KM Digital

001 / KEY QUESTION

HOW DO WE REPOSITION KM FOR THE FUTURE.

And where am I best positioned to make the greatest impact?

AI has fundamentally changed what we can deliver and how fast we can deliver it. Now the question is how we sell it, how we restructure around it, and how I allocate my leadership across KM, DFC, INVERTED, and The Backlot.

WHAT I NEED COUNSEL ON

How do we reposition KM as an AI-native agency that sells AI capability, not just creative services?

How do I allocate my time across KM operations, INVERTED/Backlot, GlobalNbr product, and DFC support?

What should be primary now, what should be nurtured in parallel, and what should wait?

THE TENSION

AI has compressed the gap between what a 15-person agency can do and what used to require 30+

We are building an AI platform through GlobalNBR to automate proposal and sales workflows for businesses, targeting AEC firms first

Mike's CEO role at DFC gives us access to 300+ executive-level AEC firms

The risk is not lack of opportunity. It is doing too many things at once

002 / PERSONAL

NATALIE.
CHRISTIAN.
KELLEN.
MOLLY.

Wife: Natalie. Children: Christian (12), Kellen (9), Molly (6). Turning 40 this weekend.

As I hit 40, I am realizing longevity and being healthier is more important now than ever. I am deeply grateful for how God has shown up in my life and in business. It feels like He has lined my steps. My challenge is to trust Him and not add too much to my plate.

This season feels less about forcing growth and more about stewarding what God has already put in front of me.

CHRISTIAN, 12

KELLEN, 9

MOLLY, 6

003 / WHO WE ARE

KM DIGITAL.
LEESBURG, VA.

Founded 2012. ~15 people. Story, Design, Development, Growth.

MISSION

Transforming vision into exponential value with creativity and technology.

VISION

Creating eternal impact in the lives of our people, clients, and communities we serve.

STRATEGIC ANCHOR

Human First, AI Native. We prioritize people, relationships, and purpose, then use AI to increase clarity, speed, quality, and value creation internally and for clients.

004 / THE KM WAY

BE ONE. BE EXCELLENT. BE HEARD. BE LAST. BE CURIOUS.

Our strategy only works if our culture can support it.

BE ONE

United in Collaboration

BE EXCELLENT

Relentless Pursuit of Excellence

BE HEARD

Communicate with Purpose

BE LAST

Serve with Humility

BE CURIOUS

Hunger to Learn

005 / EXECUTIVE SNAPSHOT

LESS HOURS FOR DOLLARS. MORE VALUE.

$1.67M

2024 REVENUE

$2.24M

2025 REVENUE

$690K

2026 YTD

$3.0M

2026 TARGET

20%

NET MARGIN TARGET

$165K

MONTHLY RECURRING

$140K

MONTHLY BURN

$300K

SAVINGS

006 / WHAT WE LEARNED

WHAT WE LEARNED.

LESSONS

Growth must be margin-aware and capacity-aware

Utilization drives net; allocation is the bottleneck

AI must become offers, pilots, and case studies

Leadership ownership needs to be clearer

We do not need more ambition. We need sharper execution.

2026 PRIORITIES

Profitability first

$3M in right-fit revenue

Operational discipline

AI as a growth engine

Team incentives and alignment

Culture that scales excellence

007 / AI

WHAT CHANGED IN 6 MONTHS.

The opportunity is not hypothetical anymore.

Our process is already unique and well defined

AI has materially increased our speed, leverage, and delivery capacity

We use AI across design, dev, content, video, strategy, publishing

We can do significantly more while holding a high bar

THE STRATEGIC QUESTION

Do we sell AI capability to clients, use it to improve margins, or both?

008 / EMERGING OPPORTUNITY

AEC MARKET.

Mike Keene has taken on the CEO role at Design Intelligence / Design Futures Council, a 30-year-old AEC institution with 300+ executive member firms.

GLOBALNBR: THE PRODUCT

AI-powered sales enablement, discovery, and proposal automation for AEC firms.

Beta testing with local clients now

Launching into AEC through DFC's 300+ member firms

WHY AEC FIRST

Existing trusted access through DFC

A $50M firm invests $1M+ in proposals

15+ years of validated pain points

Low AI adoption = first-mover advantage

009 / THE ECOSYSTEM

THE ECOSYSTEM.

The operating engine. ~$2.2M annual revenue. ~15 employees. Client services, delivery, relationships, and the cash flow that funds everything else.

INVERTED

A media-first venture platform. Three verticals: Media, Ventures, and Spaces. Currently made up of KM Digital, GlobalNBR, Distant Moon, The Backlot (real estate development).

THE BACKLOT

A mixed-use development in downtown Leesburg through South Street Holdings. Over an acre of creekfront property designed to bring retail, studio, workspace, and residential to life.

The question is not whether they connect. The question is what should be primary in this season.

010 / INVERTED

Stories. Technology. Spaces. For Human Flourishing.

A media-first venture platform: Media, Ventures, and Spaces, powered by KM Digital and Distant Moon.

FOUNDING PARTNERS

Chris Mizerak: Real Estate + Operations

Mike Keene: Ventures + DI/DFC

Ian Reid: Media + Film (Distant Moon)

FLYWHEEL

→

Media creates attention

→

Attention creates trust

→

Trust creates opportunity

→

Opportunity creates enduring value

CNTRL ALT DLT: EP. 1 TRAILER

011 / THE BACKLOT

8 SOUTH ST.
218 WIRT ST.
LEESBURG.

Over an acre · Creekfront · Retail · Studio · Workspace · Residential

Mixed-use property vision in downtown Leesburg's Old & Historic District through South Street Holdings. Currently in preconstruction with BAR approval in process.

This is the part of INVERTED where my attention is most naturally pulled.

RENDERING INSPIRATION

012 / LEADERSHIP TENSION

THE RISK IS NOT LACK OF OPPORTUNITY.

The risk is diluted focus, fragmented execution, and overextended leadership.

KM is stronger with real momentum. But it needs to be repositioned for an AI-native future

AI has changed what we deliver. But we haven't fully restructured around it

GlobalNbr and AEC through DFC create a real product opportunity. But it needs focused founder time

INVERTED and The Backlot represent long-term value. But they pull attention from the operating engine

I need to be clear about where I create the most value: KM operations, product, real estate, or platform strategy

013 / STEWARDSHIP

MINISTRY HIGHLIGHTS.

01 / WEEKLY PRAYER

Bible studies with the team

02 / COMPANY CHAPLAIN

Tree of Life give-back opportunities

03 / HEALTH INSURANCE

~$24K/yr per person, added January 2026

04 / COMMUNITY VISION

Downtown Leesburg initiative, aspiration for 2026

014 / ADVICE & COUNSEL

QUESTIONS TO CONSIDER.

How should KM reposition itself as an AI-native agency, not just a creative shop that uses AI, but one that sells AI capability as a core offering?

Is GlobalNbr the right first product bet? Go all-in on AEC through DFC, or test more broadly?

Where am I best positioned: running KM operations, building the product, advancing The Backlot, or supporting Mike at DFC?

How much of INVERTED and The Backlot should be active right now versus held for later?

What does the right leadership structure look like so KM runs without me in every decision?

015 / POSSIBLE PATHS

I DO NOT NEED HELP SEEING OPPORTUNITY. I NEED SEQUENCE.

OPTION 1: KM ENGINE + AI REPOSITIONING

Stay focused on KM. Reposition as AI-native. Use GlobalNbr as proof case. Sell AI through existing relationships. Defer INVERTED/Backlot until KM hits 20% net.

OPTION 2: PRODUCT FIRST (GLOBALNBR + DFC)

Shift primary energy to GlobalNbr and AEC through DFC. Hand KM day-to-day to a strong #2. Let the product pull KM forward.

OPTION 3: PARALLEL TRACKS WITH CLEAR LANES

Run KM tightly while advancing GlobalNbr and Backlot in defined lanes. Chris = real estate + KM ops, Mike = ventures + DFC, Ian = media + film.

OPTION 4: SIMPLIFY AND PROTECT THE BASE

Slow expansion. Focus on margin and clarity. Get KM to 20% net, build $420K savings, earn the right to expand.

KMDIGITAL