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After approximately six months of development, it has become clear that the decision to partner with the experienced development partner and augmented reality and gamification expert Tropos AR was a very smart move. It allows Beyond the Mat to benefit from the Tropos AR ecosystem of technologies. Because the company relies on its production unit in North Macedonia, the average hourly development cost is less than 50% of comparable Western European talent. This enables Beyond Sports to maximize the funds raised while preserving more budgetary room for digital marketing.
Adjusted economic model
Beyond the Mat originally launched the project with a freemium model of €1.99 per month, where non paying users could only access lessons once every three days. This economic model has now been adjusted to a €2.99 per month subscription combined with a fully accessible free version supported by advertising. This allows the company to generate revenue from both paying and non paying users.
The paid component of the freemium business model is handled through the payment infrastructure of Apple and Google. Advertising will be managed through Google AdMob or AppLovin, both of which offer ready made advertising network solutions.
This refinement of the production plan has no significant impact on the cost structure, but it makes a major difference in the platform’s financial performance.
BJJ first, then judo and olympic wrestling
The most significant financial insight for Beyond Sports is that the Beyond the Mat platform can relatively easily expand to judo and olympic wrestling.
Judo is a global powerhouse with strong representation in Asia and Europe, while olympic wrestling is a deeply rooted sport in the United States. Both sports are practiced at the olympic level and benefit from significantly more infrastructure, including government supported federations, compared to Brazilian Jiu Jitsu.
Beyond Sports plans to enter the judo market in March 2027 and the olympic wrestling market in September 2027.
As illustrated in the overview above, reaching just one percent of these global markets with the Beyond the Mat freemium product would already represent a remarkable level of revenue. The figures presented in the business plan assume that for every BJJ user there will eventually be three judo users and two olympic wrestling users. Thirty percent of revenue will be reinvested into digital marketing until Beyond Sports reaches market saturation.
Use of funds
The adjustment of the economic model and the realization that adding judo requires significantly less work than originally expected has led Beyond the Mat to revise the allocation of the targeted budget. Because the most demanding development work has already been completed, the development budget can be reduced, creating more room for marketing and communication as well as content creation to support these activities.
In addition, the experience of the past six months has shown that the development process is in capable hands and requires limited day to day management. At present, most management efforts relate to marketing and communication, which is why management costs have been included under the marketing budget.
Shareholder value and dividends
Beyond the Mat not only maintains its objective of reaching three percent of the total addressable market but is now extending that ambition to judo and olympic wrestling. Both new sports will be offered on the same platform, allowing the company to centralize most marketing costs while maintaining its previously stated objective of paying dividends.
The dividend policy is as follows. If the company ends a financial year with a reserve of €100,000 and the number of subscribers has grown by at least twenty percent during that year, the company will distribute twenty five percent of its profit as dividends to its shareholders.
Additional revenue channels
As the Beyond the Mat platform becomes increasingly tangible, the team has identified several additional revenue opportunities. In addition to subscriptions and advertising interruptions, the platform offers strong opportunities for product placement.
One example is already integrated in the first version of the app. A supplier of BJJ training mats for home use called FlowSpace. Their product, the inflatable FlowSpace mat, appears during the exercises. The team is currently in discussions with the makers of FlowSpace to negotiate a product placement and direct commerce fee.
In addition, the characters within the platform offer an excellent opportunity for product placement related to martial arts clothing. Discussions are currently ongoing with several brands in this space to establish product placement partnerships.
Company mission and financial goals
The objective of Beyond the Mat is clear. The company aims to become a driving force behind the growth of combat sports. It does so by addressing the biggest challenge within these disciplines. By focusing directly on that objective, the team expects to generate revenue and profitability quickly, allowing the dividend policy to be activated for shareholders.
Exit vision
The most probable exit scenario for Beyond Sports (Beyond the Mat) is a strategic acquisition by a player active in digital sports education, fitness technology, AR/gaming, or combat sports ecosystems.
Given its positioning as a technology-driven learning platform combining AR, structured curriculum and gamification, the company is expected to build value through user scale, engagement and proprietary learning infrastructure.
A credible exit window is 4 to 7 years, once the platform has reached significant user adoption, validated monetization (freemium model), and demonstrated scalability across multiple grappling disciplines (BJJ → Judo → Wrestling).
The most likely transaction would be a majority acquisition, potentially including an earn-out structure linked to user growth, revenue scale and international expansion.
KPI 1 — Active user base (total users)
• Initial stage (2026): ~10,000 users (Year 1 target post-launch) • Intermediate stage (2028): ~100,000 users (validated product-market fit and early scale) • Exit stage (2031): 300,000+ users (multi-discipline expansion and international scale)
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