Distribution

Every user enters the same Klar product and commercial system, regardless of how the relationship begins.

The product does not change by channel. The onboarding, subscription, payment and retention infrastructure remain the same.

Only the distribution surface changes.

Current signed distribution relationships

Klar built owned consumer distribution alongside its first campus rollout.

The KPI Report documents:

• —more than 10 million organic views;
• —an audience of approximately 17,000 followers;
• —inbound invitations from campuses outside the initial launch university;
• —$0 paid-acquisition spend throughout the measured period; and
• —1,107 new registrations in July, despite no active term, examinations, campus presence or campaign.

TikTok represents 15.6k of Klar's approximately 17,000 owned followers and is the company's largest owned social channel.

The important evidence is not the follower count alone. It is that the consumer engine continued to generate demand after the initial campus push ended.

Klar's content operation became a standalone distribution channel rather than a temporary launch tactic.

Klar therefore enters new campuses and partner networks with:

• —existing consumer recognition;
• —tested messages and content formats;
• —reusable product demonstrations;
• —direct access to an owned audience; and
• —creator and UGC infrastructure.

The KPI Report does not attribute Klar's earliest cohorts to individual acquisition channels because source tracking began on 13 March 2026. It does establish that the consumer base was acquired with no paid acquisition.

Owned distribution also gives Klar something commercially useful to contribute to partnerships: audience reach, content production, campus access and a consumer brand within the target population.

Lapoint is one current example under discussion. A potential relationship would combine Lapoint's experiences and participant community with Klar's student audience and ambassador network. Partner-funded travel experiences could strengthen ambassador recruitment, while Klar contributes audience reach, campus distribution and shared content.

Lapoint is unsigned and excluded from signed reach and modeled ARR.

Klar does not only receive distribution. Its owned audience has become an asset it can contribute in return.

Distribution is how the relationship begins

Klar's go-to-market is designed to reach users at the beginning of a relationship that can compound over time.

A student may first discover Klar through content, a campus launch or a platform partner while preparing for an examination. As that person moves through university, enters a profession, changes roles and learns entirely new fields, the knowledge and objective change—but the relationship does not need to restart.

Each stage can add context:

• —what the person knows;
• —how they learn;
• —where they struggle;
• —which interventions create progress; and
• —what they need to become capable of next.

This gives Klar's distribution model two forms of value.

The immediate value is activation, subscription revenue and retention.

The strategic value is acquiring persistent learner relationships early, while Klar can continue developing alongside the user across life stages.

Klar's distribution engine does not only acquire customers. It begins relationships that can compound across a lifetime.

This is why students are the first customer. They provide both a high-frequency environment in which to validate the product and an early entry point into a relationship designed to persist across education, work and future capability transitions.

Spring 2026 validated the direct campus motion.

Autumn 2026 expands it across multiple campuses while removing the founders as the physical launch bottleneck.

Spring to autumn

The autumn model is not simply a larger event calendar.

It is a standardized launch system.

Who operates each launch

Every standard launch has a local owner:

• —a Klar ambassador recruited for the campus; or
• —representatives from the student organization.

Klar centralizes

• —launch assets and messaging;
• —partner-specific activation and tracking;
• —prepared course environments and automated onboarding; and
• —lifecycle communication and performance reporting.

The local partner executes

• —trusted member communication;
• —physical campus presence;
• —local events; and
• —community engagement.

No founder is required to be physically present for the standard launch.

The repeatable launch unit

Klar does not rely on orientation alone.

Orientation introduces the product. The first examination creates an immediate reason to use it.

Klar and the local organization therefore run study events during the week before the first exam. Students enter prepared environments built around their actual courses and use Klar against a current learning problem.

Orientation creates awareness. The first examination creates conversion intent.

Owned content and campus reinforce one another:

Owned content creates continuous demand. Campus concentrates it at the moment of highest intent.

Traditional institutional software scales through:

One institution → one contract → one implementation

Klar's platform model changes the unit:

One platform → hundreds of institutions → one coordinated consumer rollout

Meitner serves more than 500 schools and approximately 110,000 users.

The signed relationship gives Klar a route into infrastructure already connecting those schools without requiring individual school procurement for the initial consumer rollout.

Partnership snapshot

End-to-end motion

Students aged 18 or older can subscribe directly. Where the student is under 18, a parent or guardian completes the subscription and payment directly with Klar.

The school does not need to procure licenses or purchase seats for the initial consumer rollout.

Responsibility split

Meitner drives

• —marketplace and partner placement;
• —newsletters and network communication;
• —access to existing school relationships; and
• —potential network expansion.

Klar drives

• —activation and onboarding;
• —product delivery and support;
• —subscriptions and payments;
• —conversion and retention; and
• —attribution and partner reporting.

Meitner creates the route into the population.

Klar owns the direct customer relationship after activation.

What the agreement establishes

• —an executed commercial relationship;
• —a direct consumer-subscription structure;
• —30 days of introductory access;
• —a recurring 70/30 revenue share;
• —an agreed distribution motion; and
• —an ongoing relationship subject to termination provisions.

What it does not guarantee

• —exposure of every school or user;
• —a minimum activation rate;
• —minimum paying users or revenue;
• —full-network penetration; or
• —sales-led promotion from the outset.

The agreement creates distribution infrastructure. Performance determines the resulting revenue and the depth of future promotion.

Launch, prove, expand

The first rollout establishes actual:

• —exposure;
• —activation and first-value completion;
• —student or parent conversion;
• —paid conversion and retention; and
• —recurring partner revenue.

If those economics are attractive, Meitner has a direct incentive to increase distribution through repeated communication, stronger placement, future student cohorts, additional schools, customer-success activity, potential sales-led promotion and deeper integration.

The first rollout makes the economics visible. The ongoing relationship allows both parties to expand what works.

S.E.R.O. is the umbrella organization for Sweden's economics-student associations and represents approximately 35,000 students.

The signed relationship provides a central route into that network through member communication, digital channels, member benefits and event opportunities.

Actual exposure depends on central communication, local association activation and campaign execution.

Klar owns the direct product, subscription, payment and retention relationship.

Klar has also signed direct relationships with student organizations representing approximately 5,000 additional students. These relationships provide direct member communication, local ambassadors, orientation activation, pre-exam study events and dedicated onboarding.

Together, S.E.R.O. and the direct union relationships represent a community distribution footprint of approximately 40,000 students.

How campus and Meitner fit together

Campus and Meitner are not competing GTM motions.

Campus gives Klar a controlled environment in which to improve messaging, onboarding and conversion.

Meitner deploys the same direct consumer engine across a substantially larger existing network.

Campus improves the activation unit. Meitner multiplies it.

The Cohort KPI Validation Report provides the observed consumer inputs. This memo does not repeat them.

Each distribution surface is modeled using the relevant observed economics:

Represented population × exposure × paid conversion × paying retention × price × 12

Partner revenue share is then applied where relevant.

Meitner, S.E.R.O. and the direct student-union relationships are modeled separately because their populations, payer structures and rollout mechanics differ.

Represented users are not treated as active or paying users.

The partnerships create routes into identifiable populations. Klar's consumer engine determines how much recurring revenue those routes produce.

The KPI Report proves the consumer engine. This memo explains the distribution surfaces through which it can scale.

The first partnerships required Klar to establish:

• —commercial and revenue-sharing structures;
• —student and parent onboarding;
• —attribution and partner reporting;
• —standardized launch materials; and
• —support and measurement infrastructure.

Each subsequent relationship can reuse those components.

Klar receives recurring partnership interest and has additional relevant organizations in active discussion.

Partner sourcing is not currently the primary constraint. The constraint is the capacity to negotiate, launch, support and optimize multiple networks at the same time.

What the round changes

Sweden

The immediate objective is to activate the signed distribution relationships representing approximately 150,000 users, while expanding the direct campus model from four launches in spring to more than twelve in autumn.

The larger Swedish opportunity is to extend the same playbook across additional student organizations, platforms and communities.

United States

Klar will begin establishing the same direct consumer motion in the United States while scaling Sweden in parallel.

The objective is not to invent a separate US go-to-market strategy. It is to replicate the same operating principles:

• —owned content creates direct consumer demand;
• —local communities and ambassadors create trusted activation;
• —high-intent learning moments drive initial use;
• —Klar owns the subscription and retention relationship; and
• —larger platform partners can multiply the resulting engine.

The first US phase is designed to establish local content, campus and community proof before expanding into larger network relationships.

Operating objective

The round builds the capacity to:

• —activate current signed distribution;
• —run multiple launches in parallel;
• —expand the ambassador model;
• —standardize partner onboarding and reporting;
• —establish the US consumer motion; and
• —close and activate additional network relationships.

Capital does not fund the discovery of demand. It funds the parallel deployment of an operating model that acquires users today while beginning learner relationships designed to compound across life stages.

Klar's distribution system and product architecture reinforce one another.

Every rollout therefore creates more than short-term users and revenue.

It produces additional learner context, better intervention evidence, stronger consumer proof, reusable operating infrastructure and a more valuable proposition for the next distribution partner.

Every successful rollout makes the next relationship easier to win, faster to launch and more valuable over time.

Source tracking began on 13 March 2026. The earliest cohorts are therefore not fully attributable by acquisition channel.