Exhibit 13.2

Lauren: Hi, everyone. Thank you for taking the time to join us today for our Reg A+ plus webinar featuring Monogram Orthopedics, Winc, Graze and NowRx. My name is Lauren and I'm part of the venture growth team here at SeedInvest.

00:16 We are very excited to have these four companies here with us today. As a reminder if you have any specific questions that you would like for the companies to answer, feel free to type them into the questions box on the right hand side of the control panel.

With that I will hand it over to our first presenter, Ben, CEO of Monogram, a company developing high precision surgical implants.

Ben: 00:35 Thanks Lauren and thanks everyone for joining us this afternoon. I really appreciate your time and interest in the Monogram story. We think it's very compelling. It's only becoming more and more attractive as our technology grows and I'm very excited to share with you what we're working on and our plans to destruct the massive orthopedic market.

So let's jump right in. 01:04 So to kick things, off human beings are not all the same. In fact, we're all very different. Some of us need diets. Some of us are thinner. Some of us are heavier. It turns out that our bones aren't all the same. In the same way that everyone has a unique fingerprint everybody's bone shape is different and everybody’s bone shape is organic and nonlinear and not kind of straight, triangles and linear shapes. So why is it that when you look at generic implants today they all generally look the same? They’re almost indistinguishable from one another. They’re very linear. They’re very nonorganic. You wouldn’t wear shoes that didn’t fit right or that were kind of all the same on nonconforming or not the right size. But today implants can last for 20-30 years and they remain generic.

01:58 Where we are today is a little bit like where the television was, kind of going back a number of decades. Things are good. They work fairly well. But there’s opportunity for massive improvement in this market and we’re planning to do that,

02:16 When you look at clinically what's happening, there’s actually quite a few clinical issues that remain. The biggest ones for hips relate to how the procedure is actually executed. So the way that a hip is actually inserted, is it’s literally hammered in with a broach and hammer-type mechanism. Broaches are incrementally larger in size and what that results in is complications like fracture. There can be poor alignment. Twenty percent of patients come out of procedures with uneven legs. They're just not perfect procedures and that’s evident in the rate of readmission, which is between eight to thirteen percent depending on your data source.

02:56 Similarly for knees, the surveys of patients who have had knee replacements, are not favorable for the procedure. One in five patients are not satisfied with the results of their total knee replacement. Thirty percent of total knee replacements in another survey would not have undergone the surgery knowing what it did for them ten years later. The rate to readmission is slightly low but still high, between seven and eight percent. The leading causes of readmission for knees are slightly different. About half of fifty percent of early revisions are related to mile alignment [...] or failure of fixation. We’ll get into the mechanics of this in a little bit but it’s really in our opinion driven by, going back to those linear shapes, the fact that we’re essentially inserting generic linear implants that are not biologically designed.

03:54

Why is it that technology is where it is today? It’s really because robotics artificial intelligence and 3D printing have not been at a point of maturity where the future of an economic delivery of patient specific implants was possible. But we’re there today. The technologies have all evolved and monogram is really bringing together these three core technologies: robotics, 3D printing and artificial intelligence to make this a reality

04:25

So let’s kind of dive in to how we actually do it. So the Monogram solution starts with a CT scan. So we take a patient CT and this is pretty standard. This is what Mako does. The largest robotics company in the space, and we have sophisticated image processing algorithms that essentially map the anatomy. They’re looking at where the outer cortical wall, where the inner cortical wall is. They’re identifying anatomical landmarks.

04:50

And we’re using all of this data to create an optimized implant and the implant is optimized for insertion. It's optimized for portable contact. It's restoring the center of rotation of the head. It's restoring the expectation of the neck. So there's all of these key features that we are designing custom for each patient using algorithms. 05:12 Now what we do is we take a robot and we insert..we generate a cavity that's perfectly conforming and shaped for that patient specific implant and so we're really talking about high accuracy implants and high accuracy insertion. So effectively, it's a perfect puzzle piece - with everything perfectly conforming and restored within microns of accuracy. 05:35 So that's really the goal of the Monogram solution. Now a lot of people have said to us well you know “why hasn't has been done?” “there's a lot of people that are doing this.” “there's already orthopedic robots in the space.” We agree. We think that robotics are here to stay.05:51 We think it's really a foregone conclusion at this point. There's four publicly traded companies in the orthopedic space that are really kind of really the household names. One of the market leaders, Stryker, has shown just in terms of how much they've outgrown their competition that robot adoption is only continuing to increase and we don't think it's going anywhere. 06:13 So the next generation of this is what is it is naturally implant design for the capabilities robotics and that's what Monogram is really doing. When you look at where robots are today they really have four major issues: they're expensive, they're slow, they're just they're really disruptive for the operating room, they're big...hey use car based navigation, which has an occlusion issues with people walking in front of the cameras. 06:38 The registration which is how the bone is oriented and correlated to the operative plan is slow and then you can just see how crowded the operating room is. You can see this is a Mako arm. You can see how there's only four degrees of freedom of the arm..limited reach. So there's a lot of frenzy happening right now. But we really think that the ultimate future is the solution of Monogram is driving and this is the solution. It's a seven degree of freedom state-of-the-art robot arm, robot mounted cameras with very sophisticated controls. So I'll just kind of give you a sense of what we're doing with our robot today.07:19 You can see how the robot is able to contour in very unique ways and mill very complex cavities. Here we’re just showing the ability to basically execute a navigated cut so the robot is able to track a moving object very accurately. So these are all custom controls that Monogram is using. They're not stocked to the hardware system itself. 07:45 Here you can see how we have an actuated camera system that's maintaining light of sight to what would be the surgical incision and we've used our robot to prepare both our hip and our knee cavities, which we're going to talk about in a little bit. This is just demonstrating that we have the ability to avoid obstacles. 08:08 So all that means is you know today robots are really kind of dumb in the sense that they don't know where the patient is or what the dynamics of the operating room are. We have the ability through the surgery surgeon GUI, that you can see in the bottom right there, to really allow the surgeon to introduce constraints on how the robot is executing a procedure and just gives the surgeon a lot more control. 08:33 The surgeon actually is operating a foot pedal and the foot pedal and rather than controlling the speed of the tool itself, the tool itself is milling at an optimized speed based on the density of what it's milling. The surgeon is controlling the speed of the arm actually moving. I won't get into this too much. It's getting a little in the weeds, but I will say that Monogram is going to be hosting a live event that will be recorded where we get into the really nitty gritty of what we're doing a robot if there's interest but we're really innovating in multiple areas. 09:03 Here we're just going to show a few more elements of the system. So this is the surgeon GUI. This is where the surgeon would generate the preoperative plan. It's really designed to create an optimized plan that the surgeon can then kind of modify based on their expertise. 09:22 But the key point is that the implant is always insertable and it's the cavities can always be milled for our rough by our robot and that's a very non-trivial method math problem that we’ve patented. Here's just more of the implant design.

09:40

So this is an implant that we tested with the University...UCLA orthopedics laboratory and I’m going to get into a little bit of data on that. But essentially our implant is significantly smaller than the generic equivalent it was compared to. But it had 6.3 times more stability and you can see on the right there we were almost able to perfectly restore the center of rotation. Whereas the generic equivalent was quite a bit off. 10:06 So we’ve actually tested our hip implant with the leading institution and the results were very favorable.

10:15 In addition, [...] there are no 3D printed hips on the market. A constraint to date has been whether or not 3D printing is a viable manufacturing method. So we actually, in collaboration with EOS, which is a leading 3d printing company based out of Germany, we tested some sample specimens. Both 7206… ISO 7206, neck and actual compression fatigue test and we successfully passed those tests, which is really a remarkable achievement.

10:50

So we think we've not only validated the potential efficacy of our implant, but we've also, in our opinion, de-risked the manufacturing method. Obviously, there's work that remains but those are our very significant achievements. Furthermore, we also have a patient specific knee, specifically that the tibial component, which is where a lot of the failures in a total knee happen. We tested the knee with the University of Nebraska Medical Center. We tested it against one of the most successful implants in the world. They have over 2 million knees inserted over the past decade and our implant was, in our opinion, showed remarkable improvement over theirs and this was in an optimized test and we can get into what that means later, but we're continuing to test and continuing to make improvements and this was our first prototype of the design. 11:50 We’re obviously optimistic about all of the improvements we're going to be making going forward based on that data. So I've talked a lot about the clinical issues that we're solving and addressing. I just want to say that there is a major, major... this is a massively inefficient market and this alone is very attractive and we're already seeing large companies trying to address this. 12:14 Stryker recently invested several hundred million dollars in a state-of-the-art 3D printing facility… to try and deal with this inventory issue, which is a huge catalyst and tailwind for Monogram given that we're developing what we think will be the most novel 3D printed implants in the world. 12:29 But it just takes a massive amount of inventory to accommodate this business and another additional quick tailwind I would say is that by 2026 there are people saying that fifty percent of procedures will be done in an outpatient center and in an outpatient center those facilities are often smaller and can accommodate all of the inventory demands of a high-volume hospital.

12:52

So we think that implants players are going to get squeezed. The ones that don't actually address the concerns of the inefficiency. So we think that’s all still favorable for Monogram. Just quickly on our technology. So we have five... four patton applications. Those are provisional patent applications and then one patent application. So just to clarify, one patent application...four provisional patent applications filed. You can see them here. They’re disclosed in the 1A that we filed and you can get a sense for what those do. We’ve also conducted freedom top rate and the management team, Doug and I, are quite happy with the results of that search, Happy to discuss more offline as well.

13:38

This is really a pretty exciting slide and this really gets to the point of we’re the only one really doing this. A lot of times we ask “well this makes a lot of sense why is nobody doing it?” the fact is, they aren’t. We know this from...It’s our strong opinion that they aren’t.We know this, we think from the FTO search, as well as just discussions we’ve had with these companies.. where they are today. There’s nobody on the market with patient specific implants with robotic delivery and I should say... reiterate patient specific implants that solve clinical problems. 14:15 So we’re pretty excited about being in the green field. This is kind of a green field opportunity in our view which is pretty exciting.14:25 Here’s a quick snapshot of the team. Doug Unis, our founder, is an associate professor at theIcahn School of Medicine. He’s also the chief of quality improvement at Mount Sanai West. He’s really in the weeds on surgical robotics.Myself, my background is engineering and I worked in the medical device world for some time..selling technologies to large OEMs so this is kind of my world. 14:57 We have a couple of robotics engineers and some software engineers and working really hard to continue to move the ball forward in terms to what we’re doing. I should say that we have three recruiters, in addition to Doug and I full time recruiting. We’re in the process of hiring. Once this Reg A+ kind of gets moving we have a number of candidates so this team will grow quite quickly.

15:24

This is just a quick slide on our plans for kind of the next liquidity events. So our plan with this fundraise is to try and get to between ten and twenty million dollars of revenue. We expect to do that by placing robots at key institutions with early doctors. Doug is giving podium talks nationally and now globally. Interest is growing in the surgeon community and so we’re planning on growing this organically and we will likely have a large fundraise for the equity growth round where we really try and take this to the next level.

16:04

But these are some of the unit economics that you could see on the left. It's a very dependent on the size of the institution, the utilization of the robot and the number of cases that they do a year. But it will give you some flavor of what we're trying to do here. This slide, I do want to be careful this is our development targets and regulatory. Our plan is fully disclosed in the 1A and I would invite you to go and see that. If you go to sec.gov and then search for Monogram Orthopedics Inc in the company search, you'll see our 1A filing there and we describe in detail what our development targets are in our regulatory plan and this is really where I kind of want to just get into the meat of what we're doing. 16:49 We're addressing an 18 billion dollar market. We have novel technology that is becoming increasingly proprietar. We're actively filing patents as quickly as we can and we think we have a solution that addresses clinical problems... addresses business problems and we think that the industry is ripe for disruption. 17:09 So with that I'll turn it back for Q&A and Lauren and if anybody wants any specific details...happy to bring those up.

Lauren: 17:20 Thank you so much Ben. We only have time for one question at this moment since we want to stay on track. One question we have time for right now. Can you talk about who your biggest threat is and if that's a large medical device company that's innovating from within or if it's a smaller company at your stage?

Ben:17:37 Sure. So I guess what I would say is if you look at how the large orthopedic companies operate, at this point, our opinion you know it would be good to talk with other people in terms of their opinion. But the large, very large orthopedic companies in our opinion are not really developing from within. I mean obviously there are organic initiatives going on and there's no way for us to know exactly what's happening. They're very secretive about what they're doing. But I would say that the, in our opinion, the environment is very acquisitive and we think that's largely driven by the fact that most of these companies tend to buy R&D; versus develop it organically. We think in some senses they're victims of their own size and they're pretty beholden to their regulatory departments and initiatives are set in kind of ten-year blocks that are very hard to kind of maneuver and quickly adapt to where the markets moving. But with that said, certainly a large orthopedic company would be the biggest risk. Somebody developing this and even though we're... we think we have really solid IP, obviously while we're kind of still at our early stage... before we're really well capitalized... that's certainly a risk. 19:08 But I will say that we're doing everything we can to protect our ideas and if we can scale quickly, we think that that's kind of our best defense... is getting to kind of critical mass in size. But that's a large orthopedic company kind of trying to squash us.. certainly would be the biggest risk in our opinion.

Lauren: 19:29 Great. Thank you so much Ben. Next up we have Brian Smith from Winc, LA-based, consumer driven wine producer and grape retailer. 19:49 Ryan can you hear us?

Brian: 19:58 Just a moment. Sorry, it just knocked me off my screen. 20:16 Thank you.

Lauren: I just sent you a webcam request too Brian.

Brian: you just sent what?

Lauren: Sent you a webcam request.

Brian: Ok. Is it not showing now? It’s showing main screen to me.

Lauren: 20:34 We can only see your screen. We cannot see your face.Oh perfect. Great.I’ll let you take it away.

Brian: 20:47 Hi. I'm Brian Smith, president and co-founder of Winc. Thanks for taking some time for us today. Excited to be here with you and really excited to share what we think is a pretty exciting opportunity for our customers and investors alike. Winc is a modern winery. It's kind of a new term, so I think it's really helpful to go back to you know the origins of the company and describe some of the innovations and iterations that we've made over the past six years to arrive at this concept. 21:27 When we looked out you know the initial concept and idea for Winc was “how do you make it easier for people to explore?” What is it really, you know relatively complex and diverse category, which is wine right yeah Labels from all over the world, different languages, different grapes.. there are million variables but that exploration of wine that access is one of the most exciting parts of enjoying wine.So how do we make that simple and ultimately how do you make it easy for you know today's consumer and tomorrow's consumer to discover and enjoy great wine. So when we started out the initial iteration of that is we looked at in the market. We said you know “how are people connecting with brands these days?” and if you look at any category, CPG our CBG category, apparel, cosmetics, mattresses... you name it. 22:26 People are generally connecting with brands they love and find affinity for through digital and also through direct to consumer and so the first iteration and the first launch of our concept was initially called Club W and it was the first personalized subscription e-commerce in wine. What we did is we asked a few questions about how you'd like your coffee. Things like that and then added Netflix affinity algorithm that would help introduce new wines that were more of a fit for your palate and you know create engagement and exploration.23:03 That was the kind of the original concept. The original idea is still very much part of our business but we've changed quite a bit since then. The one of the initial realizations is that you know in wine historically it's a very traditional category. It's much slower in terms of innovation. Certainly in terms of connectivity with the customer than other categories and really typical wine processes you know you make something from a specific place. You send it out into the world. It finds the shelf or a restaurant list and you hope to connect with the consumer or you're connecting in a tasting room or on-premise venue. But that's most of the population doesn't have access to that. So what we found is as we started to scale Club W and the subscription ecommerce piece we had a very efficient route to the customer. So we could develop and launch products very quickly and we've also had a really efficient feedback loop from our customers based on that connectivity. 24:12 Our customers are typically consuming their wines shortly after receiving them and we get all sorts of activity from ratings to you know their behavior on the site, velocity of brands, etc. So what the realization was that we had really developed an incredible feedback loop and in a new channel for at home trial for products and so we started towards vertical integration and started to leverage that connectivity. Leverage that speed to market and that feedback loop to develop our own products.

24:46 So we built out our wine team started to go deeper into the vineyards. Created an in-house creative team and brand development team to build brands and launch brands into this audience. Now as we did that the next iteration of our business is you know really focus... we’ve always been focused on the customer. We’ve always been focused on storytelling giving access to the category and through that we have some real you know we had some real winners come out of the early classes of the brands that we launched. These were brands that were high velocity with our DTC customers. 25:25 People were talking about among social media and in many cases they were garnering national prep lifestyle press, wine press. Really we had brands that we had created a ton of buzz around and part of that was just through digital and part of that was buzz with an online-only or direct consumer audience and we felt that these brands really had a right and really had an opportunity to live outside of the direct consumer channel. 25:55 So you can imagine these had been highly rated validated. We probably you know we've optimized the product based on feedback and we really build these brands through at home trial in direct consumer before taking them out into national wholesale and so a couple years ago we started focusing on building out a national wholesale team and expanding into restaurants, retailers and national chains. 26:20 So we have a portfolio of about five brands that are our flagship brands where we're seeing really great growth. We call these consumer led brands because they've really been trialed and tested by the consumer before hitting the shelves and you know an example of this would be summer water, which started at 300 cases at direct consumer a couple of years ago and is now over 40,000 cases a year. 26:46 So we're seeing a lot of success with national retailers and we've also seen some over the last two years. We've seen a premiumisation trend within the direct consumer. So we've actually you know if you look at our financials and look at you know that seeded best page, you'll see that there were some really significant improvements to price and also contribution margin in previous years.

27:16 Today, we feel like this is really we've been building a platform for growth and we believe it's the first tech enabled beverage alcohol platform of its kind, which combines digital expertise and sort of omni-channel brand building. So when we think about future opportunities... it's taken us six years to build this platform. 27:41 When we think about future opportunities we're looking towards new brand development, which I'll share some examples later out in the presentation, scale billing launching and scaling new brands, organic customer acquisition…. so continuing to provide better experiences on the DTC side and expand and spend to acquire customers they're. National wholesale as I mentioned that's been a significant area of investment for us for the last few years. We're really excited about the growth opportunity there and lastly would be strategic acquisitions and I think that the next page will help sort of you know help you guys think about how we're approaching these but we're really looking for brands that have strong founders. Brands that have a strong digital presence or direct consumer presence and wholesale opportunities 28:39 So these are brands that we can plug in to our platform and really take advantage of some synergies and also help expand and accelerate growth of digitally and from wholesale perspective. So I just wanted to share a few numbers where we’re a bit or figures we’re a bit more mature than probably some of the other businesses that you're that you're considering here and viewing. So you know since our launch we've had 169 million in revenue.Pretty strong kegger. Love this one. Over 13 million bottles sold and 3.3 million wine ratings. 29:26 So we really have that just hasn't existed at this scale in the wine space and so we really have unique insights and we feel like we're really you know we're really starting to attack on those and the value of his insights and the value of this model is something that's really scalable in the future. As I mentioned, we're still just getting started on wholesale but we're seeing very encouraging signs in a few short years. We've attracted some really incredible accounts. Really great accounts for brand building and brand recognition. Awesome partners you know expanding our points of distribution and to give you a sense of you know how the flagship brands contribute to our overall revenue... we are seeing a you know a huge increase in what we would call branded revenue. So 45% growth on summer water here over a year now contributes 4.1 million Quality of the Beast is something we're extremely excited about. A little bit slower growth but we're seeing very encouraging signs for this brand that's had two million in climbing 30:36 and you know we'll just love the quote you know how Winc uses millennial feedback to make wines that people go crazy for. That's really at the heart of what we do it. We love for people to go crazy for our products and the connection with that and the trust that we've built is what enables us to continue to innovate. It's helpful to just think about our platform because it is incredibly unique and you know relatively hard to build in the wide space. 31:06 So you know we really value a two-way conversation with the customer and this platform is designed to deliver value in that conversation and also to optimize those touch points and create value long-term for the company. So we really have two sales channels. We have you know Winc membership which it provides first party data, at home trial, speed to market and really is a platform for product innovation and marketing for great experiences and then a national wholesale channel is where we partner with wholesalers restaurants and retailers.31:46 But we've really got an opportunity to expand individual brands and we think that these you know many of the brands in our portfolio in our pipeline have the potential to be you know fifteen thousand to a hundred thousand plus brands over time. What accelerates that brand growth is not only the two channels where we you know sort of interact with our customers, but it's really the platform behind that and this has taken us some time to build. 32:16 But it's proprietary digital data, marketing, production, supply chain and national wholesale and I think what's really interesting and exciting compelling for us is that all of these things are under one roof. We have our own data scientist. We have in-house creative. Marketing performance marketing and digital team and a team of engineers and what happens when you have this integrated platform is you have an ability to optimize. You have an ability to innovate at a rate that is much higher than sort of the competitive set of traditional wineries. 33:00

So we think this is where we're now unlocking a lot of the value out of having this integrated on the channel bottle but it is the platform of future acquisitions and future brand growth and future relationships with the consumer. Just to touch... I touched on this already. The one thing I would point out is a few more of our flagship brands. It's just you can see that increasing flagship brand value that I mentioned. So branded goods, brands that have their own independent enterprise value continue to be a much bigger part of our portfolio. 33:42 It's also important to point out that alcohol brands you know really achieve high revenues. They achieve energy premiums because and that's primarily because historically they're very difficult and very expensive to build. But many of these wines and spirits and other products really were built in the wholesale channel without any assistance or any strategy of the DTC channel or a digital marketing playbook. 34:15 That is common with really any other you know visually data super LED or consumer-facing Brandt. So think [Glausier], Aires... any of these brands have digital capabilities and the ability to market digitally that doesn't exist for the traditional brand. 34:34 So all of the brands that we're building in the portfolio have individual enterprise value and as you know as summer water continues to march towards a hundred thousand cases, this becomes an incredibly valuable asset on its own. If you're not familiar with the alcoholic beverage base, you know there is a fair amount of training and optimization of assets in terms you know with the or by the incumbent portfolios of brands. Whether it is Diaego or Gallo or [...] 35:10 So these things have you know these brands have real value and we feel that you know brands that are connected to the consumer and have a two-way conversation with the consumer are and will be the high velocity and brands of the future. So we think there's a lot of opportunity here and additional value creation outside of revenue. Just to give you a sense of a few upcoming launches that we're doing as I mentioned we have five brands at the market that are growing. We're looking to launch a couple each year. We launched a brand called Keep it Chilled, which tells you exactly what's doing it. It's a red wine that's intended to be consumed cold, which is a new behavior. We've got some great press on it. Launched a chart of membership and it's been incredibly successful. We're also playing in the organic no sulfur space with cherries and rainbows. We're just getting ready to launch this next week and we've got a free strong campaign and actually some super early interest from some of the highest quality and most influential retailers restaurants and then pre-game is another camp project that we're launching where we think we've got a real opportunity to capture you know and he pregame occasion and probably add some some marketing tell that as well. So just to give you a sense... we have more behind this but these will be our upcoming launches that we launch in the next few months.36:45 I think it's important to point out because we are later stage.. We are pre-revenue... we are pre-proof of concept. We have proof of concept and opportunity in front of us and that's really thanks to some incredible investors who've been very lucky to have engaged and supportive investors and I think it is you know the investment in week and the Series D is a really pretty interesting opportunity to invest alongside some really really smart people. Really well known names in the industry... in a business that's got a lot of potential. 37:27 You know we're just to summarize.. we're looking at a serious D it's up to 15 million with a hundred and ten million pre-money valuation. We are again to repeat you know we're kind of looking for brand acquisitions and organic growth over the next few years. Beyond that you know we believe there are a lot of opportunities and total beverage alcohol, however the wine space is a 70 million dollar market. The US market is the largest in the world and the most dynamic and we think that with with some great focus there's a lot of room an addressable market in wine. Ultimately you know we would like and you know our goal is to you know to some degree in control our own destiny we would like to continue to build some great shareholders and continue to build was a fundamentally sound business in the future on the path to IPO and lastly I will open up to questions but I just like to...38:38 you know we were extremely excited about this opportunity to open up our our company to investors and really to customers as well. We think there's a huge opportunity with existing customers that believe in us and are evangelist and we've seen some encouraging signs so far in the reservation period. So you know we love the idea of people participating in a brand that they love and a brand that they appreciate that they would not normally have access to and so we're extremely excited about this process and what comes from it.

Lauren: 39:19 Great thank you so much Brian. Just to stay on schedule, we have time for one question here. One question is: can you discuss the age breakdown of your customers? Do they skew younger, a certain gender or at a certain geographic region?

Brian: Yeah, sure. Geographically, it kind of follows the major metropolitan areas and consumption patterns and population density. 39:43 But it's a great question so one of the reasons that we think we are in the right place at the right time in this market is that our audience is primarily in millennial and Gen X. I think boomers... if you look in the last 15 years have really dominated the wine space in terms of consumption and also influence. You know you had tasting rooms and you know other routes to the customer. Primarily things were judged on distribution and ratings from the select few critics. 40:20 I think for us we're engaging with a much younger audience, which will soon eclipse boomers in terms of consumption and it's really where the market is headed in terms of demographic. But also where the market is headed in terms of their expectations for brands and companies that they want to engage in. 40:39 So we see our demographic as a huge advantage and I think that we're very unique in our ability versus you know anyone else in the market to engage of these people now and long-term. We do skew about you know slightly towards women. 40:58 We've got pretty good household income and so you know we have an incredible customer base and it's really the customer of today and of the future. So we're in a great position on that.

Lauren: 41:15 Great. Thanks so much Brian. Now it's time for our next presenter, John Vlay, CEO of Graze. The creator of an autonomous electric commercial lawn mower.

Brian: Thank you.

Lauren: 41:53 Perfect. We can see your screen and we can see you.I’ll let you take it away John.

We aren’t the only wine subscription service, or the least expensive. But we do have something no one else has: The Juice.

It’s the ‘it factor’ that sets us apart and keeps people coming back for more.

[DRINK IT]

[DRINK IT]

[DRINK IT]

It’s the reason we’re opening up our company for the first time ever, to let people like you hold a stake in our future. But more on that later.

Let’s go back to where it all began. Friends with a simple dream to make great wines more accessible.

To democratize wine…

Flip the script. And make something for the people, not just the critics.

The plan?

[“perfect for poolside sipping”]

“[love the lighter bodied reds”]

[“fruity but not too sweet”]

Use data to figure out what customers want first, and then we go MAKE IT.

MAKE IT

Winc handles everything from production, to branding, to distribution.

It’s one of the reasons Fast Company named us one of the 50 Most Innovative Companies of 2019.

[One of the 50 Most Innovative Companies of 2019 - Fast Company]

but more importantly it’s what gives our winemakers the freedom to experiment… color outside the lines… and create modern wines for a new generation of drinkers.

It's the reason our customers can't help but LOVE IT.

[LOVE IT]

Forbes said, “the proof is in the bottle,”

[“The Proof is In the Bottle3”]

But there’s proof in the numbers too.

Since Winc’s launch we’ve shipped over 13 million bottles,

[13MM Bottles Shipped]

with $169 million in revenue.

[$169MM in revenue]

Summer Water raked in $10 million in sales

[$10 Million in sales]

and grew by 38% in 2018.

[38% Growth in 2018]

In response to all the love, we launched our wholesale channel, scaling our business significanyly though independent restaurants, retailers, and national chains.

[Hollywood Bowl, Vons, Cost Plus World Market, Fairmont Hotel Group, Whole Foods]

[3100 Accounts in 48 States]

Add millions of member ratings, a seriously loyal customer base, and it’s no surprise our revenue has grown more than 300% in the last four years.

[100%, 200%, 300%]

But all of this success wouldn’t be possible without people like YOU.

Which is why we’ve decided to launch our first public investment opportunity: Winc Shares.

[Winc Shares]

Your chance to get in early alongside other prominent investors and own it.

[LOGOS ON SCREEN: Bessemer Venture Partners, 500 Startups, Amnplify, Guild, Shining Capital, Cross Cut Ventures, Cool Japan Fund, Wavemaker, Tiller Partners]

[OWN IT]

we'll continue to push the boundaries of wine making and build something undeniably awesome.

Cheers to you

[Drink it. Love it. Own it.]

[Winc Shares]

And did we mention the perks? Here’s a hint: It’s wine. You get wine.

[disclaimer]

Winc is accepting reservations for an Offering under Tier II of Regulation A. No money or other consideration is being solicited, and if sent in response, it will not be accepted. No sales of securities will be made or commitment to purchase accepted until qualification of the offering statement by the Securities and Exchange Commission (the “Commission”) and approval of any other required government or regulatory agency. A reservation is non-binding and involves no obligation or commitment of any kind. No offer to buy securities can be accepted and no part of the purchase price can be received without an Offering Statement that has been qualified by the Commission. A Preliminary Offering Circular that forms a part of the Offering Statement has been filed with the Commission, a copy of which may be obtained from https://www.seedinvest.com/winc

This presentation contains offering materials prepared solely by Winc, Inc. without the assistance of SI Securities, and not subject to FINRA Rule 2210. In addition, this presentation may contain forward-looking statements and information relating to, among other things, the company, its business plan and strategy, and its industry. These statements reflect management’s current views with respect to future events based information currently available and are subject to risks and uncertainties that could cause the company’s actual results to differ materially. Investors are cautioned not to place undue reliance on these forward-looking statements as they are meant for illustrative purposes and they do not represent guarantees of future results, levels of activity, performance, or achievements, all of which cannot be made. Moreover, no person nor any other person or entity assumes responsibility for the accuracy and completeness of forward-looking statements, and is under no duty to update any such statements to conform them to actual results.

NO MONEY OR OTHER CONSIDERATION IS BEING SOLICITED, AND IF SENT IN RESPONSE, WILL NOT BE ACCEPTED.

NO OFFER TO BUY THE SECURITIES CAN BE ACCEPTED AND NO PART OF THE PURCHASE PRICE CAN BE RECEIVED UNTIL THE OFFERING STATEMENT FILED BY THE COMPANY WITH THE SEC HAS BEEN QUALIFIED BY THE SEC. ANY SUCH OFFER MAY BE WITHDRAWN OR REVOKED, WITHOUT OBLIGATION OR COMMITMENT OF ANY KIND, AT ANY TIME BEFORE NOTICE OF ACCEPTANCE GIVEN AFTER THE DATE OF QUALIFICATION.

AN INDICATION OF INTEREST INVOLVES NO OBLIGATION OR COMMITMENT OF ANY KIND.

AN OFFERING STATEMENT REGARDING THIS OFFERING HAS BEEN FILED WITH THE SEC. YOU MAY OBTAIN A COPY OF THE PRELIMINARY OFFERING CIRCULAR THAT IS PART OF THAT OFFERING STATEMENT FROM:

Winc, Inc

+1 (855) 885-3761

5340, Alla Rd. Suite, 105

Los Angeles, CA 90066

OR AT https://www.sec.gov/Archives/edgar/data/1782627/000114420419036465/tv525510_partiiandiii.htm