InvestorKit
Commercial Division — FY27 Kickoff

FY26 Results &
FY27 Business Plan

Clarity, structure, accountability and growth.
Presented by Chris Huxter — 18 June 2026

InvestorKit
Agenda
What We'll Cover Today

Four Parts. One Clear Plan.

Here's how the next 45 minutes are structured — from where we've been to exactly what each of us owns in FY27.

01
Our Story & FY26 Results
How the team grew, what we delivered in FY26, the values we live by, and the lessons that shaped the plan.
02
Bonuses & FY27 Targets
The first-ever team bonus pool, the FY27 revenue and deal targets, the monthly ramp, and our live pipeline.
03
How We Operate
The Commercial Operating System, the conversion funnel, the KPI framework, and the daily property journey.
04
Your Role & What's Next
Each person's role and KPIs, recognition for the year, and the first 30 days of FY27.
InvestorKit
Foundations
Before We Start

What Is a Financial Year?

Every target, every bonus, every result is measured against this calendar.

Jul
H1
Aug
H1
Sep
H1
Oct
H1
Nov
H1
Dec
H1
Jan
H2
Feb
H2
Mar
H2
Apr
H2
May
H2
Jun
H2
1 Jul
FY Starts
New targets, new bonuses, new year
H1 / H2
Two Halves
H1 = Jul–Dec · H2 = Jan–Jun
30 Jun
FY Ends
Final results locked and reported

Cash collected means revenue received after a deal becomes unconditional — not when a client signs. This is how bonuses are measured.

InvestorKit
Foundations
Why This Matters

FY Dates Drive Everything

Targets, cash, and bonuses are all tied to these dates.

Targets are FY-based
The 51-deal target and $2.5M revenue target run from 1 July 2026 to 30 June 2027. Every month counts.
Cash collected is FY-based
Revenue is recognised when cash is received after a deal goes unconditional. Not when a client signs.
Bonuses are FY-based
H1 bonus paid in January. H2 bonus accrued in June, paid in July. Both require rules to pass.
H1 Bonus Payment
January 2027
Paid if H1 rules pass and bonus is approved
H2 Bonus Payment
July 2027
Accrued in June — paid in July settlement
InvestorKit
Our Story
One Year of Growth

This Time Last Year vs Today

June 2025
Chris Huxter
Sole Operator
One person. No team. Building from scratch. Figuring it out as he went.
June 2026
Chris
Kim
Sitti
Katherine
Jess
Dana
Chad
Stephen
Aa
A full Commercial team plus Aa on graphic design across the broader company. Systems. Processes. KPIs. Bonuses. A real business.
InvestorKit
FY26 — The Team Result
FY26 Actuals

The First Full Team Year

Scaled into a full team and still made profit. That is not easy.

$1,117,064
Revenue ex GST
Cash-received basis
$488,492
EBITDA
Operating profit
43.7%
EBITDA Margin
Profit ÷ revenue
$621,721
Total OPEX
Full team cost

Cash Collected incl GST: $1,228,770

Highest Purchase Price: $5.35M

InvestorKit
Context
Why This Matters

Scaling and Staying Profitable Is Rare

Most businesses lose money when they scale. Commercial did not.

InvestorKit Group Revenue
The broader InvestorKit business made $20.4M revenue this financial year.
Commercial Contribution
Commercial generated $1.117M of that — a meaningful and growing share of the group.
Interactive Question
Can you guess how much Commercial contributed to total company profit?
InvestorKit
Honest Reflection
The Real Story

Year One Was Not Easy

The result was strong. The journey was hard. Both things are true.

Two People Were Exited
In the same 12 months as building the team, two people had to leave. That is never easy.
First Time Leading a Business
This was Chris' first year leading and scaling a business. Very little prior leadership or business experience.
Mistakes Were Made
Mistakes happened. They were learned from. The business still grew and stayed profitable.

The result was still strong. Scaling a new division, building a team, navigating exits — and still delivering $488K EBITDA. That is something to be proud of.

InvestorKit
Leadership
Learned the Hard Way

Leadership Lessons from Year One

01
Firm but fair, with care
02
High standards, always
03
Treat your staff like your clients
04
Lead without worrying what people think
05
Lead as a student, not with ego
06
Be okay with being wrong
07
Give more clarity than you think is needed
08
Build more structure into days and meetings
09
Hire slow, fire fast
InvestorKit
Our Values
What We Stand For

The InvestorKit Values

Lessons are learned. Values are lived. These five guide every decision we make.

🔎
Diligence
Give time and knowledge generously, execute thorough research, and avoid shortcuts.
💪
Growth
Strive for continuous improvement — and help others achieve the same.
💡
Clarity
Simplify complex market data into a clear, reasonable voice clients can trust.
🙏
Humility
Stay humbled to serve. Helping clients build wealth is a privilege, not a transaction.
✅
Results
Keep the client’s best interests at the heart of every decision we make.

These values are not posters on a wall. They are the standard we hold each other to — in every report, every call, and every deal.

InvestorKit
Leadership Pipeline
Why This Slide Is Here

Leadership Is Passed Down

People in this room will move into leadership. It is a skill that can be learned.

A
Arjun
Founder & CEO — sets the vision and culture
Chris Huxter
Head of Commercial — leads the division, drives business in
Kim Vo
Leads Dana & Jess
Sitti Usman
Leads Chad & Stephen

Leadership is a skill. It is passed down, practised, and developed. The people in this room are the next generation of leaders.

InvestorKit
Structure — Current
Current State

Reporting Structure — Now

Everyone reports to Chris, except Chad and Stephen who report through Sitti.

Chris Huxter
Head of Commercial
Kim Vo
Sr Acq. Analyst
Katherine
EA / Ops
Jess
Modelling
Dana
DD / Exchange
Sitti
CAS Manager
Chad
CAS
Stephen
CAS
InvestorKit
Structure — FY27
From 1 July 2026

New Reporting Structure

Chris directly manages Kim, Sitti and Katherine. Kim manages Dana and Jess. Sitti manages Chad and Stephen.

Chris Huxter
Head of Commercial
Kim Vo
Sr Acquisitions Analyst
Dana
DD / Exchange
Jess
Modelling
Sitti Usman
CAS Manager
Chad
Acquisitions
Stephen
Acquisitions
Katherine Gaw
EA / Ops Support
Reports directly to Chris. Supports business development and operations.
InvestorKit
Growth Plan
Demand-Driven Growth

Future Hiring Is Tied to Performance

We hire when demand creates the need. Not before. Not on guesswork.

Under Dana
Once the team completes more than 10 deals per month, hire someone under Dana to support execution and settlement coordination.
Under Jess & Sitti
Once sign-ons exceed 6 clients per month, add capacity under Jess for modelling and under Sitti for CAS throughput.
The Principle
Future hires are tied to demand, not guesswork. Your performance creates the next role.

The team that hits 51 deals in FY27 will be the team that unlocks the next round of hiring. Growth creates opportunity for everyone.

InvestorKit
FY26 Gaps
The Honest Gaps

What We Did Not Have Last Year

We built on effort and instinct. These gaps made it harder than it needed to be.

Clear systems
Clear KPIs
Clear bonus structure
Enough role clarity

The team still delivered $1.117M in revenue. Imagine what is possible with all four of these in place.

InvestorKit
FY27 Foundation
What Changed

What We Have Now

Everything that was missing has been built. FY27 starts with a real operating system.

Processes & Systems
CAS workflow, Phase 1 & 2 reporting, exchange coordination — all documented and running.
KPIs by Person
Every person has clear metrics. Weekly tracking. Monthly review. No ambiguity about what good looks like.
Weekly Operating Rhythm
Monday reviews. Traffic light system. Everyone knows where we stand every single week.
Bonus Structure
For the first time, every team member has a clear, documented bonus tied to performance.
Clear Roles
Position descriptions, reporting lines, and ownership are all defined and documented.
Commercial OS
Four engine rooms. One client journey. Everything mapped and visible to the whole team.
InvestorKit
Bonuses
A First in InvestorKit History

For the First Time — You Have Bonuses

Eight years of InvestorKit. This is the first time the PH team has a documented, board-approved bonus pool.

Total Team Bonus Pool
A$60,000
₱2,550,140
Up for grabs across the team. Distributed in H1 and H2, with different weightings for different roles.
Sitti
Jess
Dana
Katherine
Chad
Stephen

If we exceed the FY27 target by 10%, Chris and Arjun will add an additional stretch amount on top of this pool. Paid H1 in January and H2 in July — rules must pass.

InvestorKit
Bonuses
How It Is Earned

How the Bonus Works

The $60,000 team pool only opens when the Commercial division hits the agreed annual target. It is measured on the whole division — not on any single deal or person.

$0
Below 90%
25% of pool
90–99%
50% of pool
100%
50% + stretch
110%+
Result Half-Year Payment Catch-Up? Business Protection
Below 90% $0 No No reward for underperformance
90% to 99% 25% of annual pool Yes Keeps motivation without overpaying
100% 50% of annual pool N/A Pays full half-year entitlement
110%+ 50% plus possible stretch N/A Stretch remains discretionary

Catch-Up Clause. Reach at least 90% at the half-year review and the catch-up clause unlocks. If the team then finishes the full year at 100%, the held-back portion of the half-year bonus can be paid at year-end. Applies only if 90% was crossed at half-year.

Payment Timing. The H1 bonus, if approved, is paid in January. The H2 bonus, if approved, is accrued in June and paid in July. Every payment is subject to the protection rules on the next slide.

InvestorKit
Bonuses
The Fine Print, In Plain English

The Rules That Protect the Bonus

The bonus is genuine and board-approved. These rules keep it fair, affordable, and tied to real, banked results.

01
Revenue Must Be Received
Bonuses are calculated on revenue actually banked — not contracted. Signed agreements, verbal commitments, pending invoices, unpaid retainers and expected success fees do not count as received revenue.
02
When a Deal Counts
A deal only counts toward bonus performance once all four are true: the client has paid the fee; the transaction is unconditional or settled; there is no known refund or dispute risk; and the revenue is not subject to clawback.
03
Business Profitability Protection
No bonus is payable if the business cannot afford it. Even when targets are hit, payments remain subject to profitability, cash flow, bad debts, refunds, clawbacks, client disputes and material cost blowouts.
04
Individual Eligibility
To receive a bonus you must be employed at the payment date, have passed probation, not be serving notice, be performing satisfactorily, have met role expectations, and have contributed positively to the team result.
05
Conduct & Performance Protection
Leadership may reduce, withhold or remove a bonus for failing role expectations, creating avoidable risk, not following process, acting against company values, poor attendance, being under performance management, or causing material rework, client issues or compliance concerns.
06
Pro-Rata & Leave
Join part-way through the period and any bonus may be pro-rated by start date, time in role, probation status and contribution. Extended unpaid leave may adjust eligibility. Approved annual leave does not automatically reduce eligibility.

Leadership Discretion & Final Approval. All bonuses are discretionary. The business may amend, reduce, defer or cancel payments where required to protect the company. No bonus is earned, accrued or payable until formally approved by leadership and paid through payroll — it is not part of base salary and creates no ongoing entitlement. Every payment requires approval from both Chris and Arjun, covering both the performance outcome and business conditions.

InvestorKit
FY27 Targets
Board-Approved

FY27 Targets

$2.5M
Revenue Target
ex GST · 2.24x FY26
$2.75M
Cash Collected
incl GST · Board target
51
Deals Required
~4.25 per month
61.7%
EBITDA Margin
Target: $1,542,004
Monthly Deal Ramp — FY27
3
Jul
4
Aug
5
Sep
5
Oct
5
Nov
3
Dec
2
Jan
4
Feb
4
Mar
5
Apr
5
May
5
Jun
H1 (Jul–Dec): 25 deals
H2 (Jan–Jun): 26 deals
Dec & Jan kept light (holiday slowdown, Kim on leave). Peaks land in Sep–Nov and Apr–Jun.
InvestorKit
Live Pipeline
Current State

Clients Currently Being Served

Active pipeline as at June 2026. Every client represents a deal in progress.

$860,700
Active Pipeline
Gross active value (+$250K)
$565,700
Weighted Pipeline
Stage-weighted value
68.9%
Coverage vs Target
Closing in — needs $1.25M

Pipeline Focus: With the added $250K, active pipeline coverage now sits at 68.9% against the required 0.5x coverage threshold of $1,250,000. The remaining gap is $389,300 — the primary focus for the first 30 days of FY27.

Full client list and stage breakdown available in the live Google Sheet. Review weekly in Monday rhythm.
Section 2

The Commercial
Operating System

Four engine rooms. One client journey. Every person owns a piece of the machine.

2
InvestorKit
Commercial OS
The Architecture

Four Engine Rooms. One Client Journey.

Every deal flows through all four engines. Every person owns a stage.

Engine 1
Acquisitions
Source, screen, and qualify commercial properties. 1,200 properties per year.
Chad
Stephen
Sitti
Kim
Engine 2
Deal Conversion
Phase 1 reports, partner approval, offer submission. 240 reports per year.
Kim
Jess
Chris
Engine 3
Execution
Phase 2 DD, exchange, settlement, and client handover. 51 deals per year.
Kim
Dana
Engine 4
Client Retention
Post-settlement care, referrals, repeat clients. Long-term relationship management.
Chris
Katherine
Full interactive map:
commercial-operating-system.investorkit.site
InvestorKit
The Funnel
FY27 Conversion Funnel

From 1,200 Properties to 51 Deals

Every number flows from this funnel. Every person owns a stage.

1
Properties Sourced
Chad + Stephen · 100/month · 25/week
1,200
per year
↓
60% pass CAS
2
Passed to Reviewing
CAS Team + Sitti QA · 60/month · 15/week
720
per year
↓
33% → Phase 1
3
Phase 1 Reports Completed
Jess + Kim review · 20/month · 5/week
240
per year
↓
54% offer accepted
4
Offer Accepted / Offers Submitted
Chris + Kim · ~11/month · ~3/week
~130
per year
↓
39% exchange
5
Deals Exchanged / Settled
Kim + Dana · ~4.25/month · ~1/week
51
FY27 target
InvestorKit
KPI Framework
FY27 KPIs & Definitions

Every Number Is Owned by Someone

Chad, Stephen & Kim — Sourcing
Properties Sourced1,200/yr
Off-Market Ratio (team)≥40%
Properties Sourced: new commercial listings identified and logged. Off-Market Ratio: share sourced directly from agents/owners before public listing. Kim also sources alongside Chad & Stephen.
Sitti
CAS Pass Rate≥60%
Passed to Review720/yr
Turnaround≤24hrs
CAS Pass Rate: % of sourced properties that clear the Commercial Acquisition Screen. Turnaround: time from upload to pass/fail decision.
Jess
Phase 1 Reports240/yr
Monthly Base20/mo
Stretch Target25/mo
Phase 1 Report: full financial model + client-facing analysis for an approved property. Every report is reviewed by Kim before it reaches the partner.
Kim & Dana
Partner Approval Rate≥72%
Deals Exchanged51/yr
DD Completion≤18 days
Partner Approval Rate: % of Phase 1 reports approved by the partner for offer. DD Completion: Phase 2 due diligence finished within 18 days of offer acceptance.
InvestorKit
My Role
Chris Huxter

Chris Huxter — Head of Commercial

Where my time goes, and the number I'm accountable for.

My KPI — Cash Collected
$1.25M
H1 (Jul–Dec)
$1.5M
H2 (Jan–Jun)
Full year $2.75M cash collected (incl GST)
How My Time Splits
90%
90% Grassroots & Growth
10% presenting + solving property / project issues + leading the team.
The 90% — Grassroots, In-Market, Building Relationships
Grassroots strategy Clients Client meet-ups Dinners Lunches Sales calls Marketing on the ground Meeting people Events
The other 10%: presenting properties to clients, solving property and project issues, and leading Katherine, Sitti and Kim.
InvestorKit
Operating Rhythm
How One Property Travels — Worked Example

The 72-Hour Journey of 123 ABC Street

From the moment a property is sourced to landing on Chris's desk at 10:00 AM to present to a client — mapped over three days.

Day 1
0–24 HRS
By 2:30 PM (PH)
Chad / Stephen — Source
Source 123 ABC Street, receive the IM & lease, and upload to the GDrive intake folder before 2:30 PM Philippine time.
Same afternoon
Sitti — Run CAS via Manus
Runs 123 ABC Street through Manus (CAS Analyser) and prepares it for the morning review list.
Day 2
24–48 HRS
By 9:00 AM (Sydney)
Kim & Jess — Review List
Sitti presents the properties list. Kim & Jess review, like 123 ABC Street, and raise further questions.
Within 48 hrs
Chad / Stephen — FQs
Chase the agent for answers to the further questions. In the background, Jess starts the Phase 1 report.
Day 3
48–72 HRS
Within 24 hrs of FQs
Jess — Phase 1 Report
Answers fold into the model. Jess completes the full Phase 1 report in under 24 hours.
10:00 AM (Sydney)
Chris — Present to Client
123 ABC Street lands on Chris's desk, fully modelled and ready to present to a client.
The Relay
Source + Upload (2:30 PM PH)→ CAS via Manus→ Review + FQs (9 AM Syd)→ Phase 1 (<24 hrs)→ Present @ 10 AM Day 3
Section 3

Your Role.
Your KPIs.
Your Day.

Every person in this room has a clear role, clear numbers, and a clear part to play in getting one property on Chris's desk every day.

3
InvestorKit
Individual Roles
Senior Acquisitions Analyst, Commercial Investments
Kim Vo
Reports to Chris · Manages Dana & Jess · Also sources
Core Responsibility
Partner approval quality, Phase 1 review, offer submission, Phase 2 DD oversight, exchange coordination, and team leadership of Dana and Jess.

Kim also sources alongside Chad & Stephen, and leads the daily push to get one property partner-approved before 10:00 AM.

FY27 KPIs
Partner Approval Rate≥72%
Deals Exchanged51/yr
Phase 1 Review Turnaround≤48hrs
DD Completion≤18 days
Off-Market Ratio (team goal)≥40%
Partner Approval Rate: % of Phase 1 reports she approves for offer. DD Completion: Phase 2 due diligence completed within 18 days of offer acceptance. Off-Market Ratio: shared team goal for properties sourced before public listing.
Ideal Day Breakdown
40%
Analytical work
Phase 1 review, modelling oversight, DD
30%
Client & partner comms
Calls, presentations, updates
30%
Team management
Dana, Jess, escalations
InvestorKit
Individual Roles
CAS Manager
Sitti Usman
Reports to Chris · Manages Chad & Stephen
Core Responsibility
Run the CAS workflow. QA every property that passes. Manage Chad and Stephen's daily output. Ensure 720 properties are reviewed per year at ≥60% pass rate.

Sitti is the quality gate between sourcing and Phase 1 — nothing reaches modelling until it has passed her CAS QA.

FY27 KPIs
CAS Pass Rate≥60%
Properties Reviewed720/yr
Turnaround per Property≤24hrs
Team Output (Chad + Stephen)50/50
CAS Pass Rate: % of sourced properties that clear the Commercial Acquisition Screen. Properties Reviewed: total screened per year. Turnaround: time from upload to a pass/fail decision. Chad & Stephen split the sourcing load 50/50.
Ideal Day Breakdown
50%
CAS review & QA
Screening, checklist, pass/fail decisions
30%
Team management
Chad & Stephen daily check-in (50/50), coaching
20%
Reporting & systems
Database, weekly traffic light, GDrive
InvestorKit
Individual Roles
Commercial Modelling Associate
Jessica Cuevas-Cruz
Reports to Kim
Core Responsibility
Build Phase 1 financial models, 10-year cashflow projections, funding matrices, and client-facing reports. 20 reports per month base, 25 stretch.

Jess turns an approved property into a client-ready financial story — the document Chris presents at 10:00 AM.

FY27 KPIs
Phase 1 Reports (Base)20/mo
Phase 1 Reports (Stretch)25/mo
Annual Base240/yr
Report Turnaround≤3 days
Phase 1 Report: full 10-year cashflow model, funding matrix, returns and client-facing narrative for an approved property. Base vs Stretch: 20/month is core throughput, 25/month only if lead flow supports it. Every report is reviewed by Kim before the partner sees it.
Ideal Day Breakdown
70%
Financial modelling
10-yr cashflow, funding matrix, returns
20%
Report writing
Client-facing narrative and body copy
10%
Data research
AreaSearch, CommercialRealEstate, vacancy
InvestorKit
Individual Roles
DD & Exchange Coordinator
Dana Remigio
Reports to Kim
Core Responsibility
Manage Phase 2 due diligence, coordinate building and strata reports, lease reviews, exchange and settlement. Own the client journey from offer acceptance to settlement.

Dana is the last line of defence before a client's money moves — she owns the deal from offer acceptance to settlement.

FY27 KPIs
Deals Coordinated51/yr
DD Completion≤18 days
Exchange Rate≥95%
Client Satisfaction≥4.5/5
Escalation Rate≤75%
DD Completion: Phase 2 due diligence finished within 18 days of offer acceptance. Exchange Rate: % of coordinated deals that proceed to exchange. Escalation Rate: Dana may escalate up to 75% of execution issues to Kim/Chris — resolving at least 25% independently without escalating.
Ideal Day Breakdown
50%
Active deal management
DD tracking, vendor comms, solicitors
30%
Client communication
Updates, milestones, settlement prep
20%
Documentation
Phase 2 reports, checklists, filing
InvestorKit
Individual Roles
Commercial Acquisition Specialist
Chad Esteban
Reports to Sitti · 50% of sourcing (600/yr)
Commercial Acquisition Specialist
Stephen Garcia
Reports to Sitti · 50% of sourcing (600/yr)

Chad and Stephen are the top of the funnel — without their sourcing, nothing else in the machine runs. They split the load 50/50.

Shared FY27 KPIs
Total Properties Sourced1,200/yr
Split (Chad / Stephen)50 / 50
Off-Market Ratio (team goal)≥40%
CAS Pass Rate (of sourced)≥60%
Properties Sourced: new commercial listings identified and logged, split 50/50 between Chad and Stephen. Off-Market Ratio: team goal for the share sourced directly before public listing. CAS Pass Rate: % of what they source that clears the screen.
Ideal Day Breakdown
60%
Property sourcing
CommercialRealEstate, agent calls, off-market
25%
CAS submission & follow-up
Uploading to GDrive, responding to Sitti
15%
Market research
Vacancy rates, comparable sales, agents
InvestorKit
Individual Roles
EA / Operations Support
Katherine Gaw
Reports directly to Chris
Core Responsibility
Support Chris with business development, client onboarding, calendar management, marketing coordination, and operational tasks that free up Chris's time for revenue-generating activities.

Katherine frees up Chris's time and supports client retention so the partner can focus on revenue-generating activity.

FY27 Focus Areas
Client OnboardingAll new clients
Calendar ManagementChris's schedule
CRM / DatabaseAccuracy ≥95%
Ops Tasks CompletedOn time ≥90%
Client Onboarding: welcome, forms and CRM setup for every new client. CRM / Database Accuracy: share of records kept correct and current. Ops Tasks On Time: share of assigned admin and marketing tasks completed by their due date.
Ideal Day Breakdown
40%
Chris support
Calendar, prep, follow-ups, admin
35%
Client onboarding
Welcome, forms, CRM, introductions
25%
Marketing & events
Content, events, client dinners
Section 4

Recognition &
Appreciation

Every person in this room contributed to FY26. Every person deserves to be recognised.

4
InvestorKit
Recognition
FY26 — Thank You

Every Person Made This Possible

Kim Vo
The Anchor
Held the analytical engine together through a year of rapid growth. Every deal that settled had Kim's fingerprints on it.
Sitti Usman
The Builder
Built the CAS workflow from scratch. Managed the team. Delivered quality at volume. The CAS engine would not exist without her.
Jessica Cuevas-Cruz
The Analyst
Produced financial models that gave clients the confidence to act. Every Phase 1 report is a piece of work Jess can be proud of.
Dana Remigio
The Executor
Took ownership of the execution engine and ran it with professionalism. Clients felt safe because Dana was on their deal.
Chad Esteban
The Hunter
Sourced properties with energy and consistency. The top of the funnel is only as good as the person who fills it.
Stephen Garcia
The Finder
Brought a methodical approach to sourcing. Found properties others missed. Grew into the role with quiet determination.
Katherine Gaw
The Glue
Kept Chris and the wider operation running smoothly. The quiet force behind onboarding, scheduling and client care.
InvestorKit
Commitments
From Chris to the Team

What I Commit to in FY27

Leadership is a two-way street. Here is what the team can expect from Chris.

Clarity
You will always know what is expected of you, what good looks like, and where you stand. No ambiguity.
Feedback
Regular, honest, and constructive feedback. Not just when something goes wrong. Positive recognition too.
Protection
I will protect the team from unnecessary noise, politics, and distractions. Your job is to do your job.
Growth
I will invest in your development. Skills, knowledge, and career progression are part of the plan.
Fair Reward
The bonus structure is real. The rules are clear. If you hit the numbers, you will be paid. No exceptions.
Care
I genuinely care about the people in this room. Not just as employees — as people. That will never change.
InvestorKit
Action Plan
1 July — 31 July 2026

First 30 Days of FY27

Pipeline coverage is the number one priority. Every person has a specific action.

Chris
Close pipeline gap
Pipeline is at 24.4% coverage. Target is 50%. Close 3 deals in July and build pipeline to $1.25M by end of month.
Kim
Phase 1 throughput
Ensure Jess hits 20 reports in July. Review and approve all reports within 48 hours. No backlog into August.
Sitti
CAS rhythm from day 1
Set the weekly CAS cadence immediately. Chad and Stephen sourcing from 1 July. 100 properties in July.
Chad & Stephen
Hit 100 in July
July is the first month of the new year. 100 properties sourced sets the tone for the whole year. Start strong.

Team priority: Pipeline coverage gap of $639,300. Every deal that closes in July directly closes this gap. The first Monday review (7 July) will set the tone for the year.

InvestorKit
FY27 — Let's Go

$2.5M.
51 Deals.
One Team.

FY26 proved we can build something real.
FY27 is where we prove it was not a fluke.

51
Deals
$2.5M
Revenue
61.7%
EBITDA
8
People
Questions? Open floor.