STORH WHITEPAPER

Whitepaper 1.0
STORH
For the Equity Token Offering
of up to 1,200,000,000 tokens
Round 1 – 1,200,000 Tokens
Currently Open

NOTE: This Version 1.0 of STORH™ WhitePaper is a preliminary release aimed at potential STORH™ Token ‘private pre-sale’ buyers and is not
intended for public distribution. All future versions of the STORH™ WhitePaper released by the Company will supersede all previous versions.
The purpose of this WhitePaper is to provide prospective investors with information on STORH’s business plan thus allowing them to make an
informed decision regarding the purchase of STORH™ Tokens.
This WhitePaper does not constitute an offer or invitation or any other sale or purchase of shares, securities or any direct ownership of the assets
of STORH™. This White Paper does not constitute an offer to sell or a solicitation of an offer to buy a security in any jurisdiction in which it is
unlawful to make such an offer or solicitation.
The Board of STORH™ has taken reasonable care to ensure that, as at the date of this WhitePaper, the information contained herein is accurate to
the best of their knowledge, and there are no other facts or omissions of which that would make misleading any statement in this White Paper.
No representation, warranty, assurance or undertaking is made as to its continued accuracy after such date. The information contained in this
WhitePaper may be subject to modification, supplementation, and amendment at any time.
This WhitePaper describes STORH’s business objectives and the issuance of STORH™ Token by the Company. It has not been reviewed, verified,
approved or authorized by any regulatory or supervisory authority, however, the Company will seek full regulatory approval in a suitable
jurisdiction.
The publication of this WhitePaper and the offering of STORH™ Token may be restricted in certain jurisdictions. It is the responsibility of any
person in possession of this WhitePaper and any persons wishing to make an application for STORH™ Token (pursuant to the Application for
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visions and are not guaranteed to come to fruition or exist in any capacity whether at this present time or at any time in the future.
Prospective investors of STORH™ Tokens should inform themselves as to the legal requirements and consequences of purchasing, holding,
and disposing of STORH™ Token and any applicable exchange control regulations and taxes in the country of their respective citizenship,
residence, and/or domicile. Prospective investors of STORH™ Token are wholly responsible for ensuring that all aspects of this WhitePaper and
the Application for STORH™ Token Agreement are acceptable to them.
The purchase of STORH™ Tokens may involve special risks that could lead to a loss of a substantial portion of the purchase amount. The purchase
of STORH™ Tokens are considered speculative in nature and involves a high degree of risk. A purchaser should only purchase STORH™ Tokens if
they can afford a substantial loss. Unless you fully understand and accept the nature of and the potential risks inherent in the purchase of STORH™
Tokens, you should not purchase STORH™ Tokens.
The purchase of STORH™ Tokens during the ETO is only possible after the prospective purchaser has read, understood, and accepted the
Application for STORH™ Token Agreement and has passed AML/KYC and been approved. Each prospective purchaser will be required to
acknowledge that they made an independent decision to purchase STORH™ Tokens and is not relying in any manner whatsoever on STORH™, its
Board or any other person or entity (other than such purchaser’s own advisers). Prospective investors are urged to consult their own legal, tax or
other advisors before purchasing STORH™ Tokens.
STORH™ and its Board do not provide any advice or recommendations with respect to STORH™ Tokens, nor do they endorse such tokens, nor do
they accept any responsibility or liability for any use of this WhitePaper by any person that is in breach of any local regulatory requirements with
regard to the distribution of this WhitePaper or any applicable rules pertaining to the offer of STORH™ Tokens.
Statements made in this WhitePaper are based on the law and practice currently in force in the Cayman Islands and are subject to changes in
those laws.
Disclaimer:
This is an important document that should be read in its entirety.
If you do not understand it you should consult your professional advisers without delay.
E Q U I T Y T O K E N O F F E R I N G O F U P T O 1 , 2 0 0 , 0 0 0 , 0 0 0 T O K E N S
01
STORH WhitePaper v1.0 January 2019

Dear Investor:
On behalf of STORH, I am delighted to offer you the opportunity to invest in a company whose mission is to
execute on energy and mineral resource projects which involve proven sustainable technology to drive growth.
STORH has been launched in order to apply hundreds of years of North American and International energy and
mineral resource development experience to the realities of today’s very high global resource consumption and
the resulting opportunities in these ever-changing markets.
We wish to contribute the sum of these abilities to the growth of STORH with the objective of using its deep
experience in these technologies. The board has the necessary expertise to be able to identify particular
opportunities in the energy and mineral resources and technology sectors that are suitable for investment by
the company based on a balance of engineering risk, price risk, and project life.
The scope and diversity of the boards’ energy and mineral sector relationships and experience will assist the
board’s ability to generate opportunities for investment by the company. The board will seek opportunities that
are not “Blue Sky” and are ones that the board considers will produce near-term dividends and capital growth
for token holders. We, as a board, are very mindful of this aspect as we start this new enterprise.
Welcome aboard.
Yours Sincerely
Mr. Ryan Messer
CEO & Founder
02
Letter from the CEO

Abstract
Mission Statement
Introduction
Business and Industry Overview
Becoming a Player in a Fragmented Landscape
Business Plan
About STORH™ Tokens
Resource Strategy
Phase 1 – Energy Resources (3 Key Areas)
Legacy (Fossil Fuel) Production & Strategic Plays:
Natural Gas & Value Chain:
Midstream:
Blending for Bucks:
Pipeline, Barge, Rail & Truck Transportation:
Pipeline Economics:
Phase 2 – Mineral Resource & Recovery Technology
Environmental Remediation & Mineral Production in Peru
Patented Environmental Remediation Technologies
Phase 3 - Economically Viable Sustainable Tech
Sustainable Services
Sustainable Technology
Token Sale Information and Pro-Forma Financials
Team Information
Social and Environmental Policy
Conclusion
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03
TABLE OF
CONTENTS

Bloomberg NEF’s New Energy
Outlook (NEO) for 2018 forecasts
a massive investment of
$11.5 trillion
in new global power generation
capacity between 2018 and 2050.
$8.4 trillion
roughly going towards wind and
solar.
$1.5 trillion
going towards other zero-carbon
technologies such as nuclear and
hydro.
Abstract
Sustainable Technology & Resource Holding (STORH™), is
a tokenized commodities platform that seeks and explores
opportunities in the resource industry, and enhances investor
access to these opportunities via tokenization of the energy,
mineral, and asset ecosystems.
STORH™ aims to provide liquidity to a high-value, but highly illiquid industry, and to bring off-market
opportunities generally not accessible to non-private equity investors to the average investor.
The 2018 BP Energy Outlook
found that the world’s energy
mix will become increasingly
diversified due to the rapid
growth of renewable energy.
The report forecasts that oil, gas, coal, and
non-fossil fuels will each provide around 25%
of the world’s energy.
04

Then advanced agriculture circa 1400 AD gave way for more permanent
settlements and other methods of tapping into the power of new
sources such as wind and water for energy. This which led to the
birth of a more relatable societal structure and industry. Man’s daily
energy consumption was around 26,000 kCal by this point.
Civilization experienced a major inflection point in its energy
consumption with the invention of the steam engine and the
dawn of industrialization. Technology enabled us to unlock the
planet’s massive concentrated storage deposits of coal, gas, oil,
and other fossil fuels.
With a daily energy consumption of nearly
77,000 kCal, the dynamic of energy consumption
and production had changed.
Introduction
Man has consumed energy since, well, forever. A primitive man
found in East Africa still hadn’t discovered fire, and his daily energy
consumption was roughly 2,000 kCal or about 2,000 daily calories.
As man evolved and became better at harvesting energy and
transforming it from something inherently of little use (ie.
wood, fossil fuels) and turning it into something very useful
(ie. fire, electricity).
The hunting man in Europe
consumed 2.5x that of his
ancestor in East Africa, and
the primitive agricultural man
consumed 2.5x that of the
hunting man.
Mission Statement
STORH will be at the forefront of the
new era capitalizing on sustainable
and renewable energy and mineral
resource projects while implementing
breakthrough technologies for the
benefit of its stakeholders and
humanity
05
Image via

The 1970s man used around
230,000 kCal per day - nearly 115x
that of his early ancestor.
Fast-forward to now. In 2017, the average per
capita consumption in the United States was
75,598,728 kCal per day!
These needs don’t seem to be slowing down any
time soon. As humans increase in productivity
and continue to explore new technologies at
faster rates, energy consumption per capita will
increase exponentially.
The endeavor of traveling hundreds, or thousands, of
miles, was shortened from weeks to days, and then
from days to hours. This gave birth to new cities,
settlements, and more energy needs.
This inflection point also marks another monumental
shift. Prior to the Industrial Revolution, energy
consumption was mostly linked to survival. Higher
degrees of industrial output created more wealth,
which gave birth to a sharp increase in the purchasing
power of the average person. The shift from a need
for survival into the beckoning calls of convenience
played and will continue to play, a major role in the
evolution of our energy needs.
The need for energy for human survival is finite and
seems to scale in a linear fashion with the human
population. The need for energy for convenience is
unpredictable and seems to increase exponentially.
Additionally, the energy demand from tools to make
us more efficient is also increasing. As civilization
pushes forward, energy consumption increases.
By the 1970s, electricity had
become the standard for most
homes around the world and
accounted for nearly 26% of
the energy consumed per day.
06
Image via

The initial stage of STORH’s
strategy focuses on legacy energy
resource opportunities such as
fossil fuels, natural gas, and the
supporting supply chain.
The next stage involves mineral
exploitation and a utilization
strategy to ensure a diversified
international portfolio of resource
development and energy
production related assets.
Upon maturity of the
organization’s strategy the
focus will move towards
sustainable/renewable
technologies.
STORH™ presents the opportunity to capitalize on the
exponentially growing demand for energy by undertaking
its own resource exploitation endeavors and creating other
opportunities along the production chain.
07

The energy resource industry
is multifaceted and consists of
several key role players and ways
to create value. Some players
focus on a single vertical, such as
maturing a resource (oil or gas)
and taking it to market. Other
players seek value within the
relationships of the industry’s
supply chain, such as our strategy
on the midstream side. There are
many opportunities that allow
for arbitrage or other margin-
creating endeavors.
The STORH™ team has significant
experience in various verticals
in the industry, a substantial
deal-flow to vet the correct
opportunities worth pursuing,
and the know-how to build
enterprise value through proper
financial leveraging and asset
management.
Business and Industry Overview
The world’s energy consumption is linked to several factors, most prominently
is the rapid unchecked growth of the human population. More people means
increases in everything from transportation needs and product and goods
consumption (and the requisite production).
An estimated $11.5 trillion is
expected to be invested in
new power generation globally
between 2018 and 2050. This is
upwards of nearly $360 billion per
year going straight to fueling the
needs of a growing population.
- Bloomberg
A study by BP found that global energy
demand is growing by 0.9% to 1.4% each
year. Increases in individual spending power
around the world are playing a substantial
role in the rise of energy consumption.
08

Becoming a Player in a Fragmented Landscape
Gazprom
($50B)
11 percent of total world
natural gas output
Exxon Mobil
$322B
China National
Petroleum
Corporation
$220B
Royal Dutch Shell
$271B
BP
$124B
Chevron
$213B
Total
$138B
Statoil
$73B
ConocoPhillips
$63B
Eni
$58B
Since the Supreme Court of the United
States of America ordered the breakup of
John Rockefeller’s monopolistic Standard Oil
company in 1911, the resource industry has
become increasingly fragmented.
Prior to the dissolution of
Standard Oil, the company
controlled refining,
distribution, marketing, and
nearly all other aspects of the
oil industry, controlling nearly
90% of the United States oil
production.
Today, many players of
different sizes and structures
set out to carve out a piece
of the growing energy
and resource industry. The
industry largely consists
of three categories: a few
major players, mid to large
independents, and small
independents which can
produce between several to
thousands of barrels a day.
While large players receive the
benefits of economies of scale,
they are often less nimble and
overlook smaller opportunities
to generate significant
revenue.
Smaller players are able to
look for niches and cracks and
do very well. They don’t have
to put billions of dollars into
work at a time and expect
billions of dollars in return.
Independents can deploy
thousands or hundreds of
thousands of dollars and earn
proportionate returns in a
much smaller time frame.
The primary obstacle separating a successful operation from an
unsuccessful one is the team’s understanding and evaluation of
potential opportunities.
This is one of our largest strengths, as our team, including the Board and Advisors, carries over
250 years of international resource experience including sustainable technology, fossil fuel
development, mineral extraction and many other associated projects.
The industry’s largest players
include:
09

As the world’s energy needs continue to grow, there must be a
conscious effort to not only address the negative externalities
of energy expedition missions but also to explore alternative
sources of energy.
This requires a level of experimentation and mobility that few large players have, and it’s going to
take smaller independents like STORH™ to test viable options for alternative sources of energy and
mitigate the negative externalities that run rampant in the resource industry.
Each project STORH™
undertakes will also have a
remediation project that seeks
to leave the environment on par
or better than it was found.
STORH™ will utilize capital raised
to invest in energy and other
resource-based projects. STORH™
aims to maximize STORH™ token
holder value while also mitigating
environmental risk to comply to
strict environmental standards.
10

Phase 1 of the business plan
involves increasing exposure
to legacy energy assets
such as oil and natural gas
production, infrastructure and
mineral ownership in qualified
opportunities scoped out by
our experienced leadership
team.
Phase 2 of the business plan will
see a larger focus on mineral
recovery and land reclamation.
The STORH™ Advisory Team
has outlined several highly
viable projects that could yield
significant returns.
Phase 3 will bridge into
sustainable and renewable
energy assets, creating multi-
faceted energy exploitation
and utilization strategy
to ensure a diversified
internal portfolio of energy
development and energy
service related assets.
Ultimately, STORH™ will diversify token holder
risk and holdings through the acquisition of
cross-sector energy assets and sustainable
energy technologies with the goal of generating
stable and predictable cash flow.
Business Plan
STORH™ plans to execute on short-term and long-term strategies in
order to increase value and expand benefits for token holders.
11

STORH™ tokens utilize a decentralized system of exchange that
encompasses leading-edge blockchain technology with advanced
cryptography for data security in the engrossment of investor
protection. Put simply, what differentiates STORH™ from other
digital currency offerings is that token value is backed by a portfolio
of cashflow producing assets, as opposed to a purely market-
assigned value like most blockchain based tokens
STORH™ tokens are a secure
and liquid store of value with
quarterly distribution potential
that will be easily exchanged
for fiat or other digital
currencies on exchanges.
Under the leadership of the
STORH™ executive team,
investors will receive access
to opportunities outside
of the immediate reach of
average retail investors.
A portion of the revenue generated
by assets will be used to acquire
additional energy assets, thereby
diversifying market risk and
increasing the total value of assets
under ownership by STORH™.
About STORH™ Tokens – Blockchain Based Ethereum 223
Global market access:
STORH™ tokens can be
listed on multiple exchanges
in multiple jurisdictions
around the world adding
liquidity and functionality for
investors.
24/7 Markets:
An always open market
where time zones are not
a factor and trading occurs
around the clock.
Fractional Ownership:
Creates a larger market with
a lower cost of entry and
new opportunity.
Rapid Settlement:
Allows for settlement in just
minutes, not days.
Cost Reduction:
A sizable cut in post-issuance
administration fees.
Liquidity & Global
Access:
Provides more options for
investors & token holders.
Integrated Corporate
Governance:
An automated process to
easily manage and control
more complex offerings.
Asset-backed tokens such as STORH™ allow for:
12

Phase 1 is currently being
developed, and many
potential projects have
been identified or are under
Letter of Interest. This phase
focuses on legacy energy
resource opportunities such
as fossil fuels, natural gas,
and the supporting supply
chain. As the token sale
continues and concludes,
STORH’s team will continue
to evaluate new projects
and opportunities that
fit its specific risk profile,
opportunities for potential
exits, and other technical
aspects that aim to maximize
token value.
Phase 2 will roll out at the
end of Q1 2019 / Early Q2
2019 and focus on mineral
resource recovery utilizing
a proven process already
in use by major mineral
development companies for
recovering minerals in a high
altitude environment.
Phase 3 is currently under
development and aims to
capitalize on a longer-term
vision of bringing sustainable
resource technologies and
services to market in early
2020.
The STORH™ strategy will be rolled out in three phases.
Resource Strategy
STORH™ aims to take advantage of natural resource opportunities
that are vital to our modern way of life and to support technologies that
will enhance the efficiency and sustainability of energy production and
resource development, while reducing the impact on the environment.
13

Real Sample Projects and Opportunities
STORH™ will look for new plays in established areas
that have a history of producing a net positive return
on some form of assets. There will be an existing and
operating infrastructure. STORH™ will get into the
new play in the early stages, which is the phase of
exploration where the largest reserves are generally
found. STORH™ will also lease new plays as quickly as
possible before the inevitable incoming competition
drives up costs. STORH™ will also consistently develop
new play orientations to new areas rather than single
prospects.
Sample project of a real and ideal
level 1 play:
There is an oil-producing field in Texas that averages
over 850 barrels of production per day from 33
productive intervals. This property has approximately
5,625 gross acres and a strong existing management
team which STORH’s management has worked
with over the last 7 years. The productivity and
concentration risk of this asset is comparatively very
low.
The reserves are estimated at 4.2 MM barrels of oil
and there is scope to increase the daily production
to well over 1,000 barrels of oil, demonstrating the
potential for a long productivity life (over 25 years)
and consistent development/ field enhancement
potential. An existing reserve study shows >25%
internal rate of return for the project and forecasts
show that accelerating development can increase
the IRR to over 40%. This report is available upon
request.
Legacy (Fossil Fuel) Production &
Strategic Plays:
Phase 1 focuses on taking advantage of legacy energy resource opportunities
such as fossil fuels with the longer term view on natural gas and its supporting
value chain.
The first phase of energy resources will cover three key areas:
Phase 1 – Energy
Resources (3 Key Areas)
Legacy Resource
Production &
Strategic Plays
Natural Gas &
Value Chain
Midstream
14

Natural Gas & Value Chain:
American natural gas has demonstrated that it is an ideal platform for the shift towards sustainable energy
solutions. It has played a key role in the domestic manufacturing renaissance where millions of homeowners
and business operators have switched over to natural gas because it is reliable and affordable. Natural gas is
also propelling new developments in clean transportation.
The United States was
the world's leading
producer of natural
liquid gas in 2017,
and exports over the
next 12 months are
predicted to almost
triple due to the
large boost to the
global demand for
natural gas. Natural
gas exports are
expected to account
for a whopping 10%
of overall demand by
2020, which indicates
a long-term need for
increased production
and export capabilities.
For example, the Marcellus
/ Utica areas in the North
East US as well as some
promising international
conventional natural gas
fields are of significant
interest to our team and are
currently under evaluation.
STORH’s management, in conjunction with it’s
partners, is evaluating natural gas-based projects
where it can increase margins and be in control of
its lease schedules by managing its ownership in
the value chain and minerals.
15

“
Midstream:
STORH™ is positioned
to take advantage of
this opportunity due to
our team’s connections
with upstream partners
and producers that have
expressed the need for
pipeline connectivity.
Many of these partners have
expressed commitments to sign
long-term contracts and do “take or
pay” agreements, where producers
commit to a certain amount of
volume per day to the pipeline. If
those volume requirements aren’t
met, they pay a fee for the unused
pipe space. The midstream provider
also reserves the right to fill that
space with other crude oil. This type
of agreement protects an ongoing
revenue stream and capital spent
building the infrastructure.
Midstream Oil and Gas is a crucial link between the resource
production sites and the refinery that handles the final production of
the products that end-consumers use daily. After raw crude oil comes
out of the ground, it must go through a series of refinery processes
that require careful blending to meet specifications before an end-
consumer can use it. The Midstream sector is incredibly important
because it ensures raw oil can be converted into usable energy.
Midstream includes the transportation of resources via road, rail
or pipelines, blending of crude oil to meet grade specifications,
processing, and storage.
Oil and gas reserves are
often not located in the same
general geographic location
as refining assets and major
consumption regions, creating
an extra thick layer of logistic
complexity before this oil can
have commercial value for
refineries. For example, Bakken
crude in North Dakota tends
to be very deeply discounted
because there are no immediate
refineries or facilities to handle
the crude. Pipelines and trucks are the only way to get the crude to
market so it can be blended and sold.
Midstream oil and gas is driven by fixed margins and is not affected
by gas and oil price fluctuations, making it a considerably lower risk
play. Margins are generally not affected by a change in oil or gas
prices. With the forecasted surge in natural gas production, midstream
presents an attractive opportunity to ensure a stable and consistent
Return on Investment (ROI).
For example, if a jet fuel
refinery requires a certain
grade of crude oil input, the
midstream provider would
handle all the logistics of
blending and transporting
the crude oil to a refinery to
meet those specifications.
16

Pipeline Infrastructure
Development:
Tariff based, longer distance pipeline
projects with dedicated offtake
agreements (reserve based)
Co-development with
undisclosed US Public
Company and BlackRock
Midstream:
Tariff based project where STORH™
would co-own pipeline infrastructure
to move condensate from existing
natural gas processing plants to their
existing market eliminating the need
to transport via truck, reducing risk,
expenses and carbon emissions.
Blending Opportunities:
Crude & Condensates:
Product margin based revenue from the
blending of low and high gravity crude
oil and liquids, thus creating a blended
“refinery spec” product ready to be sold
to refineries.
Fulfill transportation and
logistics support:
All STORH™ owned assets would
benefit from our control over
transportation and logistics,
significantly increasing the margin.
Note:
We're passionate about every detail of our projects and processes,
but space constraints prevent a high degree of specificity for
ventures in this document. This Strategy Spotlight is included as an
in-depth example of how STORH's experienced team and forward-
thinking strategy are able to identify and enable investors to
benefit from opportunities unseen and inaccessible to
others.
Summary of opportunities include:
17

Once the crude oil reaches a refinery, there is still
much work to be done. It takes a high degree of
precision and technical understanding to blend oil
to the correct specifications. Many different grades
of oil are discounted because of the additional work
and strategic know-how needed to blend them right.
For example, plant and lease condensates are very
abundant and are the most discounted. Separated
from natural gas through the stabilization process in
order to be safer for transport, plant condensate is
considered high gravity or very light oils that can be
purchased for $10 to $20 off spot oil prices. Another
highly discounted product is sour, or high sulfur/
low gravity oil and can be purchased for $5 to $10
off spot oil prices. This oil is considered a “heavy oil”
and compliments light oils well when blended. When
blended, the end product is a usable oil that meets
refinery specifications. Due to the steep discounts
of both oil types individually, these oils create an
opportunity for high margins.
To learn more about this project type, email
enquiry@storh.com.
The main ways to get a product to the “market” (a
myriad of locations, facilities, and refineries) that
include barges (for waterways or to export/import
crude), truck to rail terminals (in regions where
pipeline infrastructure hasn’t been established
yet and economics don’t support trucking long
distances), and piping crude oil (which requires the
piping infrastructure to be built).
While truck to rail can be economical in the short-
term, it’s estimated that piping crude is cheaper by
around $10 per barrel. With hundreds of thousands
of barrels coming out of different regions per
day, this plays a huge factor on the bottom line.
An area producing 100,000 barrels a day would
effectively make $1,000,000 more a day if they chose
to pipe rather than truck/rail. However, pipeline
infrastructure tends to be way behind production
volumes, causing major bottlenecks in transporting
crude to market quickly. There is currently a massive
need for pipe in the Permian Basin to allow oil
producers to drill and produce, thus a potential
opportunity.
Blending for Bucks:
Pipeline, Barge, Rail & Truck Transportation:
18

Pipe not only offers a cheaper way to transport
crude, but it’s also a safer way to transport and
opens many revenue streams to those who own it.
Pipelines can be connected directly to production
coming out of the production site to a central
location for blending and again piped to the end
market. This essentially removes a need for trucks,
handling, and operational expenses, increasing
margins.
The average cost to truck crude 100 miles is upwards
of $3.00 to $5.00 per barrel, depending on the
region, while pipe costs for that same 100 miles
would be around $0.50. When you take into account
the truck capacity of 160 to 200 barrels for a truck, it
would require 3 trucks to haul 1,000 barrels per day.
This is not a good utilization of truck assets nor is it
efficient.
If you take that same scenario and place pipeline
infrastructure within 20 miles to the many producing
assets in that region, it would only require 1 truck
at $1.00 to $1.30 in trucking costs to get that same
1,000 barrels to the pipeline. $1.30 for trucking and
$0.50 pipeline tariff equates to $1,200 to $3,200 per
day in savings or additional revenue on just 1,000
barrels per day, compared to trucking the crude 100
miles.
Owning pipe infrastructure also opens up the ability
to aggregate 3rd party crude from other producers
and other midstream crude purchasers and charge
them a tariff to use the asset. This opens up another
revenue stream and the opportunity to use crude
aggregated by others to greatly increase the
economics of the blend operation.
Pipeline Economics:
19

Sitting at over 4,300 meters, Cerro de Pasco is the
highest-altitude city in Peru. Cerro de Pasco sits in
Peru’s Central Andes in the Majoe Mine Belt and was
born in the seventeenth century when lucrative silver
deposits were discovered in the area. The subsequent
boom in attention from international miners wreaked
social and environmental havoc in the city.
Open-pit mining currently occupies 50 percent of
the city’s area and focuses on the extraction of silver,
copper, lead, zinc, molybdenum, tungsten and other
fine metals. All the mining activity produced a great
variety of pollutants, in addition to socioeconomic
problems such as land use conflicts and the build-
up of slums. Topping the list of the environmental
problems is the contamination of water resources with
mine tailings, topsoil loss and erosion, solid and liquid
mine wastes and acid mine drainage that, among
other effects, cause destruction of flora and fauna, air
and groundwater pollution and dangerously elevated
blood lead levels among the local inhabitants.
STORH aims to remediate the environmental damage
caused by previous careless mining expeditions.
The adults and children who grew up in and around
Cerro de Pasco have high to severe lead poisoning.
Low levels of lead significantly reduce one’s energy,
cause joint aches, and impair learning; moderate
levels can permanently lower IQs; higher levels cause
convulsions, organ dysfunction, and death.
Most conventional mining and processing techniques,
and Government environmental remediation
strategies, lack the ability to effectively, sustainably
and economically clean-up and remediate these
large-scale problems.
Once STORH™ has established Phase 1, the STORH™ management team
will initiate a congruous second phase that focuses on mineral recovery and
environmental remediation.
Our two current projects include:
Phase 2 – Mineral Resource &
Recovery Technology
Environmental
Remediation & Mineral
Production in Peru
Patented Environmental
Remediation Technologies
Environmental Remediation & Mineral
Production in Peru
20

This problem has plagued the citizens of Cerro de
Pasco for too long, but it is not beyond salvage.
STORH™ has identified several strategic and unique
opportunities within the region beginning with the
San Nicolas Colorado Mine site. The future STORH™
Mineral Division plans to gain Peruvian Government
approval to rework the old mine tailings and heap
leaching on the San Nicolas Colorado Mine site.
This project will focus on environmental remediation
of the site by applying modern patented recovery
and processing technologies in order to re-work and
process these reserves at far higher mineral recovery
rates than recovered in previous workings. The project
will utilize clean energy and recycling technologies in
its operations. STORH™ will commit to social projects
in the region.
While this endeavor serves as a highly effective
strategy for commercial exploitation and reworking
the tailings from past mining operations, it’s also a
very effective environmental cleanup exercise.
Mining for minerals and hydrocarbons has
traditionally lead to devastating environmental and
social impacts. The environmental impact of mining
operations dating back to the Grecian and Roman
Empires can still be observed. Large-scale mining
operations of international mining companies in
the 20th and 21st centuries has exponentially more
damage.
“Open pit” large-scale mining operations lead to
the highest amount of deforestation, soil erosion,
water flood, water table and river toxification/
pollution, air pollution, impoverishment of local and
indigenous people, and the direct loss of human and
animal life. This is largely due to traditionally large
multinational mining companies being slow to adopt
new technologies in their recovery and processing
operations.
In recent decades, many world-leading scientists,
chemists, metallurgists and, mine engineers have
developed methods and technologies that can
vastly improve mining operations for the recovery of
minerals, initial capital expenditure, cost of production
and recovery and processing efficiencies. More
recently there has been a shift to ‘Green Mining’
approaches in smaller scale mining operations.
What does it mean?
STORH’s Mineral Division will implement patented
leading technologies for the clean recovery
of minerals and environmental and ecological
remediation. One of these technologies is a high-
efficiency mass transfer device, named the Dispersion
Rotor Reactor.
Patented Environmental Remediation
Technologies
21

This is a passive, variable-stage device that can
operate as a high, intermediate or low shear device
depending on the specific application. Various models
are produced ranging in capacity from 4 m3/ h
laboratory units to 700 m3 / h commercial units that
are used for large-scale water treatment applications.
The unique flow-path generated within the Dispersion
Rotor Reactor ensures intimate mixing of gas-liquid
phases, liquid-liquid-gas, and gas-gas phases. The
shear conditions induced within the Dispersion
Rotor device ensures high mass transfer efficiency
by minimizing or eliminating the boundary layer in
diffusion rate limiting chemical reactions with high
Reynolds numbers. The elevated operating pressure,
coupled with high shear further induces high gas
dissolution rates and super-saturated gas in liquid
fluids is possible.
The above characteristics have enabled the
Dispersion Rotor to achieve outstanding results in
water treatment applications such as heavy metal
precipitation, fluoride and phosphate removal, oil and
mineral fats separation from aqueous streams and
acid mine water (AMD) neutralization and metals-salts
precipitation.
Once operational
efficiency has been
established, the plan is
to replicate this process
and it’s mineral recovery
operation across many
additional sites within
this 50 by 200 mile-long
trend.
To learn more about this
project, email enquiry@
storh.com
STORH™ will apply this technology to the
existing heaps that already exist to extract
copper, gold, silver, and zinc.
The project’s initial phase
consists of processing of nearly
2.25 million
tonnes of material.
7.4 million
pounds of Copper
40,000
ounces of Gold
1.4 million
ounces of Silver
The tonnes of material will be used
to achieve the following between
two assessed locations:
22

Water reclamation and clean-water fracking is a large opportunity for
resource exploration and exploitation.
For Phase 3, STORH™ will focus on economically viable sustainable technology
and service projects with a clear execution strategy led by capable and proven
management teams.
These projects include:
Phase 3 - Economically Viable
Sustainable Tech
Sustainable
Services
Sustainable
Technology
Sustainable Services
Hydraulic fracking is the completion method for
oil-bearing shale or tight rock, and it uses fresh
water, sand, and chemicals under immense pressure
to release oil and gas from underground rock
formations.
A large volume of brackish (salty) water is also
released during the process, and the cost of
disposal is high. Fracked wells produce up to ten
times as much water as they do oil and gas. Energy
consultancy Woods Mackenzie has predicted that
rising water disposal costs could add $6 to the cost
of producing a barrel of oil and restrict production
output by 2025.
Initially, fracking operators would dispose of the water
in underground Salt Water Disposal (SWD )wells,
but this practice has been linked to seismic events.
For example, the February 2018 earthquake/earth
tremor measured 3.2 on the Richter scale was linked
to fracking.
2018 Legislation changes aimed at eliminating the
risk of shaking up the planet will impair the ability to
dispose of water in SWD. The alternative of trucking
is costly and not a viable long-term solution due to a
shortage of trucks.
This creates a need and opportunity for large-scale
water reclamation projects, in which players can be
processed by water byproduct and resell it to fracking
operators as fresh water.
23

Essentially, there are roughly
2 million barrels of freshwater
needed per completed zone.
There are going to be between
2000 to 3000 well/zone
completions to be drilled in the
next 10+ years in this specific
Oklahoma STACK Play.
This will will require roughly 42
billion barrels of clean water.
However, many regions near
the STACK play, clean water is
restricted or not available, and
disposal wells are not possible.
Changing regulations in 2018 will
also severely impair the ability to
use fresh water for fracks and to
dispose of water in SWD wells.
STORH™ is in discussions with the owner of a
facility where we would co-develop facilities for
water reclamation as well as several other revenue-
generating services. The existing facility includes
a 10-acre site and contains initial water recycling
tankage, containment and established infrastructure.
This project has the first and only Commercial Water
Reclamation Permit in the State of Oklahoma.
The project team, advisors and consultants include
several local and state government officials, an EPA
Official and several water treatment, remediation, and
analytics experts. The development would include the
continued build-out of fixed and mobile units capable
of handling and treating 30,000 barrels of water per
day per unit. Several other sites would also be built
based on logistics and production contract support.
The facilities will be able to provide the following
services: wastewater disposal, water treatment
& recycling, oil recovery, heavy brine & chemical
blending, ancillary services such as lithium extraction.
To learn more about this specific project,
email enquiry@storh.com
Finding 42 Billion Barrels of Clean Water
24

The deployment of sustainable technology to generate energy
from renewable resources is increasing at a rapid rate. In 1998,
only 2% of the world's total energy demand was being met by
renewable energy, and by 2017 the percentage had jumped to
23.7%. (IEA) By 2050, renewables are expected to supply 87% of
electricity in Europe, 55% in the U.S., 62% in China and 75% in
India. (Bloomberg)
Sustainable Technology
Fossil Fuels Nuclear
Resources
Renewable Energy
Sources (solar, wind and
wave/tidal.)
Energy sources can be divided into three main
categories:
Renewable energy is
affordable, reliable, and
its operation is nearly
free of air pollutants
and greenhouse
gasses.
25

With technology rapidly becoming
more efficient and wind conditions at
sea being far better than on land, the
offshore wind sector is growing by 33%
per year.
By 2050, wind and solar
technology is expected to
provide almost 50% of total
electricity globally (Bloomberg).
Renewables in power
is the fastest growing
energy source (7.5% p.a.),
accounting for over 50%
of the increase in power
generation. (BP)
STORH™ focuses on three
main high-growth areas:
Solar, Wind and Wave/Tidal.
STORH™ has identified an opportunity to gain
efficiency by combining wind and wave/tidal with
a new technology that is currently in development
with an innovative and capable management team.
STORH™ is exploring an opportunity to partner
with this company and provide capital for the
development of the technology in exchange for
equity in the company.
STORH™ will continue to develop a partnership/
funding arrangement with our technology partner
and bring this patented technology into full-
scale design and modeling in 2020 and prototype
funding and monetization in 2021.
The company behind this technology was created to bring
together offshore oil and gas expertise and Offshore Renewable
Energy (ORE) technology. Their goal is to become a first-tier
supplier of offshore renewable power to both the grid and to
offshore oil and gas facilities.
Their technology team for this project consists of offshore energy
development experts more than 25 years of global experience.
The team has spent over two years researching offshore renewable
technologies has selected a family of wave and flow energy
devices (referred to as Marine Hydo-Kinetic or MHK devices) that
will complement the floating wind and each other in a single
system, all of which are at Technology Readiness Level 4 or above
individually.
Pro-Forma financials will become available with future have
whitepaper releases when this asset is set to come online.
To learn more about this specific project, email
enquiry@storh.com
26

By this Whitepaper, the Company invites investors to apply
for up to 36,968,000 USD which will be broken into several
rounds as illustrated below.
STORH™ tokens are entitled to a proportionate share of the company’s enterprise
value, which is expected to increase with each successful launch and completed
phase.
Token Sale Information and Pro-
Forma Financials
Token Investment Overview
1.1 Summary of the Equity Token
Offering (ETO)
SOFTCAP:
$1,000,000
HARDCAP:
$36,968,000
* $0.01 partly paid 12-month locked token with a $0.07 due upon issuance. If minimum
raise is not achieved, the proportionate number of tokens based on the average issuance
price to equity related to the party paid tokens will vest and the balance of the tokens
will be burned. The pricing and amounts of un-open rounds are subject to change by
Board and will be reflected in subsequent updates to Whitepaper.
** Gross Retail Marketing Price is the amount paid on the Utopian Global platform which
consists of marketing, commissions and bonuses paid to affiliates of Utopian Global and
10% which goes to Utopian Global for the operations and administration of the platform
and its many features and benefits. The net amount of 40% is paid directly to STORH.
27
Round Tokens Amount
Company 17,500,000 $0.0800 $ 175,000*
Capitalization (closed) $ 1,225,000
Private Pre-Sale (open) 12,000,000 €0.250 $0.1140 $ 1,368,000
Round 2 8,333,333 €0.750 $0.3420 $ 2,850,000
Round 3 11,764,706 €0.850 $0.3876 $ 4,560,000
Round 4 58,750,000 €1.000 $0.4560 $26,790,000
108,348,039 (With Mngt Tokens - 113,765,441) $36,968,000
Gross Retail
Marketed Price**
Net Price
to STORH
Net Tokens Issued
at Hardcap
TOTAL TOKENS CREATED:
1,200,000,000
NET TOKENS HELD IN
TREASURY AFTER HARDCAP
IS REACHED:
1,091,651,961

Funds raised from the ETO are intended to be
applied as follows:
TOTAL:
$36,968,000
The application of funds in the chart assumes
that the ETO will be fully subscribed to raise
$36,968,000.
If the ETO is not fully subscribed and only
the minimum subscription (of $1,000,000) is
achieved, funds allocated to all categories
will be reduced and some budgets will be
eliminated to allocate a disproportionately
greater amount to the acquisition of assets,
as the Asset Acquisition takes funding priority
over all other categories and expenses.
The purpose of this raising is to raise sufficient funds
to enable the company to acquire the assets outlined
in this whitepaper. That may include all the assets,
a portion of these assets or additional assets as the
Company and its Board sees fit.
1.2 Objective
1.3 Use of Proceeds
28
MISCELLANEOUS
0.6% | $228,000
LEGAL
0.4% | $142,500
TECHNOLOGY
0.3% | $114,000
STRUCTURE
0.2% | $85,500
OFFICE
0.1% | $39,900
EXCHANGE
0.1% | $45,600
MARKETING
1.4% | $513,000
ASSET ACQUISITIONS
97% | $35,799,500

The capital structure is subject
to change based on bonus
schedules and any revaluation
of the company based on its
assets if assets are acquired
during the ETO period. There are
currently nil options, warrants or
any other financial instruments
issued against or on behalf of
the Company at this time which
would affect the token structure.
Total Number of tokens created
and held in Treasury 1.2 billion.
Though the Company has
technically created 1.2 billion
tokens, a token is only issued
in conjunction with capitalizing
the Company for acquisitions
or working capital. For the
avoidance of doubt, a Token
can only be issued by Treasury
in exchange for monetary or
valuable consideration.
Upon listing of the token on
an exchange, the Board may
decide at that point to “burn” the
balance of the un-issued tokens
in the Treasury.
1.4 Capital Structure
TOKENS ON ISSUE JAN 1. 2019
(PRIVATE ROUND)
17.5M
TOKENS NOW OFFERED
90.8M
MANAGEMENT TOKENS
5.4M
TOTAL TOKENS ON ISSUE AT
COMPLETION OF THE ETO
113.8M
The capital structure of the Company following completion of the ETO is
summarized below (assuming the ETO is fully subscribed):
29

1.5 Management Tokens and
Performance Tokens
5% of Tokens are in lock-up (coded into Smart Contract)
for Management, which is to be distributed no earlier than
12 months from network launch date (est. Jan 2019).
Tokens are to be distributed on a pro-rata basis with the release of tokens from the treasury
block.

3% of Tokens are to be used (on a pro-rata basis with the
release of tokens from the treasury block) for management
performance incentives, air-drops, bounties, or other
incentive-based initiatives.
The Performance Tokens are designed to reduce the cash consumption for the Company
such that more cash can be directed into projects and also an incentive to increase returns
for token holders.
30

2.1 Allotment of Tokens
Allotment of tokens offered by this Whitepaper
and issued under the SAFT by Utopian Global
will be allotted and distributed AFTER the
deployment of the token. Allotment of tokens
purchased after the deployment of the token on
the network will occur in batches on a rolling 48-
hour basis from purchase.
2.11 Distribution of Revenue
It is the position of the Board that quarterly
distributions will be made to token holders from net
revenues of the Company, and is anticipated that the
first distribution will be made on the 1st of April 2019
subject to the acquisition of the asset/s.
Distributions will be made net of any taxes,
operating expenses and company G&A, and will
also be subject to withholdings as a result of
budget control to effectively manage the capital
requirements of ongoing project development.
2.2 Application & Issuance of Tokens
An application for tokens by an investor must
be made using the Simple Application for
Future Token (SAFT) issued by and on behalf
of Utopian Global. Once the Token has been
deployed on the network, STORH™ will make
an announcement at that time and will then
become the legal issuer of the tokens. The
Company or its Board reserve the right to deny
or decline any application for any reason.
2.3 Minimum Subscription
The minimum amount to be raised pursuant to
this ETO is $1,000,000 by the 30th April 2019.
2.4 Uncertificated Holdings
The Company will not issue certificates to
investors. Instead, token holders may receive
their holdings balance within their dashboard
which may be a reflection of what is being held
in their Ethereum Wallet.
Details of the ETO:
31

2.5 Risk Factors
Prospective investors in the Company should be
aware that subscribing for tokens that are the
subject of this Whitepaper involves a number
of risks. Investors are urged to consider those
risks carefully (and, if necessary, consult their
professional adviser) before deciding whether to
invest in the Company.
The risk factors set out in Section 3, and other
general risks applicable to all investments in
securities not specifically referred to, may in the
future affect the value of the Shares. Accordingly,
an investment in the Company should be
considered speculative.
2.6 Privacy
If you complete an application for tokens,
you will be providing personal information to
the Company (directly or by the Company’s
marketing representative). The Company
collects, holds and will use that information
to assess your application, conduct KYC/AML
review, service your needs as a token holder,
facilitate distribution payments and corporate
communications to you as a token holder and
carry out administration.
You can access, correct and update the
personal information that we hold about you.
Please contact the Company or its marketing
representative if you wish to do so at the relevant
contact numbers set out in this Whitepaper.
You should note that if you do not provide the
information required on the application for
Tokens, the Company may not be able to accept
or process your application.
Details of the ETO:
32

Details of the ETO:
2.7 Financial Forecasts
The Company and its Board have approved the
release of a pro forma / financial forecast. The
forecast is based on specific projects and assets
that will change based on the performance of the
assets, its timing and potentially the costs and
expenses associated with the asset. Although
the forecast utilizes all of the information, cash
flows, reserves and other data derived as a
result of due diligence, the outcome is subject
to change based on market conditions, pricing,
the performance of the asset, etc. and should
only be used as a guide. It is possible that since
the Company does not currently own the assets
forecasted in the financial model, that the assets
may not be acquired, and other assets may be
acquired in their place. The Company and its
Board will use best practices and their extensive
experience to only acquire suitable assets for
the Company in an effort to provide the greatest
possible return for token holders.
Year
Total Revenue (net sev tax)
Cost of Production/Operating
GROSS PROFIT
Salaries & Wages
Office, IT & Admin
Legal & Accounting
EBITDA
2019
$32,335,979
$10,505,649
$21,830,330
$940,632
$560,401
$79,750
$20,249,548
2020
$49,412,454
$16,163,812
$33,248,641
$1,219,640
$591,396
$87,000
$31,350,605
2021
$43,416,763
$13,132,046
$30,284,718
$1,219,640
$591,396
$87,000)
$28,386,682
2.9 Unaudited Pro Forma Condensed Combined Statement Of Operations
* Assumes $25million is raised and defined projects are acquired
** Assumes performance of assets, market conditions and timing of execution remain as
provided to management in the relevant pro forma.
33

Risk Factors
An investment in the Company is not risk-free and prospective new
investors should consider the risk factors described below, together with
the information contained elsewhere in this Whitepaper, before deciding
whether to apply for Tokens.
The following is not intended to be an exhaustive list of the risk factors
to which the Company is exposed.
3.1 Introduction
3.2 Economic Risks 3.4 Achievement of objectives
3.3 No liquid market for securities
General economic conditions, movements in interest
and inflation rates and currency exchange rates may
have an adverse effect on the Company’s proposed
activities, as well as on its ability to fund those
activities.
Shareholders will not have a ready market to sell
Shares in the Company. Accordingly, it may be
difficult for Shareholders to realize the value of their
investment.
• The Company may not be successful in acquiring a
business or project of sufficient merit, strength or
potential.
• The Directors are unable to provide investors with
information as to the ultimate investments to be
made by the Company, as no investment has been
selected. Investors must, therefore, make their
decision to invest on the basis of the skills of the
Directors.
• The raising of additional funds to acquire and
support the acquisition of a business or project
may not be possible or not on sufficiently
attractive terms.
• This may be due to reasons such as general market
conditions and investor sentiment and confidence.
• No assurance can be given that future funding will
be available to the Company on favorable terms,
or at all.
34

3.5 Industry Risk
The Board intends to focus on identifying and acquiring a project in the oil, natural
gas and coal bed methane sector in the United States of America or internationally.
This sector carries with it specific risks associated with it including, but not limited
to:
3.6 Timing
The Company has not presently identified a
suitable asset or project. The timing of such asset
identification is unknown and the Board can give no
assurance as to the ultimate timing.
3.7 Dependence on Key Personnel
The Company is dependent on its Directors to
identify an appropriate project or assets for
acquisition by the Company. The loss of services of
the Directors could have an adverse effect on the
proposed operations of the Company.
3.8 Regulatory Risk
Political, taxation, economic, legislative or
regulatory change in Caymans or in other countries
where the Company invests (such as the United
States of America) may have an adverse effect on
the Company’s investments.
3.9 Dilution
It is likely that the Company may proceed with
further capital raising in the event that additional
suitable projects are identified for investment or
acquisition.
The Directors are of the view that any additional
capital raising will be considered at the appropriate
time. This will dilute the interests of the token
holders at that time.
In addition, any new acquisition or investment is
likely to involve the issue of Tokens to the vendors
of the project. This will also dilute the interests of
token holders at that time.
The price for oil and gas will depend on available
markets at acceptable prices and transmission and
distribution costs.
Though the Company doesn’t have plans to
be involved in exploration at this stage of its
development, exploration activities are inherently
risky. No assurance can be given that exploration
will result in commercially viable discoveries.
Drilling activities may be curtailed, delayed
or canceled as a result of weather conditions,
mechanical difficulties, shortages or delays in the
delivery of rigs and/or other equipment.
Industry operating risks include fire, explosions,
blowouts, pipe failures, abnormally pressured
formations and environmental hazards such as
accidental spills or leakage of petroleum liquids,
gas leaks, ruptures or discharge of toxic gases. The
occurrence of any of these events could result in a
loss to the Company.
If a project is acquired in the United States, revenues
and monetary obligations will be in US currency.
Accordingly, exchange rate fluctuation may impact
on any future earnings of the Company. The same
applies to any other country where their respective
currency is used and exchange would need to occur.
Oil and gas exploration, development and
production can be potentially environmentally
hazardous giving rise to substantial costs
for rehabilitation, damage, and losses. The
Company intends to conduct its activities in
an environmentally responsible manner and in
accordance with all applicable laws.
1
2 5
6
3
4
35

Ryan Messer
CEO & Founder
Ryan Messer began his career in the IT sector in the mid ’90s and exited in the early 2000s. In 2001, he
entered the energy sector and co-founded and ran operations for Sterling Energy Ltd, an Australia-based
energy company based with operations in the U.S. buying and developing upstream oil and gas properties
and minerals in the Gulf States and Mid-Continent.
In 2006, Ryan co-founded and listed an energy company on a public stock exchange and OTCQX and was its
Executive Director and COO for over ten years. He was responsible for company-wide operations including
engineering and A&D.
Mr. Messer holds a Bachelor of Science degree in Finance and Marketing and certifications from Colorado
School of Mines, Emory University including Lean Six Sigma. Ryan is currently on the board and Managing
Partner of Chahta Equity Partners Ltd., the parent company of BlackRock Midstream, SourceRock Exploration.
Team Information:
The STORH™ Executive and Advisory Teams borrow from their
collective hundreds of years of experience in the oil and gas
exploration, midstream, resource recovery, and energy industries.
Having participated in over 200 wells, Ryan
has gained extensive experience in the
energy sector.
• Developed and divested of 52,000 acres 3
dimensional seismic data survey
• Operation of 3000-acre coalbed methane project
with 3rd party natural gas gathering system
including the development of 2 dozen wells
• Built, operated and divested a drilling rig service
company with multiple land rigs
• Operated and drilled in Catahoula Lake, Louisiana
utilizing floating barge rig, within the Wildlife &
Fisheries Refuge
• Executed sale of several thousand-acre resource
play in the Cotton Valley for over $10k/acre
• Pioneered energy development in North Bayou
Jack Field, 21,000-foot horizontal completions
in the Austin Chalk, now being developed by
Blackbrush & EOG Resources
• Exploitation of pre-XTO, Hunt minerals with over
140 wells, divested of hundreds of barrels per day
of production to Justiss Oil for a multiple
Operational experience includes:
36

Randall Eddington
Director of Midstream & Founder
Randall is a graduate of the University of Oklahoma. After graduating,
Randall worked in the corrosion control and pipe and supply side of the
oil & gas industry as a Territory and Regional Manager.
Randall has served on the advisory council for SOER, Sustaining
Oklahoma's Energy Resources (previously the Marginal Well Commission)
as well as other advisory roles. Randall has spent the last 8 years buying
crude oil and developing lasting relationships with oil producers and end
users.
Randall has developed a great working knowledge of the Midstream
space. His expertise includes the building and operation of several crude
& NGL terminals, overseeing dispatchers and crude marketers, managing
blends of over 40,000+ barrels per day of crude to maximize profit,
monthly nominations & scheduling, as well as trucking and pipeline
logistics.
Randall’s knowledge of the oil business from the wellhead to the end
market, as well as his great reputation and strong relationships, has been
a huge factor in his success.
Before attending OU he was the kicker for the University of Tulsa football
team where they were conference USA and Liberty Bowl Champions.
37

Brad Mitchell Hoffman
Chief Corporate Strategist
Mr. Hoffman has been in business finance for over 20 years. He started
with HH&A, a financial services company specific to the financing needs
of healthcare providers with clients including hospitals, surgeons, surgery
centers, IPA groups, specialty equipment manufacturers, and life science
companies. In 1995, a merger with IHRS provided a broader set of
financial services to the healthcare markets including investment banking
services, mergers and acquisitions, and underwriting and valuation
studies.
In 1999, Brad joined the merchant banking and private equity firm
of Dubrow Kavanaugh Capital, LLC (DKCap) overseeing new business
development, M&A due diligence, and portfolio management.
Mr. Hoffman co-founded and joined Ashford Capital, LLC (Ashford),
an equity-venture firm created by several former partners from DKCap
in partnership with Japan’s largest venture capital firm, Hikari Capital.
Subsequent to DKCap, Brad became Managing Director of Galen Capital
Corporation based in Washington D.C. where he was responsible for
business development, underwriting, financing of transactions, and M&A
activity.
In 2004, Mr. Hoffman joined the healthcare division of Drawbridge
Special Opportunities and Assets Fund, the arbitrage arm of Fortress
[NYSE:FIG] headquartered in New York and one of the largest hedge
funds with several billion dollars under management. Brad’s role was to
assist in new business development and underwriting to provide senior
secured loans.
Mr. Hoffman has been involved with numerous M&A, structured finance,
and recapitalization transactions in the areas of technology, healthcare,
entertainment, and energy. He attended UCLA and Pepperdine University
and is degreed in Business Finance and Business Management.
38

Bill Rowell
Founder
Bill is the founder and CEO of Utopian Global©, the successor to Swiss
Gold Global. He comes with well over 30 years of business experience
and has owned and operated multiple hotels, and since 2003, Swiss
Gold Global, a highly successful precious metals company with tens of
thousands of customers worldwide.
He has investment experience in the energy resource space going
back 15 years, a licensed precious metal trader in the Dubai Multi
Commodities Centre, UAE and in the last 3 years expanded his business
to include virtual digital currencies and the underlying validation process,
cloud-based blockchain mining.
39

Daniel Lakier
Cyber Security & Chief Technology Advisor
Daniel has been in the greater technology industry for over 20 years, first
entering the technology Arena in 1997 with the global technology distributor
and integrator Datatec. He served in several positions with them across several
of their companies and in the year 2000 moved to Chicago to be one of the
first dedicated Pre-Sales Architects at Logicalis (a Datatec Company).
In 2004 Daniel joined Cisco Systems in Atlanta and spent the next three years
honing his skills in a technical sales position before moving to Citrix Systems
where he worked in the Application Delivery Controllers and Web Application
Firewall groups. After just one year at Citrix, Daniel had the opportunity to
join the specialist network and security consulting firm Seegee Technologies.
Initially, Daniel Joined as the CTO where he oversaw all technology partners,
solution designs and architectural implementations.
In 2012 Daniel became the president of Seegee and ultimately oversaw its
successful sale. During his time at Seegee Daniel had the opportunity to spend
3 and a half years at one of the world’s largest oil companies as a member
of the risk architecture team overseeing key aspects of the cloud security
architectural design. He later was able to translate that knowledge to deliver a
similar project to the world’s largest beverage company.
In 2012 Daniel diverged from his day to day technology business to be involved
with another of his passions digital currency. He was a board member CoinX,
a fully regulated, licensed financial services and FinCEN compliant company,
where he remained a European director until late 2017. Daniel was also very
involved in mining for Bitcoin with some of the earliest ASIC processors during
this time.
Daniel has also been a board member at several other organizations including
ODS security and general financial group. From 2015-2017 Daniel was the
membership officer for YPO Atlanta and South East regional chapters. Most
recently Daniel has filled his time supporting Radware Technologies as their
Global Vice President of ADC.
40

Mike Miglio
ICO Law Group / Legal Counsel
James Stewart
Geologic Advisor
Michael (“Mike”) is a founding partner of ICO Law Group and a
professional in cryptocurrency market analysis and measurement of
the regulatory environment. Prior to becoming an attorney, he traveled
the world and lived in various countries throughout Asia and Europe
for a total of 2 years of his life, during which time he learned to speak
conversational Mandarin.
To pursue his goals of becoming a world-class international attorney,
Mike worked for Tilleke & Gibbins in Bangkok, Thailand and DLA Piper
in Singapore. Mike’s love for technology eventually led him to become
an avid cryptocurrency enthusiast and investor, which ultimately led him
to co-found ICO Law Group, where he gets to combine his love for the
advancement of technology with his respectable career in the law.
James has over 35 years of experience as a Registered Geologist and
is considered an expert on Gulf Coast reservoirs. James provides
value technical support to the Board as it relates to the evaluation of
oil and natural gas reservoirs and their prospectivity and operational
characteristics.
41

Philip Judge
Mineral Mining & Metals Advisor
Robin Anthony Slaughter
Mineral Division Advisor
Mr. Judge’s international business career began in 1987 which led to him become
a founding director of the Anglo Far-East Group, an international precious metals
custody, and logistics company. This business group maintains enterprising activities
and companies in multiple jurisdictions including Switzerland, Dubai, Panama,
Uruguay, USA, Cayman Island, Nevis, and New Zealand.
In 2008, Philip and a team of precious metals experts began the development of a
fully-regulated physical gold fund now known as the Physical Gold Fund (PGF). By
utilizing global-leading service providers, today PGF is the world’s foremost non-bank
investment fund providing a gold ownership investment solution with the highest
levels of transparency and lowest levels of counterparty risk.
Mr. Judge believes that many international organizations have been outmaneuvered
and reactionary to massive changes facing international business structures,
regulation, and banking over the last two decades. Philip brings the STORH
Management Team vast knowledge gleaned from three decades of experience in
international business law, regulation, multi-jurisdictional business architecture,
organization, and banking.
From 1995 to 2013, Robin took four companies public from startups. As the President
and CEO, all of his companies returned shareholder in the startup/reactivation round a
10 to 1 return.
Robin will act as the chief director for the Phase II assets.
Robin received his Bachelor of Engineering (mining) with Honours from the University
of Queensland, and a Master in Business Administration from the University of
Melbourne.
In his over three decades of leadership experience in resource-oriented companies,
Robin has cultivated a highly effective set of skills for cost-effective exploration, mine
development, operational know-how, sustainable community development, and
project management.
42

Carlos Oscar Cesar Montero
Government Liaison, Legal and Negotiations Mineral Division
Carlos is a highly experienced operations executive who has demonstrated the
ability to lead diverse teams of professionals to new levels of success in industries
such as legal and corporate structuring, real estate and customer services.
Carlos has a track record of more than 18 years of hands-on experience in strategic
planning in real estate and project development and management, governmental
liaison, customer service and asset planning. In this time, Carlos developed an
impressive and proven ability to successfully analyze an organization's critical
business requirements, negotiation skills, identify deficiencies and potential
opportunities, and develop innovative and cost-effective solutions for enhancing
competitiveness, increasing revenues, and improving customer service offerings.
Carlos has extensive experience working throughout Latin America.
43
Jared Rose
Managing Partner,
Tomahawk Energy Management
Jared founded Anasazi New Ventures, a company that takes active principal
positions in upstream energy ventures, and subsequently Co-Founded Tomahawk
Energy Management LLC, an Anasazi-sponsored investment platform.
Jared is responsible for managing all aspects of the company including overseeing
and implementing the strategy, sourcing deal flow, running due diligence, bringing
transactions to close, optimizing capital structure, overseeing reporting, and
managing staff.
Prior to Anasazi Jared was CFO of Petroflow Energy, an operator that drilled wells
in Oklahoma, Texas, Kansas and Illinois, and consolidated positions with over $400
million in acquisition capital resulting in a net +8,000 barrels (or equivalent) per day.
Prior to Petroflow Jared was Chairman and CFO of an upstream oilfield services
technology company. Jared also held positions as an Analyst at Houlihan Lokey
focusing on restructuring and investment banking transactions, and as an Associate
at a Single Family Office based in Zurich, Switzerland. Jared received an MBA from
University of Chicago, and BBA in Finance from SMU.
Strategic Partnerships:

STORH™ firmly believes that global business should contribute towards a better and more sustainable future
for the planet and its people. This is an exceptionally important value system in the natural resource and energy
sector. The STORH™ Social and Environmental Policy is our vision and passion of our commitment of investing a
portion of our net revenues over time into its Social and Environmental strategies at the Board’s discretion with
the goal of benefiting the world around us.
STORH™ acknowledges that in the past the quest for fast and larger profits have led to large-scale damage to
the natural environment and been responsible for multiple human rights cases of abuse. The heart of STORH’s
operations maintains the strictest approach towards its human rights and environmental standards and
practices.
To alleviate potential contributions to any such abuse, STORH™ has adopted the following beliefs and
practices:
Social and Environmental Policy
All business practices must be carried out on
a sustainable basis to achieve lasting business
success and growth
STORH™ will promote and continue to work
with organizations to promote the development
of strict national and international regulations
for environmental protection in all business
operations.
STORH™ will promote and continue to work with
organizations which adhere to the development
of strict national and international occupational
laws around safe and fair working conditions,
particularly within business operations in
developing economies.
STORH™ works only with third party suppliers
who are committed to the most rigorous
regulations and practices in their operations and
approach to human rights and environmental
practices within their own supply chain.
Any business activities that impact or change
the natural environment will be committed to
the full restoration to pre-existing conditions at
the closure of the business activity.
All business operations and activities will be
done when all efforts have been made to
ensure those operations and activities observe
and maintain responsible human rights and
environmental standards and practices and meet
and exceed global generally accepted good
practices standards.
STORH™ will not work with or partner with
any companies or businesses that in any
way resort to illegal, informal, artisan, and/
or non-government approved, registered, and
regulated activities or operations. STORH™ will
not work with or partner with any companies
or businesses that in any way lead to
environmental destruction including chemical
pollution and leaching, water table pollution,
environmental damage, deforestation, and
human rights abuses globally.
STORH™ will support organizations that have
implemented the United Nation’s Sustainable
Development Goals strategies that are in
line with STORH’s core beliefs and goals
internationally.
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5
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44

STORHTM
is committed to the vision and desire to produce positive change through the acquisition of
sustainable resources and related technology assets while doing business in a socially, economically, and
environmentally responsible way.
According to the 2018 BP Energy Outlook, the world’s energy demands will be met with an unprecedented
highly diversified energy mix sparked by the rapid growth in renewable energy. By 2040 oil, gas, coal, and non-
fossil fuels are projected to provide around 25% of the world’s energy each. This would be the most diversified
fuel mix the world has ever seen.
Nimble and experienced players such as STORHTM
are necessary to usher in this new era of diversified energy.
STORHTM
brings together a unique portfolio of complimenting sustainable resource assets, business platforms,
revolutionary payment, and value transfer systems, unequaled cybersecurity technologies, and extraordinary
profit centers under a single synergistic roof.
Steered by a highly experienced Management Team, each renowned in their sectors, STORHTM
will blend these
unique business divisions into a single integrated, sophisticated global business.
Conclusion
45

STORH WHITEPAPER

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