National Entertainment Specialists, Inc. (NES) is raising private capital for the acquisition and strategic consolidation among secondary ticket brokerage players. This deck represents the process, plan and team for raising the capital via PPM. Investments are available to accredited U.S. investors only via Regulation D 506(c).

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Confidential & Privileged
NATIONAL ENTERTAINMENT SPECIALISTS, INC.
Confidential & Privileged
National Entertainment Specialists, Inc.

2. Confidential & Privileged
Legal & Confidentiality Disclaimer
This Presentation includes and is based, inter alia, on forward-looking information and statements that are subject to
risks and uncertainties that could cause actual results to differ. These statements and this Presentation are based on
current expectations, estimates and projections, which generally are identifiable by statements containing words such
as “expects”, “believes”, “estimates” or similar expressions.
Important factors that could cause actual results to differ materially from those expectations include, among others,
general economic and industry conditions in markets which are expected to be major markets for National
Entertainment Specialists, Inc. (NES).
Although NES believes that its expectations and the Presentation are based upon reasonable assumptions, it can give
no assurance that those expectations will be achieved or that the actual results will be as set out in the Presentation.
NES is making no representation or warranty, expressed or implied, as to the accuracy, reliability or completeness of
the Presentation, and neither NES nor any of its directors, officers or employees will have any liability to you or any
other persons resulting from your use of the information contained herein. This Presentation was prepared upon
special request and the information contained within will not be updated in this Presentation. The following slides
should be read and considered in connection with other information provided by the company.

3. Confidential & Privileged
Investment Summary

4. Confidential & Privileged
Executive Summary
National Entertainment Specialists, Inc, (“NES” or the “Company”) is a
Nevada corporation that was formed to consolidate the highly
fragmented independent ticket brokering industry.
The Company’s intent is to consolidate the industry, create the largest
Ticket Brokering Company in the United States, and become publicly
traded on NASDAQ.
NES has undertaken due diligence for four identified targets with an
aggregate annual revenue of $80 million. The Company will capitalize
the first round of acquisitions through a $50 million Offering.
The Offering will continue through 9/15/18 and can be extended 90
days by the Company, unless fully subscribed prior to that time, or the
Company, in its sole discretion, elects to terminate the Offering.

5. Confidential & Privileged
Investment Highlights
Experienced Management Team
The management team has deep contacts and experience within the ticket brokerage industry
Strong Platform for Growth
Company intends to acquire a revenue base ranging from $200 Million to $300 Million in the next three to five years.
Superior POS Platform
Internal ticket exchange is expected to significantly reduce fees from tickets purchased through current private exchanges
High Margin Inventory Acquisition
A Special Inventory Fund (SIF) will allocate capital for high demand inventory, which can bring margins of 25% to 30% or greater
Collaborative Industry Players
The NES team strategically identified several key target companies within the industry all of whom are amenable to reasonable
Acquisition terms

6. Confidential & Privileged
Growth Areas
There are several very important synergies that will be garnered from a “buy and build” strategy in the independent ticket market. Below is an overview of
each of these synergies and the expected financial impact:
Understanding the methods for
acquiring, holding and managing
ticket inventory is the competitive
advantage among brokers. By
consolidating disparate brokers, the
firm is better able to take advantage
of economies of scope, increase
inventory turns and reduce inventory
write-offs.
Inventory Acquisition
Optimization
Special Inventory Fund Ticket Evolution Internal
Exchange
By employing these funds for
inventory purchases, the companies
could expect an average of 35%
margin, and an inventory turn rate
increase to 6-7x from 4-5x per year.
Additionally, as the Company
increases its buying power, it is
anticipated to have increasingly
greater access to high margin
inventory from primary sources.
Synergistic Benefit to Company for
Internal Exchange = an estimated
10% of all sales after the first year
will be through the Internal Exchange
(with gross profit of 20% higher on
10% of sales).

7. Confidential & Privileged
Deal Process
Capital Raise
Raise at least $50M from equity
investors to prepare for
acquisitions.
Make Acquisitions
NES seeks to acquire four ticket
brokerage firms at a reasonable price
based on predetermined formulas.
Integrate Targets
Implement an autonomous
integration model into new
subsidiaries so that they will
continue to be profitable, growing
companies.
Optimize Performance
Optimize company performance after
integration of subsidiaries.
NASDAQ IPO
After initial private
placement offering NES
plans to go public on the
Nasdaq so investors could
sell shares at will.

8. Confidential & Privileged
Industry Overview

9. $5.60 B
$5.45 B
$5.31 B
“This industry consists of online
retailers that sell tickets to live
events. Ticketed events include
concerts, sporting events, live
theater, fairs and festivals. This
industry also includes online ticket
resellers; however, it does not
include sales of tickets at brick
and-mortar locations.”
-IBISWorld
2017 2018 2019 2020 2021
$5.18 B
$5.75 B
Expected CAGR of 2.8% over next 5 years
Secondary Ticket Industry
Strong historical performance provides stable outlook

10. Confidential & Privileged
5%
39%
32%
24%
PERCENT OF TOTAL INDUSTRY
REVENUE Events in the music concert segment include live music performances at a myriad of
different venues including amphitheatres, arenas, clubs, music festivals, and music
theatres. Capacities at these events range from 500 to 100,000 people. Live performance
and attendance at music festivals have been a paramount to many musician’s success in
recent years.
39% - MUSIC CONCERTS
Events include professional and collegiate exhibitions for many different individual and
team sports including baseball, basketball, football, hockey and soccer. Sporting event
tickets tend to be the most expensive event tickets sold and the segment has continued to
grow because of loyal fan bases.
32% - SPORTING EVENTS
The success of this segment is highly sensitive to Broadway activity. Recent success of
theatrical performances like Hamilton have carried segment’s growth and increased
profits.
24% - DANCE, OPERA, AND THEATRICAL PERFORMANCES
This segment remains small and steady. Growth in technology could provide more access
to these events.
5% - PUBLIC APPERANCES, FAIRS, AND FESTIVALS
Service and Processing fees are the industry’s main revenue
streams. Primary brokers typically enter price agreements with
content producers. Secondary market places offer a space for
fans to connect with third party ticket holders, often allow third
party ticket holders to determine a sale price, ultimately
unlimited potential for increased margins.
Secondary Ticket Sales Segments
The Ticket Brokerage industry is made up of 4 segments and is dominated by Music and Sporting Events

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NO INVENTORY
OWNERSHIP
INDEPENDENT
BROKERS
INVENTORY
OWNERSHIP
STRATEGY
NES aims to bring the basic business model
of the highly fragmented, $6.5 billion a year,
independent ticket brokering industry to a
major exchange.
NES VALUE
NES family companies compete with
approximately 1,000 U.S. entities, many of
which cater to a limited metropolitan or
geographic clientele and average eight to
sixteen employees that report annual sales from
$2MM to $25MM. NES’s acquisition strategy
brings it to the top of the secondary major
exchange market, equipped with larger margin
than typical primary brokers due to inventory
ownership.
MAJOR
EXCHANGE
Competitive Landscape
The business model maintains favorable advantages over the exchange platform
Business Model Advantages:
• Greater margins on a per ticket basis
• More control over inventory pricing and supply which is a significant advantage as firms maintain better data
on demand and available supply relative to competing brokers
• Less requisite advertising spend for awareness as most of inventory is pushed through exchange platforms
• With the right relationships, particularly in local markets, brokers can dominate various ticket niches

12. Confidential & Privileged
BROKERAGE REVENUE
REGION/
HEADQUARTERS
NATB
MEMBER
EMPLOYE
E
COUNT
STATU
S
<$1MM Austin, TX No 60 Private
$4.30MM Chicago, IL Yes 63 Private
$5.40MM Dover, DE No 264 Private
$6.50MM Boston, MA Yes 55 Private
$13.40MM New York, NY No 28 Private
$14.40MM New York, NY No 10 Private
$19MM Marina Del Rey, CA No 55 Private
Competitive Landscape
Top Secondary Independent Ticket Brokers

13. Confidential & Privileged
Investment Overview

14. Confidential & Privileged
Capital Raise
05
04
Delivery and Review of Offering Docs
Q&A with Management Team
Expression of Interest
3rd Party Accredited Investor
Verification
Signatures & Escrow
$30,000,000 PPM
8,571,428 Common Shares
$TBD* Per Share in 1,224 Units of
7,000 Shares
*Price per share in subsequent round is likely to increase based on progress, performance and valuation at future time of raise.
01
02
03
Initial Blind Profile delivered to investors.
Capital Raise Process
Total Offering
The Private
Offering is offered
on a First-Come
First-Serve basis
until fully
subscribed.
$5,000,000 PPM
1,428,571.43 Common Shares
$3.50 Per Share in 204 Units of 7,000
Shares
Current Phase 1

15. Confidential & Privileged
NES Tickets Acquisition Planning
and Execution Process
01
Corporate Development Strategy
• Develop understanding of Company
operations and competitive position
• Understand shareholder objectives for
growth and returns
• Achieve consensus on the process with
shareholders and Board
03
Identification & Planning
• Determine acquisition criteria and
target profile
• Create reporting and evaluation
framework for information received
from targets
• Gather high level information about
potential targets to determine if it fits
the acquisition strategy
02
Corporate Development Planning
• Define tools and metrics to measure
growth or return objectives
• Evaluate alternative means to
achieving growth objectives
• Determine scope of process
• Address potential weaknesses
A Six Stage Approach To identifying, Vetting and Acquiring

16. Confidential & Privileged
04
Analysis & Valuation of Targets
• Utilize initial information to narrow
down potential candidates for further
due diligence
• Coordinate analysis of targets with
internal deal team members
• Determine target valuation and
proposed deal structure based on
client’s return benchmarks
06
Transaction Negotiation
• Negotiate definitive agreements
• Create financing package if debt is
required to finance transaction
• Complete confirmatory due diligence
requirements
• Obtain necessary approvals
• Execute legal documentation
05
Internal Communication & Approval
• Conduct due diligence on selected target(s)
• Identify merger-related synergies
• Enhance and present financial analyses
based on due diligence information
• Determine acquisition financing strategy
• Present acquisition proposal to the board
NES Tickets Acquisition Planning
and Execution Process
A Six Stage Approach To identifying, Vetting and Acquiring

17. Confidential & Privileged
NES Tickets Integration Model
Each Acquisition Requires A Custom Approach – The NES Tickets Integration Model Standard Integration Model Will Optimize For Value
Finances
All financial reporting will be
consolidated by NES. Goal Alignment
NES implements strategic
planning goal setting, strategic
planning, and financial
monitoring Special Inventory Fund
(SIF) to be controlled,
monitored, and allocated by
NES
Educate
Education for and phased
integration of synergies, SEO,
Ticket Evolution POS
exchange, Ticket Evolution
external exchange
Strategize
Develop a Corporate Marketing
Strategy
Centralize
Centralize Professional
Services

18. Confidential & Privileged
Acquisition pipeline Inventory acquisition Sales & Marketing
The Company believes a
revenue base ranging from
$200 to $300 million can be
acquired under favorable
terms in the next three to
five years. A combination of
cash, debt, stock and
management contracts will
serve initially as the basis for
acquisition financing, with
likely eventual use of public
stock.
A key acquisition criterion
will be companies providing
access to high value
inventory: sold-out concerts
and major sporting events,
which often bring margins of
25% to 30% or greater. A
Special Inventory Fund
(SIF) will allocate capital for
high demand inventory
developed by the Company
in local markets.
As an internet marketing
strategy, search engine
optimization considers how
search engines work and
what people search for and
can greatly improve online
visibility. Targeting both
paid and organic search as
well as using the acquired
companies large existing
databases of past
purchases, it is expected
margins will increase.
Pillars for Company Growth
3 Step Strategy Overview
The Company will endeavor to create shareholder value by increasing market share through acquisition of select ticket and event
management companies, organic growth, and enhancing profit margins through operating improvements and the increased use of
technology in the acquired companies. National positions in specialized local ticket inventories, online marketing and special events
management is anticipated to build volume and margins. Key elements include:
1 2 3

19. Confidential & Privileged
Company Overview

20. Confidential & Privileged
NES has engaged Advanced Business Strategies, LLC to be its non-exclusive lead private equity bankers to coordinate all of the
investment and private banking activities of the company (i.e., mergers and acquisitions, taking NES public, managing legal and
accounting needs, roll-up negotiations, corporate capitalization activities, working hand in hand with broker dealers, venture capital
partners, transfer agent, etc.).
NES Tickets aims to be the largest public ticket broker through its lucrative inventory ownership business plan, and
acquisition options ($80MM aggregate revenue) that comfortably positions the Company among major ticket exchanges.
The Company strategy forms a brokerage conglomerate with national reach in an industry expected to grow 140 percent
by 2020.
NES expects to hold the right to sell tickets at market prices, with no restrictive pricing agreements. The Company’s
acquisition targets include a fully diversified customer base across both industry and region which ultimately mitigates
systemic risk. NES will capitalize these acquisitions through a $30 million Regulation D 506(c) Offering. Following the
completion of this offering, NES anticipates filing a Form S‐1 Registration Statement with the Securities and Exchange
Commission shortly after the close of this Private Placement Offering pursuant to the Securities Act of 1933 (the
“Securities Act”). The intent is to register the Company to trade publicly on NASDAQ or a similar exchange, enabling
investors to register their stock for sale at will on that exchange.
The Company has identified and spoken with many additional qualified ticket broker companies that have expressed an
interest in merging with them on its subsequent rounds of acquisitions with combined gross annual revenues of over $250
million. Secondary and tertiary rounds of funding will be procured to continue to execute this rollup model.
Company Overview

21. Confidential & Privileged
SWOT Analysis
Strengths
• Revenue and IVA Growth
outpacing GDP growth
• Rapidly changing technology and
processes
• Increasing number of firms drives
quality by increasing competition
Threats
• As unemployment declines,
people spend less time on
leisure and sports
• Market is heavily dependent on
economic growth
Weaknesses
• High barriers to entry high
along with dominating share of
top four companies
Opportunities
• Music Industry shifting
transitioning and doing more live
performances
• Industry boosted by younger
demographic attending concerts
• Personal Incomes growing
steadily
• Mobile purchases and ticket
scanning widespread
• Percentages of services
conducted online is expected to
increase from 10.0 to 12.1 % by
Source: IBISWorld 2017
W
TO
S
SWOT Analysis provides overview of compelling opportunity for NES Tickets

22. Confidential & Privileged
Gary Clark
Chairman & CEO
Kim Southworth
M&A Director
David Clark
Investor Relations
Matthew Hill
Southern California
Marketing Office
Team Overview
Experienced Management Team With Combined 100 years in Industry
Dave Shuffler
Southern California
Marketing Office

23. Confidential & Privileged
Mr. Clark spent 10 years in Consumer Products sales with a major
International Company in a field management capacity. Mr. Clark was the
founder of International Capital Exchange Inc. Mr. Clark worked with the
4th largest securities firm in Hong Kong via US satellite office. Mr.
Clark established program at this time to bring qualified Chinese
companies to trade on the US stock Exchanges in which he arranged up to
$200,000,000 in business funding. Mr. Clark spent 25 years as a
corporate Vice-President with securities firms such as Sutro & Co.,
Paine Webber, and Bateman , Eichler , Hill Richards. Mr. Clark managed
more than $250,000,000 in assets working with PIPE funds, hedge funds,
and small equity funds.
Gary Clark
Chairman & CEO
Management Bios

24. Confidential & Privileged
Mr. Southworth is currently the founder and senior partner of Advanced Business
Strategies, LLC. The Company was founded in 2001 and is a Venture Catalyst
firm that prepares companies for and strategically positions them to be funded,
sold, merged, or acquired. In the mid 80’s Mr. Southworth funded numerous oil
and gas ventures and actively acquired strategic drilling sites and royalty interest
for investors. He founded the American Association of Oil and Gas Investors
which became the first national self-regulatory agency within the oil and gas
community. In the early 90’s, Mr. Southworth began consulting for start-up and
early stage companies and has served administratively as President, Chairman
and CEO. In 1999 Mr. Southworth acquired an in-store media advertising
company. He capitalized the company and managed the day-to-day operations,
expanding its client base from 200 stores to over 2000 stores in less than two
years. He sold the company in August of 2001. Mr. Southworth brings to NES
experience and a strong foundation in strategic business plan development,
execution, corporate capitalization, registered company filings, public auditing
procedures, taking company’s public, mergers, acquisitions and the vision for
developing future merger and joint venture relationships.
Kim D. Southworth
Mergers & Acquisitions
Management Bios

25. Confidential & Privileged
Since graduating Magna Cum Laude from Fresno State University, Mr.
Clark has spent over forty years on Wall Street and the Commodity
Markets. Mr. Clark has worked with Wall Street, with firms such as
Lehman Brothers, Bear Stearns, Merrill Lynch, and L.F. Rothchild. Mr.
Clark was continuously recognized as a top producer at all the financial
institutions he represented. Mr. Clark has held various titles throughout his
career, such as President of an Alternative Investment Platform for
Peregrine Financial Group and President of Asset Management at Sytek, a
foreign currency hedge fund at the Chicago Board of Trade. Mr. Clark’s
duties and responsibilities included working with hedge fund managers for
foreign exchange currencies and working in Commodities for Peregrine
Financial Group, responsible for establishing an offshore presence.
Combined with his 40 years of Wall Street and related business and
leadership experience Mr. Clark intends to lead the National Entertainment
Specialists business model to a successful conclusion. .
David Clark
Investor Relations
Management Bios

26. Confidential & Privileged
Contact Us
David @ nestickets.com
Office: 877.416.7645