DELIVERING A VITAL GLOBAL RESOURCE TO THE WORLD By Justin Bishop, CEO Bishop Ascendant, Inc.

Transcription

1 DELIVERING A VITAL GLOBAL RESOURCE TO THE WORLD By Justin Bishop, CEO Bishop Ascendant, Inc.

2 AGENDA In This Presentation: 1. Why the Need Now: Water, Energy, Connectivity - Crisis, Access & Impact 2. Spark Technology 3. The Competitive Landscape 4. Business Plan 5. Financial Summary 6. Spark Team 7. Appendix

3 The Need

4 The Inspiration Kathleen Phillips

5 Challenges facing the world. WATER, ENERGY, COMMUNICATIONS - ACCESS, CRISIS & IMPACT Reaching the last mile - A focal point for Economic and Social Development Population Growth Increase in Polluted Water Supplies High Demand for Potable Water Lack of Water in Rural Environments Unreliable Power Sources in Remote Areas Unreliable Communications in Remote Areas Emergency Deployment of Water, Power, and Communications Systems

6 Energy and Water By the Numbers, With Water Being the Most Vexing Challenge Source: worldbank.org/water

7 Water Scarcity by 2025 WATER ACCESS, CRISIS & IMPACT Problems caused by water scarcity: Disruption in socialstability Loss of productivity of agricultural, industrial and servicesectors Negative impact on economic development Strained ecology and ecosystems Food insecurity Political instability Decreased human capacity to think, invent and produce, which in turn hampers the growth of a nation Little or no water scarcity Economic water scarcity Physical water scarcity Economic water scarcity is caused by a lack of investment in water infrastructure or insufficient human capacity to satisfy the demand of water in areas where the population cannot afford to use an adequate source of water. Physical water scarcity occurs when and where there is not enough water to meet both human demands and those of ecosystems to function effectively. Arid regions frequently suffer from physical water scarcity. It also occurs where water seems abundant but resources areover-committed.

8 WATER ACCESS, CRISIS & IMPACT Women And Children Are AffectedDisproportionately. Health & Sanitation Food Security Children Education Economic Development 1,660 Deaths ZERO Agriculture 6 8 Hours 3.75 Miles The number of children under the age of five that die per day from water related illnesses. Without access toa close and safe water supply, communities cannot develop sustainable agriculture for food security. Children spend onaverage six to eight hours walking for water each day, time that should bespent in school. Women cannot get jobs or provide for their families because they are forced to walk an average of 3.75miles every day just to fetch water. Sources: The World Bank Thirstproject.org Water.org Weforum.org; As of Wateraid.org CWMII Report

9 Dire Need, Massive Demand For Energy, Communications and Water Infrastructure (Especially Post COVID) $22M of Orders Identified $91 Billion Cost to the U.S. Government of damage from natural disasters in 2018 $1.4 Trillion Amount India needs to invest in infrastructure

10 The Product and Technology

11 SPARK TECHNOLOGY 1. Clean Drinking Water 7,570 liters of water a day, enough to support over 1860 people. Clean, Filtered, PotableWater Over 1890 Liters StorageCapacity Military grade components,15 year lifespan Combines particulate filters with UV light treatment Sources: 135 liters per capital per day ; 3.9% for drinking. indiaenvironmentportal.org.in/files/water%20consumption%20patterns.pdf

12 The Water Flow Process SPARK TECHNOLOGY 1. Water Intake An onboard pump brings contaminated water into a reservoir. Measured amounts drop through smart compartments Stage Initial Filtering Granular Zeolite to reduces turbidity. Activated carbon removes sediment and volatile organic compounds, improves water taste and removes chlorine. Finally a 10-micron filiter further reduces turbidity and pathogens. Contaminated WaterDistribution Reservoir Water Filtration Stack (Trunk Modules) Remote Control Valves EachModule Facilitates Maintenance Hughes 9502 Sat Com Unit with Dish Water Quality Sensors Pressure/Flow Sensors Each Module Water Flow Through Filtration Stack Control Module 3. Ultrafiltration Water is pumped under pressure into an ultrafiltration compartment, which removes viruses, bacteria and suspended solids. 4. UV Treatment Ultraviolet light deactivates the replication DNA of bacteria, mold, viruses, protozoa, cholera etc., rendering them harmless. Contaminated Water Input Water Pump Water Quality sensors Pressure/Flow Sensors 5. Storage Water is kept in germicidal plastic tanks and maintained by an agitation pump and UV lamp. Clean WaterReservoir (Base Module) Clean Wateroutput

13 SPARK TECHNOLOGY 2. Reliable Power Generates 60 kwh - 120kWh a day. The average electricity demand by rural households is 39 kwh per month. Spark therefore generates enough energy to power homes per day. Spark is self-powered Power provided by high efficiency solar panels mounted on the exterior of the unit Variable power output with additional or fewer solar panels mounted as required Battery Storage Onboard 70% of India's thermal power plants (a major source of energy for all commercial activity in India) are on track to face high stress by Renewable energy sources are therefore increasingly important. Source: CWMI Report

14 The Power Capture

15 SPARK TECHNOLOGY 3. Communication Satellite, Cellular, LAN powered by BGAN portable satellite terminal for high speed Internet and phone service anywhere. Remote Fully Automated Local, Regional & International Communications: 2.5-3G CMDA Worldwide satellite coverage with one device, one SIM: Operates Bluetooth, WIFI, Cellular, andsatellite Supports up to 254 connected ethernet devices (/24 network) Physical Customizable Modular Unitsfor Location Easily Upgradable Components, upgraded onsite in the field Using 100BaseT as interconnect allows sites with good connectivity to use local resources if existing (Cable, Municipal WIFI, or DSL connectivity) for cost saving India's telecommunication network is the second largest in the world by number of telephone users (both fixed and mobile phone) with billion subscribers as on 31 May The 157 million people lacking access to telecommunications and are often located in the most rural parts of India. The rural populace is living in 600,000 villages spread over 276,000,000 sq. km across India with very poor or no infrastructure, such as roads, transport, power supply, clean drinking water, healthcare, education system, or communications network.

16 Communications Flow

17 SPARK TECHNOLOGY Spark's Modular Approach Tailor made for re-useand re-design to anyspecification. New Arrangements Spark s focus is solely on new arrangements of tested and proven solutions in a reliable, stable and mass-produced platform. New Applications Spark seeks to find new applications for these technologies in the humanitarian, military and disaster relief market segments. Design and Deployment Spark's system is specifically designed for deployment in remote and rural locations and to provide relief during and after natural disasters.

18 Modular Components SPARK Cutaway Pump Module Modules Exploded View SPARK Quadrant UF UV Module Battery Module

19 Spark s Military Solutions Covert Insertion Fire Team Support Forward Operating Base Support Expeditionary Force Support Surveillance Remote Communications Relay Equipment Stowage Fuel Supply Shelter Medical Support 19

20 SPARK TECHNOLOGY Spark's Modular Approach Industrial Design and Features Infinite Design Possibilities: Fully Automated, Customizable, Scalable, Self Contained,Portable Comprehensive Treatment: Five-level, gravity fed filtration and treatment system Rapid Deployment: Molded Lightweight Components Proprietary Operating System Sustainable: Low Maintenance, with 15 Year Lifespan Multiple Mission PackTypes Community Support First Responder Telemedicine Desalination Surveillance Equipment Storage Military

21 Why now? ( Putting band aids on water scarcity only leads to more suffering. Pollution of water sources is increasing. It s time to mass produce an integrated solution to provide clean potable water from contaminated water sources. Technology exists to solve the problem of transforming polluted waters into drinkable water today. Our founder s experience in mass production of scalable, modular solutions for maritime defense lends itself directly tosolving this problem. Power generation costs are dropping, making it affordable even profitable to use renewable energy.

22 Competition

23 Competitive Position THE COMPETITIVE LANDSCAPE Our greatest barrier to adoption is the lack of a full-size demo unit. We are constantly asked by potential clients where can we see a unit operating? There is no clear gold standard in our market. Governments and utilities use traditional technologies, diesel fueled generators, limited solar applications, all are very ad-hoc solutions to support remote communities or transitorypopulations. One Competitor (Watergen) has a technology that draws water from moisture in the air. The system uses a great deal of electricity and does not provide water in large quantities. It also works best in humid areas. Another competitor, (Watly) has produced a massive, delicate unit which does not suit the remote, rough locations that Spark is specifically designed for. There will always be competition, we have patent protection pending and we will continue to develop new technologies and patents to stay ahead of the competition. We can also incorporate competingtechnologies as Spark is a modular platform. Watergen Tree of Life Systems Watly Ad-hoc

24 The Spark Difference THE COMPETITIVE LANDSCAPE Spark's solution to the water crisis is differentiated from other solutions in the following ways: Modularity: Molded parts allow Spark units to possess a much higher quality than that found in competitors Simple Construction: The repeatable nature of the components provides reliable quality. This architecture also allows for its infinite combinations of equipment that can be swapped in and out on-site Self Sustaining: Modular compartments can be swapped out in the field changing the entire makeup of the systems and their purpose; whereas competing technologies may require a full refit in a workshop or factory setting before they can be deployed and operating again Our Competitors: Our closest competitors use off the shelf trailers, shipping containers and traditional fabrication methods to deliver filtration and power systems. The construction of these competitive systems is often custom and not mass producible. Spark cleans contaminated water from multiple sources. The Opportunity: There exists a significant opportunity to develop the industry standard for design and implementation of integrated water, power and communications systems with Spark leading the way

25 Business Plan

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28 Geographic Priorities India Pakistan DRC Gambia US Military (Including Hurricane season in Continental US and Puerto Rico) Caribbean (powered by manufacturing hub in KSA) UAE KSA Dubai 2022 China Congo, Togo, Ghana, Sierra Leone

29 Marketing and Sales Strong Professional Networks We have established a marketing relationship with Sentral Energy based in NYC that has led to a potential order for 120 units of Spark, contingent upon building a full-size working Spark unit. We will be reaching out to other utilities and telecoms to expand our potential customer base. Sales cycle for Spark will be approx. 3-6 months. We will establish a network of V.A.R. and agents overseas where appropriate. We will leverage our CEO s contacts within the defense industry. We will attend trade shows like Defense Tech Expo in Washington D.C. where key players in procurement and technology adoption for the U.S. Govt. and military will gather. We will seek and hire lobbyists to facilitate initiation of development programs within the government for variants of Spark Tech.

30 Business Strategy OBJECTIVES & FUNDING Over the next five years we would like to do the following. We want to create a tech center in NJ to assemble the first Spark units and continue to innovate the technology. We have already been sighting locations with approximate square footage of 5-7,000 sq ft in the immediate area. We want to retain and grow our team of engineers finding the brightest minds and top talent in IOT, Telecommunications, Power Generation and Storage. Our current team is eager and enthusiastic to be full time on the Spark project, others waiting in the wings are ready to add value. This facility would include: In house molding Innovation and TestCenter Machine shops and latest 3D printing for manufacture. We would create a worldclass facility. We would also see significant savings in COGS Would also like to extend our manufacturing base to overseas free trade zones to reduce overhead and longrange shipment of Spark units to foreign countries. Our CEO s previous company explored this concept and based on his experience we can establish some fantastic foreign government subsidized facilities overseas quite rapidly. We want to advantageously locate and build a full manufacturing plant for all the variants of Spark. Based on our CEO s previous work we know the U.S. government both at the state and federal level have certain areas of the country where they will incentivize manufacturing facilities to be built.

31 Business Strategy OBJECTIVES & FUNDING To achieve our business goals we would look to do a second round of funding following the initial 6-8 months pre-revenue period. This raise would be a Series A for $10M tied directly to the completion of the demonstration unit and our first orders being secured. This would be advantageous toearly investors as our valuation will be significantly higher during this round. Based on the positive marketing feedback we have already gotten Market-Pull. We anticipate being cash positive within the first year of operations, excluding the 6-8 months prerevenue period, while we are building the Spark production prototype at our tech center in NJ. We have a strong technical team as well as management ready to execute on this vision we need the capital to move forward. Key Milestones Attend Defense Tech Expo Washington D.C where we are nominated as unique tech. Build full size Spark unit. Create a tech center to build first Sparks Add and retain talent Build a manufacturing plant domestically Expand our manufacturing base overseas with partners and through licensing. Risks Part of our sales strategy is to engage with U.S. Govt and military. This is critical to our sales efforts. If we don t raise sufficient capital we will need to extend our build timeline, possibly losing market leadership. We could lose some of our team if we are not fully funded. This will allow us to support U.S. Govt needs, while developing a template for overseas licensed manufacturing plants. If we don t scale our production we could lose our edge to future competition. If we don t expand our manufacturing overseas we could see a significant loss in profitability from foreign sales

32 Financials

33 Sales Pipeline FINANCIAL SUMMARY

34 Key Financial Assumptions FINANCIAL SUMMARY Pricing Spark Unit: $188,000 (AverageCost) Unit Manufacturing Costs Spark Unit: $75,000 (AverageCost) Other Costs Manufacturing start-up Yr 1: $1.5M Overhead, admin: Yr 1: $762k; Yr 2 :$2.9MM ; Yr 3:$3.4MM; Yr 4:$3.9MM $; Yr 5:$3.6MM Some costs proportional tosales volume Sales Spark Unit: Yr 1: $23MM; Yr 2 :$73MM; Yr 3 :$146MM; Yr 4:$293MM; Yr 5:$367MM

35 Gross Margin Estimates and Net Income FINANCIAL SUMMARY Year 1 Year 2 Year 3 Year 4 Year 5 Gross Revenue 22,946,564 73,429, ,858, ,716, ,145,030 Costs 13,210,273 42,247,178 73,464, ,902, ,626,515 Gross Margin 9,736,289 31,181,827 73,394, ,813, ,518,515 % Gross Margin 42% 42% 49% 49% 50% Operating and admin costs 2,521,404 8,075,470 18,107,641 48,008,843 77,119,746 Net income (EBITDA) 7,214,885 23,106,357 55,286,365 98,804, ,398,769 %EBITDA 31% 31% 37% 34% 29%

36 Financial Projection: 5 Year FINANCIAL SUMMARY

37 Funding Sought FINANCIAL SUMMARY We are seeking a total of $2,500,000 in investment. Minimum investment of $25K Investment in exchange for Common Stock Funds will be used to: Build Spark Demo Unit: Field unit for pilotinstallation Refinement based on field unit testing and installation Communication and data management operating system Product Positioning: Branding Conference and seminar participation to establish thought leadership General marketing and social media marketing initiatives to build awareness and gain marketshares G&A Expenses Company expects to start a $10M Series A raise within the next 6 to 8 months after the demo unit is built.

38 Use of Proceeds FINANCIAL SUMMARY The Spark demo unit will be a fully Use of Proceeds Operations 1,529,898 Salaries 513,500 G&A 248,540 Sales and Marketing 229,465 operational pre-production unit. Tooling will be built to manufacture all the parts to support this unit and give us an initial production capability. Total $ 2,521,403 As orders come in we can increase tooling to scale our production.

39 Management/Advisors/Partners Bishop Ascendant, Inc.

40 Management Team Specialty in durable plastic and components in rugged environments, extensive experience with Fortune 500 s. 25 utility patents, 20+ years in computer science. Serial entrepreneurs. Justin Bishop Chief Executive Officer Justin brings more than 30 years inventing and business experience. Justin invented, developed, licensed and then sold the first generation Whisprwave floating breakwater. Justin went on to develop the secondgeneration HALO Maritime Defense System. He specializes in system design for rugged environments with the use of tough and durable plastics and composites. Justin is a graduate of Caldwell University. He has been issued over 25 utility patents. Justin will run the company and lead the team to manufacture and develop Spark. Eugene Fernicola Chief Business Development Officer Gene has a unique technical sales knowledge with 39 years of extensive sales experience in highly technical mechanical systems. Eugene brings years of experience in the retail, wholesale and distribution businesses. He has been marketing products to Fortune 500 builders in the Tri state area for decades. Eugene has created and marketed several proprietary products in the building industry. He has also been involved in the acquisition and development of commercial real estate. Gene will be heavily involved in sales and business development for Spark systems. Keith Eckert Chief Financial Officer Keith Eckert is an entrepreneurial, highly-effective and proven senior finance executive with a history of success in strategic and operational roles. He is the former CFO and founding member EPIX a joint venture of Viacom, Paramount, Lionsgate and MGM Studios. He is a results-oriented leader who partners with senior executives and board members to develop a shared vision for success and promote collaboration across all levels of an organization. Keith is a graduate of Cornell University, and received an MBA from Columbia University. Keith is responsible for our financial modeling, investor relations and keeping the finances of the company organized. John Krane Chief Technology Officer John co-founded Celerity Communications LLC at age 18 which specialized in data management and online communications. John is a graduate of the New Jersey Institute of Technology holding both a BS in Computer Science and an MS in Information Systems, bringing over 20 years of extensive knowledge in computer science and information systems management. John will be developing the operating system of Spark, how the unit communicates with its internal components and relays data to the outside world. John has begun initial stages of this work with a team of engineers we are putting together.

41 Advisory Team Advanced degrees and expertise in biology, renewable energy, technology, and business. 25+ years in strategy. 30+ years in manufacturing. Dr. Anthony Jones Dr. Jones founded Intake Works LLC which focuses on developing advanced materials and technical approaches to draw seawater into desalination facilities while leaving the fish in the sea. Dr. Jones holds a doctorate in oceanography from the University of Hawaii, masters in Biology from San Diego State University, and a BA in Zoology and Marine Biology from UC Berkeley. Dr. Jones has extensive international experience in the fields of ocean mining, marine renewable energy technology development and desalination Robert Yu Robert Yu is a veteran of the manufacturing industry, with over 30 years of executive experience with major global 100 companies, having worked extensively in North America, Asia, and Europe. In addition to his global experience on multiple continents, Robert has held executive leadership positions in Manufacturing, Product Development, Marketing, Sales and Services, and International Operations with preeminent global companies such as General Motors and Ford, and C-level positions with global leading tier 1 supplier such as Minth Group. Robert is current the Head of Manufacturing Park, NIO, a new energy vehicle start-up with operations in USA, China, Germany and England. Most recently, Robert joined the Bishop Ascendant Inc. as an Advisor. Robert is a graduate of University of Toronto, and hold a B.A.Sc. degree in Industrial Engineering.

42 Partners. Lownestein Sandler, Attorneys at Law lowenstein.com Lowenstein Sandler is a national law firm with over 350 lawyers working from five offices in New York, Palo Alto, New Jersey, Utah and Washington, D.C. The firm represent clients in virtually every sector of the global economy, with particular strength in the areas of technology, life sciences, and the financial management and fund industries that fuel economic growth. Precision Systems, Inc. Industrial Software Engineering psi-software.com Since 1979, Precision Systems actively supports leading companies primarily in the medical, pharmaceutical, industrial and military sectors seeking custom microprocessor, embedded, PC-based, mission- and safety-critical products. PSI has derived its expertise from a history of solving difficult technical problems and providing custom software and firmware solutions that are profitable for companies. PSI clientele includes Fortune 500 companies, the U.S. Government, and privately owned small businesses. Waterhound Futures Water Contamination Detection Software waterhoundfutures.com Waterhound Futures was founded in February 2019 for the purpose of commercializing a proven offline simulation and predictive modeling tool as a cloud-based solution to optimize and manage wastewater treatment systems. The Waterhound solution consolidates 20-years of proven algorithms based on first principles of chemistry, physics and engineering in the design-and-build of wastewater treatment hardware.the Model currently includes over 700 contaminants and almost 300 treatment processes. Wastewater treatment equipment has been supplied to clients such as Halliburton and ExxonMobil, Ford, Fiat, Iveco and Baker Hughes. Formed Plastics Rotational Molding of Plastics formedplastics.com Since 1946, Formed Plastics, Inc. has been recognized as an industry leader in custom rotational molding, thermoforming, and fabrication. At the same time, their proprietary post-top globes, refractors, and spheres have been lighting the way in municipalities throughout the country.

43 Partners Deep knowledge and connections (private and political) in international markets especially India, China and Europe. Thought leadership in ESG s, UN Sustainable Development Goals and international policy. Sourabh Sen Strategic Adviser Sourabh Sen is the founder and Chairman/Director of the Sentral Energy. He oversees Sentral s global government affairs and policy development, drives strategic initiatives, and governs the macro direction of the Company. The central differentiating factors contributing to Mr. Sen s success in emerging markets are his long standing personal relationships with the government leadership in India, and his ability to navigate and build similar relationships in other targeted countries. As a result, Mr. Sen has positioned himself as a credible and trusted advisor on renewable energy policy as well as a developer of high quality renewable energy assets. Mr. Sen has been a featured energy columnist in a number of notable publications, including the Wall Street Journal, Bloomberg New Energy Finance, and Renewable Energy World. He is also a regular speaker at energy and sustainability conferences globally, and sits on a number of high level advisory committees. Most recently he was appointed to the E15 Expert Committee on Climate Change, a panel of global thought leaders brought together by the International Center for Trade and Sustainable Development (ICTSD) and the World Economic Forum. He also recently moderated and led a high-level panel discussion regarding renewable energy and distributed generation for the United Nations Framework Convention on Climate Change (UNFCCC), following which he synthesized the session highlights into tactical global policy recommendations. He continues to stay engaged with the UNFCCC and is involved in ongoing policy discussions and implementations. He has also been a featured speaker at the World Energy Congress. Mr. Sen was awarded the 2013 Man of the Year Award from Viki Publishers and Byatikram Mass Awareness and Social Development Organization (MASDO), an NGO dedicated to strengthening social and cultural richness in India. He was also honored with the 2009 Udyog Rattan Award from the Institute of Economic Studies for his pioneering contributions toward developing the renewable energy industry inindia. Prior to starting Astonfield Renewables, Mr. Sen led an established career as a Wall Street executive. He served as Executive Vice President of National Life Insurance Company, and prior to that, was Executive Vice President for First Investors Corporation. As an alumnus of Don Bosco Schools, Mr. Sen is actively involved in a number of charitable and humanitarian causes in India. Additionally, Mr. Sen is on the Board of Advisors of The Odyssey Initiative, an educational based firm studying primary schools across America. Mr. Sen completed his B.Sc. from the University of Burdhwan. He was Board certified and admitted to practice financial advisory and planning services in the U.S. in Geof Rochester Strategic Adviser Geof Rochester Consulting is a strategic advisor to nonprofit and brand leadership in the areas business, marketing and communications. Geof is a recognized thought-leader across corporate sustainability and responsibility, NGOs, philanthropy, and social entrepreneurship. He brings distinctive and dynamic experience with the worlds s leading conservation NGO, media companies, and consumer goods brands. Most recently, Geof served in global roles as Managing Director and Chief Marketing Officer of The Nature Conservancy, where he was responsible for steering the organization's marketing, membership and visibility strategies. Prior, Geof held the positions of Executive Vice President for Marketing at World Wrestling Entertainment and Senior Vice President for Marketing at Showtime Networks. Earlier in his career, Geof served in senior marketing positions with Comcast Communications, Radisson Hotels International and P&G. Geof holds board positions and consults with several nonprofit organizations, helping them advance their missions through strategic marketing efforts. He speaks regularly on the topics of brand purpose and sustainability. Geof is a graduate of Georgetown University and received an MBA from the Wharton School of the University of Pennsylvania.

44 Appendix

45 Frequently Asked Questions APPENDIX Large Treatment Plant Vs Spark Scale not the same. We are deploying Sparks in areas where it does not make economic sense to build large plants. We are the pathfinder for building of water infrastructure, we collect data that can be used to build plants in the future, while solving a critical problem saving lives immediately rather than having to wait for infrastructure to be built. Spark is a rapid response to a crisis. Large Plants can take years even decades to fund plan and build. Large plants require infrastructure to deliver water which does not exist in many countries. Sparks are instant on, instant demand delivery of water. Large plants use dated technologies. Spark uses the latest filtration and treatment methods. We can adapt nearly immediately to latest technologies Spark bridges the gap between we have no water and Oh look! They finished the water treatment plant and now we can have a shower.

46 Frequently Asked Questions APPENDIX Spark Waste We follow the law of the land, where backwash waste is concerned. Standard practices for disposal will be followed. Examples of disposal Spark may collect waste with a tank and then distribute it to leach or evaporative fields or even agriculturalpurposes. Waste disposal will be a part of any service contract we offer. Monsoon Season Solar Irradiance We will analyze historical data at any location we deploy Sparks. The data tells us the available solar power during every month of the year including monsoons. We analyze the data and match the configuration of Spark to the conditions at the deployment site, basically customizing and front loading capacity either additional panels and battery storage or both to account for reduced solar irradiance. Spark is modular and can meet any requirements for solar power as required, spark systems will operate during monsoon season just as effectively as the regular season.

47 Disclaimer APPENDIX The information contained in this presentation is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it is provided AS IS, WHERE IS WITH ALL FAULTS and without warranty of any kind, express or implied. Except for the statements of historical facts or statements made with attribution, the information contained herein is of a forward-looking nature. These forward looking statements may be identified either orally or in writing by words as expects, anticipates, intents, plans, believes, seeks, estimates, will, are, is, may or words of similar meaning. Such statements are based on our current good faith expectations, anticipations and assumptions, and therefore are subject to various risks and uncertainties that could cause the actual results, performance or achievements to differ materially from any future results, performance or achievements that may be expressed or implied by the forward-looking statements. In addition, this information is based on Company s current product plans and strategy, which are subject to change by the Company without notice. The Company does not assume any obligation to update or revise any of these forward-looking statements, even if new information becomes available in the future. The Company shall not be responsible for any damages arising out of the reliance on, use of, or otherwise related to, this presentation or any other documentation except as may be expressly set forth in a mutually executed and legally binding contract. Nothing contained in this presentation is intended to, or shall have the effect of creating any warranty or representation from the Company, or its affiliates or its suppliers and/or licensors. Nothing contained in this presentation is intended to, or shall have the effect of creating any right or entitlement on the part of the viewer of this presentation.

48 Thank You By Justin Bishop, CEO Bishop Ascendant, Inc.