Custom allocation
Recipient-specific terms layer.
Recipient-specific economics are summarized before the complete company thesis, ROI model, team, and diligence path.
Why this matters
The terms are presented with product, market, use-of-funds, ROI, team, and diligence context for qualified review.
Problem
Housing is no longer affordable or safe enough.
Builders face labor constraints, rising material costs, longer build cycles, insurance pressure, and resiliency demands. Home buyers need stronger homes without luxury-only pricing.
Cost pressure
Traditional framing stacks trades and delays.
Wood, block, forms, insulation, routing, and site waste compound into avoidable labor and schedule risk.
Weather pressure
Resilience is becoming a buying requirement.
Wind, moisture, fire, and insurance markets are forcing stronger envelope decisions earlier in the build.
Labor pressure
The industry needs a simpler system.
The best housing product should be trainable, repeatable, and easier to assemble at distributor scale.
Market pressure
Affordable housing demand keeps rising.
The opportunity is not a niche material. It is a platform for faster, stronger, lower-friction building.
Solution
A patented wall framing system that is fast, durable, and fun to build.
The system uses interlocking blocks that connect, stack, anchor to the foundation, and tension at the top block. The outcome is an easy-to-understand product with a serious construction value proposition.
01 Connect
Male and female geometry guides alignment.
02 Stack
Blocks assemble with an intuitive Lego-like workflow.
03 Anchor
Walls connect into the foundation path.
04 Tension
The top block locks the wall into the structural system.
Market size
A substantial construction-materials opportunity.
Lok-N-Blok operates in a large and expanding global building-materials market, with near-term focus on US distribution-led adoption. Market sizes are sourced from third-party research and represent industry estimates, not company-specific revenue forecasts.
1 Source: third-party industry research compiled in the data room. Projections reflect industry-level forecasts and do not constitute Lok-N-Blok revenue guidance.
Addressable demandThird-party market sizing
$11.39T
TAM
$16.1T by 2030
SAM
$2.17T by 2034
SOM
$520B by 2033
Market figures are presented as category context. Company revenue, timing, and adoption depend on production capacity, signed agreements, distributor execution, and project-level conversion.
Positioning
High-end strength at a price point built for adoption.
Lok-N-Blok combines the affordability of stick framing with the strength and durability of premium concrete systems. The market proposition: deliver premium building performance without premium-only pricing.
Stronger performance
Weaker performance
Higher install friction
Faster adoption economics
Lok-N-BlokConcrete-class performance lens, faster assembly path, adoption-oriented economics.
Concrete / CMUDurable and familiar, but slower, trade-heavy, and schedule exposed.
ICFHigh performance, but more specialized and often premium-priced.
Wood framingFast and familiar, but weaker in severe-weather and long-horizon durability contexts.
Sales and marketing
Distributor-led growth, supported by national retail and government channel workstreams.
The plan uses distributor economics as the wedge while pursuing larger strategic channels through big-box retail, economic development, disaster recovery, and military use cases. Channel scale, timing, and economics remain subject to partner diligence, production capacity, and final agreements.
Distributor model
$500K distributor cost target
The distributor program is designed around disciplined territory economics, branch education, installer certification, and repeatable regional sales execution.
Big box
National-channel opportunity
Retail and channel partners could scale product visibility, inventory turns, and builder familiarity if production capacity, margin, and partner terms clear diligence.
Government
Disaster recovery and defense use cases
Fast, resilient construction creates a natural story for public-sector and emergency rebuild programs.
Lead magnet
Three-block physical proof
The marketing funnel centers on tactile product proof, events, influencer reach, podcasts, press, and paid ads.
Growth model
Illustrative, milestone-based growth model.
The revenue trajectory is a preliminary scenario tied to manufacturing-capacity additions, distributor onboarding cadence, and LOI conversion timing. Building-materials comparables such as Eagle Materials, James Hardie, and USG are used as context for margin progression, not as a prediction that Lok-N-Blok will achieve similar outcomes.
$20MYear 1
$80MYear 2
$220MYear 3
$480MYear 4
$850MYear 5
$1.35BYear 6
$2.0BYear 7
Scenario basis: Year 1 assumes single-factory ramp at approximately 50% capacity utilization. Years 2-3 assume a second tooling line and distributor program scaling into multiple regions. Years 4-5 assume mature first-factory operations plus a second production facility. Years 6-7 assume national scale comparable to mid-size building-materials peers at similar maturity. Each assumption requires diligence against production, sales conversion, capital availability, code approvals, and channel agreements.
Forward-looking statement. The figures above are illustrative growth scenarios derived from a preliminary seed model. They are based on assumptions about distributor ramp, manufacturing capacity, unit economics, market adoption, code/permitting path, supply-chain reliability, and capital availability that may not be realized. They are not guarantees, projections, or commitments of future performance. Actual results may differ materially. Investors should review the full model, production plan, sales pipeline, capitalization, risk factors, and offering documents available in the data room before making any investment decision.
Seed round
$7.5M
Definitive round terms, LOI support, audited financials, third-party valuation work, patent schedule, and acquisition-cleanup detail are maintained in the confidential data room for qualified investors who execute the NCNDA.
Supply-chain control · governed terms
Exclusive LOI to acquire 50% of the tooling company + real estate that produces every Lok-N-Blok block.
Vertical integration is intended to move Lok-N-Blok from "purchasing from a supplier" toward controlling production end-to-end - tooling, real estate, throughput, inventory availability, and margin discipline. Investor-specific timing, allocations, or incentives are controlled through approved written terms and the confidential data room, not generic deck copy.
Approved investor-specific terms
This tracked link includes approved written terms for this recipient. Final treatment remains subject to definitive documents and counsel review.
Use of funds is tied to acquisition cleanup and growth.
Use of funds is allocated across capital-structure cleanup, manufacturing capacity, ICC-ES completion, distributor enablement, marketing, and team buildout. Category amounts are preliminary, subject to final budget, closing sequence, diligence, and definitive financing documents.
Capital-structure cleanup & predecessor liabilities~$2.5M
Production tooling & manufacturing capacity~$1.2M
ICC-ES path completion & engineering~$0.4M
Inventory & distributor enablement~$1.1M
Marketing, events & showcase property~$1.1M
Team, advisors & operating infrastructure~$1.2M
Category-level allocation shown. Granular allocations, monthly burn, and runway are available to qualified investors in the data room.
Investor returns
ROI, quarterly distributions, and exit scenarios.
Enter a hypothetical investment amount to see ownership, current LOI/preorder economics, an illustrative quarterly distribution view, and exit-scenario outcomes. Current-pipeline figures use aggregate LOI and preorder records entered in the system; all returns remain illustrative, not guaranteed, and subject to definitive documents.
Investment amount
Adjust the amount to see how distributions and exit outcomes scale. Default scenario uses a $100,000 investment unless a recipient-specific allocation overrides it.
$
0.267%Initial ownership*
~0.19%Est. ownership Y4 (post-dilution)**
$2,000Y1 quarterly distribution (preferred only)
$10,800Est. 4-year cumulative distributions
LoadingLOI + preorder gross
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Plain-English ROI from current LOIs
Loading the current aggregate LOI and preorder rollup...
—Share of weighted net profit
—Illustrative quarterly distribution
—Illustrative annual distribution
—Annual cash yield on amount
*Computed on $7.5M raise at $30M pre-money ($37.5M post) unless a published capital plan overrides it. **Post one Series A + one Series B + ESOP expansion; net retention ~71%. Current-pipeline ROI uses weighted expected net profit from the LOI/preorder rollup and an illustrative 50% distribution policy; actual distributions depend on realized profit, legal structure, reserves, tax treatment, board/member approvals, and final documents.
Year-by-year distributions, Years 1–4
Preferred coupon + participating distribution as LOIs convert| Year | Per quarter | Annual total | Cumulative |
|---|---|---|---|
| 4-year total | — | ||
Distributions are based on net income, not gross. The participating component is 50% of net income distributed pro-rata to members (covers member K-1 tax obligations plus modest cash yield); the remaining 50% of net income is retained for growth CapEx, working capital, and new factory build-out. Year 1 reflects a net loss as the company scales; members receive the preferred-return coupon only and a loss allocation on K-1 for tax purposes. Year-by-year distributable pool: $0 (Y1, net loss) → $0.4M (Y2, 1% net margin) → $5.5M (Y3, 5% margin) → $21.6M (Y4, 9% margin approaching mature peer levels of 10-15%). Net margin ramp is conservative versus Eagle Materials, James Hardie, USG, and Vulcan Materials — peer levels are reached over a longer horizon. Preferred coupon is illustrative 8%/yr on invested capital — actual rate set by the operating agreement.
Year-4 exit scenarios
Total return = equity value at exit + cumulative 4-yr distributions| Scenario | Y4 EV* | Y4 ownership | Total return** | MOIC |
|---|
*Year-4 enterprise value applies an illustrative revenue multiple to the modeled $480M Y4 revenue: Conservative 1.5× (bear-market), Base 2.5× (peer-equivalent at scale; consistent with Eagle Materials / USG mature multiples), Aggressive 5.0× (true category-leader premium). **Total return includes cumulative Y1–Y4 distributions plus exit equity value. MOIC = Total return ÷ Invested capital. Subject to dilution from one Series A + one Series B + ESOP expansion (~29% cumulative).
Year-5 exit scenarios
Anchored to peer multiples on the $850M Y5 revenue projection| Scenario | Y5 EV* | Y5 ownership | Total return** | MOIC |
|---|
*Year-5 enterprise value reflects building-materials peer multiples applied to $850M Y5 revenue. Base ($1.8B) approximates 2.1× revenue / ~10× EBITDA at 18% margin — consistent with the third-party Plastiblok comp on a fully-scaled basis. **Total return includes cumulative Y1–Y5 distributions plus exit equity value. Subject to additional ~8% dilution between Y4 and Y5.
Distributions vs. dividends. While Lok-N-Blok is structured as a Limited Liability Company (Legacy Builders Acquisitions Group LLC), payments to members are distributions reported on K-1s. On conversion to a C-corporation in connection with the IPO pathway, the structure shifts to dividend-bearing common and preferred stock. Conversion timing and treatment are reviewed with counsel as part of the IPO-readiness workstream.
Forward-looking statement. The figures in this section are illustrative scenarios based on assumptions including (a) round terms of $7.5M at $30M pre-money in preferred LLC units, (b) an illustrative 8% per-annum preferred coupon, (c) revenue execution per the illustrative growth model, (d) cumulative dilution of approximately 25–30% across one Series A, one Series B, and ESOP expansion before Year 4, and (e) public-market or strategic-acquisition liquidity events at the noted years. Actual returns are subject to risks and uncertainties — including manufacturing scale-up, distributor adoption, capital-markets conditions, dilution from additional rounds, exit timing, and liquidation preferences — and may differ materially. These scenarios are not commitments, projections, or guarantees of future performance, and do not constitute an offer to sell or solicitation of an offer to buy any security. Any investment is made only through definitive offering documents to qualified investors.
Risk and diligence
Institutional review starts with what must be proven.
The opportunity is meaningful because execution is complex. The company has organized a diligence path around adoption, manufacturing, capital structure, code approvals, channel concentration, competition, and governance so serious investors can underwrite the risk directly.
Manufacturing scale-up
Capacity must match demand.
Tooling, production yield, inventory turns, supplier reliability, shipping cost, and QA consistency must be proven as volume increases.
Market adoption
Builders need field proof and training.
Distributor onboarding, installer certification, buyer trust, sample kits, sales education, and early project execution drive adoption velocity.
Codes and permitting
Approvals remain jurisdiction-specific.
Florida approvals, ICC-ES path, engineering packages, local plan review, and finish schedules must be managed project by project.
Capital and dilution
Growth will require staged capital.
Additional financings, reserves, liquidation preferences, dilution, working-capital needs, and exit timing can materially affect investor outcomes.
Competition and substitution
Traditional materials will not stand still.
Wood framing, CMU, ICF, modular systems, precast, and future building technologies can compete on price, familiarity, financing, or local availability.
Execution and governance
Operating discipline is the gating factor.
Team capacity, partner performance, customer concentration, acquisition integration, controls, reporting, and legal documentation must mature with the business.
Diligence roadmap
Review sequence for qualified investors.
The data-room process is designed to move from first-principles product diligence into transaction documents and closing readiness without relying on unsupported public claims.
Product and market proof
Patent schedule, test reports, approvals, sample blocks, product economics, competitive map, LOI schedule, and customer pipeline review.
Capital and transaction review
Cap table, offering documents, use-of-funds schedule, acquisition-cleanup plan, liabilities, investor rights, distribution policy, and tax considerations.
Operating plan and governance
Manufacturing roadmap, distributor rollout, staffing plan, reporting cadence, board/member approvals, legal workstreams, and post-closing milestone gates.
Securities and diligence notice. This deck is confidential, preliminary, and for discussion only. It is not an offer to sell or a solicitation to buy any security, and no public agency has approved or endorsed the company, this deck, or any securities. Any investment must be made only through definitive offering documents, investor qualification, independent diligence, securities counsel review, and final company approval. Forward-looking statements, market comparables, use-of-funds categories, ROI tables, distributions, exit scenarios, IPO-readiness targets, territory rights, and strategic partnerships are subject to material risks and may not occur.
Team
Operating bench built for diligence, scale, and execution.
Investors are underwriting more than a block. The current bench covers founder-led capital narrative, high-volume residential construction, field training, product continuity, sales conversion, internal systems, distribution relationships, media reach, and franchise governance. See the full team page for the broader operating bench.
300+FEMA-related rebuild experience cited in founder history
D.R. HortonNational-builder operating experience on the leadership bench
30+ yrsField construction, Habitat, government, and military build context
Media + franchiseBrand launch, territory, counsel, and channel support
Core operating leadership
Accountability is separated across strategy, construction operations, revenue, product readiness, field QA, and systems so execution does not depend on a single founder lane.
John LewisCEO and owner
Leads company direction, capital narrative, acquisition strategy, strategic relationships, and go-to-market execution. Founder history includes rebuilding 300+ homes through FEMA-related work after Hurricane Katrina.
Investor relevance: founder-led market urgency, acquisition path, strategic relationships, and capital story.Execution lane: partnerships, media, distribution, acquisition strategy, and enterprise momentum.
Bo PerryChief operating officer
Former D.R. Horton construction leader with senior operating experience across high-volume residential construction. Previously led Architectural Contracting with deep framing and execution experience.
Investor relevance: national-builder operating credibility and construction scale discipline.Execution lane: construction standards, field operations, crew readiness, and build sequencing.
Blake TeearsVP sales and owner
Twenty-plus year sales operator across automotive, finance, real estate, and mortgage. Brings disciplined follow-up, relationship selling, and prospect qualification to launch-stage demand.
Investor relevance: revenue ownership and market-facing conversion.Execution lane: discovery calls, preorder conversion, developer intake, demos, and territory demand.
Clint ZumerVP product development and fulfillment
Product-line continuity from the original Lok-N-Blok story. Has stayed close to the system's design evolution and connects field feedback to product readiness, fulfillment, and installation clarity.
Investor relevance: product lineage and technical continuity.Execution lane: field feedback, installer questions, fulfillment readiness, and product education.
Paul BarryVP construction
Military veteran with 30+ years hands-on construction experience across government, military, and civilian sectors. Former Habitat for Humanity construction manager overseeing crews and home production.
Investor relevance: field QA, training discipline, and real-world build supervision.Execution lane: installer standards, site readiness, crew sequencing, and construction accountability.
Kevin FlanaganChief information officer
Leads internal software, portals, data-room controls, lead operations, analytics, workflow automation, and launch infrastructure needed to manage a national opportunity without losing operational visibility.
Investor relevance: data-room, CRM, attribution, security, and operating visibility.Execution lane: investor deck analytics, admin systems, automations, and team workflows.
Strategic advisors, partners, and commercial support
The broader bench supports distribution, restoration demand, national media, franchise structure, public relations, customer experience, and executive follow-through.
Randy McCoigeEquity partner
Founder of DSH & Associates and Cypress Supply Group. Strategic value centers on engineering context, supply relationships, and building-material distribution perspective.
Tim BleythingEquity partner
Founder of Phoenix Restoration. Strategic value centers on restoration demand, insurance and government-funded rebuild contexts, and storm-recovery channel fit.
Kevin HarringtonBrand advisor and investor
Original Shark on Shark Tank and direct-response television pioneer. Strategic value centers on public launch credibility, media strategy, and national attention.
Joe WaschFranchise counsel
Senior Counsel at The Franchise Firm. Advises the franchisee and territory-operator structure, documentation path, and growth-stage compliance considerations.
Jessica ButlerMarketing manager
Works across public relations, media coordination, podcasts, interviews, and publishing so the market receives a consistent and credible story.
Denise MaryeaCustomer experience manager
Coordinates customer-facing experiences, event support, high-profile meetings, and the service tone prospects encounter when they engage with the company.
NCNDA access path
When the business case is clear, sign once and open the source-record process.
The investment story comes first: thesis, terms, execution risk, ROI sensitivity, and team. The controlled NCNDA workflow follows at the close so confidential financials, legal records, LOIs, and technical files move through a clean investor-access process.
Market, product, growth model, team, risk categories, and investor-specific terms where applicable.
Electronic execution covers confidentiality, non-circumvention, audit logging, and protected-room use rules.
The signer receives an account path. Admin review confirms investor identity, role, and appropriate access level.
Financials, cap table, LOIs, customer pipeline, patent schedule, technical reports, and transaction documents.
Subscription documents, counsel Q&A, final terms, wiring instructions, and closing checklist are handled in the protected process.
Source records after NCNDA
The investment decision should be made from source records, not a teaser.
The protected room contains the documents needed to validate economics, risk, technical readiness, legal structure, and execution capacity before any investment decision.
Records available after NCNDA
Access is gated so every serious investor sees the same controlled evidence set with audit history, document status, and team follow-up.
Capital stackUse of funds, round terms, subscription path, cap table, closing checklist.
LOI pipelineSigned and active LOIs, project scope, block demand, projected revenue basis.
Technical archiveTesting reports, Pro Center downloads, design guides, approvals, certificates.
Risk packageForward-looking assumptions, diligence notes, counsel path, investor Q&A.
Go-to-marketDistributor/franchise strategy, lead funnel, preorder demand, operating dashboard.
Transaction supportAcquisition cleanup, tooling/supply-chain records, definitive document workflow.
Access
Request data-room access.
Confidential financials, patent schedule, LOIs, customer pipeline, audited testing reports, Pro Center technical archive, and the capital plan are available in the protected data room. Execute the NCNDA below to request access. Login credentials are issued by email after signing; protected-room access is enabled following a brief qualification review.
Data-room contents: audited financials, monthly burn and runway, full patent schedule, ICC-ES support, imported Pro Center technical reports and CAD library, signed LOIs and customer pipeline, distributor pipeline, cap table, subscription documents, and counsel work product.
Confidential. Informational only; not an offer to sell securities. Any investment is subject to formal offering documents, investor qualification, and independent diligence.