WE FLY IN ANY WEATHER 2025 

To the Company and All Respective Business Partners,

Our business journey commenced over a decade ago, initially focusing on streetwear retail, trade business, and OEM agency operations. In 2019, we transitioned from retail terminals into a more diversified business model, incorporating consulting and service-oriented functions, thereby establishing the foundation for what would become the second phase of our business operations.

In recent years, the proliferation of social media has precipitated the emergence of a new, complex business ecosystem. This new paradigm is primarily shaped by the rise of culturally significant intellectual properties (IPs), prominent celebrity IPs, and influential digital creators. This evolution has prompted us to enter the third phase of our operations, where we now focus strategically on Intellectual Property-driven initiatives in the United States.

As a business architect with extensive hands-on experience, I recognized the turning of the decade as a critical moment—a juncture where old cultural paradigms were supplanted by new, more dynamic models. The unforeseen pandemic of 2020 served only to underscore this view. Moving forward, it is evident that those organizations capable of synthesizing fragmented data into coherent strategies, operating with efficiency, integrating emerging technologies such as artificial intelligence, and harmonizing traditional expertise with forward-thinking innovation, will emerge as the leaders of the next two decades. 

In line with this strategic framework, from 2019 to 2021, we achieved considerable milestones. Through collaborations with intellectual property licensors and the judicious allocation of entertainment resources, we identified that our operational workflows were uniquely capable of generating original IPs, rather than merely relying on licensing pre-existing ones. Additionally, we undertook the re-incubation of “legacy IPs” and restructured artist-led businesses, which gradually shifted our core business model toward IP-driven growth initiatives. This transformation allowed us to define the concept of “service-incubation-generated added value,” which has yielded significant and measurable results.

In 2022, we applied this IP-driven strategy to the commercial real estate sector, resulting in exceptional outcomes. We demonstrated how IP-driven strategies could transform underperforming, underutilized spaces—what I refer to as “Trash Land”—in prime locations, significantly increasing their value with minimal financial outlay. By the summer of 2022, this approach had experienced unprecedented growth, validating the transformative power of innovation and adaptability. This strategy has been particularly effective during periods of economic contraction, proving the resilience of our model.

The success of this initiative further reinforced the symbiotic relationship between effective content promotion, a skilled operational team, and the extensive entertainment and brand resources in the U.S. Our work demonstrated how underutilized spaces could not only be revitalized but could, in turn, enhance the value of the intellectual properties associated with them.

By 2023, despite significant economic headwinds, our consulting and service operations enabled us to adapt swiftly to a market characterized by tightening budgets. Drawing on lessons from previous market cycles, we refined our approach, providing agile, market-responsive solutions for brands and commercial clients facing economic challenges. 

Our success during this period was a direct result of adopting a multi-dimensional perspective, in which we assumed the role of “secondary owners” in these ventures, offering consulting services rooted in this distinctive position. This approach led to the development of a new business model—a “content-driven strategy” designed to enhance both market demand and the dual value of properties and brands. Through strategic IP licensing and celebrity-driven experiences, we were able to leverage premium resources at premium pricing to meet market demand, creating new collaborations that directly stimulated consumer spending. This approach mirrors the remixing of a popular song in hip-hop, wherein content is reimagined and presented in an engaging and innovative format, revitalizing the consumer experience. 

Looking back, the period from 2019 to 2023 was foundational in terms of strategy development and model testing. By 2024, we had demonstrated resilience in the face of economic challenges, effectively leveraging the business framework we had established in earlier phases. Despite market constraints, our team, combined with our global resources and strategic positioning, enabled us to secure international recognition and support. 

As we look ahead to 2025, our mission has become increasingly defined: to create a scalable, value-driven business model that is rooted in intellectual property and entertainment, supported by a robust supply chain in Asia and enriched by diverse global cultural influences. This model has the potential to reshape the lifestyle, consumption patterns, and aesthetic preferences of future generations. Achieving this goal requires a team with sharp vision, sound judgment, and a steadfast commitment to the mission. It is a vision that demands unwavering dedication, collaboration, and resilience—attributes that our team has consistently demonstrated. 

As an investor and firm believer in this vision, I have long admired the strength of our collective ambition. However, I have come to recognize that this journey is not for everyone. The differences in mindset—whether among team members or partners—serve to reveal who is truly aligned with the mission and who may be motivated solely by the prospect of personal gain without contributing substantively to the collective effort. 

I firmly believe that when others seek to isolate you, it is an indication of your strength. When others criticize you, it is a reflection of your capabilities. There will always be individuals too close to you to fully appreciate your potential. It is often necessary for them to step back and reassess, realizing that they have been in the presence of greatness all along. Most individuals are constrained by the limits of their own understanding.

It is not my role to persuade everyone from every angle. The function of daily operations in a business striving toward extraordinary goals is not to seek universal approval but to stay resolute in our beliefs and assess whether our actions are truly aligned with the overarching mission. This is why I have taken the time to reevaluate whether this business vision aligns with our partnership, and, ultimately, to make strategic decisions accordingly.

As Bill Gates aptly stated, “No enterprise’s safe cycle exceeds eight months—either it is disrupted by external forces or it collapses from within.” This serves as a critical reminder that our primary responsibility is to protect and strengthen what we have built. The true strength of any enterprise lies in its people—their dedication, passion, and indomitable will.

The journey of a thousand miles begins with a single step. The strength of our organization is found in the commitment, passion, and unwavering resolve of its people. Great accomplishments are built upon the foundation of incremental, deliberate actions. Every decision must be weighed carefully, each resource allocated prudently, and every effort executed with precision. By maximizing the impact of each action, we ensure that our grand vision is realized. In the days ahead, each of you will bear the weight of a historic mission.

Hip-hop’s true purpose is to elevate, to inspire, and to drive change. As the saying goes, “Real hustlers don’t complain; we always figure it out.” 

2015 to 2025—We Fly In Any Weather. 

Sincerely,

KreamTheDream