COMMUNICATIONS AND DATA ROOM

Hello,

We are pursuing full acquisitions of two smaller Japanese companies, NEXTONE and JAIC, as part of a proposed reverse-takeover listing strategy for NEXROC, Inc. and SVCV, Inc. in Japan. These transactions are next in our execution plan.

We are also publishing the complete target list for our inaugural five-year leveraged buyout fund program.

NEXROC’s Leveraged Buyout Funds I and II

16-company portfolio

Division	Acquisition targets
Luxury & Consumer	Wella, Jimmy Choo, Burberry, Calvin Klein
Entertainment & Media	JYP, Avex, Lionsgate, iHeartMedia
Asset Management	Regal, Value Partners, Polar Capital, JAFCO
Insurance & Credit	Allshores, OSB, Citizens, NobleOak

We are currently advancing the following proposed transactions:

JAIC - 100% Acquisition

JYP Entertainment - 25% Acquisition

Nextone - 100% Acquisition

We will provide another update after the proposals have been submitted to the targets and the planned Form 10 and Form 8-K filings have been submitted through EDGAR.

Thank you.

Hello again, partners.

We would like to provide an update on several matters.

Of the 12 targets in our flagship roll-up program, we have decided to prioritize Japan’s JAFCO Group and Avex, Inc., Korea’s JYP Entertainment, and Australia’s Regal Partners Limited.

We intend to acquire 51%–75% of at least two of these companies, becoming majority shareholders while preserving their existing operations and management or creative autonomy.

We expect the overall roll-up program to take 24–48 months, with the initial stage lasting approximately 6–12 months.

The initial stage is expected to require approximately $2 billion in financing, comprising sponsor equity, limited-partner (LP) equity, syndicated debt, and prime-brokerage facilities.

We expect to finalize engagement mandates with banks and advisers within the next two to three weeks.

If private negotiations stall or we encounter resistance from company management, we may consider obtaining approximately 5% exposure to each of these four targets through total return swap (TRS) contracts over the next six weeks.

Several administrative matters remain outstanding in connection with our filings and legal entities following the recent restructuring. We intend to resolve these matters over the next few weeks, establish additional legal entities, and pursue any required investment-adviser registrations in jurisdictions including Japan, Korea, and Hong Kong.

We also intend to approach other targets—including Australia’s NobleOak Insurance, the U.S. companies Citizens, Inc., iHeartMedia, and Capri Holdings, and Japan’s TSI Holdings—for private discussions over the next few months. We do not currently anticipate launching tender offers for these companies, although this could change depending on our financing capacity and their responses.

Our fashion-sector strategy, including Capri Holdings’ Jimmy Choo and Japan’s TSI Holdings, has been placed on hold following TSI Holdings’ recent merger announcement with World Co. Our proposed insurance combination involving NobleOak and Citizens, Inc. may also be deferred to the second stage of the roll-up program.

Over the past several months, we have developed financial models using data from the target companies and evaluated multiple scenarios for this initial stage.

We will now work to finalize engagement agreements with our U.S. partners, complete the planned legal-entity registrations, and contact the relevant regulators for preliminary discussions.

We expect to share a further update within the next month, followed by another in January 2027.

Thank you.

Hello, partners.

We have issued several announcements identifying acquisition targets for our proposed roll-up program over the next 18 months.

For now, we have publicly identified two companies: JYP Entertainment and Avex, Inc.

We intend to send private, preliminary offers to the 12 identified targets, including the two named above, by Monday, November 2, 2026. Each company would have a 60-day negotiation window, with the possibility of a 30-day extension.

All of the companies, including JYP Entertainment, were informed of our intentions and prospective offers as early as October 21, 2026, several days before the public announcement.

We plan to submit Forms 10-K and 8-K to the SEC tomorrow, describing the roll-up strategy, financing arrangements, and proposed team structure.

We also expect to announce new appointments and advisers within the next few weeks.

We are evaluating several transaction structures. We may seek to acquire stakes with or without board approval, where legally permissible. Our objective remains to acquire at least 51% of two companies within the next 12 months: one in financial services and one in the cultural or entertainment sector, with a preference for companies based in Japan or elsewhere in Asia.

We are expanding our legal-entity structure and preparing to open offices in Tokyo and New York over the coming weeks. We also expect to have entered into at least some swap contracts by that time.

Our priority now is execution, with attention focused on the work ahead rather than speculation.

Thank you.

Subject: NEXROC Group — Global Acquisition Strategy, Capital Formation & Ten-Year Outlook

Hello,

Following extensive research, strategic evaluation, and financial planning, we have narrowed our global acquisition target list to 15 companies across multiple regions and industries, forming the foundation of our proposed international acquisition and consolidation strategy.

We have developed a framework for our sponsor investment portfolio that emphasizes attractive acquisition price-to-earnings multiples, diversified revenue streams, and a target annualized return of 15%–25% for sponsors and investors over a five- to ten-year investment horizon.

Strategic Structure and Execution

Our sponsor strategy envisions a ten-year transformation into a global financial and consumer holding company, supported by acquisitions, asset management, insurance, banking, reinsurance, structured credit, and diversified consumer businesses.

Our acquisition financing strategy will follow a separate, more immediate underwriting process.

We will first present the sponsor investment portfolio and its five- to ten-year strategic outlook. We will subsequently engage with the boards and relevant controlling shareholders of our identified targets to explore alternative acquisition, merger, and strategic partnership structures.

Based on the responses received, transaction feasibility, regulatory considerations, and preliminary financial diligence, we intend to prioritize three to four companies for our initial 30-month acquisition phase.

Once these initial transactions have been identified and sufficiently developed, we will prepare transaction-specific debt models and financing packages for consideration by prospective Mandated Lead Arrangers (MLAs).

Our initial acquisitions are intended to be funded through sponsor equity commitments, bridge financing, and available proprietary capital. Subsequent committed credit facilities, where approved, would support transaction completion, refinancing, and further expansion.

This sequencing is designed to preserve capital, reduce unnecessary underwriting expenditure, and concentrate institutional financing resources on transactions with demonstrable execution potential.

Financial Infrastructure and Long-Term Value Creation

Our acquisition and consolidation strategy is only one component of our broader financial architecture.

The acquired businesses are intended to provide an operational foundation, recurring revenue, financial infrastructure, and investment-management capabilities to support our principal long-term business lines:

Reinsurance, asset-backed credit, structured financing, and technology-oriented financial solutions.

These activities will be developed alongside our diversification and hedging strategies, with appropriate capitalization, risk management, regulatory oversight, and independent underwriting.

Ten-Year Financial Targets

Our preliminary long-term targets contemplate the following potential combined financial scale:

Financial category — Ten-year target
Asset Management — AUM / FUM: $150 billion
Banking — Total Assets: $50.2 billion
Insurance — Managed / Investment Assets: $150 billion
Combined Financial Asset Exposure: Approximately $350.2 billion

These figures are strategic targets across different asset classifications. They do not represent assets currently under management or a single consolidated AUM figure.

We are additionally evaluating the following long-term performance objectives:

Financial metric — Target
Annual net profit: $250 million–$1.5 billion
Potential IPO equity valuation, per public vehicle: $1 billion–$5 billion
Annualized shareholder return: 16%–24% from Year 5 onward
Target net profit margin: 25%
Illustrative acquisition earnings yield: 10%, equivalent to 10× acquisition P/E
Target nonfinancial operating-company net debt / EBITDA: 1.0×–2.0×
Annual share-price appreciation objective: 3%–8%
Annual dividend yield objective: 3%
Target financing-vehicle credit quality: Investment grade, subject to independent assessment

These objectives depend on financial modeling, completed acquisitions, market conditions, capital structure, independent credit assessments, and regulatory approvals. They are not forecasts or guaranteed investment returns.

Proprietary Brands and Additional Investment Platforms

Our proprietary brands represent an additional opportunity for long-term revenue growth, intellectual-property development, and enterprise value creation.

Capital for additional acquisitions, new investment funds, AUM expansion, and our proprietary brand-development initiatives is intended to be raised through dedicated investment vehicles, institutional partnerships, and separately capitalized structures, rather than relying exclusively on the Group's principal balance sheet.

Our objective is to retain at least 51% equity ownership and corresponding economic participation, where commercially and legally feasible, while enabling independent capital formation and risk allocation at the individual investment-platform level.

Our Long-Term Vision

Our ambition is to establish NEXROC as a forward-looking financial group with a particular focus on the intersection of artificial intelligence, reinsurance, asset-backed credit, capital markets, and next-generation financial infrastructure.

We intend to pursue this strategy through disciplined diversification, hedging, strategic partnerships, responsible capital allocation, and a robust compliance and governance framework.

We will introduce our proposed executive leadership team, external advisers, strategic partners, and capital sponsors through future official communications as appointments and engagements are finalized.

A comprehensive strategic implementation calendar, including our capital formation, board-engagement, acquisition, and financing milestones, will also be released.

Thank you.

Dear prospective partners,

We have completed the company’s restructuring and consolidated all operations under the unified brand NEXROC.

NEXROC is a next-generation platform intended to become a trusted provider of restructuring, modernization, and financial-engineering solutions for institutional partners worldwide.

The NEXROC Group now operates through the following platforms:

NEXROC, Inc – Asset Management
SVCV, Inc – Cultural & Thematic Holdings
NEXLIFE Group – Insurance and Annuity Solutions

These platforms are designed to work together to identify, restructure, and transform distressed assets into stable, cash-generating businesses.

We have assembled a team of financial and operational executives with extensive institutional experience at leading firms.

Our long-term objective is to become a trusted, high-conviction alternative-investment provider for institutional partners seeking new asset classes and strategies.

Our balance sheet remains central to our strategy. Protecting investor capital is a fundamental priority. We seek to maintain rigorous compliance standards, supported by independent quarterly and annual reviews, and to identify and manage potential conflicts of interest.

NEXROC continues to pursue a diversified financing strategy—including syndicated bank facilities, senior secured notes, senior unsecured notes, and convertible debt—supported by portfolio-level risk management.

Thank you.