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Table of Contents

Section Page

1. Executive Summary 3
2. Business History, Background and Objectives 4
3. Products and / or Services 5
4. Present Market 6
5. Marketing Plan 7
6. Competition 8
7. Management and Organization 9
8. Business Resources 10
9. Financial Plan / Data 11

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SECTION 1 – EXECUTIVE SUMMARY

OCTOBER 2020 HEADLINE: THE MOVING AND STORAGE INDUSTRY IS CURRENTLY


THRIVING IN THE PANDEMIC. THE PANDEMIC, ON THE COMMERCIAL REAL ESTATE
SIDE, CONTINUES TO SHUT DOWN OFFICE BUILDINGS AND HOTELS WILL GET
CONVERTED INTO STUDIO CONDOS. ON THE RESIDENTIAL SIDE, PEOPLE EN
MASSE ARE BEING DISPLACED. IN SHORT, THE PANDEMIC IS FEEDING THE
MOVING INDUSTRY BY PRESENTING A MASS “MOVING” OPPORTUNITY.

(EVEN BEFORE THE PANDEMIC, THE INDUSTRY WAS WELL SHIELDED FROM COVID
EFFECTS AS IT WAS STABLE BEFORE IT AND WILL BE STABLE AFTER IT. IN FACT,
THE SUBJECT ACQUISITION OF THIS BUSINESS PLAN, I.E. THE ASSETS OF UNICORN
MOVING & STORAGE, HAS BEEN RUNNING ON AUTOPILOT!

THE INDUSTRY IS FRAGMENTED ENOUGH SO THERE IS A LOT OF OPPORTUNITY TO


CONSOLIDATE AND SCALE NATIONALLY.

IN FACT, UNICORN MOVING & STORAGE IS DOING SO WELL CURRENTLY, IT


ACTUALLY WOULD HAVE BEEN DOING EVEN BETTER HAD IT HAD MORE
HEADCOUNT CAPACITY TO HANDLE ALL THE MOVE REQUESTS!

1. Briefly describe the fundamental elements of your business. Describe what


business you are in, why you are in it and what you hope to accomplish. For
example, describe your business in terms of:

 Where it has come from?


Unicorn Moving was incorporated in 1994 as an “S” Corporation.

Background on financial and operational history of company:

Note: throughout this business plan, “I” indicates Mark Yutz, the seller, speaking
in first-person. “We” indicates the business Unicorn Moving & Storage.

With regards to capitalization and funding, I did not borrow any money when I founded Unicorn. I
started the business with money I’d saved. 
Since the conception of Unicorn, I have only borrowed money 3 times, and have never taken any
money from an outside source. A few times I have purchased vehicles with funds from my personal
checking account, and I have paid the property tax at 102 Victor 1 and possibly 2 times. Unicorn has
always reimbursed me for these expenses. 
The 3 times I have borrowed money for Unicorn needs are:

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SECTION 1 – EXECUTIVE SUMMARY
1. In ‘2000 when I built the office/warehouse at 102 Victor, where we are currently located.
2. In ‘2013 for the purchase of 2 new Dodge pickups
3. In 2020 PPP loan

 Where it is now?
Unicorn had 29.8 percent revenue growth year-over-year in 2019. Operating
expenses were eight percentage points down in terms of revenue from 2018 levels,
which contributed to a strong boost in recast EBITDA levels. The Company is
rallying from continued growth in the Austin population and sports a lean,
productive team that cuts back on overhead.

 Where you want it to go?


We believe that Unicorn can become a multi-location franchisor, something we
can accomplish using our experience with franchises being intricated involved in
the hotel industry. We also have good connections with technologically savvy
former colleagues who have specific experience with franchising software. There
is no nationally recognizable franchisor player in moving and we can fill that spot;
this is an industry that is showing itself to be pandemic-immune. Our hunch is
that there is much room to scale and grow to a $100MM franchisor company.

We also believe we can expand the storage business; continue profitability and
grow the business conservatively over the next 10 years while being the #1
moving and storage company in the area.

Also with the current pandemic, two major sub asset classes of commercial real
estate are being hit hard: hotels and office. Hotels (especially business hotels
who become irrelevant thanks to Zoom meetings) will be converting into condos
or apartments and all that furniture will have to be moved. Offices are being
abandoned (leases will not be renewed) as people get used to working from home.
There is a massive opportunity to move all these businesses’ infrastructure all
because of the “new normal” (less travel, work from home). Austin has plenty of
hotels and offices that will be met with this fate.

Finally there is opportunity in the Self Organizing consulting space which is


tangential to moving and storage: it consists of consulting clients on how and what
to declutter, what to move into storage, what to get rid of, etc. As people are home
more now, there is opportunity to address these home projects.

 How you plan to get it there?


We plan to get it there with the above new revenue streams (franchising and more
storage). We would like to shore up the financial coffers and company war chest.

 What makes your product / service unique?


See section 3 on technology and innovative approach.
 What makes your market attractive?
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SECTION 1 – EXECUTIVE SUMMARY
See section 3 and section 4
 Define the management team and how it will insure success.
Mark Yutz is the current President of Unicorn. Chile Madrid has been an
Operations Manager for two years, and Karen Lee an Accounting Manager for
eighteen years. Kimberly Brown serves as office staff, Mike Galvan as the Lead
Mechanic of one year, and John Colgan as the Part-time Mechanic for 23 years.

Stringent hiring procedures that the Company has in place ensures hiring the most
qualified professionals that can provide a variety of services that customers need
in their move. The office team has worked for Unicorn for an average of 10 years,
leading to experience and knowhow in all aspects of the Company’s operations.

Success will be insured by maintaining a productive workflow and positive


culture. The new owner, Tapasya Bhargave, plans to implement an efficient
workflow system known as Agile Scrum whereby all team members’ voices are
heard more transparently, leading to a sense of contribution and that, in turn,
should lead to high employee retention rates.

 What anticipated milestones will provide credibility that your business


will succeed?
First of all we already have credibility and success for 26 years. As long as we
can continue this, we will be successful.

This is a complete summary of your business plan. You should prepare the summary
after you have completed all other major components.

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SECTION 2 – BUSINESS HISTORY, BACKGROUND AND OBJECTIVES

1. Briefly describe when, how, and why you formed the company and its development
so far.

Unicorn Moving & Storage was formed by Mark Yutz over 25 years ago.
Mrs. Tapasya Bhargave has initiated a transaction to purchase the company’s
assets from Mark, with the transaction set to close by the end of September
2020.
We refer to the Executive Summary on page 2 to address the rest of this
section.

2. List your short-term (next 12 months) and long-term (2-3 years) objectives.
 This should be from the buyer
 Insure that the transition goes smoothly; and also with going back to normal
business as normal with covid
 2-3 years – grow our EBIT by 3% year over year.

3. Describe your company’s major successes or achievements to date including


difficulties and / or obstacles that your company has overcome.
Unicorn moving has been named “Austin’s Best Mover” in 6 of the past 9
years.Their movers average 10 years experience in the industry, and over 6 years
with Unicorn. Unicorn has developed a very successful storage business, which now
generates over $200,000 of recurring revenue per year.

4. Describe how the company was initially capitalized and how it has been
funded since its founding.
Please refer to the Executive Summary on page 2.

5. Describe any important changes in the structure, ownership, management, or


key personnel which have taken place in the past year.
There have been no changes in ownership or management in the past year.

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SECTION 3 – PRODUCTS AND / OR SERVICE

List and describe in detail your products / services. For example, describe the:

 Need met by the product / service.


Unicorn’s moving and storage services are bolstered by the prominent growth
in the Austin MSA population. The company has a great reputation in Austin
and is in a strong position with their digital marketing campaigns, which
allows them to come to the need of new residents and businesses coming to the
MSA. Unicorn has fully equipped trunks that allow crews to arrive prepared
for any complex moving or storage processes.

 Features and benefits of the product / service.


Unicorn offers local and long-distance service, which are combined with
professional handling of antique / high-end furnishing and expert packing
services built by decades of operation. The Company has developed a
reputation for having experience and foresight in the preparation for and
protection of unusual or new items that require extra care in a move.

 Use of any new technology or innovative approach.


We utilize a company that does an outstanding job marketing us on the internet
We have a source that provides us an ample amount of quality leads
Our warehouse was specifically designed to do vaulted/containerized storage. The roof is 30’
in height, which allows us to stack (3) 8’ tall containers 24 feet high. The clearance between
the top of the vaults and the roof, along with cross ventilation, removes excess heat allowing
us to store valuable paintings and furniture during the summer months without damage. The
insulation also protects during the winter months.
Note: Photographs of the warehouse can be seen in the Business
Memorandum.

2. Describe any planned changes or additions to your present line of products


and or services within the next year.
Nothing in the next year per se we will lay down the foundation for expanding
the storage business and begin the franchisor exploratory process.

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SECTION 4 – PRESENT MARKET

1. Describe your present market. Give geographic location of your customers and
types of customers you serve.
Unicorn operates in the moving and storage industry while serving the Austin MSA and
has been voted the “Best Mover in Austin” six times in the last nine years. The Austin
MSA has continually outpaced the national population growth and saw 6.7 percent of
residents move in 2018. Unicorn’s office and storage facility is strategically located
minutes from major highways in the Austin Metro, allowing the Company to minimize
travel time and fuel costs. Austin’s location in the state of Texas provides exposure for
work in three of the top ten largest U.S. cities: Dallas / Fort Worth, San Antonio and
Houston. The Company markets to residential and commercial interests such as: high-rise
condos and apartments, realtors and property management companies, new home builders,
retirement and assisted living communities, and commercial complexes and office
buildings.

2. What is the growth potential in your market, both short- and long- term?
Austin’s population will continue to outpace national standards and the state’s
advantageous business climate will promote further business relocation to the MSA. As
the city’s boundaries expand with its growing population and its housing prices increase,
residents will be more aware of potential moves in the future and require the services of a
moving company like Unicorn that boasts competitive pricing and a track record of
experience.

3. Identify major customers and include a brief description and explanation of


any special relationship between your company and its customers.

Unicorn’s top customer is Arranging It All, which is an industry-leading professional


organizer that provides services for residential and business clients in Austin and
surrounding areas. The Company has little revenue concentration as its top customer
made up approximately nine percent of 2019 revenue, with other customers making up
one percent or fewer of 2019 sales.

With regards to dynamics of referrals and customer base, we have been in business over 26 years, so
most of our referrals are from past customers, and our repeat business is a substantial percentage of or
moves
Aside from the general repeat customer that refers us, there are a number of people/companies that
refer us on a regular basis such as: realtors, property managers and leasing agents of condos,
apartments, assisted living communities and the like; although we do not keep a record of those
specific referrals, with the exception of one company, AIA (Arranging It All).

There are also a number of companies that use our services a few times a year to move their
models, tenants or goods. 

The moves that we do for Arranging It All, account for approximately 9% of our moving revenue (not
storage or materials sold), and we give them a 7% kickback/referral fee on all or their moves and
referrals. They're the only company we have an agreement to pay a referral fee. We've given out a
few other referral fees to other people or companies throughout the years, but nothing to speak of. 
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SELECTION 5 - MARKETING PLAN

1. Describe the customers and geographic territory to be targeted for


marketing efforts.
The status quo is good- might look into one or two more big customers like Arrange it
All just to streamline efforts but over all, where we are as is conveyed in the Business
Memorandum is working quite well..

2. Where do you plan to locate your business and how will that location serve
your market?
Status quo is good here also.

3. Describe the marketing techniques, strategies and tools you will use in the
future to promote your business.
We will continue relationship with the 3rd party who is doing much of our marketing;
while we do have our own people to pull in if needed, what’s working is working.

4. Describe your marketing approach.

 How do you sell your products / services?


Unicorns’ business is primarily driven by repeat individual customers and
referrals, as well as relationships with twenty property management companies in
the area. The Company also generates sales through direct mail efforts targeted
toward people planning to move in the future. Additionally, Unicorn has a strong
position in its search engine optimization and digital marketing campaign, which
has produced high rankings in organic searches, Google Maps, and a high
conversion rate for its website.

 How do you plan to reach potential customers?


Word of mouth is still king but we will test whether other methods work.
 What methods (cold calls, medial advertising, etc.) will you use?
We just plan mainly to follow up on word of mouth referrals. There is a
considerable backlog on just that.
 Consider attaching a brochure.
The website is basically our brochure. https://www.unicornmoving.com/

5. Describe your pricing policy.


Hourly: Moving/Packing: We estimate the amount of time and men to move/pack a home or
business by using the square footage, how well furnished, stairs and mileage to determine the
number of movers, trucks and materials. 
Hourly Storage is priced similarly, plus warehouse fees. 
Itemized pricing typically requires the customer to fill out a quote form on our website, noting
each item, plus stairs and mileage. 

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SELECTION 5 - MARKETING PLAN

6. Describe your credit and collection policy.


We collect on 99 percent of moves when the move is completed. 
We run a credit card on file for most storage, and we send a monthly statement which is due
on the 1st of each month for the remaining customers.
We send notices on past due storage customers. We begin auction procedures after 90 days.

7. If your business is seasonal, explain how the company adjusts to seasonal factors.

The busiest season is during the summer, May – August. It slows down a bit September – December;
and then a bit more, January -April. 
Unicorn is not affected as much as most other moving companies, due to being in business so long.
We typically hire additional moves during the summer, but we were not able to this year because the
pool of movers was lacking due to the abundance of unemployment benefits. We turned away a
tremendous amount of business this summer and could have run more crews. We only ran 8 crews
this summer, opposed to 9 last year, but still brought in much higher revenue.

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SECTION 6 – COMPETITION

1. List those firms you have identified as primary competitors in your market(s).

 Identify their strengths and weaknesses.


 How long have they been in business (are they entrenched)?
 How much customer loyalty do they have?

I don’t know that much about our competitors. I would assume the larger companies would be our
biggest competitors. Einstein, Blue Whale, Square Cow
 Their strengths? They run more crews? We could, but we choose to strictly employ top
movers. 
 Their weaknesses? They have very few if any professional movers
 Years in business: Blue Whale 30ish years and I’m not sure about anyone else
 No idea how much customer loyalty any other company has

2. What advantages and disadvantages does your company have as compared with
its primary competitors? (Why would a customer choose to do business with you, or
vice versa?).

 I don’t know of any disadvantages over any competitors. 


Advantages: 
 Excellent reputation for 26 years
 High percentage of repeat customers and referrals
 We have by far the most experienced team in Austin
 Movers average over 8 years of moving experience and over 6 years just with us 
 Office manager, Karen, has been with me 19 years. Chili, my sales/operations manager has
been with me 2 years and has been in the industry 5 years. 
 We’ve been voted best mover in Austin 6 of the last 9 years. We didn’t win or try last year
and I haven’t put any effort towards winning this year; instead I’ve been focused on growing
and preparing the business to sell. 
 Well-developed digital marketing campaign
 Excellent direct mail marketing campaign
 Having long term employees allows the business to run more efficiently with less headaches

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SECTION 7 – MANAGEMENT AND ORGANIZATION

1. Describe your organizational structure and hierarchy.


The Accounting and Operations managers report directly to the President. The
Accounting Manager oversees the office staff, while the Operations Manager
supervises the warehouse, full-time and part-time mechanic, and the crews of drivers
and movers.

2. Define who will be your key people are and describe your key positions and
the associated duties and responsibilities.
Mark Yutz – President
Chile Madrid – Operations Manager
Karen Lee – Accounting Manager
Mike Galvan – Lead Mechanic
Kimberly Brown – Office Staff
John Colgan – Part-Time Mechanic

3. Define and describe your key positions and the associated duties and
responsibilities.
Post transaction, it will be the same as above except Tapasya Bhargave will be
president.

4. What is the salary for each key person.


See financials.
5. Describe your management team and list its strengths and weaknesses.
Mark Yutz is the current President of Unicorn. Chile Madrid has been an
Operations Manager for two years, and Karen Lee an Accounting Manager for
eighteen years. Kimberly Brown serves as office staff, Mike Galvan as the Lead
Mechanic of one year, and John Colgan as the Part-time Mechanic for 23 years.

6. Describe your plan to further develop your management team. What special
training needs might exist?
Training needs might exist in future around franchisor-franchisee relationships, but we
can draw from other commercial real estate contacts to source managers for that
domain when we get to it.

7. Describe your management succession plan. Who will take over in the event
of the incapacity or continued absence of any owner or key employees?
We will quickly identify somebody to be “Vice President” and in effect an apprentice
to the President. That person will shadow much of what the President is doing and
will be in position to be President in the case of an incapacity. Furthermore, we will
keep on hand various consulting firms whom we can tap on an as-needed staffing
basis.

8. Describe the need for and how you will obtain additional management
personnel based on present and projected sales.
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SECTION 7 – MANAGEMENT AND ORGANIZATION
We actually need more movers currently to fulfil all the demand. With the
unemployment benefits coming back to pre-Covid levels, we should be able to
onboard a new pool of movers who can train with our existing professionals. As far as
the upper management goes, we will continue to tap various staffing and consulting
firms on an as-needed basis.

9. Describe your employee benefits plan.

Benefits: We don’t provide health insurance. I’m the only one that subscribes to the Fidelity Simple
Plan. 
 Office personal gets 1 week vacation after 6 months of employment. 2 weeks after 2 years.
Karen gets 3 weeks.
Movers get 3 days after 1st year and 1 additional day for each additional year employed

10. Describe supporting professional services (accounting, legal, marketing, etc.)


needed in the planning and / or operation of your business.

 Accounting: CPA prepares quarterly reports and tax reports and returns
 Legal: Not including the counsel for selling the business, I recall hiring an attorney only one
time, and that was for a lawsuit from a mover for an on the job injury. That case was
dismissed a couple of years ago. We now have access to counsel through our insurance.
 Marketing: We’ve been using the same company for our digital marketing for over 10 years

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SECTION 8 – BUSINESS RESOURCES

1. List the major operating equipment that your company owns or leased:

Quantity Description Age Condition Owned / Leased Cost(If Owed)

Unicorn Current
Truck Number Year Make Model GRVW Mileage Value Special Notes
#4 Dodge 2012 Dodge Flatbed Ram 3500 HD 13,000 106,550 $23,000
#5 Dodge 2012 Dodge Flatbed Ram 3500 HD 13,000 99,914 $23,000

#4 INT'L 2002 International 4700 DT466E 25,500 335,000 $16,000 Rebuilt engine Nov 2019
#5 INT'L 2003 International 4700 DT466E 25,500 367,000 $16,000 Rebuilt in Feb 2020
#7 INT'L 2001 International 4700 DT466E 25,500 214,948 $13,500
#8 INT'L 2001 International 4700 DT466E 26,000 233,230 $13,500
#9 INT'L 2006 International 4300 DT466 25,500 350,939 $6,000 Rebuilt by April 1st
#10 INT'L 2006 International 4300 DT466 20,280 393,832 $11,500
#11 INT'L 2013 International 4300 25,999 140,967 $29,000 Rebuilt engine Sept 2019
#12 INT'L 2013 International 4300 25,999 176,499 $25,500
#13 FREIGHT 2014 Freightliner M2 106 26,000 168,623 $39,000

28' Trailer 1994 Wells Cargo 28' enclosed 10,000 lb $7,500 New floors, doors
40' Trailer 1998 Wells Cargo 40' enclosed 13,000 lb $13,500 New floors, panels
32' Trailer 2000 Pro Trak 32' flatbed 13,000 lb $4,000
32' Trailer 2010 Trailer Man 32' flatbed 13,000 lb $4,000
Forklift 1996 Clark CGC25 5,000 lb 4340 hours $12,000 Low hours

$257,000

2. List major suppliers, location and payment terms.


 New Haven Moving Equipment-San Antonio: We purchase moving equipment and
packing supplies. We pay our bills monthly
 Napa Auto Parts: We pay our invoices monthly
 Longhorn Truck Rental in Austin: Pay monthly
 Paul Bradner in Austin: Furniture repair. Pay monthly
 Fuelman: purchase diesel. Pay monthly
 Kyrish Truck Parts in Austin. Pay monthly

3. Identify other outside resources used / or needed to fulfill customer requirements.


No other outside sources used to fulfill customer requirements
4. Describe your quality control procedures. If you do not have quality control
procedures, outline your plans to put them in place.

We run a tight ship - Hire professionals – Make them accountable for their actions,
including financially responsible for damages – Supply ample professional moving
equipment – Working with other professional, raises the bar for everyone

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SECTION 8 – BUSINESS RESOURCES
5. Describe the availability of skilled labor necessary to meet your company needs.
Currently the labor pool is low with highly skilled labor due to excessive unemployment
benefits.

6. Describe the type and extent of necessary training that will be required to upgrade the
skills of labor and administrative employees and the estimated cost.

Because we have so many highly skilled movers, for many years I’ve considered hiring lesser skilled
movers and having the guys train them. The type and extent of the training would be a case by case
basis. It would depend on their current skill level, if any, when hired. 
It’s difficult to say how much it would cost. I would pay the trainers more money while training and
the new hires less while in training. If they were completely new to moving, I would them a lesser
amount even after they were trained. I’m not as much of a numbers person in that sense, but I don’t
think the cost would be that significant sense they would be paid a significant lesser amount. I would
probably pay them by the hour instead of percentage like my current employees. 
Administrative: I would hire an beginning/intermediate administrative skills. Someone that could do a
little bit of everything. Opening and/or closing, and basic office skills of filing, posting jobs, running
credit cards, quoting moves and other miscellaneous duties. I would estimate $35,000 + percentage of
quotes booked. 

7. Number of Employees : Full-Tine ; Part-Time .

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SECTION 9 – FINANCIAL PLAN / DATA

1. Describe the company’s sales and profit trends.


The company has been achieving around $2M gross sales for the past two years, with adjusted
EBITDA around $300k per year. There is some seasonality, with a bump in the summer months.
In 2020, this trend has continued with very little impact from Covid, and post-covid sales are
expected to continue to grow. Combining the business and the Property under a single owner
will further increase the profit of the business by eliminating the rent expense.

2. Outline your strategy and timing for obtaining additional capital and / or to meet current needs

Currently, the business is cash flow positive and not in need of additional capital. The Plan is to
re-invest profits in the business and develop an expansion plan once the transition period is
complete. In order to explore growth opportunities outside the region, an equity raise in late
2021/22 may be considered, but there is no expectation of debt needs in the near future.

3. Explain the assumptions used in the development of your two year projected operating statement and
cash flow projection in items 14 and 15 of this section.

The primary assumption for the next two years is that operations will continue as is, and the
business will conservatively grow with the economy of the region, as the demand for moving
and storage services remain strong, and there is not a significant need to reduce costs or
improve margins. Additional sales and growth opportunities will be explored, but these are
considered stretch targets and not budgeted.

4. If you have a bank line of credit, provide name of bank, amount of line, amount owed, amount
available and how secured.

There is no bank line of credit.

5. Explain any debt and its purpose that the company and / or the owner has guaranteed on behalf
of others, and include a copy of the documents creating the guarantee.

The only debt on the balance sheet is a PPP loan, which was used for payroll in 2020 and will
be forgiven. The seller will maintain the liability of the PPP loan with the sale.

6. Describe your method of financial accounting (cash or accrual); how quarterly and annual
financial statements are prepared (in-house or outside independent accountant). Note if
accounting system is manual or computerized.

Cash accounting using Quickbooks. Currently the seller is using an outside accountant. We
will likely keep this in place but will evaluate for cost saving potential.

7. Explain all abnormal, non-recurring and unusual items on the most recent fiscal year-end
financial statement.

FY 2019 abnormal, non-recurring, and unusual items:


1) Owners’ personal vehicle expense, $2649
2) Engine Overhaul on fleet vehicles, $14343
3) Damage Settlement, $35,000
4) Owner payroll and payroll tax (going forward, new owner will be paid from profit
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SECTION 9 – FINANCIAL PLAN / DATA
distributions instead of payroll), $85,402
5) 2 years of property tax instead of 1 year paid in 2019, $14,830
6) Bodywork on Trucks, $15,000

8. Provide details on all outstanding company loans to officers, directors, stockholders and
employees (name, purpose, original loan amount, current balance, terms and conditions,
collateral, interest rate, and date of loan(s)).

N/A

9. Describe any outstanding contingent liabilities, warranties, litigation, claims, etc.

N/A

10. Describe any delinquent company state or federal payroll and income taxes (amount due, period
of delinquency and payment agreements).

N/A

11. If construction or other type of company requiring bonding, describe your company’s current
bonding capacity (single job and aggregate) and source. Indicate if you are required to have
third party indemnification on corporate bonds or an SBA guarantee.

Not required.

12. Schedule of Compensation of Officers and Directors


Name Title % Ownership Annual Salary

Tapasya Bhargave CEO 100% $35,000 salary + after tax profit distributions,
expected at $150,000-$200,000

13. Provide a statement of assets and liabilities (balance sheet) for the last three years (or as
applicable). (See PDF file “Balance Sheet Comparison As of 7.31.20 – 2020 – 2019.pdf”.)

14. Provide a projected operating statement for the next two company fiscal years. (See Excel file
“sbaplan.xlsx.”)

15. List all notes and loans payable. (See Excel file “sbaplan.xlsx”.)

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