The Green Coffee Company

Investment Opportunity in a consolidated coffee operation

based in the heart of Colombia’s coffee region
GCC farmland down the northern side
of the Barroso River Valley
Table of Contents
Section Page
Deal Summary Slides 3–8

Key Macroeconomic Figures & Strategy 9 – 14

Transaction Overview 15 – 21

GCC Operations 22 – 35

GCC Infrastructure 36 – 40

Sales & Marketing Strategy 41 – 46

Key Sustainability Initiatives 47 – 55

Beyond Green Coffee 56 – 58

Financial Projections & Modeling 59 – 70

2
Green Coffee Company at a Glance
The Green Coffee Company is a one of a kind opportunity for
investors interested in the coffee industry. The Company’s innovative Production (lbs.): Sales (millions of USD):
Parchment Purchased & Produced Domestic & International
business model allows complete control of the coffee supply chain, 3.0 3.00
2,874,000 lbs. $2.79M
from cultivation, through processing, to direct trade with end clients.
2.5 2.50
GCC’s holistic approach to the coffee sector and commitment to best
environmental practices not only establishes the long-term profitability 2.0 2.00
and sustainability of the business, but also improves the quality and 1.5 1,532,000 lbs. 1.50 $1.38M
delicious taste of its coffee. 1,045,000 lbs.
1.0 1.00
$0.64M
0.5 0.50

0.0 -
2018 2019 2020 Proj 2018 2019 2020 Proj
New tree build-out and specialty Developing sales channels
varieties will boost both quantity farther down the supply chain
and quality of production. will drive profitability.
GCC’s Competitive Advantage:
A Unique Operation with Scale: We are one of the largest consolidated Key Statistics
producers in Colombia. On top of this, our vertical integration of the coffee
operation significantly differentiates us from most others in the country. Farmland 2,364 acres across 11 farms
Experienced International Team: Our team is comprised of a mix of Current Number of Trees 2,972,000
Colombian and international coffee professionals, which allows us to operate
efficiently at the farm level while also marketing and distributing our coffees Processing Facilities 3 (1 additional is leased)
around the world. Full-time Workers 45
High Quality Coffee with a Good Story: Many of our coffees consistently
score as a specialty coffee, and the “direct trade” story with best agricultural Location Salgar, Colombia
practices is an effective selling tool to maintain elevated pricing. 3
Green Coffee Company: Current Deal Offering
The current macroeconomic environment has provided coffee sector investors an incredible opportunity to acquire distressed coffee farm
assets for redevelopment into one, consolidated farming group in the heart of Salgar, Colombia. Since inception two years ago, the
management team has effectively operated and redeveloped three large estate farms, established strong national and international distribution
channels for large quantities of coffee, thus building a vertically integrated company from the ground up.
After two long years of intense negotiations, the management team was happy to announce the successful closing on the next round of farm
acquisitions at the end of January. Our patience in managing relationships with land owners and commitment to only accepting deals we saw as
profitable to investors paid off. We originally anticipated a price of about $2,875/acre, and a requirement that we pay for the entire deal up
front, in cash. Ultimately, we were able to acquire the new farms for $2,148/acre (a savings of over $1.3 million dollars), paid out over two
years, or at GCC's election, 3 years.
The new farms have a total land area of 1,758 acres, increasing the GCC’s total acreage to 2,364. The farms already have 2 million coffee trees
planted, with 770,000 in renovation. We will be planting exciting specialty lots in undeveloped areas, and aim to add in around 1.1 million
additional trees across the land. With increased production, we also see a clear need to expand the processing capacity of the company, and will
be investing significantly in improved infrastructure.
SOURCES AND USES TABLE USD
We expect to reach maximum production by 2022 once the
new processing facilities are operational and the new trees Sources Uses
are productive. We project reaching maximum profitability Equity Capital $10,101,682 Farm Acquisition 3,776,526
by 2026 as the the quality of coffee hits its potential and our Working Capital 1,500,000
sales channels are fully built out. Please review the map on Farm Development 680,000
slide 6 for a clear picture of how the farms fit in with the
Gualanday Infrastructure 1,725,658
geography of Salgar and our existing operations.
Esmeralda Infrastructure 1,457,064
The 2nd round capital raise shown to the right represents the
Other Infrastructure 336,842
capital requirements needed to pay for the new acquisitions
and bring the farms up to maximum productivity. For a Deal Fees & Capital
$625,592
detailed breakdown of the individual items, refer to slide 20. Raise Commission Fees
Total $10,101,682 $10,101,682 4
Summary of Terms
Issuer The Green Coffee Company
Issuer Green Coffee Company Holdings LLC.

Security to be issued $10,101,682 of Ordinary Shares at a price per share equal to $525.00 for investors in our prior offering and $600.00
for first-time investors.

Option to issue additional Up to an additional $3,000,000 of Ordinary Shares, for an aggregate amount of $13,101,682 Ordinary Shares to be sold in
Ordinary Shares the offering.

Dividends The Asset Manager may in its sole discretion (but shall not be required to) cause the Company to make distributions and
dividends of cash, securities and other property to investors at any time and from time to time.
Preferred Shareholder Preferred and non-cumulative Investment Return (the “Hurdle Rate”) equivalent to six percent (6%) per annum, calculated
Investment Return on their personal Total Investment Amount effectively paid.

Investor First Right of
Refusal on Future Capital
Raises
Minimum Investment
Amount
*See related Private Placement Memorandum for additional offering details.
Investors in the Initial Offering shall have a fifteen (15) calendar day right of first refusal to purchase the Ordinary Shares in
this offering (including any Ordinary Shares to be sold pursuant to our option to sell additional Ordinary Shares in this
offering) following the commencement of the offering of the Ordinary Shares. Following such period, investors who did
not participate in the Initial Offering shall be eligible to purchase Ordinary Shares in this offering. In offerings subsequent
to this offering, the investors in the Initial Offering shall retain such initial exclusivity period and the investors in this
offering shall have a right of first refusal of fifteen (15) calendar days immediately thereafter prior to the time the securities
in such offering may be sold to additional purchasers.
$50,000.00
5
 Acquisition Details Land:
Existing GCC Farms
§ 8 new farms: 1,758 acres
New GCC Farms
§ ~2 million existing trees: Approx. 1.25 million in
production with about 770,000 in renovation Processing Plants:
§ 2 Processing Plants: to be upgraded to international
standards and representing new hubs of operations in Salgar El Leon

Montenegro (leased)

Existing Processing Plants

Main roadway
through Salgar

Scale: 1 mile

NOTE: The farm areas represented are approximates and

may be smaller/larger than depicted here
GCC Corporate Structure
A simple holding structure format was agreed upon with our tax and legal advisors as optimal for both
business functionality and tax efficiency.
Green Coffee Company Holdings LLC:
USA

(USA based) The holding company for the GCC

where investments are made
GCC Trading LLC: Company that distributes
coffee as Abira Distributors, a key brand for GCC’s
specialty coffee distribution to small and mid-sized
roasters

GCC Colombia: Colombian asset holding

company
Colombia

Agrosura: Farm and processing plant operator and

national brand for selling green coffee within
Colombia

Abira Colombia: This is the company in charge of

all exports and international sales for the GCC

7
Key Team Members
Our team is comprised of individuals with a diverse range of experiences across the coffee sector,
agricultural management, and financial services.
Boris Wüllner Garces
GCC, President
§ Decades of experience in the
Colombian agriculture space
§ Strong working relationships
with coffee distributors,
government officials, and
logistics providers
Linda Smithers
GCC, Senior Advisor
§ 30-year career in the coffee
industry spanning all parts of
the supply chain
§ Former President of the
Specialty Coffee Association
of America
Cole Shephard
Legacy Group, President
§ Diverse financial experience,
consulting at PwC in a wide
range of industries
§ President of Lifeafar
Leonardo Sanchez
GCC, CFO
§ Full career working for
multinational corporations
across multiple industries
§ Spearheaded Latin American
development projects at Fox
Gabriel Chait
GCC, Senior Sales Advisor
§ Expertise in international
coffee supply chains
§ Former Director of
Sourcing & Sustainability at
Stumptown Coffee Roasters
Adam Jason
Legacy Group, General
Counsel
§ Full career as a corporate
lawyer for international
businesses and leading
investment banks
§ General counsel of Lifeafar
Marino Restrepo
GCC, Chief Agronomist
§ Agronomy Director for
Starbucks in Colombia
§ Managerial experience in
multiple coffee businesses
and cooperatives
Taylor Love
GCC, VP – Business
Development
§ Owned & operated a
Colorado based roasting
company
§ Deep connections in
Specialty Coffee and
Financial communities
Robby Kuster
Legacy Group, Senior
Investment Associate
§ Experience in asset
management, the agriculture
sector, and corporate finance
§ Works between the Legacy
Group and GCC to ensure
clarity and transparency
8
 Key Macroeconomic Figures & Strategy
Why buying coffee farms in Colombia makes sense

GCC worker performing phytosanitary control at La Gabriela Town of Salgar 9

Why Colombian Coffee Matters
Colombian coffees are consistently rated among the best in the world. Global commodity markets
consistently price Colombian coffee as the premium coffee that it is.
§ Colombia exports a lot of coffee: Colombia is the third largest
exporter of coffee in the world, second only to Brazil in the export
of Arabica coffee.
§ High quality: Colombian coffee is renowned for its high quality
and consistency on global markets.
§ The coffee trades at a premium: Colombia is the only commodity
coffee that trades at a premium to global spot prices on the global
commodity market exchanges, giving it a financial advantage over all
other coffee producing nations.

“Mexico, Salvador, Guatemala, Costa Rica, Nicaragua, Kenya, New Guinea,

Panama, Tanzania, Uganda, Honduras, and Peru all at par, Colombia at 400
[basis] point premium, Burundi, Rwanda, Venezuela and India at 100 point
discount, Dominican Republic and Ecuador at 400 point discount, and Brazil at
600 point discount.”

Source: https://www.theice.com/products/15/Coffee-C-Futures
10
The Current Colombian Coffee Farming Market
Currently, the Colombian coffee farming is highly fragmented, with a multitude of small landholders
and only a few large operations. This sector is a prime target for consolidation.

§ Almost no international players: Only 5% of farmers have

coffee farms over five hectares (12 acres) i.e. 95% of farmers
have small farms with very little access to capital, global supply
chains, experienced human capital, etc.
§ Small farms: Average farm size is two hectares (five acres) per
family unit, of which there are 563,000 families producing coffee
in Colombia.
§ No access to capital: Access to capital for small coffee farming
operations is nearly non-existent in Colombia. The formal
banking system has very little appetite for these activities, making
it nearly impossible for smaller farmers to efficiently scale-up
their operations.
§ Inefficient operations: Without any benefits of scale, these
smaller landholders rely almost entirely on costly manual labor.
The lack of automation creates a system full of inefficiencies.

11
Foreign exchange rate favors U.S. investors in
Colombia compared with historical averages
There has never been a better time to purchase COP assets with USD; asset values are discounted
about 49% vs. purchasing the same asset 6 years ago.
10-Year Change in USD vs. Colombian Peso (COP)
4,000
March 2017 – Date of initial
GCC Farm Price Negotiation
3,500

3,000

2,500 Exchange rate

as of May 25th
1 : 3,776
2,000

1,500
April

Octobe

April

Octobe

April

Octobe

April

Octobe

April

Octobe

April

Octobe

April

Octobe

April

Octobe

April

Octobe

April

Octobe

April
January

January

January

January

January

January

January

January

January

January
July

July

July

July

July

July

July

July

July

July
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

12
 Coffee commodity prices are rebounding
After a few years of low rates, commodity prices for coffee have rebounded, in part due to the
COVID-19 crisis. GCC is well positioned to capitalize on these developments.
Colombia Monthly Commodity Coffee Price (USD per lb.) vs. 10
year Average
3.20
3.00 March 2017 – Date May 2020 – Pricing
2.80 of Initial GCC Farm as of May 25th
2.60 Price Negotiation
2.40
2.20
2.00
1.80
1.60
1.40
1.20
1.00
April

October

April

October

April

October

April

October

April

October

April

October

April

October

April

October

April

October

April

October

April
January

January

January

January

January

January

January

January

January

January
July

July

July

July

July

July

July

July

July

July
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Colombian Milds 10 Year Average 13

* Source: International Coffee Organization
 Growth of the global specialty coffee market
The global specialty coffee market has grown dramatically as sophisticated consumers are demanding a
higher quality product and are willing to pay a higher premium than ever before.
Average Specialty Coffee Pricing by Quality and Order
Key Takeaways:
Size (2017/2018)
$5.00 • Specialty coffees achieve premium
pricing: With the current composite
$4.50
commodity price sitting at $1.04/lb, specialty
FOB Prices per pound in USD

$4.00 coffees are sold with at least a 50%

$3.50 premium.
$3.00 • Smaller order sizes, higher prices: Moving
$2.50 further down the value chain to target small
roasters offers significant price advantages
$2.00

$1.50 • Cupping scores affect prices: Certified Q-

Graders (similar to sommeliers for wine)
$1.00
score specialty coffees for their quality on a
$0.50 scale of 1 – 100, with a “Specialty Coffee”
$- scoring at least an 80. Higher grades have a
More than From 6,501 to From 2,501 to From 801 to Less than 800 hugely positive effect on pricing.
40,000 pounds 40,000 pounds 6,000 pounds 2,500 pounds pounds
GCC Specialty Coffees sent for evaluation
Cup Score 80 to 81.9 82 to 83.9 84 to 84.9 85 to 85.9 86 to 87.9 88 plus
have received scores between 82 & 86
Source: 2018 Specialty Coffee Transaction Guide (www.transactionguide.coffee) 14
 Transaction Overview
Second Round of Group Asset Acquisitions & Infrastructure Development in Salgar,
Colombia

Sebastian, our junior agronomist explains to Linda Smithers, our Senior Advisor, some of the key
highlights of the new farms as well as exciting new initiatives for the project. La Colombiana Farmhouse 15
Why do group asset acquisitions make sense?
By purchasing large contiguous assets in groups, we can achieve lower asset acquisition prices and the
ability to operate integrated farm infrastructure to create significant, ongoing cost efficiencies.

Our ability to negotiate preferential deal

terms is important:
The number of potential buyers of large coffee estates/
multiple farming units (large being defined as over $2m
USD) is very limited in the domestic market. Very few
local Colombian families/businesses have access to the
amount of capital, both to purchase farms and to provide
the working capital necessary to effectively develop and
maintain the farming operations.
There is limited competition for these land
acquisitions:
Domestic Colombian buyers who would be interested in
purchasing large estates are most likely already in the
coffee business. Unless assets being evaluated are in the
same area geographically as their current operations, no
benefits of scale can be achieved by purchasing these
assets.

16
Why buy farms in Salgar, Colombia?
Numerous factors make Salgar one of the most attractive coffee-producing regions in Colombia for
total-return investors

§ Proximity to Medellin: Salgar is only a 2 hour drive

from Medellin, giving it easier access to infrastructure
and greater access to labor than many other coffee
farming locations.
§ Coffee Specialization: Salgar produces only one crop:
Coffee. This ensures that there is no premium paid for
the land as is the case in many other coffee areas.
Additionally, in many areas with productive coffee
farming, wealthy Colombians buy fincas/farms for
personal use, which increases land prices.
§ Experienced Labor Pool: Coffee has been farmed in
Salgar for multiple generations, resulting in a ready
supply of skilled labor and talent.
§ Access to Natural Resources: Salgar has access to
multiple water sources. This makes it an excellent
location for our central infrastructure plans, and
The road leading to Salgar plentiful water ensures that crops grow well.

17
Farmland Transaction Overview
The purchased farms were titled in the name of multiple members of the same family. They also were
already operating as a consolidated unit, allowing for an easy transition of operations and ownership.
Details Estimated Figures Comments
Deal price includes the acquisition of all farmhouses, supplies, and most
Estimated Farm Size 712 hectares (1,758 acres) infrastructure investments
After performing primary diligence, we found about 1.25 million of the trees to be
Number of Trees ~2,000,000 existing trees in a productive state with 770,000 in renovation or in need of renovation before
the next harvest. An additional 148,000 have just been planted as well.
The fact that the land titles were all held by members of the same “selling
Set of estate farms, run by a
Transition unit” (the family) enabled the transaction transition to proceed far more smoothly
family group than if GCC had acquired a large number of unrelated, individual assets.
The farms include a few moderate infrastructure investments, including two
traditional processing plants (wet mills) for processing the farms’ coffee. In order
Processing Facilities $500,000,000 COP to properly account for this, part of the value of the existing infrastructure was
listed independently in the deal price.
The final price is subject to minor adjustments following a complete diligence of
Total Farmland Deal the farmland, which has been delayed due to the COVID situation and will be
Price (including $14,350,800,000 COP expected to begin within the next several months.. Given that the deal is based on
infrastructure) a price/hectare, we will be hiring a 3rd party surveying team to confirm that the
total area of the farms is accurate.
18
Advantages of the new farmland:
The new farmland has multiple advantages that will allow it to integrate easily into GCC
operations while providing exciting opportunities for future development.
Existing consolidated operation with Tourism potential:
productive coffee land: The land boasts spectacular views and traditional farmhouses that could
easily be converted to beautiful country houses for a coffee tourism
The farms were all owned by members of the same family and
experience. While this is not included in any of our projections, we are
established local teams ran them more or less as a consolidated unit.
excited by the possibilities to grow the project into more than just a
Coffee from the groups of farms is sent via cafeductos to one of the
productive coffee farm.
two processing plants that split the production between the eastern and
western farm lots. This consolidated operation will integrate well with
our existing farms and immediately increase our production levels.

Geographically well positioned:

The acquisitions give GCC two operating hubs. Our three current farms
and La Esmeralda, one of the largest farms in the acquisition positioned
between our existing operations, will make up the eastern hub. The rest
of the acquisition targets accounting for the western grouping.

Valuable flat land close to town:

The acquisition includes flat land at the bottom of the valley that offers
the perfect spot for a consolidated base of operations. Its proximity to
the town center provides a direct link to labor and supplies, via a newly
paved road which is a luxury in rural areas.
19
Estimated Use of Capital
Use of Capital
1 Farm Acquisition
2 Working Capital
3 Farm Development
4 Gualanday Infrastructure
5 Esmeralda Infrastructure
6 Other Infrastructure
Capital Raise Team
7 Commission Fees &
Other Deal Fees
Total Capital Raise
Amount Explanation
This amount is based on an USD : COP exchange rate of 1 : 3,800. This rate is in line with the
$3,776,526 long-term view of the Colombian banking system.
We have allocated a working capital budget to ensure that we buffer for non-cash working
$1,500,000 capital items that may need to be accounted for that are not easily translated into cash until an
eventual sale. This is especially important for coffee cherry and coffee parchment purchases.
In order to bring the new farms up to maximum productivity, we budget the planting of an
$680,000 additional 850,000 tees at $0.80 per tree. See slide 32 for more information.
We will be building two new state-of-the-art facilities to process the majority of the company’s
$1,725,658 coffee cherry production and purchases into dried parchment. The costs are derived from
proposals drawn up by a reputable contracting company with whom we will be working closely
to fully design the buildings, equipment and machinery needed to effectively operate wet mills.
$1,457,063 See slides 38 – 40 for more information.
Additional infrastructure items not included in the construction of the main hubs of operations.
$336,842 See slide 40 for more information on these investments.
The capital raise fee is equal to 5.5% of total equity capital raised. We also have a budget of
$625,592 $70,000 for legal, regulatory, SEC registration, & miscellaneous deal related fees.
$10,101,682
20
What makes this a favorable deal?
After considerable negotiations, the new land is less expensive, the payment terms are advantageous to
us as buyers, and the transaction makes us the largest coffee operation in Salgar.
Price/acre Staged payments, seller financed:
$4,000 § The staged payments carry an annual interest rate of 6%, which is
$3,496
$3,500 half the cost of the best bank loans in Colombia. Those average
$2,874 about 12% per annum.
$3,000
§ While we plan to make all payments within 24 months (as outlined
$2,500
$2,148
with the agreed upon schedule), we have the ability to extend an
$2,000
additional 12 months to pay off over 50% of the total deal value.
§ With the low interest rate and long time pay-out period, we have a
$1,500 secure, steady runway for the project to reach scale
$1,000

$500 Immediate coffee production with little up-front cost:

§ While we officially purchased the farms mid-February, we began
$-
Original Deal Projected Deal New Deal operating the farms at the end of January, meaning we are entitled
to the production of the current half harvest (aka “mitaca”) without
37% cheaper than Round 1: having to invest in the prior year.
§ We negotiated the final pricing per acre 37% lower than the § We expect to produce about 3 containers worth of coffee in the
first round of investment in 2018, and 28% lower than coming months, opening up the potential for immediate sales at the
what we projected in September of last year. scale we are hoping to achieve for the business.
21
 GCC Operations

Cerro Tusa, one of the world’s largest natural pyramids, looms in the distance, on the back
side of La Grecia Don Alcides Cardona, La Grecia 22
Map of Our Operations
Coffee samples and
quality information
are constantly passed
Medellin Headquarters:
between the lab and
Coffee Lab & Warehouse
GCC’s farms are organized between two the farm groups to
central hubs of operation. Coffee cherries ensure product
are processed into parchment at wet mills consistency
and stored in warehouses in Salgar.
Gualanday Farm Esmeralda Farm
Group Group

Coffee parchment ready for sale will first be

sent to an available dry mill for processing
along the way from Salgar to Medellin. The
green coffee will then be stored and
prepped for export at our warehouse.

Town of Salgar Scale: 5 miles

Population: 8,000 23
GCC Farming Operations
GCC’s farmland is split between two valleys, and is the largest consolidated coffee farm in Salgar. Much
of the land is still in its development phase, and will require a few more years before the farm reaches
maximum productivity.
Land use across Farmland Details
GCC Farms Total Farmland 2,364 acres See the chart to the left for a breakdown of land use.
Infrastructure
& Other Uses These coffee trees, between 18 months and 15 years old,
Productive Trees 1,673,000
6% represent GCC’s current production capabilities.
Low When coffee trees get too tall, they are cut near the base,
Elevation Trees in
In 834,000 resetting their natural life cycle and allowing them to
Farmland & Renovation
Production continue to produce efficiently once they grow back.
Other Crops
30%
14% Recently Planted 466,000 New trees on lots between 6 and 18 months old
# of Varietals 5 Most trees as of now are standard Colombian varietals
Forested
Areas
16%
Annual Parchment Production & Purchases
In
Available for Renovation 2018 harvest 2018 was GCC’s first operating year and represented a
Coffee 1,045,000 lbs.
17% period successful harvest of the existing coffee trees
Production
13% 2019 showed significant increases in production due to
2019 harvest improved farm management and increased coffee
1,532,000 lbs.
Recently period purchases from surrounding areas
Planted
4% 24
How GCC Produces Coffee
The company’s coffee cherries are either produced on our farms or purchased from local farmers.

Standard Coffee Lots Research Lots

This category makes up the majority of GCC’s productive
farmland. It represents common, plague resistant coffee
varietals that produce significant quantities and standard
flavor profiles.
It is imperative to the company's long-term success to
always be experimenting and developing newer, more
efficient farming techniques. A small portion of farmland
will be set aside for this purpose, but will still be expected
to produce some amount of coffee.

Novelty Variety Lots Cherry Purchases

Novelty varieties have grown increasingly popular with the In order to maximize the use of our processing facilities
growth in the specialty coffee market. These trees must be and increase our own production, GCC will often engage
closely monitored, are less plague resistant, and less in purchases of coffee cherries from local farmers. The
productive. However, when grown properly, the flavor product must pass our Quality Control standards before
profiles of the coffees can command extremely high purchasing.
premiums with the right buyer.
Commodity Product
Wet Mill & Specialty Processing Facilities
All of these production sources are processed in our facilities. Differentiated Product
Based on the coffee quality, the resulting coffee is split into three
categories. Specialty Product 25
Coffee Product Category Descriptions
There are three product types GCC produces from its own farms and purchases. They represent a
grouping of coffee that has similar cup scores, sub-product percentages, and final buyers
Commodity Product:
Avg. green coffee price/lb: $1.60
Description: This is a standard
coffee with quality levels that are
typical for an average Colombian
coffee farm.
Avg. Cup Score: below an 80
Typical Buyer: Clients looking for
large quantities of a standard product.
Branding and traceability are not a
priority.
Orders: High volume, lower margin
Future: As our farms develop, the
percentage of commodity product we
will sell will decrease. However, it will
always remain a part of our business,
as the demand is relatively constant.
Differentiated Product
Avg. green coffee price/lb: $2.10
Description: This category represents a standard,
higher quality coffee with benefits of both
improved farming practices, as well as value added
components (marketing, environmental
certifications, traceability, etc.) that will make it
more desirable to buyers who care about where
their coffee comes from.
Avg. Cup Score: 80 – 84.99
Typical Buyer: Distributors and large roasters
looking for a “direct trade” partner with large
volumes of consistently high quality coffee.
Orders: Mid to high volume, medium margin
Future: Differentiated coffee will be the majority
of what GCC sells. It represents the key value
added aspects of the company’s mission.
Specialty Product
Avg. green coffee price/lb: $2.80
Description: View the next page
for a detailed description
Avg. Cup Score: 85+
Typical Buyer: Specialty coffee
distributors looking for a
Colombian coffee for their
portfolio of options for boutique
roasters and traders.
Orders: Low volume, high margin
Future: We plan to establish about
580 acres of novelty lots over the
next 5 years, in addition to new
specialty processing techniques that
will ramp up specialty production.
26
Specialty Coffee Discussion
What makes a coffee “specialty coffee”? It comes down to three main factors: Coffee varietal,
processing method, and most importantly flavor and cup score.
Flavor: (greater than 80 points by SCA cup score standards)
Any coffee lot that has unique flavors and scores well by SCA standards can be
considered specialty. While varietals and processing methods are huge draws, in
the specialty coffee world, it will always come down to how the coffee tastes.
Novelty Coffee Varietals:
There are certain rare species of coffee trees that are sought after by specialty roasters
in developed markets. These varieties usually have specific flavor characteristics that
have made them world renowned. Producers still have to care for these trees and
carefully sort the product for defects for the coffee to shine.
Novelty Varietals we will be growing: Geisha, Burbón family varietals, Caturro
Specialty Processing
In Colombia, the vast majority of coffee is processed by immediately removing the
cherry layer and mucilage to produce standard flavors that the country is well known
for. However, there are many other methods to process ripe cherries to create unique
flavors that are rare, especially for Colombia.
Standard coffee varietals can be “made specialty” by processing them with one of
these methods, as long as the underlying coffee is of a high enough quality.
Processes we will be using: Natural, Honey, Carbonic Maceration, Fermentations
27
Post-Development Coffee Supply Chain
This graphic displays the production process and post-development sales channels for GCC’s coffee
Coffee trees are grown Parchment Produced:
and cared for on a farm. Domestic Sales:
During a harvest, workers Commodity Parchment § 100% of all sub-products
hand-pick ripe cherries § 20% of parchment
from the trees. Differentiated Parchment
This represents a compilation of
Specialty Coffee Parchment sub-products and standard
parchment sales with domestic
GCC Production
Sub-products from all categories partners. It is a quick and
Coffee cherries are also purchased efficient sales channel that
Cherries are processed into dried coffee parchment, produces stable, lower margin
from surrounding farms in Salgar to
(aka unprocessed green coffee) revenue streams.
augment production

Local Cherry Purchases Green Coffee Produced:

Milled Sub-Products The remaining 80% of
(sold domestically):
Green Coffee Sold parchment is converted
Internationally to green coffee and sold
Commodity Coffee
This represents trades to a internationally
variety of international buyers. Differentiated Coffee GCC purchases coffee in parchment
Great client relationships, high form from all over Colombia with
cupping scores, and strong Specialty Coffee: unique flavors to complement its
branding will help these sales offerings.
channels produce higher Parchment destined for international export is
margin revenue streams. milled into green coffee, removing the parchment
layer and sorting out additional sub-products.
Parchment Purchases
28
Enhancement of Quality
What exactly do we mean when we say the quality of the coffee will increase? It will come from a
combination of farming and processing best practices, and from adapting to fulfill client needs.
Examples of Best Practices: Novelty Varietal Lots & Quality Splits
§ Data Analysis: Tracking and measuring performance is Starting in 2022 (when the trees begin producing)
paramount to our success. At the farm level, this includes coffee 70% 3,500,000
tree health, prevalence of pests and fungus, and soil nutrition,
humidity and conductivity. Our quality control team constantly 60% 3,000,000
cups our coffee to provide guidance on adjustments that should be 50% 2,500,000
made at the farms, in processing, or at the warehouse. 40% 2,000,000
§ Smart Agronomy: With proper data collection, meta analysis and
30% 1,500,000
in partnership with Yara International, we can design customized
fertilization components for every lot, and limit our pesticide use 20% 1,000,000
to the targeted areas that need it. 10% 500,000
§ Worker Training: Diligent training of farm staff not only on
0% -
proper harvesting techniques, but also in identifying and reporting
2022 2023 2024 2025 2026
problems on the lots.
§ New Technologies: Color sorting of cherries with rapid 3-D Commodity Product Differentiated Product
scanners, fermentation tanks, bio-sensors, etc. Specialty Product Novelty Parchment Production
Value Added Work:
The graph above displays the management team’s projections of increases in both
§ Branded products: Coffees with consistent flavor profiles year to
the quality and quantity of coffee from our novelty varietal lots as the plants
year and traceable data that elevates it above the norm
develop and processing improves. The vertical bars show the percentages of
§ Marketing: As one of the only large Colombian producers with different coffee types the lot produces in that given year.
strong international connections, we can fill the needs of clients
looking for a direct trade partner with sufficient volume It is important to note that coffee production is never perfect, and each category
type will include sub-products that make up about 10 – 15% of its total weight.
§ Environmental certifications 29
5-year Production Projections
We expect to hit standard production build-out in 2022. Maximum productivity in terms of both quality
and quantity produced should occur in 2026, following the quality improvements to standard lots as
well as the specialty and research lots coming online.
Parchment Production GCC Annual Production
2020 2021 2022 2023 2024 (millions of lbs.)
by Product (lbs.)
Commodity Product 2,189,995 3,133,288 2,867,909 2,368,388 1,911,308 7.0 6.55 M 6.56 M 6.66 M
Differentiated Product 684,253 1,468,815 3,143,622 3,389,993 3,380,902 6.0
Specialty Product - 110,230 536,131 804,300 1,370,794 5.0 4.71 M
Total 2,874,247 4,712,333 6,547,662 6,562,681 6,663,004
4.0
2.87 M
3.0

2.0
Parchment Production
2020 2021 2022 2023 2024
by Origin (lbs.) 1.0
Standard Coffee Lots 1,331,027 3,058,883 4,610,370 3,918,814 3,330,992 0.0
Novelty Variety Lots - - 283,842 962,859 1,623,447 2020 2021 2022 2023 2024
Research Lots - - - 27,558 55,115 Most of the lots we purchased from the previous owners
Coffee Cherry Purchases were producing coffee at commodity levels. We predict
1,102,300 1,102,300 1,102,300 1,102,300 1,102,300
that both quality and quantity produced will rise as we
Parchment Purchases 440,920 551,150 551,150 551,150 551,150 improve the health of existing trees, add in new ones, and
Total 2,874,247 4,712,333 6,547,662 6,562,681 6,663,004 manage production in a more efficient manner.
30
Coffee Farming Costs
While novelty varietals typically receive higher premiums, these lots are generally less productive per
acre, and are more costly to produce. A healthy balance between the two lot types is ideal.
Avg. cost to produce Standard Lots Novelty Research Lots
parchment COP/lb. Varietal Lots
Farm Activities 1,113 1,285 1,996
Harvesting 1,104 1,287 1,757
Wet Milling Operations 152 179 239
Total/lb. $2,359/lb. COP $2,751/lb. COP $3,992/lb. COP
$0.62/lb. USD $0.72/lb. USD $1.05/lb. USD

Avg. Productivity/acre
3,903 lbs. 3,346 lbs. 2,230 lbs.
(dried parchment)

Coffee Cherry and Parchment Purchases

§ Coffee Cherries: Coffee cherry purchasing requires a detailed analysis of every
input batch in order to predict the quality of the parchment that will be produced
from those cherries. GCC will then pay the producer, minus the processing fee,
which has a small margin built in as well to recoup costs.
§ Coffee Parchment: GCC purchases parchment at the local market price only if Green coffee in our warehouse
the coffee is of a certain quality and we have the ability to re-sell it at a profit.
31
Farm Build-Out
The management team determined that renovation, or in some cases entirely replacing certain lots, was
required to ensure long-term profitability of the company. Therefore, our first year of operations on
the new land will have considerably lower production than we expect to see in the future.
2020 2021 2022 2023 2024 2025
Acres Planted 1,176 1,300 1,485 1,485 1,485 1,485
Trees Planted 2,972,321 3,312,321 3,822,321 3,873,670 3,963,755 4,023,812
Tree Build-out 340,000 510,000 51,359 90,085 60,057 -
Development
$272,000 $408,000 $70,000 $70,000 $70,000 $70,000
Cost ($USD)
The first two years of our farm development costs are included in the capital raise figures.
In our experience, we have found that fully developing a lot of coffee farmland typically
costs about $0.80 USD per tree. Starting in 2022, the costs will be covered by the profits
generated from farm operations. This includes replacing old trees, cultivating coffee tree
nurseries, and other value-added investments to the land that do not fall under
infrastructure spending.
It is important to note that the total tree count will fluctuate as we replace old lots and
make decisions about the density (trees/acre) that makes sense in a given part of the farm.
While this metric is useful, the varietal, age, and density of the lots, and how well the trees
are maintained, are the chief factors that determine how productive the trees actually are. New coffee trees, El Leon
32
GCC’s response to the COVID-19 Crisis
It is abundantly clear that this is a tumultuous time for everyone around the world. We wanted
to address a few key areas as the company maneuvers through the crisis.
Supply-side Effects:
§ Within Colombia, the FNC has reported that so far, the harvest has been
only marginally affected by the crisis. However, adverse weather
conditions have diminished productivity in many regions.
§ Supply chains both within the country and throughout the coffee-
producing world have encountered significant delays.
§ Labor shortages have been problematic in Colombia, with local
municipalities implementing more stringent measures to limit the spread
of the virus between towns.
§ Pricing for Colombian commodity coffee has risen, especially for sales
within Colombia. However, with that has come increased volatility as
uncertainty in the supply and demand for coffee persists
Demand-side Effects:
§ Commodity Coffee: Demand has been volatile, as consumers over-
purchased in March and then used up their stocks over the course of
April and May. Long-term, commodity coffee is known to be a
moderately inelastic product. Buying patterns may change, but we expect
that demand for the product itself will remain relatively stable.
§ Specialty Coffee: Boutique roasters in the specialty coffee sector are
being forced to adapt to daily changes to the U.S. markets. Early
indications show some signs of success, with the SCA releasing a report
May 20th showing immense increases in online sales and pickup orders.
However, we believe it is too early to tell exactly how demand for
specialty coffee will change in the long run, and expect the environment
to remain challenging.
How GCC has managed the crisis
§ Coffee producers are an exception to the nationwide quarantine, so we
have continued to operate as normally as possible. We were a leader in the
region working with the local government to establish diligent biosafety
protocols to protect our workers and their families. We were even
featured on the local news.
§ We have managed many of the delays in getting supplies into Salgar
thanks in part to new partnerships with multinational suppliers.
§ The half-harvest is wrapping up, and our quality control team believes we
will produce about 60,000 kg of parchment. This is more than a fourfold
increase compared to last year’s 15,000 kg in the same timeframe.
§ We have locked in a 15,000 kg position with a local buyer for delivery at
the end of June at pricing about 20% higher than this time last year.
GCC’s next two years:
§ We fully expect the main harvest of 2020 will present additional unique
challenges to both labor and supplies, which we feel our management
team is prepared to navigate.
§ In the end, GCC is in a period of project development, especially
following the acquisition of the new farmland, therefore most of the
planned procedures and initiatives related to farm development and new
infrastructure are expected to proceeded normally.
§ We will continue to sell domestically when it makes sense. However,
shifting our focus to U.S. distributors and large roasters will allow us to
move significant volume at an increased premium. We can accomplish
this by capitalizing on our new sales team’s strong industry connections. 33
GCC Quantitative Historical Analysis
What has the management team learned during the start-up phase of the company? Below is a
presentation of total sales, costs to produce, and production over the past two years.
§ Commodity coffee pricing was initially estimated to be 1.58/lb. during
Sales & Costs: Projected vs. Actual the start-up period. Unfortunately, global markets averaged 1.35/lb,
maintaining historically low prices during our first 2 years of operation.
$4.0
Millions USD

§ The GCC's international sales channel and production quality levels

$3.0 Coffee Sales were not yet fully developed to capitalize on the higher pricing
normally received by international sales of higher quality coffees to
$2.0 sophisticated foreign buyers.
Cost to
$1.0 Produce § Cost to produce, as a percentage of sales, was largely in line with
expectations at the inception of the project.
$0.0 § Post deal closure of the initial acquisition, the original farms had 25%
Projected Actual fewer active, producing trees to start out with than projected. The
Total Production: Projected vs. Actual seller compensated for this with plantings of new trees at the cost of
the seller, but this of course has affected our profitability during the
3.0 first few years. Additionally, the quality of the trees we received was
Millions of Lbs.

2.5 less than desired, and the operations team had to renovate more of
Parchment trees than we had originally expected.
2.0 Purchases
§ Weather conditions during the startup phase were not favorable at a
1.5
macro level. We experienced harsher periods of rain and drought, as
1.0 GCC well as uncommon periods of heat, which negatively affected both
Production production and quantity.
0.5
0.0 § Production deficiencies were able to be supplemented this with
Projected Actual parchment purchases, which we were able to purchase economically
due to lower coffee prices throughout Colombia.
34
GCC Qualitative Historical Analysis
What general themes have the management team learned during the start-up phase of the company?
§ Agricultural production levels are subject to material factors outside the control of management (i.e.
weather): Ensure working capital budgets are sufficient to cover buffer for unexpected weather conditions and
ensure sales distribution channels are flexible to accommodate annual changes to production levels and potentially
quality levels.
§ Ensure we engage in smart business decisions for the long-term: Enterprise profitability is largely determined
by creating a sophisticated farming, processing and distribution network that is steadily built over time and will
continue every year.
§ The primary way to control upward pricing, is to sell coffee outside of the commodity space to
international buyers, and these relationships take time, often years, to build. The entire farming enterprise
needs to be tailored to the unique needs of these higher-end buyers who value consistency in quality and quantity
above all else.
§ Management talent is one of, if not the most important aspect of the entire operation: Our upgrade in
management talent over the last year to transition to global professionals is what will allow us to respond more
effectively and capitalize on clear market opportunities.
§ Business scale is necessary: The platform cost (i.e. talented management team, sophisticated systems, etc.) to run
an international business is largely a fixed cost and to derive the most value of that established platform, the
business needs to scale is size.

35
 GCC Infrastructure
Infrastructure is Key to Our Success

GCC employees working on new mechanical dryers

Quality analysis of coffee performed at the mill in Montenegro

New roofing installed on the El Leon Farmhouse Company vehicles in the Salgar warehouse Coffee halfway through the wet mill process 36
Current status of GCC infrastructure
While the current infrastructure is well positioned to handle the short to medium term needs of the
operations, the company must make significant investments in order for the business to scale effectively.
Processing Plants (also known as wet mills):
Utilizing our current 4 operating wet mills, GCC will be able to process all of the 2020 harvest
with specific key investments to increase capacity in the short term. However, in order to
increase both the processing capacity and the quality of dried parchment produced, the
company will be completely rebuilding two facilities with state-of-the art technology and
processing capabilities that will increase the long-term value of the business.

Coffee Laboratory:
We recently installed a brand new coffee laboratory at our warehouse in Medellin. The coffee El Leon farmhouse, before the new roof
lab is a crucial piece of any large-scale coffee operation, and with the new acquisitions, it has
become a necessity. To maximize the value of our coffee, our quality control manager and his
team can determine what is going right (or wrong) at the farm level by sampling and evaluating
the coffee using international protocols.

Other Infrastructure:
Vehicles: GCC has 4 pickup trucks , 4 motorcycles, 1 bobcat, 1 large truck and 2 cars
Farmhouses: The original farm’s accommodations are in stable condition, but many of the old
farmhouses on the new land must be renovated. Centralized worker housing also must be built.
Offices & Warehouses: GCC rents office space in Salgar and Medellin where the management
teams operate. The company also runs 2 primary warehouses in Salgar and 1 in Medellin.
37
Development Plan: Wet Mills & Warehousing
Wet mill processing plants are a vital component of a successful operation, and smart investments now
in high-tech machinery and buildings will enhance investor returns.
Over the course of the next two years, the company will be
remodeling our two primary processing facilities into state-of-
the-art wet mills with increased capacity, lower waste, and
improved quality.
These wet mills receive the majority of our cherries through
cafeductos or trucks. The coffee will first be sorted by a high-
tech color scanner to ensure quality separation from the very
beginning. The beans then continue through the system, where
they are de-pulped, washed, sorted again, and dried. The final
product is called parchment, which is the form in which it is
stored in our on-site warehouses before sale.
Why is investment in infrastructure so important?
A coffee with defects and flavor problems can be salvaged by
using diligent quality control protocols and the right equipment
to sort the coffee effectively.
Conversely, a great coffee can be ruined by poor sorting,
improper fermentation, or by not processing the coffee quickly We will be contracting with JM Estrada, a reputable construction
enough. company that built the two largest wet mills in Colombia. This is a 3-D
rendering for the Esmeralda Wet Mill.
38
Wet Mill Budget & Processing Capacity
GCC must make significant investments not only in high-tech wet mill equipment, but also in new
buildings and warehousing that allows us to centralize our operations and safely store our inventory.
Daily Capacity: Current & Post-Development
Infrastructure Budget Item (lbs. of dried parchment)
350,000
Selection and sorting equipment $320,526
300,000 288,655 lbs. Gualanday
Dryers $537,091
250,000
Fermentation Tanks $137,900 Esmeralda
200,000
Other Equipment $371,414
150,000 Rented Space
Total Equipment $1,366,931
100,000 81,019 lbs.
Wet Mills – 25,800 ft2 $1,271,053 Specialty
50,000 Processing
Warehouses - Coffee $217,895
-
Warehouse - Supplies $127,105 Current Post-Development
Water treatment $90,790 Producers have about 24 hours to de-pulp and dry their product after
harvesting the cherries before they begin to spoil. In Colombia, a majority
Other Construction Costs $108,947 of the primary harvest will occur in just a few weeks. It is imperative to
have sufficient capacity to process the entire harvest in this timeframe to
Total Buildings & Warehousing $1,815,790 get as much value out of the coffee as possible. 39
Development Plan: Buildings & Other Infrastructure
In addition to the wet mills, investing in a variety of other areas will ensure that the entire operation is
as integrated and efficient as possible.
Investment in Other Infrastructure over 2 years: $336,842
§ Worker housing: During a harvest period, the company will have over 200 individuals
working across the 11 farms. We will be constructing a new, centralized building for
housing all of our farm workers that is safe, comfortable, and convenient.
§ Technology Solutions: We are developing real-time inventory & farm data
management systems to control everything at the farm level. We will also be installing
internet, security systems and coffee weighing scales at all the farms.
§ Cafeducts: Cafeducts are pipe systems set up through the mountainous farms. They
allow coffee to be transported great distances by gravity directly to wet mills. More lines
must be added and/or repaired to maximize the farms’ output.
§ Roads: The farms are not only large, but extremely steep in many areas. Roads through
the farms are crucial for getting labor, supplies, and coffee in and out of the farms
safely and quickly. The new farms have no significantly developed roads, and the
network of roads through the original farms must be extended and improved.

Specialty Processing Facilities: We have two “back-up” wet mills that will ultimately
serve as facilities for our specialty processes. We will be able to experiment with small
batches and micro-lots in a controlled environment and bring out exciting unique
flavors in the coffee to increase its premium. Creating these areas will not take
significant investment, as we will simply be re-purposing old equipment and spaces.

40
 Sales & Marketing Strategy

Alec Lee chatting with roasters at a

Productive coffee lots on La Gabriela convention in Nashville 41
Internal Sales Strategy: Agrosura
GCC’s face in Colombia and our brand for large quantities of standard coffee
Agrosura is a wholly owned subsidiary of GCC and manages all of the
Colombian operations for the company. This includes all farming
activities, coffee cherry purchases, operating wet mills, and coffee
trading within Colombia. Locally, the company coordinates with
cooperatives, as well as local and national government entities, to
improve the business in various ways, from joining interesting
sustainability initiatives, to participating in local events or conventions.
Domestic Sales Strategy: Why Sell Parchment?
§ Simplicity: There will always be a marginally profitable market for
local trades in Colombia. Part of the business will continue to
engage in local sales, whether it is to refresh old inventory, take
advantage of sudden price spikes in the commodity markets, or
quickly move product.
§ Physical hedging: We can hedge some of our coffee positions
for upcoming harvests and provide stability throughout the year.
§ Sub-products: While there might be innovative opportunities to
sell sub-product overseas in the future, the local markets offer a
great way to quickly sell off low-grade coffees that are an
inevitable byproduct in the growing and processing of coffee.
42
International Sales Strategy: Abira Colombia SAS
GCC uses Abira Colombia SAS as the export company that is focused on large container
trades with international importers/exporters around the world.
Over the past two years of operations, GCC’s
sales team has executed a number of
Our team already has established relationships
international sales with importers and with many international exporters, including:
distributors ranging from the Philippines to Italy.
As the business scales and our ability to produce
consistent product year after year improves,
regular container shipments to these companies
will make up the majority of our sales.
While specialty products have the highest profit margins, the core
revenue driver of the business in the medium term is expected to be even
these large clients. They typically order multiple containers of standard
coffee over the course of a year.
International Sales Strategy: Green Coffee Sales
§ Selling green coffee FOB (at the port) already cuts out a series of
middlemen, and allows the company to take advantage of
differential pricing for higher quality coffee that is not always
available locally.

43
Direct Trade Sales Strategy
With the addition of new advisors to the GCC team, we are redoubling our efforts to secure more
Direct Trade opportunities within the growing specialty coffee market. Leveraging existing relationships
against our expanded portfolio will allow us to achieve high premiums further down the supply chain.
Direct Trade Sales Strategy: Pricing for GCC Container Shipment vs. Direct
§ There is a strong and growing market for consistent and Trade Sales in the U.S.*
differentiated coffees in the US and worldwide. $6.00 $5.50
§ The scope of our offerings, across commercial, specialty and
differentiated products are attractive to buyers looking for $5.00
consistent selection and volumes. Our internal expertise allows us
to access various market segments within the growing global coffee $4.00 $3.75
demand. $3.00 $2.95
§ We see a clear opportunity to develop strategic relationships with $3.00
select importers/distributors and large roasters in the US market. $1.82 $2.03
$2.00
§ Our ability to provide insight and traceability back to our estate
produced coffees is a strong differentiating factor among larger $1.00
volume suppliers.
§ Our innovative and high capacity processing facilities will allow us $-
to leverage existing internal producer relationships to complement Commodity Differentiated Specialty
our production capabilities and growth. Mid-Quality High Quality High Quality

§ We are targeting both added value roaster/buyers and strategic
importer/distributor partners to access demand across the United
States, before expanding our reach abroad.
*The data above represents real prices for the same products at
different points of sale in 2019. By selling directly to roasters in much
smaller quantities, we were able to achieve a 64% premium compared
to our container shipments.
44
Abira Value Proposition to Buyers
Abira is a brand that GCC has developed to sell coffee to small and mid-sized roasters in the U.S.
Through a warehouse in Denver, we sold our award winning coffee by the bag at a significant premium.
A Colombian Solution to a Profile Card Example
Global Problem:
Abira grew from the
frustrations of Colombian
coffee producers who saw a
need to remove the inequity
from the global supply chain.
Our mission is to bridge the
divide between Colombian
coffee producers like us and
roasters abroad. Abira’s unique
sales channel allows our farms
and partner producers to export
the full breadth of their coffees
directly to distributors and
roasters. We help our clients
build relationships at origin and
farmers gain their deserved
recognition.

45
Go-forward Sales Projections
As the quality of the coffee improves, production increases, and international sales channels develop,
the company’s profits will rise and become diversified across multiple points of sale.
Key Variables 2020 2021 2022 2023 2024
Parchment Sold Domestically (lbs.) 1,642,424 1,809,357 2,048,616 1,551,582 1,060,675
Sub-Product Sold Domestically (lbs.) 717,198 1,198,519 1,589,896 1,576,755 1,566,711
Green Coffee Sold Internationally (lbs.) 405,131 1,342,586 2,294,565 2,710,272 3,187,078
Average Sales Price/lb Parchment (USD)* $1.00 $0.80 $0.83 $0.85 $0.88
Average Sales Price/lb Green Coffee (USD) $1.83 $1.92 $2.08 $2.17 $2.30
*Note: We assume that all coffee sold domestically is sold as parchment (AKA unprocessed green coffee). When parchment is turned into green coffee, it
will lose on average 20% of its weight as the parchment is removed. Defects are then sorted out and sold domestically to clients at a discount. In addition
to processing & logistics fees, this weight loss is another important reason for the price difference between the two products.

Projected Sales (USD) 2020 2021 2022 2023 2024

Parchment Sales $1,646,828 $1,447,048 $1,698,274 $1,316,967 $930,827
Sub-Product Sales $397,009 $578,893 $777,906 $782,235 $788,401
Green Coffee Sales $743,026 $2,571,752 $4,777,516 $5,882,732 $7,316,357
Total Sales $2,786,863 $4,597,692 $7,253,697 $7,981,934 $9,035,585
Total Cost of Goods Sold $924,802 $2,090,521 $3,369,471 $3,526,264 $3,743,304
Coffee Purchases $1,056,316 $1,444,655 $1,459,101 $1,473,692 $1,488,429
Gross Profit $805,746 $1,062,517 $2,425,124 $2,981,977 $3,803,851
46
 Social and Environmental Responsibility
GCC Takes a Holistic Approach to the Coffee Business

Coffee from the half harvest (La Mitaca) in May, La Grecia

Taylor, our Vice President of Business
Development, admiring the new trees
47
Why Sustainability Matters
Over the past decade, we have witnessed the global economy begin to recognize the importance of valuing all
stakeholders in a business, not just a handful of investors looking for short-term financial gains. New research comes out
every day that reinforces our belief that operating a company responsibly is not just the right thing to do, but also
generates improved financial returns. We want to be part of a new generation of companies and business leaders that
break the damaging cycle of short-term thinking.
By operating GCC through this lens, the management team has been able to identify opportunities that would normally
have been overlooked in a traditional company.

Key themes to our sustainability initiatives:

1. The initiatives we engage in will generate value for the the GCC
2. We use idle/waste products from processing coffee or running a
farm and convert them into something both useful and profitable
3. Our actions help improve the social standing of the company,
locally, nationally and internationally, which provides both tangible
and intangible value
4. Sustainability Sells: Our clients, particularly specialty coffee clients,
demand coffees with environmental certifications, and will pay high
premiums to support these programs Nearby waterfall, El Leon 48
Our Impact Strategy
Here are the company’s three key focus areas as we become an integral part of the local, national and
international coffee communities. Our actions are in line with the U.N. Sustainable Development Goals.

49
Smart Agricultural Practices
By taking proper steps now to improve our farms, we minimize key environmental risks and increase
long-term productivity. This allows us to pursue certifications that increase the value of our coffee.
Below are just 3 examples:
The What The Why
Managing water flow during heavy winter rains
Erosion Control reduces damage to our roadways, our farms,
and our neighbors.
We reduce fertilizer, herbicide, and
Improving Soil pesticide use, which all have significant
Health negative side effects when used in excess
o Increased biodiversity helps limit beetle
and fungus infestation
o Long-term investment in timber that can
Reforestation be harvested and sold for significant
profits
o Erosion control
The How
ü Terracing anchors of bamboo throughout the farms
to define drainage ditches
ü We are currently growing a variety of trees and shrubs
with deep roots that help stabilize the soil
ü Conduct soil studies that identify the nutrient gaps in
the soil in order to keep the plants productive and
resilient
ü Intentional plantings of a diverse set of trees and
shrubs throughout the farms and boarding lots
ü We strategically set aside overused land that needs to
redevelop and can provide auxiliary benefits to
surrounding lots
ü Use annual financial incentives provided by the
German Embassy to offset costs of reforestation
50
Implementation of Best Practices on the Farms
We have already begun to see the benefits of operating the farms using best practices

Inter-cropping with Corn: 56 acre pilot lot

The corn was planted alongside coffee trees that were not yet productive
Benefits: Extra revenue stream during the offseason, fuel sources for our
dryers, and increase full-time employment opportunities to attract and
maintain the best labor in the area.
Current certifications in progress
Reforestation of Specific Areas: 368 acres
Benefits: Forested areas along waterways limit erosion and provide
much needed biodiversity, which has multiple positive effects on the
coffee and surrounding farmland.

51
Examples of erosion control strategies
Early Results: Increased Biodiversity
Our farm managers have seen a noticeable increase in the number of migratory and local birds, small
mammals, and other wildlife that have returned to the farms since we began taking better care of the
land.
One of our agronomists is an avid
photographer. All of these pictures (and many
more) were taken at our farms in Salgar

52
World Coffee Research
World Coffee Research is a nonprofit research and development agricultural research organization.
Their stated mission is: "Grow, protect, and enhance supplies of quality coffee while improving the
livelihoods of the families who produce it.”
GCC’s specialty brand Abira is partnering with World Coffee Research as a member of the Check-Off
Program. This initiative allows roasters to “check off ” the option to slightly increase the end price they pay
for our coffee. We collect the additional pennies per pound from these sales and donate them to WCR's
global research programs.
Additionally, Abira is beginning work through the Colombian Ministry of Agriculture to allow WCR to
establish a working laboratory on one of the GCC’s farms. We are at the beginning stages of this project
but are looking forward to becoming a part of the research that will help the coffee industry ensure its long-
term sustainability.

What does the WCR do?

53
Environmental Benefits of Centralized Infrastructure
The development of centralized infrastructure is an integral part of a sustainable agricultural system.
We plan to lead the way in supporting and developing cutting edge environmental practices
The Problem:
Current farming practices in Colombia by small farm holders can be highly destructive to the
local environments, especially local water supplies. Much of this devastation is due to the
processing of coffee cherries and the “dumping” of waste product into local streams and
rivers. Many coffee farmers also burn coal as a fuel source for their mechanical dryers.
Environmental destruction is seen as a key long-term risk of coffee farming practices by the
FNC (Federación Nacional de Cafeteros), which is the government agency charged with
monitoring the coffee trade in Colombia.
The Solution:
An efficient centralized processing plant can carefully
monitor and filter water via water treatment machines and
waste products can be cleared and disposed of in
environmentally friendly ways.
By building sophisticated infrastructure systems and using
world-class farming techniques, we are both building
successful business operations while simultaneously
supporting sustainable agriculture.
The first sprouts of a coffee tree

54
The Coffee Cherry Buying Program
We are proud of this initiative that not only helps expand our production capacity and supplementary
income, but also provides a crucial marketplace for rural coffee farmers in our region, and limits
environmental damage to local waterways.
The Problem:
Traditionally, in order to sell their coffee, farmers must individually process their coffee from its
cherry form to parchment. This involves removing the cherry layer, washing off the sugars, and
carefully drying the coffee to a specific humidity level.
Processing the cherries can be a difficult strain on local farmers given that the cherries must be
processed within 24 hours of picking. Farmers can also potentially damage their crop with old,
outdated machines or by improperly drying the beans. In regards to the actual sale, farmers need to
physically deliver the coffee, often on horseback, to the nearest town center which could be miles
away across steep, difficult terrain.

The Solution:
Our team recognized the opportunity to support local farmers while improving our business. To
accommodate this program, we have established remote coffee cherry receiving points for rural
farmers at the edges of our farms. We are able to test the quality of the cherries brought to us and
can offer a fair market price for their unprocessed coffee. Then, through trucks and piping, we
transport the cherries to one of our wet mills. With more sophisticated infrastructure, we can
extract more value from the farmers' cherries. Our facilities are also designed to minimize our
environmental footprint through proper waste disposal, advanced machinery, improved piping, etc.
As we update our processing facilities over the course of the next few years, we expect to eventually
have the capability to process up to 1.4 million pounds of cherries every day.
55
 Beyond Green Coffee
GCC has many exciting opportunities to grow the business outside of green coffee

The farmhouse on La Gabriela is lovely, and

ideally suited for coffee tourism and education Banana trees growing on La Gabriela

Coffee cherries are rich in anti-oxidants and

natural sugars New beehives installed on El Leon Santiago checking a sample of our coffee 56
Untapped Potential in the Coffee World
Several opportunities the management team has been researching and developing could help drive value
in the business.
Organic Compost
Reducing waste and creating value
Description: An immense amount of organic material is produced
through the wet milling process. This can efficiently be turned into
organic compost, thus reducing our fertilizing costs.
Future: We intend to scale up the compost pilot project from 2019
as the new farms come online and our fertilizing needs grow.
Banana Trees
Taking advantage of unproductive farmland
Description: A well-run coffee farm will often have additional
crops, like bananas, growing in low-lying, unproductive areas to help
lower overall farm costs, effectively manage land use, and keep
workers employed full-time where feasible.
Future: We currently have a 22 acre plot of land with 10,000 banana
trees, and are planning to continue the operation.
Coffee Cherry Products
Using every part of the coffee cherry
Description: From coffee cherry tea, to liquor, to cosmetics, there
are ample opportunities to create intriguing, innovative products
from what is normally considered a waste product.
Future: We will partner with mission-aligned companies that
produce coffee cherry products that will engage with the Salgar
community.
Beehives
Creating honey and sustaining the local ecosystem
Description: Beehives are an excellent use of forested areas on the
farms, and represent an important part of the ecosystem in Salgar.
Honey from these hives often tastes unique, as the majority of the
nectar originates from fragrant coffee flowers.
Status: We have installed 9 beehives to date, and intend to build out
the program in the future. The first honey is starting to be collected.
57
Untapped Potential in the Coffee World
Here are several opportunities the management team has been researching and developing that could
help drive value in the business.
Roasted Coffee
The end of the supply chain
Description: As the company vertically integrates, selling roasted
coffee directly to consumers is a logical next step. Cutting out
intermediaries allows us to preserve as much of the margin on our
coffee as possible, giving this opportunity the potential to be the
most profitable distribution method for GCC.
Challenges:
§ Product development
§ Product shelf life (3 months, as opposed to around a year)
§ Establishing new partnerships
§ Saturated roasted coffee market in developed countries
Future: We have started working with Colombian, U.S. and Chinese
clients and other partners in the sale of roasted coffee, and we will
continue to explore this channel in the years to come. We have
already completed test orders of roasted coffee at a profitable level,
and will likely revisit this sales channel once our core operations are
fully built out.
Coffee Tourism
Showing off our company to the world
Description: Coffee tourism continues to grow in popularity in
Colombia. Additionally, it is increasingly common for green coffee
clients to schedule origin visits. A well run hotel on the farms
provides a great way to close on new customers or maintain old ones.
Future: One of the beautiful, well positioned farm houses could be
renovated into a hotel that could serve clients, investors, and tourists.
Bio-digester
Creating energy from our waste products
Description: A bio-digester uses the metabolic processes of
anaerobic bacteria feeding on organic waste matter in concrete tanks
to produce biogas. This in turn is used to generate electricity. The
organic waste can then also be used as an organic fertilizer.
Future: We plan on revisiting the use of a bio-digester as part of the
wet milling facilities following their completion in a few years.
58
 Financial Projections & Modeling
Salgar Group Asset Acquisition Opportunity

Robby Kuster explaining the coffee growth process to a group of potential investors at La A farmer on La Gabriela smiling for the 59
Grecia on an investor expedition camera
Explanation for the Primary Variable Changes
These are the starting values for the variables that the GCC’s management team believes most directly
affect the profitability of the business. Certain of the variables adjust over time as the company grows.
2020
Variable Explanation
Value
This is the average price standard parchment will be sold, based on standard pricing posted by
Avg. Parchment Price/lb $3,810
1 (COP) ($1.00 USD)
the FNC. It is important to note that because all coffee parchment that GCC sells is sold
within Colombia, the actual numerical value should be presented in COP.

This is the average price for green coffee of all quality levels sold to international clients, from
Avg. Green Bean Price/lb multi-national distributors to small roasters. Our assumptions are based on the company’s past
2 (USD)
$1.83 sales, as well as projections from the quality control and sales teams of expected quality and
typical sales prices.

Avg. Cost to Produce & This variable includes all cultivation and processing costs to produce coffee parchment, as well
$2,619
3 Purchase Parchment/lb
($0.69 USD)
as costs of purchases. The figure is based on the company’s past experience, as well as detailed
(COP) forward-looking projections.

Profitability of the business will be determined by the ability of the company to sell
GCC Production: internationally and generate premiums from higher quality coffees. We estimate 25% of
4 International Sales Split
25% production will be destined for international sales. This percentage is expected to increase over
time as we develop international sales channels.

This is a conservative assumption that the exchange rate will not lose any additional value
5 USD : COP FX Rate 1 : 3,800 compared to the US dollar as the emerging economy endures through the crisis and years
following.
60
Production & Pricing Sensitivity Analysis
The following sensitivity table shows the internal rate of return under various scenarios regarding the
two primary sets of variables, productivity and pricing.
Farm Productivity How to read this chart
This is a presentation of different possible internal rates
-20% -10% Projected 10% 20%
of return (IRR) based on changes to two key variables,
-10% 11% 14% 16% 18% 20% farm productivity and coffee pricing. For example,
Coffee Pricing

-10% under farm productivity means that production is

-5% 13% 15% 17% 19% 21%
10% lower than the management team’s projections.
Projected 14% 17% 19% 21% 23% Even under adverse conditions in both productivity and
5% 16% 18% 21% 23% 25% pricing, the IRR is projected to remain well into the
positive range.
10% 18% 20% 22% 24% 26%

Coffee Pricing Farm Productivity

Positive Drivers: Improved coffee quality,
strong sales channels, increased international
sales, and rises in the global commodity price
Negative Risks: Low coffee quality, unstable
sales channels, high percentage of local sales,
and decreases in the global commodity price
Positive Drivers: Improved farming
practices, upgraded processing capabilities,
favorable weather conditions,
Negative Risks: Beetle and fungus
pervasiveness, unfavorable weather
conditions, improperly trained labor, lower
than projected processing capabilities

61
What does an exit look like for the GCC Project?
We see a few possible options to leverage GCC’s strengths into an attractive exit.
Potential Exit Options:
1. Corporate buyout: This is the most likely option in our eyes. Below are
two possible corporate buyers:
§ Retail coffee chains or large roasters: Coffee businesses in developed
markets looking for a vertically integrated supply chain solution with a
unique marketing story. They would acquire and transfer all their existing
supply chains from external counterparties to GCC Operations.
§ Local large-scale Colombian coffee operators: A business likely part of
global commodity conglomerates, involved with the coffee supply chain
who see value in controlling at origin farming productions. They would
merge GCC into their existing group operations.
2. IPO: This would be possible in 3+ years time if we engage in further capital raises
and build upon the business; this option is more viable now as we have better
access to capital markets given our re-domiciliation to Delaware
3. Private equity buy-out: This is less likely to receive the highest valuation for
investors, but is a potential option in the future
How did we model the exit?
We took a conservative estimate of 12X EBITDA in the terminal year (year
7). We feel this is a fairly conservative estimate of enterprise value for our
most likely intended buyers (please see the next slide for more information)
Exit Enterprise Value: $51.15 million USD
Key value points for a potential acquirer:
§ GCC is “sale ready:” The company is “pre-packaged” in
legal terms, and the entire enterprise can be purchased by
acquiring the parent company in Delaware. This saves the
acquirer both time and capital if they wanted to replicate
the company’s operations over time in the future.
§ Vertically Integrated: The company could serve as a
partial, or potentially the complete, integrated supply chain
for an end client buyer (i.e. a chain of retail coffee shops, a
coffee roaster group, etc.). Therefore, the acquirer can
likely achieve cost efficiencies on their current supply chain
pricing from 3rd parties with the added value of the
increased control allowed in vertically integrating their
operations.
§ A Unique Story: The company will have a unique story
with marketing value that can be “bolted” onto an existing
enterprise and create additional value for the acquirer’s
existing business.
§ Consolidated Operating Entity: The company will
already be an operating, profitable business, not an asset
sale. Therefore, the acquiring company will not have to
invest significant funds post-deal nor spend exorbitant
amounts of their management team's attention to ensure
the business continues operations.
62
Comparative Company Valuation Analysis
Most companies with direct exposure to the coffee industry are massive, multi-billion dollar enterprises.
The public valuation of these companies can set a benchmark for the reader to which our estimated
exit of 12x EBITDA can be viewed as a conservative estimate of future GCC enterprise value.
Company Ticker Market Cap 2019 EBITDA Multiple
Starbucks Corporation SBUX 90,812,000 6,246,500 14.54
Nestle S.A. NRSGY 310,515,000 19,989,000 15.53
Keurig Dr. Pepper Inc. KDP 39,238,000 3,046,000 12.88
JDE Peet’s N.V. JDEP 16,958,000 1,043,000* 16.25
* This represents “operating income,” which was the only comparable data point available at the time of this presentation

Note: All pricing above was

calculated on May 30th, 2020,
which is in the midst of the
global pandemic.

63
 GREEN COFFEE COMPANY FINANCIAL OVERVIEW - CONSOLIDATED COFFEE FARM DEAL
FARM TRANSACTION DETAILS ROUND 1 ROUND 2 MAIN VARIABLE CHANGES
Total Number of Acres 606 1,758 2020 2021 2022 2023 2026
USD:COP Exchange Rate (day of purchase) 2,892 3,800 Cost to produce & purchase/lb (COP) $ 2,619 $ 2,851 $ 2,802 $ 2,895 $ 3,270
Price paid per acre (USD) $ 3,496 $ 2,148 Standard Parchment Sales Price/lb (COP) $ 3,810 $ 3,039 $ 3,150 $ 3,225 $ 3,659
Farm Price (USD) $ 2,118,878 $ 3,776,526 Green Bean Sales Price/lb (USD) $ 1.83 1.92 2.08 2.17 2.60
Total amount paid to sellers (as of today) $ 1,197,855 $ 70,476 USD : COP FX Rate 3,800 3,800 3,800 3,800 3,800
International Sales Split 25% 50% 60% 70% 90%
REMAINING FARM PAYMENTS (USD) ROUND 1 ROUND 2 FARM BUILDOUT & PRODUCTION STATISTICS
Payments in 2020 $ 597,877 $ 1,266,366 Number of Productive Acres 682 1,087 1,485 1,485 1,485
Payments in 2021 $ 323,146 $ 1,351,421 Production/Acre (lb.) 1,952 2,813 3,296 3,306 3,612
Payments in 2022 $ - $ 1,088,263 Parchment Produced on GCC Farms 1,331,027 3,058,883 4,894,212 4,909,231 5,364,230
Total Remaining Capital Payments $ 921,023 $ 3,706,050 Total Purchases in Parchment 1,543,220 1,653,450 1,653,450 1,653,450 1,653,450
Total Company Production 2,874,247 4,712,333 6,547,662 6,562,681 7,017,680
CAPITAL TABLE LEGACY GROUP ROUND 1 ROUND 2 Parchment & Sub-Product Sold Domestically 2,359,621 3,007,875 3,638,512 3,128,337 2,142,096
Share Price 555 $ 502 $ 600 Green Coffee Sold Inernationally 405,131 1,342,586 2,294,565 2,710,272 3,854,713
Total Raised $ 1,044,483 $ 7,306,372 $ 10,101,682
Number of Shares 1,883 14,541 16,836 BASIC INCOME STATEMENT
Ownership 6% 44% 51% 2020 2021 2022 2023 2026
Note: The Legacy Group has a permanent 6% stake in the GCC Standard Parchment Sales Domestic Sales) $ 1,646,828 $ 1,447,048 $ 1,698,274 $ 1,316,967 $ 525,130
Sub-product Sales $ 397,009 $ 578,893 $ 777,906 $ 782,235 $ 834,986
SOURCES AND USES TABLE (USD) Green Coffee Sales (International Sales) $ 743,026 $ 2,571,752 $ 4,777,516 $ 5,882,732 $ 9,538,941
Sources Uses Total Revenues $ 2,786,863 $ 4,597,692 $ 7,253,697 $ 7,981,934 $ 10,899,058
Equity Capital Raised $ 10,101,682 Farm Acquisition $ 3,776,526 Cost of Production, Purchases & Logistics $ (1,981,118) $ (3,535,176) $ (4,828,572) $ (4,999,957) $ (5,810,811)
Working Capital $ 1,500,000 Administrative Costs & Management Fees $ (696,644) $ (802,156) $ (806,696) $ (811,281) $ (825,314)
Farm Development $ 680,000 EBITDA $ 109,101 $ 260,361 $ 1,618,428 $ 2,170,696 $ 4,262,932
Gualanday Infrastructure $ 1,725,658 Estimated Allowable Depreciation $ (237,829) $ (424,571) $ (447,580) $ (470,589) $ (534,773)
Esmeralda Infrastructure $ 1,457,063 Effective Tax Burden & Interest Expense $ - $ - $ (245,878) $ (357,023) $ (782,913)
Other Infrastructure $ 336,842 Net Income from Ongoing Operations $ (128,728) $ (164,211) $ 924,970 $ 1,343,085 $ 2,945,246
Deal Fees + Capital Raise IRR CALCULATION
$ 625,592
Team Commission Fees Cash Flow from Operations $ 109,101 $ 260,361 $ 1,372,550 $ 1,813,674 $ 3,480,019
Total $ 10,101,682 Total $ 10,101,682 Additional Capital Expenditures $ (15,000) $ (15,000) $ (85,000) $ (85,000) $ (265,000)
Final cash flow to all investors $ 94,101 $ 245,361 $ 1,287,550 $ 1,669,690 $ 2,755,495
Enterprise Value $ 51,155,183
Cash flow to Round 2 Investors $ 47,635 $ 111,783 $ 586,590 $ 760,688 $ 23,037,058
ROI 0% 1% 6% 8% 228%
FINAL Round 2 IRR 19%
64
 GCC ANNUAL CONSOLIDATED FINANCIAL STATEMENTS: Income Statement

Income Statement 2020 2021 2022 2023 2024 2025 2026

Domestic Standard Parchment Sales
Commodity Coffee $ 1,176,365 $ 917,940 $ 678,877 $ 424,679 $ 230,765 $ 96,504 $ 97,194
Differentiated Coffee $ 470,463 $ 481,664 $ 832,949 $ 680,408 $ 456,913 $ 231,949 $ 224,563
Specialty Coffee $ - $ 47,443 $ 186,448 $ 211,879 $ 243,149 $ 173,325 $ 203,373
REVENUE

Sub-Product Sales $ 397,009 $ 578,893 $ 777,906 $ 782,235 $ 788,401 $ 816,021 $ 834,986

International Sales
Commodity Coffee $ 522,971 $ 1,511,423 $ 1,676,694 $ 1,631,584 $ 1,519,849 $ 1,430,077 $ 1,440,303
Differentiated Coffee $ 220,056 $ 954,189 $ 2,475,143 $ 3,145,118 $ 3,620,629 $ 4,135,479 $ 4,003,785
Specialty Coffee $ - $ 106,140 $ 625,680 $ 1,106,031 $ 2,175,878 $ 3,489,844 $ 4,094,854
Total Revenue $ 2,786,863 $ 4,597,692 $ 7,253,697 $ 7,981,934 $ 9,035,585 $ 10,373,199 $ 10,899,058

Parchment Production & Pruchases

Standard Lots $ 743,566 $ 1,725,904 $ 2,627,308 $ 2,255,544 $ 1,936,384 $ 1,662,386 $ 1,427,158
Novelty Varietal Lots $ - $ - $ 188,629 $ 646,272 $ 1,100,555 $ 1,627,106 $ 2,053,045
Research Lots $ - $ - $ - $ 26,842 $ 54,221 $ 54,763 $ 55,311
Coffee Cherry Purchases $ 639,474 $ 725,286 $ 732,539 $ 739,865 $ 747,263 $ 754,736 $ 762,283
Coffee Parchment Purchases $ 416,842 $ 719,368 $ 726,562 $ 733,828 $ 741,166 $ 748,578 $ 756,063
Operating Expenses
EXPENSES

Wet Mill Operating Expense $ 99,886 $ 177,030 $ 256,279 $ 264,949 $ 277,219 $ 296,038 $ 310,396
Infrastructure Maintenance $ 53,785 $ 95,324 $ 137,996 $ 142,665 $ 149,272 $ 159,405 $ 167,137
Dry Milling & International Logistics $ 27,565 $ 92,262 $ 159,259 $ 189,993 $ 225,652 $ 269,113 $ 279,418

Management Expenses
Annual Management Fees $ 247,144 $ 348,161 $ 348,161 $ 348,161 $ 348,161 $ 348,161 $ 348,161
Salaries and Wages $ 241,500 $ 243,915 $ 246,354 $ 248,818 $ 251,306 $ 253,819 $ 256,357
Administrative & General Expenses $ 208,000 $ 210,080 $ 212,181 $ 214,303 $ 216,446 $ 218,610 $ 220,796
Total Operating Expenses $ 2,677,762 $ 4,337,332 $ 5,635,268 $ 5,811,238 $ 6,047,646 $ 6,392,715 $ 6,636,126

EBITDA $ 109,101 $ 260,361 $ 1,618,428 $ 2,170,696 $ 2,987,939 $ 3,980,484 $ 4,262,932

Estimated Allowable Depreciation $ (237,829) $ (424,571) $ (447,580) $ (470,589) $ (493,598) $ (516,606) $ (534,773)
Effective Tax Burden $ - $ - $ (245,878) $ (357,023) $ (523,812) $ (727,414) $ (782,913)
Net Income $ (128,728) $ (164,211) $ 924,970 $ 1,343,085 $ 1,970,529 $ 2,736,463 $ 2,945,246
65
GCC ANNUAL CONSOLIDATED FINANCIAL STATEMENTS: Balance Sheet
Opening Balance
Balance Sheet Sheet 2020 2021 2022 2023 2024 2025 2026

Cash & Cash Equivalents $ 10,882,577 $ 7,365,504 $ 2,866,101 $ 1,350,153 $ 1,297,285 $ 1,275,660 $ 1,281,195 $ 1,485,139

Inventory
Supplies $ 127,208 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000
Coffee Stock (as a % of total cost) 30% $ 871,295 $ 594,335 $ 1,060,553 $ 1,448,572 $ 1,499,987 $ 1,569,520 $ 1,671,638 $ 1,743,243
Total Inventory $ 998,503 $ 844,335 $ 1,310,553 $ 1,698,572 $ 1,749,987 $ 1,819,520 $ 1,921,638 $ 1,993,243

Pre-Paid Expenses & Accounts Receivable $ 225,503 $ 225,503 $ 225,503 $ 225,503 $ 225,503 $ 225,503 $ 225,503 $ 225,503

Property Plant & Equipment

Land $ 5,651,428 $ 5,651,428 $ 5,651,428 $ 5,651,428 $ 5,651,428 $ 5,651,428 $ 5,651,428 $ 5,651,428
Proudctive Farmland $ 534,034 $ 806,034 $ 1,214,034 $ 1,284,034 $ 1,354,034 $ 1,424,034 $ 1,494,034 $ 1,744,034
New Processing Facilities $ - $ 349,671 $ 1,366,931 $ 1,366,931 $ 1,366,931 $ 1,366,931 $ 1,366,931 $ 1,366,931
New Buildings $ - $ 1,026,316 $ 1,815,790 $ 1,815,790 $ 1,815,790 $ 1,815,790 $ 1,815,790 $ 1,815,790
Other Infrastructure $ - $ 168,421 $ 336,842 $ 505,263 $ 673,684 $ 842,105 $ 1,010,526 $ 1,010,526
Vehicles & Existing Infrastructure $ 794,688 $ 809,688 $ 824,688 $ 839,688 $ 854,688 $ 869,688 $ 884,688 $ 899,688
Accumulated Depreciation $ (31,732) $ (269,561) $ (694,133) $ (1,141,713) $ (1,612,301) $ (2,105,899) $ (2,622,505) $ (3,157,278)
Net property, plant and equipment $ 6,948,418 $ 8,541,997 $ 10,515,580 $ 10,321,421 $ 10,104,254 $ 9,864,077 $ 9,600,892 $ 9,331,119

Exchange Rate Adjustment $ 392,040 $ 392,040 $ 392,040 $ 392,040 $ 392,040 $ 392,040 $ 392,040
Total Assets $ 19,055,001 $ 17,369,379 $ 15,309,777 $ 13,987,689 $ 13,769,069 $ 13,576,800 $ 13,421,268 $ 13,427,044

Liabilities
Accounts Payable $ 21,219 $ 21,219 $ 21,219 $ 21,219 $ 21,219 $ 21,219 $ 21,219 $ 21,219
Notes Payable $ 4,457,428 $ 2,762,830 $ 1,088,263 $ - $ - $ - $ - $ -
Other Liabilities $ 22,936 $ 22,936 $ 22,936 $ 22,936 $ 22,936 $ 22,936 $ 22,936 $ 22,936
Total $ 4,501,583 $ 2,806,985 $ 1,132,418 $ 44,155 $ 44,155 $ 44,155 $ 44,155 $ 44,155

Shareholder's Equity
Beginning balance $ 15,388,136 $ 14,553,418 $ 14,562,394 $ 14,177,358 $ 13,943,534 $ 13,724,914 $ 13,532,645 $ 13,377,113
Exchange Rate Adjustment $ 222,395
Dividends $ - $ (84,691) $ (220,825) $ (1,158,795) $ (1,502,721) $ (1,946,954) $ (2,484,667) $ (2,479,946)
Profit/(Loss) $ (834,718) $ (128,728) $ (164,211) $ 924,970 $ 1,284,102 $ 1,754,685 $ 2,329,135 $ 2,485,722
Ending Balance $ 14,553,418 $ 14,562,394 $ 14,177,358 $ 13,943,534 $ 13,724,914 $ 13,532,645 $ 13,377,113 $ 13,382,889

Total Liabilities and Shareholder's Equity $ 19,055,001 $ 17,369,379 $ 15,309,777 $ 13,987,689 $ 13,769,069 $ 13,576,800 $ 13,421,268 $ 13,427,044
66
GCC ANNUAL CONSOLIDATED FINANCIAL STATEMENTS: Statement of Cash Flows & IRR Calcs

Statement of Cash Flows

2020 2021 2022 2023 2024 2025 2026
Net Income $ (128,728) $ (164,211) $ 924,970 $ 1,343,085 $ 1,970,529 $ 2,736,463 $ 2,945,246
Depreciation $ (237,829) $ (424,571) $ (447,580) $ (470,589) $ (493,598) $ (516,606) $ (534,773)
Total cash generated by operations $ 109,101 $ 260,361 $ 1,372,550 $ 1,813,674 $ 2,464,127 $ 3,253,069 $ 3,480,019

Changes in Current assets $ 154,168 $ (466,217) $ (388,019) $ (51,415) $ (69,533) $ (102,118) $ (71,606)
Changes in Current liabilities $ - $ - $ - $ - $ - $ - $ -
Capital Expenditures $ (1,831,408) $ (2,398,155) $ (253,421) $ (253,421) $ (253,421) $ (253,421) $ (265,000)
Note Payments $ (1,864,243) $ (1,674,567) $ (1,088,263) $ - $ - $ - $ -
Capital Contributions $ - $ - $ - $ - $ - $ - $ -
Performance fees $ - $ - $ - $ (58,983) $ (215,844) $ (407,328) $ (459,523)
Dividends (% of free cash flow) 90% $ (84,691) $ (220,825) $ (1,158,795) $ (1,502,721) $ (1,946,954) $ (2,484,667) $ (2,479,946)

Net cash generated $ (3,517,073) $ (4,499,403) $ (1,515,948) $ (52,867) $ (21,626) $ 5,536 $ 203,944

Beginning Cash $ 10,882,577 $ 7,365,504 $ 2,866,101 $ 1,350,153 $ 1,297,285 $ 1,275,660 $ 1,281,195

Ending Cash $ 7,365,504 $ 2,866,101 $ 1,350,153 $ 1,297,285 $ 1,275,660 $ 1,281,195 $ 1,485,139

Final IRR Calculation

2020 2021 2022 2023 2024 2025 2026

Total Cash Flow After Tax (Add Depreciation) $ 109,101 $ 260,361 $ 1,372,550 $ 1,813,674 $ 2,464,127 $ 3,253,069 $ 3,480,019

Management Calc: Hurdle Rate to Investors $ 1,107,152 $ 1,107,152 $ 1,107,152 $ 1,107,152 $ 1,107,152 $ 1,107,152 $ 1,107,152
Management Calc: Excess Return over Hurdle Rate $ (1,235,880) $ (1,271,363) $ (182,182) $ 235,933 $ 863,377 $ 1,629,311 $ 1,838,093
Management Calc: Performance Fee to Asset Manager $ - $ - $ - $ 58,983 $ 215,844 $ 407,328 $ 459,523

Final Cash Flow from Operations $ 109,101 $ 260,361 $ 1,372,550 $ 1,754,690 $ 2,248,283 $ 2,845,742 $ 3,020,495
Budget for future cap-ex farmland investments $ (15,000) $ (15,000) $ (85,000) $ (85,000) $ (85,000) $ (85,000) $ (265,000)
Final Cash Flow (Consolidated) $ - $ 94,101 $ 245,361 $ 1,287,550 $ 1,669,690 $ 2,163,283 $ 2,760,742 $ 2,755,495
Enterprise Value $ 51,155,183
Net Cash Return to Investors (Consolidated) $ 43,029,241
Cash Flow to Investors (ROUND 2) 51% $ (10,058,811) $ 111,783 $ 586,590 $ 760,688 $ 985,561 $ 1,257,755 $ 23,037,058
ROI (ROUND 2) 0% 1% 6% 8% 10% 12% 228%
IRR (ROUND 2) 19% 67
 CAPITAL DEPLOYMENT
Depreciation Starting
Farmland Development Rate Balance 2020 2021 2022 2023 2024 2025 2026
Farmland Development Balance $ - $ 534,034 $ 752,298 $ 1,079,363 $ 1,063,761 $ 1,043,492 $ 1,018,556 $ 988,954
Farmland Investments 7% $ 534,034 $ 272,000 $ 408,000 $ 70,000 $ 70,000 $ 70,000 $ 70,000 $ 250,000
Ending Farmland Development Balance $ 534,034 $ 806,034 $ 1,160,298 $ 1,149,363 $ 1,133,761 $ 1,113,492 $ 1,088,556 $ 1,238,954
Depreciation Expense $ - $ (53,736) $ (80,936) $ (85,602) $ (90,269) $ (94,936) $ (99,602) $ (116,269)
Accumulated Depreciation $ - $ (53,736) $ (134,671) $ (220,273) $ (310,542) $ (405,478) $ (505,080) $ (621,349)
Net Carrying Value $ 534,034 $ 752,298 $ 1,079,363 $ 1,063,761 $ 1,043,492 $ 1,018,556 $ 988,954 $ 1,122,685
The capital raise will cover the first two years of tree build-out, which represents 850,000 additional productive trees at $0.80 per tree. All productive
farmland assets depreciate across 15 years, which is the average lifespan of a coffee tree. The investments included here are only long-term (coffee tree
Farmland Development Explanation planting & sapling cultivation, land development) etc. and don't include yearly expenses to operate the farmland. The additional $70k annually will be
covered with our free cash flow.

Depreciation Starting
Infrastructure Rate Balance 2020 2021 2022 2023 2024 2025 2026
Infrastructure Balance $ - $ 762,956 $ 2,138,270 $ 3,784,790 $ 3,606,233 $ 3,409,334 $ 3,194,093 $ 2,960,510
Gaualnday Wet Mill Equipment 10% $ - $ 349,671 $ 349,671 $ - $ - $ - $ - $ -
Gualanday Buildings 5% $ - $ 1,026,316 $ - $ - $ - $ - $ - $ -
Esmeralda Wet Mill Equipment 10% $ - $ - $ 667,589 $ - $ - $ - $ - $ -
Esmeralda Buildings 5% $ - $ - $ 789,474 $ - $ - $ - $ - $ -
Vehicles & Existing Infrastructure 10% $ 794,688 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 15,000
Other Capital Expenditures 10% $ - $ 168,421 $ 168,421 $ 168,421 $ 168,421 $ 168,421 $ 168,421 $ -
Ending Infrastruture Balance $ 794,688 $ 2,322,364 $ 4,128,425 $ 3,968,211 $ 3,789,654 $ 3,592,755 $ 3,377,514 $ 2,975,510
Depreciation Expense $ - $ (184,094) $ (343,636) $ (361,978) $ (380,320) $ (398,662) $ (417,004) $ (418,504)
Accumulated Depreciation $ (31,732) $ (215,826) $ (559,461) $ (921,439) $ (1,301,759) $ (1,700,421) $ (2,117,425) $ (2,535,929)
Net Carrying Value $ 762,956 $ 2,138,270 $ 3,784,790 $ 3,606,233 $ 3,409,334 $ 3,194,093 $ 2,960,510 $ 2,557,006
Infrastructure spending is based on the projections from the Salgar management team, as well as cost estimates from contractors of the wet mills. We
Infrastructure Explanation hope to reduce the cost further as we continue to negotiate with contractors. The first two years of Other capital expenditures is covered by the capital
raise, with the additional years covered by free cash flow.

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Deal Structure Assumptions
Hurdle Rate
Management Performance
Participation Rate
Annual Management Fee
Effective Entity-Wide Tax Rate
Capital Raise Fees
Transaction Expenses
Capitalization Rate for End Asset Sale
CORE MODEL & SALES ASSUMPTIONS
6.0% Per Shareholder Agreement
Performance bonus based on annual operating results. 25% of the net profit earned over a hurdle rate of 6%
25.0%
preferential returns to investors. Per shareholder agreement
2.0% As a percentage of the capital raise, per the Shareholder Agreement
We have assumed that 100% of our taxable income has been taxed at full US Federal C-Corp rates. Note that
for corporate profits recognized in Colombia, the agriculture sector has certain tax benefits which will result
21.0%
in effective corporate tax rates materially below the average rate forecasted here. In order to be
conservative, we have assumed the full US effective tax rate.
5.5% Per Private Placement Memorandum
$ 70,000 Legal, regulatory, SEC registration, & miscellaneous deal related fees.
8.33% This is a conservative estimate of selling the business at a 12X EBITDA multiple

Key Sales Assumptions 2020 2021 2022 2023 2024 2025 2026
Percentage for international sales 25% 50% 60% 70% 80% 90% 90%
Percentage for domestic sales 75% 50% 40% 30% 20% 10% 10%
Exchange Rate 3,800 3,800 3,800 3,800 3,800 3,800 3,800
Inflation Rate 1.00% 1.00% 1.00% 1.00% 1.00% 1.00% 1.00%
These percentages represent the split of GCC's standard parchment production as well as standard parchment purchased
International vs. Domestic Sales split
between domestic and international sales.
Exchange Rate This amount is based on an USD : COP exchange rate of 1 : 3,800. This rate is very conservative, and in line with the lowest long-
term values of the Colombian banking system.
Due to the variable nature in which the inflation rate, exchange rate, and commodity pricing interact, predicting a sizeable rate
Inflation Rate of inflation did not feel apt for use in this financial model. Therefore it is meant to show marginal increases in variable prices and
costs over time.
The percentage above represents the percentage of standard parchment sold locally. However, the company also sells all sub-
Domestic Sales
products within Colombia, which is comprised of both parchment and green coffee sub-products
International Sales All coffee sold internationally is first milled into green coffee, and then sold at different price points based on its quality.
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Disclosures
Special Note About Forward-Looking Statements
This presentation contains forward-looking statements that represent our beliefs, projections and predictions about future events or our future performance. You can
identify forward-looking statements by terminology such as “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “forecast,” “outlook,” “intend,” “may,”
“plan,” “possible,” “potential,” “predict,” “project,” “seek,” “should,” “target,” “will,” “would” or the negative or plural of these terms or other similar expressions or
phrases. These forward-looking statements are necessarily subjective and involve known and unknown risks, uncertainties and other important factors that could cause
our actual results, performance or achievements or industry results to differ materially from any future results, performance or achievements described in or implied
by such statements.
Risk factors and uncertainties that may cause actual results to differ materially from expected results include, among others: access to capital at all or on terms that we
deem acceptable; failure to achieve the results set forth in our projections; detrimental changes to the coffee industry; downturns in pricing for our products and raw
materials; farming risks related to agricultural products; increased competition; loss of key personnel; risks of fluctuations in applicable exchange rates; changes to tax
laws and other economic conditions in Colombia and the other markets in which we operate; risks of natural disasters and other acts of god; illiquidity with respect to
farming assets; changes in governmental regulations applicable to our business; and increased costs, including unexpected costs related to the development and
maintenance and losses not subject to insurance protection.
You are cautioned that it is not possible to predict or identify all of the risks, uncertainties and other factors that may affect future results and that the above list
should not be considered to be a complete list. Any forward-looking statement you read in this presentation reflects our current views with respect to future events
and is subject to these and other risks, uncertainties and assumptions relating to our operations, operating results, growth strategy and liquidity. You should not place
undue reliance on these forward-looking statements because such statements speak only as to the date when made. We assume no obligation to publicly update or
revise these forward-looking statements for any reason, or to update the reasons actual results could differ materially from those anticipated in these forward-looking
statements, even if new information becomes available in the future, except as otherwise required by applicable law.

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