On this page we endeavor to represent our business plan. As we develop this, you may see the various elements appear here:

P.R.I.M.M.E.

Executive Summary

Lets talk about our friend Mason's excellent analogy of a fire suppression system. A good fire suppression system was not present in all building codes, in the early 1900's. The thought being, "Who in their right mind would start a fire in a building? Besides, if the worst happens, we have insurance."

The problem was, we had the technology; what we didn't have was the best-of-the-best leading our country in preventing people from burning to death in buildings made of flammable material. ln 1853, the first fire engine was tested. (Cincinnati, OH) In 1857, the first automatic fire alarm was patented. Yet, in Chicago, the fiery tragedy known as the Iroquois Theatre fire, which killed 602 people, could have been prevented. It wasn't until after the shirt factory fire in Manhattan happened in 1911, that the City of New York established the country's first "fire prevention bureau".

The purpose of this business plan is to establish a "fire prevention bureau" (of sorts) for our modern world.

This business plan presumes the same value proposition. Only PRIMME, is a group of thought-leaders with a determination to prevent mass murder, instead of mass death by fire. This business plan shows how existing systems, when used by capable responsible organizations, are very likely to prevent mass casualty events like Las Vegas, the Pulse Night Club, Virginia Tech, Sandy Hook Elementary, etc.

Opportunity

The world is in great need of reliable rapidly involved mass murder event prevention solutions. To underscore this fact, today, in North America, 9 Toronto, Canada citizens were run down by a person driving a Ryder Truck. Yesterday, in Tennessee, a man gunned down 4 people inside of a restaurant. Both suspects are now in custody. More and more people are angry about this phenomena and the time is now. Not five years from now, or let the underwriters handle it; the time is now.

Why us? Because we are here doing something about a solution. No other reason.

Here is the math in a clinical sense:

• In the 1950's, the world saw 3 note-worthy aircraft hijackings. Airplanes were only flying passengers since the 1920's.
• In the 1960's, that number went up to 15.
• In the 1970's, that number went up to 52.
• In the 1980's, the world took notice and certain measures were implemented to try and reduce that risk. Everyone had their own notion of how to reduce the number of hijackings. Only 27 hijackings.
• In the 1990's, there were only 16.
• In 2000's, the number stayed at 16.
• In 2010's, the decade isn't over yet, but there were 9, so far. None in the U.S. or Israel, leaders in security screening at airports.

Now compare this number against the number of dollars invested in airline security, over the same period.

Prior to 2000, less than $1B was being spent, per year, in the United States, to guard against the unthinkable. Since 2000, the cost has gone up to around $8B a year, in the United States. Think about it. We are spending 8 billion dollars a year to prevent the likelihood someone more easily imagines themselves failing at hijacking an aircraft, than succeeding.

Compare this, to the number of mass casualty incidents since 2000, and the amount of money we spend to ensure someone doesn't hijack a school bus or a classroom. Right now, we are on the cusp of an awakening. The country will stand with the team who can build a provable "fire prevention" system.

Market Analysis

There are 26,407 high schools in the United States. In addition, there are 10,693 private high schools. Of these existing schools, even if we only deliver our solution to 1% of public high schools, we deploy to 264 schools in the first two years. Which is more than enough to get our program off the ground. Let us show you how.

Execution

Analysis

This project is to produce intellectual property, which we offer in turn be used to improve public safety at schools in the United States. Which, eventually could be used to produce safer public gathering places of all types.

This project, with everyone's help, ventures to hire a "dream team" initially do some research. The goal of that research furthers the gathering of needful data; then synthesises the data; then uses that data to produce a concise, defensible, authoritative, definition of the problem set.

Why define the problem? Seems pretty obvious. No more dead kids. Right? - No.

Part of defining the problem, is to identify more than the bad actor and the behavior we don't want. For example, we also need to identify and classify the barriers that prevent communities from implementing even the most rudimentary safe-guards. Another example, we need to identify systemic flaws in enforcement protocols within systems already put in place.

Design

Our design philosophy is going to be wholistic. At the start, nothing is off the table. We start from the center and work our way out. Several key aspects of the design are expected to emerge. (Not in any particular order.)

• Likelihood of Adoption
• Cost Levels
• Simplicity
• Effectiveness
• Time to market

Build

The alpha and beta builds are expected to consist of several key elements.

• Physical Product(s)
• Published Products(s)
• Organization
• Delivery Structure

Test

Alpha Build White-box Testing

• Peer reviews of published products
• Internal testing of physical products
• Legal review of Organizational Structure

Beta Build | Black and White Box Testing

• Test marketing of published products
• External testing of physical products
• Legal, underwriter and political review of organizational approach
• External beta test sites at every major cost level
• Public relations and marketing release of findings with test results

Sales

Package and sell products to the customer categories listed in the deployment section:

• Main source of funding will be from public moneys and special program earmarks set aside by State and Local governments. Our biggest selling point is that we eliminate duplication of effort and put all your resources into implementation.
• We give away the appropriate solution to every school district already affected by a mass shooting.
• We offer to find funding for new customers, in disadvantaged school districts.
• We package the solution at three main levels:
  1. PRIMME Core: Core set of minimum recommendations.
  2. PRIMME Benefit: The core, plus an extra level of product line to build assurance in medium risk markets.
  3. PRIMME Assurance: The full spectrum product line.

Deployment

The project journeys to determine the best way to run a deployment. Here are the major customer categories: (In order of priority.)

• Schools
• Hospitals
• High Value Buildings (Banks, corporate HQ's, infrastructure choke points)
• Malls
• Concert Venues
• Conferences
• Sports Entertainment

The project then structures itself in such a way that the first stage funds each subsequent stage through sales:

• First Stage: (TBD) to (TBD) (deployment to beta sites and existing school shooting districts.)
• Second Stage: Sales driven, early adoptions and working out the kinks. Limited to schools only (stay focused).
• Third Stage: Sales driven, mature adopters, branching out to a larger number of customer categories.

Company and management summary

Board of Directors (*Paid 5 to 10 hours/mo, **Paid 20 hours life of project)

Provide oversight and promote the project in a meaningful way. Messaging. Strategic alliances. Barrier busting. Door opening. Insight. Accountability.

• *Chairman
• *Treasurer
• *Secretary
• Board member**

Core Team Members (Paid, Team Leaders)

The strategy behind staffing the core team with highly paid innovative thought leaders in each category is to come up with a incentivized group of people, likely to make a difference on this important topic. This is one of those societal issues that deserves a "spare no expense on meaningful stuff" approach. We strive to avoid being wasteful; rather leveraging our resources to produce significant impact.

• Communications Team
• Business Team
• Cyber Team
• Education Team
• Government (County/State/Federal) Team
• Human Resources Team
• Legal/Insurance Team
• Operations Team
• Police/Fire/EMS Operations, Emergency Management Team
• Public Relations and Messaging Team
• Science Team (Research, Medical, Engineering & Design)
• Security Systems Management Team
• Youth Leadership/Involvement Team

Executive Leadership Team

These key people contribute by endeavouring to provide leadership and accountability on delivery, within the core, and deliver project status to the board.

• Business Lead
• Executive Lead
• Legal Counsel
• Operations Lead
• Science Lead

External Audit

• Deloitte LLC
• Chase Bank
• PayChex, Inc.

Financial plan

Sources

Raise money by any and all legal, ethical and moral means necessary, once the core team is assembled. The following is a source list:

• Crowd-source
• Direct donations (501-C-3 application is created. Cost is $2500, once the core team is assembled. DLPS is responsible.)
• Fund-raisers
• Venturists
• Corporate sponsorship
• Grants

Funding Window: 5/1/2018 to 12/31/2018

Funding Targets:

$4.25M From 1/1/2020 to 7/9/2020 (*Life of project.)

$1M to pay the core team*

$3.25M to the support activities.*

Core Operating Principles

In good conscience, we should agree that this project should NOT START, until we are fully funded.

We are strongest and stand to be the most successful if we avoid borrowing entirely.

Independence is our value; if we avoid selling a controlling interest in the products we produce.

All revenue generated in the first stage should go towards furthering a second and third stage of the project.

Version

2.5.1 (5/6/2019)