01 / The investment thesis A Hitcents company

Business software.
Built to fit.
Built to keep up.

A shared AI platform to build, operate, and continuously improve software around each customer's workflows.

The opportunity: make company-specific software scale through shared automation.

02 / The customer's problem

One business process.
Too many places to reconcile it.

An order has to become production work. When tools and records disagree, people carry the process by hand.

A concrete customer exampleDocumented Handrail project scope

01Commerce

Customer orders

02ERP

Business records

03Production

Work in progress

04Shop floor

Scanner workflows

05File exchange

Connected systems

What the customer buys

Software shaped around the whole workflow, with one team responsible for keeping it useful.

Workflow illustration based on documented project scope. This is not a claim that every integration is live or that a specific customer ROI has been measured.

03 / The shared platform

Different businesses.
One delivery platform.

Customers get their own workflows. Handrail reuses the machinery that builds, checks, releases, and operates the software.

Manufacturing & commerce

Office & field operations

IT & service operations

handrailShared AI delivery platform

UnderstandBuildVerifyShipOperate

Customer requests + runtime evidence feed the next improvement

Project context & codeReusable SDKs & integrationsEnvironment & release controls

Platform architecture drawn from Handrail's documented implementation contracts. Individual capabilities and automation settings vary by project.

04 / Request to operation Illustrated product walkthrough

A change should travel
all the way to operation.

01 / Understand the request

Keep the change in context.

Connect the request to the application, its existing workflow, and the user's authority to request work.

Evidence to inspectRequest scope · project context · authorization

Automation within your policies.No human handoff is inherently required; review can be inserted where the customer's policy calls for it.

05 / Customers and use cases

Built around the work
of real businesses.

Five named accounts from management's Won list. Their needs span commerce, manufacturing, field work, and service operations.

BlueCotton

Commerce, ERP, production, scanners, and file exchange.

Order → production

Traughber Mechanical

ERP supporting office and field operations.

Office → job site

Spartan Cyber Services

ERP, mobile work, and monitoring scope.

Alert → service

Builders by Design

Purpose-built ERP for project operations.

Project coordination

MonumentPro

Software for the memorial business.

Specialized workflows

Descriptions reflect documented project scope, not a statement that every component is in production. Five names are approved for this deck; the CRM includes one additional Won deal. Measured ROI is not yet available. Evidence notes ↗

06 / Commercial traction Management CRM · September 23, 2026

Six wins.
Four months of selling.

Won recurring value$29.2K / month

$350.4K annualized CRM value

CRM stage: Won · billing and collections not reconciled here

One pipeline owner

Sales and partnerships handled by one employee, without full sales focus.

A regional starting point

Management reports essentially no formal marketing to date.

Open opportunitiesUnweighted potential · separate from Won business

2 proposals$25K / month$300K annualized potential

10 qualified contacted leads$83K / month$996K annualized potential

Monthly CRM values × 12. Won deal cards may not equal billing accounts. Open stages are neither signed revenue nor a forecast. The 12 open opportunities also carry $1.1M in potential one-time build fees. Definitions ↗

07 / Business model

Paid to launch.
Recurring revenue to keep it useful.

01 / Implementation

Build the first system

A scoped fee covers initial development, migration, and agreed integrations.

02 / Subscription

Operate and improve

Recurring fees cover the live platform, support, and explicit allowances for change.

03 / Expansion

Grow with the work

Price added capacity, agreed services, and separately operated deployments.

Current Won CRM deals$2K–$10.5K / month

Recorded deal range across differing scopes.

Enterprise reference offer$15K–$27.5K / month

Proposed tiers for 500–2,500 users, plus a $120K+ build.

Enterprise terms come from an unsigned reference proposal and include 40 engineering hours per month plus defined resource allowances. They are not achieved average pricing. Measure actual usage and direct costs by cohort; extra modules do not automatically create another deployment fee. Commercial basis ↗

08 / Why now and how it scales

AI changes
the cost of change.

Handrail applies AI across software's operating life: building the first version, responding to requests, investigating problems, and delivering the next release.

Reuse

One operating foundation

Shared deployment machinery, SDKs, integrations, and project controls.

+

Automate

Less repeated manual work

Carry project context and evidence from request through delivery and continued operation.

→

Economic thesis

More customer capacity

Grow recurring accounts while reducing human effort per implementation and change.

How we prove itTime to launchHuman hours per changeDirect cost per accountRecurring gross margin

This is the operating thesis and measurement framework. No productivity multiple or software-margin result is asserted.

09 / Alternatives and our edge

The advantage should
compound after launch.

Handrail keeps requirements, code, operating context, and change delivery connected under one accountable relationship.

Customer alternative	What the customer buys	Where Handrail aims to win
Packaged suite + integrator	An established suite with implementation and customization.	A system shaped around the customer's operating workflow.
Development firm / internal team	Custom engineering and ongoing support capacity.	Shared automation that reduces repeated delivery effort.
App platforms Retool · ServiceNow App Engine	Tools to build, deploy, and govern business applications.	Implementation and continued operation in one managed offer.
Handrail	Company-specific software plus its continuing operation.	Project context + reusable platform + accountable delivery.

Positioning, not a tested feature ranking; competitors and their partners can offer overlapping services. Sources: Retool ↗ · ServiceNow ↗. Validate the advantage through customer choice, delivery cost, and retention.

10 / A focused sales motion

Win one workflow.
Repeat the offer.

Initial focusSpecialty manufacturing
& field-service operators

Working buyer profile

Roughly 50–500 employees.
Owner or operations leader, with finance and IT involved.

Purchase trigger

A core workflow has outgrown the fit of packaged tools and spreadsheets.

01 / Direct sales

Prove the offer

Lead with an industry workflow demo and named customer references. Track sales cycle, conversion, and delivery effort.

02 / Expansion

Follow the workflow

Grow from one process into adjacent departments, sites, and business units with separately agreed scope.

03 / Partner pilots

Extend trusted access

Test an integrator offer that rewards the partner for customer discovery, delivery, and continuing account value.

Proposed initial focus based on the current account mix, not a measured market segment. Marketing supports the same focused offer with demos and customer evidence. No national conversion rate or signed partner channel is assumed.

11 / The scale of the opportunity

A large business starts
with a repeatable account.

The expansion path runs from a critical workflow to departments, sites, and enterprise business units—including work around existing suites.

One operating workflowMore departments & sitesLarger enterprise accounts

Illustrative annual scale$100M

in recurring fees

At the current Won deal average≈1,700 accounts

$58.4K annual recurring value per deal in the CRM snapshot.

At the enterprise reference entry price≈560 accounts

$180K annual recurring fees per account, based on proposed pricing.

Rounded scale illustrations: $100M ÷ annual fee. They are not a forecast, account-count target, or TAM estimate. Current deal cards may not equal billing accounts; enterprise pricing is proposed. A count of eligible buyers and observed conversion are still needed to size the reachable market.

12 / The team

Built by people who have
carried software after launch.

Handrail grew out of Hitcents' experience delivering software and supporting the systems behind it. Product, infrastructure, and customer responsibility meet in one team.

**Clinton Mills**CEO
Company leadership and customer relationships.

**Josh Huddy**Product
Customer workflows and the product experience.

**Robert Camp**Infrastructure
The environments and systems behind delivery.

25 yearsof Hitcents software delivery

60+people previously scaled in the gaming division

A longstanding core team, now turning recurring delivery work into a shared platform.

History and divisional scale are management supplied. Historical organizational scale is distinct from Handrail's current staffing or enterprise sales performance.

13 / What capital accelerates

A working platform.
A repeatable business next.

Use capital to turn early customer wins into measured delivery capacity and a sales motion that travels beyond the existing network.

01 / Delivery economics

Show the operating advantage

Referenceable deployments with launch time, human effort, direct cost, and customer outcomes measured.

Result: explainable account margins

02 / Dedicated sales

Repeat the customer win

Sell the same focused offer beyond current relationships, with a documented funnel and delivery capacity.

Result: a repeatable sales motion

03 / Integrator pilots

Prove a second route

Test partner incentives and joint delivery on a bounded offer before expanding the channel.

Result: evidence for channel expansion

Company-specific software.
A shared platform that keeps it moving.

Continue the conversation

Milestones describe the proposed next stage. Supporting definitions and open diligence items follow. Read the evidence notes ↗

14 / Appendix September 23, 2026

The basis of
the investment discussion.

Commercial figures

Management CRM snapshot

Won: 6 cards, $29,200/month. Proposal: 2 cards, $25,000/month. Contacted: 10 qualified leads, $83,000/month. Annualized values multiply monthly fees by 12. Open pipeline is unweighted.

Won does not establish subscription commencement, billed ARR, or collections. Reconcile signed, live, invoiced, and collected amounts before using those labels.

Pricing & economics

Current deals and a reference offer

Won CRM fees range from $2K to $10.5K/month. An unsigned enterprise proposal specifies a $120K+ initial build, $15K–$27.5K monthly tiers, 40 engineering hours, and resource allowances.

Reference pricing is not achieved average revenue. Actual engineering usage, infrastructure, AI, and support costs are needed to establish margins by account.

Product & customer evidence

Scope, architecture, and outcomes

Customer names are approved; descriptions summarize documented project scope. The platform diagram and example walkthrough describe Handrail's operating model, not a captured live run.

No validated customer ROI or automation productivity multiple is claimed. Capabilities and release checks depend on each project's configuration.

Company & financing

Developed within Hitcents

The reference proposal names Hitcents as contracting party and application/platform software owner; customers own their data, materials, and outputs.

The investment entity's rights to IP, contracts, and economics need definition. Management's “cash-flow healthy” statement needs entity-level reconciliation; no standalone Handrail cash-flow figure is presented.

Next evidence: customer outcomes · account margins · sales conversion · financing structure.

Back to the investment case ↗

Business software.Built to fit.Built to keep up.

One business process.Too many places to reconcile it.

Different businesses.One delivery platform.

A change should travelall the way to operation.