02 | Product, current stage and scientific basis

We have a completed proof of concept and a working prototype, with unpaid pilots but no revenue stated in the plan. The commercial deliverable is 3–8 prioritized candidates or conditions in about 14 days.
For investors, this is a working-technology starting point rather than an idea alone. Reported correlations up to R = 0.93 concern selected research systems; independent prospective blind validation is still needed.

Terms: EBITDA = earnings before interest, taxes, depreciation and amortization. In monetary amounts, M means million.

03 | A $135.9M serviceable market in the company plan

The plan estimates annual serviceable demand of $135.9 million across 10,946 potential buyer accounts.
Biotech companies, contract research organizations and core facilities form the largest segment.
Year 5 revenue of $4.33 million would represent 3.2% of this estimated market. The investment rationale is a focused initial market, rather than a claim to capture the entire drug-discovery sector; the account counts remain estimates.

Terms: TAM = total addressable market; SAM = serviceable available market; SOM = serviceable obtainable market; CRO = contract research organization.

04 | Pricing: projects first, subscriptions next

Planned project prices are $4,000 for academic work, $6,000 for an industry pilot and $12,000 for a standard project.
Annual subscriptions are $5,000, $20,000 and $50,000, with launches planned for Months 13 and 19.
This offers investors a route from early project income to recurring software revenue. Projected subscription gross margins of 89.0%–92.5% are before operating expenses, not net profit margins.

Terms: EBITDA = earnings before interest, taxes, depreciation and amortization. In monetary amounts, M means million.

05 | Standard-project economics are labour-led

Under Year 3 assumptions, a $12,000 standard project has $3,548 in direct costs, leaving $8,452 in gross profit, or a 70.4% margin. Estimated industry customer acquisition cost is $13,074, against $65,413 in lifetime value: a 5.0:1 ratio.
The 8.8-month payback measures recovery of customer-acquisition spending, not an investor's capital. The attractive economics depend on repeat purchases and controlled delivery costs.

Terms: CAC = customer acquisition cost; LTV = customer lifetime value, modeled over five years in the plan. LTV:CAC compares lifetime value with acquisition cost.

06 | Five illustrative customer-cost scenarios

The customer benefit is potential savings within one study or one year. In the antibody example, total study cost falls from $25,140 to $15,468, including the BinomLabs fee: a $9,672 saving.
The ten-campaign portfolio scenario shows $166,720 in annual savings. These examples explain the proposed pricing, but are not measured customer results. The core-facility example values recovered instrument capacity rather than cash savings.

Terms: Baseline = cost without the proposed approach.
Reduction = difference divided by baseline. CRO = contract research organization.

07 | Five channels support the Year 3 acquisition plan

The Year 3 plan targets 93 new accounts through direct selling, scientific meetings, published validation, referrals and academic outreach. Budgeted spending is $448,255, or $4,820 per new account overall.

This blended figure differs from the industry-only acquisition cost on Slide 5.
The investor benefit is a defined customer-acquisition plan, with scientific evidence and partner relationships supporting sales. These are targets, not observed conversion results.

08 | Expansion follows defined milestones

Paid work starts in Month 3; the pre-seed and first hires are planned for Month 10. Subscriptions follow in Months 13–19, the seed round in Month 28, and European commercial expansion in Month 40.
Monthly EBITDA breakeven is targeted for Month 43. This gives investors identifiable checkpoints for product delivery, customer adoption and capital deployment. All dates are relative to the start of the plan.

Terms: M = month; IP = intellectual property;
FTE = full-time equivalent. SOC 2 Type I is a planned report on relevant service-organization controls at a specified date,
not scientific validation.

09 | Financing is gated by paid traction and validation

The two planned external rounds total $1.75 million.
The $750,000 pre-seed follows at least 10 paid projects, five industry customers, $60,000 cumulative revenue and two successful blind validations.
The later $1 million seed requires an annualized revenue run rate of $850,000 and additional customer, validation and security milestones. This structure links investment to demonstrated progress. The pre-seed's $6.8 million valuation cap is indicative, not a guaranteed company value.

10 | How the planned $750,000 pre-seed is allocated

The allocation supports the next stage of commercial and scientific development:

• $204,000 for founder compensation,
• $162,750 for product development,
• $125,250 for project delivery,
• $120,750 for commercial activities,
• $137,250 for legal, intellectual-property, compliance and administration work.

Its purpose is to build the capability and evidence required for the Month 27 seed milestone. These amounts reproduce the plan's spending-share allocation, not a separately reconstructed cash budget.

Terms: R&D = research and development; IP = intellectual property. Go-to-market means the activities needed to acquire and serve customers.

11 | Five-year revenue by stream

Revenue is projected to grow from $138,000 in Year 1 to $4.33 million in Year 5.

Projects generate the initial income; subscriptions begin in Year 2 and reach 57.3% of annual revenue by Year 5.

For investors, the intended benefit is a shift toward repeat software use and recurring income. The table shows revenue recognized during each year,
not the year-end annualized subscription figure.

Terms: ARR = annual recurring revenue: the annualized value of the recurring subscription base. SaaS = software as a service.

12 | Five-year profit and loss forecast

By Year 5, the plan shows $4.33 million in revenue, $3.59 million in gross profit, $1.38 million in EBITDA and $1.24 million in net income.

These differ because direct delivery costs, operating expenses and tax are deducted at different stages.

The projected EBITDA margin is 31.9%; this is company profitability, not an investor's return. Parentheses indicate negative amounts or losses.

Terms: P&L = profit and loss; COGS = cost of goods sold, meaning direct service-delivery costs here; OpEx = operating expenses. Net income is the final profit after the expenses and tax shown.

13 | Revenue growth and the path to EBITDA breakeven

The chart shows the investment period before profitability: the annual EBITDA loss peaks at $456,308 in Year 2, narrows in Year 3 and becomes positive in Year 4. Month 43 is the planned monthly breakeven point.
By Year 5, EBITDA reaches approximately $1.38 million. The aim is to grow revenue faster than operating costs; neither positive EBITDA nor breakeven means investors have recovered their capital.

Terms: Gross margin is measured after direct costs; EBITDA margin is measured after operating expenses, before interest, taxes, depreciation and amortization. Chart values are in USD millions.

14 | Cash flow, funding and year-end cash

Annual operating cash flow becomes positive in Year 4 and reaches $1.80 million in Year 5. Projected closing cash is $3.53 million, conditional on the funding and collection assumptions. Annual subscription payments in advance support liquidity. The $3.34 million ARR and $2.11 million deferred revenue are different measures: deferred revenue relates to services still to be delivered. These balances are not a promised shareholder distribution.

Terms: ARR = annual recurring revenue. Working-capital movement reflects timing differences in operating receipts and payments. Deferred revenue is money received before the corresponding service revenue is earned.

15 | Team capacity and operating scale

The plan grows to 300 paying customers and 11 full-time-equivalent employees by Year 5, with annual revenue per employee of $393,551. The investment logic is to expand revenue without increasing headcount at the same rate, using repeatable workflows and automation. Achieving this depends on delivery efficiency and sufficient scientific capacity. Founder salaries are zero during Months 1–9, which must be considered when reading early costs.

Terms: FTE = full-time equivalent: a measure of staffing capacity. Revenue per employee is a productivity measure, not profit per employee.

16 | Sensitivity: conversion is the critical commercial driver

The key commercial assumption is that 60% of pilots convert into repeat work. At 40%, the source increases total required capital to $2.2 million and moves EBITDA breakeven from Month 43 to Month 50. Pricing, Pharma adoption and subscription-launch timing also affect the outcome. For investors, this identifies which assumptions must be tested early and why funding needs could exceed the base case.

Terms: Conversion here means pilot-to-repeat purchasing. Y5 = Year 5; M = month; SaaS = software as a service. Low and high cases are scenarios, not probability estimates.

17 | What must be demonstrated before scaling

Expansion depends on scientific performance, repeat purchases and corporate readiness. The Year 1 target is a 1.5-times hit-rate lift; weak results trigger a method review. Conversion below 30%, or fewer than five paying industry customers by Month 12, triggers a business review. These checkpoints help investors assess whether further spending is justified. Intellectual-property ownership and planned security controls also need to be documented.

Terms: Hit-rate lift = the confirmed-binder rate in the selected shortlist divided by the comparator rate. SOC = System and Organization Controls; SOC 2 is a controls-reporting framework, not a product-performance certification.

18 | Appendix A — Year 1 monthly plan: Months 1–6

The first six months concentrate on preparation, scientific validation and initial paid projects. Revenue starts at $6,000 in Month 3; the plan reaches six cumulative paying customers by Month 6. Early gross margins look high because the founders work without salary. Investors should therefore read this as a bootstrapping period, not as evidence of the margins achievable with a fully paid delivery team.

Terms: M1–M6 = Months 1–6. Cumulative customers are the total reached to date, not new customers acquired during that month.

19 | Appendix A — Year 1 monthly plan: Months 7–12

The first year ends with projected revenue of $138,000, 15 paying customers and a $124,161 loss. Costs rise sharply in Month 10 as funding enables salaries, hires and development work; that month's EBITDA loss is $57,932.
This explains why additional capital is needed even after some earlier months show positive results. The intended outcome is a stronger delivery and commercial team, not immediate investor repayment.

Terms: Gross profit = revenue minus direct costs. OpEx = operating expenses. In this source table, EBITDA and net income are equal; that is not a general accounting rule.

20 | Appendix B — Cost structure by category

In Year 5, forecast direct delivery costs are $735,961 and operating expenses are $2.21 million. Direct delivery labour, at $499,152, is the largest direct-cost item.

This shows that margin improvement depends primarily on efficient scientific delivery and the subscription mix, rather than cheaper computing alone. Investors can use this breakdown to assess how much spending supports the product, sales and essential administration.

Terms: COGS = cost of goods sold; R&D = research and development; S&M = sales and marketing; G&A = general and administrative; SaaS = software as a service.

21 | Appendix C — Illustrative investor-return scenarios

The return scenarios assume an exit in Year 7 of the plan, not repayment at Month 43. With 40% annual revenue growth after Year 5 and an 8.29% diluted pre-seed stake, the plan shows total return multiples of 3.1, 5.6 and 15.9 times invested capital at different exit valuations. These multiples include the original investment; they are not annual returns. Outcomes depend on growth, dilution and an actual exit. The plan positions the base case mainly for angels and strategic buyers.

Terms: Exit = a transaction enabling investors to realize the value of their stake. Dilution = a reduction in ownership percentage. A revenue valuation multiple is different from an investor's capital-return multiple.