Opto Org LLC

Executive Summary
Venture Description
OptoOrg sells contact lens organizers and accessories. We are moving from initial operation into stable operation with
ideas for growth. We are a primarily e-commerce model with consulting services available for optometrists. We have one
product whose allowance fee for issuing was paid last month and another patent pending waiting on the examiner. We
plan to patent two additional designs and our organizing software.

Management and Organization Plan
Legal Form of Business
We are currently a single-member LLC with plans to move to an S-corp when it makes financial sense as determined by
our CPA. We chose this option because the filing fees were simpler and we have no plans to sell stock, get a board of
directors, or split ownership shares. Because it is an e-commerce model we do not need special authorization to do
business in any given state, however, we do need to file taxes in any state where we have reached the criteria for a sales
tax nexus (varies by state, usually at least 100K in that state).
Management Team
Currently, the entrepreneur owns 100% of the company and takes home 93% of the net profits. All management, all employee responsibilities are all on the
entrepreneur. 1% of net profit goes to our CAD designer who 3D models the ideas of the entrepreneur on behalf of the company
and another 1% of net profit goes to our VP who has been instrumental in getting our new software offering up and running. 5% is donated to organizations in the industry such as GivingSight who help bridge the financial gap in eyecare access. This 7% split refers to the net profit-sharing compensation model for their consulting agreements and not actual company shares. As the company grows the first person to bring on will be a chief marketing officer to take over SEO, social media,
email marketing, newsletter, PR, and Ads. Next, we will bring on a CFO to manage our books and communicate regularly
with our tax professionals to ensure we are taking advantage of what we can legally to be prepared for tax season. Next,
we will bring on a chief technology office to streamline our online processes via cohesive tech, turn our software program
into an app, and monitor the cyber security necessary to maintain a growing e-commerce company. Eventually, we will also
bring on a chief operations officer to take the entrepreneur's place allowing the entrepreneur to step up and back and focus
solely on new product development instead of any of the day-to-day maintenance of existing products. A good CMO would
need a minimum of 10 years of experience, or 5 years of experience an advanced degree, and a proven portfolio of
experience managing and implementing each of the areas on our marketing plan. A CFO would need an advanced degree
in accounting or finance, be familiar with cash-based accounting and semi-cash-based accounting, and feel comfortable
collaborating with tax professionals to steer finances in the correct direction. An ideal CTO would know how to program
apps and build up internal tech solutions with a proven portfolio of having done so before. A COO would need to
understand Amazon's backward and forwards as well as be comfortable communicating with suppliers, planning supply,
predicting demand, and running a lean e-commerce model for over 10 years. As the current entirety of the management
team, the entrepreneur has intermediate knowledge of all areas of business and plans to hire in the order necessary to
solve deficiencies in knowledge and skill.
Recruitment and Selection of Employees
The key to a good hire is knowing inside and out the job duties the person will be performing, the skills necessary for those
job duties, the experience required to have those skills, and the company culture inside and out. We then plan to use job
sites such as LinkedIn and Indeed to post the job listing with all of the detailed requirements listed. To be considered for
the interview, evidence of all the required skills must be received. A phone interview is then conducted to get an initial
determination of culture fit. In-person interviews will be conducted with those who pass the phone interview to get detailed
and in-depth answers to rank on skills, experience, and fit. We will hire the top scorer.
Compensation and Ownership
The entrepreneur is not currently taking a salary but has a clause to reclaim money invested in the company that reads the
following "Commencing one month after Net Profit exceeds amount owed, payment will be administered at a rate of 25%of
Net Profit that month every month until the debt is repaid." That will allow the entrepreneur to claim a "salary" of ~42K as a
repaid investor before becoming a true employee of the company. Once the entrepreneur has recouped the money
invested in the company, the entrepreneur will continue taking 25% of the net profit. Other C-Suite management will come
on board as the company is able to provide them with a salary of 125K per year minimum starting with the ability to raise it
by 15% per year and full benefits. No employee will ever be brought on full-time if the company cannot afford to pay them
above the living wage threshold for their area. The business is owned 100% by the entrepreneur with no plans to change
that or split ownership with any C-suite members. We do have two consultants on board who each get 1% of net profits
each year but do not get any ownership shares.
Employee Reward and Incentive Plan
We have no plans to offer additional employee rewards and incentives beyond a standard full benefits package:
Health/Life/Dental/Vision insurance, long-term/short-term disability insurance, HSA/FSA, Paid holidays/sick days, and
Retirement plan. For at least the first decade of growth. We do plan on offering raises of 2-5% beyond the cost of living
increase for above and beyond performance as defined by a combination of self-assessment and manager assessment
and flexible work hours.
Communication
Our business values and expectations will always be available in the main team spaces in both written and video formats.
These values and expectations will be displayed when setting new goals each quarter and throughout the hiring process.
We will use project management software such as Asana to clearly outline responsibilities and tasks for each department
and track time devoted to any given category. We will ensure the project management software we choose has a well-functioning
chat add-on to easily send teammates messages and keep communication clear and concise.
Infrastructure
We currently have 3 advisors, a general lawyer: Joshua M Hayes at Hutchinson PLLC : a CPA/Tax Consultant: Brad Ritter
of Cary Tax Debt : and an IP lawyer: Ashley/Weaver Johnson at Dogwood Patent and Trademark Law. They are all paid
according to their rates. We also have a good relationship with our business banker, Brian Osburn at Fidelity Bank. We also have a monthly subscription with Zhe Scott the SEO Queen to handle all SEO and ranking as well as a monthly subscription with Titan Network - Amazon FBA Mastermind.
Operations Plan
The largest operational process needed to keep the business functioning is ordering more products from our suppliers to
ensure we stay in stock. Second, is ensuring Amazon is stocked with enough products to stay "In Stock" as well. As we
grow, operational processes for customer service responses, payroll, bookkeeping, hiring, and firing will also be necessary
for business function.

Product/Service Plan
Purpose of Product/Service
The product is a Daily Contact Lens Organizer and its purpose is to store and dispense daily contact lenses. It benefits the
customers by keeping their contact lenses out of the way but still easily accessible. It solves the problem of unattractive,
easily tippable manufacturer boxes strewn over the bathroom. Lower ends of the financial spectrum may see this as a
luxury but higher ends of the financial spectrum that survive via organization will see it as a necessary addition to their life.
Features and Benefits
The DailyLens contact lens organizer, dispenser, and storage system features 3 compartments, a hanging mechanism,
and a lid for optimal storage and dispensing needs. It comes in neutral colors, is accessorizeable, and is half the price of
the competition. The benefits of owning a DailyLens include the peace of mind of knowing where the contact lenses are
and how many are left, the neatness and cleanliness of having the contact lenses out of the way, and the ease of them
remaining easily accessible.
Product/Service Limitations
The biggest inherent limitation of our products is they are only useful if the user wears contact lenses. There's really no
way around that. Another limitation is it is too big to fit inside most medicine cabinets which is a desire some people have.
We do have a secondary design in the works that will accommodate this desire when mounted sideways. Because the unit
hangs on the wall we provide both adhesive strips and thumbtacks to avoid any limitations a person may have with putting
holes in their wall and solve that potential limitation. Additionally, our products are shipped from China by sea so any global
delays in shipping schedules could affect restock and any national shipping delays could affect order delivery. We combat
this by ensuring we have new stock two months before we need it and keeping our eyes and ears out for manufacturer's in
other countries we could take advantage of.
Intellectual Property
We have a trademark on our brand name (OptoOrg) and want to pursue trademarks on our product names (DailyLens,
Recyclens, SingLens) when we have the financial capability. We have a design patent being awarded for the Recyclens
product, and have one pending for the DailyLens design. The Singlens design will also be patented once its finalized.
Government Approvals
There are many governmental regulations from the FDA that regulate businesses in the eye care industry for any products
that come into contact with the eyeball or come into contact with the thing that contacts the eyeball. Because our daily
contact lens organizer does not come into direct contact with the contact lens or eyeball at any point, it does not fall under
any of these standard regulations. Our seasonal contact lens cases are regulated as a class II device and we have a
supplier who maintains the proper documentation presented upon import that the product meets the appropriate guidelines.

Marketing Plan
Industry Profile
The contact lens market worldwide is a 18.6 billion dollar industry projected to grow by 8.9% by 2030. North America is
38% of the market coming in at 7.068 billion dollars. Soft lenses make up about 74% of the contact lens market or about
5.23 billion. The industry is growing towards an increase in daily contact lens wear over all other kinds of contact lenses.
There is a concern in the industry trends that the data "suggests that the risk could be even greater now than even back
during the Great Financial Crisis that daily wearers extend the use of their daily lenses to two or three days instead of
single-day use, thus reducing reorder demand for contact lenses in the short run". That is why the goal of OptoOrg is to
make organizational products and educational resources to help eye doctors encourage patients to wear their lenses
properly. Our theory, that is backed by initial data gathering from contact lens users and is continuing to be evaluated, is
that daily contact lens users are extending their use beyond the daily intent because of one of 3 reasons: 1) they have lost
many of their lenses due to lack of organization and don't want to buy more before their "year" supply is supposed to be
up. 2) they don't want to keep their daily lenses readily visible for design reasons but also don't want to go "fetch" them
from where they actually are. 3) they think its a waste of plastic/don't believe the risks. OptoOrg addresses the first two
reasons via our product(s) and plans to address the 3rd through education and social media/blog presence.
Competitive Analysis
Vubox is our direct competition, they sell a product that fits the exact same purpose, but only in one color, it holds less, is
more expensive, and relies on a breakable part to reload. Temu is our new indirect competition trying to sell clear
containers that while they do store contact lenses, require to individually separate the blister packs which takes the "easy"
part out of the easy organization. For people who want cheaper and are okay with harder, it is an ok solution. Our specific
design is patent pending so the potential for direct competition is lower than the potential for indirect competition in the
form of 3-D prints, random influencers selling jars and stuff, random programmers trying to make smart dispensers all of
whom will be throttled by the inability to serve the population in bulk. We need to boost our SEO to come in ahead of the
competition on internet searches and emphasize our competitive advantage of being Easy to Use and Readily Accessible
but Out of the Way.
Market Analysis
OptoOrg's ideal customer is an average of 35 years old, usually female who loves a tidy and organized lifestyle like the
ones you see on Instagram and Home Makeover shows. They also wear daily contact lenses as their primary form of
vision correction and are legally blind without any vision correction (prescription -2.5 or worse, vision of 20/200 or worse,
i.e. can't see the eye chart without correction). This is important because it means they are more inclined to need help
easily figuring out left and right without holding the lenses within inches of their eyes. The Daily Contact Lens market itself
is roughly 7 million people and growing on average 5% a year. About 20% of the population is around 35 and about half of
those are women. Assuming the Daily Contact Lens market follows the same trends as the overall population, OptoOrg
can expect around 700,000 people in the base target audience before taking into account organization preferences and
lens prescription. The future market would be monthly lens wearers and relatives of daily contact lens wearers who then
buy it for their loved ones as well as eye doctors themselves.
Pricing
We plan to use parity pricing strategies for the most part and in doing so will treat our competitor who charges the most as
the ceiling price. We will offer volume pricing only on wholesale orders but we will not put effort into advertising this
offering as wholesale is not our main customer. Around holiday times we will create exclusive gift bundles that offer a
basket of related items at a discount that keeps our margins healthy, the exact amount will depend on what items are
included. Since we began selling we've noticed our competitor has been lowering their price to meet ours in an effort to
stay competitive. To counter we are going to release new products in new colors that they do not have rather than
engaging in a price war. Our primary price list is MSRP of 31.99, sold at 29.99 with occasional $2 off or 15% coupons.

Market Penetration
We will distribute our products for the most part directly to our customers or via Amazon. When able, we are willing to
distribute our products through eye doctor offices as well but only if they pay the wholesale cost up front. We will not have
salespeople directly in our e-commerce model in the traditional sense, but rather a strong marketing force focused on
spreading the word that our product exists and why it is useful.

Financial Plan
Startup Costs
Our recurring overhead costs that are necessary to startup are going to include: website costs (domain, hosting, marketing
features), Gmail mailbox, phone number, business insurance, merchant fees (amazon and Etsy), email marketing platform,
social media VA, computer, and our warehouse. One-time start-up costs include the injection mold for the plastic products
and prototyping costs for the bamboo. Inventory will need to be purchased regularly as demand dictates.
Sales Projections
In our niche on Amazon, the average daily sales fluctuate from 2 to 8 units per day. This means that without any effort to
drive extra traffic toward Amazon or counting off Amazon sales, we can expect anywhere from 730 to 2,920 units per year.
The average in the niche, however, is approximately 4, so we will perform sales projections with that daily unit expected.
There has been no growth in the last two years as far as the average sales go with our one competitor who has existed
that long, but the industry itself is growing at 5% a year and we feel that with a concerted effort on our part to market the
product, 5% growth is perfectly attainable. That being said, that puts our 2024 sales projection at 1460 units, our 2025
sales projection at 1533, and our 2026 sales projection at 1609. And that is our very conservative sales projections.
Income Projections
At current sales projections and margins, we are expecting a profit of $11K each year for the next 3 years just from our
organizers and not predicting any growth from continued marketing and not including external (not Google, not Amazon)
marketing. This allows us to consider a $6K marketing budget each year to still take home at least $5K plus the income
from extra sales not projected caused by marketing. Given that growth is to be expected, we will exceed these projections at a rate of 5% more sales per additional exposure.
Cash Requirements
Startup costs were $20,000 ($10.3K injection mold plus $5.4K in inventory and $4.3 in initial overhead). Overhead each
year is roughly $4300. Each patent is $2000 and our trademark was $800. We pivoted from trying to grow our injection molded
product line to our bamboo product line which has a slightly higher COGS but significantly lower startup costs (a
couple of hundred dollars versus ten thousand dollars). With proper funding, we would like to spend $5K on amending our initial injection mold to solve the main customer useability issue and re-launch. If we exceed our funding goals, we could transition to an American supplier using entirely recycled materials ($20K mold cost).
Sources of Financing
We have gotten to where we are with business credit cards, personal loans, friends and family semi-loans, personal
bootstrapping, personal money loaned to the business, and a home equity line of credit put directly into the business. We
are seeking funding from grants and angel investors regularly to try and get out of debt faster than business income will provide thus
increasing our margins improving business health overall and allowing us to scale faster and more efficiently.

Future Plans
Stretch Goals
Transition to American Supplier
Transition to only Eco-Friendly materials
Hire fractional CFO
Release website application for EyeCare Practitioners to organize their contact lens fit sets

Immediate Goals
Launch Bamboo line (Daily Lens, Recycylens, Travelens) 
Patent Travelens design
Trademark DailyLens, Recyclens, Travelens
Partner with Frames2Go to create All-in-one daily lens, glasses, contacts container.