Questions We Get Asked

It is our own augmented human–AI production framework — not off-the-shelf software and not a generic AI model. It comprises codified workflows and processes, 50+ purpose-trained agents across production disciplines, our own methodologies and techniques, purpose-built applications, and an accumulated production knowledge base. Every output is authored, judged and approved by experienced human directors.

No. Anyone can access the same underlying models. The difference is everything around them: the workflows that carry a project from brief to delivery without improvisation, the agents trained for specific production disciplines, the accumulated knowledge that makes each project better than the last, and the human direction accountable for the result. That is what took years to build and what a competitor cannot license.

US$38,500 per month in contracted billing across three active clients — Altice, José Luis De Ramón and Café Santo Domingo — from August 2026. That is a US$462K annualised run-rate. Our projections build from that base rather than from a share-of-market assumption.

It is concentrated, and we say so in the plan’s risk section rather than hiding it. Losing any one account would be material. Broadening the client base before scaling the cost structure is the named first priority for this round — that is precisely what the sales and marketing allocation funds.

Model capability will keep commoditising, and we assume it will. What does not commoditise is a trained framework refined across real productions, a knowledge base that compounds with every project, and directors who know what good looks like. Better models make our framework more productive; they do not reproduce it.

Yes, and we would rather. The Altice Mother’s Day campaign — five broadcast spots across three formats — is public in our portfolio. So are the Live AI Events we have produced, including a digital host for Tech Summit 2026 and a bilingual legal seminar platform. Everything we cite has shipped.

US$500K as a seed round. The allocation is 35% technology and AI development, 30% sales and marketing, 20% team expansion, and 15% operations and infrastructure. Terms are open for discussion — we would rather talk about fit first.

The question they actually care about is whether the work is good and whether someone is accountable for it. We name the human directors on every project and the output stands on its own — our public campaign work is indistinguishable from conventional production. We do not lead with the technology; we lead with the result.

Three constraints currently cap growth: production capacity, market reach and framework depth. The round addresses all three. It funds people and infrastructure to take on more concurrent work, the commercial effort to broaden the client base beyond three accounts, and continued investment in the framework that makes the economics work.

The capability to produce broadcast-quality video with AI-augmented teams arrived faster than the industry could organise around it. Most competitors are conventional producers bolting AI onto the edges, or AI-first shops with no production discipline. The window where a genuinely trained framework is a durable advantage is open now. It will not stay open indefinitely.