Finishing up doing some prep work for a lunch meeting. I spent a couple of hours working with ChatGPT and feeding it some of my numbers, research, and financials. Our plan was to make a small multi-page document that would cover a brief overview of where we are at today, current financials, where we are heading, some growth opportunities, projects, sales forecasts, what we are asking for, and how the funds would be used.

I really enjoyed where the chat was going and heading. We, ChatGPT and I, didn't finish before the lunch meeting. We got some of the first pages, done to a point, and left off on the upcoming projects. That got pretty deep and needs some more loving. That's okay, I want to return back to those topics and really get them right and correct. I had a bunch of other things printed out for the lunch meeting, but we ended up just talking vs looking at deep or hard numbers or documents.

I went into Logan and met up with Chase. Originally, it was going to be with Matthew Coltrin from Pitch Launch and Chase Combe, one of his investor friends. Matt couldn't make it, so it ended up being just Chase and I. Chase is from Hyrum, UT. We had a great meeting and chatted for about 1.5 hours over lunch. After lunch, I went to a local park and recorded some notes. This is kinda funny, but I also finished my lunch. We were talking so much that I had to get a take-home box and ended up finishing the rest of my lunch at the park. Here are a few of my notes:

- Some of the most fun topics were adilas history, and how what happened then had a cause and effect, that framed up what happened back then and also what is happening right now. That was super fun. Chase was asking some great questions that just led to the next small topic or side tangent. Great questions.

- Chase recommended that we pull out the old independent rep/consultant model and tighten it up a bit. I mentioned that it worked slick, but we had some of the rep/consultants overpromising, not helping their clients, and a little bit of wild west stuff going on. We may have to retweak it, but it worked super well back in the day. Not only for reps, but we did the same thing for developers and tech guys. I'll bet, if we pulled it back out, and tightened some things up and made some rules and expectations, it could work great again. This is a possible way to get sales up, without asking for money or doing some kind of capital raise.

- We talked about a couple things that adilas has tried to avoid in the past. Some of these go clear back to the Morning Star Automotive days (original home of the adilas.biz application - custom write-up for a multi-location used car and trailer dealership). The two topics were traditional loans (borrowing money/debt) and employees. Adilas has tried to avoid both of those with some success. We talked about a tipping point, where at some point, those things may need to come into play. If not, you can become limited by capacity, unless you have tons of sales or some other source of revenue.

- We talked about how not all money is the same. Some of it comes with virtual teeth (downsides) vs other money that is more friendly. One of the things that he said was only take the money that we wanted to vs just taking any money (investments).

- By way of advice, he told me to dump down the "ask" (request for funding) with more clear we need X, you get Y, this will create Z benefits. He said that a 3rd grader should be able to understand it. Along those lines, he also said that if it was too open or broad, you can lose an investor in them weighing out the opportunity costs. A few small options are okay, but don't overdo it. You have to have a small, tight, ask. Great advice.

- You may not be able to just pull something out that used to work awesome. You may have to adapt from where you are at and what the new goals and/or environment bring to the table. It's fine to recycle certain things, but you want to keep heading forward and/or maintaining ground that you have gained. This isn't always true but try to keep heading forward if possible.

- Use USU (Utah State University) as a resource. You have a bunch of new talent that are looking for jobs. I would also add Bridgerland or B-Tech to this equation. They are a local tech school. They, both USU and Bridgerland, could be great resources. I told Chase that I on purpose moved back to Cache Valley, Utah, because of the college and possible interns and such. We did a bunch of this back in 2013-2017. We ran out of funding and had to somewhat abandon it. Maybe head back that way and see what we can do in the independent developer, tech, or salesperson (rep/consultant) model.

- One of the problems that we had with the older rep/consultant models was dealing with reps that got enough clients and stopped recruiting more sales, leads, and companies. They almost got to a content level (satisfied level) and then just stayed there. We would like it to keep going. He mentioned that instead of an ongoing commission, maybe we could just do some finders fees or bird-dog fees (person who gets the account to sign-up) and then have adilas or some other method of retaining and caring for the client.

- This is a common thing, but sometimes an admin or founder works in the business and really has their hands in deep. There is an old saying, you can either work "in" your business or "on" your business. I think that I need to pull out of the deep, in the business stuff. It is still really important, but if you spend all of your time there, who is steering the ship or driving the car (working on the vision of the company)? There has to be a mix.

- One of the questions that Chase was asking was dealing with our existing team. I mentioned that we are somewhat maxed out or tapped out, based on our current team size and abilities. We want to grow, but there is almost no room to grow, with what we have. It comes down to skills, talents, virtues, time, capacity, and bandwidth (what you can handle). I would love to make some of the "ask" (for funding) about improving and increasing our talent pool and bandwidth. That would be awesome. As a small side note, in part of our fracture - adilas lite plan, one of the first things that we have identified is some underlying team organization and stabilization stuff. It is currently listed under the codename of the jelly fish model. See this website for more info - Web link to the company structure - jelly fish model. One of our primary goals is to get 4 different main departments - Growth, Retention, Admin & Billing, and Product Development.

- If you are going to make any promises, make them clear and upfront. Along these lines, I would really like to eventually build out some profit sharing and what not. We have tons of ideas on the adilas trust and where that could go. Maybe we could setup some benchmark values where we will try to small incremental changes. Like Russell always like to say... "Small drops in a bucket will add up. Just get it started."

- Just a thought for me, what if we make the general ask for funding really simple. Then if we want, we could put more stuff out on the investment opportunities website, if they want to get a little bit deeper. Here is the link to that site - Web link - adilas investment opportunities.

- I think that I am going to set a goal for the commercialization round, funding round or capital raise, for adilas at $2 million. I would then like to show what we will do with those funds and how that will increase the value of the shares of adilas.

- A couple of closing thoughts... Stabilize the team, tighten up the ask, pull the independent rep/consultant model back out, put more complex investment options on the website.