Enterprise Growth & Transformation Strategy
In-person CEO strategy session with Dr. Max Chen (CEO/CTO)
ProppyApp Office · Tuesday, 5 August 2026 · 10:00 AM – 3:00 PM
Attendees: Dr. Max Chen · Caroline Ang (Senior Strategic Advisor)
Prepared by Dr. Caroline Ang | Internal & Confidential
Source: CEO Strategy Session with Dr. Max Chen · 5 Aug 2026, 10:00 AM–3:00 PM
Session Record & How to Read This Deck
Complete record of the CEO's five-hour whiteboard briefing, translated into structured form.
Session Content
All figures, structures, targets and open questions captured exactly as raised.
Governance Banners
Items requiring independent verification are flagged throughout.
Advisory Additions
Slides badged "ADVISORY ADDITION" contain Caroline Ang's analysis, clearly separated.
Companion Documents
Board summary (15 slides) · Halal strategy deck (29 slides) · Notion meeting record.
Source: CEO Strategy Session with Dr. Max Chen · 5 Aug 2026, 10:00 AM–3:00 PM
Executive Summary
ProppyApp's path from a fragmented product portfolio to an IPO-ready trust-infrastructure company rests on three connected pillars, enabled by a disciplined governance layer:
Corporate Growth & IPO Readiness
Secure funding, restructure the balance sheet, and build an investable narrative toward a 2027 OTC/Nasdaq pathway.
Strike Force Commercialisation
Convert the RM300 million eight-month ambition into product-, vertical- and owner-specific weekly execution across Homes360, SignaTrue, Biz360 and Org360.
AI Aggregation & Halal Market Differentiation
Embed multi-model AI across the ecosystem and position BIZ360 inside the US$3.56 trillion global halal economy, where Malaysia leads the world.
Five Transformations. One Enterprise. Sustainable Value.
- Financial Transformation
- Commercial Transformation
- Organisational Transformation
- Digital & AI Transformation
- Enterprise Value Creation
Every meeting must produce a decision, an output and an action.
Every team and market must carry a defined revenue target, prospect list and weekly activity target.
Set the Number
Divide the Number
Assign the Number
Track the Number
Act Daily. Track Weekly.
Source: CEO Strategy Session, 5 Aug 2026 — whiteboard record
Three Strategic Workstreams, One Cross-Cutting Layer
Source: CEO Strategy Session, 5 Aug 2026 — consolidated meeting architecture
Enterprise Growth & Transformation: Five Connected Areas
Central objective: a scalable, profitable, future-ready enterprise.
Enterprise Value Creation
Expand regionally, build strategic partnerships, strengthen governance, prepare IPO readiness
Digital & AI Transformation
Drive digitalisation, leverage AI across products, build FinTech capabilities, establish data-centre infrastructure
Organisational Transformation
Build a high-performance Strike Force, strengthen leadership, drive accountability, embed KPIs
Commercial Transformation
RM300M revenue ambition, accelerate growth, expand market presence, commercialise products at scale
Financial Transformation
Secure funding, achieve positive PAT, rebuild retained earnings, strengthen the financial position
Source: CEO Strategy Session, 5 Aug 2026 — S1.0 Enterprise Growth & Transformation Strategy Overview
Transformation Enablers & Enterprise Outcomes
Enablers Running Across All Five Transformation Areas
Customer Focus
Strategic Partnerships
Data & Insights Driven
Risk & Governance Excellence
People, Culture & Capability
Enterprise Outcomes Targeted
Sustainable Growth
Consistent revenue growth with strong unit economics
Financial Strength
Positive profits, retained earnings, strong balance sheet
Market Leadership
Leading platforms with high customer and partner trust
Technology Advantage
AI-powered platforms and data infrastructure
Enterprise Value
Stronger governance, scalable business model, IPO readiness
Source: CEO Strategy Session, 5 Aug 2026 — S1.0 framework
Financial Position: The Starting Point
Negative Retained Earnings
Approximately RM30M in negative retained earnings discussed
PAT Per Year Target
Three-year profit scenario to rebuild retained earnings
Revenue Required
Estimated revenue needed depending on margin and cost assumptions
Dormant Status Risk
Auditor suggested dormant status unless the negative retained earnings position improves.
Three-Year Profit Rebuild
RM10M profit per year over three years to recover ~RM30M in retained earnings.
Revenue Requirement
~RM120M in revenue required before the position can be restored.
Source: CEO Strategy Session, 5 Aug 2026 — financial position discussion
Corporate Restructuring: Illustrative Berhad Entity Example
Restructuring Discussion
- A possible restructuring using a new or alternative Berhad entity — referred to illustratively as "ABC Berhad" — and approximately RM30 million in share capital was discussed. "ABC Berhad" is a generic placeholder only, not a named or confirmed company.
- Purpose: optimise the financial and tax position through an alternative or new corporate vehicle
- Potential tax and borrowing implications, including a possible RM25 million bank loan, require professional validation
Source: CEO Strategy Session, 5 Aug 2026 — restructuring discussion
Funding, Financial Restructuring & Capital Strategy
Strengthen financial foundation. Unlock growth capital. Create long-term value.
- ABC Berhad route: inject RM30M share capital, start with positive balance sheet
- Dormant & turnaround route: place current company dormant, achieve RM10M PAT over 3 years
- Funding sources: Sukuk/Labuan Bond RM100M–RM300M, Private Placement, Strategic Investor, Bank Loan, Government Grants
- Goal: secure funding, accelerate growth, deliver RM300M revenue within 8 months
Funding Strategy: Proposed Sources
Source: CEO Strategy Session, 5 Aug 2026 — funding strategy whiteboard
SPV Structure & Intended Use of Funds
A proposed SPV, Unicorn Catalyst Limited, associated with Lee Willson and Dr. Max, was discussed as the vehicle to receive Sukuk-related funds before deploying them into operating companies such as ProppyApp.
Intended Use of Funds
Sales & Commercial Expansion
Sales and commercial expansion for ProppyApp
Regional & Global Expansion
Southeast Asian and global expansion
Nasdaq IPO Preparation
Nasdaq IPO preparation
Post-IPO Technology Investments
Equity participation or control in technology companies with positive returns or listing potential — rather than unsecured lending
Equity Participation Preference
Preference for equity participation or control rather than unsecured lending across all investment structures
Source: CEO Strategy Session, 5 Aug 2026 — funding structure discussion
Employee Restructuring
As Discussed in the Session
- Employees were reportedly terminated or moved to temporary contracts
- EIS payments, employee compensation and outstanding obligations were discussed
- Some employees had received loans or advances and subsequently left
Risks Requiring Formal Management Attention
Legal & Statutory Compliance
Documentation Completeness
Recovery of Advances
Business Continuity
Team Morale
Source: CEO Strategy Session, 5 Aug 2026 — employee restructuring discussion
Branding & Commercial Strategy
Company-Level Brand
Privacy / Praivacy
ProppyApp
Goal: stronger credibility, market positioning, perceived enterprise value and investor confidence
Product-Level Positioning
The preferred approach is to sell vertical solutions, concrete features and measurable outcomes — not a broad undifferentiated technology platform.
Examples: membership, loyalty, referral programmes, AI customer service, industry-specific workflows.
Source: CEO Strategy Session, 5 Aug 2026 — branding discussion
Revenue Target: RM300 Million in Eight Months
Total target: RM300 million from August 2026 to March 2027.
Source: CEO Strategy Session, 5 Aug 2026 — revenue target whiteboard
RM300M Revenue Architecture
8-Month Execution Plan · Apr 2026 – Mar 2027
- Homes360 — RM120M target
- SignaTrue — RM90M target
- Org360 — RM60M target
- Biz360 — RM30M target
- Total: RM300M within 8 months
Four integrated business engines. One ecosystem. Scalable recurring revenue.
The Bottom-Up Model Requirement
The RM300 million target still requires a bottom-up model covering:
Customer Numbers
Contract Value
Conversion Rate
Sales Cycle
Product Mix
Recognised Revenue
Collections
Salesperson Capacity
Source: CEO Strategy Session, 5 Aug 2026 — revenue model requirements
Execution Timeline to IPO
Aug 2026 – Mar 2027
Eight-month revenue execution window; RM300 million target
Apr 2027 – Mar 2028
IPO run: governance, financial readiness and market positioning
2027 Target
OTC / Nasdaq IPO pathway, subject to adviser and regulatory validation
Source: CEO Strategy Session, 5 Aug 2026 — execution timeline
Sales Execution Principles
Set the Result First
Divide the Result
By product, market and owner
Calculate Requirements
The customer, prospect and conversion requirements
Assign Weekly Activity Targets
Track Everything
Decisions, actions, owners, deadlines and measurable results
Controlled Trials & Pilots
With clear conversion conditions
Recruit Account Managers
Two to three dedicated account managers for Homes360
Source: CEO Strategy Session, 5 Aug 2026 — sales execution principles
Market Opportunity: 11 Million Businesses Is the Reference, Not the Target
The ~11M SSM-registered businesses is the total market reference — not an immediate sales target. Execution must focus on the bottom of the funnel.
The Conversion Hierarchy
What This Means for Execution
Total Market — ~11M SSM businesses
Universe of potential reach
Addressable Market
Segments where ProppyApp solves a funded problem
Reachable Prospects
Accessible through current channels and partners
Qualified Customers
Fit and ability-to-pay confirmed
Paying & Retained Customers
The only number that matters
Source: CEO Strategy Session, 5 Aug 2026 — market opportunity funnel
Strike Force Mandate: Four Growth Engines
Convert the RM300 million ambition into product-specific, vertical-specific and owner-specific execution from August 2026 to March 2027.
Source: CEO Strategy Session, 5 Aug 2026 — Strike Force strategy architecture
Strike Force Programme Overview
8-Month Execution Plan: Aug 2026 – Mar 2027
- Focused execution across Homes360, SignaTrue, Biz360 and Org360
- Target: RM300M revenue within 8 months
- 6,000 housing units access via JMBs
- RM5,000 average annual subscription
- ~600 units/accounts target outcome
- Go-to-market channels to be defined and activated
- Board allocation: legal, green, engineering, sales, onboarding
Strike Force Ownership Requirements
Every team owns a number. Every number has a name behind it.
Vertical Ownership
Defined market or product territory assigned to each team
Named Targets
Specific companies and decision-makers identified before outreach
Revenue Contribution
Each team carries a defined RM target, not a shared pool
Weekly & Monthly Targets
Activity targets set in advance, tracked every week
Prospect Requirements
Minimum pipeline size and meeting cadence defined
Conversion Assumptions
Close rate, sales cycle and deal size agreed upfront
Next Action & Deadline
Every workstream ends with a named owner and a date
Functions covered: Engineering · Legal · Company Secretarial · Accounting · Sales · Marketing · Account Management · Market Research · Industry Partnerships
Source: CEO Strategy Session, 5 Aug 2026 — Strike Force ownership model
Homes360 Go-to-Market Mathematics
Revenue Target
Average Selling Price
Paying Properties Required
Prospect Pool
Potential JMB Access
Conversion path: 6,000 potential JMBs → 600 qualified prospects → 200 paying conversions
Source: CEO Strategy Session, 5 Aug 2026
Homes360 Operating Cadence & JMB Segmentation
Eight-Month Operating Cadence
Properties Per Month
Monthly activity target
Prospects Per Week
Qualified strata or property-management prospects
JMB Database Segmentation Criteria
Geography
Development Size
Current System
Decision-Maker
Ability to Pay
Relationship Strength
Estimated Close Date
Source: CEO Strategy Session, 5 Aug 2026 — Homes360 cadence discussion
Homes360 Growth Model
The Drive to RM300M Revenue Target · Apr 2026 – Mar 2027
- Focus: JMBs, PMCs, Associations & Strata
- Key objective: Acquire, convert & onboard 200 paying properties within 8 months
- JMB access: ~6,000 potential via Selangor contact
- Revenue target: RM1M (RM5,000/property/year)
- Contribution to RM300M: RM120M–RM150M (40–50%)
- Weekly target: 20 qualified prospects per week
Homes360 Commercial Journey
Target Identification
Named owners map the ~6,000 property network to qualified prospects
Presentation & Pilot
Structured presentations lead to pilot deployments with defined success criteria
Onboarding & Paid Deployment
Smooth onboarding converts pilots into paying accounts
Renewal & Expansion
Customer success owners drive retention and upsell within the community
Required Owners
Lead-generation owner · Account manager · Implementation owner · Customer-success owner
Source: CEO Strategy Session, 5 Aug 2026 — Homes360 commercial journey
Homes360 Critical Conversion Issue
The Migration Question
Define the process for replacing or migrating existing systems into Homes360 — this is the critical conversion issue for strata communities already running other platforms.
Recruitment Requirement
Recruit or assign two to three dedicated account managers for Homes360, with weekly prospect and conversion targets from day one.
Source: CEO Strategy Session, 5 Aug 2026 — Homes360 conversion discussion
SignaTrue: High-Value Vertical Strategy
Expand across professional and enterprise sectors where document trust is the buying trigger.
Value Proposition
- Digital signing and document authentication
- Customer-controlled hosting for security-sensitive organisations — storage or deployment on the customer's server
- Secure business workflows extending into compliance documentation
Target Sectors
Engineering & Solar
Public-Listed Companies
Government
Legal Firms
Company-Secretarial Firms
Source: CEO Strategy Session, 5 Aug 2026 — SignaTrue stra
SignaTrue Vertical Growth Strategy
Secure. Compliant. Trusted Digital Signing for Every Industry.
- Three verticals: Engineering/Solar, Legal Firms, Company Secretarial
- Combined revenue target: RM5M (RM2.5M + RM1.25M + RM1.25M)
- Customer-controlled hosting for security-sensitive clients
- 8-month roadmap: Aug 2026 – Mar 2027
- Success metrics: 100+ enterprise clients, 500+ documents signed, RM3M+ ARR
SignaTrue Engineering Vertical
Indicative Contribution
Priority Sectors
Solar
PLCs
Government
Enterprise Requirement
Storage or deployment on the customer's server for security-sensitive clients — raised in session.
Execution Requirements
Sector-specific target lists, decision-maker mapping and assigned vertical owners.
Source: CEO Strategy Session, 5 Aug 2026 — SignaTrue engineering vertical
SignaTrue Legal-Firm Vertical
Indicative Contribution
Key Details
- Named lead discussed: Dato Simon Lim
- Geographic expansion: Kuala Lumpur, Selangor, Penang, Johor, Sabah and Sarawak
Immediate Deliverable
National law-firm target list, decision-maker mapping and sales pipeline.
Source: CEO Strategy Session, 5 Aug 2026 — SignaTrue legal vertical
SignaTrue Company-Secretarial Vertical
Indicative Contribution
Immediate Deliverable: List Co-Sec
The national company-secretarial target database. Required database fields:
Firm Name
Location
Decision-Maker
Estimated Client Base
Digital Maturity
Current Signing Method
Relationship Source
Priority
Owner
Next Action
Source: CEO Strategy Session, 5 Aug 2026 — SignaTrue CoSec vertical
SignaTrue Execution Requirements
To activate the three verticals:
Build National Databases
Legal and company-secretarial prospect databases
Decision-Maker Mapping
Complete decision-maker mapping per firm
Assign Vertical Owners
With revenue contribution, monthly and weekly targets
Define Pilot Terms
For security-sensitive clients requiring customer-server deployment
Combined SignaTrue Target
Engineering RM2.5M · Legal RM1.25M · CoSec RM1.25M
Source: CEO Strategy Session, 5 Aug 2026 — SignaTrue execution requirements
Biz360 One-to-Many Distribution Cascade
The Cascade Logic
- Level 1: 10 initial leaders
- Level 2: 10 × 10 = 100
- Level 3: 100 × 10 = 1,000
- Level 4: 1,000 × 10 = 10,000
- Level 5: 10,000 × 10 = 100,000
- Level 6: 100,000 × 10 = 1,000,000
Source: CEO Strategy Session, 5 Aug 2026 — Biz360 one-to-many distribution strategy
Biz360 Distribution & Merchant Expansion Strategy
All-in-one business management. Drive transaction volume. Deliver sustainable revenue.
- Target: 10,000+ merchants, RM54M+ revenue contribution
- Merchant segments: Stores, Restaurants, Producers, Wholesalers, Online, Distributors, Merchants
- AI Aggregator: 50+ enterprise clients, 100+ AI use cases, RM4M+ ARR
- Commission & Commercial Economics: RM300M+ total revenue, RM15M–RM25M net profit, ≥20% EBITDA
- Strategic Partnership Ecosystem: Technology, Financial, Government, Industry, Channel partners
Biz360 Scaling Channels
Potential scaling channels discussed:
Koperasi Pembangunan Ekonomi Digital (KPED)
TEKUN, MSME Funders & Private Banks
Koperasi ATM / Sahabat & Malay Women Entrepreneur Networks
SME Associations, Vertical Associations & Other Cooperatives
~10,000 Trainers or Activation Agents
Subject to confirmation
Merchant-Get-Merchant Referrals
Indicative 5% payout, subject to margin validation
Source: CEO Strategy Session, 5 Aug 2026 — Biz360 channel discussion
Biz360 Vertical-Market Launch
Initial Sectors
Hair Salons
Beauty Salons
Pet Shops
Clinics
Dentists
Car-Service Centres
Merchant Target
Initial pilot merchants
Initial Geographic Clusters
Kuala Lumpur & Selangor
Penang
Johor Bahru
🔁 Merchant-get-merchant referral: Indicative 5% payout, subject to margin validation.
Source: CEO Strategy Session, 5 Aug 2026 — Biz360 vertical launch
Biz360 Package & SME Enablement Proposition
Indicative Package
Per Year
Approximately RM199 per month
Initial Merchant Target
Subject to confirmation
Proposed SME Enablement Proposition
- Payment and logistics
- "No mark-up" — precise meaning to be clarified
- Social-media and grassroots activation
- Connection of large suppliers to small businesses and onward to consumers
- Separate setup, implementation and maintenance capability may be required
Source: CEO Strategy Session, 5 Aug 2026 — Biz360 package discussion
Biz360 Market & Financial Scenarios
Working assumptions shown on the whiteboards:
Registered Businesses
Approximately 11 million registered businesses or entities
10% Addressable Scenario
Maximum Illustrative Value
1.1 million × RM2,388
Conservative Scenario
100,000 customers × RM2,388
Further 40% Assumption
Meaning of this percentage remains unconfirmed
Source: CEO Strategy Session, 5 Aug 2026 — Biz360 scenario whiteboard
Org360: Definition Work Required
Positioning
Org360 was positioned as a core growth product alongside Biz360 within the RM294 million balance.
Indicative Annual Price
Primary market: organisations and institutional networks
Source: CEO Strategy Session, 5 Aug 2026 — Strike Force growth engines
Biz360 Halal Commerce: The Category-Creation Layer
On top of Biz360's existing vertical strategy, a halal digital commerce category play has been developed:
Global Islamic Economy
By 2029
Malaysia's Ranking
Global Islamic Economy Indicator for 12 consecutive years
Malaysian MSMEs Online
Yet only 37% run cloud-based business systems — online but not digitalised
- Positioning: BIZ360 as the halal commerce operating system — verified JAKIM trust badging, compliance management module, community promoter network, HOMES360/ORG360 distribution
- The whitespace: high merchant tooling + high trust/community is an empty quadrant. Category creation, not competition, is the play.
Source: Advisory addition — Caroline Ang · "Capturing the Halal Digital Commerce Opportunity" (29-slide companion deck)
Halal GTM: Launch Sequencing
MIHAS 2026
23–26 September, MITEC — recruit merchants
Maulidur Rasul
Activate community
Ramadan/Raya 2027
Monetise at scale — transactions +35–50%
"Recruit by MIHAS. Activate by Maulidur Rasul. Monetise by Ramadan."
Source: Advisory addition — Caroline Ang, Senior Strategic Advisor
Halal GTM: Package Economics & Sourcing
Package Economics
- RM2,388/year with the 50% commission pool
- ~1,000 halal merchants initial target
- Grant co-funding RM5,000–RM500,000 via BSN, MDEC, SME Corp, MIDF as acquisition subsidy
Five Sourcing Channels
JAKIM Directory — 22,000+ certified companies
AIM Sahabat Network — 350,000+
Cooperatives
MIHAS & Trade Events
HDC Programmes
Source: Advisory addition — Caroline Ang, Senior Strategic Advisor
Biz360 Halal: The Strategic Case in Brief
BIZ360 is positioned to become the halal commerce operating system — the only player combining merchant tools, verified trust badging, and captive community distribution in one platform.
The Opportunity
- Global Islamic economy: US$3.56 trillion by 2029
- Malaysia: #1 Global Islamic Economy Indicator, 12 consecutive years
- 725,000+ MSMEs on e-commerce — but only 37% use cloud business systems
- Halal purchase decisions driven by community trust (β = 0.596), not price
- Peak commerce window: Ramadan transactions +35–50%; grocery app downloads +78%
BIZ360's Structural Advantage
Verified Trust
JAKIM badge display, certificate lifecycle tracking, expiry alerts
Community Promoter Network
micro-affiliates, surau/mosque committees, trackable referral commissions
Captive Ecosystem Distribution
cross-sold into HOMES360 and ORG360; no marketplace can replicate
Retention Economics
loyalty points, cashback, repeat-purchase rewards built in
Source: DinarStandard State of the Global Islamic Economy Report 2025/26; MyDIGITAL; SME Corp Malaysia
Biz360 Halal: Three-Horizon Execution Plan
Three national moments define the launch window — MIHAS 2026, Maulidur Rasul, and Ramadan/Raya 2027.
Horizon 1 — Prove the Model (0–3 months)
~1,000 halal merchants across 4 categories in KL/Selangor, Penang and JB; MIHAS 2026 recruitment (23–26 Sep); promoter network live; Ramadan 2027 machinery locked.
Horizon 2 — Deepen the Moat (3–12 months)
Compliance module launch and attach-rate growth; HOMES360/ORG360 cross-sell at scale; B2B2C cooperative volume; grant-funded onboarding pipeline; category expansion guided by sales data.
Horizon 3 — Extend the Value Chain (12–24 months)
Halal Value Chain integration with MOP360 and Shariah property financing; Indonesia market entry via Malaysia-Indonesia mutual recognition agreement; traceability alignment with national HADIC infrastructure; regional positioning as the halal commerce operating system.
Biz360 Halal: Three Decisions Required Now
Three decisions this week unlock the category. Without them, merchant recruitment cannot begin.
Approve the Halal GTM
Approve the halal GTM as BIZ360's flagship category strategy — with a named commercial owner assigned before MIHAS preparation begins.
Commit MIHAS 2026 Presence
Commit to MIHAS 2026 (23–26 September, MITEC) with defined merchant recruitment targets and partnership signing goals. MATRADE targets RM4.5 billion in trade deals — BIZ360 presence positions it inside the national halal-tech narrative.
Confirm the Package
Confirm RM2,388 package inclusions, commission structure (L1 30% / L2 10% / Agency 10%), Halal-Ready Kit scope and grant-eligibility positioning with BSN/MDEC/SME Corp before merchant recruitment begins.
"Recruit by MIHAS. Activate by Maulidur Rasul. Monetise by Ramadan."
AI Aggregator: Positioning
Position ProppyApp as an AI aggregator and orchestration platform, not a single-provider wrapper.
The aggregator integrates ChatGPT, DeepSeek, Gemini, Meta and future LLMs — managing:
Model Selection & Routing
Token Usage & Cost Allocation
Task Suitability & Performance
Privacy
Business Workflows
Source: CEO Strategy Session, 5 Aug 2026 — AI aggregator strategy
AI Aggregator Strategy
Become the trusted AI orchestration platform powering enterprises and ecosystems.
- Access best AI models in one platform (GPT, Claude, Gemini, etc.)
- Lower cost, higher efficiency through multi-LLM routing
- Secure, private and compliant
- AI Capabilities: Data Intelligence, Automation & Workflow, Document AI, Predictive Analytics
- Target customers: Enterprises, Government Agencies, SMEs, Developers, Education
- 8-month targets: 50+ enterprise clients, 100+ AI use cases, RM4M+ ARR
Build and deploy AI solutions fast.
Multi-LLM Orchestration Layer
The orchestration layer manages the full intelligence stack:
Model Routing
Matching each task to the best-suited LLM
Token Economics
Usage tracking and cost allocation per product and customer
Performance Management
Quality, speed and reliability across providers
Privacy Controls
Data handling across external AI providers
Workflow Integration
AI embedded into business processes, not standalone chat
Source: CEO Strategy Session, 5 Aug 2026 — multi-model orchestration discussion
AI Capability Stack
Four capability layers discussed:
Content Creation
Written content, business documents, marketing materials, presentations
Image & Design Generation
Posters, buntings, promotional materials, business graphics
Video Creation
Marketing, training, product demonstration and social-media videos
Agentic AI
Multi-step workflows, information retrieval, system coordination, business-process automation
Source: CEO Strategy Session, 5 Aug 2026 — AI capability discussion
AI Across the ProppyApp Product Family
AI is to be embedded across Biz360, Homes360, Org360 and SignaTrue:
AI Customer Service
Within merchant and community products
Enterprise Knowledge
Enterprise knowledge capabilities
Workflow Automation
Business workflow automation for SMEs and organisations
Content, Design & Video
Content, design and video generation as product features
Source: CEO Strategy Session, 5 Aug 2026 — AI product integration
Longfit Arrangement: 70/30 Model Requires Documentation
The discussion referenced the Longfit AI aggregation platform and a proposed 70/30 profit-sharing arrangement between ProppyApp and the developer. Six clarifications required before deployment:
Profit-Share Direction
Which party receives 70% and which receives 30%
Calculation Basis
Revenue, gross profit or net profit; which expenses are deducted first
Cost Allocation
Who bears AI-token and infrastructure costs
Intellectual Property
Ownership of IP and funding of product development
Customer & Support Ownership
Between the parties
Future Rights
Enhancements and derivative products
Source: CEO Strategy Session, 5 Aug 2026 — Longfit arrangement discussion
AI as the IPO Narrative
The long-term enterprise story combines four strategic pillars:
Digitalisation
AI
FinTech
Data Infrastructure
AI Differentiates
AI differentiates the product family and supports premium platform valuation
FinTech Extends
FinTech capabilities extend the ecosystem into embedded financial services
Data Infrastructure
Data-centre infrastructure was discussed as part of the technology narrative
Investability Story
Together these form the investability story for the 2027 OTC/Nasdaq pathway
Source: CEO Strategy Session, 5 Aug 2026 — enterprise value narrative
AI Risk Layer
Risks flagged within the AI workstream, to be resolved before scaling:
Token & Infrastructure Costs
Must be allocated before commission and profit-sharing are set
Data Privacy & External AI-Provider Risk
Customer data flowing through third-party LLMs
Dependency Risk
The Longfit developer relationship requires documented IP, support and continuity terms
Cost-to-Serve
AI features must be priced into the RM2,388 and RM3,388 packages, not absorbed silently
Source: CEO Strategy Session, 5 Aug 2026 — cross-cutting risk layer
Commercial Economics: The RM2,388 Model
Annual Merchant Fee
Monthly Equivalent
Proposed Maximum Commission Pool
Working Model
Commission distributed monthly, with a proposed maximum commission pool of 50%.
The company balance must still cover:
AI Token Costs
Payment Processing
Onboarding
Support
Hosting
Marketing
Administration
Tax
Profit
Source: CEO Strategy Session, 5 Aug 2026 — commission structure addendum
Proposed Commission Levels
Source: CEO Strategy Session, 5 Aug 2026 — commission whiteboard
Commission & Commercial Economics
- Revenue streams: Platform Subscriptions, Transaction Fees, Service Fees, Implementation Fees, Training & Support, AI Services
- Commission rates: Homes360 1–2%, SignaTrue RM1–RM10/doc, Biz360 1–1.5%, Payment Gateway 1–2%, AI Services subscription/usage, Partners/Affiliates 5–20%
- Financial targets (8 months): RM300M+ total revenue, RM15M–RM25M net profit, ≥20% EBITDA margin
- Cost optimisation: Cloud & infrastructure efficiency, AI efficiency, lean operations, strategic partnerships
The Numerical Correction
The arithmetic as flagged in the session record:
15% of RM2,388
Not RM238.80 as written
Total Commission
If L1=30%, L2=10%, Agency=15% — equals RM1,313.40 annually
Company Balance
Before token costs, payment processing, onboarding, support, hosting, marketing, administration, tax and profit
Source: CEO Strategy Session, 5 Aug 2026 — commission numerical correction
The Strict 50% Commission Pool Scenario
A 50% pool equals RM1,194 annually and RM99.50 monthly.
The version that fits the 50% cap:
Source: CEO Strategy Session, 5 Aug 2026 — strict 50% scenario
Internal Sales: Three Possible Treatments
A separate internal-sales allocation remains unresolved. Three treatments identified:
Include Internal Sales Within L1
Divide the 30% allocation internally
Create a Separate Internal-Sales Share
For example 25% L1 + 10% L2 + 10% Agency + 5% Internal Sales
Treat Internal Sales as Payroll & Performance Bonus
Outside the external commission pool but inside the overall profitability model
Source: CEO Strategy Session, 5 Aug 2026 — internal sales issue
Commission Decisions Required
Confirm whether Agency is 10% or 15%
Confirm whether 50% is a hard cap, launch incentive or planning assumption
Define the commercial meaning of L1 and L2
Decide whether internal sales is included within L1/L2 or receives a separate allocation
Confirm whether commission is based on gross price, net collected revenue or gross profit
Define monthly payment, cancellation, refund and clawback rules
Confirm whether commission continues for renewals
Source: CEO Strategy Session, 5 Aug 2026 — commission decisions checklist
Profit, Surplus & the 50/50 Structure
The financial board referenced the following figures and arrangements:
Revenue Scenario 1
With RM30 million PAT as a strategic scenario
Revenue Scenario 2
RM10 million PAT, with an additional RM5 million notation
Positive Surplus
Illustrated as RM5M / RM5M under a 50/50 arrangement
Separate Value Pool
Illustrated as RM125M / RM125M under a 50/50 arrangement — discussed as a standalone commercial pool distinct from operational surplus
Source: CEO Strategy Session, 5 Aug 2026 — profit and surplus whiteboard
Commission Planning Requirements
Commission must be incorporated into Strike Force economics — but it is only one component of the broader financial model. Required decisions:
Eligible Recipients
Trigger for Payment
Basis of Calculation
Invoiced revenue, cash received, net revenue or gross profit
Treatment of Referrals & Partners
Resellers, trainers, associations, implementation partners, renewals and cancellations
Separation from Other Pools
Salary, founder compensation, equity, partner revenue share and distributable surplus
Source: CEO Strategy Session, 5 Aug 2026 — commission planning requirement
The Separation Principle
Governance principle from the session record:
Commission must remain distinct from all other financial pools.
Each pool has its own basis, trigger and governance — conflating them is the fastest route to margin erosion and disputes.
Source: CEO Strategy Session, 5 Aug 2026 — commission governance principle
Cross-Cutting Governance Architecture
This layer applies across all three workstreams and must be resolved before execution scales:
Revenue Recognition vs Cash Collection
Token & Infrastructure Costs
Commission Policy
Profit-Sharing Basis; 50/50 & 70/30
IP Ownership
Funding & Reinvestment Obligations
Regulatory & Securities Compliance
Data Privacy & AI-Provider Risk
Customer Support & Onboarding Costs
Decision Rights & Approval Authority
Source: CEO Strategy Session, 5 Aug 2026 — cross-cutting layer
Prospective Partnerships
These partnerships could support embedded financial and business services within the ProppyApp ecosystem — strengthening both revenue and the future listing narrative.
Source: CEO Strategy Session, 5 Aug 2026 — partnership discussion
Build strong alliances. Expand reach. Create shared value.
- Strategic partners: Technology, Financial Institutions, Government & Agencies, Industry Associations, Channel Partners, Strategic Alliances
- Partnership approach: Identify → Align → Co-Create → Execute → Grow
- Ecosystem impact: Global reach, stronger network, faster growth, shared success, future ready
- Partnership benefits: Expand market reach, accelerate customer acquisition, enhance credibility, access new capabilities, drive sustainable growth
Enterprise Value Creation Narrative
An integrated story across four pillars for investors and the listing pathway:
Digitalisation
Converting offline SMEs, communities and organisations into digital operations
AI
Multi-model orchestration embedded across the product family
FinTech
Embedded insurance, loans and financial services through partnerships
Data Infrastructure
Data-centre capability supporting the platform story
Regional expansion across Southeast Asia extends the narrative beyond Malaysia.
Source: CEO Strategy Session, 5 Aug 2026 — enterprise value creation
The Verification Requirement
Funding Amounts & Timing
Funding amounts and timing are unconfirmed
Regulatory Requirements
Securities, Sukuk, bond and IPO structures may trigger regulatory requirements
48-Hour Window
External validation of all funding and IPO claims begins within the 48-hour window
Source: CEO Strategy Session, 5 Aug 2026 — governance requirement
Integrated Execution Model
The full chain from ecosystem to surplus:
Every link has an owner, a metric and a weekly checkpoint.
Source: CEO Strategy Session, 5 Aug 2026 — integrated execution model
Immediate Action Plan: Within 48 Hours
Build RM300M Revenue Model
Break the target down by product, customer numbers, average contract value, month, week and owner
Obtain Full JMB List
Identify the first 100 priority accounts
Confirm First 20 Homes360 Prospects
Assign Vertical Owners
Establish Weekly Sales Dashboard
Begin External Validation
Of all funding and IPO claims
Source: CEO Strategy Session, 5 Aug 2026 — 48-hour action plan
Immediate Action Plan: Within One Week
Complete Homes360 Sales Playbook
Produce Target-Account Lists
For all major verticals
Finalise Pilot, Pricing & Conversion Terms
Confirm Sales & Account-Manager Recruitment
Prepare Funding-Readiness Folder
Corporate structure, audited accounts, cap table, use of funds, forecasts, legal documents, risk disclosures and IPO roadmap
Source: CEO Strategy Session, 5 Aug 2026 — one-week action plan
Decisions & Clarifications Required
Decisions Required
- Confirm revenue contribution by Homes360, SignaTrue, Biz360 and Org360
- Confirm whether RM300 million applies to ProppyApp alone or the wider group
- Define the RM2,388 package inclusions and revenue-recognition period
- Clarify the 40% assumption in the Biz360 model
- Clarify the basis of the RM250 million and 50/50 split
- Finalise the first verticals and launch cities
Clarifications Required
- Confirm institutional partners versus prospective channels
- Build the law-firm and company-secretarial target lists
- Define merchant-get-merchant and trainer economics
- Establish a written commission framework after contribution margins are validated
- Assign an owner, deadline, pipeline target and weekly KPI to every workstream
Source: CEO Strategy Session, 5 Aug 2026 — decisions checklist
Ten Strategic Priorities
Confirm Enterprise Growth Direction
Confirm the enterprise growth and transformation direction at Board level
Establish the Strike Force
With named owners, targets and weekly accountability
Prioritise Commercial Workstreams
Homes360, SignaTrue and Biz360
Validate RM2,388 Pricing & Commission Economics
Select One AI Use Case for Initial Launch
Select one commercially viable AI use case
Clarify Longfit Ownership & 70/30 Model
Cost and profit-sharing model
Validate Funding & Financial Assumptions
With professional advisers
Confirm Partnership Status
Formal, under discussion or conceptual
Build Eight-Month Execution Plan
Tied to measurable revenue, customer and profitability outcomes
Establish Governance Reporting
For management and Board oversight
Source: CEO Strategy Session, 5 Aug 2026 — strategic priorities
The Weekly Operating Rhythm
Every meeting must produce a decision, an output and an action.
Every Week, Every Workstream:
Funnel Review
By sourcing channel and conversion stage
Prospect & Meeting Counts
Against weekly targets (e.g. Homes360: 20 qualified prospects/week)
Decisions, Actions & Deadlines
Logged with owners
Pipeline Movement & Slippage
Flagged immediately
Source: CEO Strategy Session, 5 Aug 2026 — operating cadence
Weekly Sales Dashboard Concept
The dashboard to be established within 48 hours tracks, per product and per owner:
Prospects Identified
vs weekly target
Meetings Held
vs required
Pilots Opened
and conversion status
Paying Customers
and recognised revenue vs plan
Cash Collected
vs invoiced
Commission Accrued
vs the 50% pool
Next Action
Owner, deadline per account
One page. Every number. Every week.
Source: CEO Strategy Session, 5 Aug 2026 — dashboard requirement
Key Risks Identified
Funding Unconfirmed
Funding amounts and timing are unconfirmed
Regulatory Triggers
Securities, Sukuk, bond and IPO structures may trigger regulatory requirements
Highly Ambitious Target
RM300 million in eight months is highly ambitious
Insufficient Sales Definition
Sales capacity and prospect ownership remain insufficiently defined
Revenue vs Cash Conflation
Revenue, cash collection and accounting recognition may be conflated
Employee Restructuring Risk
May create legal, morale and continuity risks
Key-Person Dependency
The business appears dependent on a small number of key individuals
Source: CEO Strategy Session, 5 Aug 2026 — key risks
Ambition Stress-Test
The RM300M / 8-month target against the recorded economics:
Subscriptions Required
RM294M from Biz360 + Org360 implies roughly 100,000+ subscriptions at RM2,388–RM3,388 within eight months
Conservative Scenario
The whiteboard's own "conservative scenario" (100,000 × RM2,388 = RM238.8M) treated as the base case
Multiplication Levels
The one-to-many cascade reaching 1,000,000 assumes six flawless multiplication levels; each level that underperforms by half cuts reach by 50%
Source: Advisory addition — Caroline Ang, Senior Strategic Advisor
Caroline's Advisory Contribution
Within and following the session:
Structured the Whiteboard Discussion
Into an executive strategy map
Consolidated Notes
TwinMind and personal notes into a unified strategic summary
Identified Key Gaps
The need for a bottom-up revenue model and execution dashboard
Elevated Governance
Due-diligence and regulatory caveats
Converted Meeting to Actions
Measurable actions, ownership and time-bound follow-up
Rebuilt Halal Strategy
Biz360 halal category strategy into a full companion deck
Source: CEO Strategy Session, 5 Aug 2026 — advisory contribution record
Recommended Governance Gates
Before execution scales, install four gates:
Funding Gate
No Sukuk, bond, SPV or Series A step proceeds without written adviser and regulatory confirmation
Economics Gate
No commission payout begins until the written framework resolves the ten open policy questions and contribution margins are validated
Pilot Gate
Biz360/Org360 national replication only after pilot verticals hit defined conversion economics
Reporting Gate
Weekly dashboard live and Board-visible before the RM300M target is externally communicated
Source: Advisory addition — Caroline Ang, Senior Strategic Advisor
Final Meeting Synthesis
Source: CEO Strategy Session, 5 Aug 2026 — final synthesis
Companion Documents & Evidence Base
This full session record sits within a documented evidence chain:
Board Summary Deck
Enterprise Growth & Transformation Blueprint for Board validation
Halal Companion Deck
Capturing the Halal Digital Commerce Opportunity (29 slides, advisory workstream)
Notion Meeting Record
05 Aug 2026 meeting page with whiteboard transcription, visuals and action log
Advisor Attendance & Engagement Log
Session logged 5 Aug 2026, 10:00 AM–3:00 PM
Next Deliverable
Tactical Execution Model (bottom-up merchant math, budget, owner matrix, partnership pipeline, pilot gates)
Source: ProppyApp Strategic Advisory & Growth Transformation workspace
"Set the number. Divide the number. Assign the number. Track the number. Act on the number every day. Track it every week."
Every Workstream
Has a number and an owner
Every Day
Action is taken
Every Week
Results are tracked
The Strategy Is Set. The Challenge Is Execution.
The five-hour briefing established clear direction: strengthen the company financially, mobilise a focused commercial Strike Force, scale priority products, embed AI into practical business workflows, and build the digitalisation–AI–fintech–data infrastructure narrative toward a 2027 listing pathway.
What happens next determines everything:
Set the number. Divide the number. Assign the number. Track the number. Act on the number every week.
Transforming today. Leading tomorrow. Creating enduring value.
Prepared by Dr. Caroline Ang · Senior Strategic Advisor · ProppyApp | Internal & Confidential
Source: CEO Strategy Session with Dr. Max Chen · 5 Aug 2026, 10:00 AM–3:00 PM
CEO Strategic Briefing — Full Session Record