Our Bond, Inc. Common Stock Status update

Please go ahead. Thank you, Ali.

Thank you, everybody, for participating, and thank you for investing. It's good to have you here again. As usual, let's give everybody a chance to read very quickly the disclaimer. I know that you read very quickly, so here you go. Our intention today is to update you regarding the business momentum, key corporate developments, and specifically, we're going to talk about the Bond business. We're going to talk about the reverse stock split of 1 to 20, and we're going to take some questions. Hopefully, we're going to have a little bit more time for questions and for my answers. Let's start with the Bond business update. Just as a reminder of the background, we are addressing a TAM of over $400 billion. The product and the service work as designed.

Not only does the technology work, I would say near flawlessly over five nines, if you know what that means, very high degree of reliability already for a few years, and the service addresses the needs of our end users around the world. We have a proven ability to sell to the largest corporations in the world, and now recently, also to cities, which is very important, very promising. The economics of the business are very positive. The cost of sales is low, and the margin is high. One more word about that. We've invested significantly in the infrastructure. If we need to go into a new country as we have to Mexico, to Brazil, to France, to U.K., to Israel, to South Africa, when we do that, it requires another investment getting into a new country.

But we only do that when a customer requires us or requests us to do that. Now that the infrastructure is set for each additional customer, we have the required technological infrastructure, and sometimes we need to add more security agents, but we do that in a manner that is factored into our very high margins on a per-deal basis. So low customer acquisition cost, high margin, hence very favorable economics, a business model that is built to scale globally. In terms of competition, we do not run into competition, so there hasn't been a case that I recall in the last few years where we were selling to an account, any type of an account, they said, "No, you're not getting the business.

This is the company that gets the business, or this is the entity." What we offer does not have competition that we have seen or heard of, and we're a recognized sole supplier. When we sell to governments or to municipalities, they typically get a document from an expert in their country that says there is nothing like Bond, not in this country, not globally. Now, we believe that it's very difficult to emulate what we do. This is not something that two students and a dog in a garage can do. They can say that they do that, but would you offer your kids to be taken care of by two students and a dog in a garage? This is a very complicated business, and we ran it for about a year until I was confident to offer it to customers in the real world.

Significant moat in terms of barriers to entry, technologically, operationally, in terms of technologies, the type of advisors and relationships that we have. Growth. Now, we've made a major investment starting about February 2026. During 2025, we're very short on capital as we focus just on a few very large deals while focusing the rest of the capital on going public, which has been an expensive endeavor for us. We thought that this would be concluded October 2025. It concluded in February. So very little money relative to what we believe we should have invested went into growth in 2025. But we've started investing in 2026, and we've moved from a mode of focusing on a specific set, a small set of very large deals to now focusing on a much broader set of accounts across a few countries.

I anticipate that that is going to yield, and from time to time, we update you about wins that each in its own right is very valuable and demonstrates that what we do is relevant to humans, whether they're realtors, students, residents of cities, employees of airlines, employees of banks, employees of retail companies, and beyond. This is a service that applies to everyone, wherever they are. That's why the total available market in item number one is so high. All of these check marks are significant in understanding the value that is being created here and the opportunity that is presented here. All of those are statements about the opportunity.

Then there's also the question of availability of cash, because I assume that when investors look at the company and they ask themselves, "How much is this company worth?" They need to look on one hand at the opportunity. These are points one to seven. On the other hand, they need to look at the risks. There could be technology risks, there could be market risks, there could be execution risks. I don't think that anybody looking at this company assumes that these are major risks as it pertains to Bond, because it's clear that we don't have an execution problem. It's clear that the technology works. The markets can go up and down, but we're dealing with security. Typically, security is not impacted by market turbulence.

What's left is our ability to raise capital in order to continue fueling growth, which is why we've been raising and investing money in growth, and the question of dilution, the ability to raise capital and the implied dilution. When you think about the ability to raise capital, this company has been raising capital for quite some time, has had no hiccups, including during the COVID era, before as we were going into production, and a lot of it has to do with who are the investors, and these are sophisticated entities, professional investors, venture capital firms, yours humbly, the largest investors in terms of capital and market share, and very large, affluent family offices that you would know the names of because they own very large, recognized brands. These investors believe in the business, and they've always been investing. I wouldn't say that I'm not concerned.

I'm always concerned about all the aspects of the business, but I would say that it has been proven that this company can raise capital, therefore, we have another check mark here. This is the big picture as we descend into the details. I'd like to remind you which business we're in. Those of you who've attended the prior webinar have gotten into some of the details of that, but it's also important, or it always is important to remember what do we do at the end, at the point at which the rubber touches the road, because this also gives you a sense about the value of the service.

What I typically like to talk about in any meeting, whether it's with a mayor, with a minister, with a Chief Executive Officer, Chief Human Resource Officer, or Chief Security Officer, I talk to them about the personal security gaps that fall into two ends of the same continuum. The first problem is that a lot of the people that we care about, including Lisa, find themselves routinely in situations that make them feel unsafe, where it's too early to dial 911 despite the fact that they feel unsafe. 40% of Americans, 45% of women, 35% of men, report feeling unsafe when they walk alone at night. In the U.K., 9 out of 10 women say they feel unsafe. It's 88% of women say they feel unsafe walking alone at night. Smaller percentage, but still high percentage of men.

When all these humans, our family members, our employees, are in these situations where they walk alone at night, or they're in a ride-sharing vehicle, or they receive a delivery at home when they're by themselves, or they receive their dinner when they're alone in a hotel room, or any other situation. They're going to meet a client that they don't know, they're a welfare worker who walks into somebody's house. In all these situations, they feel unsafe. But since this is not an emergency, it is too early to dial 911 or 17 in France or 999 in the U.K. This is a peace-of-mind problem that impacts billions, with a B as in Bravo, people globally. It has no solution. You can dial your mom, your dad, your boyfriend, your girlfriend, but they're not professionals. You typically don't want to bother them.

People are embarrassed about the fact that they feel unsafe, and this is an unresolved problem, number one, that all of us have as mayors, as CEOs, as heads of universities, as family leaders. The other problem is that when somebody dear to us is facing unwanted company, a threat, again, in all the situations that I described in this particular photo, when Lisa is in the parking garage, when you notice that person, best case scenario, he's two cars away. He could be 3 feet away if he's just opened the door to your house, or if he's in the same car with you, driving your car. The point is that even if it's 30 feet, two cars away, it takes a man 2 seconds to run that distance, which means that it's impractical for anybody to complete a 911 call.