A Big Thank You!

A big thank you to our outstanding team! I'd like to highlight a few key individuals who have been overseeing the day-to-day operations at Kokoon Global since 2019. Mary-Janne Nystøl is the primary leader managing operations every single day. She's truly exceptional and collaborates closely with Cassandra Duchenaud, Magnus Haggbom, and Tone Harstad. Of course, Tone has done remarkable work on the legal side; her contributions are outstanding. And Marianne Henriksen she's an incredible person who has been delivering exceptional work in the field with the Kokoon team in Norway for years now. You'll hear more about these individuals and their extensive teams over the next few weeks, as they run a massive operation on the ground across 35 countries in total.

Kokoon finances the entire Kokoon Global project by selling shares to private citizens in Kokoon Global ASA.

We connect with potential investors through friends and family networks, and the greatest advantage of this approach is that we can meet them personally and assess whether the investment aligns with their goals or if they are not a good fit for us. We are pioneering a financial landscape where we refuse to rely on banks or unsuitable investors, because true change requires a fundamental shift. The most critical aspect of Kokoon's strategy is navigating this space without bank loans. The properties we already own have been fully paid for through investor contributions.

Additionally, this model allows us to offer higher commissions to our team members, as we reject fixed salaries that can breed complacency. Instead, we use a commission-based system, but to attract top talent, we must provide competitive rates. These costs are fully integrated into the overall Kokoon project budget.

For Phase One, we require a US$280 billion investment to build out the entire concept. Once operational, we will finance the project by selling 70% of the apartments in Prime Living. Our pricing calculations also account for the clinics, as outlined in the Kokoon presentation. Crucially, we are partnering with everyday people and ultra-high-net-worth individuals in these initial stages. This means that those investing the US$280 billion now will recover their funds plus a profit when we sell 70% of the apartments, while retaining partial ownership in the Kokoon company. The market in Norway for seniors is 1.9 million and for the USA 50 million, and we are only building 32,000 units in Norway and only 100,000 for the USA in Phase One, but we are targeting affluent individuals in this phase; the demand is high.

Once Phase One is fully operational, we will introduce a global membership program. This membership is not merely an access pass; it also includes shares in the company, making every member a shareholder in Kokoon Global ASA. At that stage, our investor base will expand from a select few large contributors to millions of shareholders. To guarantee a 10x return for early investors (from $28 to $280 per share), we project reaching 100 million members, each paying for a membership that includes equity.

What are the benefits for members? They gain access to a global medical system without relying on insurance companies. Our pricing is fair and transparent for instance, a procedure like a CT scan, which might cost thousands elsewhere, will be affordable thanks to our use of high-tech AI, robotics, and efficient operations. Members pay a modest fee only when they need services. The greatest advantage is seamless travel worldwide, with access to all our facilities for medical care, diagnostics, surgery, and more.

For Kokoon, this model allows us to challenge the status quo: "You can continue with the traditional system, or join ours." Our approach harkens back to simpler times without unnecessary complexity, making it inherently safer. A key element is that we own all properties outright, giving us full control over pricing for rental companies and medical operators. This eliminates risks like external interference, evictions, or hostile takeovers.

We will also install Tesla batteries in every facility to store energy during off-peak hours when it is cheaper, ensuring stable power for medical services and Prime Living residences. In most locations, we are near water sources, so we will implement desalination systems to provide high-quality drinking water for all sites. In sunny regions, solar power will naturally play a significant role. Controlling these three essentials property, energy, and water ensures long-term operational and price stability.

The Kokoon model prioritizes shareholder interests above all. We have issued all the shares needed for all four phases upfront, preventing dilution as we advance. This may seem unconventional to those accustomed to traditional methods, but it breaks free from the cycle of repeated, emotional fundraising rounds that dilute existing owners and introduce uncertainty about future capital. By locking in the share count now, we maintain high and fair pricing. In Phase One, we are seeking US$280 billion to develop 5 cities in Norway, 60 cities in Europe, and all 50 U.S. states. This scale enables bulk purchasing to drive down costs for products and services. For Prime Living with integrated clinics, it ensures that those who have contributed to building this world receive access to the world's best healthcare system and can age with dignity we do not discard people or funnel profits to uncaring corporations. At Kokoon Prime Living, our goal is to promote lifelong health.

We have assembled an army of aligned shareholders, all committed to the same vision. Of course, a few may join for misguided reasons and express dissatisfaction, but overall, we have successfully navigated global economic challenges and adapted accordingly. Sadly, in Europe, much of the population remains unaware; they blindly trust flawed systems and banks, which is misguided. Banks are rife with misinformation, and their advice often leads to widespread financial losses every 6 to 8 years. We reject such poor planning. If a bank or financial advisor dismisses Kokoon as "wrong" or "stupid," it's because they and their affiliates cannot control us that's the underlying motive.

How many shareholders should Kokoon have? Rather than depending on a handful of major investors where one setback could jeopardize the company, we prefer millions of middle-class shareholders. This strengthens the company and makes it resistant to takeovers. That's why we plan a direct listing in 2026. We have refined our strategy, and this model is not just a plan it's the present and the future. We have already demonstrated its viability.