Strategic Investment & Growth Plan 2027-2030

Proposition. Approximately EUR 550K of strategic growth capital to build team, owned conference IP, media and intelligence, relationship technology, international expansion and working-capital capacity.

EveryMatrix relationship. Proposed minority strategic investor + unique Founding Strategic Partner + separately priced bespoke client projects. Equity ownership and commercial rights remain contractually distinct.

Why now. The business has been bootstrapped through customer revenue. The next constraint is not proof that companies will pay; it is converting founder capability into company capability and building recurring, scalable revenue around the relationships Altitude creates.

2027 objective. Move from event-led revenue to five revenue engines: Experiences, EveryMatrix bespoke projects, Strategic Partnerships, ALT Conference, and Media & Intelligence.

Risk discipline. The 2027 Growth Case is not contracted revenue. EUR 78K is confirmed and approximately EUR 180K represents a specific EveryMatrix project opportunity; the balance requires execution.

*Hacksaw Gaming event was delivered by the founding team outside the Altitude brand. It is excluded from Altitude financials and shown only as relevant execution track record.

The 2024 Altitude iGaming Edition was launched with Gamdom and PG Soft. The 2025 Barcelona event established international execution capability, albeit at break-even. By 2026, Altitude event contribution had improved to approximately 41%.

The company has reached this stage with no external equity capital from the founders. Commercial activity has funded delivery and development to date.

Important accounting note: these figures are event contribution after direct event costs, not audited net profit. Founder compensation, shared staff and shared overhead are not fully isolated within Altitude today.

This is precisely why the investment plan models Altitude as a standalone company with its own team, overhead and operating discipline.

The relationship demonstrates repeat purchasing, increasing scope and trust. However, Altitude's long-term enterprise value requires diversification beyond one customer. EveryMatrix's equity investment is therefore strengthened - not weakened - by Altitude becoming a wider industry platform.

The proposed relationship has three separate layers: shareholder, Founding Strategic Partner and bespoke client.

EveryMatrix publicly describes itself as serving 400+ clients across 50+ markets in Europe, North America, Africa and LatAm, with an ambition to become a top-three global iGaming technology provider. It also describes its mission around high-impact, high-value partnerships with tier-1 operators and WLA lotteries.

In 2026, EveryMatrix created a dedicated Lottery division as a long-term investment area and has continued expanding its regulated-market footprint. These public priorities align naturally with an Altitude platform built around senior decision-maker relationships, market-specific executive formats and measurable relationship development.

The annual market and audience mix should remain flexible so the programme can evolve alongside EveryMatrix's long-term strategy.

Flywheel: Experiences → Relationships → Network → Content & Media → Audience → Intelligence → ALT Conference → New Relationships.

The model is intentionally designed so that event revenue becomes a smaller share of the total mix over time, while recurring and scalable revenue becomes more important.

Growth Case contribution margin: approximately 45.4%. Figures are management planning assumptions and include revenue that is not yet contracted.

The 2027 Growth Case should therefore be presented as an operating plan, not a revenue forecast. The purpose of the investment is partly to give Altitude the organisation and runway to convert planned activity into contracted business.

Base: delayed or reduced new-market/conference activity and fewer partner wins. Growth: broad execution of the current operating plan. Upside: additional bespoke projects and stronger partnership/conference performance.

Upside is not presented as a target. It demonstrates operating leverage if higher-contribution revenue outperforms.

The exact payroll/company-cost assumptions require Malta payroll and tax validation before final investor circulation. Freelance support may be used initially to keep fixed headcount disciplined.

The investment thesis is not based on financing structurally loss-making events. Individual activities are expected to be contribution-positive; external capital funds acceleration, infrastructure, owned IP and the timing gap between building capability and collecting revenue.

Under the Base Case, the first standalone year could produce a modest operating loss of approximately EUR 40K. The capital requirement must therefore provide resilience against slower commercial conversion.

Current planning reserve: EUR 80K. The final amount should be validated through a monthly cash-flow model using actual invoice terms and supplier deposit schedules. As the company scales, management should consider a minimum unrestricted-cash policy.

Current planning range: approximately EUR 500K-EUR 600K, subject to the final monthly cash-flow model. EUR 550K is the central case, not an arbitrary fixed requirement.

2027 Growth Case assumes only EUR 40K media revenue. The objective in year one is primarily to build audience, data and content IP rather than assume immediate large-scale advertising profitability.

Potential quarterly metrics include C-level executives engaged, target accounts engaged, new senior relationships, introductions facilitated, opportunities influenced, pipeline influenced and commercial outcomes associated with those relationships.

Altitude should not claim sole causality for deals. CRM integration, privacy, GDPR and data ownership must be agreed explicitly.

The first edition is primarily an IP-building exercise. The objective is to establish a recognisable annual senior-industry gathering with strong hospitality, limited supplier saturation and a high proportion of decision-makers.

Illustrative revenue architecture could combine headline sponsorship, supporting sponsorship, tickets and VIP/hospitality products. The economics should improve only if demand proves the format deserves to scale.

No geographic expansion of ALT Conference should be assumed until the first edition demonstrates repeatable demand.

*Illustrative commercial hypothesis subject to final scope and agreement.

Key principle: shareholder rights do not automatically create perpetual commercial sponsorship rights. If an annual commercial agreement ends, equity ownership continues under the shareholder agreement while commercial benefits follow the commercial contract.

Founding status can remain historically unique; ongoing commercial rights should be defined, renewable and time-bound.

A possible initial board structure is the two founders plus one EveryMatrix representative, with the option to add an independent director later. Voting thresholds and reserved matters require careful drafting.

This table is illustrative only and is included for internal structuring discussion. The proposal should not imply that a final valuation or equity percentage has been agreed.

Future management equity of approximately 5-10% may eventually be useful for attracting senior talent. The timing and dilution mechanics should be planned before implementation.

2028-2030 figures are illustrative management ambitions, not forecasts. Network/data monetisation is the least proven revenue engine and should not be relied upon until the underlying network and data asset exist.

The strategic objective is not to become a larger event agency. It is to build an independent relationship platform with owned IP, recurring revenue, proprietary audience and reduced founder dependency.

A final investment process would require a monthly cash-flow model, legal/tax structuring, cap-table confirmation, shareholder agreement, commercial partnership scope, due diligence and agreement on governance.