Extracts from the BUSINESS PLAN


© Copyright
Dr Milson Macleod 2005

'Investing' in this program equates to "Green Investing" or "Socially Responsible Investing" in today's business terminology. The initial stages will be covered by a non-profit operation. In the future investments will be in 'humanity'.

In the meantime it has been discovered that there will be a complete reorganization of corporations post-NESARA. There will be NO non-profit organizations, as their raison d'être disappears - taxation and government control.

"Shares" will no longer exist - and Stock Exchanges will be closed down permanently

Financing needs have been based upon a moderate start to this project. However, the demand could well outstrip production capacity very quickly, as the first stage opens the way to a global market. The land acquired initially should be suitable for future expansion, or the port must be moved to a new, more permanent location once the service has been more generally accepted. Once flights begin, hopefully by the end of the first year, an income-flow is established, and once shuttle sales begin, that extra income should fund further expansion, helping subsidiaries to build space-ports in all major destinations across the world.

Revolution in the Air: Land available in Surrey: 9.03 acres,currently classified as retail, $4.5 million
9 acres, Surrey, $4.5 million
Revolution in the Air: Land available in Blaine WA, 46 acres, manufacturing, $10.5 million.
46 acres 1 mile from Canadian/US Border

Each expansion of the operation would be through the establishment of a further corporation in which the founding corporation will nominate the directors (see Corporate Organisation).

The financial projections (see Appendix A) show that continued expansion postpones the technical break-even point to Year 4, but it could be brought forward to the end of the second year of operations (Year 3) by increased shuttle production. But assets are being accumulated every year in the meantime.

By the end of Year 5 it is estimated that assets could include 45 space-ports (see Appendix A, page xi), if all operations were under the umbrella of one organisation (the originating 'Company A').


(see Appendix A, specifically page xi, Summary of Income & Expenditure)

Start-up costs: (estimated first 3 months) $39 million
Total Costs: Year 1: $170,847,917 Year 2: $2,173,416,317
Year 3: $2,847,508,517 Year 4: $2,697,833,917
Year 5: $2,936,040,717 Total: $10,825,647,383
Cumulative excess of income over expenditure: (after 5 years) $4,006,928,617
Assets at this point could include 45 space-ports.
(Financial results could be radically changed by increased shuttle production: these figures are based on sales of 360 by the end of Year 3, the 2nd year of operations).
Income: per shuttle sold (proposed) $10 million
Landing fee per shuttle (proposed) $1,000
Total Capital Expenditure over 5 years: $5,399,087,900

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