We have created this space basically for discussing our pitch deck for the purpose of enlightening high income individuals and institutions that may want to get the details about our motivation before deciding to get classified among our unlisted investors.

Our pitch deck is a slide presentation which we have the opportunity to represent here the way we presented the contents in our original slides, and we are doing this representation to inform you and spur immediate interest in our startup’s first industry concentration. 

We are concentrating basically in travels & tourism, and we hope you can invest hereafter by picking our unlisted reward tier of $20,000 reserved for 1000 participants who meet the reserved status defined as institution or high income earner.

The ROI for investing $20,000 in order to get classified as an unlisted investor is $400,000 or 2000% ROI after five years. And since this is a very important class of investment, we have decided to give you an insight into what our pitch deck contains in the contents that follow.

ECF-F Travels Host Agency

#1 Aviation Partnership Talent Development & Recruitment Host Agency for Empowering new Travel Professionals

Confidential Investor Presentation July 2017 

ECF-F Travels 

Host Agency 

Is an initiative of ECF Foundation to develop and recruit talents for the travels and tours industry through a number of innovative programs designed to make Travels & Tours talent development a rewarding exercise for all stakeholders. 

What we’ve observed: 

Now when over 200 million new talents are on demand in the rapidly expanding travel industry, all new travel professional career aspirants know that successfully starting a travel agency depends primarily on affording two industry tailored must-have:

  1. Training & 
  2. License 


Woefully, the high cost of licenses, & professional training; with lack of awareness, skills, and industry experience, prevents many aspiring aviation partners from accessing the fast-satisfying new travel career job opportunity, and so the widening talent gap is unfilled despite growth. 


Why is the unfilled talent gap widening? 

Aside growth drives in the Caribbean, Africa, Europe, and Latin America, An IATA commissioned study found that in Asia Pacific, 70 million Jobs will be supported by Air Transport by 2035 and nearly $1.3 trillion in GDP. A new demand for over 200 million travel professionals widens the unfilled gap. 


· Lack of initiative to boost human capital with talent development programs. 

This could be attributed to six of seven deficient areas in the industry… 

  1. Lack of initiative to address Human capital development      deficiencies in the industry

ΠOther industries get new talent inflow from regular college programs for undergraduates, graduates and post graduates. [See Appendix One1]

ΠNo curriculum is specifically developed for college undergraduates to make a career choice for the travel industry.

As a result, there is no minimum academic requirement for qualifying to get a job in this industry.

2. Absence of compelling travels and tours talent development programs.

 Failure to highlight the attractive nature of starting a career in this fast growing industry that screens 325 million airport passengers every year with IATA AVSEC position anticipating passenger growth. 

 There is no emphasis on the need to explore this career option as other career options are honed even among high school leavers choosing a career before starting a college program.

The result is that the diverse career options in aviation sounds strange to nearly all recent college grads 

3. Failure of human resource firms to find an effective way to woo talents to the travels and tours industry

Ž Neglect of opportunities to make more people aware of the high income earning potentials of existing talents in the industry in order to attract new talents to the industry. [See Appendix Two2] 

Ž Concentration on only regularly in-demand career job vacancies thereby discouraging job creation in Travels & Tourism. 

This victimizes the employer who creates jobs that remain vacant due to lack of qualified talents. 

4. Zero support platforms for responsibly and responsively empowering new travel professional talents with 100% career sponsorship and full scholarship incentives.

 Setting up of only profit oriented training centers for players in the industry to access

 Monopoly & concentration in costly diploma & professional certificate training programs accessible mainly on business level to travel professionals familiar with the industry. 

New players are not attracted. 

5. The need to build an economy of collaboration established on Public Private Partnership may seem well appreciated in the areas of safety and security, as felt in the playing of collaborative role by the 191 Member States of International Civil Aviation Organization (ICAO) regulating the industry with operational standards, except in the business of talent development and human capital development context of the industry. 

 As government and industry collaborate, decentralization which fosters fast market penetration is replaced with harmonized and responsive security systems based on data, risk management and efficient technology, overemphasizing regulation. 

 One-way (member-only) communication is built among regulators, airlines, and other aviation partners in relation with staff and passengers; and ignoring public relations. 

The wider public stays uninformed and passive towards aviation development. 

6. There is no stakeholder base available for harnessing the partnership potentials in the talent development section of the industry whereas new opportunities could be created to attract more persons to start a travel career with ease seeing the wide array of airlines and/or agent departments to work in, among which are Ticketing, Business Travel, Revenue Management, (Interline) Accounting, Refunds, Sales, Marketing, Administration, Taxes, Helpdesk, Training, (Airport) Passenger Services, Finance, Government & Industry Affairs, Pricing & (International) Tariffs. 

‘ More people need to invest in this industry with over 200 million people working in it worldwide yet entrepreneurs are not pitching ideas in it to them. 

‘ Independent institutions are not encouraged to play a role in content development for wider impact of knowledge transfer. 

Information sources are monopolized, limiting the potential for wider impact. 

7. Lack of human resource strategic innovations in the industry where more talents mean more money just as some 60,000 IATA travel agents worldwide currently benefit from IATA accreditation, selling US $220 billion worth of airline tickets on behalf of some 265 IATA airline members. 

’ Growth hacking strategies are not implemented in the human resource section of the industry. 

’ Human resource strategies are barely old-fashioned and lack the juiciness needed to compel a wider range of people to pick career interest in the industry. 

Making a career in it the least planned career choice people make globally. 

Conversely, the killer Shot can be taken from these 3 angles for scoring the winning goal:


  1. Finding talent development       program sponsors matters


  1. We’re the ones to do it with       innovations that set us apart from others who don’t do it.


  1. It’s what we’re now doing


Attractive Talent Development Programs that are incentivized with sponsorship [See Appendix Three3]

We’re building:

ECF-F Travel

Host Agency 

To train & hire new travel professionals helped to easily start a successful home-based travel agency business on our 100% career sponsorship platform 

What we realized by testing ECF-F Travel Host Agency… 

1. Travel career Trainings & licenses are expensive and unaffordable to most travel career aspirants.

2. People can invest in a viable talent development program, as sponsors of selected trainings & licenses while getting compensated with returns from revenues generated by all the sponsored new travel professionals who successfully launch their new travel agency businesses after 6 months.

Early Results 

• July 1, 2017 – First 100 Invitations were sent demanding EOI from interested stakeholders in the talent development project sponsorship opportunity introduced

• July 3, 2017 – 44 recipients liked the project when engaged via LinkedIn.

• July 7, 2017 – 5 recipients sent EOI. 

Sponsoring talent development for a post-success reward was the most compelling idea for generating a positive response from stakeholders. [See Appendix Four4] 

Our Unfair Advantage for achieving traction and distribution [See Appendix Five5] 

Our Unfair Advantage:

Our Advantage:

Concentrating all our energy on sponsoring talent development

Our Advantage:

Having a reeling Growth-hacking / P.R strategy for brand positioning as “pioneer of an H.R Partnership Innovation to satisfy the growing demand for over 200 million new talents to fill the talent gap in the rapidly expanding travel industry” [See Appendix Six6]


Month 1-25:

$1.3 Billion Market [See Appendix Seven7]

Growth into Larger $10 Billion Market [See Appendix Eight8]

18-Month Plan 

Raise $10.5 Million in Seed [See Appendix Nine9]

Launch platform to attract & sponsor first 10,000 talents to GROW the H.R. Part of Business [See Appendix Ten10] 


Win the trust of our new H.R. Partners [See Appendix Eleven11] 

Our Team 

We enjoy a blend of deep expertise and decades of combined experience in raising/investing seed capital [See Appendix Twelve12]

Our mission is to train and hire new travel professionals helped to start their new travel agency business on our 100% travel career sponsorship platform

ECF-F Travel

Host Agency 

Contact: [email protected] 



With all the details given here, your questions are already answered, and you may now get into our project by choosing our unlisted investors category to be a part of our success. The reward perk for you to fund us with $20,000 and get back $400,000 after five years is right here


Appendix One

1. The fact that we want to get talents among college grads in order to make an impact that is lacking in the travel industry, among this young ones, we have decided to target our 5 million talents from among those graduating from college every year, and to do this on a global equal career opportunity scale, we consider it necessary to set a team dedicated to carrying out talent recruitment campaigns locally and online, globally, they are the 1000 Travel Agent Associates (TAA) stakeholders mandated to execute our talent haunt campaigns independently, and targeting talents in colleges globally will be a great way create our brand awareness among college students and get their regular participation in our annual talent development programs – a feat never before achieved in the aviation industry. 

Appendix Two

2 The Casualties are employers who would often fail 100% on their team building goals. Employers are thus left to suffer delay at filling their vacancies sufficiently with desired talents. As a result, the victim being the employer is discouraged from creating new employment for people in a particular region where talent development is absent. Growth is thus slow in this huge industry whereas research by the Travel Industry Association of America (TIA) indicates that the travel and tourism industry generates $1.3 trillion in economic activity in the U.S. every year. That’s equivalent to $3.4 billion a day, $148 million an hour, $2.4 million a minute and $40,000 a second. 

Each of the few existing talents or the only accessible ones are high income earners even at entry level employment where they bag the high pays that would have been enough for over ten new talents if those talents were available to be hired to fill the talent gap. Such a situation plus other positive factors lead to realization of fast job satisfaction for the few talents in the industry where there is little to no competition between talents. 

This explains why a national survey, in the US, reported that of all the jobs that people were happiest doing, being a travel agent topped the list. Existing talents here, even without a college degree, enjoy very high incomes that even senior executives with extensive portfolio of professional certifications and years of experience in their fields do not enjoy even at executive level employment. 

In spite of these drives, human resource firms do nothing about assisting employers in bridging the talent gap in order to help them find the right talents to satisfy their demand for qualified talents that will fit into their teams for growth and expansion to enhance the achievement of their organizations’ objectives. 

One good example that clarifies this problem is in a country like Nigeria where employees are poorly paid across all levels of employment. published a Job Advert with the title U.S. Consulate Recruiting for Ticket Assistants; Posted on: 3 March, 2017, Deadline: 16 March, 2017. This job did not require a college degree. SSCE was the highlighted minimum qualification demanded. 

However, a typical SSCE Holder in Nigeria who usually is not exposed to using online job search hubs perceived as needed only by college grads would have missed this opportunity and similar ones in other popular industries, such opportunities are more available in the Travel industry, yet, at the same time, this is an industry that is so unpopular among Nigerian high school and college students. 

Lack of preparation for such a job opportunity in the future would always be a limiting factor for the needed Nigerian Talents to meet the complete position required qualifications, especially the #2, 3, 6,7, 8 & 9 requirements, as listed below: 

All applicants MUST address each required qualification listed below with specific information supporting each item. Failure to do so may result in a determination that the applicant is not qualified:

1. Completion of secondary school is required. 

2. Vocational training in Aviation Travel, Ticketing and Reservations is required.

3. Minimum of three (3) years of progressively responsible experience in an airline or General Services Agency (GSA) is required.

4. Level III (Good working knowledge) Speaking/Writing/Reading in English is required.

5. Level III (Good working knowledge) Speaking in Yoruba, Igbo or Hausa is required. Language proficiency will be tested.

6. Knowledge of airline reservations procedures, airport codes, and classes of ticket is required.

7. Good working knowledge of Customs, Immigration and Port Health authority's procedures for navigation within the airport is required.

8. Must have strong writing skills to draft correspondence to Airlines, Embassies, and hotels.

9. Good computer skills (MS word and spreadsheet), other reservation software and IATA Certification are required. 

10. Must be able to use radio network, laptop and /or tablet. 

This would mean, the position which is open to SSCE holders would not be accessible to them, and the salary which is over 9 times higher than other well paid jobs in Nigeria (Oil & Gas etc.) would be inaccessible to the desired talent. ECFF perceives this problem clearly and wishes to address it progressively through its PCAP project.

For this position, the salary section advertised stated the following: 

OR - Ordinarily Resident (OR) - N3,591,291 p.a. (Starting basic salary) Position Grade: FSN-06 In addition to the basic salary, all allowances will be paid in accordance with the Mission Local Compensation Plan.

NOR - Not Ordinarily Resident - AEFM - US$37,698 p.a EFM/MOH - US$31,931 (Full-Time Starting Salary) p.a. Position Grade: FP-08*

That was an indication that the job position was also accessible to residents in Nigeria who were not of Nigerian origin but meet the qualification. The starting basic salary for the Nigerian Talent amounted to N299,274.25 per month. 

Nigerians will agree that such jobs are rare and hard to get in Nigeria, even qualified professionals do not get that much pay, in fact, no Nigerian employer will pay a Nigerian that high, and yet this is a salary for an SSCE holder, an entry level fixed pay outside other allowances to be paid. 

The popular Nigerian pay rate is N20, 000 to N75,000 while minimum wage is N18,000. Teachers average starting pay rate is N30,000 and increases by N1,000 annually; so by the time a teacher is 40 years in the school, they will have started earning just N70,000 and may never hope for a higher pay, especially in private and mission schools. Yet, this pay is for B.A and B.Ed degrees holders. 

An SSCE holder will be paid N10,000 for a start and may not increase above N12,000 until the acquire a higher qualification. NCE holders are paid N15,000 for the start and may never be increased above N25,000 until the acquire a higher qualification. The irony in this is that this is the Job that most Nigerians prefer and they don’t think of anything else unless they are accountants, engineers and medical professionals. No one talks about aviation. 

This example makes it clear that the need to develop local talents in this industry, especially in Africa, is overdue and should no longer be ignored as the existing talent gap is expanding in Africa in particular. The minimum talent development program could focus on helping the new talents get their IATA certifications, which would be empowering enough, as this is required for getting a job in the industry. ECFF, however, will go beyond this. 

Appendix Three

3 Talent development programs generally refer to industry training which cover virtually all aviation industry sectors, including: airline, airport, air navigation, cargo, civil aviation, general management, ground operations, safety, security, and quality. 

Appendix Four

4 Where we start immediately after seed funding:

Our starting point is with our hedge fund of $10.5 million; $10,000,000 for guaranteeing the sponsorship of the first 10,000 TAP stakeholders and $500,000 for setting up our data house, acquiring infrastructure, incorporating, insuring and licensing our business and acquiring our patent / digital right for the development of our digital platform, to host – our domain name on a hash encrypted world wide web, with subscription for a long lasting security certificate to build trust with our global stakeholders, site users and air travel site visitors.

Once done with the basic seed fund utility as described above, we start getting our stakeholders site user pages optimized for search engine and get traffic to the registration pages for the TAM and TAA stakeholders simultaneously, with CPA marketing leading to getting our 1000 TAA stakeholders and 50,000 TAM stakeholders.

Our CPA campaign will end once we have got the complete number of these stakeholders we need to commence our active stakeholders’ activities, where our 50,000 TAM stakeholders will be notified of the starting date for their assignment to get our 5 million TAS stakeholders; to fill their TAM user databases. 

And our TAA stakeholders will also be notified of the official date for the first TAA stakeholders’ $100,000 challenge to start bringing the first 10,000 TAP stakeholders to register into the STLMGC community, using the unique STLMGC URL assigned to each TAA stakeholder for registering the new TAP stakeholders needed.

For the first 6 months, the TAM and TAA stakeholders will commence their stakeholders’ activities simultaneously, and that is exactly what launching ECFF talent development program is about. Our seed fund will enable us launch our ECFF Talent Development Program. 

Appendix Five

5 How the first 10,000 TAP Stakeholders will be found by our 1000 TAA Stakeholders and how our TAA Stakeholders will be rewarded!

Only our TAA Stakeholders have a limited time to enjoy the benefits on participating in our ECFF Project. Their number too is limited to only 1000 in order that they may feel really lucky to be a part of the project that will bring $2 billion on the table to be shared among them according to the contribution each makes to the ECFF project by finding the TAP stakeholders needed to benefit from the project.

First, they will have to pass a screening of bringing 10 TAP stakeholders each in 6 months. This is how the first 10,000 TAP stakeholders will be got in the first 6 months following the ECFF seed fund round to raise $10.5 million.

Each of the 1000 TAA stakeholders are working just for a share in $100,000 fund marked for and distributed among them according to their individual contributions to the project which is competitive.

Within this 6 months challenge for getting the highest share of the $100,000 TAA stakeholders fund, each stakeholder is basically targeting getting a minimum of 10 TAP stakeholders brought to the ECFF Talent development program to register in the STLMGC with $50. 

During this same 6 months challenge period, each TAA stakeholder is not limited to only 10 TAP stakeholders, hence the challenge is about who can generate up to $100,000 of the TAA stakeholders fund for themselves, by going above the benchmark of finding 10 TAP stakeholders for the ECFF project.

This challenge, however, is not in view of getting the crowd of TAP stakeholders to the ECFF project, but getting the first 10,000 beneficiaries to the project.

Thus, during the challenge period lasting 6 months, analytics will be taken to determine the TAP stakeholders count already found, and as soon as the count gets to 10,000 registered TAP stakeholders, whether or not the 6 months has elapsed, the competition will end for the first round, and the result of the winners will be published to show the TAA stakeholder who gets the highest share of the TAA stakeholders’ $100,000 challenge fund, by bringing the highest number of TAP stakeholders within the shortest possible time, before the number of TAP stakeholders gets to the limit of 10,000.

Once the results have been published, each TAA stakeholder will be paid $10 for each TAP stakeholder they would have brought to the ECFF project, and the highest TAA stakeholder will get the highest share of the TAA stakeholders’ $100,000 challenge fund.

As soon as the TAA stakeholders have got their payout, the date for the second phase of the challenge will be released with just a week interval between the closing dates of the payout for the first round of the challenge.

The next round of the challenge will be for the highest share in $49.9 million TAA Stakeholders challenge fund within another 6 months challenge period.

The benchmark is to find 4,990,000 TAP stakeholders who will take part in the ECFF project by joining the STLMGC with $50 registration, in order to benefit from the talent development program.

During this challenge period, the 1000 TAA stakeholders will be competing on strategy for bringing the highest number of TAP stakeholders, with an individual target of bringing 4990 TAP stakeholders each, meaning each TAA stakeholder will be expected to earn no less than $49,990 at the end of the challenge, while the winner will be the TAA stakeholder who not only earns above this benchmark but does so in the shortest possible time, within the 6 months timeline before the 4,990,000 TAP stakeholders are complete.

Once this number of needed stakeholders is complete, whether 6 months has elapsed or not, the challenge will be closed and all TAA stakeholders will be unable to register new TAP stakeholders, as their links will be deactivated and the results will be announced. 

Then the winner will be named as the one who brings the highest number of TAP stakeholders to the ECFF PCAP Project, hence gets the highest pay calculated as $10 x the total number of TAP stakeholders he/she brought to the ECFF project within the shortest possible time.

The ECF-F financial year ends whenever the annual benchmark of 5 million TAP stakeholders have been registered into the STLMGC and they are sorted in their badges when been sponsored on the Talent development program of ECFF.

As soon as the ECFF year ends, and all TAA stakeholders have been paid, the badge of STLMGC member that ends the previous year will begin to get engaged in the community as their talent development program commences and they start receiving trainings and participating in the activities of the STLMGC. 

Activities in STLMGC are vocational training oriented toward helping fit each talents into the aviation industry where they are being trained to start a professional career as aviation partners in different specialized fields of their interest, having the right to sell travel & tours offers to aviation customers and working with a license number starting with ECFF/STLMGC/000000001 and ending with ECF-F/STLMGC/200000000, as the last license number to be issued by ECFF only to participating talents upon their registration into the STLMGC identified with ECFF.

Since this number cannot be extended or falsified, only those with a given number can be identified with it when graduating to e-VOTIN, the higher vocational training platform for continuous education, like a typical post-graduate center in a college, they are placed according to where their details appear in the ECFF database for STLMGC members, and ECFF stands as the institution into which its undergraduate and college programs are entered by STLMGC and e-VOTIN talents. 

Once the last license number has been issued, the TAA stakeholders would have had their 40th annual challenge for a share of $50 million and that would be the last annual challenge for all TAA stakeholders because no further license will be issued to any new TAP stakeholder who may be interested in the opportunity after the door to the opportunity has been closed.

It is thus important for the TAA stakeholders to know that there cannot be more than 40 annual challenges ever on the ECFF platform and there will not be two annual grand challenges for TAA stakeholders. 

Furthermore, there cannot be more than 1000 TAA stakeholders, so anyone who does not join the first 1000 TAA stakeholders can also never be allowed to join later.

The annual TAA stakeholders’ $50 million challenge starts 1 week as soon as all TAA stakeholders have been fully paid for the just ended annual challenge. 

During this competition the average expected earning is $50,000 per TAA stakeholder, and that makes it a big reward to anticipate for being a TAA stakeholder, annually, while the winner of the challenge gets above $50,000 annually.

The payments are made in bulk and so it is a onetime annual reward for all participants in the challenge, and the challenge is open only to the 1000 TAA stakeholders, annually. 

The same contingents compete annually, and so the winner of one year may not be the winner in another year. In all there can be 40 winners in the entire history of the challenge.

At the end of all the challenges, all 40 winners among the TAA stakeholders will be absorbed into the ECFF team as members, board of ECFF Managing Directors, enjoying 2% equity share annually. 

It’s something to look out for, and that is why becoming a TAA stakeholder is a golden opportunity for anyone interested in it. 

Since the challenge goes beyond a mere 1 time reward, to include becoming an ECFF Managing Director with a 10 years valid appointment period and with 2% equity share during this period, the price of joining TAA stakeholders would have been $10,000 but for concession, the price is $1000. 

Interested TAA stakeholders will register with $1000 each to participate since it is highly competitive and will remain contingents beyond the first year by paying an annual contingency fee of $5000 all through the 40 years of their continuous participation in the annual $50 million TAA stakeholders challenge. 

This annual contingency fee is a mere 10% of their annual anticipated earning benchmark hence not a burden; but paid as soon as they receive their rewards at the close of each ECFF financial year. This will be to support the ECFF mission, generating $5 million from contingency fees paid by TAA Stakeholders annually. 

Appendix Six

6 People do not just travel via air transport on pleasure trips as tourists; the major reasons why people travel often by air are to:

  1. Go on vacation to or      away from home on school or work especially during holidays.

  1. Attend overseas      events such as business summits, overseas studies, business development      and international relations, etc.

  1. Visit friends,      business partners and team or family members overseas thus fostering an      understanding of different cultures and peoples.

As more people travel by air transport – a catalyst for economic development, factor for making businesses profitable, they are creating jobs for old and new travel professionals whose business services are tailored to the need of passengers traveling by air transport. 

And so, wealth is created for businesses and individuals who can provide traveling services to passengers of Air Transport.

Making more people aware of the business opportunity for aviation partners will expose them to the need to acquire the training and license they need to start a new travel agency business. 

And being able to get these essentials without worrying about the high fees others pay to get them would entice, convince and persuade them to accept the 6 months internship / partnership talent development program requirement set for accessing the full scholarship program created just for them. 

Appendix Seven

7 Alternatively, we could grow faster by recruiting the first 10,000 talents, who, if tasked and demanded on the basis of a supportive growth hacking strategy for integrated HR. partnership, will each recruit an average of 72 talents per annum (6 per month). 

Using this as our Plan B, we anticipate that in the first year, the number of talents will be sextupled in the second year; while we target over 200 million new talents. 

We will account for 720,000 talents by the first year, and 4,320,000 by the second year. If we save from each new talent only $6 after new registrations per month, we will have after 24 months in the second year approximately $622,080,000, after all partners and sponsors have been compensated.

But by receiving $50 monthly from fees paid by each new talent recruited by our integrated HR. partners by the 25th month, we would be accounting for over 25,920,000 new talent registrations in the 25th month. 

Hence, we would have already processed $1,296,000,000 worth of payment of all new talents registered on our platform; at the end of month 1 of year 3, 25% of which will return to our partners as earned commissions; 50% to our investors; and 25% to expand our business through local agencies hosting. 

Appendix Eight

8 Going by the same plan B, then where we hit our milestone of registering 200 million new talents in our talent development program promoted through our integrated H.R. Partnership Innovation, we will grow from $1.3 Billion in 25 months into our $10 Billion larger market in 36 months, only from single revenue source (registration). 

This plan B revenue projection excludes license renewal revenue to be generated from this market on annual basis after year 4; that’s multiplied by $200 (annual license renewal fee per agency are, according to plan B, to be paid by our agents after our first four years of initial penetration to sponsor over 200 million new travel professionals.) 

Working out the metrics of our host agency which will function as general service agency (GSA), we will credited for helping our benefiting talents to start their travel agencies in association with ECFF. 

Hence, still following our Plan B, then we project that from the fifth year, our revenue will be generated from the annual license renewal fee paid by each of our 200 million hosted agents, giving us an annual turnover of $40 Billion. 

Appendix Nine

9 Our first $10.5 Million seed milestone will set the tone for our future funding, as basically we will be able to get our platforms completely setup and launched with $500,000 to invest in our unique Growth-Hacking / P.R. strategy for attracting the first 10,000 talents to register on our talent development platform while sponsoring each of them with $1000 covering the cost of 4 training and our initial license, estimating only $200 for the cost of each of the five expenses.

Once sponsored, we anticipate speed in integrating them into our H.R. Partnership innovation where they will be responsible for attracting new talents to us through their personal testimonials and proof of sponsorship benefits; while equally generating revenue for us from each new talent that registers through them afterwards. 

This is how we will grow with our plan B, and through our innovative financial system also developed to back our partnership program, we will reasonably afford the cost of 25% sponsorship of other new talents while the remaining 75% will be sourced from our investors in future rounds of funding after seed round success.

With an average of $200 Billion funds invested in us at our 8 equity funding rounds altogether, we will successfully sponsor the 200 million talents we target for achieving our $40 Billion annual revenue projection from year 5 and above, still going by our plan B. 

After, our seed round, we will be responsible for providing 25% of the sponsorship fund we need worth $50 Billion, while the remaining 75% worth $150 Billion will be sourced from investors in other rounds for generating the equity finance we will need. 

Appendix Ten

10 How our TAM stakeholders will be rewarded:

Step 1: The funds contributed by each TAS stakeholder is collected in a central account from where the TAM who found the TAS Stakeholder is made to create a unique email and Cryptocurrency wallet for the Stakeholder into the database managed by the TAM stakeholder.

Step 2: Once the TAM stakeholder has got the first TAS stakeholder to make an account deposit of $1000 into the ECFF central account, and the new email and Cryptocurrency wallet is created into the database managed by the TAM stakeholder, the TAM stakeholder is requested to create an individual TAM stakeholder account via the ECFF account link using the TAM stakeholder’s ECFF staff email and Cryptocurrency wallet.

Step 3: The newly created account is confirmed with a deposit of 0.001 BTC.

Step 4: The TAM stakeholder then uses their own referral link to create a account for the TAS stakeholder using the data generated in the database to create this account. 

Step 5: the ECF manager funds the bitcoin wallet of the TAS stakeholder for the TAM stakeholder to make a $200 worth of bitcoin deposit into the TAS stakeholder’s newly created account and confirming the account 3 times after the payment.

Step 6: The TAM stakeholder receives in his account 5% of the TAS stakeholder’s account deposit.

Step 7: Every time a new stakeholder is brought to the ECF project through the same TAM stakeholder, similar steps 1, 3 to 6 are repeated, and so the TAM stakeholder gets rewarded from every deposit made into the account.

Step 8: The TAM’s role is to manage the savings account of each TAS stakeholder, and to request a monthly account deposit of $50 from the ECFF central account paid into each TAS stakeholder’s account that has been confirmed on, and this means the TAM stakeholder gets 5% of every deposit made into the managed TAS stakeholder’s account.

Step 9: Whenever there comes a new year, the TAM stakeholder reminds each of the TAS stakeholders, whose account they manage, to make a payment into the ECFF central account. 

And the TAM stakeholder follows up to ensure the payment is made successfully, in order to continue requesting $50 worth of bitcoin deposit into their account, monthly, from the ECFF central account. And they monitor each of these accounts for the period of years when the TAS stakeholder is required to keep making annual contributions.

Step 10: At the end of the contribution period opted by the TAS stakeholder, the TAM rings them on the phone and announces that they have come to the end of the contribution years and have made a total of the gross amount of the number of annual contributions they made, and have also earned 100% ROI for their total contributions; which will be paid-out in 7 business days to their stated account. 

At this time too, the TAM stakeholder sends a report to the ECFF central account manager stating how much appreciation has been made on the account of the TAS Stakeholder that is due to receive 100% ROI payout. 

Then, the TAM stakeholder withdraws same amount reported (the total account balance) from the account into the TAS stakeholder’s bitcoin wallet, and then from there it is transferred into the ECFF Central bitcoin wallet (account) with an email report showing proof of correct account status of the TAS stakeholder on corresponding with the total amount transferred from the client’s wallet to the ECFF central account. 

Step 11: The TAM stakeholder follows up on the TAS stakeholder whose account was managed, over a 5 years period, to ensure the correct receiving account number is sent for payment of earned 100% ROI due for payout into it. 

Then, once the TAS stakeholder sends the account number, the TAM stakeholder mails it to the ECFF central account manager, who then pays out the earned cash value of the 100% ROI plus total contributed amount into the account number sent by the TAM stakeholder, with a notice of payment sent to the TAM stakeholder who will be required to follow-up on the TAS stakeholder to notify them of their 100% ROI payout already sent, and awaiting confirmation of receipt.

Step 12: Once the TAS stakeholder confirms receipt of the 100% ROI plus total fund contributed, the TAM stakeholder is to request renewal of participation by the TAS stakeholder or close of account. 

And if the TAS stakeholder chooses to close the account, the TAM stakeholder is to report same to the ECFF central account manager, and an order will be sent back to the TAM stakeholder authorizing same to close the TAS stakeholder’s account. 

Where an account is closed, the TAM stakeholder is responsible for finding another TAS stakeholder that will fill the gap created to replace the former TAS stakeholder on the database, as the total number of TAS stakeholder to be managed by all TAM stakeholders, annually, must not fall lower than 5 million once this benchmark has been reached. 

If on the contrary, the TAS stakeholder opts in for renewal of participation having made 100% profit on the total contributed fund in the previous funding schedule, the TAM stakeholder will request payment of the first year’s contribution, immediately, to keep the account open. 

This is important to ensure the number of TAS stakeholders is maintained. And the first year’s payment will be made into the ECFF central account, as before, for the database information to be refreshed to reflect a new start with the new payment received from the TAS stakeholder. 

A new schedule commences once again, hence $200 worth of bitcoin will be deposited into the wallet belonging to the renewing TAS stakeholder; and it will then be deposited into the same account as before. 

The cycle of monthly deposits will be continued in the order of $50 as before, afterwards, following the existing protocol of requesting payment from the ECFF central account.

With this system built and maintained, ECFF will be financially viable and all stakeholders will get rewarded accordingly. The TAS stakeholder’s return will be guaranteed by the account’s monthly $50 deposit made from the ECFF central account into the TAS wallet, and then into the account through the TAM stakeholder managing the account.

Moreover, the TAM stakeholder is sure of a monthly reward earned as a cumulative of all the 5% commissions received from each $50 monthly deposit made into the entire TAS stakeholder’s accounts they manage. 

That is, around 100 TAS stakeholders in a personal TAM stakeholder’s database will generate $1000 for the TAM in the first month, when $200 deposits are made into the accounts of all the stakeholders every year, while for each month of the other 11 months of the year, annually, $250 will be earned, monthly, from 5% of every $50 deposit made into the accounts of the 100 TAS stakeholders’ accounts they manage.

This is why every TAM stakeholder is required to keep their database intact. To do so, they are required to get the 100 TAS stakeholders they need to fill their data into their database in order to manage 100 TAS stakeholders, all year round.

The TAM stakeholders’ opportunity is available only to 50,000 participants while the TAS stakeholders’ opportunity is available only to 5 million stakeholders. 

Each of the 50,000 TAM stakeholders are responsible for generating and managing the data of 100 TAS stakeholders to fill their individual database and enjoy over 40 years benefit of supporting the ECFF mission.

It is thus evident that every stakeholder in the ECFF project is a long term beneficiary of the opportunities available to only the early movers who grab this opportunity: 200 million TAP stakeholders, 50,000 TAM stakeholders and 5 million TAS stakeholders. They all enjoy over 40 years’ benefits of participating in the ECFF’s PCAP project.

Joining the ECFF community has different costs for the different stakeholders:

  1. TAP stakeholders join      with $50 and then pay $200 membership fee annually as 40 years members of      post-STLMGC that is in e-VOTIN.

  1. TAM stakeholders join      with $100 and then pay $500 annual membership fee for all members of the      ECFF Global Data Generation and Management Community (EGDGMC) 

  1. TAS stakeholders pay      $1000 to join and continue paying same amount of contribution as members      of the ECFF Givers Community (EGC) for a period of 5 years in each annual      schedule.

Thus, the optimum annual revenue generation capacity of each of the three ECFF communities is $5 billion from the EGC, $25 million from the EGDGMC and $40 billion from the post-STLMGC which is in e-VOTIN, making a total of $45.25 billion from these three ECFF communities only.

Appendix Eleven

11 ECFF Operational Policy:

Our priority is getting and maintaining the number of 5 million TAS stakeholders, who will remain with us annually for every 5 years schedule, and could renew it up to 8 times. 

We will place 50,000 TAM stakeholders in charge of generating and managing the TAS stakeholders’ data every year. Each TAM stakeholder will generate and work with a database of 100 TAS Stakeholders. 

Our simple operational policy for managing TAS stakeholders is to offer each TAS stakeholder a 40 years continuous participation opportunity; where each TAS stakeholder agrees to fund the ECFF project with only $1000, annually, for 40 years, making a total of $40,000 contributed per TAS stakeholder spread through 40 years of contributing $1000 annually in a 5 years pre-ROI schedule.

Where this is operative, this policy will save us the cost of advertising new TAS stakeholders participation offers annually, and will keep us committed to our talent development program all year round, and since the funds are put into human capital development, it becomes like a 40 years max lifesavings for all consistent stakeholders which yields 100% interest on their total contribution at the expiration of each 5 years pre-ROI schedule. 

The TAS stakeholder agreeing to this policy will get 8 payout schedules out of the 40 years when they are paid their total contribution with 100% ROI every 5 years, anticipating no loss. That means a stakeholder contributes a total of $40,000 in 40 years to get a total of $80,000 at the end of the 40 years, paid out 8 times. 

It’s a long term investment in human resource which does not admit any loss even after the death of the stakeholder as the rights will be transferred to their next of kin.

Our second policy is the flexible policy where the stakeholder chooses the timeline for their participation upfront, a longer fixed option namely: 10 years, when at the expiration of this timeline they get 200% ROI on everything they have contributed without loss and may renew their participation for another similar duration of annual contributions to support the ECFF mission. 

10 years is the minimum fixed duration for this consistent annual contribution by TAS stakeholders in support of the ECFF’s mission, and revenues vest in a minimum of 10 years vesting period for 200% ROI payout to those who opt for this fixed option contribution timeline. 

We consider it a long term savings option which yields 200% interest with a 1 time annual account deposit until the minimum duration elapses for full payout of total funds plus interest yielded. 

Such a long term savings for TAS stakeholders is only for people who have $1000 spare cash they don’t need to spend; hence it is saved with ECFF through its TAM stakeholders managing the account for them as their account officers.

With these two policies adopted, the distribution milestone of ECFF can be set and targeted without interruption and with a greater degree of attainability certitude; and that is, to sponsor 5 million talents annually.

Where the fund for their sponsorship is generated from TAS Stakeholders’ annual contribution, and there are 5 million stakeholders; then in 40 years, each consistent stakeholder would have sponsored 40 talents of the total 200 million talents targeted.

Each talent will be sponsored on a post-agreement basis and the terms and condition of a valid contract between ECFF and talents to be sponsored are as follows:

  1. The talent to be      sponsored must agree to first be registered into the ECFF Sponsored      Talents Learning & Mentorship Global Community (STLMGC).

  1. Each talent agrees to      pay the annual membership fee of $200 without default to enjoy 40 years of      mentorship in post-STLMGC which by graduation from STLMGC to e-VOTIN.

  1. Each talent agrees      that they will be active in all the required talent development programs      designed for all members of the ECFF post-STLMGC which is in e-VOTIN.

  1. Each talent agrees to      support the ECFF mission by spreading awareness of the ECFF talent      development opportunity through their unique member referral link without      expecting any financial reward or compensation, but as a humanitarian      service to give more people the opportunity to benefit from the talent      development program sponsored by ECFF.

  1. Each talent agrees to      commence their STLMGC membership with an upfront payment of $50 for the      first year only while paying the full annual membership fee of $200 once      due for graduation into e-VOTIN beginning from the second year upward, in      order to enjoy all the members-only promotional offers, training and      mentorship opportunities to support their career success in the aviation      industry as aviation partners.

  1. Each talent agrees to      be identified as a TAP stakeholder of ECFF from the day of registration      into the STLMGC, onward, with their unique identification number, in order      to have a sense of responsibility in the collective building of the      community for humanitarian purposes, where too they will identify with      ECFF on any future campaign for global career enhancement in and outside      the aviation industry.
  2. Each talent agrees      that once sponsored in the talent development program of ECFF to start a      career in the aviation industry, the contract of membership can no longer      be terminated, as the industry’s human resource development will be      entrusted in part to them, as aviation partners identified with ECFF, and      so may be fined for default of playing their roles as aviation partners at      anytime in the future covered by the 40 years binding contract between      them and ECFF for achieving network effect in ECFF Travel Host Agency.

  1. Each talent agrees      that they will not get involved in any fraudulent activity while      identified with ECFF as members of STLMGC and e-VOTIN, and their      professional conduct will be regulated by the professional and business      ethics binding on all the sponsored talents wherever they may be around      the world. 

  1. Each talent agrees      that they will remain loyal to the best practices and professional conduct      demands of the STLMGC and e-VOTIN all through the 40 years contract period,      and may only be free from these demands when the contract expires, or when      they opt-out after presenting a suitable replacement to fill their space,      if considering a change of career.

  1. Each talent agrees      that once they opt-out of the STLMGC or e-VOTIN they can no longer return      to it in the future and may no longer be free to be identified with ECFF,      while the max talent membership number of the STLMGC will remain 200      million for all time, so that new members may be allowed to register into      it after its fill only when presented by an existing member as a suitable      replacement who will pay the full membership fee of $200 at the time of      replacement and agree to all the terms of membership as set in this      contract.

Having set the terms of membership, distribution may proceed in view of the process of getting the first 10,000 members into the STLMGC as TAP stakeholders, then the first 5 million TAP stakeholders will be gotten as the second distribution milestone, and then the membership growth may be projected in arithmetic progression, annually, through subsequent distribution milestones in addition of 5 million to any previous milestone for each new year, without falling below this benchmark.

With the systematic growth projection presented over a period of 40 years, the stable distribution milestone will be achieved in 40 years, after which it is expected that this number will remain static, as the first traction milestone is achieved at most in the 40th year.

The traction milestone is as follows:

  1. First milestone: The first 10,000 TAP      stakeholders will generate a total of $500,000 in 6 months of the ECFF      first post-revenue year after presale.

  1. Second milestone: The first revenue will be      scaled to $250 million with the first 5 million TAP stakeholders      registering with $50 each into the STLMGC in 12 months of the ECFF first      post-revenue year after presale.

  1. Third Milestone: The second revenue will be      scaled into $1.25 billion with 5 million of 10 million total TAP      stakeholders paying $200 e-VOTIN membership fee, to mark their second year      in the community, while the remaining five million new to STLMGC paying      only $50 each, to commence their first year of being identified with ECFF      in 24 months of the ECFF first post-revenue year after presale.

  1. Forth Milestone: The third revenue will be      scaled into another $2.25 billion added to the previous $1.25 billion      making a total of $3.50 billion with 10 million of 15 million total TAP      stakeholders paying $200 e-VOTIN membership fee to mark their third &      second year in the community, while the remaining five million new to      STLMGC paying only $50 each to commence their first year of being      identified with ECFF in 36 months (3 yrs) of the ECFF first post-revenue      year after presale.

  1. Fifth Milestone: The forth revenue will be scaled      into another $3.25 billion added to the previous $3.50 billion, making a      total of $6.75 billion, with 15 million of 20 million total TAP      stakeholders paying $200 e-VOTIN membership fee, to mark their forth,      third & second year in the community, while the remaining five million      new to STLMGC paying only $50 each, to commence their first year of being      identified with ECFF in 48 months (4 yrs) of the ECFF first post-revenue      year after presale. 

  1. Sixth Milestone: The fifth revenue will be      scaled into another $4.25 billion added to the previous $6.75 billion,      making a total of $11 billion, with 20 million of 25 million total TAP      stakeholders paying $200 e-VOTIN membership fee, to mark their fifth,      forth, third & second year in the community, while the remaining five      million new to STLMGC paying only $50 each, to commence their first year      of being identified with ECFF, in 60 months (5 yrs) of the ECFF first      post-revenue year after presale.

Looking at this five years growth projection in ECFF traction, all things being equal, ECFF’s revenue is forecasted to grow by 450% in the first year only then by 125% annually after the 2nd year. 

Ultimately, ECFF’s $10 billion market opportunity will be overly addressed in only 72 months (6 years), after its presale, or five years after its first post-revenue year, with an extra $1 billion market opportunity tapped. 

The growth projection of ECF traction can thus be plotted on a chart showing the following annual changes indicating 450% consistent year-on-year yield:


Year 1 = $250 million

Year 2 = $1.25 billion

Year 3 = $3.50 billion

Year 4 = $6.75 billion

Year 5 = $11 billion 

Appendix Twelve

12 Pre-sale Seed Fund, Distribution & Traction Projection Model:

  1. Presale Seed Fund (Institutional Funding Model)

10 VCs Pitched --------à Raise $10 million Seed Fund -------à 10,000 Talent Sponsored with $1000 each -------à $1.3 Billion market covered in 25 months -----à $8.7 Billion market unaddressed. 

2. Pre-distribution Co-Seed Fund (Individual Stakeholders Model)

5 million TAS Stakeholders send EOI -----à $1000 contributed 40 times per stakeholder ------à 200 million talents sponsored with $200 billion from TAS stakeholders ------à $40 Billion market addressed in 5 years ---------à $400 Billion revenue shared among all stakeholders a decade after first $40 billion market milestone 

3. Distribution Projection:

  1. 5 million talents      sponsored annually ---à 200 million      sponsored in 40 years… 

  1. 5 million TAS      stakeholders participant EOI approved annually ---à $5 Billion raised from TAS      stakeholders annually --à $200 billion raised      from TAS Stakeholders in 40 years 

4. Traction Projection:

1 TAS Stakeholder for every 1 TAP talent sponsored ---à $200 return per talent annually paid after the 2nd year when graduating into e-VOTIN membership ---à $7800 total payment per sponsored talent after 40 years ----à $1.56 trillion total payment made by all sponsored talents after 40 years ----à over 1.16 trillion shared among all ECFF stakeholders after 40 years ----à $400 Billion total ploughed back profit to support ECFF mission after 40 years.

After 40 years, ECFF with $400 billion can independently sponsor the next generation of talents for another 40 years by divesting in a new industry outside aviation.