[THE VIEWSENDER PATH AND PROMISE - summary] / June 21, 2009
Two’s Complement, LLC

The ViewSender path And promise

Executive Summary

Version 1.10 - June 2009

Contact Information:

Owner:Two’s Complement, LLC

Website:

Contact: Scott Deaver

Address:2777 Woodland Park Drive #814

Houston, Texas 77082-6648

Telephone:832.889.5089

E-mail:

Cover page

Notice and disclaimer

This document contains confidential and proprietary information belonging exclusively to Scott Deaver and Two’s Complement, LLC. Note: This is a business plan only. It does not imply or propose a sale or offering of Securities.

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Disclosure Statement

The information presented in this document has been prepared to provide information to potential investors or other interested parties in order to familiarize them with the business concept, organizational details, and future prospects as defined herein.

Information contained herein is sensitive and confidential and is solely intended for the purpose of evaluating the company for future possible investment consideration. The information contained herein shall be treated as Confidential and Proprietary in nature.

By accepting receipt of this document the recipient agrees not to disclose, reproduce, or distribute this information, in whole or in part, to any other person or entity without the prior written permission of Two’s Complement, LLC management.

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Table of Contents

Notice and disclaimer

Disclosure Statement

S-1: Executive Summary

S-1.1: Introduction

S-1.2: The Market Opportunity

S-1.3: The Business Concept

S-1.4: Product Capabilities and Applications

S-1.5: The Management Team

S-1.5.1: Other Team Members

S-1.6: The Competition

S-1.7: Sales/Revenue Projections

S-1.8: Critical Project Milestones

S-1.8.1: Milestone #1

S-1.8.2: Milestone #2

S-1.8.3: Milestone #3

S-1.8.4: Milestone #4

S-1.8.5: Milestone #5

S-1.8.6: Milestone #6

S-1.8.7: Milestone #7

S-1.8.8: Milestone #8

S-1.8.9: Milestone #9

S-1.9: Capital Requirements

S-1.10: Purpose and Use of Funding

S-1.11: Payback/Exit Strategy

S-1.12: Summary of Key Factors for Investor Consideration

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S-1: Executive Summary

S-1.1: Introduction

The business concept described in this business plan is based on ViewSender software.

“ViewSender” is the family name chosen for a group of products and services built on a number of proprietary technologies to supervise the use of computers in ways and for purposes never before imagined. ViewSender technologies can serve the needs of both consumer and commercial customers. Just a few of its capabilities include:

  • Automated, high-quality, alarm-based monitoring of on-line and off-line computer activities of children, the elderly, and the at-risk by parents and caregivers;
  • Encouraging and validating trust relationships between employees and their employers to promote working from home where circumstances permit, augmenting productivity, employee job satisfaction, and associated cost savings often not seen in typical work place environments;
  • Fully-automated and highly-adaptive event-sensitive computer user monitoring for use in small business, corporate, governmental, and institutional environments without requiring any additional staffing;
  • Text extraction and pre-filtering from any element of a computer screen, including graphical and non-text sources; and
  • Extremely compressed, high-quality proprietary transmission and storage algorithms and context-sensitive intelligent gathering permit collection of vast amounts of useful, searchable, and valuable information in Spartan formats without overburdening storage capacity or network bandwidth.

The technology is demonstrable now as a proof-of-concept. Our milestones are well-defined and visible, well-distributed, and attainable. In the near future, we will release a broad spectrum of applications built on ViewSender components, in these categories:

  • Consumer-oriented on-line and off-line security software for families and care-givers;
  • Employee work-from-home software packages; and
  • Commercial computer text, image and input monitoring, analysis, and archiving.

S-1.2: The Market Opportunity

The opportunities afforded by the ViewSender architecture and all its potential implementations are seemingly limitless:

  • We can foresee its emergence as a trusted staple on family computers for on-line Internet safety, promoted with low-cost or free samplings through programs like America’s Most Wanted, or in cooperation with any number of child-safety websites.
  • We can imagine ViewSender as the dominant go-to product for mutual-benefit monitoring of work-from-home agreements between employees and employers (an application for monitoring technologies that did not exist until we invented the concept in 2006).
  • We can easily envision ViewSender as the overwhelming network and computer monitoring choice for schools (testing environments), small business and corporations (work-from-home, discreet employee/contractor monitoring and silent attitude surveys, loss control, pre-emptive problem assessment/mitigation, in-house investigations, performance/efficiency evaluations), and units of government (work-from-home, discreet employee/contractor monitoring, loss control, pre-emptive problem assessment/mitigation, internal and external investigations).
  • Just one of ViewSender’s capabilities – extraction of text from anywhere on the screen regardless of source – opens the door to an entire sub-industry of analytical tools (some we may wish to develop, and some may be written by partners with tools we provide) for examining the collected text for patterns and trends, research projects measuring human attitudes and behaviors while using a computer, cause-and-effect analysis, forensic discovery, workflow analysis, and communication patterns within an organization and between its hierarchal, work unit, geographic and demographic subparts. The opportunities are plentiful.

S-1.3: The Business Concept

This business plan describes a new and evolving venture which will at first be devoted to the development and exploitation of ViewSender software products. ViewSender software offerings are modeled as seamless collections of very high-quality reconfigurable modules for the flexibility to address multiple market opportunities, future trends, and patterns in the general economic climate. The business is in the very early stages of inception, and that concept of the flexible joining of very high-quality modules to meet changing needs is a fundamental component of this business plan.

S-1.4: Product Capabilities and Applications

The capabilities of components built on the ViewSender intellectual property can be used to produce a number of superior applications that support family on-line security, corporate awareness and management of social relationships, business loss prevention, loss detection, and loss mitigation, pre-emptive trend and pattern recognition in institutional communications, and disciplinary documentation and investigative data collection for many situations.

We have also created a innovative approach to an modern problem: Using voluntary transparent monitoring via software to promote and validate trust relationships, and leveraging that trust to encourage employees working from home for their employers regularly or on an occasional basis. We believe the barriers to people working from their own homes are rooted in employers' human insecurity, and one of our applications provides a technical means to reduce or eliminate that issue. As a marketing consideration, the positive effects of working from home upon job satisfaction, the environment, employer costs, employee attraction and retention, and resource conservation are well understood. Our products' other uses (family online security, and corporate asset and resources monitoring and protection) are equally well understood.

S-1.5: The Management Team

Scott Deaver has been a successful software engineer and consultant on leading-edge, innovative, or highly-specialized software for twenty years. He has been successful developing state-of-the-art software in environments as diverse as global Fortune 500 corporations through the smallest of family-owned software-based startups. A listing of the companies for whom he was worked and the nature of the projects he worked on is provided in the Appendix. In addition to his professional career, Mr. Deaver has invented several software technologies on his own, including the applications CodeClip and Caller ID for E-mail (this is the same technology Bill Gates claimed as Microsoft’s a year after Mr. Deaver’s patent application was filed).

S-1.5.1: Other Team Members

At the time of this writing, Mr. Deaver has been solely responsible for the original concepts, the overall design, and the intellectual property and source code embodied by the software. While Mr. Deaver is very comfortable addressing technical matters, he recognizes his limitations of practical experience in other disciplines and is actively seeking other management team members with proven skills and experience in the areas of finance, sales and marketing, business management, graphic arts, Web design, and software development.

To that end, we have received numerous responses to advertisements placed on the Internet, and have selected four outstanding individuals with whom we are actively negotiating working relationships. By skill sets, these include a patent attorney, a marketing specialist, a Web site designer and programmer, and a Windows C++/C# programmer. We hope and expect to bring all four on board shortly (two are currently actively producing work on the Website and on the C# code) and we are aggressively seeking a financial and business expert, an experienced technical and copy writer, and another accomplished Windows C++/C# programmer. We will retain a general business attorney in Houston, Texas with expertise in venture capital agreements to fashion the various business entities and documents necessary to support the venture as described here.

S-1.6: The Competition

Our competitive analysis addressed several questions – we wanted to know what products were out there, what were the capabilities of those products versus ViewSender’s capabilities, what share of the market did those products claim, and what was the extent of the market in general. We knew there were no other products that had all of ViewSender's features and capabilities (especially in combination), so we began by searching the Internet using broad keywords that would include some of ViewSender’s abilities. We were overwhelmed with listings. We attempted to filter those results by manually comparing each product’s claims against ViewSender features, and found direct comparisons frustrating and elusive. Ultimately we determined that a product-to-product comparison wasn’t useful, in large part because so many of ViewSender’s features aren’t available in other products, and in part because we believe in other applications process was being used in combination with product to achieve what ViewSender products can do by themselves. It also occurred to us that the issues ViewSender can address (notably employee work-from-home and trend/pattern analysis in the workplace using text information extracted from computer screens) aren’t yet known to be resolvable using a product like ViewSender (and so other products haven't been modified for this purpose). We then turned our attention from the products our customers were using to the more general question of how potential customers were tackling the issue of monitoring computer and network content in the workplace.

S-1.7: Sales/Revenue Projections

The following projections represent the total annual sales/revenues that could occur as a result of the planned marketing program for the ViewSender suite of applications. Planned continued expansion of uses by different market segments will also be a major factor in the expected growth of sales and revenues.

The expansion in sales as show here, especially when viewed each year as a multiple of the previous year’s sales, would seem to be unreasonable in any other market segment. However, software doesn’t have per-unit manufacturing, labor or distribution costs in the same way that manufactured goods or hourly services do (reproducing the product one million times over the Internet is no more expensive than producing it once). In lieu of traditional costs and as described in the later section, we have budgeted large expenditures for advertising to drive the sales expansions shown here. (Please see the section entitled “6.1: Expenses, Sales and Profit Goals” of the main business plan for clarification).

$45,200,026
$4,151,261
$134,252
Year 1 / Year 2 / Year 3

S-1.8: Critical Project Milestones

S-1.8.1: Milestone #1: Obtain requested funding.

S-1.8.2: Milestone #2: The consumer version of the basic iEavesdrop software bundle passes final testing, and is distributed to shareware sites and our website.

S-1.8.3: Milestone #3: The pcTelecommute software bundle (with corporate-grade server) passes final testing and is released to our website and to the marketing department.

S-1.8.4: Milestone #4: The pcOversight Pro software bundle (with corporate-grade server) passes final testing and is released to our website and to the marketing department.

S-1.8.5: Milestone #5: The pcTelecommute/pcOversight Server Viewer software application passes final testing and is released to our website and to the marketing department.

S-1.8.6: Milestone #6: The iEavesdrop Amplified software bundle passes final testing and is released to our website and to the marketing department.

S-1.8.7: Milestone #7: The pcTelecommute Basic software bundle passes final testing and is released to our website and to the marketing department.

S-1.8.8: Milestone #8: The pcOversight Basic software bundle passes final testing and is released to our website and to the marketing department.

S-1.8.9: Milestone #9: The iEavesdrop Amplified Server Viewer software application passes final testing and is released to our website and to the marketing department. At this point, all anticipated version 1.0 products have been completed and released for sale or distribution.

S-1.9: Capital Requirements

We believe operations will require a minimum of $500,000 in outside funding or services-in-kind over the first year, and at minimum another $250,000 in supplementary funding in the early part of the following year to resolve cash-flow issues.

S-1.10: Purpose and Use of Funding

Capital funding will be used for continued software development and improvements in addition tothe completion of the critical milestones indicated in Item 1.8 above.

S-1.11: Payback/Exit Strategy

Primary consideration will be given to building market value for the company and enhancing the competitive positioning of the ViewSender applications. As part of the current plan, we expect to bring on board talented individuals and experts in the areas of business and asset management, accounting, finance, and marketing to assist in developing a well managed company and business operation. Our ultimate goal is to bring the company to a point where we could initiate an IPO and use the available capital funds to take care of any outstanding debt obligations with our investors. Other suitable options may also be considered.

S-1.12: Summary of Key Factors for Investor Consideration

The ViewSender business conceptas described herein presents a unique and forward looking new technology application for favorable investment consideration because of the following key factors:

  • ViewSender provides a wide product base – it includes an entire suite of products built on a number of proprietary technologies to enable the use of computers in ways and for purposes never before imagined;
  • ViewSender provides a dynamic market growth opportunity - it can serve the needs of both consumer and commercial customers; and
  • The ViewSender product line is adaptable and responsive to market needs and opportunities – the products are built from reconfigurable modules with the flexibility to address multiple market opportunities, meet future trends, and overcome the challenges of a changing economic climate.

©2006-2009 Two's Complement, LLC. | S-1: Executive Summary / 1