Needful Provision, Inc.

What follows is the draft of a business plan for a new Kenyan social enterprise NPI
is supporting with self-help technologies, and technical support. This enterprise was
initially known as QL2, and has been registered as Quick Lift Now, Ltd. (QLN). The
purpose of QLN is to manufacture and market innovative self-help items designed to
help the poor help themselves. QLN will also operate barter trade programs to assist
the poor in acquiring QLN's self-help items. In addition to returning a good profit for
QLN stockholders, QLN will make annual royalty payments to NPI ---based on 03 %
(percent) of yearly wholesale gross. (NPI soon hopes to replicate the QLN model in
Asia, Latin America, and the Middle East.)

Control No. 7003

QUICK LIFT, LTD.

(QL2)

BUSINESS PLAN

Alternative Name Reserved: Quick Lift Now, Ltd. (QLN)

Gacii E. Waciuma, President
Quick Lift, Ltd.
P.O. Box 7612-00100
Nairobi, Kenya
Tel. 254-020-313611
Email: info@bewareofaids.org
U.S. Sponsor: NPI
Website: needfulprovision.org

Table of Contents Page(s)

Executive Summary 1
Company Overview & Background 3

Products & Technology 5
Market Definition 6

Competitive Analysis 7
Market Positioning 8

Marketing Plan 9
Distribution Channels 10

Sales Approach & Proposition 10
Management 11

Implementation Plan 12
Financials 14

Location 16
Supplement 17

Ownership & Authorized Stock 17

Appendices
- Resumes (See Tabs)
- Financial Statements
- Technical Data/ Patents
- Research & Location Items
- Marketing Materials
Available Upon Request
- References
- Letters of Intent
- Personal References
- Financial Worksheets
- Articles & Publications
- Term Sheets
Reviewer Comments & Questions

N.B. This business plan is for information of
prospective investors, not a solicitation for the
sale of stock. All details are proprietary.

page 1 of 17
EXECUTIVE SUMMARY
1) Sponsors & Background: The U.S. sponsor, Needful Provision, Inc. (NPI), is a
501(c)(3) social entrepreneurial charity, founded in New Mexico, USA, on 12 June 1995. NPI’s goals are to research, develop, demonstrate, teach, and commercialize innovative self-help, self-sufficiency technologies for benefit of poor and disadvantaged populations, as well as the general public. The purpose of NPI’s support for Quick Lift, Ltd. (QL2) business plan ---as herein proposed--- is to help commercialize proprietary self-help technologies owned by NPI --with patents in the name of the inventor and NPI’s President, David A. Nuttle. Subject technologies will be assigned or licensed to QL2.
The Kenyan sponsor organization is the: Awareness Group on AIDS Prevention (AGAP), a Kenyan NGO, under the direction of Gacii E. Waciuma, President. AGAP is providing management and support services to QL2.

2) Products & Technology: The primary product(s), to be commercialized by QL2,
includes: 1) A solar powered refrigerator; 2) A solar powered oven; 3) A solar water still (for potable water); 4) A seesaw (teeter-totter) water pump; 5) An earth-block machine; 6) A composting toilet; and 7) A production kit for growing nutrient supplements. In addition, a barter trade program will be developed to help villagers acquire the above stated self-help products. QL2 will have an aircraft used for marketing or product promotion, and delivery of products to remote areas. This aircraft will also provide some income from charter services provided, part-time, to NGOs in Kenya. The charter service is also considered a QL2 Product.

3) Management Team: NPI’s staff will provide some initial management support. David A. Nuttle, NPI’s Pres., has a BS in Agriculture with 30 years of agriculture/ community development, and homeland security experience in Africa, Asia, Latin America, and the Middle East, as well as the U.S. ---and Nuttle is the inventor of the technologies listed above. Nuttle was President of NPI for over 10 years, and was previously the President of a major public corporation. Randy D. Gibson, NPI’s COO, has extensive experience in technology transfer, entrepreneurial training, and business development. Karen M. Lees, NPI’s Dir. of Training, has an MA in Special Education, and 25 years experience in the planning, development, and implementation of innovative education programs for K-12 and adult training of special needs populations. Ms. Lees also has extensive horticultural training and experience of benefit to NPI’s food security effort(s). AGAP’s President, Gacii E. Waciuma, will provide direct management support of QL2, and will initially serve as acting President of QL2. Mr. Waciuma, a Kenyan, has an MBA plus extensive management experience in Kenya. Two other well experienced Kenyan businesspersons, Wakiuru E. Mathangani & Njambi Belle Morgan are part of the team. An engineer, with good manufacturing operations experience, is being recruited.

4) The Market: According to United Nations, World Bank, and other data, some
2.7 billion people reside in rural areas having a need for the types of self-help products to be offered by QL2. Initial marketing effort(s) will focus on some 300,000 rural and tribal residents, of Kenya, having the most urgent need for QL2 products. From Kenya, QL2 marketing efforts will expand outward over time.
page 2 of 17

5) Financial Projections & Exit Strategy: Financial projections are based on the
known Kenyan market of not less than 300,000 rural and tribal Kenyans (as noted above). Using the most modern manufacturing techniques, and unique manufacturing facilities, subject self-help products can be produced for 1/2 of the affordable sale price.

QL2 seeks to borrow (and/or obtain grants) in the amount of US $1,670,000 for the
startup of the herein proposed business. GroFin Kenya, Ltd. is expected to provide the initial funding. As QL2 expands, there should be expansion funds available from profits. If rapid expansion appears to be desirable, QL2 may consider the private sale of stock as allowed under Kenyan law(s).

6) Funds Sought & Uses: As indicated above, QL2 needs US $1,670,000 for: 1) A
Kenyan-based, modern manufacturing and distribution facility for the manufacture and delivery of self-help products as identified above; 2) Start of a barter trade program to assist poor villagers to acquire needed self-help items; and 3) Organization of a sales promotion/ marketing, delivery, and service system with training and service teams moving throughout Kenya in five trucks and one aircraft.

7) Market Considerations: Kenyan villagers in need of self-help items are
typically impoverished, and lack the savings or income to purchase these items. But most of these villagers do have items or resources in surplus that might be used to acquire the needed items using barter. An example of a barter trade might be as follows: A Kenyan tribe needs a number of QL2 self-help items. The QL2 staff discovers that this tribe has a surplus of Neem seeds from local trees. W.R. Grace Company needs Neem seeds for production of its organic insecticide (made from these seeds). Grace agrees to purchase the Neem seed crop to be harvested and delivered by the tribe (and Grace will pay cash). The proceeds from this sale will pay QL2 for the self-help items wanted by the tribe.

8) Special Factor(s): The HIV/ AIDS epidemic has resulted in the illness and death
of large numbers of Kenyans ---and this includes rural and tribal villagers. In order for QL2 to develop and sustain viable markets, its customers must achieve and sustain good health. For this reason, QL2 will help to sponsor and deliver an AIDS prevention message prepared by AGAP. Since QL2 will already have training teams working at the village level, the AIDS prevention message may be delivered for little additional cost. Moreover, the delivery of such message will help to protect QL2’s markets & customers.

9) Social Entrepreneurial Basis: QL2 is considered a social enterprise under the
direct sponsorship of NPI and AGAP. For persons not familiar with social enterprise, the best example is the American Red Cross’ collection of blood, from volunteers, for sale to hospitals and clinics. Profits earned from this enterprise are then used to support the various charitable and relief activities of the Red Cross. NPI is chartered as a 501(c)(3), tax-exempt, social entrepreneurial charity --and NPI is a member of the Social Enterprise Alliance (see www.se-alliance.org). The SE-Alliance is now helping to find investors for 7 (seven) of NPI’s social enterprises. As a matter of policy, NPI plans to conduct its
page 3 of 17

social enterprises via sponsored, for-profit companies that will pay taxes to various local and national governments, as appropriate. All royalties, earned by NPI, are used to support NPI’s various charitable activities. QL2 supports the delivery of AGAP’s AIDS prevention message, and acts to protect the health of villagers, thereby performing a type of social entrepreneurial task for AGAP.

10) Opposition & Risks: Terrorist and narcoterrorist groups seek to sustain poverty and anger among the populations they depend upon for recruits, intelligence, and general support. These groups may act to maintain such status. As QL2 enters foreign markets, there may be opposition to QL2s product development in these areas. Subject opposition will be due to the fact that some QL2 products may be used to assist poor populations in achieving the kind of self-sufficiency needed to resolve many poverty issues. Given a real potential for armed opponents, prospective investors will be advised that investment in QL2 will come with some risks. (In the event QL2 makes a private stock offering, no investment shall be accepted unless each group or individual is financially capable of assuming such risks.)

11) Contact Information: As provided on the cover of this business plan.

COMPANY OVERVIEW & BACKGROUND
12) “Elevator Pitch:” Quick Lift, Ltd. (QL2) has licensed (from NPI) the innovative
and appropriate, self-help technologies to create the kinds of social enterprises that will be of very significant benefit to disadvantaged populations, worldwide ---while also benefiting the environment, and any investors that support commercialization of these technologies. With increased, global availability of modern communications, the world’s poor are now generally aware of what they don’t have. Upwards of 2 billion people are eager to acquire those products that can help provide self-sufficiency and achieve a degree of well-being. The time is right to present the an appropriate combination of self-help products to these peoples, and to show them ways to meet their basic needs despite their poverty.

QL2 has also licensed unique technologies (from NPI) to support barter trade as a means to assist the poor in acquiring self-help products they need. QL2 will use NPI’s technologies, and its own new technologies, to provide very innovative products to support self-sufficiency efforts by impoverished villagers, worldwide. With the known and real dangers from diseases, natural disasters, terrorism, and insurgency, the QL2 effort will deliver products that help the poorest of the poor help themselves. Your active support of the QL2 startup is expected to provide significant social good in the process of creating a successful business.

13) Founding History: NPI, founded in New Mexico, USA, on 12 June 1995, is an
extension and formalization of the work started by its founder, David A, Nuttle, in 1959.
Nuttle’s first project, in 1959-60, was to assist in the resettlement of some 300,000 refugees in then South Viet-Nam. Part of that effort included helping the Government of
page 4 of 17

S. Viet-Nam (GVN) construct its agricultural research facilities, and start its agricultural extension programs. Nuttle then continued, in 1961-62, to assist the GVN develop its first combination economic development and homeland security project. All of these projects were very successful, and resulted in the development of “models” used for later replication, of such projects, in other areas. After these experiences, Nuttle went on to start similar projects in Africa, other parts of Asia, Latin America, and the Middle East, as well as impoverished areas of the U.S. In 1995, Nuttle elected to increase his unique capabilities, for such work, by creating NPI and developing its staff. To help in effective commercialization of self-help products, Nuttle and NPI joined with AGAP in starting QL2 (the social enterprise described herein). Gacii E. Waciuma (a Kenyan), and the AGAP staff, has in-depth experience in working with rural and tribal Kenyans to help them overcome the many problems created by the HIV/ AIDS epidemic. With this type
of background, QL2 is better assured of success.

14) Technology & Milestones: Over the period of the above history, Nuttle invented
63 self-help, self-sufficiency technologies in the areas of community food security, health, “zero net energy” housing, alternative energy, specialized transportation, and homeland security. Based upon competitive scientific peer reviews, Nuttle received grant support from the U.S. Dept. of Energy, U.S. Dept. of Agriculture, National Science Foundation, NC Biotechnology Center, and others. Many of these inventions, by Nuttle, were patented and then donated to NPI. Given the commercial potential of these unique innovations, several were licensed for commercialization resulting in significant royalty income for NPI. The most significant milestone is the fact that NPI now has a “package” of technologies that will greatly benefit the poor, on a global basis, while also achieving social entrepreneurial success, and general public good. NPI has also developed a unique “package” of barter trade technologies designed to assist the world’s poor acquire the
self-help products they urgently need. By licensing NPI’s unique self-help and barter trade technologies, QL2 has effective technical advantages.

15) Strategic Partnerships: NPI conducts its research in cooperation with national
labs, private labs, universities, and for-profit corporations. Current working relationships include the National Renewable Energy Lab (NREL), Research Triangle Institute (RTI), Oklahoma University (OU), Oklahoma State University (OSU), North Carolina State University (NCSU), and Moscow State University (MSU), in Russia. In addition, NPI is developing a waste-to-energy project with Recovered Energy, Inc. ---and an algalculture project with Spirogyra Diversified. NPI’s social enterprise in Russia, the SSV (Self-Sufficiency Village) project, is being undertaken with support from Russian government agencies and St. Petersburg State Technological University. NPI’s partner in Kenya is AGAP. NPI’s Latin Division, ACA, has its own list of strategic partnerships for Latin America and elsewhere (as needed). In Asia, NPI’s Division, AWARE, has a similar list of partners who are available to help when and where needed. AGAP has its own list of partners available to assist the QL2 effort. In brief, QL2 has many available resources to help assure overall success.

page 5 of 17

16) Mission Statement & Team Direction: QL2’s mission is to research, develop,
demonstrate, and commercialize innovative self-help and barter trade technologies designed to assist rural populations survive and soon achieve self-sufficiency. The staff at QL2 is dedicated to the accomplishment of said mission, while acting to insure that social investors receive social, environmental, and economic benefits from their investments.

PRODUCTS & TECHNOLOGIES
17) Features of Products: QL2 will offer not less than 7 (seven) self-help products
as previously listed in paragraph 2 above. In addition, QL2 will provide barter trade and charter air services.

18) Competitive Advantage(s): There are a few other self-help products such as the
irrigation pump manufactured by Kick Start, in Kenya. QL2 seeks to sustain a superior product line offering better products at lower prices. The real competitive advantage, held by QL2, is a barter trade program designed to help poor villagers acquire the self-help items they need. In addition, QL2 seeks to offer faster and more effective service as well as operational training.

19) Product Diagrams: Will be provided upon request.

20) Benefits to End-Users: Each QL2 self-help product will have its own list of
benefits. A solar refrigerator helps to preserve foods. The solar oven will prevent loss of life from indoor air pollution caused by cooking with dried manures and brush. A solar water still provides potable water and reduces frequency of disease. The seesaw water pump uses a play activity by children to deliver water to where it’s needed. An earth-block machine facilitates and improves home construction techniques. A composting toilet provides a safe and sanitary means to dispose of human waste. The production kit for growing nutrient supplements provides an easy way for villagers to obtain proteins, vitamins, minerals, and polyphenolics (to improve immune response). Barter trade give poor villagers an easy means to acquire the above said self-help items. (By having its own aircraft, QL2 can quickly service even the most remote villages.)

21) User Education: Users will need to be trained in the proper utilization of any or
all of QL2’s various self-help products as well as barter trade. The staff, at QL2, is already at work developing the training manuals, instructional videos, and distance-learning programs required.

22) Payment for Product(s): All of QL2’s customers may use cash or barter to
purchase items needed. Other payment options may be considered if they offer any additional marketing opportunities.

23) Demand Factor(s): Demand is partly determined by successful education of
prospective customers regarding needs, benefits, and costs. However, demand may have some seasonal variations associated with the ability to pay or barter for products.
page 6 of 17

24) Why Users Will Buy: Villagers will buy or trade for self-help products when
they see the many health and self-sufficiency advantages for themselves and their families. (This is why QL2 will engage in extensive product demonstrations.)

25) Supplier & Manufacturer Issues: QL2 will be the manufacturer, and will create
manufacturing capabilities in stages designed to “match” market demand. There are many suppliers of raw materials needed, and selection of actual suppliers will be based on price and quality. Given the anticipated volume of products to be produced, the critical need will be to utilize the most efficient, economical, and modern manufacturing techniques to help assure QL2’s profitability.

26) Industry Standard(s): In general, there are only a few industry standards for
Self-help products such as those to be produced by QL2. Each of these standards will be met for QL2 products. Specific standards requirements will be published as an annex to this business plan. (Any purchased parts or raw materials will also meet ASTM and other standards used to help assure quality of products produced by QL2.)

MARKET DEFINITION
27) Market Size & Trends: At least 1/3rd of the world’s population (over 2 billion
people) have a need for self-help and barter trade products to assist them in providing their own basic needs and survival. Since most of these peoples live in real economic isolation, and are without sufficient cash to purchase products, the current market is less than 03 percent of the potential market. There have been some minimal efforts to increase barter trade to give these populations increased buying power. For the purposes of this business plan, the immediate market is 300,000 Kenyan rural and tribal villagers. Based upon QL2’s success in Kenya, similar markets throughout Africa will be soon developed. Market development in Asia, Latin America, and the Middle East will follow in later years.

28) Geographic Concentrations: Rural and tribal areas, worldwide.

29) Requirements of Selling Process: Most nations have some type of registration
requirement for imported products, so QL2’s product registration will be accomplished on a country-by-country basis. There are also assorted registration requirements for the operation of barter trade companies. In order to sell self-help products overseas, QL2 will need to meet these trading requirements for each country. In addition, an organized effort will be needed to seek, find, “cultivate,” sell, and educate each individual customer or group of customers. There are no unusual selling requirements for Kenya, other than some possible safety inspections for some products offered.

30) Buying Behavior: Most populations typically engage in a search for options
to meet basic needs, and then focus on the most affordable option. Barter is often used to acquire the item(s) needed to meet the identified need. Frequently, the need is critical and meeting that need may be a matter of life or death for the prospective buyer ---and
page 7 of 17

his or her family. Thus, buying behavior may have some panic characteristics. In some areas there are a number of buying behaviors to include impulse buying at one extreme, with planned or programmed buying at the other extreme. In the case of self-help items, buying is based on awareness of need, knowledge of product, and ability to purchase.

31) Major Market Influences: The War on Terrorism has caused a major focus on
making isolated, poor populations a part of the economic “mainstream” ------ thereby helping to remove these peoples from terrorist/ narcoterrorist influences. Major changes in world markets are now being driven by strategic national security issues ---issues that now demand that the needs of the poor be taken into account and effectively resolved. In developing nations, the market for self-help and barter trade items are also based on “nation building” efforts that include a serious effort to assist poor populations in achieving self-sufficiency. The same situation applies to a number of other Third World nations suffering from the HIV/ AIDS epidemic. Even in the U.S. and Europe, the market for self- help items is now based on the realization that terrorists can attack targets --and terrorists can cause very significant damage. The further realization is that terrorists may soon acquire portable nuclear, chemical, and biological (NBC) weapons for use in their future strikes. Such specific realizations have a strong influence favoring rapid development of self-sufficiency products.

COMPETITIVE ANALYSIS
32) Known Competitors: A potential competitor, for some self-help products, is
GAIAM Real Goods ----- with its catalog sales of alternative energy systems, composting toilets, water purification systems, solar ovens/ grills, kerosene-powered refrigerators, and so on. There are several smaller companies that sell 72-hour kits and basic survival items. (AAF Intl. sells an air filter system for use with homes and offices.) The Kick Start Company, in Kenya, sells an irrigation pump and farm related items. In the area of barter trade, for overseas markets, the primary potential competitors are Barter Trade UK and BarterCard in Australia. Both of these barter companies typically engage in large multi-million dollar barter trades, and are not direct competitors for barter trade among impoverished populations.

33) Competitor Profile(s): No significant direct competitor exists offering low-cost, quality self-help items that may be acquired by means of barter. Kick Start’s irrigation pump will offer some competition with QL2’s water pump, but Kick Start requires that its pumps be purchased with cash. With a recent US $3 million grant from the John Deere Foundation, Kick Start may enjoy an advantage in the area of new product development. However, Kick Start is not expected to gain a market advantage.

34) Potential Leverage: Any company, or organization, successfully producing
quality, affordable basic needs and/or self-help items, in one area, has the potential to leverage that success by offering similar products in other areas ---primarily areas where needs have been identified. Self-help and emergency preparedness products are needed by over 2 billion poor people as herein documented. The potential for actual leverage
page 8 of 17

in developing nations will often depend on the potential to encourage, and engage in barter trade to facilitate purchases by impoverished populations. In the U.S. and Europe, each one of QL2’s products acts to leverage the others as regards market demand for self-sufficiency technologies related to emergency preparedness.

35) Conclusions & Implications: In the area of basic needs, 1.3 billion poor are in
critical need of items to assist in their survival, well-being, and eventual self-sufficiency
---and these same populations have critical food needs. Real global security cannot be achieved as long as these poor are isolated from the economic “mainstream.” Weapons of mass destruction (WMD) have been perfected to the point that use by small terrorist groups is a possibility. The survival of modern society may now depend upon our “reaching-out” and helping to meet the needs of subject populations at the same time we seek to better defend ourselves. QL2’s products can help poor populations achieve self-sufficiency, while also helping all populations improve their emergency preparedness.

MARKET POSITIONING
36) Unique Product Feature(s): QL2 will provide its innovative technologies, in
several proprietary “packages,” that enhance the means for the poor to achieve self-sufficiency and well-being. At the same time, QL2 is developing unique barter trade programs that will make the subject 1.3 billion customers (one customer at a time) a part of the modern world. The subject effort establishes a means of achieving well-being where none exists in many Third World nations. In the U.S. and Europe, QL2’s products offer rural populations with a safe, efficient, and affordable means to quickly improve emergency preparedness capabilities to defend against natural and/or terrorist-caused disasters.

37) Why Should I Buy? On a personal basis, you should buy basic self-help items to make your world safer, provide freedom from fear, and achieve self-sufficiency. Moreover, you can assist the poor by your indirect support of QL2’s product offering. As noted above, most populations should buy QL2 products for their protection in the event of natural or terrorist-caused disasters. As a potential investor, you should consider purchasing QL2 stock as a social entrepreneurial investment with an excellent potential for very high return(s), while also contributing to peace in the world.

MARKETING PLAN
38) Pricing Strategy: In general terms, 1/2 of the price is based on manufacturing
costs ---1/4 is based on the cost marketing, distribution, and product education ---and 1/4 is gross profit. Some quantity discounts may be offered to encourage “bulk” buying. Self-help items, such as QL2’s solar powered refrigerator, for the U.S. and European markets, would be higher in price while also being equipped with extras. These latter customers are interested in emergency preparedness applications, and will seldom consider self-help uses for QL2 products. (Costs of export, product testing, and/or product certification, may add to QL2 product prices in nations other than Kenya.)

page 9 of 17

39) Sales Financing: Under most circumstances, QL2 product sales will occur by
means of cash, or by barter. Financing of sales would only occur under unique or special conditions, and the type of financing would vary according to circumstances.

40) Whole Product: For self-help or emergency preparedness items, the product may
be a single item or several items integrated into a system ---- and the start-up, operating, and maintenance instructions would be included. The specific details, of any one whole product, will vary from product-to-product.

41) Customer Service: Every customer will receive training in the startup, use, and
maintenance of each QL2 item purchased. On some self-help or emergency preparedness products, service will include repairs at a reduced fee.

42) Warranty Policy: None for some items, and 6 to 18 months on other items. The
warranty detail(s) will be finalized as a part of basic marketing plans.

43) Short Statement About Product(s): QL2’s products are designed to provide a
complete, integrated systems to assist rural populations achieve well-being, real self-sufficiency ---and recover from natural and terrorist-caused disasters. In addition, some of these products will assist poor rural and tribal populations, worldwide, survive their pending destruction. A few of QL2’s products will help to resolve specific health problems. For example, use of QL2’s solar water distillation unit will provide potable water for rural villagers who now suffer a high rate of death from drinking polluted (infectious) water.

44) Promotion Plan: QL2 will create its own Internet website to educate the public on its products, and the critical need for these products. The QL2 website will be “linked” to other websites; e.g. websites for U.S. Federal Emergency Management Agency (FEMA) and the U.S. Dept. of Homeland Security (DHS). (The U.S. is expected to be an excellent market for QL2 products for emergency purposes.) Product details, and instructions on proper use of products, will be provided to farm organizations and community groups in Kenya ---and other nations where QL2 products will be marketed. Promotion will also be a part of QL2’s training in self-help and emergency preparedness to be presented to farm groups, and typical rural youth organizations; e.g. 4-H and FFA groups in the U.S. Use of advertising will be focused on farm and small business magazines, with some use of TV and local media. The primary product promotion, in Kenya, will be the actual demonstrations of QL2 products at the village level. This type of promotion will be replicated in other developing nations.

45) Market Entry Plan: Initial market entry will be in a single rural area of Kenya
--- in a small rural and tribal communities where residents are known to have a known high need for QL2 types of self-help products. QL2 teams will demonstrate QL2’s products in these villages. At the same time, the QL2 teams shall work to identify the

page 10 of 17

local products and/or resources that might be used for barter trade. Barter trades will then be arranged to pay for the self-help products needed by villagers. QL2 then arranges to deliver these products, and trains villagers in their use.

DISTRIBUTION CHANNELS
46) Direct Sales Effort(s): QL2 will have a small sales staff, and their duties shall
include educating potential customers, and the public, on the many advantages of QL2’s self-help and emergency preparedness products. The sales staff will focus on perfecting and finalizing sales for barter trades needed to pay for QL2 products ordered by villagers.
QL2 demonstration teams will actually provide the sales efforts at the village level.

47) Wholesale Channels Used: In some areas, there are well established wholesale
channels for existing self-help or emergency preparedness items. Whenever feasible and economical, these existing wholesalers will be given an opportunity to participate in marketing of QL2’s products. For overseas sales, QL2 will market its products through the QL2 Barter Trade Centers that will be established.

48) Reseller Network(s): None will be used under present plans.

SALES APPROACH & PROPOSITION
49) Sales Organization: QL2’s sales force will be organized around individual self-
Help products and “packages” of products. In Kenya., the organizational structure shall also be regional. Overseas, sales will initially focus on Africa, Asia, and Latin America. QL2’s first foreign sales force will be in countries that surround Kenya ---as well as in the U.S. and Europe (for emergency preparedness products).

50) Compensation for Salesmen: All of QL2’s salesmen will be paid on a special
commission basis only. Some sales bonuses will be paid as an additional incentive.

51) Typical Sales Cycle: QL2 will manufacture and distribute its products to
regional centers in Kenya, and overseas. Each QL2 center will demonstrate products to local, potential customers known to have a need for QL2 products. Orders will be taken in advance of delivery, and proposed barter trades will be arranged so any poor customer will have a way to pay for the QL2 products desired. Products are delivered to complete the sales transaction. The QL2 field/ demonstration staff also trains each customer on the use of a specific product, or products, received.

52) Demonstrated Interest: QL2’s staff has been receiving emails and telephone
calls from private and government organizations in several Third World nations. QL2 is being asked to develop products to help their poor populations achieve self-sufficiency and a better defense against disasters. After working in 42 Third World countries, NPI’s President, David A. Nuttle, is well aware of the demonstrated interest poor populations have in making improvements to their safety and well-being. As previously indicated, 1.3 billion people live in poverty and have an urgent interest in finding new, affordable
page 11 of 17

ways to meet other basic needs. Insofar as the U.S. market is concerned, we estimate that some 35 percent of rural populations have a strong desire to improve their capabilities to fully survive and recover from natural and terrorist-caused disasters. Data from FEMA and DHS seems to confirm this level of current interest. ( A major bioterrorist attack on global food supplies, and/or food production means, would greatly increase interest.)

MANAGEMENT
53) “Key Primary Staff:” The heretofore named individuals, with their qualification
now further detailed, will serve as QL2’s startup staff, and they will recruit as well as train new personnel to meet overall management needs ---

- Self-help products, and emergency preparedness products, will be under the direction of NPI’s President, David A. Nuttle. All total, Nuttle has over 40 years of agriculture and homeland security experience to include: a) Farming; b) Farm management; c) FFA & 4-H projects; d) A BS Degree in Agriculture; e) Training in sustainable, organic, and biosecure food production techniques; f) R & D in Africa, Asia, Latin America, the Middle East, and the U.S.; g) Extensive agriculture research resulting in several grant awards and patents; h) Development of entrepreneurial training with emphasis on agriculture related enterprises; i) Author of related training manuals; j) The direction of large homeland security projects for rural villages; k) Past President of a large public corporation; l) President of a nonprofit charity, NPI; m) Planning and full direction of NPI’s community food security and biosecurity projects; n) Research and development related to NPI’s alternative energy and “zero net energy” structures and housing projects; and o) Inventor of most of the unique homeland security and emergency preparedness technologies to be used by many others.

- Charles A. Gourd, Ph.D., an NPI volunteer, will direct technology transfer and entrepreneurial/ enterprise training. Dr. Gourd’s degree is in Anthropology, and his related education is in technology transfer -------- plus the entrepreneurial and enterprise training programs needed to make such transfer effective. In the past, Dr. Gourd held two senior management positions with the Cherokee Nation ---and served on President Clinton’s Commission on Sustainable Agriculture. Dr. Gourd has served as a Board member for a public corporation, and has performed special projects for United Nations organizations. For three years, Dr. Gourd served as NPI’s Chief Operations Officer (COO), and directed the development of technology transfer and entrepreneurial training. During this period, Dr. Gourd has worked extensively with the several unique microenterprise technologies developed by Nuttle, such as those named above. The focus of Dr. Gourd’s efforts will be to train QL2’s sales staff and potential customers in the transfer and best application of self-help and emergency preparedness technologies for rural and tribal communities.

- Training of manufacturing staff, and QL2 technicians, will be under the direction of Karen M. Lees, NPI’s Director of Training for more than 7 years. Ms. Lees has an MA, plus 45 hours, in Special Education -----and has over 25 years of planning,
page 12 of 17

implementing, and directing educational instruction for K to 12, as well as conducting training for disadvantaged adults of all ages. One of Ms. Lees specialized educational “tools” has been horticulture and gardening, as a means to teach adults with learning problems. To prepare for this effort, Ms. Lees obtained an education in horticulture and organic gardening. Ms. Lees has helped to train NPI volunteers working on NPI’s community food security/ biosecurity projects. For the last few months, Ms. Lees has worked with QL2’s founders in the planning of training needed for self-help programs.

- QL2’s Acting President will be Gacii E. Waciuma (a Kenyan), who holds an MBA from the University of Texas. He started his career, in 1980, as the Marketing Manager of 3M Kenya. Mr. Waciuma founded a successful small business, Gulf Investments, in 1986 (in Kenya). In 1997, Mr. Waciuma also started an NGO dedicated to AIDS prevention work, in Kenya. Overall, he is exceptionally well qualified to start and direct QL2. The other two officers, VP and Sec.-Treas. of QL2, will be experienced Kenyan businesspersons Wakiuru E. Mathangani and Njambi Belle Morgan.

54) “Key Hires:” As previously indicated, an array of “key” personnel will need to
be selected, recruited, hired, and trained to operate the QL2 corporate structure as well as manufacturing facilities, and sales staff.

55) Assessment of Weaknesses: Four QL2 staff members, regardless of how well
qualified, cannot long operate a QL2 organization whose ultimate success may be fully dependent upon development and expansion, worldwide. The greatest weakness for QL2 will be during the initial period of new staff development. A secondary area of possible weakness is due to the fact that overseas sales could have a high failure rate without the official or unofficial “blessings” of “host governments.” A related, but very important weakness for overseas expansion, is due to the unknown costs for personnel recruitment and training in different Third World nations. There are also many unknown and variable cost(s) for the cultivating of “working relationships” with different host governments.
(For the above reasons, QL2 will first focus on operations in Kenya.)

56) Outside Board Members: During QL2 startup, NPI’s Board will also serve
on the Board for QL2. All of NPI’s Board members, except for two, have some affiliation with NPI. NPI’s two outside Board members are Eugene D. Klonglan, Ph.D., and Kate Kelly. Both of these individuals have considerable and most valuable experience related to operation of for-profit Boards, and nonprofit Boards for charities having a social entrepreneurial objective. NPI’s Board will provide early, strong and independent voices on QL2’s temporary Board now being selected.

IMPLEMENTATION PLAN(s)
57) Location & Facility Requirements: Initially, QL2 will use AGAP’s Nairobi
facilities to fabricate the first QL2 products for early performance and marketing tests in selected rural areas of Kenya. A replicate marketing test will be undertaken in a rural area of the U.S. An impoverished, rural area in Kenya will be the site of the first two
page 13 of 17

Barter Trade Centers designed to facilitate sales to the poor. Upon completion of a very successful marketing test, QL2 will construct its first manufacturing facility in Nairobi.

58) Labor & Support Requirements: QL2’s product manufacturing will generally
take place in Nairobi, an area with a surplus of skilled and unskilled labor. By providing leadership, hope, training, and encouragement, such peoples are expected to provide a loyal, skilled work force to support QL2’s efforts. Skilled management and labor will soon be required to operate QL2’s modern manufacturing facility in Nairobi, Kenya. Management, sales, product research and development, export, barter trade specialists, and technicians will provide the needed support.

59) Sub-contracted Production: In a few cases, there will be existing manufacturers
producing quality components needed, by QL2, in the assembly of its self-help products. If it is economical to do so, QL2 could elect to sub-contract for the manufacture of such components, as may be needed. (When it is not feasible, QL2 will proceed to develop its own means of manufacturing all component(s) needed.)

60) Capital Requirements: The U.S. $1,670,000 needed, will be used to pay for
startup, engineering, evaluation, test marketing, and marketing of QL2’s various self-help and emergency preparedness products. These funds will also facilitate construction for QL2’s manufacturing facility or facilities, and rapid startup of a global/ international barter trading operation. Other major costs will be for five trucks and one aircraft.

61) Quality Control: Various stages of quality control start with materials selection
and manufacturing ---followed by product quality analysis, and evaluation of service for products delivered. Quality control will be used to assure that all of QL2’s self-help items are the very best available in the current market. When barter trade is used to facilitate QL2’s marketing, quality control will be used to help assure that all trade items may be converted to cash after the trade.

62) Critical Processes: Every phase of manufacturing, for each of QL2 unique self-
help product, will have one or more critical processes. The proper engineering and design of the manufacturing facility will allow for fabrication of products with high quality and no flaws resulting from the critical processes. Any items manufactured by others, under contract to QL2, will generally not have critical processes. However, engineering review and quality control procedures will be used for every component of QL2’s products.

63) Seasonality: QL2’s products will always be in season, worldwide. For some
markets, seasons often make a difference on what trade items are available for arranging barter trades. In the case of the above example of trading Neem seed to W.R. Grace, for making an organic insecticide, these seeds may be harvested only a few times each year. Many barter trades will be seasonal in nature, and this fact will be taken into account for QL2’s export program.
page 14 of 17

64) Inventory Control: There will be inventory control for QL2’s various products,
and for barter trade items. Such control will occur at QL2’s central warehouse facility, manufacturing facilities, and regional distribution centers. Self-help items ---such as solar water stills, solar ovens, and the like--- will require lead-times, storage, planning for rates of turnover, and careful inventory control similar to other manufactured products. Manufacturing scraps may be recycled, or used to make other products. For QL2’s said products, obsolescence is not a problem since little or no improvement is needed.

FINANCIALS

65) Funds Sought: $1,670,000 in the form of a loan/ grant. In the event expansion
funds are required; a private stock offering will be made based on the issue of 3 million shares of QL2 stock. A Private Placement Memorandum will be prepared in the event that such stock sales must be undertaken.

66) Sales Targets: Annual sales goals, for the first 3-years, are 7,104 self-help items
sold annually for an average of $183 per individual unit, for a yearly startup total of US $1,300,000. (Income from barter trade is not listed since we have assumed that most of the trade income will be used to pay for QL2 items purchased by villagers.)

67) Revenue Growth: After the 3-year startup period, sales and revenue growth are
expected to increase not less than 45 percent annually for the next 5 years. This increase in revenue will come from increasing the number of QL2’s self-help and emergency preparedness products, and the development of overseas markets.

68) Gross Profit: As noted above, gross profits are expected to be $1,300,000 for
the first year, and increase each year thereafter. Such growth in revenue is based upon investing 35 percent of annual net profits on expansion of products/ product production, until market saturation is achieved.

69) Operating & Related Expenses: QL2 is expected to have US $144,502 in total
Operating expenses for the first year --------- for various costs related to initial product manufacturing, packaging, shipping, insurance, records & accounting, utilities, indirect expenses, modern manufacturing controls, advertising and sales, mgmt. & labor, office expenses, taxes, training, and so on. (QL2’s manufacturing facility is not considered as part of the operating expenses.) Export operations are designed to be self- sufficient, so operating expenses are held to a minimum. Operating costs will vary, to some degree, in accordance with the specific location. The primary operating expenses are labor, facilities operations, transportation, communication, packaging, postage and handling, marketing, some utilities, security, insurance, taxes, training, administration, and accounting. (There will be some debt service, yet to be determined.) Annual cost of export operations is expected to be minimal (less than US $17,000) in the first year.

page 15 of 17

70) Means of Expense Reduction: QL2 will use the most modern and efficient type
of manufacturing techniques to reduce the cost of producing self-help and emergency preparedness products. Minimizing outside inputs will also reduce expenses. Labor costs will be reduced, by providing a self-help housing benefits program for all employees, and encouraging employees to engage in microenterprises to supplement income. Unskilled labor is generally used, and training is provided so specific tasks are performed at a high level of skill. By recruiting local residents, for the labor force, there is a higher level of loyalty and employees are less demanding. Employee profit sharing may be used to increase motivation, while reducing wage payments. Rural locations, throughout Kenyan and potential market areas, typically suffer less inflation --and QL2’s field operations in rural areas will lower costs when compared to typical costs for most urban locations.

71) Net Income: For the first full year of production, the last year of the 3-year
startup, QL2 is expected to provide a net income of US $623,000, based on our best estimates. (As noted above, the average annual gross income, for the first year, is $1,300,000.)

72) Value of Social Benefits: In the Third World, subject project will first provide
hope the poorest of the poor who now live in hopelessness and often support terrorism as a result of their resulting frustration. QL2’s products will help to remove the very heavy burden of debilitating fear caused by the threat of death from various causes related to extreme poverty.

73) Cash Flow, Balance Sheet, & Headcount by Period: As shown in Financial
Statements presented in the Appendix.

74) Use of Funds: The US $1,670,000 obtained by loan/ grant, will be used to start
QL2 as well as to undertake the manufacture, commercialization, marketing, and service of an array of self-help and emergency preparedness products. There will be 7 (seven) primary products, or “packages” of products with each now costing an average of US $62,714 to bring to market. The cost of establishing a barter trade system, to help sell these QL2 products, is included as part of funds use.

75) Subsequent Funding Rounds: None required unless QL2’s Board of Directors
vote to fund expansion of QL2.

76) Exit Strategies: An Initial Public Offering (IPO) is being planned, and prior to
that QL2 may agree to purchase any stock issued (for a pre-determined price) from the investors who wish to exit. If the IPO needs to be accomplished sooner, rather than later, use of the Stock Exchange in Egypt would provide an early option. Since QL2’s sales operations are international, Egypt is an excellent choice. Egypt’s Stock Exchange has an excellent record while being fast, economical, and efficient as regards entry and use. There is also a Stock Exchange in Singapore, and an IPO for Singapore may also be considered as a very efficient alternative.
page 16 of 17

77) Relevant Ratios: For the 3rd year alone, the gross Return on Investment (ROI) is
estimated to be 37 percent for that 3rd year (US $1,670,000 investment vs. US $623,000 return). For the years after, the annual net ROI is expected to increase 17.1 percent each year based upon probable expansion of QL2 markets.

78) License of NPI Technology: QL2’s efforts are made possible by the innovative,
proprietary (patented) technologies owned by NPI ---- based on a 100 percent donation by the inventor, David A. Nuttle (NPI’s founder). NPI’s contract license (royalty) fee is 03 percent of annual gross sales for QL2 projects, plus an added 01 percent of gross sales for any sub-licenses (of NPI’s technology) QL2 may grant to others.

LOCATION(s)

79) Important Factors in Marketing Areas: In the U.S. market, some 03 percent of
2 (two) million farms produce nearly 50 percent of the food supplies needed. Over half of these farms are small, producing less than $10,000 annually in food products. The large corporate farms, or mega-farms, provide an attractive target for terrorists and would suffer major losses in the event of a successful bioterrorist attack. Small farms could collectively provide safe food reserves by using QL2’s self-help products to help secure water and food supplies. To defeat terrorists, the fear of terrorist attack(s) must be reduced as much as possible, by creating effective survival options. QL2’s self-help and emergency preparedness products will help provide these options.

Overseas, many Third World nations and governments operate under a form of oligarchy with power and wealth being held by a minority of the population. A majority of the populations are often poor living in social, economic, and political isolation from the nations in which they reside. Many of these populations live with a “cashless” economy and trade for the items needed for survival. According to UN (United Nations) data, some 800 million of these people live on the “brink-of-starvation” with a total of 1.3 billion people being the poorest of the poor. All total, the poor exceed some 2 billion people, nearly 1/3rd of the world’s population. Barter trade will be essential if QL2 is to provide its self-help products to this market. (The same is true for Kenya.)

There are numerous charities that seek to assist the poor. Overall, these charities lack the resources necessary to assist more than 05 percent of the poor populations described. Barriers to providing more support includes funding, trained personnel, local government cooperation, transportation, security, climate, and local health issues. The U.S. Agency for Intl. Development (USAID), and other government “aid” organizations provide many Third World governments with billions of dollars to assist the poor. Generally, this “aid” has been used by the various oligarchies to strengthen their positions of power, and little real support is given to the poor. Overall, corruption of the “aid” process has acted to reinforce continued isolation of the poorest of the poor. Such corruption must be fully considered for all export operations.

page 17 of 17

80) Contact for Egypt’s Stock Market: Prospective investors, and investors in QL2, may obtain further information, on Egypt’s Stock market, by contacting Mr. Mohamed Mansour, President of the American Chamber of Commerce in Egypt. Email: president@amcham.org.eg. (QL2 may or may not utilize Egypt’s Stock Market to make an early IPO.)

81) Alternative QL2 Location(s): No alternative to Kenya is being considered. The
actual location, in Kenya, could be subject to change if a location other than Nairobi is discovered to be more favorable overall.

82) Manufacturing in Kenya: QL2 has selected Kenya ---specifically Nairobi--- as
the location for its very modern, centralized QL2 products manufacturing facility. While overseas labor costs may be less than in some other overseas areas, manufacturing in Kenya was selected to facilitate immediate market access, and reduced transportation costs.

83) Security Aspects of Location(s): Terrorism and crime are now international, and
one area is not necessarily more secure than another.

SUPPLEMENT
84) QL2 Use of Aircraft: Many areas of Kenya have poor roads impeding access
and make product delivery slow and unusually expensive. For this reason, QL2 will initially use one R3 aircraft based upon the design of the legendary Republic SeaBee modified to allow landing & takeoff from water, or dirt/ sand landing strips. The hull is made of a proprietary ballistic (bullet-resistant) composite material to help protect the aircraft from hostile rifle fire. In addition, the aircraft may be equipped with a missile defense system to help assure safe flights over hostile areas. Typical speed is 140 knots, with a range of over 700 miles on standard fuel tanks. A STOL (short take-off & landing) feature may be added. (Due to QL2’s need to have frequent access to villages,
we consider subject aircraft to be important to the success of this business plan.) In the event an R3 aircraft is not immediately available a Pilatus Porter aircraft, with similar features will be considered.

OWNERSHIP & AUTHORIZED STOCK
84) The Kenyan founders and present owners, of QL2, are: 1) Gacii E. Waciuma; 2)
Wakiuru E. Mathangani; and 3) Njambi Belle Morgan (resumes are attached). An intial stock authorization of 200,000 common shares, with a starting value of Kshs 20.00 (about 1.00 British Sterling Pound) has been authorized. A total of 6,000 shares, shall be issued to each founder as full payment for their efforts in creating QL2. The remaining 182,000 shares shall be held for future private stock sales as needed to obtain expansion capital.
----------------------------
N.B. 1) Appendices follow as listed in the Table of Contents.
2) NPI/ AGAP may use this social entrepreneurial business plan as a model.
3) Prospective investors will be asked to document risk assumption abilities.
Exhibit A

QL2 Budget Summary
-----------------------------

Use of US $1,670,000.00 in startup funds:

1) R3 or Pilatus Porter Aircraft ----------------------------- US $ 700,000.00

2) Five each 2 or 2 ½ ton trucks ------------------------ 215,000.00

3) Seven self-help product starts ($62,714.00 ea.) --------- 438,998.00

4) Barter trade operations --------------------------------------- 171,500.00

5) Operational, mfgr., & sales expenses (1st year) ---------- 144,502.00

______________

Total US $1,670,000.00

______________
______________

N.B. QL2 income projections are as detailed in the above business plan, and are expected to reach US $623,000 annual net no later than the 3rd (third) year.