[Knowledge Base Reference for BAWT.ca/FKB / MVE-VVSP / DSHL / CLFF / MARChs / SMADt / SMAM / JUCr] — (Context for tracking our forward development and operational positioning)

BAWT OFFICIAL NEWSLETTER-10-2025

Dear Friends,

Here is my current Business Development Report and Official Launch Trajectory as of today. Sometimes I try to take shortcuts in hopes of accelerating our startup to launch, but the reality is that a corporate business startup is like preparing for an exam — there’s always a grade-level passmark that must be achieved.

This is a high-profile, luxury brand, and it must meet that passmark. There are no shortcut gates open.

I’m highly experienced as a driver, but this level of business operations is still new territory with very challenging and unfamiliar terrains for me. And I must face a number of hard facts at hand:

1. I cannot drive forever.
2. My current vehicle will only remain commercially licensed for about 4.5 more years before the city discontinues its eligibility.
3. Uber and Lyft dominate the rideshare industry, making it extremely difficult for small operators.
4. Funding remains a challenge.
5. Tourism faces similar barriers.
6. Marketing and advertising are just as competitive.
7. Book sales require major audience-building.
8. Every new area requires me to learn from the ground up — including building my own website, booking app, and everything in between.
9. The overall strategy is solid — the main obstacle is simply me being one person handling it all. However, I have determination and will that is well beyond the norm. I feel empowered and I’m here to share that empowerment with all so that “Everyone-Can”!
10. I hope DShal will join the company’s Top-Tier as the closest in consideration, but for now, I’m not fully prepared to assign the VP position just yet, so she’ll need external employment until we generate consistent stability.
11. This is the reason for BAWT-Inc: to provide every team member with a second full-time income through our Employment Pros & Cons comparison — identifying the shortfalls of traditional work models.

The same applies to everyone else until I can fully set up these sales channels and we begin to generate steady revenues. So, while I understand everyone’s thoughts and concerns, there are no viable shortcuts until the Board of Directors (BOD) is fully structured with its VP & RVPs in place. Only then will investors and sponsors take serious interest. At that stage, I’ll also need to retain full-time corporate lawyers to manage compliance and contracts.

My Working Trajectory

My immediate plan is to reach the point where we can:

• A. Officially launch BAWT Inc.
• B. Release and promote Book #2 in the GTNE series.
• C. Establish a fully operational Shopify eCommerce system with our branded and exclusive product line.
• D. Note: BAWT will also become the publishing company under the CK KUYA MEG Brand (media streaming & entertainment group, under tourism & limousine branding for NAICS 516212 — Media Streaming Distribution Services).

For Structural Clarity

• The company’s image and branding will be fully featured and unified.
• Our FKBOSS – Customer Help BAWT Online Systems & Support are positioned for members & customer content across all 5 websites.
• Professional and styled images of all top-tier managers will be incorporated into corporate materials.
• Our avatar will serve as the on-page customer assistant across the websites.

This structure supports the launch of:

• Brand launches
• Book release
• Writers’ Club introduction
• Advertising Magazine launch
• Cultural Jerk-Fest & Jerk-Cuisine Championship Competitions

Current Positioning (Realistic & Doable)

All the above items are on track and achievable. Other long-term goals will follow in later phases. Additional plans and milestones can be viewed at: Growth Trajectory.

Key Components & Progress

Once these core elements are established — along with some verified sales and a working booking application — we can move forward confidently.

Booking Application Coverage:

• Rides and chauffeur bookings
• Business and event bookings — such as tourism, lake cruises, helicopter tours, wine tastings, and fundraising banquets
• Local and tourism-based trips

From there, we’ll only need to confirm:

• 3–4 management staff
• An official business office/facility (Limousine Broker/Service licensing requirement)
• A confirmed Limousine Brokerage Service license
• A few verified client reviews for investors, promoters & sponsors to observe (Submit or View Here)

Projected Timeline

Considering my continued driving work for income, funding needs, and the time required for technical and administrative development, a realistic target for the official public launch would be around mid-2026 (June), give or take.

Current Delivery Status

We’re still operating in the dark-red (negative cash flow-wise), as personal funds continue to fuel the corporation until I’ve set the most critical of the 13-Pillars in the BOD. However, the foundation and structural framework are now firmly in place, including:

• A professional business plan and operational model.
• A clear Vision, Mission & Goal outlined on the Trajectory Page.
• A professional Reviews Page — now open for 5-star client, partner, and reader feedback — providing transparency for investors and the Everyone-Can model.

Final Note

These details are also important for members of my chat group and anyone considering joining the management team within BAWT Inc. to fully understand and stay informed.

If there’s any issue, clarification, or item I may have overlooked, please don’t hesitate to reply via email or personal WhatsApp chat. I’ll provide the missing information immediately.