Ann: Reffind completes investment with Loyyal, page-33

I mean
(a) Go To Market with Loyyal technology in either a direct sales capacity to a potential client (e.g. RFN selling the platform to Qantas, collecting the license/SaaS fees as reseller (and keeping approx 40% as a guess based on prior experience), providing consulting and implementation services). This may be straight forward use case - well tested by Emirates. Is it repeatable and are other airlines interested enough to play the game with RFN in the territoriy

(b) Go To Market with a solution where the Loyyal Platform is embedded into "other" IP owned by RFN creating the "Value Added" solution. This could be a big money spinner for RFN if they find a niche and own it.

(c) Go To Market with a plan for signing partners with particular territory expertise. This is very common in countries such as Japan and India. You have to know the particulars of the country. Loyyal isn't going to permit RFN to "Land Bank" - which is why the performance clauses exist. And we as shareholders of RFN don't want them spending capital in foreign territories when you can partner with in-country expertise.

That's what I'd like to hear about.

From little things big things grow. I worked at companies that laughed at Oracle RDBMS in the early days - a "toy" useful for demos and schools. Who's laughing now.