Investor Overview · Confidential · June 2026
There is a Swahili word — Daraja — that means bridge. Next Vision LLC was built to be exactly that: a bridge between creative people and economic opportunity, between local community and scalable technology, between story and structure. We are a Tulsa-based creative and technology company operating at the intersection of film, media, AI tools, and community development.
We are not a typical agency, and we are not a typical software company. We are both — on purpose. Every service we deliver builds the community that needs our products. Every product we ship creates infrastructure for the community we serve. That loop is the business.
I am because we are. Every dollar earned at Next Vision is earned in service of a community, not extracted from one.
Bridge. We connect filmmakers to work, athletes to platforms, and businesses to tools they could never afford alone.
Unity. A thriving creative economy in Tulsa — and an exportable system any city can adopt.
How We Make Money
Next Vision generates revenue through two complementary engines that reinforce each other. Engine 1 funds operations and builds community trust while we develop it. Engine 2 compounds that trust into recurring, scalable revenue that does not depend on trading time for dollars.
Real work for real clients — film production, brand content, news, and TPC community advisory services. Engine 1 is cash-positive now and funds runway while Engine 2 scales.
Proprietary AI tools built for the creative and sports industries — starting with Club NVStudios, our flagship PWA, and Flow OS, our multi-profile operating system for teams and creators.
The Subscription Anchor
Our flagship SaaS product serves sports clubs, youth programs, and creative organizations with content tools, media hosting, and team management — all AI-powered. Launched with Stripe integration, Supabase auth, and multi-tenant org isolation. This is the product that turns community trust into recurring revenue.
How We Build Community
The community is not a marketing channel — it is the product's distribution, quality signal, and long-term moat. Each rotation of the flywheel compounds the next.
Community Infrastructure
Next Vision does not market to communities. We are built inside of them. These pillars are the infrastructure of a creative economy we are assembling in Tulsa — with a system designed to export.
Filmmaker network with verified profiles and crew connections. The talent pipeline for Engine 1 and early adopter base for Engine 2.
Community advisory and program design. The trust layer — how NV shows up in neighborhoods and institutions before asking for anything.
Co-developed creative studio space — the physical proof that we are building here, not just for here.
Youth soccer program. Sports is the on-ramp — families who trust us with their children's development trust us with their brand.
The digital home of every club and team we serve. As clubs grow they bring their whole organization in — compounding growth.
Our internal operating system — now a product. Built on the Mwezi wa Nne 28-day rhythm system. IP no competitor can replicate.
Deep Dive — Click Any Tab
Select any area below to explore the financials in detail. All figures are from audited management documents prepared June 2026. Individual names and banking details are withheld.
| Line Item | Jul'26 | Aug'26 | Sep'26 | Oct'26 | Nov'26 | Dec'26 | Jan'27 | Feb'27 | Mar'27 | Apr'27 | May'27 | Jun'27 | Year 1 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| SUBSCRIBERS | |||||||||||||
| Subscribers — ending | 3 | 5 | 7 | 9 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 18 |
| REVENUE | |||||||||||||
| Subscription (Club NVStudios) | $297 | $495 | $693 | $891 | $1,089 | $1,188 | $1,287 | $1,386 | $1,485 | $1,584 | $1,683 | $1,782 | $13,860 |
| Services / Retainer | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $1,800 |
| Project Revenue | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $2,400 |
| Total Revenue | $647 | $845 | $1,043 | $1,241 | $1,439 | $1,538 | $1,637 | $1,736 | $1,835 | $1,934 | $2,033 | $2,132 | $18,060 |
| COSTS | |||||||||||||
| Cost of Revenue | $202 | $232 | $261 | $291 | $321 | $336 | $351 | $365 | $380 | $395 | $410 | $425 | $3,969 |
| Operating Expense (recurring) | $211 | $211 | $211 | $211 | $211 | $211 | $211 | $211 | $211 | $211 | $211 | $211 | $2,532 |
| Creative Crew Payments | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $1,800 |
| Equipment (one-time, from raise) | $1,920 | $1,280 | — | — | — | — | — | — | — | — | — | — | $3,200 |
| Total Costs | $2,281 | $1,641 | $361 | $361 | $361 | $361 | $361 | $361 | $361 | $361 | $361 | $361 | $7,532 |
| Net Income / (Loss) | ($1,836) | ($1,028) | $421 | $589 | $757 | $841 | $925 | $1,010 | $1,094 | $1,178 | $1,262 | $1,346 | $6,559 |
| Cash — Ending | $11,331 | $10,303 | $10,724 | $11,313 | $12,070 | $12,911 | $13,836 | $14,846 | $15,940 | $17,118 | $18,380 | $19,726 | $19,726 |
Management projection, Jul 2026–Jun 2027. Assumes $12,500 raise received Month 1. Starting cash ~$667. Conservative assumptions: 2 new subscribers/month, 5% monthly churn, $150/mo retainer, $200/mo project average. Company turns cash-flow positive Month 3 (Sep 2026) and stays positive through year-end.
| Line Item | FY 2023 | FY 2024 | FY 2025 | Q1 2026 |
|---|---|---|---|---|
| REVENUE | ||||
| Film / Production Revenue | — | — | — | — |
| TPC Consultation Revenue | — | — | — | — |
| Other Revenue | — | — | — | — |
| Total Revenue | — | — | — | — |
| OPERATING EXPENSES | ||||
| Software & Subscriptions | — | $20 | $79 | $4 |
| Web Hosting & Domains | — | $48 | $292 | $99 |
| AI & API Costs | — | — | — | $81 |
| Sales & Marketing | — | — | — | — |
| Office Supplies & Materials | — | $76 | $94 | $320 |
| Legal & Filing Fees | — | — | $26 | $31 |
| Total Operating Expenses | — | $143 | $491 | $535 |
| Net Income / (Loss) | — | ($143) | ($491) | ($535) |
Cash basis. Revenue shown as zero because first Stripe payments processed mid-2026, after these periods. The company spent lean — total cumulative operating spend through Q1 2026 was $1,169. No outside debt was ever carried. First customer revenue was collected in 2026 (outside these historical periods).
| Line Item | FY 2023 | FY 2024 | FY 2025 | Q1 2026 |
|---|---|---|---|---|
| ASSETS | ||||
| Cash & Cash Equivalents | $150 | $167 | $160 | $367 |
| Accounts Receivable | — | — | — | — |
| Total Current Assets | $150 | $167 | $160 | $367 |
| Equipment & Gear, Net | — | — | — | $4,000 |
| TOTAL ASSETS | $150 | $167 | $160 | $4,367 |
| LIABILITIES | ||||
| Accounts Payable | — | — | — | — |
| Loans / Notes Payable | — | — | — | — |
| TOTAL LIABILITIES | — | — | — | — |
| MEMBERS' EQUITY | ||||
| Member Capital Contributions (cumulative) | $150 | $310 | $795 | $5,537 |
| Retained Earnings / (Accumulated Deficit) | — | ($143) | ($635) | ($1,170) |
| Total Members' Equity | $150 | $167 | $160 | $4,367 |
| TOTAL LIABILITIES & EQUITY | $150 | $167 | $160 | $4,367 |
The company carries zero debt — all capital is member equity contributions. Equipment ($4,000 net) reflects founder-contributed gear recorded at fair value as an in-kind capital contribution. The accumulated deficit ($1,170 through Q1 2026) represents build-phase investment in product and infrastructure.
Pre-money valuation: $60,000. Investment: $12,500. Post-money: $72,500. Assumes straight membership-interest purchase. Names withheld in this document — full cap table with legal names available under NDA. Final terms, structure, and valuation set with an Oklahoma attorney before closing. As a member-managed LLC, investment is typically structured as a membership-interest purchase or convertible note.
We are not asking for money to build something from scratch. We are asking for capital to scale something that is already working — a creative economy with a proven community flywheel, a flagship SaaS product live in market, and unit economics that most Series A companies would envy.
The goal is not to be the biggest technology company in Tulsa. The goal is to build a model — in Tulsa — that proves creative communities and scalable technology are not opposites. Then show other cities how it is done.