VEYU · Investment Deck 01 / 30
veyu.
Built for the court. Made for the culture.
SEED £1m · October 2026
VEYU · Investment Deck · October 2026 HYPE Sports Limited · Confidential
The Opportunity 02 / 30

A digital-first
padel brand.

"Every brand in padel sells a spec sheet, an athlete or a tournament logo. Nobody owns what padel feels like off the court."

VEYU is built to. Proprietary material science, a digital-first model and a cultural point of view, engineered inside and out to define what a modern padel brand feels like.

  • Performance-grade equipment with a genuine engineering moat
  • Modern design, cultural identity and community belonging
  • D2C-first model built for 68–69% gross margins
  • Defensible architecture via HYPETEX® Kromaskin technology

Launching with premium rackets and apparel at accessible price points, delivered through a high-margin D2C model.

£1m
Seed Raise
2029
Profitable
68–69%
Gross Margin
10–12×
LTV / CAC target by Year 3
about 2× in Year 1
VEYU · Investment Deck · October 2026 02
The Market 03 / 30

The fastest-growing sport in the world.

"Padel today feels like golf 20 years ago: massive participation growth, limited brand innovation."

Global Players
25M+
Growing at ~18% CAGR
Courts Globally
70,000+
Across 90+ countries
CAGR Growth
~18%
2023–2030 forecast
Culture-Led Brand
£0
No incumbent

Participation growth is outpacing both brand leadership and technical innovation. Rapid expansion across Europe with the US entering a major growth phase.

Critical Inflection. No padel brand currently combines cultural identity, community infrastructure, and proprietary product architecture. The market exists. The brand doesn't. VEYU is built to fill that vacuum.
Source: Playtomic Global Report 2025 03
The White Space 04 / 30

Participation is growing
faster than the brands.

"As new players enter the sport, brand choice is wide open."

No Cultural Brand

Zero brands lead with identity, lifestyle or emotional connection. All compete on specs.

No Digital Home

No trusted digital destination for padel players: no discovery engine, no community hub.

Spec-Led Incumbents

Every incumbent competes on weight, materials and athlete credentials. Zero cultural voice.

No Combined Moat

No brand combines culture + distribution access + proprietary product architecture.

VEYU's Opportunity Own the white space: high performance credibility × high cultural brand power.
VEYU · Investment Deck · October 2026 04
Competitive Landscape 05 / 30

Every incumbent competes in the same quadrant.

VEYU is the only brand in uncontested territory.

TECHNICAL PERFORMANCE CULTURAL BRAND POWER HIGH LOW LOW HIGH Bullpadel NOX Head Adidas Wilson Babolat Oxdog Siux Lok Volt Tactix SPEC-DRIVEN QUADRANT UNCONTESTED VEYU CULTURE × PERFORMANCE
VEYU · Investment Deck · October 2026 Confidential
Competitive Comparison 06 / 30

Every other brand owns one dimension.
VEYU owns both.

Price, technical specification and cultural positioning, plotted against the field.

01 · Legacy Performance
Established Incumbents

Bullpadel · NOX · Head · Adidas · Wilson · Babolat

High price. High technical. Zero cultural voice.

02 · Emerging Entrants
Newer Challengers

Lok · Volt · Tactix · Oxdog · Siux

Mid price. Mid technical. Limited or no brand identity.

03 · VEYU
Culture × Performance

Premium-accessible price (£125–£320 RRP). Elite technical architecture.

Cultural + performance brand: the only one.

VEYU · Investment Deck · October 2026 06
Target Consumer 07 / 30

This consumer
already exists.

No brand fully serves them.

28–45
Core Players

Executive professionals who discovered padel socially. Urban, style-conscious, high engagement and repeat-purchase behaviour. The primary acquisition target.

40–60+
Affluent Players

Premium buyers who value design, story and identity over specifications. High ASP, high LTV.

Younger
Lifestyle Entrants

Younger players entering padel through social and cultural discovery, acquired through content.

Influenced
Cross-Sport

Purchasing decisions socially influenced through clubs, coaches and venues. Coach seeding programme.

VEYU · Investment Deck · October 2026 07
Positioning 08 / 30

Built for the court.
Made for the culture.

Music, art, fashion and the people who play padel between them.

Traditional padel brand VEYU
Sponsors athletes & tournamentsCollaborates with musicians, visual artists, cultural figures
Partners with car brands (Cupra, BMW)Partners with musicians, artists, streetwear labels and cultural venues (Spotify in discussion)
Sells rackets by spec sheets & weightSells identity through personalised Persona discovery
Targets padel players by skill levelTargets culture-forward individuals who play padel
Brand voice: technical, genericBrand voice: direct, confident, community-led
The game is padel. Everything else is ours.
VEYU · Investment Deck · October 2026 08
Cultural Partnerships 09 / 30

VEYU does not pursue
traditional padel partnerships.

Category Examples Activation Format
MusicEmerging artists; Spotify as platform partner (in discussion)Co-branded limited-edition rackets, playlist-driven Personas, DJ sets at launch events
Visual ArtStreet artists, digital artists, graphic designersArtist-edition racket graphics via Kromaskin, gallery-style launches, collectible packaging
StreetwearIndependent labels, emerging designersCapsule collections, crossover drops, styled lookbooks shot in Mallorca
LifestyleGalleries, music studios, members' clubs; select partner clubs (House of Racket, WPA)Cultural venues and night formats, including night padel at select partner clubs
TechnologySpotify API integration (in discussion); Apple Health or StravaData-driven Persona features, connected player experience, gamified progression
In discussion DJs and artists: [NAMES, ONE-LINE DETAIL EACH]. Ambassadors: El Negro, Gail Emms MBE [+ ANY OTHERS].
What VEYU deliberately avoids
No tournament sponsorship. No automotive partners (Cupra, BMW). No conventional athlete endorsement deals. Every other padel brand occupies this space; VEYU's differentiation depends on staying out of it.
VEYU · Investment Deck · October 2026 09
Cultural Context 10 / 30
Padel isn't a sport.
It's a subculture waiting
for its brand.
What the category lacks, and what VEYU is built to be.
VEYU · Investment Deck Confidential
Uncontested Territory 11 / 30
Own
both.

VEYU occupies uncontested territory: high performance credibility combined with high cultural brand power, the same white space that made Nike, Supreme and Red Bull category-defining icons.

Nike · Supreme · Red Bull
VEYU · Investment Deck · October 2026 11
Technical Moat 12 / 30

Designed and engineered
with SportsLab.

Our entry ticket, not our point.

01
HYPETEX® Kromaskin

F1-derived coloured carbon fibre. Genuine visual + material differentiation no competitor can replicate. Design protections 29931929, 015073713-0001, 015073713-0002.

02
SportsLab Partnership

Exclusive equipment partner and shareholder. VEYU owns its tooling and moulds. 20+ years elite sporting goods development. Track record with Adidas, Nike and Dunlop. Proprietary architecture and design protections in place.

03
World Padel Academy

Leading global padel operator. 50+ courts, 20,000+ active players, embedded coaching network. Launch access and early revenue platform.

VEYU · Investment Deck · October 2026 12
D2C Customer Acquisition 13 / 30

The padel Persona discovery experience.

Replaces 'browse by category' with identity-first discovery. The website is not a shop: it is the home of padel.

01 · Input
Spotify Integration (in discussion)

Connects listening habits to play style and racket characteristics.

02 · Input
Cultural Preferences

Visual rapid-fire choices build a rich psychographic profile.

03 · Input
Play Style

Brief non-technical questions about court approach.

04 · Output
Persona Output

Assigns one of defined Personas with personalised racket recommendation.

Data Capture

Email + Spotify data + psychographic profile before any purchase decision.

Viral Shareability

"I'm The Maverick. What are you?" Organic distribution lowers effective CAC.

Conversion

Recommendation feels personal, not transactional. Users buy a racket that 'chose them'.

Retention

Persona data powers segmented flows: 25% repeat purchase within 12 months targeted.

Proof of demandPersona quiz and a waitlist of 3,000 open March 2027; Halo pre-orders from mid-May. Proof of demand before the first sale.

What the platform delivers commercially
Direct Sales

Persona recommendation converts to purchase in the same session. No friction, no redirect.

Apparel Attach

20% at launch, targeting 30%. Bundles lift average order to about £250 ex VAT.

Repeat Upgrade Cycle

Persona data powers segmented re-engagement. 25% repeat purchase within 12 months targeted.

Data Asset

Email, Spotify data and psychographic profile captured pre-purchase. Owned audience, zero platform dependency.

VEYU · Investment Deck · October 2026 13
D2C Channel Economics 14 / 30

Digital-first brands
outperform.

Channel Role Margin Profile
D2C WebsiteCore channel: highest margin, direct customer relationship68–69% gross margin
WPA EmbeddedValidation + early revenue: 20,000+ players, 50+ courts50% of RRP
AmbassadorPeer-to-peer social proof and recommendationCommission, accounted as COS
Wholesale / ClubPhysical presence at select partner clubs, from Year 250% of RRP
Acquisition cost per order · Y1
£41
All-in marketing cost per order · Y1
£119
Acquisition cost target · Y3
£20–25
Y1 D2C orders
~1,500
Average order · ex VAT
£250
Price Positioning £125–£320 RRP (Good £125, Better £190, Pro £260, Halo £320). Below comparable performance-tier incumbents. Premium accessible, not premium exclusive. Commercial Model Full-price rackets. Codes and bundle incentives unlock gifts, not money off. Targeted apparel clearance only. No sitewide or first-order discounts.
VEYU · Investment Deck · October 2026 14
Product & Bundles 15 / 30

Technical is table-stakes.
What we sell is identity.

The racket is the medium. The Persona is the product.

The range
Good
£125
Better
£190
Pro
£260
Halo
£320
Limited allocation, waitlist first
Bundles
Court bundle
about £325
Pro racket, tee and shorts.
Culture bundle
about £445
Halo racket, hoodie and cap.

Bundles build the average order and introduce people to the apparel.

Performance rackets and on-court kit; the off-court range carries the personality.

First collab drop · Q1 2028Sold in bundles, with grip and packaging tweaks on the racket.

VEYU · Investment Deck · October 2026 15
The Business Model 16 / 30

The VEYU growth
flywheel.

Culture drives attention. Attention drives commerce.

Content
01

Cultural content, Mallorca lifestyle, engineering story and Persona quiz virality pull audiences in.

Commerce → Content
05

Revenue funds production. New products create new stories. Customer UGC amplifies the cycle.

veyu.
02
Community

Waitlist and Persona community, ambassador network, night formats at cultural venues and select club partners create rituals and belonging.

03
Product

Kromaskin visual impact, SportsLab engineering credibility and coach endorsement validate on and off court.

04
Repeat Purchase

Progression-led upgrades, apparel attach (20% targeting 30%), bundles and limited drops at full price drive commerce.

VEYU · Investment Deck · October 2026 16
Content Strategy 17 / 30

The Mallorca
content engine.

Mallorca is not a filming location: it is a strategic asset. Year-round sunshine, premium European lifestyle associations, strong padel infrastructure, and visual variety within a short radius. Production: 2+ residential shoots per quarter in Year 1, monthly in Year 2.

Performance

On-court technique, coaching, SportsLab manufacturing films. Credibility content that justifies the product.

Lifestyle

Mallorca shoots, sport-into-life transitions, ambassador day-in-the-life. The world around the game.

Community

Ambassador content, UGC amplification, 'What's Your Persona?' social series, night format and venue recaps.

Culture

Editorial, Outlier opinion pieces, artist collaboration documentaries. VEYU as the media voice of padel.

VEYU · Investment Deck · October 2026 17
Social & Distribution 18 / 30

Social is our awareness engine.
The website is our sales engine.

01 · TikTok
TikTok
Discovery and trial

Short-form content drives first awareness: court moments, Persona reveals, product drops, cultural content. Awareness channel only. No direct sales.

02 · Instagram
Instagram
Lifestyle and aspiration

Mallorca shoots, ambassador content, brand world. Builds the identity layer that converts followers into buyers. Awareness and brand building.

03 · YouTube
YouTube
Education and trust

Coaching content, SportsLab manufacturing films, Persona explainers. The long-form channel that closes the knowledge gap before purchase.

All social channels drive to the brand domain, the D2C platform where revenue is captured.

VEYU · Investment Deck · October 2026 18
Market Phasing 19 / 30

UK → UAE → US.

Build culture in Europe. Amplify in UAE. Scale in US.

Phase 01
UK Beachhead
Launch July 2027

Primary growth market. D2C digital-first. House of Racket and a few premium club partners. Coach seeding (20–30 coaches). Target: £378k revenue, about 1,500 orders.

Phase 02
UAE Activation
Later phase

Amplification, not build. WPA ecosystem already embedded: distribution and event access from Day 1. Premium audience: affluent, culturally engaged, globally connected. High-visibility events carry international reach.

Phase 03
US Entry
Later phase

Entered through culture and lifestyle, not product. UK traction + Mallorca content as proof. Board-level USPA relationships. Mexico Waves and Pro Padel League access. Miami and LA as natural entry points.

Spain: Content Base. Mallorca as content hub Day 1. Most competitive padel market globally, approached commercially from established brand strength.
Padel Pipeline. Embedded commercial function driving club outreach, WPA and event relationships, and distributor activation across all markets.
VEYU · Investment Deck · October 2026 19
Financial Snapshot 20 / 30

Strong economics
from day one.

"Built for sustainable, capital-efficient growth."

2027 Revenue · Launch July
£378k
Gross Margin
68–69%
2029 Revenue · Profitable
£3.9m
2031 Ambition
£9.9m
YearRevenueGross MarginNet ProfitStatus
2026Pre-launch–-£40kBuild
2027£378k69%-£273kLaunch (July)
2028£1.69m68%-£142kRamp
2029£3.89m68%£599kProfitable
2030£7.41m68%£1.43mScale
2031£9.90m68%£1.91mMature

Net profit shown before corporation tax. Year-end cash positive throughout; lowest point £276k at end 2028. No further funding required in the base case.

VEYU · Investment Deck · October 2026 20
The Investment 21 / 30

£1m seed round.

The valuation reflects both the proprietary product architecture and the strength of our advantaged D2C distribution model: a rare combination at seed stage in the padel vertical.

SEIS / EISAdvance Assurance being applied for.

Seed Raise
£1m

Targeting committed early-stage investors who understand D2C brand-building in fast-growth sports categories.

Pre-Money
£3m

Strong gross margin profile (68–69%). Early revenue visibility. Capital-efficient growth. Scalable platform.

Post-Money Valuation
£4m

Investor ownership of 25%: a meaningful stake with material upside at Series A and beyond.

Investor Ownership
25%
2028 Revenue Multiple
2.4×
Profitable
2029
LTV / CAC
2× → 10–12×
Year 1, rising to the Year 3 target
VEYU · Investment Deck · October 2026 21
Use of Funds 22 / 30

£1m to the end of 2027,
before revenue.

Product & stock
£263k
26% · includes the US$100k SportsLab advance
Team
£269k
27%
Marketing & launch
£180k
18%
Operations, logistics & admin
£123k
12%
Cash reserve
£165k
17%
Phased stock Stock is ordered in phased MOQ batches; only about 5% of the raise is tied up in stock in Year 1.
VEYU · Investment Deck · October 2026 22
Investment Rationale 23 / 30

Conservative multiple.
Established platform.

The 2.4× 2028 revenue multiple is conservative relative to comparable D2C sports brands at seed.

VEYU enters the market with an established product suite, a growing sport behind it, and a repeat-purchase model that underpins long-term LTV.

Established Suite

Product architecture in place pre-launch. Not building from zero.

Growing Sport

18% CAGR category. Participation outpacing brand infrastructure.

Repeat-Purchase Model

25% repeat within 12 months plus apparel attach underpins long-term LTV.

VEYU · Investment Deck · October 2026 23
The People 24 / 30
The category is full of experts.
What it lacks is taste.
Execution credibility matters at seed. Cultural fluency matters at scale.
VEYU · Investment Deck Confidential
The Team · Founders & Core Team 25 / 30

Deep experience. Built for execution.

Founders
Marc Cohen

VEYU co-founder. Driving brand vision and cultural positioning.

Gavin Cohen

VEYU co-founder. Product and commercial direction.

Core Team
CEO & Commercial Architect
Lee Atkins

25+ yrs sponsorship, partnership and activation across sport, lifestyle and tech. England Cricket (9 yrs). Liverpool FC, Leicester City. HK 7s. Founding launch teams at The Arts Club London, Ten Trinity Square at Four Seasons and Hakkasan's Ling Ling. Brand work spanning LVMH, Range Rover, Harvey Nichols and Jumeirah.

Head of Marketing · CMO from Year 2
James Metzger

18+ yrs marketing and GTM. Founder, Aspire Marketing. Former Marketing Director at Roiback and prior brand activation and GTM consultant for HBX Group, the publicly listed travel-tech leader. Co-Founder, Padel Pipeline. Consults across hospitality, finance (Arbor Financial Group, Fairway), pharma (LaboLife) and sport.

Brand Creative & Content
Rob Short

12+ yrs strategic marketing across sport and major events. Rugby World Cup 2023: £4M+ revenue, 20M+ impressions, 318% channel growth. £11M+ aggregate ticket revenue across cricket, horse racing and badminton. Senior Marketing Manager at YONEX All England (channels grew 100% in 6 months). Past clients include The Jockey Club, Pentathlon GB and Bowls England.

Content Producer, Mallorca
Andrés de Castro

@mallorcavideos. Brand storyteller and content producer with a portfolio across sport (boxing, golf, martial arts), hospitality, real estate and product advertising. The on-the-ground creative engine for VEYU.

CEO, Sports Lab
Matthew Dance Shuker

Founder elevating sports brands, products and partnerships. Elite experience with Nike and Adidas. Combines commercial acumen, leadership and a values-driven approach to drive long-term growth.

Director, SportsWorld
Tom Whitehouse

Director at SportsWorld, leading the creation of world-class sports products through a blend of elite performance insight, product development expertise and commercial strategy.

VEYU · Investment Deck · October 2026 25
Risk & Mitigation 26 / 30

What we know
and how we cover it.

01
Category Risk

Padel participation growth may decelerate regionally.

Mitigation

Geographic diversification and adjacency expansion into pickleball and lifestyle categories.

02
Brand Adoption

Failure to achieve cultural resonance could limit differentiation.

Mitigation

Embedded venues, coach advocacy, and controlled early-market launches with validation before scale.

03
Distribution

Early reliance on WPA is intentional but non-exclusive.

Mitigation

Model transitions toward owned D2C and diversified club partnerships from Year 2 onward.

04
Product & Supply

Reliance on factory-designed products and quality control. Additionally: SportsLab manufacturing concentration.

Mitigation

Formally partnered with SportsLab.design for design, innovation and manufacturing under contracted terms. VEYU owns its tooling and moulds, and SportsLab's exclusivity steps down if performance falls short.

05
Capital & Execution

Early-stage cash and execution dependency.

Mitigation

Lean cost structure and milestone-based spend. No further funding required in the base case; lowest year-end cash £276k (2028).

VEYU · Investment Deck · October 2026 26
Culture & Values 27 / 30

Not a communications
exercise. An operating system.

VEYU's brand proposition is only credible if the organisation building it genuinely lives the same principles. These values shape how decisions get made, how the team works, and how VEYU shows up in the world.

01
Think Like an Outlier

VEYU exists because it refused to do what everyone else was doing. We question the default. We challenge the obvious answer. We back the idea without a precedent.

02
Earn It With Craft

The product uses the finest materials available. The content is shot with intent. The standard of craft is not reserved for what the customer sees: it applies to how we write a brief, run a meeting, give feedback.

03
Authentically Present

VEYU does not perform culture; it lives it. We bring our real selves to the work. We say what we think. We back each other openly and challenge each other honestly.

04
Build Belonging

People want to belong to something, not just buy something. That belief starts inside the organisation. The community we build externally is a reflection of the one we build internally.

05
Move With Purpose

Speed matters. But direction matters more. We move fast because we know where we are going. Purpose is the filter. If it does not serve the brand, the community, or the mission, we do not do it.

VEYU · Investment Deck · October 2026 27
Events & Activation 28 / 30

The long-term
activation vision.

Year 1 proves the concept cheaply through cultural venues and a few partner clubs. As revenue grows, production values and ambition grow with it. This is the vision everything early activation is building toward.

Year 1 Foundation
Cultural Venues & Night Formats

Galleries, music studios and members' clubs, DJs and artists, ambassadors. A few club partners (House of Racket, WPA) for night padel. Each event generates reusable content.

Signature Format
VEYU Open Court

Padel experiences blending sport, music and lifestyle. Night padel: floodlit courts, DJ sets, community energy. Beach club tournaments in Mallorca combining competition with lifestyle aesthetic.

Tournament Culture Layer
VEYU LIVE

Cultural programming at tournaments, making the wider event feel like something beyond sport. Music, DJs, player and fan crossover experiences. The ambition: VEYU becomes the entertainment partner of padel.

Year 1 Launch night (July 2027) · cultural venue series · coach seeding · ambassador programme
Year 2–3 Full VEYU Open Court format · UAE high-visibility events · VEYU LIVE at Premier Padel, as entertainment partner rather than sponsor
VEYU · Investment Deck · October 2026 28
What Happens Next 29 / 30

Seed close to
UK launch.

Seed closes before Christmas 2026. Purchase orders placed before 1 March 2027. D2C live on 1 July 2027.

  1. Before Christmas 2026
    Seed close
  2. November 2026
    Tech packs and moulds to the factory
  3. Before Chinese New Year 2027
    Proto 1, then playtest
  4. Before 1 March 2027
    Purchase orders placed
  5. March 2027
    Waitlist and Persona quiz live
  6. Mid-May 2027
    Halo pre-orders open
    120 units, £38,400 inc VAT, May–June
  7. 1 July 2027
    Launch, D2C live
  8. Q1 2028
    Collab apparel drop
VEYU · Investment Deck · October 2026 29
VEYU 30 / 30
veyu.
Built for the court.
Made for the culture.

We have the product. We have the model. Everything else is ours.

£1m Seed · Open for Commitments · October 2026 HYPE Sports Limited · Confidential
Appendix A · Inventory & Financial Detail App. A

Inventory efficiency improves every year.

Year Revenue COGS Gross Margin Avg Inventory Inv. Turns DIO (Days) GMROI
2027£378k£118k69%£45k2.9×1285.6×
2028£1.69m£541k68%£167k3.3×1106.8×
2029£3.89m£1.23m68%£261k4.8×7710.1×
2030£7.41m£2.37m68%£451k5.3×6911.2×
2031£9.90m£3.16m68%£487k6.5×5613.8×
Days Inventory Outstanding

Days of inventory fall from 128 at launch to 56 by 2031.

Reflects tightening demand forecasting as repeat customer behaviour improves sell-through velocity.

GMROI

Every £1 of inventory generates about £11 of gross profit by 2030 and nearly £14 by 2031.

Benchmark figure for premium D2C operators.

Inventory as % of Raise

Year 1 average inventory is about £45k, roughly 5% of the raise.

Stock is ordered in MOQ-sized batches and rebuilt from sell-through data; first orders before 1 March 2027; Halo pre-orders paid in full upfront.

VEYU · Investment Deck · Appendix App. A
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