The Process 42819

DraggonsGate Entertainment, LtdTM

presents

DraggonsGate™

The Interactive Fantasy Adventure Park™

THE PROCESS

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“It’s so big, with so much to see and do, you can’t possibly experience it all in a single visit”

Unlike Planned Unit Development projects, DGate is an entertainment destination and much like the movie business, it is a
“total” immersive experience. You don’t film half the movie and release it to determine if there is any interest in finishing it.
The DraggonsGate business model works because DGate is too big to experience in one day. Size is the key to the DGate
business plan derivative of the highly successful Disney “In Park/Stay Time” spending concept. The main thing Walt did
was figure out how to get the per caps up to $4.50 the first year. And by the second - $6.00
The industry was astonished...How: STAY TIME. DraggonsGate’s Stay Time Exceeds 8 Hours
THE VISION

The founder is Michael Hamilton. One of the things Michael did before he started DraggonsGate Entertainment, was that he
was the #3 recruiter in the country. The company (MRI) consisted of 450 offices world-wide with 7,000 recruiters
worldwide.
Michael was considered a serious player in the development of Silicon Valley. He was central in the building of McAfee
and placed high level executives in major companies internationally.
It has taken a long time to recruit the people who we know would be able to pull off DraggonsGate. The types of
professionals that would, with their expertise, not only make DGate a reality, but help to secure the success it will be for our
investors and partners. He sought and found visionaries with the particular expertise the project requires.
Our people have literally put years of effort into Michael’s dream, with absolutely no compensation; no reimbursements for
their time and out of pocket expenses. Why? Because they believe…as Michael does, that this is in the final analysis, the
next paradigm in family entertainment. There is a list included herein of these specialists who have “dug-in” and enabled us
to arrive at your doorstep.
INITIAL SITES
Marketing Radius: 4 Hour Drive Time-(Disney): Marketing Budget: $33m First Season/$117m First 5 Seasons
AUSTIN TEXAS 4 HOUR POPULATION RADIUS: 23.5 MILLION

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It is the 11th-most populous city in the United States and the 4th-most populous city in Texas. It is also the fastest growing
large city in the United States, the second most populous state capital after Phoenix, Arizona. It has a rich artistic history
and a large employee pool. The Apple Campus, as a neighbor, draws additional attention to the region. The target property
is considered a near perfect environment to present the DraggonsGate experience. There are several other interesting back
up locations available as well.
In 2016, Forbes ranked Austin #1 on its "Cities of the Future" list, then in 2017 placed the city at that same position on its
list for the "Next Biggest Boom Town in the U.S."
Also in 2017, Forbes awarded the South River City neighborhood of Austin its #2 ranking for "Best Cities and
Neighborhoods for Millennials".
WalletHub named Austin the #6 best place in the country to live for 2017. The FBI ranked Austin as the #2 safest major city
in the U.S. for 2012
Our neighbor will be the new $1.3B Apple Campus
GEORGIA 4 HOUR POPULATION RADIUS: 28 MILLION

Georgia has no Destination Attraction. It is a gas stop for all of the tourism money flowing from the north to Orlando and
points south.
Atlanta ranks third in the nation among cities with the most Fortune 500 headquarters, according to FORTUNE magazine.
Twenty-five companies headquartered in metro Atlanta are ranked among the latest Fortune 1,000 companies, with thirteen
among the Fortune 500 including Atlanta newcomer, Newell Rubbermaid. Metro Atlanta’s Fortune 1,000 companies
generated $252 billion in sales revenue in 2002, and more than $14 billion in profit among the area’s Fortune 500. More
than three-quarters of all Fortune 1,000 companies have a presence in metro Atlanta.
Our neighbor will be the new $1.1b FaceBook Campus. The property is located a short distance east of downtown Atlanta
with 2 dedicated exits on the east and west side of the 3 mile frontage on Route 20 on the way to The Masters

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SOUTHERN CALIFORNIA INDIO CITY: 4 HOUR POPULATION RADIUS: 26.7 MILLION

Citrus Farm...it is very attractive as a site...remote...no traffic. Unobstructed sightlines. The far left side of the
property butts up against a low mountain ridge...which would be a perfect backdrop for us...after trees and shrubs
are added...other than that the land is flat. Citrus Ranch, was once approved as a master-planned golf course
community in Indio, California The Property is located at the foothills in north Indio and features mountain and
open space orientations along with the proximity to newer retail/commercial centers.
NORTHERN CALIFORNIA MENDOCINO: 4 HOUR POPULATION RADIUS: 12.6 MILLION

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The 2780 acre Fountain Ranch is; gentle oak strewn hills rolling down to irrigated pasture while being towered
over by timbered peaks This, within close proximity, to the San Francisco Bay Area. Fountain Ranch is blessed
with an abundance of water the likes which are seldom found together on one property. With over 3.7 miles of
frontage, on the Russian River.
The property is made up of 15 Legal Parcels (Certificates of Compliance) all under the Willamson Act’s
Agricultural Preserve for lower tax liability. The bulk of the Ranch is gently rolling pasture land along with over a
150+ acres of irrigated pasture land.
Sonoma-Marin Area Rail Transit (SMART) is the San Francisco Bay Area’s newest transportation option for
travel, offering passenger rail service in Sonoma and Marin counties.
TUXEDO, NEW YORK 4 HOUR POPULATION RADIUS: 57.3 MILLION

The Tuxedo, NY site (Orange County) provides a commutable distance to 34th street Penn station Manhattan
within approximately 45 minutes.
This makes this property extremely valuable.
DraggonsGate is entering the final negotiation and signature for a letter of to purchase this property, from The
Related Companies, for the sum of $65 million and will assume the debt on the $30m bond which we believe will
be settled by payment made through the taxes generated by the DraggonsGate Park.
With a marketing and promotion budget of over $117m for the first 5 season, the DraggonsGate Park with play
host to almost 11 million visitors over the same period.
This then, provides a rich and dynamic environment to develop the frontage for a full Life Style Center which
includes over 1,000 hotel rooms and condominiums, once again providing a reasonable investment location, for
commuters to New York City. Orange County is the new home of Lego Land

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USE OF FUNDS: THIRTY MILLION positions the project to a ‘Go’ basis

Master Plan $500,000
$12,000,000
Architectural & Engineering $2,000,000
Proprietary Software
Conceptual Drawings $85,000
Salaries $2,548,000
Business Director
$240,000
Administration $40,000
Legal
AECOM $250,000
$125,000
Expenses $7,336,000
Land Option $2,500,000
Contingency $2,376,000
$30,000,000

Master Plan – Stantec (top tier design and consulting company) – crucial to gaining monetary support

Architectural & Engineering– Stantec – information gained from site surveys and design. Four to six-month deliverable

Proprietary Software – all rights maintained and licensed to affiliate LLCs - proprietary file formatting.

Conceptual Drawings – Not Master Plans, to be used as part of the representative ‘package’

Salaries – two years of basic reduced rate staffing (COO, CFO, Chief Creative, Pres-Parks, Designer, VP-Creative Development, Pres-IT, Project
Manager, VP Finance-Parks. Director – Business Development

Business Development Director - developing partnerships i.e. national companies such as; Coca Cola, Delta Airlines, Golfing Magazine, In Flight
Magazine, Ford, Bank of America, etc. Travel Expenses, Dinners, Entertainment, etc.

Administration – Office and related expenses

Legal - $600 per hour

AECOM – Required studies

Expenses – Travel, per diems, housing, presentations, etc.
Land Option P&S Agreement –pending due diligence

Contingency – an allowance for unseen events, scenarios, acts of God which could affect our efforts to develop the project such as additional studies,
consultants, alternative solutions, town hall meetings, delays in acquisition of key elements or information, environmental impacts, etc.

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THE ORG CHART
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THE PROJECT TEAM

JOHN PURDY, Chief Operating Officer

In a career in the entertainment industry spanning nearly a half century, John has produced and directed entertainment
projects for Disney, NBC, Toyota, Firestone, Goodyear, Jaguar, HBO, HGTV, Anheuser-Busch, Paramount, Twentieth
Century Fox, Showtime, The Metropolitan Opera, and many others. Touring the world, creating and managing large scale
exhibitions,’ Star Trek’ and ‘Titanic’ among them, (both comprised of over 130 truckloads of equipment, sets, props and
costumes), has provided John with an enviable scope of knowledge and experience.

In addition, John staged, funded and managed LPGA and Senior PGA golf tournaments as well as a series of rock and roll
and celebrity concerts including an event that took John, Frank Sinatra and 300 musicians and technicians to a unique venue
built in the jungle at Altos de Chavon at Casa de Campo in the Dominican Republic…one of John’s most memorable
events. John Purdy’s list of credits reflects producing and directing over 5000 radio and television commercials and
documentaries in the United States and overseas. This is complemented by extensive experience in the genré of virtual
worlds, their economies and license acquisitions. Most recently he launched an intellectual property initiative in China with
offices in Beverly Hills and Shanghai.

KEITH ECKERT, Chief Financial Officer

Keith Eckert is a Media and Entertainment Industry Executive with comprehensive experience in Strategic Financial
Leadership, Business Strategy, Financial Planning & Analysis, New Business and Product Development.

With a Master of Business Administration from Columbia Business School, a Bachelor of Science from Cornell, and a
Harvard Business School Executive training background, Keith comes to DGate as the former Chief Financial Officer of
EPIX, the premium television and digital entertainment subscription service, which is a joint venture of Viacom, Paramount
Pictures, MGM and Lionsgate. After successfully raising $258 million, he brought the company to a self-funding position
within 14 months of launch, hit profitability within 26 months, grew the company to a $185 million profit by year 7 and
delivered $1.7 billion to his venture partners.

A trusted advisor to senior executives in business planning and strategic decision-making, he has led finance teams and
established corporate strategy and operations. His expertise includes the development of business plans, including financial
models, and advice on distribution and growth strategies, which he effectively executed on behalf of EPIX. Advising on all
major “C” level corporate initiatives and transactions including original programming and acquisitions, distribution deals
(cable, satellite, telco, digital / OTT), he brings to DGate key assets pivotal to its eventual financial success. Prior to EPIX
he served as a senior financial leader for The Sundance Channel and Showtime Networks. He has been responsible for many
aspects of each company’s financial and business operations and successes.

JOHN RIMAKIS, President, DraggonsGate™ Parks

John Rimakis has worked in the Amusement Theme park business for over 40 years. John was Director of Entertainment &
Leisure where he developed and designed operational concepts for the massive 3.5mil sq ft. entertainment complex Xanadu
in New Jersey. He has held responsibility for operational departments with a staff exceeding 500 reports. As a Six Flags
Executive, and an expert in Administrative affairs, John was responsible for creating many strategic policies and programs
currently in use throughout the Amusement Park industry today. John was Director of Human Resources and
Administration for Great Adventure, one of the largest seasonal theme parks in the country. In additional to developing new
groundbreaking recruiting concepts, bringing unique attractions and talent to the US from around the world, he recruited
over 6,000 seasonal team members annually.

He is responsible for designing, developing and managing a 100 unit-housing complex for international attractions. Invited
to Sochi Russia to work with the Kuban Governor’s office, John was engaged to design concepts for hospitality, waterparks,
and themed entertainment along the Black Sea coast prior to the Sochi Winter Olympics. Instrumental in forming and
contributing to the ASAPSS (The American Society of Amusement parks Security and Safety) one of the leading

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organizations worldwide for safety and security operations, John was a major contributor of the formation of the ASTM-24
standards for Amusement Park Rides and Devices.

CIRO ATTARDO, DraggonsGate Parks, Inc.™ Vice President of In Park Revenue

Ciro Attardo is an accomplished operations executive with more than 35 years of professional experience. His background
reflects achievements in food service, retail, budgeting, and capital development. He has successfully developed programs
and operated major venues, such as, Madison Square Garden and Paramount Theater. As V.P. of Retail Six Flags, Astro-
World and Water World, Ciro developed and designed new merchandise concept stores and food locations, which provided
guests with unique product offerings and fresh made foods.
At Six Flags Great Adventure, he initiated a lessee partnership program which increased guest satisfaction, improved
bottom line profits and brought over $3.5 million in lease hold improvements to the property while driving down cost and
increasing profits. The result in this initiative was 19 million dollars in sales at the highest net profit percent system wide.
Ciro’s hands-on approach and years of working up through the ranks, has given him tremendous insights to design facilities
for maximum profit, minimal expense, and employee efficiencies. During the construction of Hurricane Harbor, a 45-acre
water park, he came in under budget and developed all food service locations from the ground up. The key food location
conceived and designed as per his vision achieved sales of $28,000 daily.

Ciro has a successful track record of increasing revenue and profits by restructuring operations, creating new revenue
streams, improving service and product quality, and conducting effective negotiations with lessees. He has a proven ability
to establish infrastructures, programs and policies to maximize ROI. His strong integrity based leadership enables him to
recruit, develop and manage highly motivated and productive teams. He currently lives in New Jersey.

BOB DAHL, Vice President Creative Development

With more than 25 years’ experience, Bob’s background includes theme park development, event marketing, museums,
exhibits, interactive experiences, strategic partnering, themed entertainment, corporate theatre, special events, and national
tour management of large-scale productions and extravaganzas. After receiving his master’s degree in New York City, Bob
joined Children’s Television Workshop as Director of Operations for the "Sesame Street", and "The Electric Company”
television series. As the executive in charge, he was accountable for all budgets, production-related contracts, schedules,
production personnel, and cost accounting for the shows' multi-million dollar budgets. Bob later joined Imero Fiorentino
Associates in New York and then Hollywood as Vice President of Production.

While with IFA, he developed production credentials with such artists as Barbra Streisand, Lou Rawls and Neil Diamond
and toured with Presidents Gerald Ford and Ronald Reagan. He served as production consultant on half-time shows for the
Super Bowl and Orange Bowl, the Democratic National Convention and has produced major events for Anheuser-Busch,
Cartier, General Motors, Honda Automobiles, HBO, IBM, Panasonic, MTV, Sony and other Fortune 500 companies. He
also produced the Pope John Paul II event at Dodger Stadium in Los Angeles as well as the national arena touring show of
"The Wizard of Oz".

Bob worked with Walt Disney Imagineering as Director of Creative Development and Senior Show Producer where he
oversaw the design and implementation of dozens of Disney projects for Disneyland Paris, Walt Disney World and
Disneyland theme park resorts. While responsible for Epcot, Bob interfaced on a regular basis with Disney’s strategic
alliance partners including AT&T, Exxon, Coca-Cola, General Motors, Nestle, Kodak and MetLife in order to provide
optimum, positive guest exposure within their sponsored venues.

KEVIN DONNELLY General Manager, DraggonsGate Parks™ Inc.

Mr. Donnelly has more than 30 years of major theme park, resort start-up and management experience and extensive
knowledge and experience in budgeting, policy, staff development and training. Mr. Donnelly has ongoing sponsorship
relationships with major fortune 50 companies such as Coca-Cola, Pepsi, Motorola, Fuji, Mars and Kodak. He has been a
management executive with Disney and Star Galaxy Adventure in Moscow, Light Speed Fun, Ltd., Scotland, a Theme Park
Coordinator for 20th Century Fox, Baja, Mexico, Staging Director for “Lights Of Liberty” in Philadelphia, GM of Monex
Ltd. in Cape Town, S. Africa, and GM for the Teleferico Theme Park in El Salvador. In addition, Kevin opened Singapore’s

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first theme park, was Director of Operations for ABC’s Scenic & Wildlife Attractions, operating two theme parks and a wild
animal preserve and assistant to the Vice-President of Walt Disney Productions.

MICHAEL SEARS, DraggonsGate Parks, Financial Director

As an expert with over fourteen years in the Commercial Real Estate Industry, Mike Sears has acted as a professional
consultant for several HNW Investors, as well as Large Trust Accounts, having executed over 50 successful closings, while
maintaining relationships with other UHNWI's (VC's, Private Equity, Bridge Investors, Hedge Funds, Insurance and
Pension Accounts). He is currently Managing Member of the MBS Financial Group in Cincinnati, Ohio.

Mike has been actively involved in Project Funding for the last 6 years representing clients in the Commercial Real Estate,
Renewable Energy, Mining, and Oil and Gas Industries through various platforms and Programs which have included;
Managed Buy/Sells, JP54 and D2, In ground Assets. With a professional background including over 12 years in the
accounting field in both banking and manufacturing settings, Mike has also served as a Staff Account and Accounting
Manager from 1987 - 1999 with First Federal Savings. In addition, Mike served as General Manager for Jones Lang LaSalle
and Viox Services for nine years. Mike Sears served with honor in the US Navy in Okinawa, Japan. He currently lives in
Cincinnati, Ohio with his wife Becky.

GREG TORSKI, DraggonsGate Chief Technology Officer

With an Engineering Degree from Lehigh University and his MBA from Duke University’s Fuqua School of Business. Greg
has over twenty-five years experience of leadership resulting from executive roles. A consultant with Ernst & Young,
Greg’s expertise includes international consulting, business and IT management. Specializing in the design and execution
of strategic business and technology plans, he has filled officer positions in both private and public companies, and has
extensive experience in pre-acquisition due diligence reports and Roadmaps enabling Private Equity firms to understand IT
strengths and weaknesses; core technology stack; and, significant IT related project costs anticipated over a 5 year planning
horizon required to support business initiatives. His experience covers technology and technology adoption, operations
management and business process re-engineering; business planning and related shareholder value matters; and, leadership
techniques and coaching.

Greg also brings to DraggonsGate international business experience from Europe, Latin America and Asia as Chief
Information Officer of a $425 million publicly manufacturer with domestic operations augment by Asian manufacturing
facilities. He has successfully held critical positions as Executive Vice President of Operations and Chief Technology
Officer of a publicly traded manufacturer and as the Consulting practice leader for the mid-range system product line of a
$250 million publicly traded international ERP software company, Greg has also managed: a comprehensive workflow
based, event server supported Flight Center Operations system for a $2 billion fractional jet ownership company.

LARRY TUCH

A writer and creative consultant working in the fields of Place Making, Themed Entertainment, and interactive media, Larry
has written for primetime television series and was the Head Writer for Paramount Pictures’ interactive StoryDrive™
Engine Project.

In the field of Place Making, Larry’s work focuses on shaping the narratives and themes that inform the design and branding
of communities and visitor destinations. He has developed thematic and master planning concepts for resorts, theme parks
and attractions slated for locations in the People’s Republic of China, the Republic of Korea, the Middle East, and the Gulf
Coast of the United States. In addition, he developed thematic concepts and backstories for a 200-acre island resort in the
Caribbean and provided creative consulting for Pacific Park on the Santa Monica Pier, one of Southern California’s most
popular tourist destinations.

He been a creative consultant to the Franklin Science Museum in Philadelphia and to the development team tasked with re-
imagining the visitor experience at Tatev, a medieval monastery and village overlooking Armenia’s Vorotan Valley. He’s
also scripted prototype large-screen virtual reality tours of China’s Mogao Grottoes, a UNESCO World Heritage site located
on the legendary Silk Road. Some of Larry’s most cutting-edge work has been in the field of interactive entertainment and

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immersive environments. In addition to his work for Paramount, he worked as a writer on virtual reality projects for Walt
Disney Imagineering and the USC Institute for Creative Technologies.

His Interactive media projects have been profiled in the Wall Street Journal, the Chicago Tribune and Digital Storytelling: A
Creator's Guide to Interactive Entertainment written by Carolyn Miller (Focal Press, Taylor & Francis Group). He also
served as the Technical Editor for Focal Press’ The Immersive Worlds Handbook, written by Scott A. Lukas. Larry is a past
Vice President and member of the International Board of Directors of the Themed Entertainment Association. He has served
on industry advisory committees for the University of California and taught graduate level courses as a Lecturer and
Visiting Assistant Professor at UCLA’s School of Theater, Film and Television.

PAUL MANZA Director Site Acquisitions, DraggonsGate Parks.

Creative Realty Advisors, an investment real estate advisory practice based on a holistic understanding of client
circumstances and financial objectives, creative solutions to complex situations, strategic planning, and financial and
feasibility analysis of realty assets. Concentrations included sustainable land use, affordable housing, and green
building/development practices. I taught classes on real estate exchanging to experienced real estate practitioners and
certified public accountants. Co-owner, Just From Heaven Farm, grower of heirloom, organic vegetables and flowers for
direct market via farmer's market, roadside stand, and CSA.

President, PTM Realty Investments, Inc, specializing in the marketing of investment real estate, and farm and land
properties, and real estate exchanging on local, regional and national levels. Responsibilities included training agents in
sophisticated real estate techniques, client counseling, tax matters, and the highest level of ethical practice with the intention
of achieving optimal client benefits and outcomes. In recent years, we have conducted searches and identified optimal site
locations for specialty uses along with initial feasibility studies, and conceptual planning. Owned and operated commercial
real estate and land investments throughout the US

SHARI SCHRODER, VP Marketing DraggonsGate Parks

With a Bachelor’s degree in Communications and 25 years’ experience in Marketing, Promotions, Event Production,
Business Development and Project Management, Shari Schroder has spearheaded projects for American National Bank, the
Omaha Civic Auditorium, KVI Commercial Real Estate Developers, Simon Property Group, Adam’s Mark Hotel
Corporation, Warner Bros Studios Facilities and 20th C Fox.

OLAN KNIGHT

Olan L. Knight is the Chief Executive Officer of Knighthawk Armoury, LLC, the producer of the world’s best LARP
weaponry. His Latex weaponry has been used safely in Europe for over a decade. In Addition, Olan sits on the National
Board of IFGS. The International Fantasy Gaming Society (IFGS) is a not-for-profit organization created to run safe, live-
scale, outdoor fantasy games. The IFGS is one of the oldest live action role-playing organizations in the United States and
has recently celebrated its 35th Anniversary. With over 30 years as a top software engineer with expertise in SDLC and
MILSPEC development, Olan also has over 30 years of experience in the Live Action Role Playing industry and brings a
world of hands on expertise to DraggonsGate.

JULIANNE BLAM, Creative Director; “The Ancient City of Healing”

JuliAnne is a veteran of entertainment production with over 27 years of global experience producing for some of the world’s
premier entertainment companies. Starting with The Walt Disney Company in 1980, JuliAnn was a key member of the team
that developed and built EPCOT at Walt Disney World. Showing financial acumen, she was later tapped to assist Disney’s
Chairman of the Board, Ray Watson, to evaluate new projects Disney considered for development. JuliAnn also served as
Disney’s client liaison with Johnson Space Center, Gene Autry Museum, Jim Rouse’s Enterprise Development, the city of
Seattle and others, as they endeavored to design and build new projects under Disney’s direction. JuliAnn project managed
$100 Million of the Disney MGM Studio tour. She ultimately was appointed Director of Imagineering Creative in Orlando,
Florida, the entity responsible for the design and production of theme parks and resorts in Florida for The Walt Disney
Company.

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GEORGE HOSKER-BOULEY, Creative Director “A Child of Light”

In his 30 years of presenting family-oriented entertainment throughout New England, George has continually created new
events that have brought millions of people together. George is the founder and directed of Carpe Diem, Inc., a theatrical
producing company that has created and toured more than 40 children’s shows that incorporates life lessons alongside a hip
and funky style into traditional story-telling. Carpe Diem Inc. has also presented more than 30 original award-winning
plays, which push the boundaries of interactive theater. George has won 17 Spotlight on the Arts awards for his writing,
performing and producing.

JULES FISHER, DraggonsGate Lighting Design

In a celebrated career spanning almost 40 years, Jules Fisher has lit over 200 Broadway and off-Broadway shows, as well as
film, ballet, opera, television, and rock-and-roll concert tours. He has received 18 Tony nominations and won 8 Tony
awards for Lighting Design, a record in this category. He has designed and lit such Broadway shows as Jesus Christ
Superstar, Pippin, Hair, Chicago, La Cage aux Folles, Angels in America, Beatlemania and Liza. Mr. Fishers film lighting
design credits also include; The Rose, Chicago, Dreamgirls and Burlesque.

CHRIS GARDNER.,DraggonsGate Audio Design

Chris Gardner has been involved with sound and audio-system manufacturing and production for more than 30 years. He
designs and builds audio equipment systems for diverse professional applications. A member of IATSE, Chris worked with
numerous national performing artists including: Bonnie Raitt, Stevie Ray Vaughan, Crosby Stills & Nash, Moody Blues and
others. Chris created the Planar Wave Guide speaker system patented in 2004

EIRAN GAZIT

30-year business consultant specializing in tourist destinations, hospitality venues and educational organizations. Founding
Partner of Gulliver’s Gate Times Square, NY. Co-Owner, Gateways Inn, Lenox, MA.

GREG HALL, Stantec Architecture and Engineering LLC

AIA, NCARB, Architectural Lead, Certified, National Council of Architectural Registration
Boards,

MARY HARRSCH

Educator/Expert Ancient Rome, University Oregon

TOM ZALLER

Former Vice President, Magicworks/SFX/Clear Channel

STEPHEN R. LAWHEAD:

A UK–based American writer known for his works of fantasy, science fiction, and historical fiction, particularly Celtic
historical fiction. He has written over 28 novels and numerous children's and non-fiction books.

THOMAS CLEARY
Professor Cleary holds PhD and JD degrees; he has translated over one hundred works on religion, philosophy, and political
and military science from Chinese, Sanskrit, Japanese, Arabic, Pali, Old Bengali, Medieval Spanish, and Old Irish.

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DRAGGONSGATE

DraggonsGate Entertainment, LTD., owns DraggonsGate Parks, Inc. DraggonsGate Parks, builds and operates
‘DraggonsGate’, permanent, multi-themed, participatory, adventure/entertainment parks throughout the world. The
Company develops and copyrights unique characters and adventure stories and their dramatic presentations. What
makes DraggonsGate unique is its interactive feature. Visitors can tour from village to village and experience the on-going
stories, dramas and adventures in each location. Unlike other parks where guests are mostly observers, DraggonsGate is
structured to include our visitors in on-going events that take place in real time each weekend. Stories are provided by
published authors and screen writers. Each park employs up to 900 professional actors, hundreds of attractions and
activities designed to provide guests with the opportunity to participate in live-action “’, each covering an area of
approximately 30 acres, plus 430 acres of Village “Frontier”. In the center of it all there is a Common. It is from the
Common where visitors can travel to the 8 fantasy Worlds.

• The Knights
• The Vikings
• The Samurai
• The Castle
• The City of Ancient Healing
• Battle Arena
• A Child of Light
• The Common

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SAMPLE JOB DESCRIPTIONS

Director Business Development
Enabling people and businesses throughout the Entertainment marketing & merchandising industries, worldwide to
realize the full potential of DraggonsGate

Fundamental to this position is the ability to identify and partnerships that will enhance the performance and delivery of
DraggonsGate Parks and ancillary merchandise products and promote, develop and maintain key business alliances for
DraggonsGate on-line.
The Director of Business Development will

• Identify, secure, and manage partnerships with outside companies and internal constituents whose contributions
will further the DraggonsGate vision.

• Identify, solicit, and negotiate external business partnerships, joint ventures and pilot programs. These relationships
will be with external media, communications and content distribution companies, or other related business such as
potential sponsors on-site and on-line, merchandisers, suppliers and potential strategic partners.

• Develop and execute strategies for DraggonsGate’s convergent/digital businesses. The position requires an
emphasis on creating viable business relationships, and a high degree of ongoing relationship management.

• Be responsible for developing the overall alliance sales strategy.
• Ensure the execution of corporate strategies to maximize sales through and distribution of new and existing

company products and visions.

Essential Qualifications: Applicant must

• Be talented at locating key decision makers
• Have 3+ years of related sales experience, with a proven track record of client acquisition preferably in an

advertising or Entertainment setting
• Be results-oriented, capable of exceeding realistic targets
• Have ability to fit into a fast-paced, entrepreneurial environment

Skills, Knowledge and Abilities:

• Knowledge of media, traditional entertainment, and digital entertainment
• Ability to create, and summarize financial models
• Ability to think strategically
• Strong communication, negotiation and presentation skills
• Strong people skills and ability to work in dynamic environment
• Excellent time and project management abilities
• Highly motivated and a self-starter
• Create PowerPoint presentations to present opportunities and financial analysis to senior executives and decision

makers.

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World Directors

Each Director will assume responsibility for the day-to-day management of a specific World. This individual shall report to
the General Manager and will oversee the total management of and provide the on-going success and growth of the
individual World.

The Director will work closely with:

• The General Manager and VP of Creative Development to develop strategies and tactics to execute the proper
functioning of the Village and will oversee high quality implementation.

• The Costumes and Properties Department operations for a specific World.

The Director will:

• Manage all creative personnel within a World. Contracts all subcontractors such as wandering performers and
artists, independent re-enactor groups, LARP and SCA personnel and in-period guests.

• Provide payroll reports and time sheets to the General Manager.
• Meet weekly with the General Manager, Vice President of Creative Development and the other 7 Directors in

planning, designing and implementation of programs and events, helping to insure the greatest possible
entertainment impact to DraggonsGate guests.
• The duties and responsibilities of this new position are subject to change based on the needs of DraggonsGate.
• This is a full-time, regular position requiring full-time attendance.

Essential Duties and Responsibilities:

• Work with General Manager and Vice President of Creative Development to engage in strategic planning and
growth in a sustainable and effective way.

• Works with GM and VP of Creative Development to develop creative plans
• Oversee the execution of projects and maintains company’s reputation for high quality strategic creative

development.
• Maintain and improve efficiency and productivity.
• Work with Parties, Convention and Special Events sales people
• Work with management and financial consultants as necessary as part of managing organizational growth and

expansion.
• Recruits and hire actors and specialty attractions as required by the General Manager and VP of Creative

Development - Supervise overall hiring processes.
• Conduct strategic planning for individual rental organizations.
• Administer contracts for compliance
• Perform additional duties as assigned.

Essential Qualifications: Applicants must have strong management experience, preferably at a Renaissance Faire, Scottish
Highland Games, true Themed park environments (not amusement parks) or like style public event. Applicants should have
experience in managing large groups of employees. Strong written and excellent verbal communication skills, ability to
work independently, a sharp sense of creative entertainment value, a strong grasp of and track record of story development
and execution. Knowledge of the specific historical/mythological period. Goal oriented professional who can think on their
feet.

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Guest Relations Manager

The Guest Relations Manager and his/her team is responsible in giving a warm reception to guests and make sure that they
are satisfied with their stay. These individual must be able to work in number of different setting like in hotels or
restaurants. Despite of the challenges of these diverse settings an ability to work well in dealing with people is essential to
this position
The Guest Relations Manager and Staff Members will

• Need to greet the guests as they arrive
• Provide facts on the various amenities that are offered.
• Foresee and respond to the needs of the guest at the same time hear and resolve their complaints.
• Give guests the best possible customer service during their stay
• Assist guests in activities like making reservation, setting up travel and tours and booking airline tickets.
The duties of Guest Relations Manager who works in stores or restaurants are somewhat different from those who work in a
hotel.
• Fulfilling guest satisfaction
• In charge in reconstructing a store’s sales and competence.
• Analyzing feedbacks from customers.
• Offers deliberate direction to leadership that is established from analysis.
• Accountable for guiding a group of employees to

o enhance the eminence
o nurture the loyalty of customers
o monitor production and overall operations.
Working Conditions
A Guest Relations Manager should always be present and visible in a hotel lobby as they interact with guest often so they
have to be in their best composure at all times. They usually walk around the hotel to promote the facilities.
For the Guest Relations Manager who works in our large stores and restaurants, a large amount of time is spent in the office
to analyze information and make strategies to improve the quality of their service.
Educational Requirements
The requirements for Guest Relations Manager depend on the setting they are working. Those who are in the hotels should
possess a bachelor’s degree in hospitality or hotel management. For those who are working in stores or restaurants,
employers would require them to have a bachelor’s degree in management.
Occupation and Progress
For a Guest Relations Manager be successful in this career they should have a professional attitude, be courteous, pay great
attention to details and have excellent communication skills. They should have a clear view of what image their company
wants to achieve, in that way they can properly execute their part.

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Box Office Manager

DraggonsGate™ Entertainment, Ltd. seeks organized, personable individual to manage very busy computerized box office
for a 225-day season with additional special events.

• Must have excellent phone skills and hire and manage a 15 person staff.
• Manager and box office staff will work with subscriptions as well as single ticket sales for a 5000 seat concert

facility and a 20,000 admission themed entertainment park.
• All must have customer service experience.
• They will also work closely with the Marketing and Development departments with all database updates and

mailings.

Interested applicants MUST be
• Computer literate,
• Hardworking,
• Able to commit to long hours, especially during the summer months,
• An independent thinker and worker,
• Able to work well under pressure and have a pleasant attitude and demeanor

Responsibilities:

• Work closely with the Director of Group Sales and Special Events General Box Office Administration
• Process subscriber exchanges, ticket donations.
• Complete order forms in order to pull tickets from the box office.
• Reconcile box office statements by performance.
• Recommend pricing based on prior season’s performance.
• Manage employee ticket programs.

Subscription Campaign Administration

• Oversee renewal and ticket mailings to season ticket holders. • Create daily maintenance of the ticket database
• Take subscription orders via telephone, input into database, process payments and chart income.
• Print, assemble and mail renewal packets, including renewal forms.
• Handle general customer relations, confirmation letters and field customer complaints.
• Mailing list maintenance, working closely with list house.
• Coordinate timing, quantities and project management of subscription ticket stock and design.

Qualifications:

• Knowledge of Microsoft Word, Excel and Outlook; ability to learn and master Patron’s Edge (eSRO).
• Exceptionally strong customer service skills.
• Demonstrated ability to work with grace under pressure.
• Highly developed Interpersonal and telephone skills.
• Strong organizational and multi-tasking skills.
• Solid analytical skills and a clear communicator, both written and oral.
• BA and a minimum 3 years subscription & ticketing experience.

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THE TEN PHASES-NOT FINAL

After securing entitlements the DraggonsGate team will execute this project in ten discreet phases:

Phase I Planning and Research (1 to 2 weeks)
Phase II Concept Design (17 to 28 weeks)
Phase III Schematic Design (12 to 21 weeks)
Phase IV Design Development (12 to 21 weeks)
Phase V Construction Documents ( 4 to 12 weeks)
Phase VI Production/Construction (Duration: TBA)
Phase VII Test and Adjust (Duration: TBA)
Phase VIII Turn Over to Operations (Duration: TBA)
Phase IX Soft Opening (Duration: TBA)
Phase X Grand Opening (1 to 2 days)

Phase I – Planning and Research

The basic idea is developed, establishing a criteria for design and implementation. The goal here is to massage the idea and
determine avenues worth pursuing. Ultimately decisions are made to continue planning.

A criteria of success is established and from which a Project Development Plan is derived. Parameters include cost,
completion date, site evaluation, capacities, operability factors, entertainment values, and marketability. The plan also
encompasses a project description, Master Budget, and a Master Schedule.

Phase II – Concept Design

It is here that venue and conceptualization occur. This will include an initial venue layout and a high-concept show bible. A
Master Plan is developed, documenting a working proposal for layouts, configuration and operational characteristics. The
guest experience is broken out into different layers and degree of involvement.

Phase III – Schematic Design - STANTEC

All physical elements are identified, integrated with each other and decided where they are located within the environmental
envelope. Primary systems are identified but not fully articulated. This is the skeleton on which the next phase is built.
Appropriate permitting and entitlements process is completed with local authorities. AECOM conducts a venue study.

Phase IV – Design Development

The schematic design is elaborated via a fully detailed, fully engineered design. All elements should be considered fixed at
this stage. Both ad agency and public relations agency are vetted and contracted and appropriate scheduling is to be
developed.

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Phase V – Construction Documents
The focus is now on fully documenting and defining how the various elements will be built and fabricated. These are the
specific architectural and engineering documents developed by STANTEC to be used in the shop and in the field. They may
be prepared by the project team and submitted for bid or a contractor may submit them with a bid to the team for approval.
Drawings and specifications are included.
Phase VI – Production/Construction
The project now takes physical form as the elements are built, fabricated or procured and all components are now installed.
All are based on the construction documents.
Phase VII – Test and Adjust
The venue elements are assembled, the components and technologies installed and programmed. All are tested to ensure
they meet the program’s requirements. This stage concludes when all elements are correctly functioning together.
Phase VIII – Turn Over to Operations
The project team turns over the facility to operations. This covers the training of the operations and maintenance personnel;
the establishment of operations and maintenance procedures; load in of furnishings, fixtures and equipment as well as the
stocking of inventories. Each attraction is cycled to confirm reliability as well as providing training opportunities.
Phase IX – Soft Opening
An unpublicized opening inviting the families of project personnel will provide an opportunity to test the entire venue or
subsequent parts with actual public visitors.
Phase X – Grand Opening
Here a fully operational and finished project is presented to the paying public, culminating the entire development process.
Marketing and public relations campaigns are coordinated to maximize public attention and interest. This often involves
special events and ceremonies.
NOTE: Extending beyond the public opening is a Close-Out which focuses on finishing the project and providing
appropriate documentation. Activities include:

• Completing the Punch List
• Providing Operations and Maintenance Manuals
• Update Construction/Fabrication documents to as-built
• Resolving all outstanding issues.

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THE FIRST TEN YEARS

Dragonsgate Parks Inc. Financial Model Fiscal Years

Pending site surveys, architectural designs, engineering plans & environmental designs Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Exhibit 1: Operating Pro-Forma

Year 1

Attendance 4,190,000 3,142,500 3,142,500 2,584,000 2,584,000 2,584,000 2,584,000 2,584,000
Operating Days 244 244 244 244 244 244 244 244

Construction & Infrastructure (Pre-Opening) 45,300,000 13,640,648
Land 12,257,000
Site Improvement 13,640,648 8,746,671
Construction 6,990,000
Infrastructure 6,125,000 27,095,000
Digital & Game 8,746,671 102,430,396
General Expense 6,990,000 39,598,061
Pre-Opening Expense & Consulting 27,095,000 198,500,775
Villages 102,430,396
Contingency 39,598,061
262,182,775
Construction & Infrastructure Total
269,940,750 202,455,563 202,455,563 166,474,200 166,474,200 176,462,652 187,050,411 198,273,436
Revenues: 1,663,676 1,247,757 1,247,757 1,026,000 1,026,000 1,087,560 1,152,814 1,221,982
Admissions
Parking 28,282,500 21,211,875 21,211,875 17,442,000 17,442,000 18,488,520 19,597,831 20,773,701
Beverage 10,475,000 7,856,250 7,856,250 6,460,000 6,460,000 6,847,600 7,258,456 7,693,963
Merchandise 270,000 270,000 222,014 222,014 235,335 249,455 264,423
Theme Restaurant in Lands 360,000 3,750,219 4,657,772 5,784,953 7,184,911 7,616,006 8,072,966 8,557,344
Vendors fees 3,019,500 1,571,250 1,571,250 1,292,000 1,292,000 1,369,520 1,451,691 1,538,793
Locker Rentals 2,095,000 314,250 314,250 258,400 258,400 122,500 122,500 122,500
Photos 450,000 450,000 450,000 450,000 477,000 505,620 535,957
Private Parties/Events 419,000 1,310,100 1,528,101 1,782,377 2,078,965 2,203,703 2,335,925 2,476,080
Bacchus Wine 450,000 2,769,888 4,570,315 5,865,238 6,912,602 7,327,358 7,766,999 8,233,019
Spa Services 1,123,200 2,810,880 3,318,400 3,513,600 3,708,800 3,931,328 4,167,208 4,417,240
Specialized Training 1,510,848 5,032,500 5,032,500 5,032,500 5,032,500 1,596,000 1,596,000 1,596,000
Tent & Camping 2,576,640 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Sponsorships 5,032,500 6,000,000 6,000,000 6,000,000 6,000,000 6,000,000 6,000,000 6,000,000
web membership 1,000,000
Additional Sources of Revenue 6,000,000 12,210,000 12,210,000 12,210,000 12,210,000 12,942,600 13,719,156 14,542,305
Total Operating Revenues 12,210,000 270,260,532 273,694,033 234,813,282 237,752,392 247,707,682 262,047,033 277,246,745
346,158,614
Cost of Goods Sold:
Beverage 4,242,375 3,181,781 3,181,781 2,616,300 2,616,300 2,773,278 2,939,675 3,116,055
Merchandise 3,666,250 2,749,688 2,749,688 2,261,000 2,261,000 2,396,660 2,540,460 2,692,887
Bacchus Wine 1,039,482 1,101,851 1,167,962 1,238,040
Spa Services 561,600 655,050 764,051 891,189 3,456,301 3,663,679 3,883,500 4,116,510
Tent & Camping 755,424 1,384,944 2,285,158 2,932,619 2,516,250 2,667,225 2,827,259 2,996,894
Miscellaneous 2,516,250 2,516,250 2,516,250 2,516,250 1,250,000 1,250,000 1,250,000 1,250,000
1,250,000 1,250,000 1,250,000 1,250,000 13,139,333 13,852,693 14,608,855 15,410,386
Total COGS 12,991,899 11,737,713 12,746,927 12,467,358

Gross Profit 333,166,715 258,522,819 260,947,106 222,345,925 224,613,059 233,854,989 247,438,178 261,836,359

Operating Expenses: 24,968,504 24,968,504 49,937,008 51,934,488 56,469,468 58,728,247 63,534,977 71,159,174 79,698,275 89,262,068
Salaries 1,000,000 18,602,365 13,539,274 13,539,274 10,839,764 10,839,764 13,163,474 14,052,282 14,994,419
IP Partner Lic/Incentive Fee
Entertainment (Discretionary) 3,400,000 2,550,000 2,550,000 2,096,802 2,096,802 1,000,000 1,050,000 1,100,000
Creative Development 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000
Food and Supplies (Discretionary)
Contest Prizes: 750,000 562,500 562,500 462,530 462,530 0 0 0

Archery 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000
Board Games 31,250 31,250 31,250 31,250 31,250 31,250 31,250 31,250
Bocce 17,500 17,500 17,500 17,500 17,500 17,500 17,500 17,500
Ancient Golf 1,525,000 1,525,000 1,525,000 1,525,000 1,525,000 1,525,000 1,525,000 1,525,000
Music Competition 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000
Paper Scissors
Strongest Man on Earth 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000
Contest Production Expense 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000
Utilities: 70,000 70,000 70,000 70,000 70,000 70,000 70,000 70,000
Telecommunications
Trash 200,000 150,000 150,000 123,341 123,341 128,275 133,406 138,742
Electric, H2O, Sanitation 75,000 61,671 61,671 64,137 66,703 69,371
Office Supplies & Equipment 100,000 75,000
Travel 450,000 370,024 370,024 384,825 400,218 416,227
Insurance 600,000 450,000 225,000 185,012 185,012 192,412 200,109 208,113
Accounting, Legal & Consulting 150,000 123,341 123,341 128,275 133,406 138,742
Property Tax 300,000 225,000 750,000 616,706 616,706 641,375 667,030 693,711
Contingency 1,500,000 1,233,413 1,233,413 1,282,749 1,334,059 1,387,422
Marketing (Discretionary) 200,000 150,000 562,500 462,530 462,530 481,031 500,272 520,283
Royalty 2,388,288 1,963,830 1,963,830 2,042,383 2,124,079 2,209,042
Total Operating Expenses 1,000,000 750,000 13,500,000 11,100,716 11,100,716 11,544,745 12,006,534 12,486,796
8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000
EBITDA 2,000,000 1,500,000 104,619,780 100,115,677 104,922,407 113,960,605 124,114,123 135,372,685

Depreciation 750,000 562,500
Amortization of Start up Costs
3,184,384 2,388,288
Net Income before Interest and Taxes
15,000,000 18,000,000 13,500,000
Interest expense -
2,000,000 8,000,000 8,000,000
Taxes @ 39.6% 288,151,279 223,469,279
110,771,507 100,084,800
Net Income
(288,151,279) (223,469,279) 222,395,208 158,438,019 156,327,327 122,230,248 119,690,652 119,894,384 123,324,055 126,463,673
Debt service (24 Month no Principle deferred Int)
64% 59% 57% 52% 50% 48% 47% 46%
Cash Flow from Operation
16,920,000 16,920,000 16,920,000 16,920,000 16,920,000 16,920,000 16,920,000 16,920,000

12,003,000 12,003,000 12,003,000 12,003,000 12,003,000 12,003,000 12,003,000 12,003,000

192,722,208 128,952,519 126,841,827 92,844,718 90,305,123 90,490,353 93,900,783 97,020,390

22,263,249 19,480,520 16,496,627 13,297,028 9,866,130 6,187,212 2,242,344 -

67,501,748 43,350,912 43,696,699 31,500,885 31,853,841 33,384,044 36,296,742 38,420,075

102,957,211 66,121,088 66,648,501 48,046,805 48,585,152 50,919,097 55,361,697 58,600,316

38,493,930 41,276,659 44,260,552 47,460,151 50,891,049

93,386,281 53,767,428 51,310,948 29,509,654 26,617,102 79,842,097 84,284,697 87,523,316

20