A catalog that is already made, put to work
The catalog exists. The platform exists. The production house exists. This round is not what keeps them alive — it is what turns them into licensed, paid usage, and builds the rights administration that makes paying artists routine.
Round terms
| Round size | US$100,000 |
|---|---|
| Instrument | Priced equity. Not a SAFE and not a convertible note: there is no valuation cap, no discount and no MFN clause, because the price is set here rather than deferred. |
| Pre-money valuation | US$500,000 |
| Post-money valuation | US$600,000 |
| Equity offered | 16.67% |
| Minimum ticket | US$10,000 |
| Minimum viable close | US$50,000 |
| Runway | 18 months |
| Target close | 31 March 2027 |
The valuation, from both sides
This is the company’s own estimate and an opening position, not a market multiple. No comparable is cited, because none is published here that could be verified.
Why not lower. A lower pre-money would price the whole company below what it would cost to assemble what already runs: a released catalog across more than ten acts, two licensing catalogs, a production house, a listening platform with accounts, analytics and royalty transparency, and a per-artist home for every act. At a materially lower price, raising the amount this plan needs would cost more of the business than the plan itself is worth.
Why not higher. MaiMusic does not publish revenue and does not claim a run rate. A higher number would have to be defended with figures that are not on any page of this site. We would rather price at what is built, say so plainly, and grow into a larger number than defend one we cannot yet evidence.
Use of funds
The round is sized to a plan. Monthly figures are the plan spread evenly across the runway, not a commitment to spend evenly.
| Line | Share | Over the plan | Per month |
|---|---|---|---|
| Catalog and artist development Release cycles across the roster — production, mastering, artwork, metadata and delivery. | 35% | US$35,000 | US$1,944 |
| Rights, licensing and royalty administration Clearance, registration, metadata discipline and the payout rails that make paying artists routine rather than exceptional. | 20% | US$20,000 | US$1,111 |
| Audience and commercial development Sync, brand and licensing outreach, and release marketing — the first dedicated commercial capacity the company has had. | 20% | US$20,000 | US$1,111 |
| Platform and infrastructure The listening platform, the artist homes, catalog delivery, storage and compute. | 15% | US$15,000 | US$833 |
| Reserve Unallocated, held against the risks named in the business plan. | 10% | US$10,000 | US$556 |
| Total | 100% | US$100,000 | US$5,556 |
Runway, and what it buys
Eighteen months. Long enough to run a full release cycle across the roster, stand up rights and royalty administration as a routine operation, and give sync, brand and licensing outreach time to produce signed usage rather than conversations. Short enough that the plan has to work.
Ticket tiers, and what each carries
Every tier is equity on the same terms. What differs is the information and participation attached to it.
- Quarterly investor update
- Named in the cap table
- Quarterly investor update
- Named in the cap table
- Annual strategy review call
- Quarterly investor update
- Named in the cap table
- Annual strategy review call
- Full information rights
- Pro-rata rights in the next round
- Quarterly investor update
- Named in the cap table
- Annual strategy review call
- Full information rights
- Pro-rata rights in the next round
- Board observer seat
Dilution
What each ticket represents at the stated post-money valuation. This is the only cap-table figure published; the rest is available under a confidentiality agreement.
| Ticket | Of the company at post-money |
|---|---|
| US$10,000 | 1.67% |
| US$25,000 | 4.17% |
| US$50,000 | 8.33% |
| US$100,000 | 16.67% |
What we are not raising for
Not to build the catalog from zero, and not to build the platform from zero: both exist and are live. Not for a rewrite. Not for runway in the sense of survival — the company is operated on shared group infrastructure at a cost the round is not sized to cover and does not need to. This money buys reach and rights administration, and nothing else on this page should be read as a claim that it buys anything more.
Minimum viable close, and the window
Below the minimum viable close the plan does not hold together, and we would rather not take the money than take it against a plan we cannot run.
- Minimum viable close: US$50,000 — funds the catalog and rights administration lines; commercial development and platform work wait for the balance.
- Target close: 31 March 2027
Relationship to the CEMI.ai group round
Each initiative raises at its own level, for its own plan. CEMI.ai raises at group level, for the shared platform, the labs and the pipeline that every initiative is built on. An investor may enter at either level, and the two amounts are complementary, not alternatives: money into an initiative funds that company’s plan, money into the group funds the machinery all of them run on.
Revenue streams
Revenue streams, one row per stream, with what is and is not published:
Every document in the kit
One printed page: what MaiMusic is, what exists today, and the round.
02 DeckSixteen-by-nine slides — the same argument, told to a room.
03 Business planThe turning point, the position, what is built, the plan for the money and the risks.
04 Revenue streamsOne row per revenue stream: what is sold, who pays, the income source, the published price, the status and its intended role in the plan.
06 TeamThe human behind MaiMusic, the AI executive leadership and the AI artist roster — each disclosed for what it is.
07 FAQThe seven questions an investor asks, answered plainly, plus the diligence list.
08 CanvasesThe Business Model Canvas, the Lean Canvas and one Value Proposition Canvas per customer segment — generated from the business profile, never drawn by hand.
09 GrowthThe loop the business runs on, the customer funnel with the basis of every figure, and the roadmap over the runway this round buys.
Investment enquiries
Carlos Miranda Levy
Coordinator of Impact, Innovation and Intelligence
invest@cemi.ai · business@cemi.ai · maimusic.ai
Financial terms, revenue and detailed materials are available on request. Figures describe capacity built and operating today; forward-looking statements are identified as such.
