AIAI Holdings (AIAI) investor relations material

Operating model and AI

• Acquires businesses, retains their management teams and deploys proprietary technology within the portfolio; no third-party software licensing or service sales.

• Technology is described as using non-monotonic reasoning to work with changing data and rules, beyond pattern recognition or generative AI in context.

• Value creation focuses on revenue growth and innovation, with employee participation and professional development intended to speed adoption.

• Target deployment pace: acquire a business within 120 days of signing an LOI and implement technology within 120 days after acquisition, or 240 days from LOI signing.

Applications and portfolio opportunities

• A nonprofit initiative uses the technology to identify human trafficking suspects; Furniss said 50 people were jailed and 150 were referred to authorities.

• MediGuide has relationships with ~120 multinational insurers and delivers healthcare services in ~150 countries and 47 languages; its platform is expanding into longevity and telehealth.

• Healthcare kiosk discussions are underway with a major Saudi mall developer; DAG is being used for cross-border payments, particularly in high-inflation markets.

• A project with a major global card processor aims to prevent fraud, waste and abuse in healthcare savings account payments.

• Portfolio strategy is a build-up, keeping businesses in separate silos; cross-portfolio opportunities have emerged, including Constellation Network's DAG being used by MediGuide.

Acquisition strategy and targets

• The CURA framework prioritizes complex, urgent and administrative work, including airline gate assignments, organ transport and healthcare claims processing.

• Target businesses generally have at least $100M in revenue, a 5% EBITDA margin and a strong EBITDA-to-cash conversion ratio.

• Management views the succession needs of privately held businesses as a potential multi-decade opportunity, offering owners a 3–5-year transition, leadership development and liquidity path.

• Acquisitions may span sectors; examples include construction, technology and potential rare-earth mining deals, with most targeted businesses described as asset-light.

• Portfolio exits would be assessed case by case; the Chairman has historically held businesses for 14 years, with a focus on harvesting revenue and EBITDA.