITAL FUND, INC (BACF) Est. 2025

BLAIR ALLEN CAPITAL FUND (BACF) BUSINESS PLAN Introduction

323

Mission, Vision, & Values

331

Objectives

335

Family of Companies

341

Market Opportunity & Analysis

345

Leadership, Governance, & Committees

354

Investment Thesis & Objectives

364

Project Specific Syndication Strategy

370

Lifecycle

373

The Liberty Project

375

Advantages

385

INTRODUCTION Blair Allen Capital Fund, Inc. (BACF) is a visionary private equity real estate investment fund established in 2024 to revolutionize the investment landscape with a diversified asset focus and fully integrated technology and service ecosystem. Structured as a Delaware C-Corporation with a total capitalization of $250 million—comprising $100 million in equity and $150 million debt—BACF specializes in the acquisition, development, and management of multifamily, retail, and ancillary real estate assets in highgrowth secondary and tertiary markets.

$250M

capitalization

$150M $100M in equity

With a strategic emphasis on growing regions like, Billings, MT, Rapid City, SD, and Phoenix, AZ, BACF capitalizes on areas experiencing rapid population growth, military activity, and workforce migration. Its diversified portfolio is designed for adaptability and resilience, offering investors access to a wide range of asset classes that align with market opportunities and demand.

BACF’s investment focus includes: Wholesale and Fix-and-Flip Properties through the BAF Capital division.

Long-term Hold Class B to A Multifamily and Retail Developments.

Military Housing Solutions.

Real Estate Investments (REI).

A key differentiator of BACF is its integration within the Blair Allen Financial (BAF) ecosystem, which provides end-to-end luxury real estate, property management, mortgage, and insurance services to support, grow, and sell assets.

Leveraging cutting-edge technology platforms, BACF employs data-driven decision-making, seamless operational management, and value-add strategies to enhance asset performance. Proprietary tools within the BAF ecosystem enable real-time portfolio monitoring, streamlined transaction processes, and predictive analytics to maximize returns and optimize asset dispositions.

BACF’s comprehensive approach also incorporates robust governance and risk management frameworks to ensure security and transparency for investors. With a steadfast commitment to measurable social impact, BACF aligns its investment strategy with community-building initiatives, delivering housing and infrastructure solutions that foster economic growth and improve quality of life in the regions it serves. This holistic model positions BACF as a leader in sustainable, technology-driven real estate investment, setting a new standard for integrated asset management and mission-driven performance.

MISSION

VISION

& VALUES

MISSION To deliver exceptional financial returns while addressing housing shortages, fostering economic growth, and creating measurable social impact by empowering underserved communities with opportunities for financial independence, housing stability, and economic mobility.

VISION To transform secondary and tertiary markets into thriving, self-sustaining communities that provide quality housing, vibrant retail hubs, and wealthbuilding opportunities while leaving a lasting positive impact on society and the environment.

VALUES: Integrity: Transparent and ethical leadership that prioritizes trust, accountability, and the equitable treatment of all stakeholders.

Innovation: Harnessing advanced technology and data-driven insights to optimize decision-making and enhance the scalability of social and financial outcomes.

Community Empowerment: Creating accessible housing, fostering economic mobility, and providing tools for financial literacy and independence to underserved populations.

Sustainability: Long-term value creation through investments that are socially and environmentally responsible, ensuring both financial and community growth for future generations.

Impact: Embedding measurable social impact into every investment, ensuring that financial success aligns with improving lives and revitalizing communities.

BACF strategically deploys capital to balance immediate profitability with long-term sustainable growth across a diverse range of real estate categories:

Wholesale and Fix-and-Flip Properties: Targeted Acquisitions: Focused on acquiring undervalued Class C properties in high-demand markets, where redevelopment opportunities present significant upside potential.

Value-Add Improvements: Transforming Class C properties into Class B standards through renovations, increasing both market appeal and rental income. This strategy aligns with maximizing property value and tenant satisfaction.

Short-Term Execution: Projects are executed efficiently within 12–24 months, ensuring quick capital turnover and reinvestment opportunities for the fund.

Class B and A Multifamily and Retail Developments: Multifamily Units: BACF prioritizes long-term hold projects for 50 to 500-unit complexes located in regions where BAF services are actively provided. Investments include Class B or A properties with potential for upgrades to enhance energy efficiency, amenities, or tenant experiences, ensuring properties align with community needs. Preferred investments offer cap rates of 6% or higher, guaranteeing robust profitability.

Retail Hubs: Designed as integral components of master-planned developments, these mixed-use retail spaces are located near multifamily projects and other BAF-served areas. Retail hubs foster community engagement by providing essential services and lifestyle amenities. BACF ensures these assets maintain abovemarket cap rates while creating vibrant, tenant-friendly environments.

Military Housing Solutions: Strategic Locations: Developments are focused near major military installations like Ellsworth and Luke Air Force Bases, leveraging consistent demand from military personnel and their families.

Tailored Offerings: Housing solutions are customized to meet the specific needs of service members, offering proximity to work, affordability, and communitycentric amenities.

Real Estate Investments (REI): Diversification: Exploring opportunities in ancillary real estate sectors such as senior living facilities, student housing, and co-working spaces. These sectors complement BACF’s core holdings while broadening market exposure.

Risk-Adjusted Returns: Striking a balance between innovative, highgrowth investments and stable, income-producing assets to deliver consistent performance across the portfolio.

By diversifying its portfolio and maintaining a focus on strategic execution, BACF ensures robust financial outcomes while contributing to the long-term development of thriving communities.

WHAT MAKES US UNIQUE Vertically Integrated Ecosystem: BACF leverages a fully integrated ecosystem across its subsidiaries to create operational synergies, reduce inefficiencies, and scale seamlessly:

Blair Allen Luxury Real Estate (BALR): Provides expertise in premium property transactions, ensuring high-value acquisitions and partnerships. BALR also identifies and recruits top agents who specialize in rural luxury markets, enhancing deal flow and property value.

Blair Allen Property Management (BAPM): Streamlines property operations by managing tenant relationships, overseeing maintenance, and optimizing occupancy rates. BAPM’s Premier Lease Up Service ensures fast tenant acquisition and compliance with local regulations.

Blair Allen Mortgage (BAM): Offers tailored financial products, including VA loans and workforce-focused solutions, facilitating smooth tenant transitions to homeownership and improving retention rates.

Blair Allen Insurance (BAI): Provides comprehensive risk management, from multifamily unit insurance to tenant policies. BAI’s in-house insurance offerings simplify the onboarding process and enhance tenant experience.

Blair Allen Capital (BAC): Focuses on value-add strategies and creative financing solutions, ensuring high returns on investments while aligning with the fund’s mission-driven objectives.

Blair Allen Technologies (BAT): Powers operations through the proprietary Blair Allen ITSM Platform, enabling real-time monitoring, predictive analytics, and seamless integration across all subsidiaries.

This interconnected approach ensures efficiency at every stage of the real estate lifecycle, from acquisition to management and tenant engagement.

THE FAMILY OF

COMPANIES BAF Blair Allen Financial, Inc (Delaware C-corporation owning a family of companies)

BAU

BALR

Blair Allen University

Blair Allen Luxury Real Estate, LLC

BAPM Blair Allen Property Management, LLC

BAM Blair Allen Mortgage, LLC

UNITED NEEDS Not-For-Profit (501c3) Military Family Empowerment

BAI Blair Allen Insurance, LLC

BAC Blair Allen Capital, LLC

BAT Blair Allen Technologies, LLC

BACF Blair Allen Capital Fund, Inc (Delaware C-corporation)

Technology-Driven Operations: The Blair Allen ITSM Platform is at the core of BACF’s operational success. Key features include: Real-Time Analytics: Offers instant insights into property performance, tenant satisfaction, and financial metrics, allowing for proactive decision-making.

Predictive Modeling: Identifies market trends, optimizes rent pricing, and forecasts maintenance needs to enhance asset value.

Automation: Streamlines administrative processes such as leasing, compliance, and tenant communications, reducing overhead and human error.

Integrated Systems: Unifies data from all subsidiaries into a single platform, ensuring seamless communication and eliminating operational silos.

This technology not only drives efficiency but also ensures BACF remains competitive in a rapidly evolving real estate landscape.

Community Impact: BACF’s commitment to social responsibility is exemplified through its partnership with United Needs, delivering meaningful benefits to underserved populations:

Financial Literacy Programs: Educates tenants and prospective homeowners on budgeting, credit management, and wealthbuilding strategies.

Transitional Support: Assists military families and workforce migrants with relocation services, ensuring a smooth integration into new communities.

Wealth-Building Opportunities: Provides access to affordable housing and financial products that empower tenants to transition into property ownership.

These initiatives not only enhance tenant retention but also align with BACF’s mission to foster economic growth and social equity.

Focus on High-Growth Markets: BACF targets regions with strong economic fundamentals and growth potential, emphasizing: Secondary and Tertiary Markets: Focuses on areas experiencing rapid workforce migration, military expansion, and industrial growth, such as Rapid City, SD, and Phoenix, AZ. Underserved Communities: Prioritizes regions where housing demand outpaces supply, addressing critical gaps in the market.

Workforce-Driven Demand: Developments are strategically located near major employment hubs, military bases, and growing industries to ensure sustained tenant demand and rental income stability.

Market Research: Utilizes advanced analytics to identify emerging trends and untapped opportunities, ensuring investments align with longterm growth trajectories.

By prioritizing these markets, BACF maximizes returns while addressing critical housing and infrastructure needs in overlooked regions.

MARKET OPPORTUNITY

& ANALYSIS

Blair Allen Capital Fund (BACF) identifies substantial opportunities in rural and secondary markets where population growth, economic expansion, and housing shortages converge.

By leveraging real market data and focusing on areas with strong military presence and robust workforce demand, BACF’s investment strategy capitalizes on high-growth, high-yield sectors. These markets present unique conditions for transformative real estate investments, enabling BACF to address community needs while generating high returns for investors.

Real Estate Market Overview: Secondary and rural markets are experiencing a surge in demand due to affordability concerns in urban centers and the increased adoption of remote work. These factors drive migration to areas offering a lower cost of living, enhanced quality of life, and expanding economic opportunities. However, some markets have faced overdevelopment of multifamily and retail projects, leading to significant challenges for companies that over-leveraged their investments.

The expansion of Ellsworth Air Force Base, fueled by the deployment of the B-21 Raider bomber, is expected to generate demand for over 2,800 new housing units by 2030 (Black Hills Regional Housing Study, 2023). Workforce housing, retail spaces, and community amenities are top priorities. South Dakota is home to approximately 59,000 veterans, representing about 6.7% of the state’s total population (U.S. Census Bureau, 2023).

The veteran population significantly contributes to the demand for affordable housing and essential services, particularly near military installations like Ellsworth Air Force Base.

Trends in Underserved

& Overbuilt Markets:

Population Growth: Migration to secondary and rural markets is accelerating as affordability, remote work trends, and quality-of-life improvements draw individuals and families. For instance, Rapid City, SD, has seen a 7.2% population growth over the past five years (U.S. Census Bureau, 2023), driven by affordability, military expansion, and employment opportunities.

Military Presence: Military installations anchor these markets, providing consistent demand for workforce housing, retail, and essential services.

Ellsworth Air Force Base in Rapid City, for example, is projected to add 5,000 military personnel and 20,000 new residents over the next five years (Department of Defense, 2023).

Overbuilt Multifamily and Retail Projects Some developers, such as Tide Equities, over-leveraged their portfolios by taking on personal guarantees (PGs) for commercial loans in rapidly expanding markets. The high commercial mortgage rates—which have climbed to over 7% as of 2024—have led to widespread foreclosures. This presents a unique opportunity for BACF to acquire improved assets at significant discounts, often 30–50% below market value. These distressed assets, which are already zoned, entitled, and partially developed, offer a strategic advantage for quick redevelopment and integration into BACF’s portfolio.

Master-Developed Communities Master-planned communities are emerging as a dominant model in secondary markets due to their ability to offer a captive audience of residents. These communities combine multifamily housing, retail spaces, and community amenities, fostering high tenant retention and steady revenue streams. Developers leveraging this model experience long-term stability compared to isolated multifamily or retail projects.

Housing Shortages: A deficit of affordable Class B and C housing units, especially in areas near military installations and growing industries, keeps vacancy rates below 4.5%. National housing inventory is at historically low levels, with a 24% reduction in available listings year-over-year (Realtor.com, 2024), further underscoring the opportunity for strategic investments.

Target Geographies

& Demographics:

RAPID CITY, SOUTH DAKOTA: The expansion of Ellsworth Air Force Base, fueled by the deployment of the B-21 Raider bomber, is expected to generate demand for over 2,800 new housing units by 2030 (Black Hills Regional Housing Study, 2023). Workforce housing, retail spaces, and community amenities are top priorities.

PHOENIX, ARIZONA Phoenix’s thriving tech sector and economic expansion near Luke Air Force Base support strong rental demand and retail development opportunities. Median home prices in the Phoenix metro area increased by 12% year-over-year, with renovated properties commanding 30-40% higher resale values (Zillow, 2024). Additionally, Phoenix leased 6.4 million square feet of industrial space in 2023, highlighting strong logistics demand (CBRE, 2024).

SCOTTSDALE, ARIZONA

Scottsdale’s luxury market and thriving tourism industry create unique opportunities for high-end multifamily and retail developments. With a median home price exceeding $600,000 and rental occupancy rates above 95% (National Association of Realtors, 2023), Scottsdale offers a stable and lucrative market. The city’s focus on sustainable urban development aligns with BACF’s commitment to long-term growth and environmental responsibility.

BILLINGS, MONTANA As the largest city in Montana, Billings serves as an economic hub for the region. The city has experienced steady population growth driven by healthcare, energy, and agriculture industries. Billings’ rental vacancy rates remain below 4% (CoStar, 2024), and there is a growing demand for mixed-use developments and workforce housing. The city’s proximity to Yellowstone National Park supports a burgeoning short-term rental market, which saw 37% revenue growth in 2023 (AirDNA, 2024).

Demographic Focus: BACF targets military families, essential workers, and young professionals seeking quality housing and convenient access to retail and recreational spaces.

Competitive Landscape: BACF’s vertically integrated ecosystem, encompassing property management, construction, mortgage, and insurance services, provides a distinct advantage over competitors. This structure reduces operational inefficiencies, streamlines project execution, and ensures alignment with community needs. Strategic collaborations with architectural firms and local stakeholders further position BACF as a market leader.

SWOT ANALYSIS

SWOT ANALYSIS: STRENGTHS A vertically integrated business model enhances efficiency and cost control.

Strong military and community partnerships support tenant demand.

Expertise in high-growth, underserved secondary markets.

OPPORTUNITIES Expanding demand for workforce housing and mixed-use retail developments.

Acquisition of distressed and improved assets at significant discounts.

Leveraging partnerships to deliver financial literacy and homeownership programs.

WEAKNESSES Initial reliance on military-driven demand in some markets.

Limited brand recognition outside target geographies.

THREATS Market volatility and rising interest rates.

Increasing competition from institutional investors targeting secondary markets.

INVESTMENT STRATEGIES: Wholesale Properties: Acquisition discounts of 20–40% below market value (ATTOM Data Solutions, 2024).

Military-centric sourcing near bases ensures steady demand.

Fix-and-Flip Investments: Renovated homes yield an average profit margin of 65% (ATTOM Data Solutions, 2024).

Project timelines of 12–24 months ensure capital turnover.

Long-Term Multifamily and Retail Holds: Mismanaged Class B and A- assets are acquired at a discount and stabilized through BAPM. Master-planned communities are developed to cater to high-growth markets, combining multifamily housing and retail hubs for a captive audience.

Mixed-use retail hubs enhance tenant retention and diversify revenue streams.

LEADERSHIP, GOVERNANCE,

& COMMITTEES

ALEX NAHAI (DIRECTOR): Alex Nahai leads BACF with a proven track record of over $1 billion in real estate transactions and a deep understanding of the complexities in real estate investment and development. With a strong background in corporate law, real estate finance, and intellectual property, Alex has successfully navigated high-stakes projects across diverse markets. His career includes senior counsel roles at FOX Broadcasting Corporation, where he managed multimillion-dollar real estate portfolios, and leadership positions in private real estate firms. At BACF, Alex oversees strategic direction, portfolio growth, and execution of the fund’s mission to deliver exceptional financial returns while addressing critical housing challenges in underserved markets.

ANGIE ISON (DIRECTOR): Angie Ison brings over 20 years of global experience in corporate finance, financial governance, and operational efficiency to her role as CFO of BACF. She has successfully managed NASDAQ listings, led transformative financial turnarounds, and overseen portfolios of over 900 residential properties worldwide. Angie’s expertise spans technology, real estate, retail, and hospitality sectors, where she has consistently driven profitability and growth. At BACF, she ensures financial integrity, compliance, and alignment with investor objectives, leveraging her deep knowledge of financial planning and strategic leadership to achieve the fund’s ambitious $1 billion investment goals.

JASON BLAIR (DIRECTOR): Jason, a real estate, development, financial, and technology expert, is the founder and CEO of Blair Allen Financial (BAF) and its family of companies, including BALR, BAPM, BAM, BAI, BAC, and BAT. With over three decades of expertise in entrepreneurship, real estate, and sustainable innovation, Jason leads with a passion for creating measurable impact through corporate social responsibility (CSR). His visionary leadership ensures the seamless integration of profitability and purpose, driving mission-driven goals while fostering meaningful contributions to communities. Jason's commitment to giving back is reflected in the initiatives of BAF and its subsidiaries, emphasizing accountability and measurable outcomes that leave a lasting legacy of positive change.

GARY LORENZ (DIRECTOR): Gary Lorenz is a seasoned financial strategist with more than 35 years of experience managing portfolios exceeding $29 billion. Renowned for his expertise in risk management, strategic planning, and operational turnarounds, Gary has held leadership roles at major institutions, including First Interstate Bank, Great Western Bank, and Wells Fargo Auto Finance. His ability to drive profitability and growth is underscored by his success in building and scaling financial operations. At BACF, Gary provides independent oversight and expert guidance, ensuring disciplined risk management and alignment with the fund’s mission to deliver sustainable investor returns.

JOSIAH LAFRANCE (BAC): Josiah LaFrance, President of Blair Allen Capital (BAC), is a seasoned real estate professional with expertise in multifamily acquisitions, value-add strategies, creative deal structures, and property dispositions. Formerly ranked the top 1% brokerage team in South Dakota, he achieved over $100 million in annual transactions before transitioning to focus on wholesale deals and fix-and-flip ventures. Today, Josiah facilitates approximately 200 property transactions annually, leveraging his extensive market knowledge and innovative approaches to drive BAC’s portfolio expansion and growth. His strategic vision and hands-on approach enable the identification and transformation of undervalued assets, maximizing returns and positioning BAC for long-term success.

Josiah works closely with Blair Allen Mortgage (BAM) to align financing solutions and Blair Allen Property Management (BAPM) to optimize property operations, ensuring seamless integration across the Blair Allen ecosystem.

GOVERNANCE & COMMITTEES: BACF employs a robust governance structure with specialized committees to ensure effective management, mitigate risks, and maintain alignment with the fund’s objectives:

INVESTMENT COMMITTEE: ROLE: Reviews and approves major investment decisions, including acquisitions, divestitures, and capital deployment strategies.

MEMBERS: Jason Blair (Chairman), Alex Nahai (CEO), Angie Ison (CFO), Gary Lorenz (Director), Josiah LaFrance (President, BAC)

Decision-Making Process: Define specific roles, responsibilities, and voting thresholds for key decisions (e.g., majority approval required for acquisitions).

Conduct thorough due diligence for property acquisitions, including: Detailed financial analysis to assess ROI and cash flow.

Environmental assessments to ensure compliance and sustainability.

Comprehensive market studies to validate demand and growth potential.

RISK MANAGEMENT COMMITTEE: Role: Monitors compliance with regulatory frameworks and identifies potential risks across the portfolio.

Chair: Gary Lorenz (Director)

Structure: Composed of seasoned experts in financial and operational risk management to ensure a proactive approach.

COMMUNITY IMPACT COMMITTEE: Role: Develops and oversees social responsibility initiatives, including collaborations with United Needs to support underserved populations.

Chair: Alex Nahai (Director and CEO)

TECHNOLOGY & INNOVATION COMMITTEE:

Role: Oversees the deployment and continuous enhancement of the Blair Allen ITSM Platform, ensuring that technology drives operational excellence.

Chair: Jason Blair (Chairman)

BY COMBINING STRONG LEADERSHIP WITH A STRUCTURED GOVERNANCE FRAMEWORK, BACF ENSURES THE FUND OPERATES WITH INTEGRITY, INNOVATION, AND EFFICIENCY.

INVESTMENT THESIS

& OBJECTIVES THESIS: Secondary and tertiary markets undergoing significant growth driven by military activity, workforce migration, and tourism represent untapped opportunities for strategic real estate investment.

These markets, often overlooked, feature increasing demand for housing, retail spaces, and mixed-use developments due to rapid population expansion and economic shifts. By aligning with traditional real estate investment fund strategies, BACF’s focus ensures risk-adjusted returns while addressing structural gaps in underserved markets.

BACF’s investment approach is characterized by disciplined asset selection, leveraging market inefficiencies in highgrowth areas, and optimizing capital deployment to maximize value creation. The emphasis on risk diversification across asset classes ensures that the portfolio can weather economic fluctuations and maintain stable returns.

Focus on DSCR: Debt Service Coverage Ratio (DSCR) will serve as a critical performance metric across all investments.

By targeting properties and projects with a DSCR of at least 1.25, BACF ensures robust cash flow to cover debt obligations, mitigating risk while enhancing overall portfolio stability.

This focus is particularly essential in the current high-interest-rate environment, providing a buffer against market volatility.

1.25 DSCR

OBJECTIVES: Capital Deployment: Allocate $250 million across a diversified portfolio to ensure balanced growth and risk mitigation: Multifamily Properties: $125M (50%) – Targeted investments in high-demand residential projects to generate stable rental income and long-term value.

Retail Development: $87.5M (35%) – Mixed-use retail hubs designed to complement multifamily units, fostering self-sustaining communities.

Fix-and-Flip Projects: $25M (10%) – Acquisition and renovation of undervalued properties for short-term profitability.

Ancillary Investments: $12.5M (5%) – Strategic ventures into niche real estate sectors, enhancing portfolio diversification.

Asset Types: Primary Focus: Multifamily properties for their stable cash flow and appreciation potential.

Industrial Properties: Diversification and higher yield opportunities.

Mortgage-Backed Securities or Private Mortgages: Providing reliable returns through secured lending.

REIs: A smaller percentage of the portfolio for additional diversification.

Performance Metrics: Aim for a preferred annual cash-on-cash return of 8–10% and an internal rate of return (IRR) of 15–17% over a 7–10-year period.

15% IRR

over a 7–10-year period.

Long-Term Vision: Transition the fund into a publicly traded Real Estate Investment Trust (REIT) by Year 7, providing liquidity, dividends, and scalable growth opportunities for investors.

The transition will include adherence to REIT-specific regulations to optimize tax efficiency and investor returns, ensuring alignment with traditional fund benchmarks.

Community Integration: Enhance economic development in target areas by addressing housing shortages and creating vibrant, mixeduse spaces that attract residents and businesses alike.

Projects will focus on bolstering local economies and fostering partnerships with community stakeholders to ensure sustainable growth.

Data-Driven Strategy: Leverage advanced analytics and market insights to identify optimal investment opportunities, ensuring efficient capital allocation and superior returns. Proprietary models will include predictive analytics to forecast market performance and align with investor expectations, ensuring a competitive edge in fund performance.

By aligning these objectives with its mission, BACF ensures impactful investments that yield financial success while addressing critical community needs. These strategic goals position BACF to rival traditional real estate investment funds, delivering stable, high-performing returns in a rapidly evolving market landscape.

PROJECT-SPECIFIC SYNDICATION STRATEGY an alternative to the traditional fund structure

As an alternative to the traditional fund structure, BACF offers a project-specific syndication model to raise capital on a per-project basis. This approach provides a streamlined pathway for investors to directly participate in individual developments, fostering transparency and alignment with investor preferences while enabling BACF to accelerate its capital deployment for high-priority projects.

The syndication model allows BACF to focus on one project at a time, catering to investors seeking to minimize exposure across a diverse portfolio and maximize control over their investments. It offers investors the opportunity to invest in projects with clear, defined timelines and measurable outcomes, rather than committing to a broader fund where capital allocation is diversified across multiple initiatives.

Model Under the syndication framework, BACF employs a modified 2/20 private equity-style structure. Investors contribute equity capital for a specific project, and BACF earns fees based on performance and management activities.

The model includes:

A fixed 2% annual fee based on the project’s total AUM. This fee covers BACF’s operational costs, including underwriting, project management, reporting, investor relations, and compliance activities.

Investors are guaranteed a preferred annual return of 8%, meaning they receive a cumulative priority distribution of 8% on their invested capital before any profits are shared with BACF. This ensures that investors achieve predictable, baseline returns and aligns the syndication structure with their risk mitigation preferences.

BACF is entitled to 20% of profits exceeding the preferred return and specific performance hurdles. These hurdles are tiered at 10%, 12%, and 14% to reward BACF for achieving higher levels of performance. The tiered hurdle structure incentivizes BACF to maximize project outcomes and ensures that investors benefit proportionally as the project performs above expectations.

Hurdle Structure At the 10% hurdle, profits above 8% and up to 10% are split 90/10, with 90% allocated to investors and 10% to BACF. For returns exceeding 10% but below 12%, the split moves to 85/15.

For returns above 12%, the split moves to 82.5/17.5.

For returns above 14% the split moves to 80/20.

SYNDICATION

LIFECYCLE

The syndication lifecycle is designed to optimize investor returns while aligning BACF’s operational efficiencies with project goals. It includes five distinct phases:

1 2

BACF begins by identifying high-potential projects that align with its strategic objectives, such as multifamily developments or industrial properties.

Each project undergoes extensive due diligence, including financial modeling, environmental assessments, zoning analysis, and risk evaluations.

BACF leverages its vertically integrated ecosystem and proprietary BlairAllen ITSM platform to ensure all projects are thoroughly vetted For each project, BACF develops a detailed investment memorandum outlining the project’s scope, financial projections, timeline, and anticipated returns. This document provides transparency and clarity to prospective investors. The capital raise typically targets accredited investors, family offices, and institutional partners, with minimum investment thresholds designed to attract sophisticated participants.

3 4 5

Once capital is secured, BACF commences project execution.

Leveraging Blair Allen Property Management, Blair Allen Mortgage, and Blair Allen Insurance, BACF ensures seamless property development, management, and risk mitigation.

BAPM handles tenant placement, leasing, and operational efficiencies, while BAM provides tailored financing solutions for buyers and tenants. BAI oversees comprehensive insurance policies to safeguard project assets.

Throughout the project, BACF provides regular updates to investors, including quarterly reports, financial statements, and milestone tracking.

Investors gain access to a secure portal powered by the BlairAllen ITSM platform, allowing them to monitor project progress in real-time. This transparency fosters investor confidence and ensures alignment with project goals.

Upon project completion and stabilization, BACF executes a predefined exit strategy, such as asset sale, refinancing, or conversion into a REIT. Proceeds are distributed first to cover the 8% preferred return, followed by profits allocated according to the tiered hurdle rates.

Benefits of Syndication The syndication strategy provides significant benefits for both investors and BACF: The model offers greater transparency, direct alignment with individual projects, and flexibility to select investments that match their preferences.

Syndication enables rapid capital deployment for high-priority projects, reduces reliance on broader fund commitments, and showcases successful projects as case studies to attract future investors.

BACF’s project-specific syndication model represents a sophisticated, investor-aligned strategy to raise capital while addressing critical real estate needs. The combination of guaranteed preferred returns, tiered hurdle rates, and a transparent operational framework positions BACF as a leader in innovative and impactful real estate investment.

THE LIBERTY SOUTH DAOKTA INVESTMENT OPPORTUNITY

A THRIVING FUTURE FOR RAPID CITY The Liberty South Dakota Project Transforming Rapid City into an integrated hub of housing, retail, and entertainment through Blair Allen Capital Fund’s visionary investment.

$750M+

5,000+

2.5M+

Total Development

Jobs Created

Annual Visitors

$1B+ Economic Impact

A Market-Driven Development Strategy Blair Allen Capital Fund, Inc. (BACF) is leading the charge in strategic, high-growth real estate investments that transform secondary and tertiary markets into thriving economic hubs. The Liberty South Dakota Project is a master-planned development in Rapid City, SD, designed to revitalize the region by delivering much-needed housing, commercial spaces, and tourism-driven infrastructure.

With a vertically integrated investment strategy, BACF is leveraging its portfolio of real estate, property management, mortgage, and insurance services to develop a self-sustaining, high-yield investment that benefits both investors and the local community​.

Rapid City, a growing market with strong economic fundamentals, is home to Ellsworth Air Force Base, a booming workforce sector, and an underserved commercial and tourism infrastructure. By combining housing, retail, and entertainment under one comprehensive development plan, BACF is positioning Liberty South Dakota as one of the most compelling real estate investment opportunities in the Midwest.

Why Rapid City?

A High-Growth Market with Unmet Demand Rapid City’s unique combination of population growth, workforce expansion, and tourism demand makes it a prime location for largescale investment.

Strategic Location: A gateway city for Mount Rushmore, Badlands National Park, and the Black Hills region, attracting 14M+ tourists annually​.

Housing Shortages: With rental vacancies below 5% and home prices rising 8-12% year-over-year, the demand for new residential development is critical​​.

Economic Momentum: Rapid City is undergoing a major economic shift, fueled by military expansion, job creation, and infrastructure investment​.

Military Growth: Ellsworth AFB is adding 5,000+ personnel over the next decade, driving housing demand and commercial expansion​.

Retail & Tourism Gaps: Despite being a major regional center, Rapid City lacks large-scale entertainment, shopping, and hospitality options—a gap that the Liberty Project will fill​.

LIBERTYLAND THEME PARK: THE FLAGSHIP ATTRACTION The Libertyland Theme Park will be the crown jewel of the Liberty Project—a world-class entertainment destination designed to captivate visitors of all ages and generate strong, recurring revenue streams.

2M+

$500M+

visitors in its

in direct & indirect spending

first five years

2,500+ jobs created by the project

PROJECTED ANNUAL ATTENDANCE: 2M+ visitors in its first five years

PROJECTED ECONOMIC IMPACT:

$500M+ in direct and indirect spending

JOB CREATION:

2,500+ jobs across sectors

ENTERTAINMENT & EXPERIENCES: THRILL RIDES & COASTERS: A mix of state-of-the-art roller coasters, immersive dark rides, and water attractions

LIVE ENTERTAINMENT: An amphitheater for concerts, performances, and community events

INTERACTIVE ATTRACTIONS: Themed zones featuring VR & AR experiences, hands-on exhibits, and escape rooms

FAMILY-FRIENDLY OFFERINGS: Kid-focused rides, character meet-and-greets, and an indoor play area

SEASONAL & THEMED EVENTS: Winter festivals, Halloween haunts, and summer celebrations to drive year-round traffic

REAL ESTATE & COMMERCIAL DEVELOPMENT The Liberty Project will integrate a mixed-use development strategy, ensuring long-term sustainability and diversified revenue streams.

RESIDENTIAL OFFERINGS 600+ Multifamily Units: Designed for military personnel, workforce residents, and young professionals 1,200 Single-Family Homes: Catering to growing families and long-term residents Luxury & Affordable Housing Mix: Ensuring a balanced, inclusive community

RETAIL & LIFESTYLE CENTERS 50,000+ sq. ft. Retail & Dining Hub: Featuring restaurants, boutique shops, entertainment spaces, and essential services Liberty Plaza: A vibrant, walkable urban center combining office spaces, coworking hubs, and leisure facilities Themed Hotel & Resort: A 300-room resort, RV park, and campgrounds supporting tourism and extended stays

SUSTAINABILITY & SMART INFRASTRUCTURE Eco-Friendly Design: Incorporating solar energy, water conservation, and green building practices Smart City Technology: Automated transportation, AI-driven maintenance systems, and integrated security measures Walkability & Public Spaces: Parks, trails, and gathering spaces fostering community engagement

Investor Opportunity: A High-Yield, MultiSector Development

PROJECTED RETURNS & CAPITAL STRATEGY: The Liberty Project represents a $1.5 billion investment opportunity, with multiple avenues for high-yield returns: real estate development returns, tourism & entertainment revenue, and tax increment financing (TIF) & government incentives.

REAL ESTATE DEVELOPMENT RETURNS

Multifamily & Single-Family Housing:

Commercial Retail & Mixed-Use:

Projected IRR of 18-22%

~Cap Rates of 7-9%

TOURISM & ENTERTAINMENT REVENUE Libertyland Theme Park: Annual revenues projected at $250M+

$240M

Hospitality & Accommodations: Luxury hotels, RV parks, and vacation rentals catering to high visitor demand

TAX INCREMENT FINANCING (TIF) & GOVERNMENT INCENTIVES Potential for up to $200M in public-private funding partnerships TIF financing agreements to offset infrastructure costs

KEY STRATEGIC

ADVANTAGES FIRST MAJOR THEME PARK IN THE REGION:

A unique investment not only in entertainment but also in real estate, hospitality, and tourism.

MILITARY & WORKFORCE HOUSING DEMAND: Guaranteed occupancy and long-term rental income stability.

UNMET RETAIL & HOSPITALITY NEEDS: A self-sustaining community with consistent foot traffic and economic vitality.

GOVERNMENT & TAX INCENTIVES: A structured investment benefiting from TIF financing and statelevel economic development programs.

CONCLUSION A LANDMARK PROJECT ALIGNED WITH BACF’S VISION The Liberty South Dakota Project is more than just a development—it embodies BACF’s mission to drive economic transformation through strategic, highgrowth investments. As a self-sustaining, mixed-use community, Liberty seamlessly integrates real estate, tourism, and commerce, aligning with BACF’s commitment to creating long-term value for investors while revitalizing underserved markets.

This is a once-in-a-generation opportunity to shape the future of South Dakota’s economic and entertainment landscape, reinforcing BACF’s position as a leader in impact-driven, high-yield real estate investment.

CAPITAL

FUND

BLAIR ALLEN CAPITAL FUND BUSINESS PLAN IS CURRENTLY STILL IN PROGRESS

Investor & Lender Disclosure Statement- Blair Allen Financial, Inc. (“BAF”) and its affiliated companies—Blair Allen Luxury Real Estate, LLC (“BALR”), Blair Allen Property Management, LLC (“BAPM”), Blair Allen Mortgage, LLC (“BAM”), Blair Allen Insurance, LLC (“BAI”), Blair Allen Capital, LLC (“BAC”), and Blair Allen Technologies, LLC (“BAT”)—collectively referred to as “the BAF Group,” are early-stage, privately held startup companies currently seeking investment and financing from accredited investors and private lenders to support the development and scaling of their respective operations.

Forward-Looking Statements & Risk Disclosures - The information presented in BAF's business plans, marketing materials, and communications—including financial projections, pro forma statements, valuation estimates, and revenue forecasts—are forward-looking in nature. These statements are based on current assumptions, strategies, and market expectations that are subject to substantial uncertainty, variability, and change. No guarantee is made or implied regarding the accuracy of such projections, nor should they be relied upon as promises or assurances of future performance or valuation.

Technology Development Status- BAF’s proprietary ITSM platform and technology infrastructure, developed and managed by Blair Allen Technologies (BAT), is currently under development and not fully deployed across BAF’s core verticals—real estate, mortgage, insurance, and property management. As such, technological performance, integration, and monetization are still evolving, and results may differ materially from expectations.

Investment & Lending Risks- Investments in or loans made to BAF and its subsidiaries are inherently speculative and involve a high degree of risk. The BAF Group’s success depends on numerous factors, including execution capability, market acceptance, economic conditions, regulatory changes, and availability of additional financing. There is no assurance of profitability, liquidity, or return on investment.

Debt instruments and equity securities issued by any BAF entity may not provide any guaranteed return, dividend, or capital appreciation. In the event of a business failure, dissolution, or bankruptcy, investors and lenders may lose some or all of their capital. Additionally, equity holders are not considered debt holders and may not have priority in any distribution of proceeds. Liquidity may be limited, and exit strategies are uncertain.

Due Diligence & Professional Advice Recommended- All prospective investors and lenders are strongly encouraged to conduct independent due diligence and seek professional advice from licensed legal, tax, and financial advisors before committing funds. Participation in any BAF Group offering should be based on careful assessment of personal risk tolerance, financial objectives, and long-term investment horizon.

Important Legal Notice: Accredited Investors Only- The information contained in this communication is intended solely for “accredited investors” as defined under Rule 501 of Regulation D of the Securities Act of 1933, as amended.

Participation in any offering from Blair Allen Financial, Inc. (“BAF”) or its subsidiaries is available only to individuals or entities that meet the accredited investor criteria, which include, but are not limited to: Individuals with an income exceeding $200,000 ($300,000 with a spouse) in each of the two most recent years, and a reasonable expectation of the same income level in the current year; or Individuals or entities with a net worth exceeding $1 million (excluding the primary residence); or Entities such as banks, insurance companies, registered investment companies, business development companies, or certain trusts and partnerships.

This communication does not constitute an offer to sell or a solicitation of an offer to buy any securities. Any such offering will be made only pursuant to formal offering documents and in compliance with applicable securities laws.

Offers are made only to persons who are verified as accredited investors, and who have been provided with appropriate disclosure documents and agreements.

Seek Independent Legal Counsel- Prospective investors and lenders should not rely on the information herein as legal, tax, or investment advice. All recipients are strongly encouraged to consult with qualified legal, tax, and financial advisors to evaluate the risks, suitability, and legal implications of any investment or lending activity with BAF or its subsidiaries. The applicability of securities laws, exemptions, and investor status should be assessed independently.

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