Investor Relations at a Glance

Overview: The EASI Academy (TEA) is a C Corporation doing business in Virginia and Texas as ACT Corporation (ID 0429081-3, DUNS: 189629194). The long term goal of TEA is to build a franchise tennis academy that is unique in the world of tennis training and medical research. The uniqueness of TEA lies in its scientific approach based on the latest research in the human learning process and in its integrated development of all the factors of championship play in a single program.

TEA is a privately held corporation with plans to go public in 3 years.

Current appraised value of the EASI Academy is $500,000.00 after one year of operation.

If you are an investor seeking more information about TEA stock ownership, contact Dr. Ray Brown

Mission Statement: The mission of the EASI Academy is to develop a nation wide network of high performance tennis training centers that utilizes the most advanced methods of science to rapidly develop top professional, college and high school players; and, to develop an associated research program that that will provide data, rehabilitation, and new research into the human learning process and brain science generally.

Approach: There are two key elements in the EASI Academy training program. 1) Use of the most advanced science of the human learning process from the fields of neuroscience and psychology; 2) Integration of all aspects of tennis training from the outset of the students tennis education. These two elements combine to produce an extraordinarily rapid learning process that can be as much as 5 time faster than conventional approaches.

To support rapid development, the top level training regime has a 1:1 student to instructor ratio in which every player receives individual attention every hour they are in training. Further, to insure rapid development, each student in this program attends practice three days a week for two hours each as a minimum. The first hour is devoted to the physical aspect of their training and the second hour to the technique, strategy, tactics and mental conditioning part of their training. Some examples of the physical training program can be seen at the link A Day at EASI.

Secondary level training programs have been developed and proven. These programs have a 4:1 student to instructor ratio and are for students seeking an intermediate level of training below the professional level.

Program Replication: To date, no tennis academy has been successfully replicated. There is only one Evert Academy, only one Bollettieri Academy, and while Van Der Meer has established more than one site, it has not flourished. While there is some variation in approaches, the reason that these academies have not been reproduced lies in their conventional approach. The EASI method is founded in the neuroscience of learning, specifically the work of Freeman and Langer, which assures that the EASI program can be replicated. The technical reasons for why this approach will succeed when the classical approach does not is explained in several technical papers. However, in short, replication of a scientifically based process is well known to be successful in any enterprise, whereas processes based on metaphor and oral history cannot be replicated. This fact is why conventional tennis academies have not been reproducible and franchiseable.

Plan Outline: The broad-brush long term plan for the EASI Academy is the establishment of a national network of high performance training centers throughout the US. The general steps to do this are as follows:

  • Build the central complex over the next year at Conroe, Texas and establish the YMCA program at Pin Oaks Middle School in Houston, Texas. This will have four courts. Anticipate operations to begin at Conroe in January, 2010.
  • Continue supporting the EASI Academy in Arlington County and Falls Church in conjunction with First Serve Tennis Academy.
  • Formalize training manuals and videos to facilitate the training of new instructors
  • Offer limited videos worldwide on the web
  • Develop training equipment packages and Manuals for setting up new operations
  • Expand Conroe to include 20 courts, living quarters and Medical Facility.
  • Extend operations to other states
Market: The market that the EASI Academy draws from is presently small. TEA does not advertise and all students come from recommendations of other coaches, parents and students. Because the TEA has a large physical conditioning component that supports player development, it has proven to be very attractive to those looking to learn tennis and to "get into shape" simultaneously.
Financial Projections in Brief: TEA has been financially sound from the start of operations. Revenue projections for future full-scale operations are comparable to the most financially sound tennis clubs such as Fairfax Racquet Club. By operating outside year around, TEA can offer products at lower prices than conventional clubs while also offering the possibility for large-scale revenue development based on the replication of the program throughout the US. In a full-scale operation at a single outdoor facility of five courts, there is the potential to generate gross revenues of about $50,000 per month. At ten facilities this represents $500,000 per month and in 10 states this represents $5,000,000 per month based on a 200 hour person-month, $50/hour per court.
Expansion to the General Public Market: Based on the Starbucks strategy, once the top-level programs are in place, it will be possible to add on programs for the general public that will greatly expand our markets and increase cash flows. As a result, it is conceivable that TEA could become the dominant provider of tennis training within the US.
Current Price: The most recent sale of ACT stock was $10.00/ share.
Shares Presently Authorized: 100,000; Shares Outstanding:52,702
Stockholders: 17 silent stockholders

Short Term Plans: We expect to obtain investment in several stages. Subsequent stages of investment will be based on the success of previous investments. In the short-term we have investors committed to cover the following expenses.

  • Four Court Facility in Conroe, TX and the program at the YMCA.
  • Develop training manuals and DVD's necessary to replicate the program in other locations and necessary to develop a professional training staff.
  • Revamp the Web site
  • Begin formal promotion of the academy's programs to the general public (presently we are contacted by word-of-mouth or through references).
  • Basic operating expenses to cover short term costs that exceed our current cash flow and therefore need to be spread over a year

After these investments are completed and exercised and the business is stabilized at Conroe and Houston, the stockholders will meet to assess the progress that has resulted from the use of investment income and decide on the next step.