HEARTBEATS, Inc. Company Deck（English）

Transcript

1. ©HEARTBEATS Inc.All rights reserved Company Deck 2026.04.24 1
2. ©HEARTBEATS Inc.All rights reserved 2
3. ©HEARTBEATS Inc.All rights reserved 3 The name “HEARTBEATS” carries two meanings: the beating of a heart, and being an important/indispensable presence at the center of society. *HEARTBEATS, Inc. changed its company name from ventus, Inc. on January 1, 2026. The meaning behind the company name “HEARTBEATS”
4. ©HEARTBEATS Inc.All rights reserved 4 HEARTBEATS is a startup company that aims to lead the sports and entertainment industry into the next generation. Rather than letting sports and entertainment remain mere entertainment, we continue to challenge ourselves every day to make them truly indispensable to society. This Company Deck introduces the vision, values, and growth strategies that HEARTBEATS holds dear.
5. ©HEARTBEATS Inc.All rights reserved About HEARTBEATS Company Overview Business Strategy & Growth Strategy Products Work Environment & People Careers 5 INDEX 1 2 3 4 5 6 | | | | | |
6. ©HEARTBEATS Inc.All rights reserved About HEARTBEATS 6
7. ©HEARTBEATS Inc.All rights reserved 7 On January 1, 2026, HEARTBEATS, Inc. changed its company name from ventus, Inc. and took a new step forward. Since our founding, together with numerous content holders in Japan and overseas, as well as fans around the world, we have dedicated ourselves to our business with the aim of becoming a driving force that moves the sports and entertainment industry forward. However, as our business and organization have grown and evolved rapidly, we decided to undertake our first-ever company name change since founding in order to more clearly define our purpose and the value we bring to society, and to ensure that we ourselves embody our philosophy more strongly than anyone else. Above all, we believe in the power of sports and entertainment. Loving something and supporting it can become a source of emotional support for each individual, enrich daily life, and serve as the foundation for making society a better place. That is precisely why we do not confine ourselves to the existing framework of “entertainment,” but instead seek to elevate the value of sports and entertainment and become a presence that is truly indispensable to society. To achieve this, the services and products we provide must maximize the passion of fans and serve as the driving force that moves this industry forward. Together with fans, we will transform this world into a more exciting, heart-pounding place. With the goal of becoming an indispensable presence at the very center of that movement, HEARTBEATS will continue to press forward. Representative Director & CEO Yuta Umezawa ALL FOR “HEARTBEATSˮ
8. ©HEARTBEATS Inc.All rights reserved 8 | PHILOSOPHY Sports and entertainment are not essential for physical survival, nor do they provide water or electricity. They may therefore be seen as “nonessential and non-urgent.” Yet sports and entertainment nourish the spirit and electrify the emotions. They cultivate the mind, bring warmth, and set people in motion. That is why HEARTBEATS does not treat sports and entertainment as mere pastimes. They are forces that can add meaning and color to individual lives and in some cases, even save lives. To make this a reality, we must become an indispensable presence in society, like a heart, continuously sending out a steady pulse from the very center of society, and serving as the source of energy. In doing so, we will help change the world. Toward a world filled with heart-pounding excitement. Be the Heart that Moves the World 　
9. ©HEARTBEATS Inc.All rights reserved 9 | SLOGAN To feel your heart race. It is not simply that the heart is beating, but that emotions are set in motion. It is an encounter with your true self. If even one more person begins to feel that excitement, the world will move in a better direction. You, and I, toward a more heart-pounding future. Follow Your Heartbeat 　
10. ©HEARTBEATS Inc.All rights reserved 10 | VALUES At HEARTBEATS, we have established our VALUES as external behavioral guidelines for acting as members of HEARTBEATS. FAN FIRST We dedicate ourselves to delivering joy to every fan. DEEP INSIGHT We solve social and customer needs with deep insight. WIN AS A TEAM We fight as one team for our clients, society, and victory. SHIFT THE PARADIGM We reach beyond tradition to create new values and standards. ALL FOR “HEARTBEATSˮ We create new experiences that make the heart beat faster.
11. ©HEARTBEATS Inc.All rights reserved 11 | STYLES At HEARTBEATS, we have established our STYLE as internal behavioral guidelines for each individual at HEARTBEATS. Earn trust through every action Take ownership and see things through Move fast and learn through trial and error Understand the field with breadth and depth Stay hungry and keep on learning Keep updating how you think, how you work Commit to every single detail Serve others with a selfless mindset Turn successes into shared assets Invest time and resources where they matter
12. ©HEARTBEATS Inc.All rights reserved Company Overview 12
13. ©HEARTBEATS Inc.All rights reserved 13 Company Name HEARTBEATS, Inc. Representative Yuta Umezawa Date of Establishment November 1, 2017 Number of Employees 144 (99 full-time employees) [as of April 2026] Capital 22.47 million yen (as of November 2025) Location 7F, Kasugamachi Building, 1-33-13 Hongo, Bunkyo-ku, Tokyo 113-0033, Japan We at HEARTBEATS create experiences in the sports and entertainment domain that “make hearts resonate around the world,” and together with fans, lead this industry into a new era. November 2017 Company established May 2018 Completed first third-party allocation of new shares with multiple individual investors and others June 2020 Launched the digital trading card collection service “ORICAL®” September 2020 Completed second third-party allocation of new shares with multiple venture capital firms and individual investors September 2021 Completed third third-party allocation of new shares with multiple venture capital firms and operating companies December 2023 Completed fourth third-party allocation of new shares with multiple venture capital firms and operating companies December 2025 “ORICAL®” expanded to a total of 19 partners, including 8 professional baseball teams
14. ©HEARTBEATS Inc.All rights reserved Business Strategy / Growth Strategy 14
15. ©HEARTBEATS Inc.All rights reserved As fast as 30 min 23 organizations 15 Number of organizations using digital trading cards (as of April 2026） Revenue compound annual growth rate CAGR Total funding raised Product launch speed Digital trading card MAU (as of November 2025 Number of employees (as of April 2026 Including 10 professional baseball teams FY2020–2025 actuals Including equity and debt 1.5 billion yen Several hundred thousand MAU Across all products 144 Including 99 full-time employees HEARTBEATS at a Glance 165％
16. ©HEARTBEATS Inc.All rights reserved 16 Since the service launch in 2020,the digital trading card business has continued to grow across professional baseball and entertainment domains, achieving revenue growth of approximately 165% annually. We plan to collaborate with even more partners going forward, while further expanding our business domains. Since the service launch, the business has continued to grow at an explosive pace, and the number of partner organizations is expected to continue expanding. 2020 1 2026 23 Expanded to 23 partners in 6 years 165% Average annual revenue growth of
17. ©HEARTBEATS Inc.All rights reserved 17 Deployed to 23 sports and entertainment partners, including 10 professional baseball teams (as of April 2026; some organizations not listed below) Stardust Promotion Inc. 2025.6 Stardom Co., Ltd 2023.2 M. League Organization 2024.10 SEIBU LIONS,INC. 2020.6 UP-FRONT INTERNATIONAL Co., Ltd. UP-FRONT CREATE Co.,Ltd. 2024.5 Hokkaido Nippon-Ham Fighters Co., Ltd. 2023.3 Chunichi Dragons Co., Ltd. 2022.4 Hiroshima Toyo Carp Co., Ltd. 2024.3 ORIX Baseball Club Co., Ltd. 2023.3 Tokyo Yakult Swallows Baseball club 2022.3 Tsuburaya Productions Co., Ltd. 2024.9 Rakuten Baseball,Inc 2023.4 Japan Sumo Association 2021.1 Chiba Lotte Marines Co., Ltd. 2021.3 New Japan Pro-Wrestling Co., Ltd. 2025.6
18. ©HEARTBEATS Inc.All rights reserved 18 Deployed to 23 sports and entertainment partners, including 10 professional baseball teams (as of April 2026; some organizations not listed below) Badminton Association of Japan 2026.3 kt sports 2026.3 TOYOTA VERBLITZ. 2026.4 CREATIVE OFFICE CUE Co., Ltd. 2025.12 Toshiba Brave Lupus Tokyo Co., Ltd. 2025.10 Hanshin Tigers Co., Ltd. 2026.3
19. ©HEARTBEATS Inc.All rights reserved 19 A Massive Market Exists for Digital Content in the Fan Domain TAM Total addressable market size 14 T est. Market growth rate: 2.6%2 SAM Serviceable addressable market size 300 400 est. SOM Serviceable obtainable market size 100 150 est. In Japan, digital content has already established a massive primary market in which a broad fan base spends significant money and time. Our digital trading card service aims to become the only platform that connects digital content with a wide range of fan activities. B B
20. ©HEARTBEATS Inc.All rights reserved Expanding multiple products around the digital trading card fan base, with the aim of building a new fan ecosystem PHASE 1 PHASE 2 PHASE 3 Expansion of the Digital Trading Card Business We will continue to expand the number of partners using the ORICAL digital trading card system, while extending into a wide range of domains centered on sports and entertainment. Multi-Product Development Leveraging the digital trading card fan base, we will deliver new experiences to fans through multiple products, including physical trading cards and more. Toward a New Fan Platform Whether there are games or live events or not, both in the real world and digitally, we aim to become a platform for all fans. 20
21. ©HEARTBEATS Inc.All rights reserved 21 Using digital trading cards as the foundation, we will expand our business along three axes and provide fan experiences across a wide range of genres.
22. ©HEARTBEATS Inc.All rights reserved 22 Using digital trading cards as the foundation, we plan to expand fan-oriented businesses across all domains.
23. ©HEARTBEATS Inc.All rights reserved Product 23
24. ©HEARTBEATS Inc.All rights reserved 24 The “digital trading card®” collection service we provide is a fan engagement service based on our proprietary ORICAL® system. While collecting digital trading cards®, fans can express their identity through what they love and who they support. It offers compelling design that goes beyond a simple “card collection service,” along with a wide range of features that are essential to fan activities, both digitally and in the real world. A fan engagement service that enables fans to express their identity ORICAL ORICAL | Digital Trading Card System
25. ©HEARTBEATS Inc.All rights reserved 25 By purchasing cards and trading them within the service, fans can build their own unique collections. Watching games in person or attending live events Purchasing merchandise Joining fan clubs Taking actions on social media and other platforms Depending on different fan activities and forms of support, fans can earn digital trading cards and titles. 1 Share them on social media and showcase your cards and titles to other fans! 4 The trading cards and titles you earn are “proof of fandom.ˮ Set them in “My Cardsˮ or "Binders" to record your support. 3 2 Creating New Fan Experiences Through Digital Card Collections
26. ©HEARTBEATS Inc.All rights reserved SPEED Instant availability unique to digital Immediate sales upon record achievements Sales within 30 minutes after a walk-off win Immediate sales for all home games By leveraging the strengths of digital products, instant commercialization is possible. Appeal through video and audio One of the key features is “moving” cards that use animations, motion graphics, and video assets. With high quality, they bring out the appeal of players and other personalities to the fullest. 26 Features of Digital Trading Cards CREATIVITY
27. ©HEARTBEATS Inc.All rights reserved People & Culture 27
28. ©HEARTBEATS Inc.All rights reserved 28 Number of employees HEARTBEATS at a Glance 144 Including 99 full-time employees as of April 2026 Average age 31.9 Employees range broadly from their 20s to 40s Gender ratio 65% : 35% Male 　　Female Team Breakdown Business 47% Engineering 20% Creative 21% Corporate 7%
29. ©HEARTBEATS Inc.All rights reserved 29 Mega Ventures Employees with Diverse Backgrounds Thrive at HEARTBEATS Enterprises and Public Companies Consulting IT Entertainment Recruit Co., Ltd./ DeNA Co., Ltd./MIXI, Inc./GREE, Inc./Timee, Inc. Mitsubishi Corporation/Fujitsu Limited/Bridgestone Corporation/NTT East Corporation/SoftBank Corp./NTT DOCOMO, INC./PERSOL CAREER CO., LTD. PwC Consulting LLC/Deloitte Tohmatsu Consulting LLC/Bain & Company/Capgemini Japan K.K. Amazon Web Services Japan G.K./BIPROGY Inc./ExaWizards Inc. SEGA CORPORATION/KONAMI DIGITAL ENTERTAINMENT CO., LTD./Cygames, Inc./DAZN Japan Investment G.K.
30. ©HEARTBEATS Inc.All rights reserved CEO Yuta Umezawa In 2017, while enrolled at the University of Tokyo, he founded HEARTBEATS, Inc. (formerly ventus, Inc.) at the age of 20. From his student years, he aspired to take on challenges in the sports and entertainment industry. Head of Corporate Division Asei Kishi After graduating from the University of Tokyo, he worked at Mitsubishi Corporation and IGPI Singapore before joining HEARTBEATS. He oversees corporate functions and corporate planning. Head of Creative Division Kanato Fujiwara While studying at Waseda University, he joined HEARTBEATS during its early founding stage. He oversees all creative functions. Head of Business Development Division Rikako Tsuji After graduating from the University of Tokyo, she joined HEARTBEATS after working at PwC Japan. Alongside her activities as a lacrosse athlete, she oversees sales and new business development. CTO Akira Miyazawa While enrolled at the University of Tokyo, he joined HEARTBEATS. After gaining experience at AWS Japan, he rejoined the company and, as CTO, oversees all development functions. 。 30 Current Executive Team and Division Heads Head of Business Planning Division Takuya Kawamura After graduating from Waseda University, he began his career as a systems engineer at Fujitsu. After leading product management organizations at Recruit, he joined HEARTBEATS in April 2024. Outside Directors Yusuke Maruyama Outside Directors Yamato Sasagawa Auditors (Part-time) Yukari Soshi Auditors(Part-time) Seiji Yoshikawa Auditors (Part-time) Junko Asai
31. ©HEARTBEATS Inc.All rights reserved 31 Organizational Structure General Meeting of Shareholders Board of Directors Management Committee CEO Board of Auditors Directly Reporting to the CEO Offices CTO Office Corporate Division Engineering Division Creative Division Product Growth Division Business Planning Division Business Development Division Content Partnership Division Functional Division Business Division
32. ©HEARTBEATS Inc.All rights reserved Post-Joining Support ・Company-wide onboarding ・One-on-one onboarding sessions with the executive team (basically during the first month after joining) ・Regular one-on-one meetings (with managers once every 2 weeks) ・HR check-in interviews (at 3 months and 6 months) Themed Training Programs ・Compliance training ・Harassment prevention training ・Personal information protection law training ・Training on the Act against Unjustifiable Premiums and Misleading Representations Other ・Department-level study sessions 32 Talent Development Programs
33. ©HEARTBEATS Inc.All rights reserved In our HR system, job grades are defined based on the scope of expected roles and level of responsibility. Grades range from Grade 1 to Grade 8, and are primarily determined by the level of company-wide impact of the projects an individual leads. Employees who take on roles with greater responsibility are assigned higher grades, and compensation is determined in accordance with these grades. The evaluation system assesses whether each individual is fulfilling the roles and responsibilities expected at their assigned grade. 33 Job Grade and Evaluation System Grades are defined based on expected roles and level of responsibility
34. ©HEARTBEATS Inc.All rights reserved Performance is assessed by combining results appropriate to the individual’s grade with competencies, defined as the ability to positively influence others. Each member is assigned a dedicated partner, and through one-on-one meetings held once every two weeks, goals and related actions are reviewed on an ongoing basis. 34 Performance is evaluated based on both results and competencies Results Competencies Performance Three Core Competencies Professional: Core elements required to deliver results Win as a team: Elements required to build a healthy and positive team environment Create the future: Elements required to shape the future as a startup, including the creation of new markets
35. ©HEARTBEATS Inc.All rights reserved 35 As much of our work is conducted remotely, we hold weekly, monthly, and quarterly company-wide meetings as forums for internal communication, allowing teams to develop a shared understanding of the goals each department is working toward. In addition, we host many company-wide social events, such as an annual kickoff party and year-end gatherings, where employees connect over meals. We also offer other initiatives to encourage communication among employees, including a monthly subsidy for team meals by department, as well as employee clubs. Promoting Communication
36. ©HEARTBEATS Inc.All rights reserved 36 Remote Work Work Style Systems Full Flex-Time System One-on-One Program Our head office is located in Tokyo, andwork is primarily remote-based, with one required in-office day per week. (As of December 2025) With no core hours, employees can work flexibly and choose working styles that accommodate personal and family circumstances. In principle, one-on-one meetings are held once every two weeks to visualize goals and track progress, supporting each employee’s continuous growth. Shortened Working Hours for Childcare To support work-life balance in line with a child’s growth, employees may choose a six-hour workday from when their child turns three years old until entering elementary school.
37. ©HEARTBEATS Inc.All rights reserved 37 HEARTBEATS-Specific Benefits Workout Allowance Entertainment Allowance Team Social Gathering Subsidy Program To support employee health, employees who exercise for eight hours or more per month receive a monthly allowance of 10,000 yen. A system in which the company subsidizes up to 5,000 yen per month for ticket costs related to sports events, concerts, movies, theme parks, and similar activities. To promote communication among employees, the company subsidizes food and beverage expenses for team gatherings by department. Housing Allowance Professional Baseball Season Tickets Employees living within a five-kilometer radius of the office receive a monthly housing allowance of 15,000 yen. The company purchases season tickets that allow employees to attend home games of professional baseball teams throughout the season, and provides them free of charge to employees. Other ・Summer vacation (additional paid leave separate from annual paid leave for rest and refreshment) ・Stress checks ・Occupational physician consultations ・Annual health checkups (full coverage for cervical cancer and breast cancer screenings) ・Full coverage of influenza vaccination costs
38. ©HEARTBEATS Inc.All rights reserved 38 Inside the Office
39. ©HEARTBEATS Inc.All rights reserved KEYWORD “Direct Engagementˮ 39 Content Partnership Business Division Hanae Yukita Joined March 2024 Previous role: Fan business planning and sales Employee Voices An environment where challenge and creativity are born What we are responsible for is maximizing the value of the team as a branded IP. The greatest appeal lies in our ability to work directly with the team, driving everything from planning to monetization in a single, integrated process. We are not just an external partner. We develop strategy from the same perspective as the team’s staff and step in to work alongside them on the ground. That level of proximity feels “almost as if we were part of the organization,” giving us the authority and responsibility to be involved at the core of management and to design the future of the IP. It is a truly unique position. In one case, we held a trading card event on a game day and successfully acquired around 3,000 new customers, which also became a key driver of business growth. It is a company where you can make all kinds of proposals freely, which makes the work very enjoyable! KEYWORD “Ownershipˮ Rather than being “a company where you are simply given freedom,” I think it is “a company where you earn autonomy by thinking seriously and taking action yourself.” The more you act and deliver results, the more responsibility and decision-making authority you gain, and the wider the scope of challenges you can take on. In that sense, HEARTBEATS is an environment where you can seize autonomy for yourself. In planning the product I am responsible for, we held an event under the theme of transforming fan behavior from “consumption” to “co-creation.” By blending both digital and real-world experiences, we took on the challenge of design work that reconstructs the user experience itself. I feel that I have taken a solid step toward realizing the vision I had since my student days. Content Partnership Business Division Mikako Harada Joined April 2020 Previous role: Planning and sales in the entertainment division of an IT company
40. ©HEARTBEATS Inc.All rights reserved KEYWORD “True Maximization of IP Valueˮ 40 Content Partnership Business Division Yoshitaka Nakaoka Joined August 2025 Previous role: Planning and operations in the sports entertainment division of an IT company Driven by a passion I have had since my student days, I worked in the soccer industry (in sponsor sales for a J.League club). While I found the work of increasing club value rewarding, I also became acutely aware of the limits of a single club’s revenue structure. I realized that what I truly wanted was to create new businesses that could become major revenue pillars and dramatically expand the scale of the operation. However, I concluded that this goal would be difficult to achieve within the resources and decision-making processes of a single club. So I decided to change jobs, seeking an environment where I could develop businesses across the sports and entertainment space without being tied to a specific IP, and with scalability in mind. I believe that our strength lies in expanding businesses across the entire landscape rather than being confined to a single IP. This approach is the source of the scale advantages needed to transform the structure of the industry and continue creating new revenue businesses. KEYWORD “Proactive Creativityˮ In my previous job, my work mainly involved DTP tasks where I simply executed what I was told. Even after moving to a production company, I felt unsatisfied in an environment where the user response and impact of my individual creations, such as packaging and flyers, were difficult to see because they were overshadowed by the main deliverables. The biggest appeal of my current role is that I can propose ideas myself and stay close to user feedback. I can see the direct response to my designs and feel the business impact of what I create. In addition to my skills as a graphic designer, I can also take on the creative aspects of illustration. This dual role deepens the pure enjoyment of making things. Creative Division Shunsuke Yamazaki Joined December 2023 Previous role: Graphic designer at a production company Employee Voices An environment where you can create real business impact
41. ©HEARTBEATS Inc.All rights reserved 41 Sample Daily Work Style (Planning & Sales Role) Main Responsibilities ・Maximizing revenue ・Designing and managing revenue plans and initiatives tailored to each IP ・Planning events and campaigns and proposing them to partner IPs ・Analyzing KPIs and other numeric data ・Coordinating internally with development and creative teams, etc. Sample Daily Schedule 9:00–9:30 AM Email check 10:00–11:00 AM Meeting (external) 12:00–1:00 PM Planning & sales regular meeting (internal) 1:00–2:00 PM Lunch 2:00–3:00 PM Consultation with the creative team 3:00–4:00 PM Overseas content regular meeting (internal) 5:00–6:00 PM Business planning regular meeting (internal)
42. ©HEARTBEATS Inc.All rights reserved RECRUIT 42
43. ©HEARTBEATS Inc.All rights reserved Casual meeting Document screening First interview Second interview Final interview Offer meeting 43 Recruitment Process During the document screening stage, depending on the position, you may be asked to submit a portfolio or take a coding test. Interviews are generally conducted online, with only the final interview planned to be held in person. Please note that the process may change depending on the selection status and other factors.
44. ©HEARTBEATS Inc.All rights reserved 44 HEARTBEATS conducts mid-career hiring year-round. This is the place where you can turn your “excitement” into reality and take on new challenges. Apply here.
45. ©HEARTBEATS Inc.All rights reserved 45 We believe the challenge we are taking on is a truly significant one: enriching people’s lives and contributing to society through the power of sports and entertainment. Through this industry, we are working in earnest to move society forward and create meaningful change in the world. Whether you love sports and entertainment and want to build a career in this field, or you simply want to do work that positively impacts many people, we would love for you to join us and take on this challenge together. We look forward to your application. Message to Future Teammates Follow Your Heartbeat. 
46. ©HEARTBEATS Inc.All rights reserved 46 Sound the world’s heartbeat. Be the heart of society.