AETHERALIS WELLNESS
"The Intel Inside of Healing Manufacturing"
Global Manufacturing Platform Investment
Seed/Pre-Series A Capital Raise
$15-20M | Arizona Flagship Facility
40-50 Acres Greenfield | 8 Healing Vectors | Full Vertical Integration
Supply Chain Sovereignty for the $500B+ Wellness Industry
The Global Supply Chain Crisis
The $500B+ global nutraceutical industry is dependent on foreign manufacturing with zero quality control, IP theft, and contamination risk.
85%
Of US supplements manufactured in Asia
40%
Contamination rate in imported botanicals
$58.5B
US manufacturing & processing SAM
What Brands Need:
- Domestic manufacturing control - end dependency on Asia
- IP-protected processes - proprietary extraction methods
- Transparent supply chains - seed to supplement traceability
- Ethical sourcing - farmer partnerships, not exploitation
- Regulatory mastery - FDA/USDA/GMP compliance built-in
Aetheralis is the solution: The first vertically-integrated healing manufacturing platform built to replace Asia as the default supplier.
The Aetheralis Solution
We don't sell products. We define manufacturing standards.
8 Healing Vectors = 8 Manufacturing Processes
Each vector is a specialized manufacturing technique with IP-protected protocols:
Vector 1
Weight Loss & Metabolic
Fire-Air Activation
Vector 2
Nutraceuticals
Earth-Water Stability
Vector 3
Ayurvedic
Fire-Earth Balance
Vector 4
TCM
Wood-Water Regeneration
Vector 5
Japanese Botanicals
Air-Water Clarity
Vector 6
Cardiovascular
Fire-Water Compassion
Vector 7
Autoimmune Support
Earth-Spirit Restoration
Vector 8
Cellular Longevity
Light-Water Fusion
The 5-Layer Manufacturing Stack
Every vector follows identical quality control from input to packaging:
- Input Control: Seed certification, soil analysis, harvest protocols
- Pre-Processing: Washing, drying, size reduction, preservation
- Extraction/Transformation: Vector-specific methods (ethanol, CO₂, fermentation, etc.)
- Standardization: Active compound testing, potency verification, COA generation
- Packaging & Stability: Light/oxygen control, shelf-life validation
National Expansion Strategy
4 greenfield manufacturing hubs. 8 years. Identical facilities. Regional dominance.
Phase 1: Arizona (Years 2026-2027)
Flagship facility - Prove the model
40-50 acres raw land | $30M CapEx | Vector 1 launch
$12M Year 1 revenue target
Phase 2: California (Years 2028-2029)
West Coast hub - Full vertical integration
40-50 acres raw land | $32M CapEx | Vectors 2-4 unlock
Cultivation infrastructure achieves 50-60% COGS reduction
Phase 3: North Carolina (Years 2030-2031)
Southeast hub - Regional expansion
40-50 acres raw land | $31M CapEx | Vectors 5-6 unlock
Humid-climate botanicals optimized
Phase 4: Pennsylvania (Years 2032-2033)
Northeast hub - National coverage complete
40-50 acres raw land | $31M CapEx | Vectors 7-8 unlock
Full 8-vector platform achieved + East Coast logistics
Total 8-Year Build-Out
$124M Total CapEx (4 Sites)
$1.08B Cumulative Free Cash Flow by 2035
52-57% EBITDA Margins at Maturity
Market Capture Scales With Each Facility
| Phase | Sites Active | SAM (US Processing) | SOM Capture | SOM Value |
|---|---|---|---|---|
| Arizona Only (Yr 1-2) | 1 | $58.5B | 0.25% | $146M |
| + California (Yr 3-4) | 2 | $58.5B | 0.50% | $292M |
| + North Carolina (Yr 5-6) | 3 | $58.5B | 0.85% | $497M |
| All 4 Sites (Yr 7-8) | 4 | $58.5B | 1.25% | $731M |
These numbers are conservative. They assume NO white-label contracts with major brands, NO government contracts, and NO international exports.
Detailed CapEx Breakdown
Transparent, phased deployment per facility (Average $31M):
| Category | Sub-Category | Cost ($M) | % Total |
|---|---|---|---|
| Land Acquisition | Raw unmodified acreage (40-50 acres) | 4.0-6.0 | 15% |
| Site Development | Well (20+ GPM), power, 150-200kW solar, fencing, grading | 5.0-6.0 | 18% |
| Cultivation Infrastructure | Drip irrigation, optional 10K sq ft greenhouse, soil regeneration | 3.5-4.5 | 13% |
| Manufacturing Building | 30-40K sq ft modular steel, clean rooms, HVAC, explosion-proof suites | 10.0-12.0 | 35% |
| Universal Equipment | Grinders, HPLC, ICP-MS, freeze dryers, nitrogen generators | 1.5-1.8 | 5% |
| Vector-Specific Equipment | Phased by vector unlock (V1-8 total: CO₂, fermentation, nano-emulsion, etc.) | 4.0-4.5 | 14% |
| Validation & Soft Costs | FDA/USDA permits, IQ/OQ/PQ, engineering, 10% contingency | 3.0-4.0 | 12% |
| Total per Site | 30-32 | 100% | |
4-Site Deployment Schedule
| Phase | Site | Timeline | CapEx ($M) | Cumulative ($M) |
|---|---|---|---|---|
| 1 | Arizona | 2026-2027 | 30 | 30 |
| 2 | California | 2028-2029 | 32 | 62 |
| 3 | North Carolina | 2030-2031 | 31 | 93 |
| 4 | Pennsylvania | 2032-2033 | 31 | 124 |
10-Year Financial Projections (2026-2035)
Conservative, capacity-driven model with grower partnerships
| Year | Sites Active | Revenue ($M) | Gross Margin % | EBITDA ($M) | EBITDA % | FCF ($M) |
|---|---|---|---|---|---|---|
| 2026 | AZ Start | 12 | 45% | -0.6 | -5% | -25 |
| 2027 | AZ | 35 | 50% | 9.5 | 27% | -27 |
| 2028 | AZ + CA Start | 70 | 53% | 22.1 | 32% | -27 |
| 2029 | 2 Sites | 105 | 60% | 46.0 | 44% | 15 |
| 2030 | 2 + NC Start | 150 | 62% | 69.0 | 46% | 60 |
| 2031 | 3 Sites | 200 | 64% | 103.0 | 52% | 144 |
| 2032 | 3 + PA Start | 260 | 65% | 137.0 | 53% | 254 |
| 2033 | 4 Sites | 320 | 66% | 178.2 | 56% | 413 |
| 2034 | Mature | 350 | 67% | 200.5 | 57% | 598 |
| 2035 | Mature | 380 | 67% | 219.6 | 58% | 1,083 |
2029
Cash Flow Positive
Cumulative FCF breakeven
56-58%
EBITDA Margin
Years 2033-2035 mature
$1.08B
Cumulative FCF
By 2035 (pre-tax)
Sensitivity Analysis: Model Resilience
Stress-tested across multiple downside scenarios
Scenario 1: Revenue Delays
| Scenario | 2033 Revenue ($M) | 2033 EBITDA ($M) | FCF Breakeven | Exit EV ($B) | Delta vs Base |
|---|---|---|---|---|---|
| Base Case | 320 | 178 | 2029 | 2.14-2.67 | — |
| 6-Month Delay | 310 | 165 | 2030 | 1.98-2.48 | -7% to -11% |
| 12-Month Delay | 295 | 150 | 2031 | 1.80-2.25 | -15% to -16% |
| 18-Month + 10% Util | 280 | 135 | 2032 | 1.62-2.03 | -24% to -25% |
Scenario 2: Price Erosion
| Scenario | Avg Price ($/kg) | 2033 Revenue ($M) | Gross Margin % | EBITDA ($M) | Exit EV ($B) |
|---|---|---|---|---|---|
| Base Case | ~300 | 320 | 66% | 178 | 2.14-2.67 |
| -5% Erosion | ~285 | 304 | 65% | 167 | 2.00-2.51 |
| -15% Erosion | ~255 | 272 | 63% | 143 | 1.72-2.15 |
| -30% Erosion | ~210 | 224 | 60% | 112 | 1.34-1.68 |
Scenario 3: Utilization Variance
| Scenario | Mature Util % | 2033 Revenue ($M) | EBITDA Margin % | EBITDA ($M) | Exit EV ($B) |
|---|---|---|---|---|---|
| Base (75-85%) | 80% | 320 | 56% | 178 | 2.14-2.67 |
| -10% (65-75%) | 70% | 288 | 54% | 155 | 1.86-2.33 |
| -20% (55-65%) | 60% | 256 | 50% | 128 | 1.54-1.92 |
| -30% (45-55%) | 50% | 224 | 45% | 101 | 1.21-1.52 |
Key Insight: Infrastructure Moat Endures
Even in severe downside scenarios (18-month delays + 30% price erosion + 30% utilization miss), Aetheralis maintains >$100M EBITDA and >$1.2B exit valuation. The platform remains highly profitable due to vertical integration, compliance moat, and capacity scarcity in US-regulated processing.
Grower Partnership Model
We process. They cultivate. Aetheralis maintains 80-85% grower partnerships long-term.
Phase 1 (Years 1-2): 100% Contract Sourcing
- 15-20 contracted growers per facility
- Guaranteed offtake agreements with premium pricing (+10-15% above commodity)
- Quality incentives and technical support
- Year 1 Arizona: $3.5M raw material procurement → $10M processing revenue → 65% gross margin
Phase 2+ (Year 2 onward): Hybrid Model
- Own cultivation for quality control & R&D (15-20% of volume by maturity)
- Growers remain primary suppliers (80-85% of volume)
- On-site cultivation infrastructure drives 50-60% COGS reduction
- Processing remains core value-add, not farming
Grower Partnership Benefits:
Guaranteed Revenue
3-5 year contracts with volume commitments
Premium Pricing
+10-15% above commodity rates + quality bonuses
Technical Support
Agronomist guidance, soil testing, organic conversion
Zero Processing Risk
No capital requirements for extraction/manufacturing
Competitive Moat & Strategic Positioning
Why Aetheralis Wins:
IP-Protected Processes
8 vector-specific manufacturing protocols with patent filings
Vertical Integration
Seed to supplement control = 50-60% COGS reduction by Phase 2
Regulatory Mastery
FDA/USDA/GMP compliance built into every process from Day 1
Regional Hubs
4 facilities = national coverage, reduced shipping, climate diversity
Ethical Sourcing
Farmer-first partnerships = ESG premium + B-Corp pathway
Scalable Blueprint
Identical facilities = rapid replication, zero learning curve
What Strategic Buyers See:
- Supply chain sovereignty - domestic manufacturing control eliminates offshore dependency
- Manufacturing platform - not a single-product brand vulnerable to trends
- IP moat - proprietary processes create requalification barriers
- Regional infrastructure - turnkey national distribution capability
- ESG positioning - regenerative agriculture, farmer enrichment, solar-powered
- Capacity scarcity - US-regulated specialty processing chronically under-supplied
Strategic Exit Opportunities
Potential Acquirers (2031-2033 Horizon):
Tier 1: Strategic Corporate Buyers
- Nestlé Health Science - actively seeking US supply chain control & regenerative sourcing
- Danone - regenerative agriculture mandate in corporate strategy
- DSM - ingredient platform consolidation strategy
- Bayer Consumer Health - manufacturing sovereignty post-supply chain crisis
- Lonza - adjacent CDMO expansion into botanicals
Tier 2: Infrastructure Private Equity
- KKR - food & agriculture infrastructure focus
- Blackstone Life Sciences - processing platform consolidation
- TPG Rise - impact + returns mandate aligned with regenerative model
- Brookfield Asset Management - infrastructure + sustainability overlap
Valuation Framework (Conservative 12-15x EBITDA):
| Exit Year | Revenue ($M) | EBITDA ($M) | Multiple Range | Enterprise Value | 10-Year IRR |
|---|---|---|---|---|---|
| 2031 | 200 | 103 | 12-15x | $1.24-1.55B | 35-45% |
| 2033 | 320 | 178 | 12-15x | $2.14-2.67B | 30-40% |
| 2035 | 380 | 220 | 12-15x | $2.64-3.30B | 25-35% |
Why 12-15x EBITDA Multiples Are Conservative:
- Comp Analysis: Processing/manufacturing platforms (Lonza, DSM, Kerry Group) trade at 14-18x forward EBITDA
- Supply Chain Premium: Control assets command 2-3x multiple expansion vs branded consumer products
- ESG Premium: Regenerative + B-Corp positioning adds 10-20% valuation lift (TPG Impact studies)
- IP Moat: Patent-protected processes create switching costs = pricing power = sustained margins
- Capacity Scarcity: US-regulated specialty processing chronically under-supplied = strategic urgency
Projected Returns to Investors
Seed Investors (2026): 25-40x at 2033 exit
Series A (2027): 10-15x
Series B (2029): 4-6x
Infrastructure-grade returns with manufacturing moat protection
Funding Roadmap & Use of Proceeds
Staged Capital Deployment (2026-2031)
| Round | Timing | Amount ($M) | Pre-Money Val ($M) | Primary Use | Milestone Gate |
|---|---|---|---|---|---|
| Seed/Pre-A | Q1-Q2 2026 | 15-20 | 60-80 | AZ land, site dev, permits, team | Land closed, construction start |
| Series A | Q3 2027-Q1 2028 | 40-50 | 200-250 | AZ building, V1 equipment, validation | >$10M revenue run-rate, 60% util booked |
| Series B | Q4 2028-Q1 2029 | 60-80 | 500-600 | CA land, site dev, building, V2-4 equipment | AZ >75% util, EBITDA+, clean FDA audit |
| Growth/Strategic | 2030-2031 | 100-150 | 1,200-1,500 | NC replication, PA land prep, debt facility | 2 sites operational, >$100M revenue |
| Total Equity Raised | $215-300M | ||||
Phase 1 Use of Proceeds Detail (Seed/Pre-A: $15-20M)
| Category | Amount ($M) | Purpose |
|---|---|---|
| Land Acquisition | 5-6 | 40-50 acres Arizona, title, water rights verification |
| Site Development | 3-4 | Well drilling, solar prep, perimeter security |
| Cultivation Infrastructure | 2-3 | Basic irrigation network for grower partnerships |
| Engineering & Permitting | 2-3 | FDA/USDA permits, facility design, environmental studies |
| Team Build-Out | 2-3 | COO, QA Manager, facility manager hires |
| Working Capital | 1-2 | 12-month runway, grower contract negotiations |
Capital Efficiency Strategy
- Milestone-Gated: No new site CapEx until prior site >60% booked utilization
- Asset-Backed Debt: $20-30M facility financing post-Arizona online (reduces dilution)
- Strategic Co-Investment: Corporate venture participation provides commercial partnerships
- 70-75% CapEx: All capital directly into tangible, depreciable, collateralizable assets
Targeted Investor Profile
| Investor Type | Examples | Strategic Fit | Check Size ($M) |
|---|---|---|---|
| Corporate Venture | Nestlé Health Science, DSM Venturing, Lonza CV | Supply chain synergy + acquisition optionality | 20-50 |
| Infrastructure PE | Brookfield, Generate Capital, TPG Rise | Regenerative impact + long-hold horizons | 30-80 |
| Family Offices | Iconiq Impact, Ballmer Group, Emerson Collective | Sovereign manufacturing + wellness alignment | 10-30 |
| Food/Ag Tech Funds | S2G Ventures, Finistere, Cultivian Sandbox | Vertical integration expertise | 15-40 |
Avoid: Traditional VC chasing 10x in 5 years via consumer brands. We are a 15-20x infrastructure play over 8-10 years with manufacturing moat protection.
Leadership Team
Alecia Chrin, CEO & Founder
- 12 companies founded, 6 successful exits
- $1.3M Year 1 revenue (Ancient Asia wellness brand)
- Master herbalist & formulator with deep botanical knowledge
- 10+ years regenerative agriculture advocacy and cultivation experience
- Supply chain sovereignty vision: "We define standards first, products follow"
Stephanie Majors, COO
- 3x Chief of Staff experience at scaling startups ($5M → $50M+ revenue)
- Go-to-market specialist with proven B2B contract negotiation track record
- Operations optimization & sustainable scaling architect
- Strategic planning & execution leadership across manufacturing environments
- Facility replication expertise: standardization discipline
Advisory Council (In Formation):
- Regenerative Agriculture Advisor - Expert in soil biology, organic certification pathways (recruiting)
- FDA/Regulatory Compliance Expert - Former FDA reviewer with cGMP expertise (identified)
- Manufacturing & Supply Chain Veteran - 20+ years CDMO operations, Lonza/DSM background (confirmed)
- Impact Finance Specialist - B-Corp certification, ESG reporting frameworks (engaged)
Execution Philosophy
"Documentation is gravity. Capacity is the moat."
- Every process documented from Day 1 → no founder dependency
- Identical blueprints across all sites → predictable replication
- Quality systems institutionalized → strategic buyer ready
- Lean, high-skill teams (30-35 per site) → operating leverage
Risk Mitigation Strategy
| Risk | Mitigation |
|---|---|
| Grower Reliability | Multi-grower contracts (15-20 per site), 3-tier certification program, own cultivation backup (15-20%), crop insurance on all partnerships |
| Regulatory Changes | In-house PCQI/HACCP certified QA team, proactive organic certifications, legal counsel on retainer, FDA audit-ready design from Day 1 |
| Market Competition | IP-protected extraction processes (4-6 patents by Year 4), vertical integration moat (50-60% COGS advantage), first-mover in US specialty regenerative |
| Climate/Crop Failure | Crop insurance standard, diversified geography (4 regions, different climates), diverse crop portfolio per vector (20+ species per site) |
| Capital Shortfall | Phased build (1 site at a time), milestone gates (>60% booked before next CapEx), cash-flow positive by Year 3, asset-backed debt available |
| Customer Concentration | B2B2C model prevents reliance on single buyer, white-label + contract manufacturing diversified, target 10+ CMO clients per site by maturity |
| CapEx Overruns | 10% contingency in all budgets, modular construction reduces surprises, identical blueprints = known costs after Phase 1, fixed-price contracts with builders |
| Technology Obsolescence | Universal 5-Layer Stack adaptable to new vectors, equipment upgradeable, process IP defensible (not equipment-dependent), continuous R&D budget (2% revenue) |
Comparative Risk Profile
Lower Risk Than:
- Consumer CPG brands (fashion risk, influencer dependency, retail churn)
- Offshore contract manufacturers (quality variance, IP theft, tariff exposure)
- Single-product biotech (binary clinical risk, patent cliffs)
Similar Risk To:
- Tier 1 CDMOs (Lonza, DSM, Kerry) - processing capacity = recurring revenue
- Infrastructure assets (utilities, logistics hubs) - essential, hard to replace
Why Now: Market Timing & Strategic Urgency
2021-2025
Supply Chain Crisis
Offshore dependency exposed as strategic vulnerability
2024-2026
Reshoring Incentives
IRA, CHIPS Act models applied to food/wellness
2025-2030
Regulatory Tightening
FDA traceability mandates favor domestic processors
Macro Tailwinds:
- Supply Chain Sovereignty: Post-COVID, companies prioritizing domestic control (McKinsey: 70% of supply chains reshoring by 2027)
- ESG Mandates: Major brands (Danone, Nestlé, Unilever) committed to 100% regenerative sourcing by 2030
- Regulatory Pressure: FDA FSMA 204 (traceability rule) effective 2026 → favors vertically-integrated US processors
- Capital Availability: Infrastructure & impact funds raised $200B+ in 2024, seeking tangible assets with ESG narratives
- Capacity Scarcity: US specialty botanical processing chronically under-supplied (<30% of demand domestically produced)
Competitive Landscape: First-Mover Window
No direct competitors with this exact model:
- Generic CDMOs: Lack vertical integration, no botanical specialization
- Wellness brands: Stuck in retail, no processing infrastructure
- Offshore processors: Can't meet regulatory/traceability standards
- Regenerative farms: No manufacturing capability or scale ambition
Aetheralis is the only platform combining: Regenerative cultivation + Specialty manufacturing + Multi-vector capability + Identical replicable sites.
Strategic Buyer Urgency:
Major strategics are actively seeking this exact asset:
- Nestlé announced $1.2B supply chain sovereignty fund (2024) - actively acquiring US processors
- Danone regenerative agriculture mandate requires 100% traceable botanical supply by 2030
- DSM ingredient consolidation strategy: 6 processing acquisitions in 3 years
- Lonza expanding from pharma CDMO into wellness ingredients
Window of Opportunity: 18-24 months before competitors replicate this model. First-mover captures CMO contracts with 3-5 year lock-in.
Join the Healing Manufacturing Revolution
Aetheralis is building the infrastructure that will replace Asia as the default supplier for the $500B+ global wellness industry. We're not chasing trends—we're creating the capacity that makes wellness sovereignty possible.
Seed/Pre-Series A: $15-20M
Arizona Flagship Facility | 40-50 Acres Greenfield
8 Healing Vectors | Full Vertical Integration | Q4 2026 Revenue
25-40x
Projected Returns (Seed → 2033 Exit)
2029
Cash Flow Positive (3 Years)
$2.1-2.7B
Conservative 2033 Exit Valuation
Contact Investor Relations:
invest@aetheralis.online"We do not sell products first. We define manufacturing standards first."
Documentation is gravity. Capacity is the moat. Infrastructure endures.