http://mindbanking.co // ceo@mindbanking.

co

Ana Sori / MA in Communications / CEO / +385 92 1475491 / +385 91 9080666

/ www.oneofthree.biz / CEO@oneofthree.biz

Confidentiality Agreement The undersigned reader ac knowledges that the information provided by _______________ in this business plan is confidential; therefore, reader agrees not to disc lose it without the express written permission of _______________. It is ac knowledged by reader that information to be furnished in this business plan is in all respec ts confidential in nature, other than information which is in the public domain through other means and that any disc losure or use of same by reader, may cause serious harm or damage to _______________. Upon request, this document is to be immediately returned to _______________. ___________________ Signature ___________________ Name (typed or printed) ___________________ Date This is a business plan. It does not imply an offering of securities.

Table of Contents
1.0 Executive Summary.............................................................................................................................1 1.1 Objectives ...................................................................................................................................2 1.2 Mission........................................................................................................................................3 1.3 Keys to Success ........................................................................................................................4 2.0 Company Summary.............................................................................................................................6 2.1 Company Ownership .................................................................................................................6 2.2 Start-up Summary ......................................................................................................................7 3.0 Products and Services .....................................................................................................................10 4.0 Market Analysis Summary................................................................................................................12 4.1 Market Segmentation..............................................................................................................16 4.2 Target Market Segment Strategy...........................................................................................18 4.3 Service Business Analysis .....................................................................................................18 4.3.1 Competition and Buying Patterns .............................................................................19 5.0 Strategy and Implementation Summary..........................................................................................21 5.1 SWOT Analysis ........................................................................................................................21 5.1.1 Strengths ......................................................................................................................22 5.1.2 Weaknesses................................................................................................................22 5.1.3 Opportunities ...............................................................................................................22 5.1.4 Threats .........................................................................................................................22 5.2 Competitive Edge....................................................................................................................23 5.3 Marketing Strategy ..................................................................................................................24 5.4 Sales Strategy..........................................................................................................................26 5.4.1 Sales Forecast............................................................................................................28 5.5 Milestones ................................................................................................................................30 6.0 Management Summary ....................................................................................................................31 6.1 Personnel Plan.........................................................................................................................31 7.0 Financial Plan ....................................................................................................................................32 7.1 Projections................................................................................................................................32 7.2 Start-up Funding ......................................................................................................................32 7.3 Important Assumptions............................................................................................................33 7.4 Break-even Analysis................................................................................................................33 7.5 Projected Profit and Loss .......................................................................................................34 7.6 Projected Cash Flow...............................................................................................................37 7.7 Projected Balance Sheet ........................................................................................................38 7.8 Business Ratios .......................................................................................................................39 7.9 Long-term Plan.........................................................................................................................41

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1.0 Executive Summary

MindBanking is a global business networking portal, offering services which empower users to fully develop manage and build their projects. MindBanking is a one-stop-shop which has a certain potential to become fully equipped and serviced global office. MindBanking.co is a console for developing business. The objective is to create vibrant an interactive online business portal, where biggest and smallest entrepreneurs could meet, providing a generator or incubator of ideas, for new business opportunities that are about to lead to new businesses, products and services.The goal is also to create such a powerful and vibrant community, which would respectively compel investors to become active in searching and "pulling" projects. Mindbanking project belongs to the online business social networking online services. Revenue models for this kind of services include subscription fees, advertising, service sales (pay per piece and subscription), and respectively brokerage. Our position in the business social networking market would be significant since we would be offering a unique online working and developing platform and goal to create unique, vibrant and powerful community. The main objective of MindBanking.co is to become an entrepreneurs' main working platform; to become their office, business space and their home page; the first thing to visit when they go online, as well as the last before going offline; spending an average 4 hours per day using MindBanking portal/application/platform. Furthermore, MindBanking is not just a platform, or an application it is an entity, and it is expected to spread through all the conceivable platforms (including virtual reality worlds) and even different formats (e.g. mobile app or full scale games).
Furthermore socio-economic trends like hard labor as well as repetitive labor being replaced with machines, technology and robotics, is shaping our social landscape; as well as trends in economy such as domination of services economy and inauguration of postindustry which puts the intellectual production, virtual goods and services at the pivotal place in the economy, which is also an argument for the project MindBanking to succeed. For example estimated worth of Facebook at the beginning of 2011 have been around 50 billion USD; however the value is not estimated as the value of brick and mortar properties, but the equity is measured by the value of its community, quality of its intellectual goods and services, (and a basic social networking service is free!), and its impact and influence on the social reality. In 2012 when Facebook was about to go IPO estimated worth was between 70-100 billion USD. All mentioned are the arguments that the project has anticipated the future market, new economies and new business infrastructure.

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1.1 Objectives The objective of this project is to perceive the new media and communication world as a (new) business developing platform. Social networks proved to be a new media mantra; however its business developing potential has yet not been proven. MindBanking project is as much community and development as it is profit driven. The objective is to create vibrant an interactive online business portal, where biggest and smallest entrepreneurs could meet, providing a generator or incubator of ideas, for new business opportunities that are about to lead to new businesses, products and services. The project has a strong market (or attention) value since its target groups belong to both consumers and businesses. MindBanking caters to all business interactions; B2B, B2C, C2B, C2C and all other future ones. The portal http://mindbanking.co was launched in February 2012. Development assume further building of the infrastructure and the features (e.g. application for business plan creation), as well as the stand alone mobile applications. MindBanking is not just a platform, or an application it is an entity, and it is expected to spread through all the conceivable platforms (including virtual reality worlds) and even different formats (e.g. mobile app or full scale games).

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1.2 Mission

MindBanking generates business ideas that could bring together entrepreneurs and potential entrepreneurs. This online service would help generate profit by creating a community that would among other things develop projects using unique working/ development platform, furthermore by constantly upgrading services and by building a community. Interaction (a network) of market sectors could create exciting business scene. The system used in building infrastructure of the project is drawn from network theory, system theory and the Attention Economy. The program strives to comprise complex and dynamic infrastructure to be able to ensure sustainability as well as constant progress and development thus constant growth of revenue. The system and infrastructure of the project will also be continually scrutinized and upgraded.

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1.3 Keys to Success

Although global economy is a reality, only several business enclaves like New York, Dubai, Silicon Valley, Hong Kong or similar could claim its business supremacy since they represent centers or/and conglomerates of business activity. We could say that being in one place gives them the strength or better said energy to progress and develop and to become economic forerunner. MindBanking prospers on that same premise. To put in the same space independent innovators, SME, global corporations, investors, thriving individuals with new ideas, entrepreneurs, and such, and to deploy its multi-interaction could truly produce new marketplace as well as new economies or new business idioms. The project presupposes a vision of a new business scene and its infrastructure through the idea everyone is an entrepreneur. Numerous trends show that developing own business is the future of economic scene, thus the project meets that basic need. Almost every innovator claims the same we do not know how to do the business!; MindBanking is empowered to deal with the mentioned problem through offering online business plan platform, production, workflow and project management tools, interaction tools and playful and user-friendly business environment. Furthermore, the main objective of MindBanking is to become an entrepreneurs' main working platform; to become their office, business space and their home page; the first thing to visit when they go online, as well as the last before going offline; spending an average 4 hours per day using MindBanking portal/application/platform as their ultimate business console. The goal is also to create such a powerful and vibrant community, which would respectively compel investors to become active in searching and "pulling" projects. MindBanking thrives on the premise that everyone is a potential entrepreneur; if we furthermore take into consideration digitally converged media environment that empowers every user to create its own business opportunity, along with the idea that the online infrastructure will prevail in the future of business operations, we could claim we hit the target. So the strategy proposes for the MindBanking to become the platform for creating endless number of (original) business communities and a vigorous and self-producing new business scene.
Mindbanking is a vision of new economy which presupposes development of the new market technology, which perpetuates network distribution, niche markets, dynamicmodular production units, which would respectively replace mass production and liberalize working processes.
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The project anticipates or even brings about new paradigm shift at a production process at large. Some of the trends are already taking place as a part of production process; such as, fluid working hours and Sunday as a working day shows that our working week has been submitted to significant changes. It is what theoretician Leadbeater in his Knowledge Economy calls graying the calendar (Leadbeater, 2000). Furthermore, there is also a trend of working from locations other than office, in small groups, using communication tools such as Skype, MSN, or mobile phone applications; thus the conditions for the development of like economy has already been sketched. Even some new trends in hardware technology are proving the way we communicate, work and spend our daily lives is changing. For example tablet phenomenon (e.g. Apple iPad, BlackBerry PlayBook, HTC Flyer, Samsung Galaxy Tab etc.); book reading devices/tablets (e.g. Kindle). Mentioned trends show that everything becomes on the go, even production. Furthermore socio-economic trends like hard labor as well as repetitive labor being replaced with machines, technology and robotics, is shaping our social landscape; as well as trends in economy such as domination of services economy and inauguration of post-industry which puts the intellectual production, virtual goods and services at the pivotal place in the economy. For example estimated worth of Facebook at the beginning of 2011 have been around 50 billion USD; however the value is not estimated as the value of brick and mortar properties, but the equity is measured by the value of its community, quality of its intellectual goods and services, (and a basic social networking service is free!), and its impact and influence on the social reality. All mentioned are the arguments that the project has anticipated the future market, new economies and new business infrastructure.

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2.0 Company Summary

Ana Soric is the bearer of the project MindBanking, also, a founder, owner and a CEO of Jedna od tri d.o.o. / One of Three LLC; company responsible to carry out MindBanking project. Furthermore, Ana Soric is a founder of the Sail Media department and board member of the company Sail LLC. She is a media expert with a masters degree (MA in Communications) obtained in 2002, from the Universiteit van Amsterdam, International School for Humanities and Social Sciences. Also she has a degree of mag. in Journalism from the Faculty of Political Sciences, University of Zagreb. She has been engaged in production, able to manage and strategise award winning media: press, TV, internet, animation film, and persuasive media, as a writer, columnist, editor, producer, account manager, project manager, strategist and consultant. She had positions such as: an editor of a magazine (3), editor of a TV show, one of the producers of an internationally award winning 3D animated movie, main strategist and media consultant for jutarnji.hr (EPH online), etc.For the last couple of years she has been engaged in business strategy, planning and development.

2.1 Company Ownership

All the companies included in the project are LLC companies. The bearer and the owner of the project is Jedna od tri d.o.o. / One of Three is a LLC, however it is in partnership with some experts (e.g. Word Press Croatia team) and some partner companies, e.g. Arterion LLC.

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2.2 Start-up Summary
Research & Analysis Trend analysis Market analysis Case studies Comparative analysis Business info interpretation Interpretation of goals & Business model proposal Business Plan Strategic positioning of a business case Communication strategy Proposal for creative concept Proposal for technical concept Project diagram development Business model proposal Front End & Information Architecture Communities analysis Concept elucidation Content inventory Building topology Graphic design concept & development Documentation - graphic standards User experience research Graphic user interface development Administrative interface Intranet interface Page 7

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Designing Information architecture Designing Wireframes Gathering and processing content CSS

Back-end Designing data base Designing web pages Programming graphic interface Application building Data base programming Documentation - application code Documentation - system requirements Installation & implementation HW plus connection HTML / Flash Billing system development Search engine optimization (SEO) Beta testing Maintenance Mobile application Mobile application prototype development, testing and implementation

Marketing the product Positioning the product Marketing plan development Marketing campaign - launch

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Table: Start-up
Start-up Requirements Start-up Expenses Information Architecture Back-end Development Testing & implementation Mobile applications development Total Start-up Expenses Start-up Assets Cash Required Other Current Assets Long-term Assets Total Assets Total Requirements

49,000 167,000 16,650 98,000 330,650

96,000 0 0 96,000 426,650

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3.0 Products and Services

Business Networking Service

Create a profile,Submit idea/project, Browse people, Browse projects,Instant messaging, Connect with people,Find investors, Find collaborators, Mention user, Debate/Forum, Create Groups

Working Platform

Discussion Board, Project management tools, Business Plan Development Application (BPDA), Milestones Alert, Sync (synchronizes with email client, material stored locally etc.), Storage, Define your team, Chat, Whiteboard; all of which enables users to organize, manage and develop their projects from A-Z.

Workflow tools (part of Working Platform)

Status Report Alert, Project Update Notification,Task List Management, Project Progress Viewer, My Tasks Reminder., etc.

BPDA Business Plan Development Application (part of Working Platform)

Service of online application for creating business and financial plan, including tables with formulas and instructions.

Investors database

Browse investors, Find investors, Connect with investors.

Legal

Legal FAQ; Custom Legal Advices will be available exclusively in a Large subscription package; service assumes an attorney answering via email or/and MB instant messaging, any questions subscriber might have regarding legal issues about projects.

Mobile

Mobile service: application customized for web usage, mobile to internet messaging, mobile Page 10

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arranging tasks and mobile alerts. Plus other mobile apps and games, some will be free, and some would be sold. Mobile applications would also include games, which would equally serve as a marketing tool as well as to generate revenue.

Promote

User will be able to promote the idea or project through the application 15 Minutes of Glory, or similar.

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4.0 Market Analysis Summary

TREND 1: INCREASE IN TOTAL TIME SPENT ONLINE

Total time spent online up 24.3% in October 2007

Compete published its findings on total time spent online. From October 2006 to October 2007 the total time spent online by US online users is up 24.3%.

Source: IT Facts, Nov 29, 07; http://www.itfacts.biz/index.php?id=P9174

86.6% of Internet users spend more than 6 hours a week online

86.6% of internet users now spend 6 hours or more online a week when they are at home, up from 83% at the end of 2006 and 50% at the end of 2005. Perhaps most eye wateringly almost 5% of respondents claimed to spend more than 80 hours a week surfing from home, Point Topic reports. Source: IT Facts, Sep 30, 07; http://www.itfacts.biz/index.php?id=P9004 Average number of hours spent on a weekly basis by American Internet users 1999 : 7 hours 2000 : 7 hours 2001 : 7 hours 2002 : 7 hours 2003 : 9 hours
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2004 : 8 hours 2005 : 9 hours 2006 : 9 hours 2007 : 11 hours 2008 : 14 hours 2009 : 13 hours source: http://gorumors.com/crunchies/average-time-spent-online-statistics/, 2010 TREND 2: INCREASE IN REVENUE OF SOCIAL NETWORKING PORTALS

Social networks made $400 mln in revenues in 2006

IDC estimates that social networks only made about $400 mln in revenues in 2006, but could make as much as $1 bln in 2007. IDC expects that most social network services will employ a mix of business models, including advertising, subscriptions, and ecommerce. Of these three models, only advertising scales well enough to make social networks interesting for portals and major media companies. source: ITFacts; www.itfacts.biz/social-networks-made-400-mln-in-revenues-in2006/8936 TREND 3: INCREASE (DOMINATION) IN TIME SPENT ON SOCIAL NETWORKING

New and returning visits to US social networks

Rank 1 2 Name Myspace Facebook Domain www.myspace.com www.facebook.com Returning 95% 93% New 5% 7%

Source: Hitwise Published on: May 21, 2008 Department: Web traffic

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Who got traffic from search engines in April 2008

Category Percent of Category Traffic from Search of Traffic From Search from Google, Apr-07 Engines, Apr-08 Engines, Apr-08 Apr-07 3% 8% 0% 8% 15% 12% 17% 35% 17% Google, Apr-08 Apr-07 30.73% 23.31% 16.61% 14.60% 15.20% 11.65% 8.37% 19.70% 10.08% 4% 16% 4% 11% 17% 22% 24% 46% 17% Percent Change in Share Percent of Category Traffic Percent Change in Share of Traffic From

Health and Medical Travel Shopping and Classifieds News and Media Entertainment Business and Finance Sports Online Video Social Networking Source: Hitwise

46.00% 33.94% 25.40% 21.88% 23.79% 18.08% 12.43% 28.88% 16.74%

Average US time spent in April 2008

Rank 1 2 3 4 5 Source: Hitwise

Name Myspace Facebook myYearbook Bebo Black Planet

Domain www.myspace. com www.facebook. com www. myyearbook.com www.bebo.com www. blackplanet.com

Apr 2008 29m54s 20m52s 32m54s 30m01s 24m39s

Apr 2007 30m40s 13m19s 21m46s 30m52s 22m43s

Growth, YTY -3% 57% 51% -3% 9%

Social Networking Dominates Our Time Spent Online Social networking now eats up twice as much of our online time as any other activity. According to new stats from Nielsen, sites like Facebook and Twitter now account for 22.7% of time spent on the web; the next closest activity is online games, which make up 10.2%. The stats also show the degree to which social networking is displacing other forms of
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communication, with e-mail as a percentage of online time plunging from 11.5% to 8.3% from June 2009 to June 2010. Instant messaging also saw a significant drop in share, with a 15% decline from last year. However, e-mail use on mobile is still on the rise from 37.4% to 41.6% presumably as users continue to migrate to smartphones from feature phones.

source: (http://mashable.com/2010/08/02/stats-time-spent-online/,2010) TREND 4: USAGE OF MOBILE(SMART) PHONES FOR NETWORKING

One Fourth Of Adults in the U.S. Use Mobile Apps MASHABLE - Sep 14 - According to the Pew Internet Project, 82% of U.S. Adults are active cellphone users, and 43% of those have downloaded apps to their phones. This equates to 24% of the adults in the United States. Of these users, 13% have paid for at least one of their apps. Not surprisingly, games are the most popular downloads. Also of note, women favor social networking apps significantly more than men. SORUCE: (http://www.socialnetworkingwatch.com/all_social_networking_statistics/, 2010)

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4.1 Market Segmentation

Target groups Innovators is a main target group, which represents a community using MindBanking platform in the first place to submit ideas and find investors. However, the same group is also the main user of all services offered on the MindBanking portal/platform. They will try to find collaborators, will use the working platform and will have a need to use business plan templates and legal advices. More detailed segmentation: Entrepreneurs, SME-s, Inventors, Media professionals, Artists, New media freaks, Media semi-professionals, Independent scholars, Independent researchers, Universities, Grad Students, etc. In the broad scope our main target group (communities) are early adopters/trend setters/ tech savvy users and independent innovators. Investors are uising portal in order to find ideas, projects, products, business solutions etc. Segmentation in this group could also be detailed as: corporations, SME-s, individual investors, venture capital houses, producers, publishers etc. Investors will also have to build their profile through company logo, investment portfolio, project portfolio and such. Collaborators is a target group mainly seeking for interesting projects to collaborate in, to get experience, and respectively would become Innovators. User Scenario User 1 innovator Fruitful idea maker sits in front of the Facebook sending his friends chocolate, gummy bears and smiles; throwing sheep and philosophers at his colleagues; waiting for something exciting to appear on a horizon. He (let us say is a he) is inhibited to think about piles of ideas stocked in his drawer, because every time he does, a rush of frustration and disappointment overwhelms him. Suddenly information appears like an epiphany, a thunderstruck. MindBanking.co submit ideas, find collaborators, develop projects, and find investors. Just what I needed! I am going there right away! After exploring possibilities MindBanking is offering, he starts to submit ideas. Oh, my ideas seem to be even better than I thought, mumbles he, let us now find some people who could be interested to work with me on my projects . Swiftly he became a
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friend with a programmer from Indonesia and a developer from New York and they started to develop one of his projects. Going deeper into the MindBanking portal he discovers he could do everything in one place in order to develop his project: he can manage it through Workflow tools, develop it through the Working platform, he finds a business plan development application extremely useful, as well as a database of investors. After a couple of months MindBanking becomes his global office, his conditio sine qua non. Every day he wakes up and starts his working day at the MindBanking. He spends the whole day managing his tasks, checking status of collaborators tasks, setting new tasks, managing possible problems in a project development, communicating with collaborators, finding investors or communicating with investors he had already make a connection with, developing business plan(s) etc., in a nutshell, developing his business. And suddenly like he never intended to, finds he had became an entrepreneur. Even better, he realizes that around him grew a brand new, exciting and vibrant business scene. User 2 investor She is sitting with the head in her hands, under pressure to find new business ideas; but where to find them? Desperate, she opens a www.ft.com. Yeah,like they are going to offer fresh ideas on a silver platter, crosses her mind. She opens the www.ft.com page and there it is, a banner: MindBanking.com, the source of business ideas! All of a sudden the world seems completely different. She rushes to the MindBanking, and finds not only what she was desperately looking for, but an extraordinary vigorous and exceptional business scene. At once she finds couple of mind-blowing projects matching her interest, and right away starts communication with the team working on it. Her business routine takes a different shape. Every morning she checks what has been done with the project she invested into. If there are any alerts, how the production is going. Also she is onto new ideas and new projects. She had moved her business activity almost entirely at online sphere creating not only a global office but an entire new business.

Table: Market Analysis

Market Analysis 2012 Potential Customers Innovators Investors Collaborators Total Growth 260% 180% 370% 314.32% 20,000 14,000 30,000 64,000 2013 72,000 39,200 141,000 252,200 2014 259,200 109,760 662,700 1,031,660 2015 933,120 307,328 3,114,690 4,355,138 2016 3,359,232 860,518 14,639,043 18,858,793 CAGR 260.00% 180.00% 370.00% 314.32%

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4.2 Target Market Segment Strategy

The project focuses on this target groups because they are main production force, three pillars of any market; people with ideas, developers and investors (money force). Communicating to them, bringing them together and engaging them in a production (even of their own projects) could produce uncanny business scene, which of course presupposes raising attention to high level consequently generating revenue through conveyed business models.

4.3 Service Business Analysis

MindBanking project belongs to the online business networking online services. Revenue models for this kind of services include subscriptionfees, pay per piece (regarding mainly mobile applications), advertising, service sales (pay per piece and subscription), and respectively brokerage. Xing.com mainly subscription fees (premium membership) LinkedIn.com mainly advertising (plus premium membership) Facebook.com mainly advertising

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4.3.1 Competition and Buying Patterns

Broad market Xing.com

Advantages for Mindbanking Xing.com merely offers database of professionals, no other services; it takes a lot of effort to utilize the service they offer. Three moths premium membership plus a moth gratis costs 18 Euros, too expensive, especially for young people struggling in a entrepreneurs world. Threats for Mindbanking Xing.com already has 7 million users (2009). LinkedIn.com

Advantages for MindBanking Our research shows social networking platforms that do not offer added value but merely profile upload and possibility to connect with friends and colleagues do not have much action going on and as a result the portal quickly loses its attention, its Premium Membership still does not offer much in utilizing business opportunities especially for entrepreneurs beginners, which again does not solve problem(s) for the user. Such is the case with LinkedIn. Our added value: MindBanking is a one-stopshop which has a certain potential to become fully equipped and serviced global office. MindBanking is a console for developing business.

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Threatsfor Mindbanking LinkedIn.com had an estimated 43 million users in 2009. According to the LinkedIn website, by April 2010 there were more than 65 million members, located in more than 200 countries. Facebook

More than 500 million active users. source: (http://www.facebook.com/press/info.php?statistics, 2010) Narrow market Projects sharing the market with MindBanking; a niche market is yet to be created, and KickStarter did a lot in creating the same market. Mindbanking has an advantage in the context that Kickstarter does not allow investments, selling a share of the project etc.; it is a crowdfunding and merchandising service, and it doesn't have project development and management platform.

1. Kickstarter (http://www.kickstarter.com/)

2. Amazee (http://www.amazee.com/)

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3. OpenInvo (http://www.openinvo.com/) All of the mentioned businesses do not have significant market share (apart from KickStarter). However, their relatively recent appearance show the market calls for a communities/applications that offer a tool that can enable collaboration on a projects, also stock markets for ideas, or to create the places where capital and ideas/innovations could meet. Furthermore, instead of posing as a threat for MindBanking, it represents an opportunity since the mentioned projects would create the niche market.

5.0 Strategy and Implementation Summary

5.1 SWOT Analysis

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5.1.1 Strengths

1. Multi-interactional environment - Hypermedia; which means endless number of interactions, thus endless possibility of development and growth. 2. Endlessly upgradeable / expandable environment 3. Interactions of all market sectors 4. Creating new business community 5. Strong attention and market value of the project

5.1.2 Weaknesses

1. Relatively expensive production 2. Relatively slow production 3. Huge

5.1.3 Opportunities

1. To create new markets, economies and values 2. To create new communication and business paradigms 3. To generate substantial revenue 4. High and fast ROI

5.1.4 Threats

1. Strong competition

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5.2 Competitive Edge

Main social/business network web sites are LinkedIn, Xing, and of course Facebook, absolute winner in number of registered users, impact and revenue. Xing.com as a business (social) network was founded in 2003 had 5 million users in 2008, and an estimated revenue of 10.1 million in 2006; source Wikipedia.com, http:// en.wikipedia.org/wiki/XING, April 2008. In 2009 number of users for Xing.com grew to 7.000.000, representing 40% growth. LinkedIn.com, had an estimated 20 million users in 2008 and 43 million in 2009. Facebook.com was founded in February 2004, had an estimated 69 million users in January 2008 (source, Facebook, January 2008), and revenue of 150 million USD; (source, Forbes, March 6, 2008.) In 2009, number of users grew to 250.000.000, representing 262% growth. Potential for revenue growth from that position is huge. Facebook ended 2008 making between $280 million and $300 million, according to many reports. The companys revenues likely reached between $600 million and $700 million for 2009. sources estimate the company could make between $1 billion and $1.1 billion in total revenue this year. (source: Inside Facebook; www.insidefacebook. com/2010/03/02/facebook-made-up-to-700-million-in-2009-on-track-towards-1-1-billionin-2010/, 2010) Our position in the business social networking market would be significant since we would be offering a unique online working and developing platform. In a nutshell, our competitive advantage is to be the first in a global market offering services to help develop and deploy projects online. Furthermore, if we compare ourselves with other social networking portals, even the business ones, like LinkedIn.com and Xing.com, we believe that our portal will have much higher business utilization than any of them. Furthermore, our competitive edge and our biggest strength is in the vision of the project. The vision where almost every business could be conducted, every product produced, as the almighty business, development and production console, which would be more and more possible by the further development and implementation of the Cloud technology.

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5.3 Marketing Strategy

Marketing strategy lies on using exact or narrow marketing channel for each target group (community). For Inventors, our most important target group, we intend to use mainly Facebook social ads and respectively Google Adwords. We can position our key target group as spending a lot of their time on Facebook, since it is a rather creative portal in entertainment kind of way, and bypassing business social networking portals since they do not offer much and require much effort for business utilization. The plan is to draw their attention from Facebook and channel their energy and ideas towards production and entrepreneurship. Furthermore, for that target group we wouldn't use online banners as a mean of communication, but more involving Social ads (social groups, fan clubs, applications, etc.) Target group Investors also require special attention. The strategy is to reach them at FT.com and the Time Magazine online or New York times. Target group Collaborators will be reached through banners and WOM on the LinkedIn.com, and other social (and business) networking portals. Launch campaign will consist of two phases: Phase 1 (Beta testing period) Since we will have 45 days of Beta testing period the strategy is for that period to deploy Facebook social ads, Google Adwords, WOM, guerilla marketing (blogs, forums, chats) which will serve for all three target groups. In this kind of communication methods possibly the least covered are Investors.

Phase 2 (100% ready) Banners on Facebook.com, LinkedIn.com, FT.com, Time Magazine online or New York times online; 100.000 impressions. 1.0. Beta testing campaign 1.1. Social campaign and applications - 10.000 Euro
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1.2. Google Adwords - around 20 key words for 1 month - 1.000 Euro 1.3 Direct Ads, targeted on communities - 10.000 Euro 1.4 Guerilla marketing & WOM daily for a month on blogs, forums etc. 1.000 Euro 2.0 100 % ready campaign Strategy is to keep running social networking campaign and Google Adwords all the time. Furthermore, to put banners on business and news portals with around 100.000 impressions, one by one.

2.1 NYTimes.com - around 100.000 impressions - 11.000 USD 2.2 FT.com - 468x60 banner, contextual targeting (business) plus geographical, Cost per Thousand Impressions (CPM) = 55, 00 GBP. Plan: 100.000 impressions = 5.500,00 GBP = 11.000,00 USD. 2.3. Facebook.com - at least 100.000 impressions 2.4. LinkedIn.com - at least 100.000 impressions More detailed marketing strategy will be developed before it would be launched.

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5.4 Sales Strategy

The main business model is a subscription fee and pay per piece (as far as mobile applications are concerned). We believe that as soon as we get critical mass of audience and the activity (serious projects), as well as we develop the platform into a real business console, there wouldn't be a problem to get subscription fees from the users, especially if we bring serious investors and become a nursery of important projects. Furthermore, selling advertising space is always a viable business model. We also believe we could apply service of brokerage. At the end MindBanking is hoping that through its development that numerous new revenue and business models would be generated and deployed.

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Additional storage of 3 GB will be charged 5 USD per month and offered as a 3/6/12 months package.

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Subscription will be available as a 3/6/12 months packages:

As for the advertising, the equation is simple; greater the number of user (eyeballs), more advertising space is sold. Great advantage with internet advertising is that we are not only able to count every single user, we also know their names, preferences and interests, so we could adapt our business and tech/development strategy accordingly.

5.4.1 Sales Forecast

We predicted that by the end of the first year we will have 64.000 active users, which of 50.000 would spend for our subscription about 50 USD per year, we could have revenue of 2.500.000 USD. We assume our users will be willing to pay 50 USD per year. The price definitely represents value for money, since some other social networking portals charge much more for less utilization. Advertising revenues are more of a educated guess and could only be higher since globally revenues from online advertising are growing every year. In 2012 21% of global ad spending will happen online Interactive advertising revenues will increase significantly from $45 bln in 2007 to $147 bln globally in 2012, representing a 23.4%, according to Kelsey Group. Interactive advertising, which comprises search (including local search), display advertising, classifieds and other interactive ad products, grew its share of global advertising revenues from 6.1% in 2006 to 7.4% in 2007. By 2012 Kelsey Group analysts expect the interactive share of global ad spending will reach 21%. During the forecast period (2007-2012), the United States will see interactive advertising revenues grow from $22.5 billion to $62.4 bln (22.6% CAGR), with interactive revenues in Canada increasing from $1.3 bln to $3.3 billion (21.3% CAGR). Source: ITFacts; www.itfacts.biz/in-2012-21-of-global-ad-spending-will-happenonline/10034

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Table: Sales Forecast
Sales Forecast FY 2013 Sales Subscriptions fees Advertising Service sales Total Sales Direct Cost of Sales Research & Analysis Tech Maintenance Hardware & Development Marketing & Sales Management Subtotal Direct Cost of Sales 230,143 314,080 0 544,223 FY 2013 5,745 26,000 37,776 80,040 19,922 169,483 FY 2014 6,000,000 5,000,000 1,000,000 12,000,000 FY 2014 480,000 748,000 1,567,000 1,078,000 720,000 4,593,000 FY 2015 17,000,000 13,000,000 5,000,000 35,000,000 FY 2015 750,000 2,076,000 3,584,000 5,036,000 1,700,000 13,146,000 FY 2016 28,000,000 25,000,000 9,000,000 62,000,000 FY 2016 1,650,000 2,976,000 4,376,000 7,376,000 2,176,000 18,554,000 FY 2017 48,000,000 41,000,000 16,000,000 105,000,000 FY 2017 2,176,000 4,376,000 6,396,000 10,376,000 3,177,000 26,501,000

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5.5 Milestones

Table: Milestones
Milestones Milestone Platform/Mobile Development Launch Marketing Camp Mobile App Development 2 Mobile Marketing Campaign Platform Development 2 Platform Development 2 camp Next phase development Totals Start Date 6/6/2012 10/25/2012 1/7/2013 5/1/2013 7/1/2013 10/1/2013 1/7/2014 End Date 10/25/2012 12/28/2012 5/1/2013 7/1/2013 10/1/2013 12/24/2013 4/1/2014 Budget 365,000 250,000 750,000 400,000 2,300,000 1,300,000 3,000,000 8,365,000 Manager Ana Soric Ana Soric Ana Soric Ana Soric Ana Soric Ana Soric Ana Soric Department IT, Design Marketing IT Marketing IT, Design Marketing R&D

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6.0 Management Summary

6.1 Personnel Plan

In the first year the plan is to hire as few personnel as possible. Most of the development and production will be done by outsourcing. In the second FY when we anticipate revenue is to start pouring in, would hire small but high quality team. In the FYs that follow we would expand significantly our personnel, with the special consideration on R&D (Research and Development) team, and would form Board of Directors.
Table: Personnel
Personnel Plan Strategy, Consultancy, Management, Board Design & Development R&D Tech Maintenance Customer Support Legal Marketing Maintenance Total People Total Payroll FY 2013 20,000 13,000 0 7,000 6,000 0 0 0 0 46,000 FY 2014 130,000 300,000 250,000 170,000 150,000 97,000 195,000 95,000 0 1,387,000 FY 2015 350,000 600,000 550,000 370,000 250,000 160,000 250,000 110,000 0 2,640,000 FY 2016 550,000 1,000,000 1,100,000 430,000 450,000 190,000 550,000 150,000 0 4,420,000 FY 2017 670,000 1,646,000 2,646,000 1,130,000 696,000 696,000 1,046,000 349,000 0 8,879,000

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7.0 Financial Plan

7.1 Projections

7.2 Start-up Funding

It is planned that the start-up funding will be mainly covered with investors funding. Although it is planned to finance part of the investment via loan. The amount of the loan would be around 80.000 - 90.000 Euro via Croatian Bank for Reconstruction and Development.

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Table: Start-up Funding
Start-up Funding Start-up Expenses to Fund Start-up Assets to Fund Total Funding Required Assets Non-cash Assets from Start-up Cash Requirements from Start-up Additional Cash Raised Cash Balance on Starting Date Total Assets 330,650 96,000 426,650

0 96,000 0 96,000 96,000

Liabilities and Capital Liabilities Current Borrowing Long-term Liabilities Accounts Payable (Outstanding Bills) Other Current Liabilities (interest-free) Total Liabilities Capital Planned Investment Owner Investor Additional Investment Requirement Total Planned Investment Loss at Start-up (Start-up Expenses) Total Capital 0 416,650 0 416,650 (330,650) 86,000 0 0 0 10,000 10,000

Total Capital and Liabilities Total Funding

96,000 426,650

7.3 Important Assumptions

7.4 Break-even Analysis

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Table: Break-even Analysis
Break-even Analysis Monthly Revenue Break-even Assumptions: Average Percent Variable Cost Estimated Monthly Fixed Cost 39,020

31% 26,868

7.5 Projected Profit and Loss

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Table: Profit and Loss

Pro Forma Profit and Loss Sales Direct Cost of Sales Other Costs of Sales Total Cost of Sales Gross Margin Gross Margin % FY 2013 544,223 169,483 16,082 185,564 358,659 65.90% FY 2014 12,000,000 4,593,000 1,700,000 6,293,000 5,707,000 47.56% FY 2015 35,000,000 13,146,000 3,200,000 16,346,000 18,654,000 53.30% FY 2016 62,000,000 18,554,000 5,996,600 24,550,600 37,449,400 60.40% FY 2017 105,000,000 26,501,000 10,707,359 37,208,359 67,791,641 64.56%

Expenses Payroll Marketing/Promotion Depreciation Rent Utilities Insurance Payroll Taxes Total Operating Expenses Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred Net Profit Net Profit/Sales

46,000 15,758 0 38,961 19,761 35,707 166,230 322,416 36,243 36,243 0 10,873 25,370 4.66%

1,387,000 850,000 0 300,000 140,000 50,000 294,000 3,021,000 2,686,000 2,686,000 0 805,800 1,880,200 15.67%

2,640,000 2,200,000 0 400,000 190,000 70,000 585,000 6,085,000 12,569,000 12,569,000 0 3,770,700 8,798,300 25.14%

4,420,000 3,766,900 0 970,000 294,600 145,850 769,000 10,366,350 27,083,050 27,083,050 0 8,124,915 18,958,135 30.58%

8,879,000 6,474,557 0 1,345,046 494,600 254,600 1,650,000 19,097,803 48,693,838 48,693,838 0 14,608,151 34,085,687 32.46%

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7.6 Projected Cash Flow

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Table: Cash Flow
Pro Forma Cash Flow FY 2013 Cash Received Cash from Operations Cash Sales Subtotal Cash from Operations Additional Cash Received Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Net Cash Flow Cash Balance FY 2014 FY 2015 FY 2016 FY 2017

544,223 544,223

12,000,000 12,000,000

35,000,000 35,000,000

62,000,000 62,000,000

105,000,000 105,000,000

136,056 0 0 0 0 0 1,680,000 2,360,279 FY 2013

3,000,000 0 0 0 0 0 2,400,000 17,400,000 FY 2014

8,750,000 0 0 0 0 0 4,000,000 47,750,000 FY 2015

15,500,000 0 0 0 0 0 0 77,500,000 FY 2016

26,250,000 0 0 0 0 0 0 131,250,000 FY 2017

46,000 363,711 409,711

1,387,000 8,124,178 9,511,178

2,640,000 22,342,886 24,982,886

4,420,000 37,384,043 41,804,043

8,879,000 60,110,920 68,989,920

76,800 0 0 0 0 0 0 486,511 1,873,768 1,969,768

1,200,000 0 0 0 0 0 0 10,711,178 6,688,822 8,658,590

4,700,000 0 0 0 0 0 0 29,682,886 18,067,114 26,725,704

7,800,000 0 0 0 0 0 0 49,604,043 27,895,957 54,621,660

12,890,000 0 0 0 0 0 0 81,879,920 49,370,080 103,991,740

7.7 Projected Balance Sheet

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Table: Balance Sheet
Pro Forma Balance Sheet FY 2013 Assets Current Assets Cash Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital Net Worth 0 0 0 1,969,768 FY 2013 0 0 0 8,658,590 FY 2014 0 0 0 26,725,704 FY 2015 0 0 0 54,621,660 FY 2016 0 0 0 103,991,740 FY 2017 FY 2014 FY 2015 FY 2016 FY 2017

1,969,768 0 1,969,768

8,658,590 0 8,658,590

26,725,704 0 26,725,704

54,621,660 0 54,621,660

103,991,740 0 103,991,740

109,142 0 69,256 178,398 0 178,398 2,096,650 (330,650) 25,370 1,791,370 1,969,768 1,791,370

717,764 0 1,869,256 2,587,020 0 2,587,020 4,496,650 (305,280) 1,880,200 6,071,570 8,658,590 6,071,570

1,936,578 0 5,919,256 7,855,834 0 7,855,834 8,496,650 1,574,920 8,798,300 18,869,870 26,725,704 18,869,870

3,174,400 0 13,619,256 16,793,656 0 16,793,656 8,496,650 10,373,220 18,958,135 37,828,005 54,621,660 37,828,005

5,098,793 0 26,979,256 32,078,049 0 32,078,049 8,496,650 29,331,355 34,085,687 71,913,691 103,991,740 71,913,691

7.8 Business Ratios

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Table: Ratios
Ratio Analysis Sales Growth Percent of Total Assets Other Current Assets Total Current Assets Long-term Assets Total Assets Current Liabilities Long-term Liabilities Total Liabilities Net Worth Percent of Sales Sales Gross Margin Selling, General & Administrative Expenses Advertising Expenses Profit Before Interest and Taxes Main Ratios Current Quick Total Debt to Total Assets Pre-tax Return on Net Worth Pre-tax Return on Assets Additional Ratios Net Profit Margin Return on Equity Activity Ratios Accounts Payable Turnover Payment Days Total Asset Turnover Debt Ratios Debt to Net Worth Current Liab. to Liab. Liquidity Ratios Net Working Capital Interest Coverage Additional Ratios Assets to Sales Current Debt/Total Assets Acid Test Sales/Net Worth Dividend Payout 4.33 27 0.28 12.17 17 1.39 12.17 21 1.31 12.17 24 1.14 12.17 24 1.01 n.a n.a n.a 100.00% 65.90% 61.24% 0.00% 6.66% 100.00% 47.56% 31.89% 0.00% 22.38% 100.00% 53.30% 28.16% 0.00% 35.91% 100.00% 60.40% 29.82% 0.00% 43.68% 100.00% 64.56% 32.10% 0.00% 46.38% 100.00% 100.00% 74.12% 2.32% 2.90% FY 2013 0.00% FY 2014 2104.98% FY 2015 191.67% FY 2016 77.14% FY 2017 Industry Profile 69.35% 10.93%

0.00% 100.00% 0.00% 100.00% 9.06% 0.00% 9.06% 90.94%

0.00% 100.00% 0.00% 100.00% 29.88% 0.00% 29.88% 70.12%

0.00% 100.00% 0.00% 100.00% 29.39% 0.00% 29.39% 70.61%

0.00% 100.00% 0.00% 100.00% 30.75% 0.00% 30.75% 69.25%

0.00% 100.00% 0.00% 100.00% 30.85% 0.00% 30.85% 69.15%

52.04% 76.18% 23.82% 100.00% 33.87% 13.22% 47.09% 52.91%

11.04 11.04 9.06% 2.02% 1.84% FY 2013 4.66% 1.42%

3.35 3.35 29.88% 44.24% 31.02% FY 2014 15.67% 30.97%

3.40 3.40 29.39% 66.61% 47.03% FY 2015 25.14% 46.63%

3.25 3.25 30.75% 71.60% 49.58% FY 2016 30.58% 50.12%

3.24 3.24 30.85% 67.71% 46.82% FY 2017 32.46% 47.40%

1.74 1.37 58.31% 6.41% 15.38%

n.a n.a

0.10 1.00

0.43 1.00

0.42 1.00

0.44 1.00

0.45 1.00

n.a n.a

1,791,370 0.00

6,071,570 0.00

18,869,870 0.00

37,828,005 0.00

71,913,691 0.00

n.a n.a

3.62 9% 11.04 0.30 0.00

0.72 30% 3.35 1.98 0.00

0.76 29% 3.40 1.85 0.00

0.88 31% 3.25 1.64 0.00

0.99 31% 3.24 1.46 0.00

n.a n.a n.a n.a n.a

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7.9 Long-term Plan

Table: Long-term
Long-term Sales Cost of Sales Gross Margin Gross Margin % Operating Expenses Operating Income Net Income Current Assets Long-term Assets Current Liabilities Long-term Liabilities Equity FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 544,223 12,000,0 35,000,0 62,000,0 105,000, 232,400, 498,500, 654,000, 860,000, 999,000, 00 00 00 000 000 000 000 000 000 185,564 6,293,00 16,346,0 24,550,6 37,208,3 95,000,0 190,000, 273,000, 399,000, 420,000, 0 00 00 59 00 000 000 000 000 358,659 5,707,00 18,654,0 37,449,4 67,791,6 137,400, 308,500, 381,000, 461,000, 579,000, 0 00 00 41 000 000 000 000 000 65.90% 47.56% 53.30% 60.40% 64.56% 59.12% 61.89% 58.26% 53.60% 57.96% 322,416 3,021,00 6,085,00 10,366,3 19,097,8 68,000,0 160,000, 238,000, 300,000, 360,000, 0 0 50 03 00 000 000 000 000 36,243 2,686,00 12,569,0 27,083,0 48,693,8 69,400,0 148,500, 143,000, 161,000, 219,000, 0 00 50 38 00 000 000 000 000 25,370 1,880,20 8,798,30 18,958,1 34,085,6 69,374,2 148,474, 142,974, 160,990, 219,000, 0 0 35 87 24 224 224 016 000 1,969,76 8,658,59 26,725,7 54,621,6 103,991, 0 0 0 0 0 8 0 04 60 740 0 0 0 0 0 0 0 0 0 0 178,398 2,587,02 7,855,83 16,793,6 32,078,0 0 0 0 0 0 0 4 56 49 0 0 0 0 0 25,776 25,776 25,776 9,984 0 1,791,37 6,071,57 18,869,8 37,828,0 71,913,6 69,374,2 148,474, 142,974, 160,990, 219,000, 0 0 70 05 91 24 224 224 016 000

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Appendix
Table: Sales Forecast
Sales Forecast Apr Sales Subscriptions fees Advertising Service sales Total Sales Direct Cost of Sales Research & Analysis Tech Maintenance Hardware & Development Marketing & Sales Management Subtotal Direct Cost of Sales 0% 0% 0% 0 0 0 0 Apr 0 0 2,500 3,000 1,500 7,000 0 0 0 0 May 0 0 0 0 0 0 0 0 0 0 Jun 0 0 0 0 0 0 0 0 0 0 Jul 0 0 0 0 0 0 0 0 0 0 Aug 0 0 0 0 0 0 0 0 0 0 Sep 0 0 0 0 0 0 0 0 0 0 Oct 0 0 0 0 0 0 23,400 0 0 23,400 Nov 1,149 4,000 3,960 6,700 3,180 18,989 38,743 45,480 0 84,223 Dec 1,149 4,000 4,356 7,340 3,400 20,245 47,300 65,000 0 112,300 Jan 1,149 6,000 7,120 13,000 3,480 30,749 57,600 87,600 0 145,200 Feb 1,149 6,000 9,200 20,000 3,480 39,829 63,100 116,000 0 179,100 Mar 1,149 6,000 10,640 30,000 4,882 52,671 May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

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Table: Personnel
Personnel Plan Apr Strategy, Consultancy, Management, Board Design & Development R &D Tech Maintenance Customer Support Legal Marketing Maintenance Total People Total Payroll 0% 0% 0% 0% 0% 0% 0% 0% 2,000 1,000 0 0 0 0 0 0 0 3,000 May 2,000 1,000 0 0 0 0 0 0 0 3,000 Jun $2.000 1,000 0 0 0 0 0 0 0 1,000 Jul 2,000 1,000 0 0 0 0 0 0 0 3,000 Aug 2,000 1,000 0 0 0 0 0 0 0 3,000 Sep 2,000 1,000 0 1,000 0 0 0 0 0 4,000 Oct 2,000 1,000 0 1,000 1,000 0 0 0 0 5,000 Nov 2,000 1,000 0 1,000 1,000 0 0 0 0 5,000 Dec 2,000 1,000 0 1,000 1,000 0 0 0 0 5,000 Jan $2.000 1,000 0 1,000 1,000 $0 0 0 0 3,000 Feb 2,000 1,000 0 1,000 1,000 0 0 0 0 5,000 Mar 2,000 2,000 0 1,000 1,000 0 0 0 0 6,000

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Table: Profit and Loss
Pro Forma Profit and Loss Apr Sales Direct Cost of Sales Other Costs of Sales Total Cost of Sales Gross Margin Gross Margin % 0 7,000 664 7,664 (7,664) 0.00% May 0 0 703 703 (703) 0.00% Jun 0 0 811 811 (811) 0.00% Jul 0 0 963 963 (963) 0.00% Aug 0 0 1,090 1,090 (1,090) 0.00% Sep 0 0 1,210 1,210 (1,210) 0.00% Oct 0 0 1,358 1,358 (1,358) 0.00% Nov 23,400 18,989 1,472 20,461 2,939 12.56% Dec 84,223 20,245 1,691 21,936 62,287 73.95% Jan 112,300 30,749 1,874 32,623 79,677 70.95% Feb 145,200 39,829 2,013 41,842 103,358 71.18% Mar 179,100 52,671 2,234 54,904 124,196 69.34%

Expenses Payroll Marketing/Promotion Depreciation Rent Utilities Insurance Payroll Taxes Total Operating Expenses Profit Before Interest and Taxes EBITDA Interest Expense Taxes Incurred Net Profit Net Profit/Sales 15% 3,000 0 0 2,806 1,350 1,949 7,360 16,466 (24,129) (24,129) 0 (7,239) (16,890) 0.00% 3,000 0 0 2,776 1,447 2,184 7,780 17,187 (17,890) (17,890) 0 (5,367) (12,523) 0.00% 1,000 0 0 2,843 1,474 2,352 8,410 16,079 (16,890) (16,890) 0 (5,067) (11,823) 0.00% 3,000 0 0 3,383 1,458 2,352 9,040 19,233 (20,196) (20,196) 0 (6,059) (14,137) 0.00% 3,000 0 0 3,408 1,474 2,472 14,500 24,854 (25,945) (25,945) 0 (7,783) (18,161) 0.00% 4,000 0 0 3,360 1,441 2,544 16,866 28,211 (29,421) (29,421) 0 (8,826) (20,595) 0.00% 5,000 0 0 3,360 1,441 2,735 17,034 29,570 (30,928) (30,928) 0 (9,278) (21,650) 0.00% 5,000 1,166 0 3,424 1,612 3,023 17,426 31,651 (28,712) (28,712) 0 (8,614) (20,098) -85.89% 5,000 3,056 0 3,408 1,800 3,359 17,006 33,629 28,658 28,658 0 8,597 20,060 23.82% 3,000 3,096 0 3,376 1,920 3,696 17,006 32,094 47,583 47,583 0 14,275 33,308 29.66% 5,000 3,560 0 3,408 2,088 4,176 17,006 35,238 68,120 68,120 0 20,436 47,684 32.84% 6,000 4,880 0 3,408 2,256 4,864 16,796 38,204 85,992 85,992 0 25,798 60,194 33.61%

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Table: Cash Flow
Pro Forma Cash Flow Apr Cash Received Cash from Operations Cash Sales Subtotal Cash from Operations Additional Cash Received Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interest-free) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash Spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Net Cash Flow Cash Balance 0 0 0 0 0 0 0 3,463 (3,463) 92,537 0 0 0 0 0 0 0 16,745 (16,745) 75,792 0 0 0 0 0 0 0 10,566 (10,566) 65,226 0 0 0 0 0 0 0 13,834 116,166 181,392 0 0 0 0 0 0 0 14,271 (14,271) 167,121 0 0 0 0 0 0 0 19,209 (19,209) 147,912 0 0 0 0 0 0 0 21,597 (21,597) 126,316 3,200 0 0 0 0 0 0 25,578 253,672 379,988 9,600 0 0 0 0 0 0 53,787 51,492 431,479 16,000 0 0 0 0 0 0 78,724 61,651 493,131 23,000 0 0 0 0 0 0 104,542 76,958 570,088 25,000 0 0 0 0 0 0 124,196 1,399,679 1,969,768 3,000 463 3,463 3,000 13,745 16,745 1,000 9,566 10,566 3,000 10,834 13,834 3,000 11,271 14,271 4,000 15,209 19,209 5,000 16,597 21,597 5,000 17,378 22,378 5,000 39,187 44,187 3,000 59,724 62,724 5,000 76,542 81,542 6,000 93,196 99,196 25.00% 0 0 0 0 0 0 0 0 Apr 0 0 0 0 0 0 0 0 May 0 0 0 0 0 0 0 0 Jun 0 0 0 0 0 0 130,000 130,000 Jul 0 0 0 0 0 0 0 0 Aug 0 0 0 0 0 0 0 0 Sep 0 0 0 0 0 0 0 0 Oct 5,850 0 0 0 0 0 250,000 279,250 Nov 21,056 0 0 0 0 0 0 105,279 Dec 28,075 0 0 0 0 0 0 140,375 Jan 36,300 0 0 0 0 0 0 181,500 Feb 44,775 0 0 0 0 0 1,300,000 1,523,875 Mar 0 0 0 0 0 0 0 0 0 0 0 0 0 0 23,400 23,400 84,223 84,223 112,300 112,300 145,200 145,200 179,100 179,100 May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

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Appendix
Table: Balance Sheet
Pro Forma Balance Sheet Apr Assets Current Assets Cash Other Current Assets Total Current Assets Long-term Assets Long-term Assets Accumulated Depreciation Total Long-term Assets Total Assets Liabilities and Capital Current Liabilities Accounts Payable Current Borrowing Other Current Liabilities Subtotal Current Liabilities Long-term Liabilities Total Liabilities Paid-in Capital Retained Earnings Earnings Total Capital Total Liabilities and Capital Net Worth 0 0 10,000 10,000 0 10,000 416,650 (330,650) 0 86,000 96,000 86,000 13,427 0 10,000 23,427 0 23,427 416,650 (330,650) (16,890) 69,110 92,537 69,110 9,205 0 10,000 19,205 0 19,205 416,650 (330,650) (29,413) 56,587 75,792 56,587 10,462 0 10,000 20,462 0 20,462 416,650 (330,650) (41,236) 44,764 65,226 44,764 10,766 0 10,000 20,766 0 20,766 546,650 (330,650) (55,373) 160,627 181,392 160,627 14,656 0 10,000 24,656 0 24,656 546,650 (330,650) (73,534) 142,466 167,121 142,466 16,042 0 10,000 26,042 0 26,042 546,650 (330,650) (94,129) 121,871 147,912 121,871 16,095 0 10,000 26,095 0 26,095 546,650 (330,650) (115,779) 100,221 126,316 100,221 37,215 0 12,650 49,865 0 49,865 796,650 (330,650) (135,877) 330,123 379,988 330,123 57,191 0 24,106 81,296 0 81,296 796,650 (330,650) (115,817) 350,183 431,479 350,183 73,459 0 36,181 109,639 0 109,639 796,650 (330,650) (82,509) 383,491 493,131 383,491 89,432 0 49,481 138,913 0 138,913 796,650 (330,650) (34,825) 431,175 570,088 431,175 109,142 0 69,256 178,398 0 178,398 2,096,650 (330,650) 25,370 1,791,370 1,969,768 1,791,370 0 0 0 96,000 0 0 0 92,537 Apr 0 0 0 75,792 May 0 0 0 65,226 Jun 0 0 0 181,392 Jul 0 0 0 167,121 Aug 0 0 0 147,912 Sep 0 0 0 126,316 Oct 0 0 0 379,988 Nov 0 0 0 431,479 Dec 0 0 0 493,131 Jan 0 0 0 570,088 Feb 0 0 0 1,969,768 Mar 96,000 0 96,000 92,537 0 92,537 75,792 0 75,792 65,226 0 65,226 181,392 0 181,392 167,121 0 167,121 147,912 0 147,912 126,316 0 126,316 379,988 0 379,988 431,479 0 431,479 493,131 0 493,131 570,088 0 570,088 1,969,768 0 1,969,768 Starting Balances May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

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Appendix
Table work and services already invested in MindBanking project

Job Research & Analysis Trend analysis Market analysis Case studies Comparative analysis Business info interpretation Interpretation of goals & Business model proposal Business Plan Strategic positioning of a business case Concept elucidation Communication strategy

Hours 77h 66h 80 h 30 h 50h 60h

Team Ana Sori Sail Media/One of Three Stipe Splivalo Arterion Ana Sori Sail Media/One of Three Stipe Splivalo Arterion Ana Sori Sail Media/One of Three Ana Sori Sail Media/One of Three Ana Sori Sail Media/One of Three Stipe Splivalo Arterion Ana Sori Sail Media/One of Three Stipe Splivalo Arterion

Total hrs

363h

50h 30h 45h

Ana Sori Sail Media/One of Three Ana Sori Sail Media/One of Three Stipe Splivalo Arterion Ana Sori Sail Media/One of Three

Project diagram development Business & finanacial plan creation & update Business plan evaluation (first draft) Total hrs Branding Front End & Information Architecture (IA) Communities analysis

30h 750h 50h

Ana Sori Sail Media/One of Three Ana Sori Sail Media/One of Three Hassan Jaferi; Canadian Intellectual Property Office; PARTEQ Innovations

150h

955h Ana Sori Sail Media/One 150h of Three Stipe Splivalo Arterion

30h

Proposal for creative concept Proposal for technical concept

30h 50h

Content inventory Graphic design concept & development Documentation - graphic standards User experience analysis

25h 250h 50h 30h

Ana Sori Sail Media/One of Three Stipe Splivalo Arterion Ana Sori Sail Media/One of Three Stipe Splivalo Arterion Ana Sori Sail Media/One of Three Stipe Splivalo Arterion Ana Sori Sail Media/One of Three Stipe Splivalo Arterion Stipe Splivalo Arterion Stipe Splivalo Arterion Ana Sori Sail Media/One of Three Stipe Splivalo Arterion Ana Sori Sail Media/One of Three Stipe Splivalo Arterion

IA Information architecture design

2

200h

Total hrs Investor relations management

770h

Legal Building Mindbanking platform in Word Press / Buddy Press infrastructure; testing Design & CSS

50h

Ana Sori Sail Media/One of Three Natko Vlahovi HOK Stipe Splivalo Arterion Tomislav Ili Reprograph Tomislav unji Aljoa eri

665h 970h

50h

Bruno Buljubai & 150h Andreja Pomper (Word Press Croatia) Ana Sori One of Three Stipe Splivalo Arterion 70h Saa Celinak Bruno Buljubai & Andreja Pomper (Word Press Croatia) Bruno Buljubai & 50h Andreja Pomper (Word Press Croatia)

SEO & Maintenance

TOTAL HOURS

3423h