1. Big Idea
Settle B2B invoices with
minimal or no cash payments
Perfect Timing
Looming cash crunch and
rising interest rates
Proven Solution
250+ years of track record
with a new application
Massive Upside
TAM of $4 billion p.a. in Australia
with US x10 and EU x10
“In five years’ time, businesses all
around the world will be clearing
their invoices.”
Dr Richard Johnsson
Network Effects
Like many social media with
built-in growth incentives

2. The Problem - Inefficiencies in Traditional Payments
Time, costs and management of the business working capital
Cash Flow
A business often needs to
get paid in order to pay its
bills, but the customers are
often in the same boat
10%+
Interest rates for any type
of short-term funding of
working capital
40 %
Of time spent per
week by Chief Financial
Officers on transaction
processing1
15 Hours / Week
Of time spent by micro-
businesses doing financial
admin tasks2
1 Week / Year
Of time spent by
small businesses
chasing late payments3
This is a 50,000 ft problem.
However, there is a solution, and
it is time-tested too.
https://www.cfo.com/news/metric-of-the-month-time-
allocation-in-finance/655989/
1 See:
https://www.accountancyage.com/2020/01/16/micro-businesses-spend-
15-hours-a-day-on-financial-admin/
2 See: https://cpa.co.uk/as-a-small-business-how-much-time-do-you-
lose-to-chasing-late-payments/
3 See: 2

3. The Solution – Payments Clearing
#1 Without Clearing #2 With Clearing
Total Cash Payments: $330M Total Cash Payments: $20M
Reduced Cash Payments: 94%
Bank B Bank C
Gross Payment: $110M Gross Payment: $120M
Gross Payment:
$100M
Bank A
$110M
Bank B Bank C
Net Payment: $10M Net Payment: $10M
Net Receipt:
$20M
Bank A
$110M
3
Inter-bank payments - with and without clearing
To the left we can see three banks owing each other money, a total of $330 million. With clearing, to the right, all mutual claims are settled when Bank B and Bank C pay
$10 million each and Bank A receives the $20 million. The need for cash payments has dropped from $330 million to $20 million, which is a 94% drop in this example.
Banks have cooperated like this for 250+ years and trillions of dollars of payments are eliminated daily worldwide. Next, let us see what this would look like for an SME.

4. The Solution – Payments Clearing
#1 Without Clearing #2 With Clearing
Total Cash Payments: $330M Total Cash Payments: $20M
Reduced Cash Payments: 94%
Bank B Bank C
Gross Payment: $110M Gross Payment: $120M
Gross Payment:
$100M
Bank A
$110M
Bank B Bank C
Net Payment: $10M Net Payment: $10M
Net Receipt:
$20M
Bank A
$110M
4
SME payments - with and without clearing
To the left we can see three SMEs owing each other money, a total of $33,000. On the right, with clearing, all mutual claims are settled when SME B and SME C pay
$10,000 each and SME A receives the $2,000. The need for cash payments has dropped from $33,000 to $20,000, which is a 94% drop, just as in the bank example.
With SME payments clearing, incoming invoices are offset against outgoing invoices, and all invoices are settled by net payments. It is a win-win situation for all parties
#1 Without Clearing #2 With Clearing
Total Cash Payments: $33,000 Total Cash Payments: $2,000
Reduced Cash Payments: 94%
SME B SME C
Gross Payment: $11,000 Gross Payment: $12,000
Gross Payment:
$10,000
SME A
$11,000
SME B SME C
Net Payment: $1,000 Net Payment: $1,000
Net Receipt:
$2,000
SME A
$11,000

5. 1. Getting Started
How it Works for an SME on the CLEARITT platform
Go to www.clearitt.com and click on your
accounting platform to get started.
Our solution integrates with Xero, MYOB, Reckon
and QuickBooks which are used by over 90% of
SMEs.
5

6. 2. Logging In
Our Prototype Clearing Platform
This takes you to your login screen at your
accounting platform.
Log in using your usual accounting
platform’s username and password.
6

7. 3. Dashboard
Our Prototype Clearing Platform
View your current invoices loaded
from your accounting platform.
Manage your B2B invoices.
7

8. 4. Clearing
Our Prototype Clearing Platform
CLEARITT helps you to offset your
receivables against your payables.
All invoices are settled by paying any negative
net balance or receiving any positive net
balance.
8

9. Direct Benefits to an SME
1
2
3
Time Savings
✓ No more chasing clients for payment
✓ Less time spent on transaction management
✓ Do business without payment issues
✓ Find new customers by offering clearing
Constitution
A copy of the Company’s constitution is available on the
intermediary’s platform.
Legal or disciplinary actions against the Company
There are nil legal or disciplinary actions against the
Company as at the date of publishing the Offer Document.
9
Freeing-Up Working Capital
✓ No need for excess cash balances
✓ Frees up working capital for sales
✓ Frees up working capital for more staff
✓ Frees up working capital for investments
Cost Savings
✓ No more expensive working capital loans
✓ No more expensive factoring or invoice financing
✓ Lower gross GST payments
✓ No expensive credit cards are needed

10. Australian Market Potential
SAM1
We are building the
infrastructure to service the
whole market
WORLD
The goal is to expand internationally as
soon as the Australian market is captured
SOM1
Our tech is already
capable of servicing over
90% of SMEs
SMEs make up 99.8% of all businesses
and ~55% of the B2B invoicing3
US market ~10x
EU market ~10x
We will focus on B2B payments but intend to clear wage payments too in the future.
TAM1
~ $5 billion
B2B Payments
TAM ~ $4 billion annually
Based on $4.1 trillion annual B2B
sales2 for 2.4 million business
Wage Payments
TAM ~ $1 billion annually
Based on $1 trillion annual wage
payments2 for 13.4 million
employees
The B2B sales and wage payment figures are from the Australian
Bureau of Statistics - Input-Output Tables 2020-21.
2
TAM=Total Addressable Market. SAM=Serviceable Addressable Market. SOM=Serviceable Obtainable
Market. See for example https://blog.hubspot.com/marketing/tam-sam-som for further explanations.
1 https://moula.com.au/small-business/sme-definition-australia
3 See: 10

11. Business Model
#1 Performance-Based
› CLEARITT will charge a performance-
based fee if an SME has achieved a
reduction in cash payments
› A fee of 0.1% of the cleared amount
› No credit card is required
11
#2 Big Data Monetisation
› We will map out the B2B network
› Provide credit insights
› Provide industry intelligence
› Offer subscriptions and one-off reports
▶ CLEARITT's performance-based fee of 0.1% is likely to significantly reduce business costs, possibly saving them
considerably compared to funding solutions like working capital loans, invoice financing and credit card fees.
▶ CLEARITT will also monetise the network analytics and this part of the business model will rely on subscriptions
and one-off payments. We will explore such opportunities and expect this to be a worthwhile source of revenue
as this kind of big data is sought after.

12. The Timing is Perfect
Why Now?
Favourable Regulatory
Environment
Cloud-based
accounting systems
Tech-Savvy
Users
The economic
downturn
“CLEARITT would have been hard to launch 10 years ago but today the timing is
right. Fintechs are popular, businesses are using cloud-based accounting
services and most people are tech-savvy enough to use our platform.
We also are in the weaker part of an economic cycle, with cash becoming
dearer and with rising interest rates creating more pressure. With a solution like
CLEARITT that allows businesses to trade with less cash and rely less on
alternative solutions that currently come with higher interest payments, we will
have a welcomed tailwind. As times become tougher, coming together and
cooperating around payments makes sense. Our launch is well-timed.”
- Dr Richard Johnsson
Watch ‘‘The single biggest reason why start-ups succeed” about the importance
of timing when launching a startup.
https://www.ted.com/talks/bill_gross_the_single_biggest_reason_why_start_u
ps_succeed
12

13. Disrupting Massive Industries
Payments Industry Invoice Financing Working Capital Loans Business Banking
CLEARITT's business model and technology platform aim to have a significant impact on various aspects of the financial
services industry. With reduced reliance on traditional payment methods, this is likely to impact the payments industry.
Additionally, the need for relatively expensive invoice financing may diminish, and lead to a decreased demand for
working capital loans. Even the landscape of business banking could be subject to transformation. CLEARITT anticipates
that such disruption will commence once the network effects start gaining momentum, which is likely to occur within the
first year of operations. You can read more about that in the section below outlining our milestones.
Competition
13

14. Activating an Existing Network – Like LinkedIn
Go-To-Market Strategy
14
CLEARITT can analyse the network to make it possible to grow in the fastest way, showcase
success stories and provide leaderboards with top clearing results
LinkedIn’s GTM
A small group
of users invite
their contacts
Repeat
Contacts asked
to share their
contacts
LinkedIn
invites those
new contacts
1 million users
within a year
#2
#1 #3 #4 #5
A small group
of users invite
their
customers &
suppliers
Repeat
Customers &
suppliers asked
to share their
customers &
suppliers
CLEARITT invites
those new
customers &
suppliers
XXX
users within a
year
CLEARITT’s GTM
.
CLEARITT has an extra strong focus sales and support functions when launching
CLEARITT has started activating the B2B network via SMEs on the wait-list and can see the
network of SMEs and invoices via the APIs
Many types of network businesses, like LinkedIn and Facebook

15. Go-To-Market Strategy
The Growth Imperatives
Built-in Growth Incentives
Like many social media platforms, there is an inbuilt incentive for
users to invite and connect with others. A CLEARITT user also stands to
benefit greater financially, the more its customers and suppliers join
the CLEARITT platform. So do these customers and suppliers. Clearitt
users can invite their customers and suppliers directly on the
platform via user-generated and standardised email invitations. It’s a
positive, upward spiral driven by $$$.
Growth of Network Orchestrators
70% of all the value created in the technology sector is created by
companies with network effects. Network Orchestrators outperform with
respect to sales growth, return on assets, gross profit margins, least
expensive to scale, near-zero marginal costs, powerful advocates and
4x higher valuation.1
Product-Led Growth
We are expecting product-led growth at some stage. This typically
encompasses low marginal cost per user. It’s also a new solution that
brings significant value, comes with built-in marketing, has selling
and onboarding components for virality, has a built-in network effect
and is likely to have product evangelists to aid growth.
https://www.forbes.com/sites/forbesbusinesscouncil/2022/10/11/network-effects-the-hidden-force-behind-70-of-value-in-tech/,
https://www.nfx.com/post/70-percent-value-network-effects & https://en.wikipedia.org/wiki/Network_orchestrator
1 See: 15

16. Milestones
Milestone 1
• Business model
• Prototype technology
Milestone 2
• Launch via network
• Network growth
• Seed-round
Milestone 3
• Prove Business Model
• Network insights
• Series A-round
Milestone 4
• Reach critical mass
• Exponential growth
• Series B-round
Q3 2023 Q1 2024 Q1 2025
Q2 2023
Active Users: 1,000
Network Size2: 50,000
Active Users: 10,000
Network Size2: 500,000
Initial Users1: 10
Network Size: 500
1 Indicated number of customers and suppliers
per Initial User is currently about 50.
2 Network Size is the network of customers and
suppliers of our Active Users. We assume that
our Active Users have the same number of
customers and suppliers as our Initial Users. With
larger companies coming on board, this average
will grow. As the network grows, there will be an
opposite effect too, as the number of customers
and suppliers already in the network will
increase too.
16
Milestone 5
• Aussie market captured
• International expansion
• Series C-round
Q2 2025

17. 2023 H2
Activity
Product Roadmap
17
- Aug Sept - Nov Dec -
Objective ➢ Soft-launch starts
➢ Create c/f report (manual)
➢ Data & Network metrics
(manual)
➢ GTM insights
➢ Backend dev
➢ Onboarding & collecting
data from businesses on
wait-list
➢ Create data output files
➢ Data analytics
➢ Soft-launch v2
➢ User dashboard access
➢ Create c/f report (auto)
➢ User-generated invites
➢ Automated onboarding
➢ Business cash-flow metrics
➢ UI/UX upgrade
➢ Data & Network metrics (auto)
➢ GTM insights
➢ Backend dev
➢ Frontend dev
➢ APIs integration
➢ Going live
➢ Platform clearing
➢ Platform net payments
➢ Business risk allocation
➢ Backend dev
➢ Frontend dev
➢ Payments API integration
➢ Product marketing

18. On-Boarding signed-up SMEs that have granted Clearitt access to their accounting platforms
Connections w. Emails Annual Turnover # of Invoices Annually Common Connections
Soft-Launch Started end of August 2023
18
# of Industries # of Recurring
Invoices Annually
Top Network Node (#) Top Network Node ($)
Average
200
Average
$2.9m
Average
695
Average
3
TBD
Average
694
TBD TBD
TBD = Limited Sample Size

19. Directors, Senior Management And Advisors
Dr Richard Johnsson
Founder & Chief Executive Officer
Richard earned his doctorate in economics after studying at
Uppsala, Oxford, Innsbruck and Sydney Universities. He coded the
first demonstration prototype of the CLEARITT platform himself.
> Once a paid sportsman, Richard has held executive positions at Soderberg &
Partners and Swedbank in four countries on three continents and speaks
multiple languages. He has a unique combination of high-level analytical skills
and a strong track record in sales. Third-party Elliott Jacques management
capability tests show his capability is approaching a global CEO level.
> Richard is on a mission to bring clearing to every business, and then to every
individual, worldwide.
> Born in Sweden, he has lived on Sydney’s Northern beaches for 8+ years and
is an Australian citizen.
19

20. Directors, Senior Management And Advisors
Melanie Hogan
Non-Executive Director
Melanie graduated with first-class honours in economics from UNSW and
landed her first job in the corporate finance, equity capital markets division
of Macquarie Bank. During that time the first internet technology companies
were being valued and listed.
> Melanie is a Principal of The Hogan Group, and a Director of both One Sweet Life Pty Ltd
and the Hogan Family Foundation.
> Melanie lives on Sydney’s Northern beaches.
> Melanie also runs her own filmmaking production company. Her first documentary film Kanyini was
distributed nationally in Australian cinemas and won the National Geographic Best Documentary Award.
Legal or disciplinary actions against the Directors - There are nil legal or disciplinary actions against the Directors as at the time of publishing the Offer Document 20

21. Directors, Senior Management And Advisors
Andreas Gjoesund
Chief Operating Officer
Andreas is a strategic and results-oriented Chief Operating and Chief
Marketing Officer with extensive experience in driving business growth. He
excels in developing and executing comprehensive strategies
encompassing sales, marketing, brand management, digital marketing,
customer engagement, and data-driven analytics.
> Andreas is highly skilled in team management, cross-functional collaboration, and thought leadership.
> Born in Norway, Andreas lives on Sydney's Northern Beaches and is an Australian citizen.
> In addition to his marketing and management expertise, Andreas is a strategic thinker
with strong business acumen.
21

22. Directors, Senior Management And Advisors
Vinay Samuel
Advisor
Vinay is the Founder and CEO of Zetaris and Australian Computer Society
CXO10 Disruptor of the Year 2019.
Working out of his Melbourne-based garage on an idea in 2013 is what
catapulted Vinay Samuel, founder and CEO of data analytics software
vendor Zetaris, to where he stands today. Zetaris has recently raised
$A30million enabling it to expand into the US market.
> Vinay has decades worth of experience in various top roles in the technology industry. His latest
company Zetaris transforms the way data is analysed.
> When he’s not actioning Zetaris’ global expansion plans from California, you’ll find Vinay
strumming his guitar for the popular cover group, Rip it up Band.
10 CXO is including all C-level roles, like CEO, CFO, COO, CTO etc.
22

23. Directors, Senior Management And Advisors
James Lobbes
Advisor
James keeps the coils turning by blending his experience in running his
own managed services business, employing go-to-market (GTM)
strategies for his clients and solidifying internal processes.
James loves to create strategies for how to take products to market and
pivot along the way.
> Outside of work, you'll find James revelling in the great outdoors, whether it's cruising the northern
beaches on his motorbike, or making fire with his bare hands on the back of his 4-wheel drive.
> James is heading up Helix Collective, a Venture Studio that has invested in Clearitt.
23

24. Directors, Senior Management And Advisors
Paul Krajewski
Advisor
Paul has 12+ years of experience as Product Manager for B2B & B2C
Software products including SaaS.
Paul is a Co-Director at Founder Institute Australia & New Zealand,
Entrepreneur in Residence at INCUBATE at University of Sydney, Australia
and an angel investor in Questmate.
> Paul also has focused on end-to-end processes. Everything from discovery/design sprints to agile delivery, validating,
de-risking & delivering products including NLP natural language processing, shipping features early & often in Lean /
Agile Software Development to get feedback from end-users and complete Build-Measure-Learn cycles.
> He blogs about B2B Marketing/Brand Digital Asset Management, B2B Sales Knowledge Management and B2B Sales
Content Management Systems, whilst running the Lean Startup Sydney Meetup.
24

25. Directors, Senior Management And Advisors
Mark Arnold
Advisor
Mark spent the last 7 years as a partner of Deloitte Australia and South
Africa in the Transformation, Technology and Strategy consulting practice
specialising in financial services. He has over 30 years’ experience in
banking as a CFO for Corporate and Institutional Divisions for major UK
Banks working mainly in London with roles in Hong Kong and the New York.
25
> Mark specialises in organisational change and development utilising technology, risk management, financial acumen,
strategy combined with deep experience in financial services. Firstly, as a CFO and then as a consulting partner, Mark
has advised numerous company boards over the past three decades as well as a Chair and as a member of multiple
control and governance committees and boards including Management, Finance, Audit, Control Remediation, Risk and
Treasury.
> Mark is a Fellow Certified Practicing Accountant (FCPA) Australia and a Graduate of the Australian Institute of Company
Directors ( GAICD).

26. Directors, Senior Management And Advisors
Barry Skalrud
Chief Technical Officer
Barry is an experienced multidisciplinary engineer and venture builder with
experience across many industries including aerospace, rail, interactive
entertainment, finance and eCommerce.
Barry has a BE in Aerospace engineering and Masters of Information
technology from the University of New South Wales, Australia.
> Barry is used to working together with clients to provide well-thought out and robust solutions to
not only meet their requirements but also to provide insight on how their expertise can best be
utilised to ensure success.
26

27. Directors, Senior Management And Advisors
Mary Ye
Product Designer
Mary loves solving complex problems and exploring how humans
interact with technology to create simple, accessible and enjoyable
digital experiences. She has worked with startups at various stages of
their lifecycle and tailored her design approach to both user and
business needs, appropriate for each stage.
> Mary comes from a diverse background where she was a Technology Risk Manager at Macquarie Bank and graduated
with a double degree (Bachelors of Law & Commerce) from UNSW.
> With Scrum Master and Agile experience added in the mix, she applies her broad perspectives and skills to empathise
with and understand user needs.
> She then brainstorms solutions and quickly/continuously iterates on feedback to efficiently design products that are
intuitive and easy to use.
27

28. Directors, Senior Management And Advisors
Berto Gomez
Senior Engineer
Berto enjoys being challenged and engaged with projects that
require him to work outside his comfort zone and knowledge set.
He is passionate about turning ideas into final products and
thrives on the collaborative nature of the work.
> During his career, he has been exposed to multiple projects in various industries.
> He is responsible for applying his technical know-how to innovate, design, code and manage end-to-end software
anywhere from medical services to advertising.
> Berto holds a M.S. in Music and a M.S. in Software Engineering from the University of A Coruña, Spain.
28

29. Directors, Senior Management And Advisors
Alex Su
Senior Engineer
Alex is passionate about delivering powerful and flexible
solutions to customers wrapped in simple and elegant
products. Alex enjoys being involved at each level of the
software stack and seeing the layers of code build up from
the backend through to the interface.
> In his spare time, Alex tinkers with robotics and cars, spending most of his time debugging the
things he breaks along the way.
> Alex’s dream is to build an autonomous racing car, although he’s unsure whether he’ll be proud or
disappointed if it can lap faster than himself.
29

30. THANK YOU
30
richard@clearitt.com