Hi, my name is Chris Marlett. I am CEO of MDB Capital Holdings. I'm here today to talk to you about Invizyne, a new big idea company that will be spinning out its own independent public company. We're pretty excited about it. So let me take you through the slide deck to tell you why we're so excited. We're here to talk about biomanufacturing. Everyone's been talking about the hype and promise of synthetic biology and and what effect that'll have on manufacturing new chemicals. And what we're doing at Invizyne is, is really, in our mind, enabling this revolution, because most of these companies have had a really difficult time actually scaling their manufacturing processes and showing that they're commercially viable. So what we're doing that's very different is what we call cell free biomanufacturing. And by enabling it means we're we're going to actually be enabling chemical companies that are already in these markets to manufacture chemicals they can't currently manufacture with synthetic biology, or to lower their existing manufacturing costs for their for their existing products. And, um. The promise of cell free has been around for a while, but there were some really critical barriers that we've overcome that makes this, um, really an exciting time for the whole industry. And quite frankly, you know, why we believe in design will be the leader in this, in this new revolution that's soon coming. So, uh, why are people excited about synthetic biology? Well, you know, so many chemicals today are derived from petroleum based manufacturing. And and what happens is, is that, um, you know, when you're basically extracting petroleum and converting it, you're releasing carbon as opposed to plant derived products. What they do is they capture the carbon and you effectively, you're still releasing the carbon when you when you utilize it, but you're recycling the carbon as opposed to unearthing new carbon and throwing it into the atmosphere. And. And so the first generation of synthetic biology, really didn't hit its promise yet. and I think, um, as you'll hear about here shortly, why I don't think it really will and why I believe cell free is is is really, um, holds the promise to make synthetic biology a reality. And I think from the feedback we're getting from not only, you know, subject matter expert scientists and companies that want to partner with us, they're seeing the difference pretty clearly and why it's a great time to be taking and design public. So this is really the crux of it. And what people tried to do in synthetic biology was engineer cells effectively, uh, cells or yeast to ferment or, or which is what we know about with alcohol is it ferments and then the alcohol is emitted from this reaction that happens inside the cell. What they have to do, though, is they have to genetically engineer these new cells and then figure out how to get them to operate. It's a very, very complicated process. But inside those cells are the key enzymes that break down the sugars that that enable this process. And so what the founding scientists from UCLA did is I said, what if we just extracted the enzymes, got rid of the cell mechanics, wouldn't that be a lot easier? And in fact, um, it has worked really, really well. And and what what's great about it is that you can, uh, prototype a new chemical manufacturing process very, very quickly because you're not trying to engineer a cell and also figure out how to do the downstream processing, how to keep that cell alive. Lots of other complicated issues that are that are born when you try and do it in the cell. And, um, what held back, uh, the whole cell free approach was where are you going to get the enzymes. So we first started looking at this. It was very difficult because we didn't know where to go get the enzymes. You couldn't just go to the corner store and buy enzymes. You had to actually make them yourselves. And that's what sort of taking this, this company a little bit longer to get going than our normal companies is that we had to actually make the ingredients to actually make the recipe, if you will. But once we made the ingredients and we showed that the that the recipe was viable, everybody says, wow, now it's now there's a reason to go make the ingredients, which it was sort of the chicken or the egg problem that I think we've solved. And why in our enablement we're going to be making not only the recipes, but also the ingredients, the key ingredients, and for, you know, ingredients that are going to involve, you know, huge scale enzyme production. We can partner with folks to do those that are in the business of doing that. But for a lot of the products we're talking about and chemicals we're talking about, we will be enabling it by being able to make the key enzymes, um, in relatively low quantities. So, um, you know, I think that, um, the real reason to do this, while the environmental sustainability of it is great. Um, most of these companies really wrestle with costs, um, and so we can really lower costs and CapEx. So, um, even with things like alcohols and things like that that have traditionally been made through fermentation, we can dramatically reduce the size of the plants, which means lower CapEx means higher yield. Um, not to not to mention we're also getting super fast time to market because we could sit down with a chemical company and start to have a discussion with them and literally prototype and demonstrate feasibility very quickly. We're talking months, not years, which is the case typically with Send bio. And. And because the process of actually manufacturing the chemical is much simpler, it's it's much easier to demonstrate the, uh, the proof of concept in a pilot plant, because these are processes that are really pretty simple processes. There's not a lot of black art in it. It's just basic. It's just basic, um, chemistry. Um, I would say, you know, as you know, from all of our companies, we like to set up these companies to be the leader in a new technology vertical. And I think that clearly we are establishing that and we've been recognized by the major journals that are showing that that we really have figured out, you know, if you will crack the code of cell free biomanufacturing. And not only have we gotten tons of, um, peer reviewed journal articles published about what we're doing, but we've also, as you'll see, gotten lots of grants as well. But this is really the proofs of the pudding right here. And, um, to give you an idea, you know, we've we've now demonstrated, um, with these recipes with, you know, with enzymes again, that we had to, we had to make to prove it. But that's what, you know, again, took so long. But what's happened is we're now showing we're getting the yield. And the yield is is what drives cost. Um, and, and viability in many cases, uh, we're getting hundreds if not thousands of times, you know, more product and then some of the early stuff. But in these really kind of big markets here that we're showing you here, we're getting substantially more, which really takes it from being financially not feasible to being really financially feasible. And um, and I think that, you know, we can now prove this, we can bring, you know, all of the people that we're doing, um, partnership, uh, talks with. We can bring them in, they can see it. There's there's no, you know, there's total transparency. We're able to demonstrate this. Um, and I think everybody's sort of getting it now. Um, the other thing that's been great about developing this company and the promise of it and all the recognition we're getting, is that the government has been funding much most of the effort. You know, we've, uh, we've gotten approximately two times the amount of grants and the amount of capital we've had to put in. So this has been very capital light. And we've been, you know, demonstrating really breakthrough technology without, you know, this being a black hole of money, like a lot of these, um, disruptive technology platforms are. And so we've really run the company on about $6 million for five years, in addition to the $13 million in grants. And I think going forward, um, you're going to see that this is super capital light. We're going to sit down with these companies, develop, uh, if you will, new recipes and, uh, for, for their chemicals and, um, get these things to market, um, without, without having to invest tens of millions of dollars. So the commercialization strategy is really to to work in these four areas with pharma companies, chemical companies, the government, and sort of this JV process with other um companies where we sit down with them and say, hey, listen, let's let's figure out a new, a new chemical that you would like to make or reduce the cost of an existing chemical or the or the sustainability, if you will, of the existing chemical you're making. And it could be a drug, it could be flavors and fragrances and paints and dyes and what have you. Um, and biofuels and, uh, what have you. So it's, it's, it's a, you know, it's an endless sort of market. And what we do is we sit down and we're able to work with them to do this and then come up with a license and royalty program, uh, along with enzyme sales, so that they see, um, not only that, this is really, um, financially valuable to them, but also that this works for us as well. And, and I think that when you see, you know, a great disruptive technology, there's got to be enough value for the person, for the company you're partnering with as well as, um, for the company itself. And, and I think that we clearly have that within design. And, um, it's a very powerful financial model from what I can see. So when sitting down with these companies, you really say, okay, what do you want to make? How are we going to, you know, fund the early development work? Well, you can see on the bottom this is not, again, tens of millions of dollars to figure out if it works. We can do it very, very cost effectively. And that's why I believe that all these companies that we're now starting to talk to sort of get it and realize, wow, this isn't going to take years and millions of dollars like it does with cell based methods. We're going to be able to actually prototype these chemicals super quick, you know, very cost effectively and really get a go no go decision with without, you know, major corporate commitment. And so what we're trying to do is is really more importantly, select the right chemicals where there's really a great use case. So we actually I think are going to have to say no more to, to companies than the other companies are going to say no to us, because I think we're going to have a lot more companies wanting to to try and and do this with us. Then we're probably able to handle in the short run. And I think in our early business development talks, we're finding that out, I think pretty quickly. And then I think once we've proven feasibility, it's okay. What type of pilot scale do you want to do is to triple check that it really is going to work. And then that leads to commercialization. But again, because we're our yields are so high, the pilot scale feasibility is so much smaller in the case of drugs, a lot of times these are going to be reactors that are, you know, that fit in a relatively small room or warehouse. These aren't, again, huge reactors that you've typically seen. Um with traditional synthetic biology. So again, not a not a huge hurdle, not not a massive corporate decision for them to figure out, okay, is this really going to work for us? So, um, what we've been able to do with our IP is, is pretty great. Not only can we, um, you know, sort of patent some of these novel enzymes that we're developing, but we can also, um, patent the process and, and in many cases, we're actually creating new chemicals that didn't exist before. Um, which is really exciting, which we get composition of matter patents. Um. And then there's, of course, trade secrets that actually make all this viable, because we've learned a lot of things in, you know, not only how to make some of these enzymes, but also the the trade secrets in effectively putting the enzymes together to convert that sugar or, uh, into um or a or substrate into, uh, a new chemical. Um, so we're able to then license not only the, the patents on, if you will, the recipes, the enzymes, uh, in many cases the actual new chemical entity, uh, which, which ensures sort of our ability to get paid for, you know, the breakthrough technology we've developed. And, you know, speaking about the BDS efforts and and how we prioritize, you know, I think that, like I said, I think we're going to be we're going to have more companies wanting to have us try to make something for them. Then we should probably be actually entering into. So we have to really select those high value, um, opportunities. And, you know, and ideally you want these high value, clear path to market type stuff where we can generate revenue right away, where we can now, you know, project to the market and tell people, listen, we've, you know, we can make, you know, this chemical. There'll be this much margin in it for the chemical company. They'll be this much margin it for us. And there's, you know, billions of dollars of this chemical that's needed. So we're going to focus obviously on those. And I think we have a few of those, you know, in our sights. And we're starting to have those conversations as we've, you know, um, we've been working with this for a while. So we have some pretty good ideas of which markets we should be entering first, which we'll talk to you about in a second. So um, value is value creation in, in in disruptive platform technology is all about partnering. And uh, we're not as we're not going to be trying to go build our own huge plans to build these to make these chemicals, we have to partner with people and get them engaged. As we get them engaged and we have the product roadmap, the market very clearly understands how big that can be. And so these are the kind of folks we're talking to in the various buckets of, of of technology. And um, so it's a very target rich universe. Um, I don't think, you know, we're not getting a lot of people saying Jesus is really silly. You have to go prove a lot more. What they're really saying is, you know, yeah, let's sit down and let's let's figure out where we where we want to focus our efforts. They have a lot more ideas than what we have about their own business. And so what's exciting is as we get out and talk to them, we're learning a lot more about where, you know, where we should be pointing our R&D efforts or our development efforts internally. Um, as you know, we've learned in disruptive technology this, you know, you really have to have this funnel and you have to have a, you know, you have to be very aware of, of, um, you know, time to deal. And, you know, it's a process. Right? And again, it's an optimization process, as I talked about. And, you know, we brought on a great, uh, fellow from, from Gingko. Um, he was not only at Gingko, but he was also at poet, which was a biofuel manufacturer. So he's got really fantastic background and really shepherding deals forward. You know, as you've seen Gingko signed, I don't know, maybe over 100 deals. Um, you know, the problem is, is that they're still working within the cell and they can't get these things to really scale. Um, but they created $18 billion in value with this process. Um, and, um, you know, and I think that, Zach, that you'll get to know it's really got the formula for getting out there and optimizing this, this deal funnel, which is starting to fill up and is moving along really nicely. So some of the areas that we know that we're going to be able to add value, um, is what we'll talk about just to give you, you know, some some actual use case scenarios. But, um, the Doe is funded a lot of our work in ISO butanol where we've basically proven that we, you know, we have feasibility to make isopentanol, which is used to make sustainable aviation fuel, um, the European Union's mandated, you know, the use of this over time and for them to hit their targets, they need a solution. The solutions that are out there today don't look very good and they don't look very financially feasible. But when you look at our what we call techno economic analysis, you know, we're we're demonstrating that it's very financially feasible or it's the potentially the most financially feasible way to make sustainable aviation fuel. So it's pretty, pretty exciting because lots of people are excited about this market and there's really no great solutions. Our, our hurdle in this is really we really need sort of a three legged stool of deals, which we're working on right now. The first one is, you know, we need someone to actually, you know, just, you know, work with us to finish the design and build the plant. We need the enzyme partner that's going to need to make millions of pounds of, of enzymes a year to, to make sustainable aviation fuel. And we're and we're also going to need the feedstock source, which is basically there's lots of people that make various forms of sugars that we can convert. And so, um, uh, we're in those talks right now. And I think as we put those relationships together and I can see them coming together, I think relatively soon, um, we're going to see that this goes from sort of an idea to a very tangible business opportunity. Um, and, you know, you can see the players that are playing in the SAF market, not only how much money they've been able to raise, but how much value they've created. So this could get very exciting very quickly as we reduce the risk and make commercialization very tangible for folks. The other part that's, um, in many ways easier is, is drug discovery and development because we're able to actually make new drugs. And we've demonstrated that with a lot of the with a lot of the funding we've gotten with cannabinoids, and we've been able to show that we can make cannabinoids that are very difficult to make with synthetic chemistry, um, and virtually impossible to extract from the plant. Everyone's excited about cannabinoids because this endocannabinoid receptor that sits on basically every cell in the body. And that's where, you know, I think lots of drug companies or, you know, out there trying to develop various endocannabinoid or various cannabinoids to to hit those receptors. We can not only make new chemical entities, but we can make the existing ones GMP, which is good manufacturing practices as opposed to extracting from the plant. We can actually, um, make this repeatable and not have to go through all the growing issues that make it very difficult to achieve GMP. So, um, uh, the other nice thing about pharma is you don't need millions of pounds of enzymes. You need you need a fairly small amount of enzymes to be able to, um, to make a kilo drug, if you will. And right now, we've shown in cannabinoids that we can make these cannabinoid drugs for, you know, $10,000 a kilo or less. So that's, you know, probably somewhere between if you figure that a dose of somewhere between 10mg and 50mg, somewhere between 10 and $0.50 a dose, about a penny per milligram, which is, you know, very cost effective today, we don't have to scale up production or anything. We can do this, um, very cost effectively with our the way we've done it today, which again, cannot be done with traditional synthetic biology, that cell based. So by partnering, instead of trying to compete with our, you know, with, with chemical companies, um, we have, you know, multiple shots on goal. I think the reason why a lot of people that have gotten novel new ways to make chemicals, trying to go build their own plant is there's just just not enough margin. Um, but because of the breakthrough nature of our technology, there's plenty of margin for us and there's plenty of margin for our partners. And so this enables a really low CapEx, asymmetric upside type potential. So we don't have a ton of downside. We don't have to go spend tens of millions of dollars to go to develop these chemicals or drugs. Um, we develop them with them. We develop the things that they want. Um, they understand those markets, and then we get royalties, licensing fees, and we'll and we'll sell them the critical enzymes that they really can't get anywhere else. So, um, you know, we'll have, you know, a very healthy return, uh, and pay back on our technology development, um, which really has a high impact on our NPV. So if we were able to say, take on a drug that, you know, that make an existing drug that does 2 billion a year in sales, which there is one cannabinoid in the market that does about 2 billion in sales. And let's say we could say we can make a GMP, we can make a better version of it, um, because we have the ability to create a new chemical entity which gives them longer patent life. You know what, we'd like a 5% royalty on that. Is that crazy? Well, $100 million, you know, royalty stream on a $2 billion drug has huge NPV that royalty could probably be sold for, you know, a couple billion dollars. Um, and, and so really exciting that, um, we don't have to go spend tens of millions of dollars to go create a lot of value. And that's sort of the upside potential that we see with Amazon. So really over the next, you know, you know, a few years really what do we have to do to, to to make these engagements go and really get to commercialization when we have to scale our enzyme production? Because enzymes are not only enable us to prototype new chemicals and demonstrate that we can actually make themselves free, but also once they go into production and pilot production and commercial production, you have to have the enzymes to go make them. So we're going to scale our enzymes very smartly, focus on the enzymes that can be used on lots of different chemicals or drugs and um, make that happen. Um, scaling enzyme production is not a crazy expensive thing to do. It's not like, again, we're not having to spend tens of millions of dollars to do that. We will partner with other enzyme makers that, you know, where we need super big scale. So again, we don't we don't need to go spend a ton of money to do that R&D project and facilities expansion, you know, you need more benches, doing more prototypes, more people. Again, a lot of this is grant funded. We've been able to bring on new teams and bring in grants to fund these new projects, because what we're doing is so unique and differentiated. If you I mean, the existing symbiosis based, you know, industry got, you know, billions of dollars of funding from, from various sources. Um, we don't need that kind of funding. But but it's out there and we'll continue to, you know, build that ability, which is really building the intellectual capital. The team, um, and that team is so critical to, um, because this is a new way of thinking about things. You really have to train people from the ground up. You can't just go hire someone that really knows this already, so that that group of talent is growing as we speak. And it's really it's pretty exciting because we've moved ISO butanol and let's call it biofuels down the road so, so fast. Um, we're going to be, you know, developing those business relationships. I think very quickly. And we have Michael Burns, who is joined us from Nova Science, who knows the biofuel business pretty darn well, um, and grew up around the ethanol business. So, um, we'll be hopefully getting those partnerships together. And I think those will drive a lot of value. And then the pharma space where I think we can compete right away, meaning we can make we can demonstrate that we can make these drugs very quickly, uh, very cost effectively and create new drugs, etc.. Um, I think we're, we're super close on being able to, you know, sit down with lots of drug companies and show them what we can do. And that process is just starting. Um, we've got a great team, Michael Holtz and, uh, we, um, we were working with another company that we were talking about, taking it public. It was a platform technology company that had multiple product opportunities, much like Invizyne. And Michael really did a great job of of architecting and putting together the IP and, and business strategy. Um, but before we really entered into the process to take them public or to fund them, um, he sold they sold the, the company. And, um, so we got to know each other really well. He really believes in the MDB process. And it's been it's been a great working with Michael. And I think he gets it. And I think, um, as you guys get to know Michael, you'll get pretty excited to see that he really is not only not he's got the right entrepreneurial mindset, but he also understands and sort of, you know, sort of what we do at MDB and and how we develop value. Tyler and Paul are really the geniuses behind this, along with Jim Bowie, who's on our board. Um, uh, they're all from UCLA, and they were the ones that really figured out how to create these recipes at work. And, um, they're the thought leaders in the field. They're there's really, you know, there's really nobody else out there like them that have really just made this their area focus. And, um, whether it's the grant funding, whether it's, you know, all the initial success we're having in partnerships really all comes from their genius and their foundational work. Michael Byrnes recently joined us from Nova Times, which is a big enzyme manufacturer for the ethanol industry, and it really knows those markets and is sort of leading the charge with regard to those discussions and moving Saff and ISO butanol forward. Zach Karl, who I referenced before, came to us from Ginkgo. Um, he so he has the the broad BD experience how to build a funnel. Um, I think that, you know, what's great about it is I think his efforts are going to be much easier to work with here, because we can prototype these chemicals and show a feasibility very, very quickly as opposed to what Ginkgo has struggled with. In addition, he worked um with poet, which was one of the big, um, uh, ethanol producers and one of the largest ethanol producers in the country. So, um, and his PhD enables him to really sit down with these scientists and, and convince them that we have the technology that will, uh, they can deliver and deliver quickly. So it's a great, a great team. And we're, um, you know, very happy how the team has come together. So the IPO, um, you know, we don't need tons of money to develop this company, hence why we're doing a relatively small IPO. It's only $17 million, which we think gets us down the road to some of these big, you know, partnerships. Um, and I think that, you know, our, our philosophy is, is why over dilute now when this is really now developing in these big new product opportunities are going to come to light here. I think pretty quickly we're going to be um. And doing 4.3 million shares. It's not class A shares. It's, uh, we're we're effectively giving the class A shareholders of MDB the right to purchase one share of Invizyne for every share of stock down. And so to do that, you'll need to open an account at MDB or with our syndicate partners. Uh, right now it's Rodney Baber at, at Paulson. Um, and, and the folks at digital offering. I will also be participating as some of the MDB shareholders still hold their shares there. So we expect to take a publican on Nasdaq in July. And um, the other interesting thing about what we're doing, as you might have heard, is, um, we really believe that this, uh, qualifies for section 1202. So much like in real estate with 1031 exchanges, you can buy this company. Um, you can hold it five years and pay no taxes, um, on any profits. Or you can, um, you know, if, if, if you decide to sell it before then, you can exchange it into another 1202 qualifying company. So it's pretty powerful provision of the tax code that really is meant for these kind of companies to get them launched and get them off the ground. So, um, I'm excited about this. I think we're going to end up having, um, really a, uh, this is going to be one of our most, you know, I think, impactful companies we've ever launched, um, that will have, um, implications across so many different industries and so many different products. Uh, we're we're excited to have you on this journey. We think, uh, the company can create a lot of value very quickly. And we'll hope you'll join us on the journey.