NDAI For Steve - Podcast Style Read-Aloud Script

Production note: This script is designed to be read verbatim. Bracketed lines are read-aloud pacing cues. Tables and calculator/chart elements have been converted into spoken text so the audio version still carries the same information.

[Cold open. Calm, direct, private.]
Private investment structure memo
NDAI founder runway, Steve oversight, and the 18-month reset.
The actual proposal is $100,000 for one-third of NDAI, with Steve paid back first if a strategic partner comes in at the 18-month reset.
Intended scenario: Steve invests $100,000 for 33.3%. The $150,000 and $250,000 cases are only there to show the ask is low; they are not the ask.
$100k. intended scenario.
33.3%. initial Steve stake.
18 mo. reset window.

[Short pause.]
[Now read the formal structure memo.]

[Section title: NDAI Founder Runway and 33 Percent Investment Structure]

Prepared for Steve - confidential founder/investor discussion
Date: May 17, 2026
Focus: Steve investment structure, founder runway, 18-month reset, and strategic partner path

For Steve's eyes only

[Section: Important Note]

This is a private discussion memo, not a legal offering document, securities disclosure, tax plan, or final operating agreement. Any investment in NDAI equity would need proper legal and tax review before money changes hands. The purpose of this memo is to clarify the idea for Steve's review: Steve invests for an initial one-third stake, Andrew gets enough runway to build under agreed supervision, and the company reassesses in 18 months before either bringing in a strategic partner at a new valuation or giving Steve the option to increase his position under the original valuation logic.

[Section: Executive Thesis]

NDAI is early, but it is not an empty idea. It already has proof across two different revenue lanes:

Bullet: SandPro OMP: a paid recurring SaaS/white-label product at $599/month, with a credible path to 10 accounts by word of mouth and larger regional/national upside.
Bullet: AI consulting & short-term builds: work like the current Korbis relationship, with a $1,000/week retainer, a 12-month minimum, a $52,000 guaranteed cash baseline, a $10,000 Phase 1 value component, and meaningful in-kind relationship value.

Steve's proposed investment is founder runway plus high-quality supervision. Steve would invest into NDAI for approximately 33.3% of the company. That capital gives Andrew enough time and focus to build the product and consulting opportunities already outlined in the SandPro and Korbis memos. Steve's role would be much more than passive capital: he is a respected regional businessman, remains plugged into major area companies through board seats and relationships, and brings financial judgment, operating discipline, credibility, and access that NDAI could not easily buy.

Andrew would defer to Steve's judgment on the final structure. The valuation cases below establish context for why the $100,000 ask is fair, disciplined, and intentionally below higher defensible numbers.

After 18 months, Andrew and Steve would reassess the company, set a new valuation based on actual traction, and decide between two paths. Path one: bring in one strategic partner for approximately 33.3% at the new price. From that new partner buy-in, Steve's original investment would be returned first and the remaining funds would go into company coffers for the next phase. Path two: if Steve wants to stay deeper in the deal, he can buy the additional shares needed to get to 50/50 at the original/current valuation, not at whatever Andrew thinks the company may be worth after 18 months.

The spirit is simple: Steve helps make the first serious version of NDAI possible; Andrew gets the runway to execute; the 18-month reset gives both parties a clean moment to value what has been created and decide whether a strategic third partner or a Steve/Andrew 50/50 path is the better next move.

[Section: Current NDAI Proof Points]

[Table converted to spoken text.]
Proof point: SandPro OMP paid client; What it shows: NDAI can build and deploy a recurring software product that a real client pays for.
Proof point: SandPro base price of $599/month; What it shows: Creates a simple subscription anchor for future white-label clients.
Proof point: SandPro near-term path to 10 accounts; What it shows: Shows a realistic route to about $5,990 MRR / $71,880 ARR before upsells.
Proof point: Korbis $1,000/week retainer; What it shows: Shows a regional operating-company CEO will pay for ongoing NDAI access.
Proof point: Korbis 12-month minimum; What it shows: Creates a $52,000 guaranteed cash baseline.
Proof point: Korbis Phase 1 / Powerwall value; What it shows: Shows the relationship includes real value exchange beyond ordinary hourly work.
Proof point: Cybertruck use; What it shows: In-kind support and trust signal; useful for client meetings, demos, and field presence.
Proof point: LOCAL / Vault product; What it shows: A local-first vault product on NDAI.pro that can become a privacy, business-data, and AI-readiness revenue stream.
Proof point: Thrawn; What it shows: An agent command console, not an ordinary agent or simple agent harness. It is model-agnostic and strategically important because it can coordinate AI work across owned local compute and outside providers.
Proof point: Multiple product directions; What it shows: SandPro OMP, AI consulting & short-term builds, field tools, LOCAL/Vault, Thrawn, AI workflows, and future productized modules.
[End table.]


This is still an early-stage company. The valuation does not pretend NDAI is a mature SaaS company. It recognizes that the company already has product work, paid customers, active relationships, and founder execution proof.

[Section: Proposed Steve Investment]

The intended structure is simple: Steve invests $100,000 for one-third of NDAI. The $150,000 and $250,000 cases are included only as valuation and fairness references. They show that the $100,000 ask is intentionally low relative to other defensible ways to look at NDAI today. Steve gains no additional strategic advantage by putting in more money at the start; the next real decision point is the 18-month reset.

[Table converted to spoken text.]
Case: Case C: Intended ask / lean runway; Current pre-money valuation: $200,000; Steve investment: $100,000; Post-money valuation: $300,000; Steve ownership: 33.3%; Andrew ownership: 66.7%.
Case: Case A: Fairness reference; Current pre-money valuation: $300,000; Steve investment: $150,000; Post-money valuation: $450,000; Steve ownership: 33.3%; Andrew ownership: 66.7%.
Case: Case B: Upside reference; Current pre-money valuation: $500,000; Steve investment: $250,000; Post-money valuation: $750,000; Steve ownership: 33.3%; Andrew ownership: 66.7%.
[End table.]


The important case is Case C.

Case C is the ask. It gets Steve into the company at one-third, gives Andrew meaningful but not excessive runway, and keeps the conversation grounded. It was added because $150,000 may be more than necessary for this exact stage, not because the company lacks upside.

Case A is a fairness reference. It values NDAI primarily on existing proof: current paid work, early SaaS revenue, founder-built product assets, and near-term execution potential. Andrew is not asking for this amount because it appears unnecessary right now.

Case B is an upside reference. It recognizes that NDAI is not just a service provider with one retainer. It has a live SaaS product, an AI consulting & short-term builds lane, AI leverage, active regional relationships, and several credible paths to recurring revenue. It is still early, but this case prices more of the upside into the present valuation. It is not the ask.

[Section: What The Money Buys]

The money functions as founder runway and company acceleration capital, not as a generic lump sum.

[Table converted to spoken text.]
Use of funds: Founder runway; Why it matters: Gives Andrew time to focus on NDAI instead of splitting attention across survival work.
Use of funds: Product development; Why it matters: Improves SandPro OMP, white-label readiness, AI features, and future product modules.
Use of funds: Client development; Why it matters: Supports outreach, demos, proposals, site visits, and relationship-led sales.
Use of funds: Delivery support; Why it matters: Funds contractors or part-time help where needed: QA, implementation, design, support, documentation.
Use of funds: Office space; Why it matters: Creates a modest physical base for meetings, focused build work, demos, hardware, and local compute/security infrastructure.
Use of funds: Compute costs; Why it matters: Covers AI/API usage, cloud hosting, storage, testing, and model experimentation while NDAI still uses outside infrastructure.
Use of funds: Hardware / local compute; Why it matters: Moves NDAI toward owning critical compute as open-weight models improve, reducing vendor shutoff risk, protecting client data, and making Thrawn's command-console strategy more powerful.
Use of funds: Legal/finance cleanup; Why it matters: Properly documents investment terms, customer contracts, IP boundaries, bookkeeping, and taxes.
Use of funds: Operating discipline; Why it matters: Creates a real plan, reporting cadence, and accountability structure under Steve's supervision.
Use of funds: Steve's network and judgment; Why it matters: Gives NDAI access to a respected regional business mind with board-level relationships and local credibility.
[End table.]


The capital funds an 18-month execution window around specific paid opportunities that already exist.

The hardware point is strategic, not cosmetic. NDAI should use outside cloud and frontier models where they create immediate leverage, but the long-term goal is to move as much critical work as possible onto owned local compute once open-weight models are strong enough. Owning the compute reduces platform shutoff risk, improves security posture, protects client data, and gives Thrawn a more interesting foundation. A future workstation-class Apple Silicon machine, such as an M5 Mac Studio Ultra class system if and when available, is the kind of purchase that could put NDAI near the edge of local AI capability for development, demos, and command-console experimentation.

[Section: Steve's Supervision Role]

Steve's supervision creates discipline without turning Andrew into an employee. Andrew's default posture is to defer to Steve's judgment on financial structure, operating discipline, and major strategic questions while still remaining the founder/operator responsible for execution.

[Table converted to spoken text.]
Area: Monthly operating review; Proposed Steve role: Review revenue, pipeline, cash, product progress, customer issues, and next-month priorities.
Area: Quarterly strategy review; Proposed Steve role: Decide whether NDAI is still following the right product/services mix and whether to change focus.
Area: Financial oversight; Proposed Steve role: Approve budget categories, review runway, and help avoid undisciplined spending.
Area: Major decision consent; Proposed Steve role: Consent required for new debt, new equity, major hires, sale of company assets, or material partner deals.
Area: Investor discipline; Proposed Steve role: Keep the story realistic, numbers-driven, and suitable for future capital or strategic partners.
Area: Network access; Proposed Steve role: Open doors where appropriate to regional business leaders, strategic customers, board-level relationships, and future partners.
Area: Mentorship; Proposed Steve role: Bring CEO/finance judgment to prioritization, pricing, negotiation, and operating rhythm.
[End table.]


The goal is not to slow down execution. The goal is to make Andrew's execution investable.

[Section: 18-Month Reset]

At month 18, Andrew and Steve would reassess NDAI based on actual results rather than today's assumptions.

The review includes:

Bullet: Monthly recurring revenue from SandPro OMP and other white-label products.
Bullet: AI consulting and short-term build monthly revenue.
Bullet: Number of active clients and quality of client relationships.
Bullet: Product maturity, white-label repeatability, and AI feature progress.
Bullet: Customer retention, support load, and delivery quality.
Bullet: Pipeline of strategic partners, customers, and future hires.
Bullet: Progress on additional revenue streams such as LOCAL/Vault, Thrawn command-console work, field tools, and other productized modules.
Bullet: Whether NDAI looks more like a SaaS company, an AI-enabled services/product studio, or a hybrid.

The reset produces a new valuation and a decision on whether to bring in a strategic partner, have Steve increase to 50/50, or keep the company structure as-is.

[Section: Additional Revenue Streams]

The SandPro and Korbis lanes are the cleanest current proof points, but NDAI also has a broader bucket of projects and concepts. Most are not worth building a valuation around yet. They matter because they show the surface area of future productization.

[Table converted to spoken text.]
Stream: LOCAL / Vault; Current role in the story: A local-first vault product on NDAI.pro. This is a potential privacy, business-data, and model-agnostic AI infrastructure product: companies need places to organize their data before AI can use it safely..
Stream: Thrawn; Current role in the story: Stands alone from the rest of the product set. Monetization is not clear yet, but it functions more like a business guarantee: an agent command console that is model-agnostic, less dependent on any single big AI provider, and more powerful if NDAI owns the compute beneath it..
Stream: Other projects; Current role in the story: Useful as experimentation and proof of founder throughput, but not central to the investment ask unless they become paid or strategically relevant..
[End table.]


The point is not to inflate the valuation with every idea. The point is to show that NDAI has multiple shots on goal, including at least one project that could protect the company from dependence on a single model provider.

[Section: Strategic Partner Round]

The next step is flexible. If the company earns it, Andrew and Steve may bring in one strategic partner for approximately 33.3% of NDAI at the new valuation. That partner must bring more than money: customers, industry access, sales force, operational credibility, capital, distribution, or strategic acquisition potential.

[Section: Critical 18-Month Payback Point]

At the 18-month reset, if a strategic partner comes in, Steve gets his original investment paid back first. Before money goes anywhere else, Steve is made whole on the cash he put into NDAI.

After Steve is repaid, the remaining partner funds go into company coffers for growth, hiring, product development, sales, and the next stage of NDAI.

That payback point is central to the fairness of the structure. Steve takes early risk, provides supervision, opens doors, and gives Andrew runway. If the company earns a higher valuation and brings in a third partner, Steve should not have to wait indefinitely to recover the original capital that made the first 18-month execution window possible.

The economic sequence:

1. Steve invests now and receives approximately 33.3% of NDAI.
2. Andrew uses the 18-month runway to build product revenue, consulting revenue, customer proof, and company infrastructure.
3. At month 18, Andrew and Steve agree on a new valuation.
4. If a strategic partner is the right move, that partner buys approximately 33.3% at the new valuation.
5. From the partner's buy-in, Steve's initial investment is repaid first.
6. Only after Steve is made whole, the remaining proceeds go into company coffers for growth unless Andrew and Steve agree otherwise.
7. If Steve prefers to increase his position instead, he can buy the additional shares needed to reach 50/50 at the original/current valuation, not the future revaluation.

This makes Steve whole on his original cash if a strategic partner comes in, while preserving flexibility if Steve decides he wants to be the long-term equal partner rather than making room for a third person.

[Section: Reset Math]

The 18-month strategic partner price has to be high enough to repay Steve and ideally leave meaningful money in the company. If the new partner buys one-third of the company, the partner's check must at least equal Steve's original investment. Any amount above that can go into company coffers for the next phase.

[Table converted to spoken text.]
Initial case: Case C; Steve initial investment: $100,000; Minimum strategic partner check to repay Steve: $100,000; Implied minimum post-money valuation for 33.3% partner: $300,000; Steve 50/50 option at original valuation: Additional $100,000 if structured as new company-issued shares.
Initial case: Case A; Steve initial investment: $150,000; Minimum strategic partner check to repay Steve: $150,000; Implied minimum post-money valuation for 33.3% partner: $450,000; Steve 50/50 option at original valuation: Additional $150,000 if structured as new company-issued shares.
Initial case: Case B; Steve initial investment: $250,000; Minimum strategic partner check to repay Steve: $250,000; Implied minimum post-money valuation for 33.3% partner: $750,000; Steve 50/50 option at original valuation: Additional $250,000 if structured as new company-issued shares.
[End table.]


This is important. Under the clarified version, the new partner does not need to fund an Andrew catch-up payment. Steve gets paid back first; the remainder stays in the company. Separately, if Steve wants to go to 50/50, the clean primary-capital version is that he contributes the same amount again at the original valuation case. A lawyer can decide whether that is best handled as company-issued shares, a purchase from Andrew, a warrant, an option, or a side agreement.

Examples of stronger 18-month outcomes:

[Table converted to spoken text.]
18-month post-money valuation: $300,000; New partner one-third buy-in: $100,000; If Steve invested $100k: Pays Steve back; no extra growth capital; If Steve invested $150k: Not enough to repay Steve; If Steve invested $250k: Not enough to repay Steve.
18-month post-money valuation: $900,000; New partner one-third buy-in: $300,000; If Steve invested $100k: Pays Steve back; $200k to company; If Steve invested $150k: Pays Steve back; $150k to company; If Steve invested $250k: Pays Steve back; $50k to company.
18-month post-money valuation: $1,500,000; New partner one-third buy-in: $500,000; If Steve invested $100k: Pays Steve back; $400k to company; If Steve invested $150k: Pays Steve back; $350k to company; If Steve invested $250k: Pays Steve back; $250k to company.
18-month post-money valuation: $3,000,000; New partner one-third buy-in: $1,000,000; If Steve invested $100k: Pays Steve back; $900k to company; If Steve invested $150k: Pays Steve back; $850k to company; If Steve invested $250k: Pays Steve back; $750k to company.
[End table.]


The repayment/company-coffers structure is an intended direction, not a vague handshake. A lawyer and CPA will need to define whether the later partner check is primary capital into the company, secondary purchase from existing owners, redemption, distribution, loan repayment, or some combination. The tax and securities consequences can be very different.

[Section: Cap Table Concept]

The clean initial cap table is straightforward:

[Table converted to spoken text.]
Time: Before Steve investment; Andrew: 100.0%; Steve: 0.0%; Strategic partner: 0.0%; Notes: Andrew owns NDAI.
Time: After Steve investment; Andrew: 66.7%; Steve: 33.3%; Strategic partner: 0.0%; Notes: Steve provides founder runway capital.
Time: After 18-month partner round; Andrew: ~33.3%; Steve: ~33.3%; Strategic partner: ~33.3%; Notes: Intended three-way ownership if a strategic partner buys one-third; legal/tax mechanics still need to define whether the buy-in is primary, secondary, or mixed.
Time: Alternative Steve 50/50 path; Andrew: 50.0%; Steve: 50.0%; Strategic partner: 0.0%; Notes: Steve buys up to equal ownership at the original/current valuation terms if he chooses.
[End table.]


The final cap table shows the intended result clearly: if a strategic partner comes in, the goal is a three-way 33.3% / 33.3% / 33.3% structure. Steve is repaid his original investment first, the remaining funds support the company, and Steve has a separate option to move to 50/50 at the original valuation logic if he would rather deepen the partnership himself. The legal mechanics need to be designed around that intent.

[Section: Why This Could Be Fair To Steve]

Steve's upside is not just the possibility of being paid back. He receives meaningful early equity at a low current valuation and gets to supervise the execution window. If NDAI grows materially, Steve benefits from the value of his remaining stake, the option to increase to 50/50 at the original valuation logic, or whatever recapitalization structure is agreed at the 18-month reset.

Steve is also not investing into a vague idea. He is investing his capital, judgment, reputation, and network into:

Bullet: a founder who has already built product assets;
Bullet: a paid SaaS client;
Bullet: a paid AI consulting and short-term build relationship;
Bullet: active regional business relationships;
Bullet: an AI-enabled operating model;
Bullet: LOCAL/Vault, Thrawn's command-console layer, and other future product shots;
Bullet: a realistic path to $20,000-$30,000/month personally within 18 months; and
Bullet: larger upside if productized revenue works.

[Section: Why This Could Be Fair To Andrew]

Andrew gives up one-third early, which is meaningful dilution. In exchange, Andrew gets runway, accountability, and a serious business partner with financial, CEO, board, and local relationship value. The 18-month structure also recognizes that Andrew is the founder/operator who must create the increase in value. If a strategic partner comes in later at a higher price, Steve is paid back first and the rest strengthens the company rather than being treated as founder cash-out.

This is especially important because NDAI's value over the next 18 months will come largely from founder execution: building products, managing clients, creating sales opportunities, handling delivery, and deciding what to productize.

[Section: Milestones For The 18-Month Window]

The investment is tied to measurable progress:

[Table converted to spoken text.]
Category: SandPro OMP; 18-month target: Move from one paid client toward 10+ accounts or equivalent proof of repeatable white-label demand.
Category: AI consulting & short-term builds; 18-month target: Grow toward $20,000-$30,000/month from retainers, consults, and implementation.
Category: Product readiness; 18-month target: Package white-label onboarding, AI features, support process, demos, and case studies.
Category: LOCAL / Vault; 18-month target: Clarify the product story, privacy/data angle, and whether it can become a paid local-first business-data product.
Category: Thrawn; 18-month target: Clarify the command-console architecture, model-agnostic/local-compute path, and whether monetization is product, licensing, infrastructure, or internal guarantee.
Category: Sales pipeline; 18-month target: Maintain a qualified pipeline of regional operating companies and strategic relationships.
Category: Operations; 18-month target: Establish reporting cadence, budget discipline, contract templates, bookkeeping, and customer records.
Category: Hiring/contractors; 18-month target: Add help only when it removes a revenue or delivery bottleneck.
Category: Strategic partner readiness; 18-month target: Identify the right next partner and what they must bring besides money.
[End table.]


[Section: Valuation Context And Practical Ask]

[Subsection: Proposed Investment: Lean Runway / Practical Ask]

Steve invests $100,000 for approximately 33.3% of NDAI at a $200,000 pre-money / $300,000 post-money valuation.

This version was added later because even the conservative $150,000 ask may be more than necessary right now. That is not a statement that NDAI is worth less or that Andrew believes less in the company. It is a practical founder statement: $100,000 may be enough runway to create meaningful progress without asking Steve for more capital than the moment requires.

This is the proposed investment. Andrew believes in the company and its upside, but he does not want to over-ask. The goal is enough runway to prove the next stage under Steve's judgment.

[Subsection: Valuation Reference 1: Conservative But Still Defensible]

Steve invests $150,000 for approximately 33.3% of NDAI at a $300,000 pre-money / $450,000 post-money valuation.

This is not a request for more money. It shows that a $100,000 investment for one-third is not an aggressive founder valuation. A $150,000 investment could be defended from current proof: paid work, early SaaS revenue, founder-built product assets, and near-term execution potential. Andrew is choosing not to ask for that amount because it appears unnecessary for the next stage.

A higher number could be argued, but the $100,000 structure is more fair and practical for this moment.

[Subsection: Valuation Reference 2: Opportunity-Adjusted Upside]

Steve invests $250,000 for approximately 33.3% of NDAI at a $500,000 pre-money / $750,000 post-money valuation.

This is also not a request for more money. It shows that there is a logical opportunity-adjusted valuation if someone priced in SandPro OMP, AI consulting & short-term builds, AI leverage, LOCAL/Vault, Thrawn's command-console layer, regional relationships, and the broader product pipeline. The problem is not that the company lacks the potential to justify a larger valuation. The problem is that asking Steve for $250,000 now would likely look like asking for more money than the plan actually needs.

The higher valuation case exists only to show upside and fairness. It is not the proposed investment amount.

[Section: Final Structure]

The clean ask is $100,000 for one-third. This is the intended structure. The higher cases are fairness benchmarks only. They show that Andrew is not squeezing Steve for the highest defensible check; he is deliberately choosing the amount that seems necessary, disciplined, and respectful of Steve's role as more than just capital. Steve gains nothing by writing a larger initial check for the same one-third position when the real strategic choice comes at the 18-month reset.

Core terms:

Bullet: Steve buys one-third now at a valuation that reflects current proof and early risk.
Bullet: Andrew uses the capital to build under agreed financial/strategic supervision.
Bullet: The company has 18 months to turn current proof into clearer value.
Bullet: At the reset, Andrew and Steve revalue NDAI honestly.
Bullet: If the company has earned it, a strategic partner buys one-third at the new price.
Bullet: Steve gets his original capital back first. This is explicit and non-ambiguous.
Bullet: After Steve is repaid, the remaining funds go into company coffers.
Bullet: If Steve would rather become the long-term equal partner, he can buy up to 50/50 at the original/current valuation terms instead of paying the future valuation.

[Section: Source And Compliance Notes]

Bullet: This memo relies on the SandPro OMP investor case study and the NDAI AI consulting & short-term builds value case study already prepared for the Steve packet.
Bullet: The SEC notes that private companies selling securities generally need either registration or an exemption, and Regulation D private placements have specific rules around accredited investors, solicitation, disclosures, and filings. Source: SEC Rule 506(b) and SEC Accredited Investors.
Bullet: The 18-month repayment/company-coffers concept and Steve 50/50 option need startup attorney and CPA review before presentation as a real term sheet. The mechanics may require preferred equity, a convertible instrument, a redemption right, option rights, a side letter, or a carefully structured recapitalization.

[Short pause. Shift from formal memo voice into Andrew’s personal note.]

Other side of the coin
In My Own Words
Steve,
The formal memo above is the clean version. This part is the human version.
I am not coming to you because I think money alone solves this. I am coming to you because I think your judgment, your reputation, your discipline, and your network are as valuable as the capital. Maybe more valuable. I know I can build. I know I can move fast. I know I can find opportunities. What I want is the runway to do that under the eye of someone I respect, someone who will tell me when I am thinking too small, too loose, or too emotionally about the business.
I also do not want to over-ask. That is why the $100,000 structure matters to me. I believe NDAI can justify higher numbers over time, and maybe even now in the right light, but I do not think this stage requires me to ask you for more than is necessary. I want enough runway to prove the next version of the company, not a blank check.
The simple version is this: I want to build NDAI into something real over the next 18 months. I want you involved in a way that makes the company sharper. If we earn the next step, you get paid back first when a strategic partner comes in. If you decide you would rather be the long-term equal partner, you have a path to 50/50 at the original valuation logic. Either way, I want the structure to feel fair to you, fair to me, and honest about where the company is today.
The rest of this page is for digging. You do not need to read every inch of it for the ask to make sense. It is here so you can see the work, the direction, and the surface area if you want to go deeper.
Andrew

[Short pause. Shift into the interactive model, converted for audio.]

Interactive model
SandPro OMP Revenue Calculator
Move the assumptions to see how a simple $599/month white-label product changes as accounts, AI upsells, setup fees, and margin improve.
1 revenue stream. of many.
This is only SandPro OMP. NDAI also has AI consulting, short-term builds, LOCAL/Vault, Thrawn, field tools, and future white-label products.
Scenario presets.
Start with a grounded case, then adjust the sliders.
Current. 10 accounts. Regional. Scale.
Current paid validation: 1 SandPro OMP account at $599/month.
Assumptions, converted from slider controls into spoken text.
Active accounts: 1.
Base monthly price: $599.
Average setup fee: $1,500.
AI upsell attach rate: 0%.
AI upsell per month: $299.
Gross margin: 80%.
ARR multiple: 3.0x.
Results, converted from the calculator display into spoken text.
Annual recurring revenue: $7,188.
Base subscription plus AI upsell MRR, annualized.
MRR: $599.
Base ARR: $7,188.
AI upsell ARR: $0.
Setup revenue: $1,500.
Annualized gross profit: $5,750.
Implied value: $21,564.
Steve 33.3% stake at modeled value: $7,181.
Accounts to $1M ARR at these settings: 140.
Progress bar converted to text: $0 ARR to $1M ARR reference.

[Short pause. Shift into the project and portfolio section.]

Optional deeper dive
Projects, Proof, And Portfolio
The material below is intentionally open-ended. The formal ask already happened above; this area exists so Steve can inspect the work and the range of opportunities if he wants to keep scrolling.
Recurring SaaS. SandPro OMP. Paid white-label operations management platform at $599/month, with a realistic word-of-mouth path to early account growth. Open memo.
Cash-flow wedge. AI Consulting & Short-Term Builds. Advisory retainers, fast custom builds, field deployment, and AI workflow implementation, with Korbis as the live proof point. Open memo.
Local-first data. LOCAL / Vault. A potential privacy, business-data, and model-agnostic AI-readiness product: organize company knowledge before AI can safely use it. View VAULT on NDAI.pro.
Strategic guarantee. Thrawn. Agent command console for coordinating owned local compute and outside models. Not an ordinary agent or simple harness; strategic infrastructure if the AI platform landscape shifts. Open whitepaper.
Field deployed. Cyclops. Jobsite camera/feed, role-based field workflows, expert support, and practical deployment patterns already field deployed for Korbis. Visit Cyclops Club.
Cheer software. Hit Zero. The ultimate cheer software for every user, period. Nearly 100 users are active on the platform today, but it has not been monetized yet.
The included financials show the potential, but this vertical likely needs a cheer-specific partner and a deliberate handoff to someone who can own that market. Investor brief. Financials. Dossier.

[Short pause. Close with the packet files.]

Packet files
Supporting Documents
Founder Runway Structure DOCX.
SandPro OMP Case Study DOCX.
AI Consulting & Short-Term Builds Case Study DOCX.

[End.]