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Summary
The ask, and how to reach us
The ask
$2.5M to remove the price and prove the model that replaces it.
We built the product, grew it 5.5× in nine months with a price in the way, and found the one position our competitors cannot occupy. This round takes free access to the USA and buys 28 months to turn attention into revenue.
Raising
$2.5M
Pre-money
$20M
Post-money
$22.5M
Dilution
11.1%
Round opens January 2027. Valuation stated as pre-money. $1.85M raised to date. Instrument, board and information rights, and any existing convertible instruments are open items.
Three ways to participate
Join the mission
Traditional investment
Participate in the growth and the freemium expansion model — a transformative outcome that redefines youth sports recruitment for families everywhere.
Joint venture
Integrate your technology or data, expanding the platform's capabilities and ensuring all families have access to the tools they need.
Non-profit partner
Back the nonprofit arm dedicated to free app access for talented athletes from low-income families, so every child gets a fair shot at success.
Why this price
What you are actually buying
$20M is 64× current ARR, and we are not going to pretend that is a normal multiple. Here is the case for it, and the case against.
The case for
- 0.97× burn to ARR across the nine closed months — operating discipline almost nothing at this stage manages
- 5.5× revenue and 5.9× users in nine months, every month ahead of the board plan
- An audience asset, not a seat count — the multiple is on what the base becomes when the price comes off
- Distribution partners already seated across four sports, at no cash cost
The case against, which you will make anyway
- 64× ARR is well above the seed range for software
- The revenue being valued is the revenue we intend to switch off
- Brand revenue has no signed pipeline and no proven pricing
- This round does not reach the 2028 plan — it buys the proof for a Series A
- $1.85M has already gone in, so capital-to-ARR is 5.9× — the nine-month figure flatters the full history
Our position is that the multiple should be read against the audience and the efficiency that built it, not the subscription line. If you underwrite this on ARR you will pass, and you should. If you underwrite it on cost-to-acquire-attention in a market where the incumbent charges families thousands, the entry looks different.
Risks
What could go wrong, and what we do about it
Written by us, before you ask. If one of these is missing from the list, tell us and we will add it.
The pivot removes revenue before it creates any
Going free retires the subscription line. Brand revenue is unproven and has no signed pipeline yet.
The round is sized so the base case survives 27 months with zero subscription revenue. Free access can also be staged by cohort rather than switched on at once.
Advertising to minors is legally constrained
Attention monetisation aimed at under-13s runs into COPPA, and the 7th-grade expansion puts twelve-year-olds in the base. Several state privacy laws go further.
Parent-held accounts, contextual rather than behavioural targeting, and age-gated inventory. Needs counsel sign-off before the model is presented as revenue.
This round does not fund the 2028 plan
Reaching two million users needs materially more capital than is being raised here. This is a bridge to a Series A, not the whole journey.
Milestones are set against what a Series A buyer needs to see: falling acquisition cost, engagement holding through the free transition, and first brand revenue.
Acquisition cost has to fall for the plan to work
At today's cost per user, the marketing budget lands short of the December target.
Removing the price point is itself the primary lever on conversion, and the funnel already converts at over two percent with a price in the way.
Incumbents have scale, capital, and film
The category leader is Endeavor-backed. Others sit inside the club registration layer families already use.
None of them can match free without dismantling the revenue that funds them. That is the entire strategic bet and it should be stated as a bet.
Key-person concentration
Leadership, investor relationships, and product direction sit with a small core, and the sport VPs are audience partners rather than full-time operators.
Hiring allocation converts contractor relationships to employed roles, and the ESOP structure is designed to keep the VPs economically attached.
Why us
The next generation of business leaders is being decided right now — on a field, in a rec center, in a driveway three-point contest.
Change happens when someone refuses to play by the rules that were built to keep things exactly as they are. That’s us. And we need people who feel the same way in the room with us.
Get in touch
Matt Carter
10090 W Mren St, Boise, ID 83709
Financial figures reflect closed months from November 2025 through July 2026 and are unaudited management accounts. Forward-looking statements are projections, not commitments. This document is confidential and prepared for the recipient only.