# Knowledge as a Service, Inc. (KaaS) The future of learning: software that builds performance-based habits at scale! ## Elevator pitch We provide software that automates human performance, connecting HR/learning to front-line sales/performance so employees can be rock stars every day. We give companies the tools they need to organize and deliver their learning materials; they push the content to apps we provide so their employees can engage in a fun, incentivized and competitive manner which ultimately leads to behavior-change. - Canonical URL: https://wefunder.com/kaas - Entity ID: wefunder:company:72923 - Last updated: 2026-06-23T05:01:35Z - Generated at: 2026-06-23T23:26:13Z ## Quick facts - Shares are $0.75/ea and projected to top $40/per in the coming years. đŸ”„ - 🚀 Pipeline growth from 300K in Jan 2021 to over $1.1MM in January 2022 with 28% close rate. - đŸ’Ș 7 contracts with Fortune 1000s + Fortune 50 (providing recurring revenue) - 💰 $1.5MM raised prior to Wefunder plus over $4MM in revenue generated by software during R&D phases - âšĄïž Fast customer adoption (under 2 hrs) and high product margins at +65% - 🗣 Co-Founder is a thought leader / speaker in the corporate learning & development industry - đŸ”„ Board includes innovative change management experts & successfully exited entrepreneurs - 📄 3 patents awarded to Ringorang’s behavior change methodology and functionality ## Active fundraises - wefunder:fundraise:39247: 4(a)(6) successful (USD) - wefunder:fundraise:39248: 4(a)(6) successful (USD) ## Story Ringorang by KaaS: a positive changemaker born out of tragedy, and a unique combination of advertising principles, technology, and learning science. Starting with employee behaviors, this multi-patented solution is changing the workplace training landscape forever—and it’s changing lives.The majority of managers are dissatisfied with their company’s training, and most employees aren’t engaged—so behaviors don't change. Business targets are missed, time is wasted and billions are lost to compliance-related costs.$240B was spent on advertising in the US in 2020. Why? Because it’s effective. It repeats short, entertaining messages that change attitudes and behaviors. That’s why Ringorang combines advertising principles, cognitive science, and training methods in the first software solution to make behavior modification drag-and-drop simple.Two Fortune 50 tech companies have applied Ringorang to increase sales performance. Two more are onboarding us now. Major utilities have used it to pass audits and compliances. World-leading consultancies recently began offering us to their customers as a change management solution. Cybersecurity. Leadership. Safety. Health and Well-Being. The list of behaviors to impact grows and grows.The product was built in collaboration with the U.S. government, national laboratories and universities as well as marketing experts. Its process empowers a customer to reverse-engineer from their targeted business outcomes, map those to human behaviors, deliver a user experience that does not steal time from the daily routine, and incentivize "stickiness" so habits are formed over time. Measurably. Easy to sell, easy to adopt and easy to useIn the US, $83B is spent annually on ineffectively training 40 million employees. Many factors contribute to this failure: limited budget/time, competing priorities, a lack of interest from workers, information overload, and a lack of follow-up after training are just a few. We solve all of these problems and more, with Ringorang.Our main recurring revenue stream is our high-margin platform subscription for Ringorang. In addition, we offer Success Coaching. Giant tech enterprises use our software for sales enablement, making a difference where LMS, microlearning and gamification have failed.Advisors to KaaS include the former Director of Change Management at PG&E, an executive at MGM, the founder of the Sports and Entertainment Group at Merrill Lynch, and more.Our mission has resonated with business leaders and investors all over the world, who testify to the global prevalence of poor workplace training. Here’s what a few of them have to say about why they invested in KaaS:This is a team of business and technology leaders who not only possess the expertise to succeed, but who have experienced first-hand the failure of corporate training. An unparalleled passion fuels the KaaS vision, and decades of experience working in enterprises makes selling the product to enterprises easy. Many of our clients have experienced corporate training first-hand and know that in most cases, it’s a check-the-box exercise. When leaders, trainers, and employees use our tools, they immediately see the difference. Here are just a few positive reactions to Ringorang:For over a decade, the KaaS founders have worked closely with Sigma Software, one of the leading outsource software partners in the world. Sigma has been critical to the design and development of Ringorang since inception. We recently advanced to a new level of partnership with this ISO certified and Microsoft certified developer.While our competitors are busy trying to improve learning, we have leapt far ahead to deliver organizational performance. We focus our customers only on what habits need forming to meet business goals. Our patented and clinically proven technology delivers industry-first impacts that business leaders love. The result? A fun and empowering experience for learners.Developed in cooperation with the Federal government, and now privatized and commercialized, the aggressive product roadmap for Ringorang includes AI and machine learning to optimize content development, enhanced data analysis, and integration with systems and processes of the world's leading companies.With a solid team in place, and proven software, the only piece missing are the funds to capitalize on momentum and expand our reach in the market. Together, we can help people and businesses thrive, and we have our sights set on every industry in the world. Join us and help change businesses and change lives.*This page contains forward-looking projections that cannot be guaranteed. ## FAQ 1. **Your deck states that you’ve been around “for more than a decade”. What is your ARR over that period?** - Ok, Bill, this is a great question. Our company has been around for 2 years, but the Ringorang IP precedes that. What’s great about your question is it highlights one of our main differentiators: the product went through years of government-backed R&D (when there was no ARR but about $4M revenue funded it, including commercial acceptance tests). All of that hard work was to prove it actually could change human behavior. That’s not just an interesting piece of tech, that’s world-changing. ... 2. **When did the ~$2.9MM project with the federal government occur? That detail and your trailing ARR are BIG items that seem to be absent.** - Thanks for asking these, Bill, keep them coming. $2.9M came from two utility contracts, which applied Ringorang to rigorous consumer behavior studies across several years. The utility partners for that were NV Energy and DTE Energy. And Ringorang also won other grant-funded projects as well, with the last one wrapping up in 2017. See our white paper at the bottom of the Overview section which summarizes those R&D projects. And here’s a timeline, for anyone who missed it from my last respo... 3. **How does Ringorang function for those who aren't neurotypical?** - This question gets at the heart of why Ringorang was created. I'll give you the short answer first: we haven't run a specific test with non-neurotypical. But getting at the heart of it: what's not commonly addressed in traditional learning is the way our brains work, i.e., our desire for immediate satisfaction, our fear of change, the reactions of our nervous systems, our non-linear thought processes, etc. What's addressed with Ringorang is how to attract someone's attention every so often, i... 4. **Hi Team. Can you help me understand 1) who are your competitors and how exactly you are different from the competition? 2) Why could they not simply replicate what you are doing? If it is IP, is it defensible? What protection is this IP giving you? 3) Share some of the key Saa...** - Hey Nikk – these are awesome questions! I only wish I had more time to write a shorter response! 😊 1) Our software closes the gap between HR/Training and Business Performance. Our competitors are in those silos. We project 18 months of blue ocean (no competition) before both sides start to converge on us. In the case of Business Performance, those are consultants, which are prospective partners not competitors. In the case of HR/Training, the competitors are Learning Management Systems, parti... 5. **Is KaaS publicly traded? Also, do investors see money back somehow?** - We are NOT publicly traded. We're proudly private! That's the beauty of the new law that favors startups that use crowdfunding: no longer are companies forced to go public --- which can be extremely expensive -- before marketing to the public at large. This portal is the future: allowing companies like ours to market far-and-wide about our investment opportunity. You don't need to go through a financial advisor or broker to access this investment. We love this way of doing business since it l... ## Team - Robert Feeney (President and Chief Vision Officer) - B Wayne Barkley (Chief Operating Officer) ## Q&A - Q: Hi guy, great business idea and congrats on your traction so far. I'm an impact investor, so believe this company fits my criteria profile. A couple of questions I don't believe I saw answered: 1. I didn't see a lot mentioned about the patents. Can you talk about what is, what exactly it covers, and provide the patent #s. 2. Is there a more detailed demo video publicly available for investors without having to go through the sales process. - A: Thanks, LD. Impact is where it's at. Here's the link to the three awarded/issued patents: tinyurl.com/kaaspatents > The spaced engagement pattern that pushes to the app and our awarding function that complements it— which are the aspects of the end-user experience that keep performers coming back to the content over and over, for months, without having to take time out of their daily routines. Without that, you simply can’t get enough repetition into the life of a busy person for them to form habits that lead to performance behaviors. The third covers some key engagement and community features we intend to execute on in future product development cycles, when competitors start cropping up. For demos, we have some boxed up ones that are on-demand void of a sales process. We typically like to present the full one, so the audience can see deeper value. Here's an example: vimeo.com/422988842/ff3bd4ee82 Interestingly, now that 2021 data is strong and powering growth in 2022, we're adding more sales collateral around larger marketing initiatives. That means a 10-minute demo is nearly ready to share with crowdsters and others. Stay tuned! - Q: Hi Team. Can you help me understand 1) who are your competitors and how exactly you are different from the competition? 2) Why could they not simply replicate what you are doing? If it is IP, is it defensible? What protection is this IP giving you? 3) Share some of the key SaaS metric numbers - share both at the user level (your customer’s user) as well as at the business level. Eg: ARPU, MAU, churn, lead to conversion etc 4) Is the revenue coming from a select few or spread across many? 5) Looks like one of the founders is lending money to KaaS at an interest. Is that a standard practice? 6) What are your financial projections through 2025 7) To understand the product better, do you have walkthroughs/demo links with more details? - A: Hey Nikk – these are awesome questions! I only wish I had more time to write a shorter response! 😊 1) Our software closes the gap between HR/Training and Business Performance. Our competitors are in those silos. We project 18 months of blue ocean (no competition) before both sides start to converge on us. In the case of Business Performance, those are consultants, which are prospective partners not competitors. In the case of HR/Training, the competitors are Learning Management Systems, particularly ones that use microlearning as a value add. Our success takes market share away from that value add in an LMS and leaves the LMS to do what it is specialized in (being a repository and course delivery system), instead of what it is NOT specialized in (driving performance and behavior change). Currently, Fortune 100s are picking us up to replace their LMS in this gap. 2) Our IP is defensible with patents, yes, and it also would take a complete overhaul of the solutions competitors offer to achieve our results (our system inverts traditional methods). We actually asked a Fortune 50 customer of ours which builds software technology for the world: “why did you choose our technology instead of building it yourself?” Their answer was “we do not want to go through the five years of clinical trials you went through to get these results when we can simply buy from you.” That’s why we think KaaS is an acquisition in the making. 3) To be clear, we don’t acquire B2C end-users but B2B customers with employees using our app at $5/mo per user on annual contracts. We formed KaaS to serve the Fortune 1000. First win was the Fortune 50 tech co I mentioned above. They acquired 3,500 licenses last year, and 9,000 this year, and they’ve so far identified a minimum of 25,000 next year, with the high-side opportunity of 150,000. We’ve been closing clone customers to them this year. Cost to acquire a user drops from $9 (eoy 2021 projection) to $3 by 2025; average rev per user drops from $17 (eoy 2021 projection) to $9 by 2025. LTV to COCA (lifetime value / cost of customer acquisition) show 3.7:1. We expect a 10% loss on recurring rev due to churn or price compression. 4) Current revs are spread across many including SMBs in test markets, with recurring revenue from the Fortune 50 I mentioned above who has been with us the longest, and clone customers in the Fortune 100 onboarding us now. Our sales process is three (3) phased “land and expand”: pilot first, expanded program second, and Enterprise Seat last. We’re negotiating an Enterprise version of our solution, including integrations, with our flagship customer now for delivery before eoy 2021, and aim to get across the enterprise with licenses by eoy 2022. This slide shows where we are in this strategy with our customers: https://tinyurl.com/kaas-land-and-expand 5) This particular founder is also one of the largest shareholders who has invested multiple times; his loan is convertible at a discount on a priced round. For that loan, it gives him a more fair conversion in a priced round versus taking more equity now. 6) Although projections are shown on page 20 of the Investor Deck in Downloads (https://tinyurl.com/kaas-deck), here’s the snap from our detailed financial projection (tab heavy) showing details: https://tinyurl.com/kaas-cashflow-projections 7) Yes. We have boxed-up ‘show and tell’ videos like this one: https://vimeo.com/422988842/ff3bd4ee82 We’re preparing a LIVE demo event for the crowd. That event will also include a walk-thru of financials. Stay tuned for that and more. - Q: When did the ~$2.9MM project with the federal government occur? That detail and your trailing ARR are BIG items that seem to be absent. - A: Thanks for asking these, Bill, keep them coming. $2.9M came from two utility contracts, which applied Ringorang to rigorous consumer behavior studies across several years. The utility partners for that were NV Energy and DTE Energy. And Ringorang also won other grant-funded projects as well, with the last one wrapping up in 2017. See our white paper at the bottom of the Overview section which summarizes those R&D projects. And here’s a timeline, for anyone who missed it from my last response: https://bit.ly/3rhtj3c. As for ARR, see my response to your first question. - Q: Hey Team, We have not seen any updates shared in a while. Could you provide any information on the progress made in 2022? - Thank you - A: Hey Kiran! We are preparing a comprehensive update covering not just this final Q4 but also the entire 2022. Until then, please be sure to connect with us on social media (FB, LI, Twitter) where we post often. Thanks! - Q: Good Morning: I watched the promo video here in wefunder. In the example within the video, everyone receives a notification and immediately engages. How would this work in a setting where employees cannot stop what they are doing? It's fun to turn it into a competitive game *with* (not against) your colleagues, but you don't want it to compete against your job, itself. Is this applicable for SMB organizations? In my previous experience with such tools producing and editing content was burdensome. I have worked with vendors who pitch their solution as turnkey -- i.e. "We provide the platform, content and content creation\editing services." However, the content editing and creation has *always* been a bottleneck. It's either a ton of work, or the vendor requires us to use them for content editing and creation, in which case it takes too long and is too expensive, particularly small edits. Do you guys allow for the customer to create and edit content, and how would you describe the ease of creating and editing content? - A: Employees can play LIVE or SOLO. Their choice. Customer can choose to make LIVE play provide higher points vs SOLO play. The employer sets the level of competition using the various incentives, which can be light (cyber training) or heated (sales teams), for example. SMBs use it, yes, so long as the SMB has an HR department or a person dedicated to using the system. We believe we've reduced the burden around content creation/adding in our portal. We go a bit further and assign all customers a Success Coach who assists in reducing the learning curve and reducing any burdens a customer may have, depending on their team involved. What our customers find is that there's no longer a need to have a fully finished course before launching a course with us. It's about goals. And the A.S.K. method we use, which is clinically proven, maps the learning habits and more around the goal to drive performance, measurably. Customers absolutely edit and create content. It's drag and drop simple around scheduling... and so the best next step for you would be to email me at bw@kaas.guru or sales@kaas.guru so you can learn more as applicable to your application. This raise is closed, and it appers you're asking as a potential customer. Great question, by the way! - Q: Hi, I like the idea in principle. It seems very similar to DuoLingo’s approach to language learning through gamification and rewards for participation. There are already firms focused on experience management, such as Qualtrics (ticker XM, majority owned by SAP). The focus there is customer experience and engagement, but I imagine it wouldn’t be too difficult for a customer focused group to loop in additional value to their mix. You mentioned an 18-month blue ocean; what kind of competition do anticipate as the ocean turns red, and how do you foresee that affecting the business? Are you expecting significant gross margin compression as opposed to economies of scale driving margin increases? Finally, a critical factor in any investment thesis is share dilution. How do you expect planned capitalization over the next 5 years to impact early investors? What are your projections for future capital raises, debt funding, and stock based compensation of executives and staff?Thanks - A: Hey David - thanks for coming aboard and for asking your various and layered questions! Love it! ABOUT COMPETITION: We use modalities like gamification and microlearning in our delivery, but those are not what we’re about. It is because Ringorang exists that largescale organizations are now able to call their shots on performance goals for the org, and then measurably hit those goals through developing targeted habits in their people. No other software is designed to deliver on this promise; it is, at best, an occasional outcome from the better learning software products out there. Our approach, which we co-presented in a conference with a Fortune 50 customer a few weeks ago, is becoming known as “Performance First” learning, which flips the model on its head and requires approaching learning completely backward. Learning software can’t do what we can. And those microlearning and gamification tools that are entrenched out there are gradually getting unseated or complemented by our Ringorang solution once the customer realizes they could not command business performance through learning with any other software. Once competitors either build new software or overhaul legacy software to try to emulate Performance First, they will have to prove it. We’ve been through years of clinical trials and that’s what commercial products do NOT want to do. But when the ocean does turn red, we expect to be the gold standard, and expect to remain out front with a sea of advancements we have planned that industry doesn’t yet know is possible; plus integrations with the other leading solutions (like you mentioned). What we have tested extensively and continue to refine is global scalability. So although price/margin compression is always possible, we plan for it to be outpaced by predictable cost efficiencies we are building into the software and operations continuously, which can only be done well due to years of experience on what makes it work in the global enterprise. Stay tuned: in 3 years, we predict every enterprise will be speaking the language of Performance First like they do now about Agile. And HR training will no longer be a cost center but a performance driver measured by return-on-learning. ABOUT DILUTION: We expect to raise significant additional capital on the assumption we meet our growth projections (and justify the need for such capital), with each round increasing the share price but lowering each person's % of the company. Nothing uncommon there since 1% of SAP, for example, is an enormous amount. We don't plan on debt funding, just more equity rounds and occasional A/R financing to speed up cash flow. We do plan on stock-based compensation (vesting schedules, bonuses) but that's TBD. Whichever way it all unfolds, we fully anticipate the end-game for all levels of investors to equate to a unicorn-style win. That's the vision on ROI. - Q: Hello Wayne, I see you have answered most questions quite brilliantly. However I would love to discuss further, first having a more detailed look at your financials including projections especially for the industry you're in and also about alternative funding opportunities available at our company if we are satisfied. You can drop me an email at richard@700capital.com, then we can start looking at financing your whole target. Thanks. - A: Wow, Richard - this is indeed an exciting message. I always say 'yes' to exploring how to make things faster and more impactful. I'll connect with you via email, coming from bw@kaas.guru. Thanks. - Q: Will you all be posting the latest webinar on here? - A: Yep! Coming up, Adam. We've done several webbys. Most recent was from Kathy Hughes on scaling, and next week I'm doing one on the investment opportunity. Stay tuned for the full library of events we'll post here in the very near future. Keep following us on Facebook and LinkedIn for the latest and greatest on what's happened, coming up and more! - Q: Why can't we close my invest in Kaas? Too many problems following instructions! - A: Let’s do a screen share and get you over the finish line. I don’t have your email or phone to arrange. I’m at bw@kaas.guru and 818-472-4321. Happy to help. Also, emailing support@wefunder.com will help. Thank you. - Q: According to your financials, you posted a loss of $1,600,000 in 2020 and have $1.3 million in debt (plus interest) coming due over the next 20 months. I am considering an investment, but am pretty seriously concerned about your burn rate ($100k/mo) and small number of customers. I also think you’re hyping up your “pipeline” too much (they are either a customer or not). What is your cash on hand today? How much runway do you have? Can you explain the $250k in “management consulting” expenses, ~$90k in legal fees, and $250k in R&D? I don’t see any technical staff in your deck. Who is building your product? Help me out here, bud. - A: Thanks for being our investor, Bill, and for asking the detailed questions for others to see. I'm glad you brought up the customer count. We target largescale enterprises, initially at deal-sizes between $10k - $50k, and then we grow them to between $250k - $1M annually. We now have our first customer that has entered that zone and others will follow. On that path, our current customers alone are targeted at $4M in recurring annual revenue, as depicted here in the sandbox chart Kathy created: https://www.dropbox.com/s/auaxrzdybv3dvlt/Pipeline%20KaaS%20-%20Sand%20Chart%20-%2020211028%20IRF%20v2.pdf?dl=0 This is the chart to look at to evaluate the current customer count. It shows past performance and current status, and it's nothing but growth. Moreover, we're generating more revenue per customer than projected. In our detailed projections on tab "Annual View" here... https://www.dropbox.com/s/ibgd9egfjqmul6b/KaaS%20Business%20Model%20v21.06.22.xlsx?dl=0 ...you'll see we projected 41 total contracts in 2021 representing 815K in billings. Just for perspective, with just 20 customers each paying us an avg $500k/yr for their enterprise edition of Ringorang, we see a strong probability of surpassing $100M valuation in a monetization event. With 2020 losses, and startup costs, we find the debt to be par for the course with a SaaS startup. Also, we made sure that most of the debt is convertible to equity. You can see those details here... https://wefunder.com/kaas/details... Update: the $122K SBA loan has been forgiven. Assuming we achieve even half of next year's projected billings ($3.25M) we stand to be valued at $32M in typical 10x SaaS valuation rates. It makes our debt fairly insignificant at the end of the day, and we expect it to shrink further in direct proportion to growth, which tends to stimulate debt conversion. Also, related to that debt: as shown on our WeFunder page, we've been partnered with Sigma Software from the start, thru R&D cycles to market deployment. Roughly $500K of the debt is owed to Sigma, which they extended as part of their belief in the market viability of Ringorang. They are a Swedish-owned group with offices in NYC and consistently voted one of the best outsourced tech groups in Europe. There are far more than a developer, Bill. They are an investor in KaaS and also a partner that uses the software. They also know we are committed to Wichita talent. Our initial fractional CTO John Gilmore (here in the US) stepped down in favor of our onboarding a fractional CTO here in Wichita, whom we'll announce soon. Since this person is a Director at a largescale aviation company, there's a process of approvals needed prior to announcement. Stay tuned! Concerning the burn rate, we're currently at 63K in monthly TEAM expenses (payroll, 1099s, pro services) and 14K in recurring subscriptions (insurance, servers, rent...). Adding to that are fundraising expenses, marketing expenses and payments to Sigma. Those are the variables that sometimes push it over 100K. With all pistons firing, once fully funded, we can lift to a manageable $125K/mo. covering 22 TEAM members and the rest mentioned above. Note: we do not plan to expand the team / add expenses until we're at 200K in consistent revenue and MoM growth of 20%. The good news is, we've projected that milestone at the turn of February. This is a key inflection point. Thinking of the business as a prism, it's like a refraction point! I urge you to look at the growth and at what's possible in the next 18-24 months. This isn't a 6 month in-out deal. We'll keep posting updates. If we reach just 50% of our projected billings at end of 2023 ($14.5M vs $29M), we could be a Wichita-based software company valued at $145M -- employing 90 people and counting -- and helping to transform the leading tech companies globally. Let's do this! - Q: How does Ringorang function for those who aren't neurotypical? - A: This question gets at the heart of why Ringorang was created. I'll give you the short answer first: we haven't run a specific test with non-neurotypical. But getting at the heart of it: what's not commonly addressed in traditional learning is the way our brains work, i.e., our desire for immediate satisfaction, our fear of change, the reactions of our nervous systems, our non-linear thought processes, etc. What's addressed with Ringorang is how to attract someone's attention every so often, in a moment, with an incentivized one-minute experience of heightened adrenaline and awareness, and then it's done. There's no way to click away and burn out on it. The game plays YOU. When carefully plotted out along a learning path -- across days/weeks/months -- we believe there's an opportunity to customize an experience that works for varying shapes of non-neurotypical learners. We are just now beginning to transfer what we've discovered over to mental health and wellness. And we believe the learnings from those deployments will give us some clues on how to run tests with non-neurotypical learners, even though non-neurotypical is not a health and wellness issue. But as my co-founder, Robert Feeney, says, we believe there may be some cognitive crossovers. - Q: Your deck states that you’ve been around “for more than a decade”. What is your ARR over that period? - A: Ok, Bill, this is a great question. Our company has been around for 2 years, but the Ringorang IP precedes that. What’s great about your question is it highlights one of our main differentiators: the product went through years of government-backed R&D (when there was no ARR but about $4M revenue funded it, including commercial acceptance tests). All of that hard work was to prove it actually could change human behavior. That’s not just an interesting piece of tech, that’s world-changing. You can imagine at several points I wanted to break out and turn it into a commercial success, but it regularly ran the risk of being just another interesting piece of tech before it fully proved itself and a real market could be established. This timeline gives a quick visual: https://bit.ly/3rhtj3c. Our biggest customer validated this saying “we took you on because we’re not going to go through all those years of clinical trials ourselves.” So now our company’s flagship customer (a Fortune 50 tech company) brought us our first ARR this year, doubling what they did last year. Plus a service contract. And we’re now negotiating an additional $150k recurring, plus more services, expecting to close that by Q4. Targeting $500k+ ARR from that customer in the next 18 months. - Q: Hi - will you be raising funds elsewhere? I am currently working with Wefunder support as my investment did not get submitted correctly and am trying to get into the round. Thanks! - A: So sorry, man. I can help. Email me at bw@kaas.guru - Q: Under the overview and the Cash Pro Forma, is this the total revenue you anticipate making for the coming years? 2021 0.02 million, 2022 0.5 million, etc? - A: What you're referring to shows $20K in 2021 and $500K in 2022 for just the recurring revenue (ARR) that we projected at start of year (1/1/21). However, things are moving faster for us now, and we're doing an end-of-year review next week with the team. Kathy Hughes (Chief Revenue Officer) is flying into Wichita so we'll have the entire team of eleven (11) here at our home base. Very cool. We'll share the full report with you when ready toward end of year which will include 2022 updated projections. FYI: We've far surpassed $20K in recurring rev for 2021. This might help: Gross billables in 2021 are projected at $816k and over $6.5MM in 2022. In fact, we just might hit our 2021 goal. So stay tuned for some exciting announcements coming up over the next few weeks, starting this coming Monday (12/6/21). - Q: In a video it discussed 6 million dollars in 2022. Is that revenue? - A: On the Overview tab for this campaign, you'll see the chart under 'Roadmap' called "Cash Pro Forma" showing a rounded up $7MM in billings. The detailed projections show $6.535MM as a cash flow view, not GAAP, of which 48% or $3.169MM is from channel sales (indirect).