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ALLIANCE PROPERTY & INFRASTRUCTURE SERVICES

Investor Relations

Investment Information Package​

Growth capital, valuation milestones and staged investorparticipation framework linked to a maximum $25 millioncapital raise.​

STAGE 1 $1.00 | STAGE 2 $1.50 | STAGE 3 $2.25+​

Maximum aggregate investment: $25.0 million​

Contents

Investor Relations website content + developer handoff pack

01

Investor Relations public webpage

Pages 03-05​

Investment positioning, investor overview and value proposition​

03

Commercial & Capital Strategy

Pages 10-14​

Commercial model, growth discipline, service platform and capital raising strategy​

05

Investor Process​

Pages 19-24​​

Due diligence, enquiry process, notices and investor communication controls​

07

Operating Model & Scale​

Pages 31-35​​

Enterprise architecture, capability domains, network capacity and immediate priorities​

09

Risk & Diligence

Pages 45-49​

Risk factors, data room governance, diligence index and application process​

02

APIS Platform​

Pages 03-05​

APIS at a glance, operating thesis, Contractor Connect and delivery workflow​

04

Governance & Investor Stewardship​

Pages 10-14​

Governance controls, investor stewardship and approved forward-looking information

06

Investment Case​

Pages 19-24​​

Opportunity, APIS response, target markets, client value and scale roadmap​

08

Financial Model, Valuation & Liquidity

Pages 31-35​​

Target revenue, profitability, $25m raise, share pricing, valuation milestones and IPO /liquidity pathway​

10

Investor Information, Incentives & Next Step​

Pages 45-49​

Approved package information, founding-investor incentive, disclosures and contactpathway​

Investor Focus​

The package connects operating evidence to valuation uplift and investor liquidity planning.

Investment positioning​

A growth platform built around disciplined execution, recurring service demand and accountable delivery​

APIS is positioned as an integrated property, infrastructure and advisory services platform designed to solve fragmented service delivery across complex client portfolios.

The investment case is built around recurring portfolio demand, controlled contractor capacity, technology-enabled workflow visibility, procurement discipline and scalable managed-service revenue lanes.

The opportunity is to build a nationally recognised operating platform with clear governance, staged capital deployment, measurable milestones and valuation uplift linked to revenue and profitability performance.

Investment Thesis​

Recurring portfolio demand, Contractor Connect operating leverage, centralised procurement, revenue and margin expansion through scale, and stage-gated capital milestones.

Investment proposition​

How investors can assess APIS as a scalable operating platform

01

Market Need

Fragmented property and infrastructure services create cost leakage, inconsistent delivery, compliance risk and limited visibility.

03

Growth Logic

Capital accelerates enterprise client conversion, contractor network depth, systems capability and recurring revenue expansion.

02

APIS Platform

APIS combines managed delivery, procurement, advisory capability, contractor network management and technology-enabled workflow control.

04

Investor Outcome

Valuation uplift is linked to revenue conversion, margin maturity, governance controls and evidence that the model can scale responsibly.

Investor Value Logic

APIS links commercial traction, revenue conversion, margin maturity and governance discipline to staged valuation increases.

The APIS operating thesis

How the business model is intended to create value

1

Start with client outcomes: understand the service, cost, risk, compliance and stakeholder issue before selecting a delivery response.

2

Bring advisory, procurement, service coordination, managed delivery and specialist capability into a connected operating model.

3

Use structured workflows and performance information to improve visibility, accountability and decision-making across the service lifecycle.

4

Build a resilient delivery ecosystem that supports clients across commercial, industrial, retail, residential, government, education, health, aged care and infrastructure environments.

OPERATING POSITION

APIS is designed as a clearer operating layer between a client need and a field outcome.

APIS Contractor Connect™

The intended operating layer for contractor, supplier and job management
APIS Contractor Connect™ is intended to be the technology-enabled operating layer for contractor, supplier and job management. It is designed to turn fragmented emails, calls, spreadsheets and separate contractor records into a more connected workflow for service requests, allocation, compliance, quotations, approvals, projects, performance and asset information.
THE COMMERCIAL RELEVANCE
If validated through client use, APIS Contractor Connect™ can support a more repeatable service-coordination and contractor-management model, alongside the broader APIS advisory and managed-delivery ecosystem.

From request to outcome

The delivery lifecycle APIS Contractor Connect™ is intended to support

01

Capture

Site, asset, scope, priority, service level, access and safety requirements.

02

Assess

Authority, budget, workflow, compliance and escalation requirements.

03

Allocate

Capability, location, capacity, availability, compliance and performance information.

04

Coordinate

Acceptance, scheduling, quotation, variation, delivery and communication.

05

Improve

Job, service, cost, compliance and performance data for portfolio decisions.

MODEL RANGE

The model is designed to support everything from a simple reactive job through to planned maintenance, emergency response and multi-trade programs.

Commercial Model & Growth Discipline

From proof of value to repeatable delivery
The APIS commercial model is designed to create a progressive pathway from advisory-led client entry to recurring, portfolio-based service relationships. Rather than assuming scale, the model focuses on proving value in a defined engagement, converting selected work into broader commercial scope and building the operational evidence required for repeatable delivery.
GROWTH REQUIRES EVIDENCE

Pipeline activity, target accounts, prospective fees, savings concepts and revenue cases are management planning inputs — not contracted revenue, client commitments or assured outcomes.

Integrated APIS service platform

How APIS converts complex client demand into scalable revenue lanes

Managed Services

Recurring portfolio coordination and service
delivery

Procurement

Supplier consolidation, pricing control and buying
leverage

Contractor Connect

Qualified network capacity, workflow visibility and
job management

Projects

Refurbishment, upgrade and capital works delivery

Advisory

Strategic, technical, compliance and operational advice

Engineering

Specialist technical design, assurance and delivery support

Investor relevance

Each lane is designed to support revenue diversification, margin progression and enterprise account depth.

Capital raising strategy​

Maximum private investment of $25.0m plus Stage 4 IPO / liquidity event pathway​

Maximum private capital target​

$25.0m​

Stages 1-3 raise private growth capital. Stage 4 establishes the IPO / liquidityevent pathway and target liquidity reference pricing.​

Stage

Share price​

Capital / event​

Value reference​

Milestone focus​

Stage 1​

$1.00​

$5.0m private raise

$25.0m

Platform, governance, contractor network and initial enterprise pipeline validation​

Stage 1​

$1.50​

$8.0m private raise​

$45.5m​

Recurring revenue conversion, technology capability, margin evidence and geographic expansion​

Stage 3​

$2.25​

$12.0m private raise​

$80.25m​

National delivery platform, institutional reporting, strategic partnerships and scale readiness​

Stage 4

$3.50+​

IPO / liquidity event​

Market determined​

IPO, trade sale, strategic recapitalisation or other approved liquidity pathway​

Stages 1-3 maximise the private capital pathway to $25.0m; Stage 4 establishes the IPO / liquidity event reference pathway.

Investment focus areas

Capital priorities to validate, deliver and scale the APIS model

Technology and platform capability

Validation and deployment of Contractor Connect™ workflows, data controls and integrations.

Working capital and mobilisation

Cashflow planning, approved operating controls and contract mobilisation.

Governance and assurance

Financial reporting, legal, risk, privacy, cybersecurity, quality and assurance capability.

Commercial activation

Client acquisition, advisory-led proof-of-value work and disciplined conversion capability.

Network development

Contractor, supplier and Consultant Partner onboarding, coverage, compliance and performance processes.

Governance, Risk & Investor Stewardship

Controls that must mature with scale

APIS recognises that an ambitious operating model requires an equally disciplined governance model. The investor materials describe a Board-led framework intended to bring together strategic oversight, capital allocation, financial reporting, risk management, operational assurance and accountable executive delivery.

CONTROL BEFORE SCALE

The strength of the APIS proposition will be measured not only by growth, but also by the quality of client outcomes, delivery evidence, financial control, risk management and the transparency of investor communication.

Investor stewardship principles

What a maturing APIS should show investors

1

Board and executive accountability for strategy, risk appetite, capital decisions and material investor communications.

2

Clear financial controls, budgeting, management reporting, cashflow oversight and appropriate external review.

3

Operational governance covering client contracts, contractor and supplier controls, service quality, WHS, insurance and performance management.

4

Technology and data governance addressing product scope, privacy, cybersecurity, access, data quality, continuity and third-party dependencies.

5

Transparent treatment of material information, including a controlled source register, disclosure verification and documented release process.

Approved Financial Information & Forward-Looking Statements

Approved target revenue, profit, valuation, returns, share pricing and fundraising terms

The APIS Investor Relations package presents approved target revenue, profit, valuation, investor return assumptions, share pricing, ownership outcomes and fundraising terms for qualified investor review.

APPROVED INVESTOR PACKAGE INFORMATION

The APIS Investor Relations package presents target revenue, profit, valuation, return assumptions, security price, ownership outcomes and fundraising terms following the required Board, legal, accounting and disclosure approval process.

Due Diligence & Investor Process

A controlled pathway to authorised information

APIS intends to manage investor information through a controlled, evidence-led process. A serious investor discussion should focus on the commercial proposition, execution capability, contractor and supplier ecosystem, technology and data controls, financial assumptions, corporate structure, risk profile and the quality of governance as the business develops.

DILIGENCE BEFORE DECISION

APIS welcomes informed questions. The appropriate next step is a controlled discussion focused on evidence, risk, governance and the final authorised documentation — not an unverified claim or informal promise.

How APIS treats prospective information

Developer and content-owner safeguards

1

Historical information, current management information, budgets, forecasts, long-range targets and valuation concepts must be clearly distinguished.

2

Prospective financial information is subject to material uncertainty, including customer conversion, retention, pricing, delivery capacity, technology adoption, working capital, financing, regulation and market conditions.

3

No financial scenario, long-range target, margin assumption, market-size statement or investor-return concept should be published unless verified, Board-approved and reviewed.

4

Approved materials provided to an eligible investor, if any, must be read in full with the relevant risk disclosures, assumptions, limitations and final legal documentation.

WEBSITE RULE
Use public wording for the webpage and keep financial-model details in controlled investor materials unless expressly approved.

Due Diligence & Investor Process

A controlled pathway to authorised information
APIS intends to manage investor information through a controlled, evidence-led process. A serious investor discussion should focus on the commercial proposition, execution capability, contractor and supplier ecosystem, technology and data controls, financial assumptions, corporate structure, risk profile and the quality of governance as the business develops.
DILIGENCE BEFORE DECISION
APIS welcomes informed questions. The appropriate next step is a controlled discussion focused on evidence, risk, governance and the final authorised documentation — not an unverified claim or informal promise.

Important Notices

No offer, no advice and no reliance on unauthorised materials
The information on this website is general information only. It does not constitute an offer, invitation, recommendation or solicitation to acquire securities or any other financial product, and it is not a prospectus, product disclosure statement or personal financial product advice. It does not take account of any person’s objectives, financial situation or needs.
Statements about APIS’s strategy, commercial plans, operating model, potential capital use, technology, network development, growth or future opportunities are forward-looking statements. They involve known and unknown risks, assumptions and uncertainties. Actual outcomes may differ materially from any forward-looking statement.

INVESTMENT RISK

Any investment in a growth-stage business may be speculative, illiquid and may result in the loss of some or all invested capital. This notice is not a substitute for final legal documentation or independent advice.

INVESTOR RELATIONS

Investment case

A stronger operating layer for a fragmented industry

ALLIANCE PROPERTY & INFRASTRUCTURE SERVICES

The opportunity

Complex portfolios still carry too much operational friction

Fragmented requests

Emails, calls, spreadsheets and disconnected systems obscure the status of work.

Supplier complexity

Contractor capability, compliance, availability and performance are difficult to see in one place.

Manual coordination

Quotes, approvals, variations, attendance, updates and close-out often rely on individual effort.

Limited portfolio insight

Without connected data, leaders struggle to compare cost, service, risk and performance across sites.

APIS response

One accountable environment — from request to insight

01

Client request

A defined need, site, asset, issue or service request.

02

Assessment & controls

Authority, budget, compliance and workflow checks.

03

Smart allocation

Capability, service area, capacity and performance fit.

04

Coordinated delivery

Scheduling, updates, evidence, quote and variation control.

05

Performance insight

Data that supports better cost, service, risk and portfolio decisions.

VALUE + MODEL

The APIS position sits at the intersection of advisory, procurement, managed delivery, service coordination and digital workflow.

Target markets

Portfolios where coordination, compliance and visibility matter

Commercial & industrial

Asset owners and operators managing operational, compliance and service-delivery complexity.

Retail & hospitality

Multi-site environments with customer-experience, uptime and contractor coordination demands.

Residential, strata & owners corporations

Body corporate, owners corporation and residential portfolio management environments.

Government & education

Public and education assets with governance, compliance and stakeholder accountability.

Health & aged care

Higher-sensitivity environments where reliability, risk and communication are critical.

Infrastructure & asset owners

Complex infrastructure and asset-service delivery with multi-party coordination needs.

Client value

Operational gains that can compound across a portfolio

Visibility

Open jobs, work in progress, quotes, compliance, spend and service performance in one environment.

Efficiency

Less manual chasing, fewer duplicate records and clearer workflows for approvals and communication.

Control

Defined authority, escalation, contractor compliance, quality assurance and accountability.

Performance

Comparable service, response-time, cost, quality and contractor-performance insight.

Scale roadmap

A controlled path from initial traction to national capability

01

Years 1–2

Focused verticals, early audits, initial client evidence and disciplined CRM.

02

Year 3

Recurring client base, documented margins, service KPIs and platform pilot evidence.

03

Years 4–5

Foundation portfolios, regional rollout, onboarding and cross-sell.

04

Years 6–7

National coverage, enterprise contracts, standardised data and governance maturity.

05

Years 8–10

Portfolio density, platform and network monetisation, mature risk systems.

STAGE-GATE PRINCIPLE

Each stage must earn the right to progress through client evidence, delivery performance, capital discipline and governance maturity.

OPERATING MODEL & SCALE

Connected architecture

Advisory, procurement, managed delivery, contractor ecosystem, technology and governance as one model

ALLIANCE PROPERTY & INFRASTRUCTURE SERVICES

Enterprise architecture

Six operating layers designed to turn complexity into control

Client ecosystem

Owners, operators, managers and institutional stakeholders set requirements and outcomes.

Strategic advisory

Asset, facilities, procurement, sustainability, transformation and risk capability.

Enterprise management

Program, contractor, supplier, financial, risk, performance and compliance governance.

Technology

Contractor Connect™, workflow, dashboards, mobility, data and analytics.

Delivery

Contractors, suppliers, consultants, projects and service teams execute the work.

Performance

KPI reporting, client feedback, cost, compliance and continuous improvement.

Capability domains

Seven connected domains — one accountable client experience

Consulting & advisory

Strategic and operational improvement capability.

Engineering & technical

Specialist assessment, due diligence and technical delivery.

Procurement & commercial

Supplier, contract and spend-management capability.

Managed services

Recurring portfolio and service-delivery arrangements.

Projects & capital works

Structured program, refurbishment and capital delivery.

Contractor Connect™

Workflow, reporting, contractor and job-management capability.

Enterprise support

Governance, finance, people, risk and assurance systems.

Network capacity

Scale depends on qualified coverage — not headline numbers

Coverage

Trade and regional coverage, contingency and capacity mapping.

Compliance

Licences, insurance, WHS, credentials and onboarding controls.

Quality

Performance measures, client feedback, service standards and QA.

Economics

Rate cards, cost to serve, payment terms, margin and retention.

Immediate priorities

Build the evidence base before the next stage of scale

1

Finalise corporate governance, capability material, Contractor Connect™ requirements, CRM and reporting.

2

Recruit initial Consultant Partners, commence contractor acquisition and build strategic partnerships.

3

Secure foundation clients and establish a national sales pipeline with controlled investor information.

4

Assess readiness before each phase across leadership, technology, operations, finance, governance and capital.

WEBSITE RULE

The most important early work is to establish strong operating foundations, not merely expand activity.

ALLIANCE PROPERTY & INFRASTRUCTURE SERVICES

FINANCIAL MODEL & CAPITAL FRAMEWORK

Financial model, valuation and liquidity framework​

Revenue growth, profitability progression, stagedcapital raising, IPO / liquidity event planning andcompany valuation milestones.​

Forecast model summary

Revenue and profitability forecast logic linked to staged share valuations​

$25.0m maximum private capital raise

Stages 1-3 fund the private growth pathway. Stage 4 describes the target IPO / liquidity event reference point after milestone delivery.

Stage

Price​

Capital / event​

New shares

Pre-money / reference

Post-money / event value

Total shares

Stage 1​

$1.00​

$5.0m

5.00m

$20.0m

$25.0m

25.00m

Stage 1​

$1.50​

$8.0m

5.33m

$37.5m

$45.5m

30.33m

Stage 3​

$2.25​

$12.0m

5.33m

$68.25m

$80.25m

35.67m

Stage 4

$3.50+​

Market / liquidity event

N/A

$124.8m+ reference

Market determined

35.67m pre-event

Approved revenue path​

Approved target revenue case linked to the valuation framework​

WHAT THE NUMBER REPRESENTS

The 2036 target revenue case is linked to enterpriseportfolio wins, recurring managed-service conversion,Contractor Connect adoption, network capacity,disciplined capital deployment and mature governance.​

Approved package basis​

Target revenue, profitability, valuation, share pricing,ownership outcomes and fundraising terms are presentedin this approved investor package following Board, legal,accounting and disclosure approvals.​

Profitability and margin progression​

Illustrative operating outcomes — not a valuation
EBITDA grows from $0.1m in 2026 to $360m in the 2036 long-range management case, with margin progressing from 5.0% to 18.0%.

5.0%

2026 EBITDA margin

8.0%

2028 EBITDA margin

12.0%

2030 EBITDA margin

15.0%

2032 EBITDA margin

17.0%

2034 EBITDA margin

18.0%

2036 EBITDA margin

2036 revenue architecture

A diversified $2.0b target mix with recurring-service depth

45%

Managed services — $900m of 2036 revenue target

20%

Procurement — $400m of 2036 revenue target

15%

Contractor Connect™ — $300m of 2036 revenue target

10%

Projects — $200m of 2036 revenue target

5%

Advisory — $100m of 2036 revenue target

5%

Engineering — $100m of 2036 revenue target

DISCLOSURE NOTE

Detailed investor information is provided through controlled access, eligibility checks and appropriate confidentiality arrangements.

$25m capital raising and liquidity framework

Stages 1-3 maximise private capital raised. Stage 4 establishes IPO / liquidity pathway

Stage

Round

Share price

Capital / event

Post-money / value reference

Primary milestones

Stage 1​

Foundation Round

$1.00

$5.0m

$25.0m

Platform, governance, contractor network and initial enterprise pipeline validation

Stage 1​

Growth Round

$1.50

$8.0m

$45.5m

Recurring revenue conversion, technology capability, margin evidence and geographic expansion

Stage 3​

Scale Round

$2.25

$12.0m

$80.25m

National delivery platform, institutional reporting, strategic partnerships and scale readiness

Stage 4

IPO / Liquidity Event

$3.50+

Market / liquidity event

Market determined

IPO, trade sale, strategic recapitalisation or other approved liquidity pathway

Capital and liquidity logic

The private capital pathway raises up to $25.0m before a Stage 4 IPO, trade sale, strategic recapitalisation or other approved liquidity event pathway.

Stage 1-4 share valuation framework

Approved price ladder, founding-investor incentive and IPO / liquidity event pathway

Stage

Share price

Capital event

Pre-money / reference

Post-money / event value

Valuation logic

Stage 1​

$1.00

$5.0m

$20.0m

$25.0m

Platform, governance, contractor network and initial enterprise pipeline validation

Stage 1​

$1.50

$8.0m

$37.5m

$45.5m

Recurring revenue conversion, technology capability, margin evidence and geographic expansion

Stage 3​

$2.25

$12.0m

$68.25m

$80.25m

National delivery platform, institutional reporting, strategic partnerships and scale readiness

Stage 4

$3.50+

Market / liquidity event

$124.8m+ reference

Market determined

IPO, trade sale, strategic recapitalisation or other approved liquidity pathway

Founding-investor incentive

Stage 1 founding investors receive a 15% bonus allocation on subscribed Stage 1 shares, plus priority pro-rata participation rights in Stages 2 and 3 under the approved offer terms.

Liquidity pathway

Stage 4 targets an IPO, trade sale, strategic recapitalisation or other liquidity event. The final pathway is governed by market conditions, Board approval and transaction documentation.

RISK, DILIGENCE & INVESTOR PROCESS

Evidence before reliance

One evidence environment, one controlled release process

ALLIANCE PROPERTY & INFRASTRUCTURE SERVICES

Risk factors and response

Six operating layers designed to turn complexity into control

Target-case growth

The long-range revenue target may not be achieved.

Commercialisation

Pipeline may not convert; clients may not renew; scope or margin may differ.

Contractor ecosystem

Coverage, compliance, availability, quality and economics may not scale as planned.

Technology & data

Delivery, adoption, integration, cyber security and data quality may constrain outcomes.

Capital & liquidity

Additional funding may be needed and may not be available on acceptable terms.

Regulatory & people

Legal, privacy, WHS, procurement, insurance, leadership and operational maturity risk.

Data room governance

A disciplined information environment for investor review

Named access

Invite-only access, confidentiality acceptance, role-based folders and access-register retention.

Version control

Each document carries an owner, version, issue date, status and approval record.

Material updates

Corrections and material updates are reviewed and made consistently available to authorised recipients.

Archive

A dated snapshot is preserved for each investor cohort or final-offer recipient.

Core diligence index

Corporate, financial, commercial operations, technology, governance and legal evidence

01 Corporate

Corporate extract, constitution, cap table, registers, directors/officers and Board resolutions.

02 Financial

Accounts, management reporting, cashflow, tax, debt, model, assumptions, budget and review evidence.

03 Offer documents

Final memorandum, terms, subscription form, investor certificate, legal advice and distribution register.

04 Commercial

Pipeline, material contracts, client evidence, pricing, service economics and customer references.

05 Operations

Delivery framework, contractor and supplier controls, insurance, WHS, quality and performance reporting.

06 Technology & IP

Contractor Connect roadmap, IP ownership, licences, integrations, privacy, security and continuity.

07 Governance & people

Board, delegations, risk register, policies, leadership, succession and workforce controls.

08 Legal & compliance

Claims, disputes, regulatory matters, privacy, employment, insurance and fundraising advice.

Application, payment and issue

A controlled sequence from investor eligibility through to corporate records

01

Eligibility

Confirm applicable investor cohort and evidence requirements.

02

Application

Receive the approved, complete and authorised application with requested evidence.

03

Allocation

Accept, reject, scale back or defer under final documents and applicable law.

04

Payment

Issue final payment instructions; investor independently verifies bank details.

05

Completion

Verify cleared funds, execute final documents and complete conditions.

CONTROL PRINCIPLE

An expression of interest, diligence response or draft form does not create an allocation, payment instruction or binding subscription. 

Investor Relations next step

Controlled enquiry pathway for qualified investor discussions

1300 175 645  |  enquiry@apis.net.au  |  www.apis.net.au

Approved stages and liquidity pathway

• Stage 1: $1.00
• Stage 2: $1.50
• Stage 3: $2.25+
• Stage 4: $3.50+ IPO / liquidity event
• Founding incentive: 15% Stage 1 bonus allocation

Prospective investors can register an enquiry with APIS to discuss eligibility, information access, investment process and staged capital raising participation.

Further investor material may be provided through the approved investor process and may be subject to confidentiality, verification and eligibility requirements.