Everything Investors Ask

Capital will primarily fund:

• Go-karts and attraction equipment
• Mini golf, axe throwing, rage room, golf simulator, and other entertainment installations
• Leasehold improvements and construction
• Furniture, fixtures, POS systems, signage, and technology
• Permits, insurance, deposits, and opening inventory
• Pre-opening marketing
• Working capital and operating reserves

Our goal is to put the majority of investor capital into assets and improvements that directly contribute to opening and producing revenue.

Once the location is secured and the required capital is available, our target is approximately 3–4 months from signing the lease to opening, depending on permits, construction, equipment delivery, and city approvals.

From being funded to signing the lease should be 30 days max.

Several attraction components can be installed simultaneously, which allows us to compress the build timeline.

EX: Whoop Axe Lake Forest opened 5 days after signing the lease. Whoop Axe Mission Viejo opened 45 days after signing the lease. Whack It opened 30 days after signing the lease.

The project is being designed so funding can come from multiple sources rather than relying on a single source.

If one financing source takes longer, we can continue pursuing:

• Additional investors
• SBA-backed financing
• Equipment financing
• Strategic partners
• Seller or vendor financing
• Founder contributions
• Alternative locations or phased attraction installations

The objective is unchanged: assemble the capital needed to open Dubs while maintaining a sustainable operating cost base. Dubs can potentially open with $100,000 in launch capital because the founders already control many assets that do not need to be purchased. The current raise target remains $500,000.

We plan to maintain a contingency reserve and prioritize attractions according to revenue potential.

If necessary, lower-priority features can be phased into the business after opening rather than delaying the entire project.

The core attractions are designed to create sufficient customer volume and cash flow before every expansion element is completed. We can make money across multiple revenue producing activities. The beauty of Dubs is its versatility.

Our projections include multiple revenue streams instead of depending on one attraction.

Dubs can generate revenue through:

• Go-karting
• Mini golf
• Axe throwing
• Rage rooms
• Golf simulators
• Food and beverage
• Dancing/nightlife
• Parties
• Corporate events
• Memberships
• Private buyouts

If one category underperforms, the business is not dependent on that single attraction. We expect there to be seasons in each experience. The summer will underperform in axe throwing and rage room but overperform in dancing and mini golf.

Our strategy combines proven local entertainment marketing with aggressive digital customer acquisition.

Primary channels include:

• Meta and Instagram advertising
• TikTok and short-form video
• Google Search and Maps
• Local SEO
• Influencer and creator partnerships
• Grand-opening campaigns
• Email and SMS remarketing
• Birthday and event marketing
• Corporate event outreach
• School, sports team, church, and community partnerships
• Cross-promotion between attractions
• Membership and loyalty programs
• Referral incentives

We also intend to use the attractions themselves as content. Go-kart races, rage rooms, competitive games, parties, nightlife, and customer reactions naturally produce highly shareable media.

Corporate events were an important revenue source at Whoop Axe and will become an even larger focus at Dubs.

We will have posters inside the facility for everyone to view and save information on their phones. The best leads for corporate parties are from previous customers. Most corporate events hosted at Whoop Axe come from Whoop Axe customers.

In conjunction with the low hanging fruit, we have a flyer company that goes directly to:

• Local businesses
• HR departments
• Sales teams
• Large employers
• Real estate offices
• Medical companies
• Technology companies
• Schools
• Sports organizations

Dubs gives corporate groups significantly more options than a single-attraction venue, allowing us to sell larger packages involving entertainment, food, drinks, meeting space, and private events. It is one of our easiest sales.

Different attractions appeal to different customers.

• A customer who will not throw an axe may race a go-kart.
• Someone who does not want to race may play mini golf.
• A corporate event may want several activities.
• A family may want something different than a date-night customer.

By combining multiple attractions, Dubs increases its potential customer base while also increasing the amount each customer can spend during one visit via crossover sales.

Axe throwing leads to rage room. Karting leads to mini golf. Dancing leads to axe throwing. So on and so forth.

We are actively evaluating locations in Southern California, with a focus on Orange County and surrounding high-density markets.

The ideal property includes:

• Approximately 45,000–55,000 square feet
• Strong freeway or major-road visibility
• Large surrounding population
• Strong household income
• Pricing per square foot
• Significant parking
• Favorable rent relative to comparable entertainment properties
• Appropriate zoning and permitting
• Space for multiple attractions under one roof
• Met power requirements

We have reviewed and negotiated multiple potential properties and will select the location that offers the strongest combination of economics, visibility, customer density, and long-term growth potential.

Yes.

The first Dubs is intended to prove and refine the full model.

Once the first location demonstrates repeatable economics, the goal is to expand into additional Southern California markets and eventually other states. Future locations may vary in size depending on the market, but the long-term goal is a repeatable multi-attraction entertainment platform.

Because the concept is built from years of operating experience. With the world being so stuck outside of reality, Dubs brings social realities back to life.

Whoop Axe taught us how customers buy entertainment, how events behave, how staffing works, how pricing affects demand, and where single-attraction businesses struggle.

Dubs is designed around those lessons and those customers.

We are not trying to prove that people spend money on entertainment. They will. They do.

We are building a better way to capture more of that spending under one roof. Repeatedly.

The largest near-term risk is securing the right combination of capital and location without over leveraging the business.

That is why we are intentionally pursuing multiple capital sources while protecting the business from excessive fixed costs.

Operationally, the diversification of attractions helps reduce dependence on any single revenue source.

Our objective is to open with adequate working capital and reserves.

If additional capital becomes necessary, options could include:

• Retained operating cash flow
• Additional investor capital
• Equipment financing
• SBA or conventional refinancing
• Expansion financing tied to demonstrated revenue

Once the business is operating and producing revenue, financing options generally become significantly broader than they are at the startup stage.

Dubs is intentionally designed to sit between a traditional family entertainment center and an adult entertainment venue.

During the day, it can and will serve families, kids, parties, schools, and corporate groups.

At night, portions of the business can transition toward adult customers, dates, nightlife, food, drinks, competition, and social entertainment.

That allows the same building to serve different customer groups throughout the day rather than relying on one narrow demographic.