Reimagining the Future of Resource Investments Introducing the STORH™ Equity Platform

Equity Token Offering of up to 120,000,000 tokens

Investing in resources that power the world

What if we reimagined what it means to own, steward, and benefit from global energy and mineral assets?

That’s the vision behind STORH™. Our mission is to explore, create, and execute on energy and mineral resource projects that involve proven sustainable technology—to drive growth and returns for our investors. We connect investors with opportunities in emerging energy and resource market subsectors that would not otherwise be available to them.

Yet, there’s another layer, too. STORH was also created to address the realities of today’s very high global resource consumption through an array of projects that remediate damage, reclaim precious resources, and fund promising exploration of alternative energy sources. After all, doing good is easier when it’s also financially rewarding.

Behind our vision for progress and profit in a more sustainable future lies the deep international industry expertise of our board and leadership. Our combined 250 years of experience give us the critical lenses to identify viable opportunities in the energy and mineral resources and technology sectors suitable for investment based on a balance of engineering risk, price risk, and project life considerations. These projects are investment opportunities that will produce near-term dividends and high capital growth for equity holders—they are not “Blue Sky” or theoretical in nature.

That’s my short introduction to STORH—a single investment vehicle designed to be market resilient, created to offer you a unique opportunity to invest in resources to power the world, backed by tokenization on the blockchain to enable liquidity. If you’re intrigued, you’re just the kind of investor we’re seeking.

Welcome to our vision for the future.

Ryan MesserCEO, STORH

WELCOME

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Ryan Messer

OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

FOCUS ON STORH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

THE STORH APPROACH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

PHASE 1 FOUNDATION AND CORE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

PHASE 2 CORE AND HIGH GROWTH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

PHASE 3 HIGH GROWTH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

TOKEN INVESTMENT OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

LIQUIDITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

THE STORH TEAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20

SOCIAL & ENVIRONMENTAL POLICY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28

CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29

CONTENTS

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Confronting the explosive growth of energy consumption

The reality is stark: global energy consumption has never been higher, and we are to blame. As we moved through the early stages of civilization through the Industrial Age into the Digital Age, population growth exploded. And as our worldwide population has crested seven billion, energy consumption and demand have swelled to unsustainable levels. Simply put, with more people, there’s more need: for transportation and products and consumption—and energy.

And the trendline is only headed up.

OVERVIEW

79.6%Fossil fuel consumption as percentage of world energy consumption The World Bank

A precipice moment

As the world’s energy needs continue to grow, we face serious questions in a complex and interconnected present:

0.9 to 1.4%Annual growth in global energy demand BP

2.9%Acceleration in energy consumption in China alone, 2017 Enerdata

Of course, economic considerations play a role—after all, upside and opportunity have always driven progress. Given the present reality and the necessity to change its trajectory, how can we transform traditional approaches to energy investment?

� How do we address the negative externalities of legacy energy expedition pursuits—to remediate damage and reclaim finite resources?

� How do we explore alternative—and sustainable—sources of energy to prepare for the future?

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A fragmented industry landscape

Since the US Supreme Court ordered the breakup of John Rockefeller’s monopolistic Standard Oil in 1911, the energy and resource industry has become increasingly fragmented.

Prior to its dissolution, Standard Oil controlled refining, distribution, marketing, and nearly all other aspects of the oil industry, commanding nearly 90% of the United States oil production. Today, amid continuing consolidation, many players of different sizes and structures carve out pieces of the industry, which consists largely of three categories:

� A few major players

� Mid-size to large independents

� Small independents

OVERVIEW

$11.5 trillionEstimated global investment in new power generation, 2018–2050 Bloomberg

Renewable energyFastest-growing energy source, projected to account for 40% of energy production by 2040 2018 BP Energy Outlook

The tension of challenge and opportunity

This fragmentation presents both challenge and opportunity. Why?

The reason has to do with scale, investment, and expected return. Large players reap the benefits of economies of scale, but they are often less nimble and, as a result, may overlook or pass up smaller opportunities to generate revenue. Smaller players and independents are able to look for niches—and do very well. Without the need to put billions of dollars of investment in and consequently expect returns of that level, they can deploy thousands—or sometimes just hundreds—of dollars and earn proportionate returns in a much smaller timeframe.

Success in those niches and promising opportunities demands agility, experimentation, and mobility—which few large players have. Crossing the precipice of growing energy consumption, addressing environmental degradation, and confronting the dwindling fossil fuel supply requires these independents to explore viable options for alternative sources of energy while also mitigating the negative externalities rampant in the resource industry.

Enter STORH.

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A new investment vehicle driving a different future

STORH is about doing good and shifting our energy consumption trajectory—while also generating significant returns for investors.

We offer a new model for secure energy investment with high growth potential that embraces sustainability and the exploration of alternative energy sources. STORH accomplishes this through a flexible investment vehicle design to simultaneously undertake its own resource exploration while also seeking or creating others along the production chain, opening up opportunities not otherwise available to the average individual investor. These opportunities exist within a single vehicle, backed by direct asset ownership on the blockchain and a team with deep industry expertise.

VISIONProvide a resilient, high-growth tokenized investment platform backed by natural resources and resistant to market volatility

MISSIONLeverage legacy niche resource opportunities and provide a bridge to sustainable assets for long-term capital growth

FOCUS ON STORH

INTRODUCING STORH

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The STORH Difference

FOCUS ON STORH

Market resilienceBy building a robust, market-resilient energy investment company with a diverse project and sector portfolio, we can better steward growth and capitalization for our investors.

Executable projectsAll STORH projects are credible and executable with near-term dividend and high-growth potential—not theoretical in nature.

Single, agile vehicle Creating a single investment vehicle to encompass a diverse project portfolio allows us to balance growth while cultivating the necessarily agility to capture emerging and future opportunities.

Asset-backed tokenizationEquity in STORH is via tokenization on the Ethereum blockchain, with the token value backed by a portfolio of cashflow-producing assets.

LiquiditySTORH’s asset backing creates future liquidity for investors in a traditionally illiquid market.

Leadership expertiseOur combined international sector experience enables us to understand and evaluate potential opportunities in sustainable technology, fossil fuel development, mineral extraction, and more.

About Asset-Backed Tokenization

Most blockchain-based tokens carry market-assigned values. What differentiates STORH’s ERC 223 tokenization from other digital currency offerings is its asset-backed token value from a cashflow-producing portfolio. Benefits of asset-backed tokenization include:

Data securityLeading-edge blockchain technology with advanced cryptography

Rapid settlementSettle in minutes rather than days

24/7 marketsAdvantages of an always-open market with around-the-clock trading

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Global market accessListed on multiple exchanges in multiple global jurisdictions for enhanced investor liquidity and functionality

Easy exchangesSecure, liquid store of value offers quarterly distribution potential easily exchanged for fiat or other digital currencies on exchanges

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Governance Simplified governance, security, and transparency via central ledger

Leaving no traceLeaving the environment better than we found it is a priority for STORH. For more on our commitment to leaving no trace and to remediating sites overworked by prior companies, see our Social & Environmental Policy on p. 28.

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THE STORH APPROACHVia a mix of short-term and long-term strategies and projects, STORH will capitalize on the exponentially growing demand for energy while seeking natural resource opportunities with upside and supporting technologies that enhance the efficiency and sustainability of energy production and resource development while reducing environmental impact.

For investors, STORH will focus on increasing value, expanding benefits, and eventually generating stable and predictable cash flow. Pro forma financials are available upon request.

The STORH Business Model

The STORH model embraces a multilayered approach to a project mix of foundation, core, and high-growth opportunities in various emerging market subsectors. Project exploration, planning, and execution will overlap, with the ultimate goal a diversified portfolio of investment opportunities housed in a single vehicle.

THE STORH APPROACH

STRATEGY

High growth - Mineral development & technology projects

Core - Infrastructure & service-based projects

Foundation- Energy resource projects

PHASE 1

Legacy energy assets

Resource opportunities in fossil fuels, natural gas, and the supporting supply chain

PHASE 2

Mineral recovery and land reclamation

Expanded focus on mineral resource recovery and land reclamation utilizing proven processes in identified projects

PHASE 3

Sustainable and renewable energy assets

Project development matures into multifaceted energy exploitation and resource utilization strategy, ensuring a diversified portfolio of energy development and energy-service-related assets generating stable cashflow

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Legacy Energy Resource Opportunities

Phase 1 projects focus on new strategic plays in established areas with a history of assets that produce net positive returns. STORH’s initial focus on fossil fuels will transition into a longer-term shift toward natural gas and its supporting value chain.

PHASE 1

PHASE 1

Foundation and Core

Midstream

Enhancing value

STORH evaluates opportunities and strategic plays through critical lenses, determining the feasibility of:

� Entrance in early stages, when largest reserves are typically found

� Leasing new plays quickly, before incoming competition drives up costs

� Diversification, by developing new play orientations to new areas rather than to single prospects

Legacy resource production and strategic plays

Natural gas and value chain

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PHASE 1

SPOTLIGHT 1

Foundation project: finding near-term upside in legacy strategic play

A Texas oil-producing field of approximately 5,600 acres is handled by an existing strong management team with whom STORH has a successful history of collaboration spanning more than seven years. Estimated at over 4.22MM barrels of oil, the resource offers scope to increase the already steady daily production of 800 barrels more than 20%, to over 1,000 daily barrels. With a long productivity life of 25+ years and an existing reserve study showing an internal return rate (IRR) of over 25%, the project offers significant potential with accelerated development.

Asset Risk: Low, with demonstrated productivity

Size: 5,600 acres, with estimated 4.22MM barrels

Daily production:

� Current: 800 barrels from 33 productive intervals � Potential projected increase to 1,000+ barrels

Potential:

� Consistent development and field enhancement� Estimated productivity life of 25+ years

IRR:

� Currently: >25%� Potential, with accelerated development: >40%

Upside potential:

Acquisition cost for the entire field Is $25 million with a value of over $100 million.

3P Undiscounted Present Value

STORH has acquired a significant interest in this field as of mid-May 2019.

More details are available upon request.

STR ATEGY SPOTLIGHT Recent Acquisition and Asset of STORH

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Raw Crude/Gas

SPOTLIGHT 2

Core project: Promise and potential in the natural gas and value chain

The US was the world’s leading producer of natural liquid gas in 2017. Natural gas exports are expected to account for 10%+ of global energy demand by 2020, indicating a long-term need for increased production and export capabilities.

American natural gas production is an ideal pivot in the shift toward sustainable energy solutions. It has:

� Played a key role in the recent US manufacturing renaissance� Proven reliable and affordable for millions of homeowners and business owners who have made the shift� Propelled new developments in clean transportation

STORH core project exploration

The Marcellus/Utica areas in the US northeast and promising conventional natural gas fields in an array of locations abroad are of significant interest to the STORH team—and are currently under evaluation.

PHASE 1

STR ATEGY SPOTLIGHT

The Global Oil & Gas Value Chain

Upstream

Midstream

Downstream

» Exploration» Field Development» Production Operations» Mineral Acquisition » Transportation

» Processing» Storage & Distribution

» Manufacturing» Refining & Petro-Chemicals» Wholesale & Marketing

Feedstock

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Mineral production

Mineral Recovery and Land Reclamation

Congruous with Phase 1, Phase 2 projects focus on mineral recovery and environmental remediation through proven processes.

PHASE 2

PHASE 2

Core and High Growth

Enhancing value

STORH uses proven environmental remediation techniques to:

� Rework and reprocess valuable tailings and reserves at mineral recovery rates far higher than those in previous workings

� Effectively, sustainably, and economically clean up and remediate the negative externalities of large-scale mining ventures

� Utilize clean energy and recycling technologies

Environmental remediation

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High growth project: Environmental remediation and minerals extraction in Peru

Sitting at 4,300 meters in the central Andes mountains, Cerro de Pasco is Peru’s highest-altitude city. The discovery of lucrative silver deposits in the area in the 1600s began a vicious cycle of environmental and social impact on the city. Today, open-pit mining covers 50% of the city’s area as silver, copper, lead, zinc, molybdenum, tungsten and other valuable metals are extracted from the land. Unsurprisingly, the mining activity contaminates water resources with mine tailings, contributes to topsoil loss and erosion, and creates liquid mine wastes and acid mine draining that causes destruction of the native plant and animal life and pollutes groundwater. Slum growth has exploded, and local inhabitants have dangerously elevated blood lead levels. In short, the adults and children residing in the Cerro de Pasco area have high levels of lead poisoning, which can cause short-term dysfunction as well as long-term health damage and even death.

STORH is building its Mineral Division to undertake this reclamation and remediation project, gaining the approval of the Peruvian government to work the old mine tailings and heap leaching, initially on the San Nicolas Colorado Mine site. Efforts will include remediation at this site and throughout the region as the project expands.

Initial processing: 2.25 million tons

Estimated extraction:

� 7.4 million tons of copper� 40,000 ounces of gold� 1.4 million ounces of silver

Socio-environmental aspects:

� Site cleanup and remediation� Clean energy utilization and recycling technology� STORH backing of regional social projects� Application of processes to additional sites

Upside potential:

This asset has the potential to generate $2 billion in net revenue to the Company with the areas that can be evaluated at present. There is scope to expand further.

More details are available upon request.

PHASE 2

STR ATEGY SPOTLIGHT

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Economically Viable Sustainable Technology

Phase 3 serves as the bridge to a multifaceted energy exploitation and resource utilization strategy. In it, STORH will focus on economically viable sustainable technology and service projects with a clear execution strategy led by capable and proven management teams.

PHASE 3

High Growth

Sustainable services

Sustainable technology

PHASE 3

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High-growth project: Finding 42 million barrels of clean water

In hydraulic fracking, fresh water, sand, and chemicals under immense pressure release oil and gas from underground rock formations. A large volume of brackish—salty—water is also released during the process, and the cost of disposal is high. Fracked wells produce up to ten times as much water as oil and gas. According to energy consultancy Woods Mackenzie, rising water disposal costs could add $6 or more to the cost per barrel of oil production and restrict production output by 2025. Those figures don’t even begin to address the fact that water is a finite resource—though a renewable one, with application of the right technology.

Furthermore, while fracking operators have disposed of water in underground Salt Water Disposal (SWD) wells, this practice has been linked to an increase in seismic events. Recent legislation aimed at mitigating risk limits the disposal of water in SWD. And alternatives, including trucking, are too costly to be viable solutions. As a result, a need for large-scale water reclamation projects emerges, opening up the opportunity to process brackish water and resell it to frackers as fresh water.

STORH is in the exploration phase with a facility that could host water reclamation as well as several other revenue-generating services. This project has the first and only Commercial Water Reclamation Permit in the State of Oklahoma. The project team includes local and state government officials, an EPA official, and several water treatment, remediation, and analytics experts.

Size: 10-acre Oklahoma site, with initial water-recycling tankage, containment, and established infrastructure

Development plans: � Continued build-out of fixed and mobile units � Logistics and production contract support

Future services: � Wastewater disposal� Water treatment and recycling� Oil recovery� Heavy brine and chemical blending� Ancillary services, such as lithium extraction

Projected capacity: � Handle and treat 30,000 barrels of water per day per unit

Upside potential: This project has an estimated internal rate of return of over 200%.

More details are available upon request.

PHASE 3

STR ATEGY SPOTLIGHT

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TOKEN INVESTMENT OVERVIEWSTORH invites investors to apply for up to $25,000,000, which will be broken into several equity offering rounds.

ETO ObjectiveThe purpose of this ETO is to raise sufficient funds to enable the company to acquire the assets outlined in this whitepaper. That may include all the assets, a portion of these assets or additional assets as the Company and its Board sees fit.

TOKEN INVESTMENT

Equity Token Offering (ETO) Summary

Round Tokens STORH Token Price Amount

Previous Rounds (closed) 22,654,609 $0.090 AVG $1,982,471*

Round 2 (open) 8,849,558 $0.226 $2,000,000

Round 3 starting est. mid-May 2019 11,061,947 $0.452 $5,000,000

Round 4 26,695,882 $0.600 $16,017,529

Net Tokens issued at Hardcap 69,261,995 + $25,000,000 Management Tokens

* Includes 17,500,000 12-month locked equity tokens exercisable at $0.08.

STORH Tokens are entitled to a proportionate share of the company’s enterprise value, which is expected to increase with each successful launch and completed phase.

120,000,000Total tokens created

$25,000,000Hardcap

47,274,905Net tokens held in treasury

after hardcap is reached

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Use of ProceedsFunds raised from this ETO are intended to be applied as follows:

The application of funds in this chart assumes that the ETO will be fully subscribed to reach $25,000,000. If not, the funds allocated to all categories will be reduced and some budgets will be eliminated to allocate a proportionately greater amount to the acquisition of assets, as this funding priority takes precedence over all other categories and expenses.

Total: $25,000,000

TOKEN INVESTMENT

ASSET ACQUISITIONS

92.3% | $23,075,000

MARKETING BUDGET 5.4% | $1,350,000

MISCELLANEOUS 0.8% | $200,000

LEGAL 0.5% | $114,000

TECHNOLOGY 0.4% | $85,500

STRUCTURE 0.3% | $45,600

EXCHANGE 0.16% | $125,000

OFFICE 0.14% | $75,000

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Management and Performance Tokens

Capital StructureFollowing completion of the ETO*, the capital structure of STORH will be:

22.6MTokens on issue 1.4.19 (previous rounds)

46.6MTokens now offered

3.46MManagement tokens

69.26MTotal tokens on issue at completion of the ETO

The capital structure is subject to change based on bonus schedules and any revaluation of the company based on its assets if assets are acquired during the ETO period. There are currently nil options, warrants or any other financial instruments issued against or on behalf of the Company at this time which would affect the Token structure.

The total number of Tokens created and held in Treasury is 120 million, though Tokens are only issued in conjunction with capitalizing STORH for acquisitions or working capital. A Token can only be issued by Treasury in exchange for monetary or valuable consideration. Upon listing of the Token on an exchange, the Board may decide at that point to “burn” the balance of the un-issued tokens in the Treasury.

*Assuming that the ETO is fully subscribed

TOKEN INVESTMENT

5%Percentage of Tokens in lock-up—coded into Smart Contracts—for Management

To be distributed no earlier than 12 months from network launch date. Tokens are to be distributed on a pro-rata basis with the release of Tokens from the treasury block.

3%Percentage of Tokens to be used for performance or other incentive-based initiatives

The Performance Tokens are designed to reduce the cash consumption of the Company such that more cash can be directed into projects and are also to be used as an incentive to increase returns for Token holders. To be used on a pro-rata basis with the release of Tokens from the treasury block for performance incentives, air-drops to existing Token holders, bounties, and more at discretion of Board and management.

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LIQUIDITY

Prioritizing liquidity

To execute on the projects that we consider to have tremendous potential, we need to put invested dollars to work. Yet we understand that a sound investment yields returns and provides liquidity. As management and as co-investors invested with you on this journey to develop and build high-quality resource assets, our goal is to create liquidity that benefits us all.

What is liquidity?

Liquidity refers to cash or the investments’ ability to generate the return into cash—and deliver that value back to you, the investor. There are many ways to do this, and below are some examples of how we intend to deliver liquidity.

1. Listing the STORH Equity Token on an exchange. We are exploring ways to list the STORH token on an exchange (or on multiple exchanges), where the market will value the tokens on perceived value. Doing so will require some time to execute on the projects we have undertaken and then effectively communicate this to the market we hope to reach. In many cases, we can expect to receive a multiple on the earnings on the underlying assets and company.

2. Initial Public Offering (IPO). One option always available to us is to list the US company shares on a suitable exchange, either in the US, Canada, the UK, or Australia. Because we have written a KYC flag into the smart contract, we know who all our equity token holders are and have verified they comply with KYC/AML. This step gives us the ability to migrate all holders over to a pure equity holding in the Company and be a part of an Initial Public Offering.

3. Revenue Distribution. Most—if not all—of the assets we will acquire or develop will have a cash flow component to them at some stage in their life. If we so elect, a portion of that cash flow can be distributed back to investors as dividends or distributions. Distribution, however, does not make sense when projects are still in a development stage. Through our marketing company, Utopian Global, we have the ability to distribute revenue back to investors as fiat currency, or directly back through the token as a digital currency.

4. Blockchain-based Partnerships. As a technology, blockchain is fairly new, yet there have been significant innovations in the area of asset tokenization. We are exploring many options related to tokenizing the Reserves for the resources we own. When we do this, it opens us up to partner with companies who may be able to provide a “stable-coin” concept such that individuals can presell their portion of reserves in the ground at their individual election.

LIQUIDIT Y

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LIQUIDIT Y

Reinvestment and Dividends

Capital requirements always take priority over distributions and while we intend on making distributions on a quarterly basis, our goal is to always insure we have the capital needed to enhance the growth of our projects. Our goal is to retain a minimum of 60% of net revenue to meet our capital commitments and enhance token value over time. To help you understand the upside potential of this reinvestment decision, consider the future value of revenue reinvestment as illustrated below.

Full revenue dividend

$1000 10% $1100Initial investment � Return generated* � Investment value

*assumed for illustration purposes, subject to project economics and potential

Full revenue reinvestment — future value

$1000 10% 60 to 100% 20 to 40% $1,540Initial � Return � Free cash � Projected rate � Investmentinvestment generated reinvested of return value

*assumed for illustration purposes, subject to project economics and potential

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THE STORH TEAMThe collective strength of our leadership and board of advisers includes hundreds of years of experience in the international oil and gas exploration, midstream, resource recovery, and energy industries.

THE STORH TE AM

Ryan Messer began his career in the IT sector in the mid-1990s and exited in the early 2000s. In 2001, he entered the energy sector and co-founded and ran operations for Sterling Energy Ltd, an Australia-based energy company with US operations that bought and developed upstream oil and gas properties and minerals in the Gulf States and mid-continent.

In 2006, Ryan co-founded and listed an energy company on a public stock exchange and OTCQX and was its executive director and COO for over ten years. He was responsible for company-wide operations, including engineering and A&D.

Ryan holds a BS degree in finance and marketing and certifications from Colorado School of Mines and Emory University including Lean Six Sigma. Ryan is currently on the board and serves as managing partner of Chahta Equity Partners Ltd., the parent company of BlackRock Midstream, SourceRock Exploration.

Having participated in over 200 wells, Ryan has gained extensive experience in the energy sector. His operational experience includes:

� Developed and divested of 52,000 acres/80 square miles of a three-dimensional seismic data survey

� Operation of 3000-acre coalbed methane project with 3rd party natural gas gathering system including the development of over twenty wells

� Built, operated and divested a drilling rig service company with multiple land rigs

� Operated and drilled in Catahoula Lake, Louisiana utilizing floating barge rig, within the Wildlife & Fisheries Refuge

� Executed sale of several thousand-acre resource play in the Cotton Valley for over $10k/acre

� Pioneered energy development in North Bayou Jack Field, 21,000-foot horizontal completions in the Austin Chalk, now being developed by Blackbrush & EOG Resources

� Exploitation of pre-XTO, Hunt minerals with over 140 wells, divested of hundreds of barrels per day of production to Justiss Oil for a multiple

Ryan MesserFounder and CEO

Having participated in over 200 wells, Ryan has gained extensive experience in the energy sector.

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THE STORH TE AM

Randall has developed a great working knowledge of the midstream space. His expertise includes the building and operation of several crude and NGL terminals, overseeing dispatchers and crude marketers, managing blends of over 40,000+ barrels per day of crude to maximize profit, and handling monthly nominations and scheduling as well as trucking and pipeline logistics.

Randall has spent the last eight years buying crude oil and developing lasting relationships with oil producers and end users. His knowledge of the oil business from the wellhead to the end market, as well as his great reputation and strong relationships, have factored hugely in his career success. Randall has served on the advisory council for SOER, Sustaining Oklahoma’s Energy Resources (previously the Marginal Well Commission) as well as other advisory roles. He began his career working in the corrosion control and pipe and supply side of the oil and gas industry as a Territory and Regional Manager.

Randall is a graduate of the University of Oklahoma. Before attending OU, he was the kicker for the University of Tulsa football team where they were conference USA and Liberty Bowl Champions.

Randall EddingtonDirector of Midstream and Founder

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THE STORH TE AM

Brad Hoffman has been in business finance for over 20 years. He started with HH&A, a financial services company specific to the financing needs of healthcare providers, with clients including hospitals, surgeons, surgery centers, IPA groups, specialty equipment manufacturers, and life science companies. In 1995, a merger with IHRS provided a broader set of financial services to the healthcare markets, including investment banking services, mergers and acquisitions, and underwriting and valuation studies.

In 1999, Brad joined the merchant banking and private equity firm of Dubrow Kavanaugh Capital, LLC (DKCap) overseeing new business development, M&A due diligence, and portfolio management.

Brad co-founded and joined Ashford Capital, LLC (Ashford), an equity-venture firm created by several former partners from DKCap in partnership with Japan’s largest venture capital firm, Hikari Capital. Subsequent to DKCap, Brad became Managing Director of Washington, DC-based Galen Capital Corporation, where he was responsible for business development, underwriting, financing of transactions, and M&A activity.

In 2004, Mr. Hoffman joined the healthcare division of Drawbridge Special Opportunities and Assets Fund, the arbitrage arm of Fortress [NYSE:FIG] headquartered in New York and one of the largest hedge funds with several billion dollars under management. Brad’s role was to assist in new business development and underwriting to provide senior secured loans.

Brad has been involved with numerous M&A, structured finance, and recapitalization transactions in the areas of technology, healthcare, entertainment, and energy. He attended UCLA and Pepperdine University and holds degrees in business finance and business management.

Brad Mitchell HoffmanChief Corporate Strategist

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Scott Mairs is a proven technology and business executive with over 25 years’ experience in telecommunications, banking, insurance, private equity, risk management, and digital transformation. He has served in multiple C-level, partner, managing director and other global leadership roles at companies including Citibank, Bank of America, Sungard, and multiple IT and strategic advisory consulting firms.

Scott is a frequent speaker on blockchain, business performance management, leadership, and emerging technologies. He served as global team leader for supporting implementation of the European Monetary Unit on Citibank’s General Ledger and other core systems. He has worked with the Federal Reserve Bank and US Department of Treasury core systems controlling currency circulation and serves on the Board of Directors for Elevated Analytics and Vulcan Capital.

Scott also serves on the Advisory Board of North Texas Block Chain Alliance and University of Texas at Dallas’ Center for Finance Strategy Innovation, where he also served as a Fellow and Visiting Professor in the Executive MBA Program.

He holds a BS in computer science and mathematics from University of North Texas, a masters’ certificate in project management from George Washington University, and an MBA in international business from Hankamer School of Business at Baylor University.

Scott MairsBlockchain Strategy Advisor

THE STORH TE AM

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THE STORH TE AM

Daniel has been in the technology industry for over 20 years, first entering the sector in 1997 with the global technology distributor and integrator Datatec. He served in several positions with Datatec across several of its companies, and in 2000 moved to Chicago to be one of the first dedicated pre-sales architects at Logicalis (a Datatec Company).

In 2004, Daniel joined Cisco Systems in Atlanta and spent the next three years honing his skills in a technical sales position before moving to Citrix Systems, where he worked in the Application Delivery Controllers and Web Application Firewall groups. After just one year at Citrix, Daniel had the opportunity to join the specialist network and security consulting firm Seegee Technologies. Initially, Daniel joined as the CTO, overseeing all technology partners, solution designs and architectural implementations.

In 2012, Daniel became the president of Seegee and ultimately oversaw its successful sale. During his time at Seegee, Daniel had the opportunity to spend over three years at one of the world’s largest oil companies as a member of the risk architecture team overseeing key aspects of the cloud security architectural design. He later was able to translate that knowledge to deliver a similar project to the world’s largest beverage company.

In 2012, Daniel diverged from his day-to-day technology business to be involved with another of his passions, digital currency. He was a board member of CoinX, a fully regulated, licensed financial services and FinCEN compliant company, where he remained a European director until late 2017. Daniel was also very involved in mining for Bitcoin with some of the earliest ASIC processors during this time.

Daniel has also been a board member at several other organizations including ODS security and general financial group. From 2015-2017, Daniel was the membership officer for YPO Atlanta and South East regional chapters. Most recently, Daniel has filled his time supporting Radware Technologies as their Global Vice President of ADC.

Daniel LakierCybersecurity and Chief Technology Advisor

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THE STORH TE AM

Mike is a founding partner of ICO Law Group and a professional in cryptocurrency market analysis and measurement of the regulatory environment. Prior to becoming an attorney, he traveled the world and lived in various countries throughout Asia and Europe, during which time he learned to speak conversational Mandarin.

To pursue his goal of becoming a world-class international attorney, Mike worked for Tilleke & Gibbins in Bangkok, Thailand and DLA Piper in Singapore. Mike’s love for technology eventually led him to become an avid cryptocurrency enthusiast and investor, which ultimately led him to co-found ICO Law Group, where he gets to combine his love for the advancement of technology with his respectable career in the law.

Mike MiglioICO Law Group and Legal Advisor

From 1995 to 2013, Robin took four companies public from the startup stage. As the President and CEO, all of his companies returned shareholder in the startup/reactivation round a 10 to 1 return.

Robin will act as the chief director for the Phase II assets.

Robin received his Bachelor of Engineering (mining) with Honours from the University of Queensland, and an MBA from the University of Melbourne.

With over three decades of leadership experience in resource-oriented companies, Robin has cultivated a highly effective set of skills for cost-effective exploration, mine development, operational know-how, sustainable community development, and project management.

Robin Anthony SlaughterMineral Division Advisor

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THE STORH TE AM

Philip’s international business career began in 1987 which led to him become a founding director of the Anglo Far-East Group, an international precious metals custody and logistics company. This business group maintains enterprising activities and companies in multiple jurisdictions including Switzerland, Dubai, Panama, Uruguay, USA, Cayman Island, Nevis, and New Zealand.

In 2008, Philip and a team of precious metals experts began the development of a fully-regulated physical gold fund now known as the Physical Gold Fund (PGF). By utilizing leading global service providers, today PGF is the world’s foremost non-bank investment fund providing a gold ownership investment solution with the highest levels of transparency and lowest levels of counterparty risk.

Philip believes that many international organizations have been outmaneuvered and have become reactionary to massive changes facing international business structures, regulation, and banking over the last two decades. Philip brings the STORH Management Team vast knowledge gleaned from three decades of experience in international business law, regulation, multi-jurisdictional business architecture, organization, and banking.

Philip JudgeMineral Mining and Metals Advisor

Carlos is a highly experienced operations executive with demonstrated ability in leading diverse teams of professionals to new levels of success in industries such as legal and corporate structuring, real estate and customer services.

Carlos has a track record of more than 18 years of hands-on experience in strategic planning in real estate and project development and management, governmental liaison, customer service and asset planning. In this time, Carlos developed an impressive and proven ability to successfully analyze an organization’s critical business requirements, negotiation skills, identify deficiencies and potential opportunities, and develop innovative and cost-effective solutions for enhancing competitiveness, increasing revenues, and improving customer service offerings.

Carlos has extensive experience working throughout Latin America.

Carlos Oscar Cesar MonteroGovernment Liaison, Legal and Negotiations Mineral Division

James has over 35 years of experience as a registered geologist and is considered an expert on Gulf Coast reservoirs. James provides value technical support to STORH’s board as it relates to the evaluation of oil and natural gas reservoirs and their prospectivity and operational characteristics.

James StewartGeological Advisor

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THE STORH TE AM

Jared founded Anasazi New Ventures, a company that takes active principal positions in upstream energy ventures, and subsequently cofounded Tomahawk Energy Management LLC, an Anasazi-sponsored investment platform.

Jared is responsible for managing all aspects of the company, including overseeing and implementing the strategy, sourcing deal flow, running due diligence, bringing transactions to close, optimizing capital structure, overseeing reporting, and managing staff.

Prior to founding Anasazi, Jared was CFO of Petroflow Energy, an operator that drilled wells in Oklahoma, Texas, Kansas and Illinois, and consolidated positions with over $400 million in acquisition capital resulting in a net +8,000 barrels (or equivalent) per day.

Prior to Petroflow, Jared was Chairman and CFO of an upstream oilfield services technology company. Jared also held positions as an Analyst at Houlihan Lokey focusing on restructuring and investment banking transactions, and as an associate at a Single Family Office based in Zurich, Switzerland. Jared holds an MBA from University of Chicago and a BBA in Finance from SMU.

Jared RoseManaging Partner, Tomahawk Energy Management

STRATEGIC PARTNERSHIPS

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SOCIAL & ENVIRONMENTAL POLICY

SOCIAL AND ENVIRONMENTAL POLICYSTORH firmly believes that global business should contribute towards a better and more sustainable future for the planet and its people. This is an exceptionally important value system in the natural resource and energy sector. The STORH Social and Environmental Policy is part of our vision. It also expresses our passionate commitment to investing a portion of our net revenues over time into Social and Environmental strategies at the Board’s discretion, with the goal of benefiting the world around us.

STORH acknowledges that, in the past, the quest for fast and larger profits has led to large-scale damage to the natural environment and, indirectly and directly, has been responsible for multiple cases of human rights abuse. The heart of STORH’s operations maintains the strictest approach toward its human rights and environmental standards and practices.

To alleviate potential contributions to any such abuse, STORH has adopted the following beliefs and practices:

1. All business practices must be carried out on a sustainable basis to achieve lasting business success and growth.

2. STORH will promote and continue to work with organizations to promote the development of strict national and international regulations for environmental protection in all business operations.

3. STORH will promote and continue to work with organizations that adhere to the development of strict national and international occupational laws around safe and fair working conditions, particularly within business operations in developing economies.

4. STORH works only with third-party suppliers that are committed to the most rigorous regulations and practices in their operations and approach to human rights and environmental practices within their own supply chain.

5. Any business activities that impact or change the natural environment will be committed to the full restoration to pre-existing conditions at the closure of the business activity.

6. All business operations and activities will be done when all efforts have been made to ensure those operations and activities observe and maintain responsible human rights and environmental standards and practices and meet and exceed global generally accepted good practices standards.

7. STORH will not work with or partner with any companies or businesses that in any way resort to illegal, informal, artisan, and/or non-government-approved, registered, and regulated activities or operations. STORH will not work with or partner with any companies or businesses that in any waylead to environmental destruction including chemical pollution and leaching, water table pollution, environmental damage, deforestation, and human rights abuses globally.

8. STORH will support organizations that have implemented the United Nation’s Sustainable Development Goals strategies that are in line with STORH’s core beliefs and goals internationally.

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CONCLUSION: THE NEED AND THE OPPORTUNITYOur ever-increasing global energy consumption demands our focus. And while facing difficult realities comes with the territory, so does opportunity. According to the 2018 BP Energy Outlook, by 2040 our energy mix will reach unprecedented levels of diversification in fuel mix, sparked by rapid growth in renewable energy and a shift away from heavy reliance on oil, gas, coal, and non-fossil fuels.

Nimble players with critical experience—like STORH—will usher in this new era of diversified energy. By stewarding opportunity after opportunity into a unique portfolio of highly complementary sustainable resource assets, backed by robust business platforms, technology, and extraordinary expertise, we are creating a vibrant investment opportunity with near- and long-term growth potential.

It’s an investment that will also do good. Through STORH, we are committed to being an integral part of the change we want to see in the energy industry. Through the acquisition of sustainable resources and related technology assets, we offer investors access to opportunities otherwise unavailable. And STORH will do so while doing business in a socially, economically, and environmentally responsible way.

Are you interested in being part of our future? We certainly hope so, and we look forward to taking the next step with you.

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The STORH team welcomes your questions. Visit us at www.storh.comEmail us: enquiry@storh.com

CONCLUSION

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