Social Detention Inc. (SODE) Executes Memorandum of Understanding to Acquire Northern California Based TADRC Inc.

ALAMO, CA. , July 10, 2018 (GLOBE NEWSWIRE) — The Board of Directors of Social Detention Inc. (SODE), a security and infrastructure firm, reported today it has signed a Memorandum of Understanding with TADRC Inc., a Northern California premier public works service provider specializing in educational, transportation, security and correctional projects.  It is anticipated a definitive purchase agreement will be completed within 30-45 days.

According to Social Detention Inc., President and CEO, Robert P. Legg II, “The acquisition of TADRC Inc. will mark a significant milestone for our company in bringing in a seasoned management team, project backlog, field teams/equipment and licensing.  We anticipate this acquisition adding $3-5M to our revenue/backlog in 2018 beginning in this quarter.  The terms of the deal is 100% equity based on revenue levels and profit margin TADRC Inc. must meet or exceed.  With the addition of TADRC Inc. resources and Social Detention’s Inc. current backlog we are well on our way to reaching our 2018 revenue goals.  We anticipate additional acquisition announcement’s in Quarter 2 of 2018.”

For more information about Social Detention Inc. visit www.sodetention.com.

FORWARD LOOKING STATEMENTS

Except for historical information, this news release contains forward-looking statements, within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. These statements involve unknown risks, and uncertainties that may cause the Company’s actual results or outcomes to be materially different from those anticipated and discussed herein. Important factors that might cause such differences are discussed in the Company’s filings with the Securities and Exchange Commission. The Company disclaims any intention or obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. Actual results could differ materially from those anticipated in these forward-looking statements, if new information becomes available in the future.

Contact:

Social Detention Inc.

Robert P. Legg II

blegg@sodetention.com

925-575-4433

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Update From the President and CEO of Social Detention Inc. (SODE), Robert P. Legg II

ALAMO, CA. , June 12, 2018 (GLOBE NEWSWIRE) — – Social Detention Inc. (OTC: SODE)

Thank you for joining Social Detention Inc.  (SODE) on this journey to become a billion dollar company.  I wanted to provide a laser focus to the business and investment world of how we are going to get there.

1.   Identify, obitain and complete profitable projects for the government in the security and infrastructure space.  Our market is projected to be over $2 Trillion Dollars in the coming years.  The revenue is available and we just need to execute.  Currently for each $1 Million we deploy into our projects we return $1.3 Million.  Our customers are the government so our payments are secure and guaranteed.

2.    Retire stock that is currently authorized but is restricted.  Of the 183,753,333 shares authorized 159,387,992 is restricted per our Transfer Agent as of 4/26/18.  As of today we could retire approximately 97,000,000 shares and are actively pursuing the balance of the restricted stock to add to that amount.

3.    In addition to up listing to OTCQB, our board has agreed to up list to the highest level OTCQX as a priority.

4.   We are in deep negotiations (executed NDA’s, due diligence complete and offer made) on several acquisitions and joint ventures to strengthen our company offerings.  The mission will always be to use our equity to capitalize on these opportunities to keep our debt low and cash position strong.

5.   We are running at a 200% per quarter revenue growth with profitability.  I continue to see our profitability margin increased and until we reach the 20 Million Dollar Revenue/Backlog I see no reason for this not to continue.

In the future I will provide updates on a regular basis.  The mission ahead of us to become a billion dollar company will require hard work and many long days but we are being presented with funding into the security and infrastructure space that will give us the fuel to get there.

Sincerely,

Robert P. Legg II

President/CEO

Social Detention Inc.

For more information about Social Detention Inc. visit www.sodetention.com.

How demand in the infrastructure industry in the US plays a pivotal role for $SODE Social Detention.

Many American cities are now faced with the costly reality of fixing bridges, overhauling wastewater facilities and improving highways and dams. The urgent need was driven home in 2017 with the crisis in California when a huge amount of rain damaged the Oroville Dam, resulting in more than 188,000 people being evacuated.

The U.S. can’t afford to be conservative when looking at its infrastructure issues and is now urgently developing a game plan. That plan includes placing a strong importance on public-private-partnerships (P3s) which are beginning to shift into place. This model is being copied all over the world from Canada which is home to the world’s most stable, efficient and well-supported P3 program.

Dilapidated infrastructure, significant budget short comes and a growing political will have created an emerging P3 market inside the United States. As communities deal with current financial problems, P3s are becoming a good way to deliver civic projects, especially large, complex ones in the transportation sector.

Due to the large, complex nature of many P3 projects, it’s the larger companies that generally possess the necessary resources to seize the opportunity, and this creates an immediate challenge for small or growing companies like Social Detention. However, the U.S. industrial capacity is quite tight at the moment, and likely to remain tight for the foreseeable future according to the 2017 Exportwise report. This creates the opportunity for growing participants to help out by adding the “badly-needed capacity,” thus creating favourable conditions and developing partnerships with them.

COMPETITIVE ANALYSIS

1. AECOM Technology Corporation (NYSE: ACM)

Address: 1999 Avenue of the Stars Suite, 2006 Los Angeles, California 90067, US

Website: https://aecom.com/

Tel: 1.213.593.8100

Founded Year: 1990

No of Employees: 87,000 (2017)

Revenue: US $17.4 billion (2016); US $18.2 billion (2017)

About

AECOM Technology Corporation is an American multinational engineering firm that provides design, consulting, construction, and management services to a wide range of public and private sectors in over 120 countries. Target markets are transportation, environmental and energy sectors, and it also serves key infrastructure projects such as highways, airports, bridges, wastewater facilities and power transmission and distribution.

The company is listed on the New York Stock Exchange (NYSE) under the ticker symbol ACM and on the Frankfurt Stock exchange under the ticker symbol E6Z. It is number 161 on the 2017 Fortune 500 list and was named AECOM as one of 2015 World’s Most Admired Companies and in 2016 & 2017, Engineering news-Record ranked AECOM as No1. Global Design Firm.

We connect expertise across services, markets, and geographies to deliver transformative outcomes. Worldwide, we design, build, finance, operate and manage projects and programs that unlock opportunities, protect our environment and improve people’s lives.

Services: Architectural Engineering, Building Design, Construction/ Program Management, Asset Management, Cost Management, Decommissioning & Closure, Environmental Services, International Development, IT & Cyber Security, Operations & Maintenance, Planning & Consulting, Risk Management & Resilience and Technical Services.

USP

Leader in engineering design among top 500 design firms worldwide

Broad service portfolio

National and global recognition

Diversified and professional workforce

Fluor Corporation (NYSE: FLR)

Address: 6700 Las Colin as Blvd Irving, TX 75039, USA

Website: https://www.fluor.com

Tel: +1.469.398.7000

Founded Year: 1912

No of Employees: 56,706 (2017)

Revenue: US $19.521 billion (2017)

About

Fluor Corporation is a multinational engineering and construction firm that provides services through its subsidiaries in the following areas: oil and gas, industrial and infrastructure, government and power. It is the largest engineering & construction company in the Fortune 500 ranking and is listed as 153rd overall.

Fluor is one of the world’s largest engineering, procurement, fabrication, construction and maintenance (EPFCM) companies, providing innovative and integrated solutions to government and private sector Clients in diverse industries. For over a century, Clients have trusted Fluor to successfully, ethically and safely complete their capital projects.

Services: Engineering & Design, Construction, Procurement and Fabrication

USP

Diverse services

Global execution platform

Large workforce deployed globally

24/7 project execution capabilities

Quality and safety projects

• Hosts online and in-person anti-corruption training sessions for staff and operates an ethics hotline.

• Owns Fluor Foundation for its charitable work

• Anchors the largest employer-sponsored apprenticeship program

• Operates a virtual college for employees called Fluor University

2. Great Lakes Dredge & Dock Corporation (NASDAQ: GLDD)

Address: 2122 York Road Oak Brook, IL 60523 USA

Website: https://www.gldd.com

Email: info@gldd.com

Tel: 630.574.3000

Founded Year: 1890

No of Employees: Over 1,426

Revenue: US $731.41 million (2013)

About

Great Lakes Dredge and Dock Company (GLDD) is an American company and currently the largest such provider in the United States. Great Lakes Dredge and Dock conducts most of its operations within the United States and 25% of its operations abroad, particularly in the Middle East. GLDD provides services that help shape the environment by maintaining and deepening America’s ports, protecting its shorelines, and creating barrier islands and land reclamations.

GLDD employees safety is paramount. In 2006, GLDD adopted the Incident-and-Injury-Free (IIF) safety management program and integrated it into all aspects of the company’s culture. We are committed to sending everyone home safely at the end of the day, everywhere.

Services: It provides construction services in dredging and man reclamation. GLD&D dredging operations consist of deepening and maintaining waterways, shipping channels, and ports; creating and maintaining (re-nourishing) beaches; excavating new harbors; reclaiming land in the water or improving low-lying land areas; restoring aquatic and wetland habitats and excavating pipeline, cable and tunnel trenches.

USP

• North America’s dredging industry leader

• Over 125 years experience

• Safety without compromise

• Increases business opportunities for small business through their GLDD Small Business Program

• High standard of ethical business practices

3. Jacobs Engineering Group Inc. (NYSE: JEC)

Address: 1200 1999 Bryan St, Dallas, USA

Website: https://www.Jacobs.com/

Tel: +1 404-978-7600

Founded Year: 1947

No of Employees: 54,000 (2016)

Revenue:  US $12,114.832 million (2015)

About

Jacobs Engineering Group Inc. is publicly traded as a Fortune 500  company and has more than 250 offices in North America, South America, Europe, the Middle East, Australia, Africa, and Asia. The company is structured around four lines of business: Aerospace & Technology; Buildings & Infrastructure; Industrial; and Petroleum & Chemicals and also, serve a broad range of companies and organizations, including industrial, commercial, and government clients across multiple markets and geographies.

Our company’s Vision, Mission and Values are the cornerstones of our culture. They guide our global strategy, define our overarching goals, and serve as a constant reminder of Jacobs’ high performing, innovative and empowered culture.

Our Vision, Mission and Values are inspired by our teammates, our rich history, and our promising future. For 70 years, Jacobs has been the driving force behind some of world’s greatest engineering feats.

Services: Jacobs Engineering Group is the provider of technical, professional, and construction services. The Company offers a full-spectrum support to industrial, commercial, and government clients across multiple markets. Industries Jacobs serves include aerospace and defense, automotive and industrial buildings, mining and minerals, nuclear oil and gas, petrochemical and chemicals, pharmaceuticals and biotechnology, power and utilities, pulp and paper and consumer products, refining, telecommunications, transportation, water, and wastewater.

USP

• Dedication to safety and uncompromising ethnics

• Good customer care and services

• Consistent and competitive prices

• Global network

• Commitment to sustainability

4. Tetra Tech Inc. (NASDAQ: TTEK)

Address: 3475 East Foothill Blvd., Pasadena, CA 91107

Website: https://www.tetratech.com/

Tel: +1 (626) 351-4664

Founded Year: 1966

No of Employees: 17,000

Revenue: US $2.8billion (2017)

About

Tetra Tech, Inc. is a leading provider of consulting and engineering services worldwide. We are a diverse company, including individuals with expertise in science, research, engineering, construction, and information technology. Our strength is in collectively providing integrated services delivering the best solutions to meet our clients’ needs.

Tetra Tech’s innovative, sustainable solutions help our clients address their water, environment, infrastructure, resource management, energy, and international development challenges. We are proud to be home to leading technical experts in every sector and to use that expertise throughout the project life cycle. Our commitment to safety is ingrained in our culture and at the forefront of every project.

Our mission is to be the premier worldwide consulting and engineering firm, focusing on water, environment, infrastructure, resource management, energy, and international development services.

Services: Tetra Tech provides consulting, engineering, program management, and construction management services that address fundamental needs for water, environment, infrastructure, resource management, and energy.

USP

• Smart, cost-effective solutions

• Recognized for improving quality of life in New York

• Global presence

• Diverse services

• Safety without compromise

The Fastest Growing Company $SODE has been allocated Funds by US Federal, State, County, and local governments to tackle Infrastructure problems

The driving force behind Social Detention, Inc. is its government infrastructure contracting business. Social Detention’s long history is filled with high-profile projects ranging from $1 to $60 Million across the country. Among some of key projects Social Detention has been a part of include:

San Quentin State Prison

Judge Herrera Courthouse

Esparanza Pipe Replacement

Contra Costa Water District Main Replacement

Cal Trans Alameda

Cal Trans Concord Rapid Setting Concrete

Mohave County Jail

Long Beach Courthouse

Happy Valley Elementary Covered Walkway

El Dorado Juvenile Hall

Merced Juvenile Hall

City of Pleasanton Yolanda Outfall Structure Repair

CHP Mountain Pass Point of Entry – Ballistic Frame, Door and Activation Hardware

$SODE PROJECT EXPERIENCE A long history of securing contracts ranging from $1-30 million. Mr. Robert Legg, the CEO of Social Detention Inc. has 28 years of experience with winning government contracts. PROJECT EXPERIENCE

MOHAVE COUNTY JAIL                               

$11,700,000

EVO DE CONCINI COURTHOUSE

$480,000

BUTTE COUNTY JAIL

$595,000

STANISLAUS COUNTY JUVENILE

$182,000

CALIFORNIA INST. FOR WOMEN

$362,000

FRESNO JUVENILE HALL

$249,000

ORANGE COUNTY INTAKE JAIL

$161,000

ORANGE COUNTY JAIL VISITATION

$400,000

ISLA VISTA FOOT POLICE

$199,500

HARBOR POLICE STATION

$651,000

CIM PRISON 1 AND 2 WINDOWS

$1,481,000

ROOSEVELT LAW ENFORCEMENT 

$268,000

AMADOR COUNTY COURTHOUSE

$454,000 LONG BEACH COURTHOUSE

$6,750,000

MONROE CORRECTIONAL CENTER

$1,800,000

SMITH CORRECTIONAL

$990,000

SACRAMENTO JUVENILE HALLS 1-4

$2,200,000

LAC/USC MEDICAL CENTER

$1,200,000

SOUTH PLACER COURTHOUSE

$359,000

1933 COURTHOUSE

$340,000

NORTHWEST POLICE DEPARTMENT

$229,000

METRO JAIL

$436,582

RAMPART POLICE DEPARTMENT

$159,000

SAN LUIS OBISPO JUVENILE

$404,000

GILROY POLICE DEPARTMENT

$448,000

MONTCLAIR POLICE DEPT.

$191,000

SAN JOAQUIN SUPERIOR COURT

$240,000

 

CHP BULLET RESISTANT MOUTAIN PASS

$98,000

HAPPLY VALLEY ELEMENTARY

$107,000

YOLANDA COURT OUTFALL

$194,300

CIM CHINO

$1,547,000

ATHENS SHERIFF STATION

$770,000

NEZ PERCE COUNTY JAIL

$757,000

MENTAL HEALTH VACAVILLE

$1,150,000

SALINAS STATE PRISON

$1,100,000

CLAYBANK DETENTION FACILITY

$9,000,000

SAN BERNARDINO COURTHOUSE

$989,000

HOLLISTER COURTHOUSE

$500,000

BRENTWOOD POLICE DEPARTMENT

$249,000

CAL TRANS VARIOUS PROJECTS

$12,320,000

ESPARANZA PIPE REPLACEMENT

$1,200,000

US MARSHALL OAKLAND

$199,000

JUDGE HERRERA COURTHOUSE

$600,000

NEVADA CORRECTIONS

$494,000

MAUI POLICE DEPARTMENT

$375,000

$SODE Opportunity Grows As Education Construction Picks Up!!

FireShot Capture 3 - Social Detention Inc. - https___sodetention.com_

 

Education construction put in place for 2016 to end up around 6% higher than 2015 to $88.3 billion. Growth for 2017 is expected to be 7% for a total of $94.3 billion by year-end. Growth will be driven by population expansion and the increasing need to bring schools into compliance for safety and a greater focus on safe schools, as the threat of shootings on campus continues to rise.

CUSTOM RESEARCH ON INFRASTRUCTURE & SECURITY INDUSTRY

SECTION ONE: INDUSTRY ANALYSIS

1.1 INFRASTRUCTURE INDUSTRY

Government Infrastructure Spending

This pattern is generally repeated across asset classes, as the assets are owned at the state and local level.

Figure 1:  United States Census Bureau, “Annual Construction Spending from 2008-2016” The United States Census Bureau includes total spending on construction broken out into categories by Federal and State and Local. We averaged the spending per

Health care construction is making a slow but steady recovery. FMI is forecasting $41.4 billion in construction put in place for 2016 and 4% growth in 2017. Traditional large hospital projects are returning to the drawing boards with fewer large hospital projects in the works. The bulk of the work will be renovation and additions as well as outpatient care. New facility designs are upping the game for a patient-centered environment as well as reducing concerns for the spread of supergerms. Construction will continue to become more collaborative and integrated with the various communities involved. The prospect of changing government health care policy and challenges of updating to the latest technologies and security measures will be top challenges in the year ahead.

TRENDS:

• The Bureau of Labor Statistics reports, “Employment of registered nurses is projected to grow 16 percent from 2014 to 2024, much faster than the average for all occupations.”

• Veterans Administration hospitals rocked by poor management and patient care, old facilities and huge construction cost overruns.

• Health Facilities Management magazine says, the “industry is moving away from large scale new construction, according to survey results. While 70 percent of respondents said they have projects currently under construction or planned in the next three years, a full three-fourths of those were expansions or renovations.” (2016 Hospital Construction Survey, Health Facilities Management)

• The new model for hospitals is the medical center with a cluster of offices, including beds, which will deliver more of a patient’s needs.

• The number of outpatient facilities will continue to grow, pressed by the need to lower health care costs and to improve health facility profits.

DRIVERS

• Population change younger than age 18

• Population change ages 18-24

• Stock market

• Government spending

• Nonresidential structure investment

Source: FMI Research Services

Education

The education construction put in place for 2016 to end up around 6% higher than 2015 to $88.3 billion. Growth for 2017 is expected to be 7% for a total of $94.3 billion by year-end. Growth will be driven by population expansion and the increasing need to bring schools into compliance for safety and the health of the student populations. Higher education will either embrace distance learning or continue to compete with it, similar to retail stores versus online shopping. Schools increasingly need to have security measures in place due to increasing threats of terrorism and deranged people entering schools with weapons. There also need to be funding solutions to improve the deplorable conditions in inner-city schools in depressed areas like Detroit. To prepare students for future careers, all schools should include modern technology or be renovated and updated for modern computing and collaborative environments.

TRENDS:

• Significantly less funding from federal government and states for K-12 schools.

• Enrollment growth 2.5 million in the next four years.

• New designs for schools will be more flexible for changing classrooms and greater use of natural light. Expect more use of modular building designs.

• Greater attention to energy reduction and green building technologies.

• Renovation and additions to current school buildings will continue to grow in comparison to new school projects.

• Greater focus on safe schools, as the threat for shootings on campus continues to rise.

Religious

We expect the growth rate for religious buildings to drop 3% for 2016 and gain back just 2% in 2017 to reach $3.6 billion. With more people working, there is more money available to support religious building, in some cases involving larger building projects. Nonetheless, we expect slow growth will return to this sector. Future uncertainty for growth is due to many changes in the religious landscape, including the mix of religious faiths in America and fewer people who consider themselves regular churchgoers, even if they still belong to a certain faith. Many new churches are small and established in existing buildings like those found in vacated shopping centers

TRENDS:

• The lending environment continues to be a challenge for many congregations.

• Establishing a capital campaign is becoming increasingly common.

• Many churches are seeing tremendous declines in contributions and tithes

DRIVERS:

Their drivers are GDP, Population, Income and Personal savings rate

Amusement and Recreation

For amusement and recreation construction, 2016 has shown strong growth at 9%, but much less than 2015’s rate of 19%. For 2017, we expect growth to continue at a solid rate of 7%. There are several large stadium projects underway and planned to open in 2017. Sports venues are promoted as job creators with the ability to revitalize many dilapidated areas around a city. The market for amusement and recreation will continue to grow as large professional teams try to keep up with the Joneses. With the addition of domes and retracting roofs as well as bars, restaurants, shopping, and luxury boxes and on and on, sports venues are creating the model for a future of climate-controlled cities.

TRENDS:

• The Rams return to Los Angeles will mean a new home for the team. The recently announced 70,000-seat stadium for the Los Angeles Rams will be a mixed-use project in Inglewood, California. (prnewswire.com, July 14, 2016) The new stadium is set to open in 2019.

• The new stadium for the San Diego Chargers was turned down, so now the team is moving to Los Angeles. San Diego State will use the old Chargers stadium. Ohio Stadium is planning a $42 million renovation project.

• A dedicated soccer stadium is being built in Orlando for the Orlando City Soccer Club expansion franchise. The opening is planned for the 2016 season.

• The $1.4 billion Mercedes-Benz stadium will host the Atlanta Falcons and the Atlanta United FC in 2017. The stadium will have a retractable roof.

• Competition in the gaming sector will draw business away from some existing gambling centers, such as Atlantic City and Las Vegas, as well as from other public arenas.

DRIVERS:

Income, Personal savings and Unemployment rate

Power

Construction for power-generating facilities grew 6% in 2016 to reach $92.0 billion for construction put in place. We expect another 8% growth in 2017. New electrical capacity has been largely generated by solar and wind facilities from large facilities to rooftops in your local shopping mall. Traditional power plants must be updated to keep up with changing requirements as well as to manage distributed generation sources. Most expect the new administration to approve the Keystone XL pipeline, which could increase construction by year’s end. The power industry will continue to consolidate as the average consumer reduces power use, but growth will be slow but steady in 2017 through our 2020 forecast horizon.

DRIVERS:

Industrial production, Population, Nonresidential structure investment

TRENDS:

• Power companies are placing greater emphasis on flexibility to respond to peak needs alongside hydropower, solar and wind-generating facilities.

• “The U.S.’ large solar power generation capacity in operation rose by 4,960 MW in January-October 2016 across 289 projects, and wind farms added 2,972 MW.”

• Large-scale solar additions in the period more than tripled from 1,698 MW in the same 10 months of 2015, according to a report by the Federal Energy Regulatory Commission (FERC).”

Highway and Street

Highway and street construction increased just 2% in 2016 to $91.6 billion. FMI forecasts 3% growth for 2016 and another 4% in 2017. The Fixing America’s Surface Transportation (FAST) Act for highway and transportation funding removed some uncertainty for highway funding; however, we do not expect a significant jump in spending over current levels. The new president has vowed to increase infrastructure spending, although the details are uncertain at this time. Much of the new spending is expected to come from public-private partnerships or some variation on that approach.

TRENDS:

• “Recent increases in state gas taxes and user fees as well as a number of local funding initiatives approved on the Nov. 8, 2016, ballot should help support some local markets over the next few years. Voters in 24 states approved 267 ballot measures in 2016, which will support $207 billion in highway, bridge, port and transit spending over the next 40 years.”

• The Trump campaign pledged to spend $1,000,000,000 on infrastructure, spread out over 10 years. While there is a lot of bipartisan agreement that the country needs to invest in infrastructure, the financing question remains unsolved.

1.2 Emerging Trends in the Security and Infrastructure Industry

The problem in today’s economy is that infrastructure is not keeping pace with the changes we are experiencing; developing assets with 50 to 100-year lifespan expectations, assuming fixed technology sets will remain for the foreseeable future and ignoring the risk that the completed asset will be out of date before it comes into operation. But infrastructure planners are starting to think about flexibility, having in mind that it’s not just technology that is rapidly and fundamentally changing, so too are social norms, demographic trends, economic truths, the boundaries between our public and private lives, environmental realities and customer expectations.

When building a new high-speed rail line, for example, proponents should be thinking about how other technologies such as hyperloops or drones might utilize the same space and provide more flexible solutions. When building a new electricity grid, they should be thinking about how the introduction of electric vehicles might influence and alter the nature of demand. When looking at transport investments, and spatial planning generally, planners need to consider that autonomous vehicles (AVs) could radically change the  way people travel and indeed how they live and how they work. AVs also  creates opportunities for businesses to change the way they operate including how they import materials and distribute  their products, and many more.

Competing forces are clashing. Rather than coming closer together, the societies, markets and institutions seem to be rapidly fracturing. Schisms are opening everywhere: between the West and the East; between the young and the old; between the ‘haves’ and the ‘have-nots’; between the left and the right; between protectionists and free-marketers. The public discourse has become more divisive and as such, policy-makers and politicians will need to focus on building bridges between opposing viewpoints and finding ways to balance the needs of all stakeholders if they hope to get anything done.

The past years has clearly demonstrated that infrastructures are continuously under attack and this threat will probably continue to evolve and broaden. Standards have improved and the governments have now identified their strategically important assets and started to set clear guidelines for protecting them against the threat of cyberattack. Asset management techniques have also moved into the digital era and security protocols (both physical and virtual) have become more sophisticated.

1.3 Factors Impacting the Market

Market Growth Drivers

• Rising number of adverse incidents in electric Infrastructure

• Prioritizing critical transport infrastructure protection

• Awareness of the significance of disaster management information

• Government policy

• Adoption of critical infrastructure protection solutions and services

• Increasing frequency and complexity of cyber attacks

• Cost effectiveness

Constraints

• Stringent government regulations and policies

Opportunities

There is much to be excited about. Governments continue to demonstrate a strong desire  and  ambition  to  invest  in  infrastructure, both as a path to economic growth and as a way to hold back the rising tide of populism. New technologies and rapid innovation are creating new approaches, models and tools force infrastructure  development  and  helping  to  bring down costs. The quest to identify new pricing and funding models offers the potential to unblock pipelines and unleash a new era of rapid development. And new perspectives on key issues  such  as  sustainability,  governance  and investment  are  driving  greater  sophistication  in many markets. Generally, the major opportunities in the industry includes:

• Growing trend of mobile devices at workplaces

• Improving technology and rapid innovations

• Increasing ambition of the government to invest in infrastructure accounts for a significant portion of the industry

• Businesses will expand their security staff as budgets improve, boosting industry demand

Challenges

• The industry is expected to endure competition from high-tech security systems

• Politics have grown more divisive and  fractured in the West

• Institutions have lost some of their legitimacy and public trust

• The gap between the ‘haves’ and the ‘have-nots’ has grown wider

1.4 Infrastructure Expenditure in the US Federal, State and Local Sector

The overall level of infrastructure spending by the US public and private sector has increased for decades and more infrastructure spending is needed today than in the past. However, infrastructure does not necessarily get used up as more people benefit from it and as usage increases, there is greater congestion on roadways and on other transportation systems which might increase infrastructure spending needs.

The figure below provides a 2014 snapshot of the total spending for each type of infrastructure by level of government using the 2015 Congressional Budget Office (CBO) data. Public spending (spending by federal, state, and local governments) on transportation and water infrastructure totaled $416 billion in 2014. Most of that spending came from state and local governments; they provided $320 billion, and the federal government accounted for $96 billion.

The chart supports the trend that highways require the most resources and state and local governments make the largest contributions. It also reveals the low share, 4 % of federal spending on water utilities. Since the benefits and concerns of water utilities are specific to local regions, it is not surprising that the bulk of the responsibility rests on state and local governments. Aviation and water transportation, representing national infrastructure benefit, are at an almost even split.

Source: https://www.americanactionforum.org/research/infrastructure-spending-trends/#ixzz5GvDYPtz8

1.5 Accessing the Security Landscape

Each year, Security Sales & Integration and Parks Associates partner to complete The Residential Market Report, a survey of electronic security dealers and installing security contractors.

The 2016 survey experienced much higher than standard growth as the economy began its recovery and pent-up demand was clearly demonstrated in the market. With a net of nearly 2.8 million new security system sales (after attrition and replacement calculated) in 2014, the following year, 2015 experienced strong but more normal net sales of about 2 million systems and an estimated 1.9 million sales in 2016, a slightly lower net sales.

Nearly 50% of the 2016 SSI and Parks survey respondents are sole decision makers for their firms and firm owners while more than 80% are sole decision makers or managers who share in the decisions of what to offer and what not to offer. Also, approximately one-quarter of respondents are from firms providing monitoring while a larger percentage of 62% offer monitoring through a third party. Only 10% claim to offer no monitoring at all.

As ever, small firms dominate the security dealer landscape. About 50% report revenues less than $1 million while one-quarter report revenues exceeding $5 million. Small firms can act quickly in the face of competition or changing conditions, but also have disadvantages in certain areas. For instance, credit lines are imperative, and decisions as what and whether to add new capabilities can be difficult due to risk and scarce resources in both people and money. The top six types of systems sold by security dealers between 2013 and 2016 are reflected in the chart below and note the percentage of security dealers selling IP cameras, CCTV, structured wiring and smart home devices has increased. The impact of the latter, in particular, was revealed as it jumped 8 percentage points from its initial listing in the 2015 survey.

The network security cameras category has risen from being offered by 62% of responding dealers in 2013 to 81% in 2016. They are fast becoming table stakes. In addition to categories that are increasingly sold by security dealers, several have declined, some dramatically over the same span.

Source: https://www.securitysales.com/news/market_report_smart_home_interactive_controls/

About 70% of respondents offer smart home additions to their installations of traditional security systems. For the consumer, the most obvious and easily understandable additional device to a security system is a network security camera. These have improved greatly the past five years. Formerly clumsy, difficult to operate, and often delivering fuzzy pictures, all at a significant price as adoption was low and slow. Of interest is that when asked which products dealers desire most from their interactive security providers, the responses are smart door locks, IP cameras and smart thermostats, in that order.

1.6 Market Growth and Size of the US Infrastructure and Security

North America is expected to have the largest market share and dominate the CIP Market from 2017 to 2022. The North American region is always under threat from criminals and cyber-attackers, which can disrupt the functioning of the critical infrastructural assets. Surveillance measures in public places and industrial sites have been tightened. Various airports, marine ports, and border control areas have adopted biometrics for access control. The Middle East and Africa (MEA) region is expected to grow at the highest CAGR as major oil field projects are set up in MEA, which require protection from physical attacks, cyber-attacks, and natural disasters.

The global critical infrastructure protection (CIP) market size was valued at USD 57.23 billion in 2016. It is anticipated to register a CAGR of 10.1% over the forecast period. Cyber security of nation’s asset is vital and thus, securing cyberspace is of utmost importance in growing digitization. Rising concerns regarding advanced threats such as cutting populations off from clean water, power, transportation, and emergency supplies, thereby disrupting economy and nation, are one of the key trends escalating market growth.

1.7 SWOT ANALYSIS

STRENGTH

• Government strategy is picking up on Foreign Direct Investment related to technology – this is an important market being grown for the servicing sector

• Passion for technology (also from the top-down e.g.: Government is willing to make technological changes / upgrades)

WEAKNESS

• Limitations of our market when it comes to the investment, R&D due to limited / saturated market – barriers to foreign market penetration

• Lack of specialized skills available

OPPORTUNITY

• Improvements in quality and service based on regularly collected customer feedback, or endeavors to perform good public service.

THREATS

• Too low levels of investment and public procurement rules,

• A bureaucracy that may slow down decision-making.

• A significant threat is tax legislation change that removes the preferential tax treatment.

2.0 MARKETING PLAN

Many government contractors rely on bids and RFPs as their main source of opportunities in the public sector. Bids and RFP notifications present near term leads that vendors can pursue immediately, but they come with their own challenges, including short response time windows and high competition from other vendors.

The most successful vendors in the public sector supplement bid and RFP alerts with additional forms of market intelligence to grow their sales. Government market intelligence helps vendors find upcoming projects before the bid or RFP is published as well as identify sales opportunities that fall outside of the traditional competitive bidding process — either through under-threshold purchases or those carried out through cooperative purchasing vehicles.

Strategy #1: Analyze Past Procurement History

One of the greatest areas overlooked by vendors pursuing government business is past procurement history of agencies. Looking at past bids, RFPs and awards allows you to find the agencies that have purchased products or services related to your specialty. The buyers at these agencies should become your new targets for future business. Why? They have a documented need for your solution, you know their key requirements and concerns based on their previous bid or RFP specifications, you know when they last purchased, and you know who they purchased from and, you may even be able to find out how much they paid. With this procurement history, you can have an in-depth conversation with agency buyers about upcoming purchases they are planning and their level of satisfaction with their current solutions.

Here are a few examples on how you can leverage past procurement history data to give you a competitive advantage in the public sector:

• If you know your competitor’s standard warranty period, look for past agency purchases from your competitors that fall within 6-12 months of the warranty expiration and start your outreach to the agency to ask about their plans for replacements of that product.

• Have safety requirements or standards changed in your industry in the last few years? Reach out to agency buyers who purchased in the last 2-3 years to let them know about the new safety offerings your product provides. Find out if these new features can kick start a sales conversation about upgrading to your safer, or more efficient, latest-generation product.

• For service contracts, call agency buyers 3-6 months before the contract end date to find out if the agency is satisfied with the level of service provided. An agency may have an opt-out or extension clause in the contract and reaching out to them may give you an opportunity to have a discussion about your advantages over their current supplier.

Strategy #2: Leverage Term Contract Expiration & Renewal Schedules

Term contracts are time or ‘term’ based contracts that generally have fixed expiration dates and defined renewal and extension options, giving you the opportunity to know about upcoming projects well ahead of the renewal or contract expiration.

For any target agency, you should:

• Use the early notice to start building relationship with the buyers and decision makers.

• Discover if they are satisfied with their current vendor.

• Find out if they plan to extend the existing contract or open it up to competitive bidding.

• Position yourself ahead of the incumbent by highlighting your unique selling proposition.

• Understanding the agency’s plans with a contract and if there are any existing pain points, ahead of the renewal, gives you a competitive advantage in preparing your proposal for that agency.

Strategy #3:  Participate In Cooperative Purchasing Vehicles

Many agencies are adopting lean procurement models – they are seeking procurement vehicles and mechanisms that allow them to purchase goods and services without having to go through the expensive and time-consuming traditional competitive bidding (bids & RFPs) process. One of the growing ways agencies are improving efficiency around procurement is through the use of cooperative purchasing. With cooperative purchasing, agencies can leverage existing contracts with cooperative associations or other state or local agencies to avoid the time and cost associated with drafting, publishing and awarding their own custom contracts.

Finding cooperative purchasing activity can be challenging because, by nature, cooperative purchasing reduces the need for agencies to publish bids or RFPs for new work. You may see the initial bid, RFP or award from the lead state (NASPO ValuePoint picks a lead state, for example) but you likely won’t see the subsequent purchases from other state or local entities using that contract.

Because of this, Onvia encourages vendors to:

• Identify the top buyers for your products and services using procurement history data.

• Contact these agencies to find out if they are using cooperative purchasing to streamline their procurement process.

• Identify what cooperative associations they use or what other agency’s contracts they tend to piggyback off of the most.

• Inquire with those co-ops and neighboring agencies about how you can do business with them.

Strategy #4:  Research Agency Budgets and Future Spending Plans

Because state and local agencies must budget for future spending years in advance, there is a wealth of actionable government market intelligence available to savvy vendors who analyze agency budgets and spending plans for future bidding opportunities.

This form of intelligence is unique in that vendors can discover upcoming projects years before they approach the bid or RFP stage. Searching for keywords related to your product or service in agency budgets can be effective in some industries, but understanding the ‘trigger events’ that drive future bidding opportunities in your industry and searching for those can be an even more effective approach.

What are trigger events? Trigger events are the types of projects that result in future bids and RFPs for the products or services you specialize in. For example, if you sell pool cleaning equipment, your trigger event would be agency spending plans related to a new aquatic center for a city or school district. Or, if you sell energy monitoring equipment, your trigger event would be agencies that are budgeting for energy conservation initiatives in the coming years.

Get creative and think about the trigger events that can drive future business for your firm:

• Search agency budgets and spending plans for terms related to trigger events in your industry.

• Contact those agencies to identify project managers, planners or key consultants who manage and specify requirements for the project – they are your sales and marketing targets.

• Showcase the value of your solution versus competitors to earn coveted “spec’ed in” status on the final project requirements.

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$SODE READYS THEIRSELVES FOR TEIR 1 CROWDFUNDING (UP TO $50 MILLION) FILINGS AS EARLY AS TONIGHT!!

Securities and Exchange Commission (SEC) rules allow for the sale and purchase of your company’s shares after the Regulation A+ offering has completed in any case; see below. As the offering company, you do not have to list your stock on any market. And you are allowed to restrict liquidity on the Reg A+ shares post offering. Doing this will usually reduce the appeal of your offering to investors.

Reg A+ shares are a new class of stock that can be bought and sold in the after-market by the general public through stock brokers. Since November 2015, any company that completes a Tier 2 (but not a Tier 1) Regulation A+ offering will be qualified for a public listing on the OTC Markets QB and can easily qualify for the QX marketplace. Listing fee is currently $2,500 for OTCQB, with a $10,000 annual renewal fee payable to OTC Markets. The OTCQB and OTCQX markets are operated by OTC Markets Group, not by NASDAQ. The Broker-Dealer must sponsor your company by filing a Form 211 with FINRA, a step that takes 4 to 8 weeks, which will normally be a simple request that will likely be accepted.

Listing on the more prestigious OTCQX market is also available, although there are more reporting requirements (to satisfy OTC Markets) – quarterly financials and an initial background check on the executives of the management team. The fees are higher for an OTCQX listing – $5,000 listing fee plus $20,000 per year. For OTCQX, the accounting firm used must be PCAOB registered. Audits are required once per year. These liquidity options make a Reg A+ offering a very attractive alternative to a Reverse Merger – buying a public shell on the OTC Pink Sheet market, and an IPO.

A company that has completed a Tier 2 Regulation A+ offering has the option to take itself public by taking the listing steps outlined above. It is not a requirement. Clearly, investors will prefer the improved liquidity when you put your company on the OTCQB or OTCQX. We call Reg A+ offerings Simple Public Offerings(TM) and SPO(TM) for short. Because Reg A+ offerings are for less than $50 million of capital – simple offerings to the public. And they are far more cost-effective than an IPO, or a reverse merger. The rules are simpler than for an IPO. The process of getting qualified with the SEC is far simpler than for an IPO.

After a company has completed a Regulation A+ offering, the reporting requirements are far simpler than after an IPO. And Reg A+ SPO(TM) offerings (up to $50 Million per company per year) are much smaller than conventional IPOs are. The average US IPO raises approx $300 million.

Estimated costs for the SEC registration process start at $50k for a company with a simple and clean history, more if you hire expensive or inexperienced attorneys or if your company has a complex past. Marketing costs will range from a minimum of $50k up, as a rule of thumb, expect marketing to cost about 2 to 4 % of the capital you raise although marketing agencies do not charge on a % basis. Compare this with a reverse merger which will typically cost $500k to $1mill (for a shell without a bankruptcy in its past) plus marketing costs, and an IPO, which will usually cost $1 to $2 mill out of pocket plus at least $1mill per year in reporting infrastructure costs. Audit costs depend on who you use and how complex your business is.

Related Content:

Cost of taking your company public using Regulation A+

IPO Consulting Service from Manhattan Street Capital

Timeline Schedule for a  Regulation A+ Offering

Timeline schedule for  Reg A+ IPO to the NASDAQ or NYSE

How $SODE Does Their Bidding on Federal Construction Projects

All GSA design and construction contracting opportunities are advertised on Federal Business Opportunities (“FedBizOpps”) at www.fedbizopps.gov. To receive drawings and specifications for projects, contractors must be registered in the System for Award Management (SAM) system and in FedBizOpps, as drawings and specifications are usually issued electronically there. Announcements will contain instructions on obtaining classified drawings and specifications which are not distributed through FedBizOpps. The following areas are included in construction.

More information on design and construction>

Design Acquisition

Design Services are competed using a qualifications-based selection process under the Brooks Act (Public Law 92-582, as amended) and Federal Acquisition Regulation (FAR) part 36.6. This is a two-step process where technical submissions of qualifications from Architect-Engineer firms are reviewed, and the vendors with the strongest technical proposals are interviewed in order to develop a list of finalists. The firms are ranked based on their technical qualifications, and negotiations are conducted with the top-rated firm for the contract award. If the government and firm cannot come to agreement during negotiations, the government will then proceed to the next-ranked firm for negotiations.

GSA uses this process to award Indefinite Delivery, Indefinite Quantity (IDIQ) and small project contracts [XLSX – 190 KB] . A variation of the process, known as “Design Excellence,” is used for the major (prospectus) projects. In this process, the “Lead Designer” submits his qualification portfolio, and the portfolios are evaluated. In the second stage the Designers submit the qualifications of the entire team and are interviewed. The firms are ranked and negotiations are begun with the top-ranked designer/firm. The selection and award process takes six to 12 months.

Construction Acquisition

In general, construction projects below the prospectus level are procured using either sealed bidding procedures, low-price technically acceptable competitive proposals, or competitive orders against existing multiple-award IDIQ construction contracts. The award will go to the lowest responsive, responsible bidder in accordance with the FAR.

Major Construction Contracts are selected using the FAR’s “Source Selection” Method (FAR 15.1). There are many variations of this method. The basic method requests both Technical or Management Proposals and a Price Proposal. Once the proposals are received they are evaluated technically, and then evaluated in terms of prices. Tradeoffs may be made, and the selection of the “Best Value” is made. The Solicitations must state the relationship between the technical and price proposals, e.g. tech more important than price, tech equal to price, or lowest price technically acceptable. Competitive range can be determined and discussion/negotiation held to allow the offers to correct technical proposals and to clarify the pricing.

There is a two-step advisory process that allows for technical proposals to be evaluated, and offerors are advised of whether they are technically viable to compete in a particular procurement. The final evaluations are the same as the one-step process and deal with selecting the best value for the government. Most awards are made within 60 days of receipt of offers.

Performance and Payment Bonds

In accordance with FAR 28.102, all construction projects over $100,000 are subject to the Miller Act which requires performance and payment bonds. Performance bonds represent a promise of surety to the government that once the contract is awarded, the contractor will perform its obligations under the contract.

Payment bonds represent a promise of surety of payment to all persons supplying labor or materials in the work provided for in a contract.

The penal amount of each performance bond is 100 percent of the original contract price plus 100 percent of any price increases, unless the contracting officer determines that a smaller amount will adequately protect the government. The penal amount of each payment bond is 100 percent of the original contract price plus 100 percent of any price increases, unless the contracting officer makes a written determination that a payment bond in this amount is impractical; however, the amount of the payment bond must be no less than the amount of the performance bond.

Indefinite Delivery, Indefinite Quantity (IDIQ) Contract Listing> [XLSX – 190 KB]

https://www.gsa.gov/real-estate/real-estate-services/for-businesses-seeking-opportunities/bidding-on-federal-construction-projects

$SODE Research Report Shows Strong Forcast For Q2 With Numerous Acquisitions and Revenue Growth

FireShot Capture 3 - Social Detention Inc. - https___sodetention.com_

Social Detention, Inc. (OTC Pink: SODE) Company Report

Summary:

This report offers an analysis of Social Detention, Inc. (OTC Pink: SODE)

designs, builds, finances and operates infrastructure assets for governments, businesses and organizations.

Social Detention reported record first quarter 2018 revenues of $400,000, forecasts very strong second quarterWell-positioned to benefit under any major infrastructure overhaul, as laid out by President Trump in the campaign and early in his presidency.

The company could also benefit from measures to improve school security, CAL TRANS’s $7 billion annual budget, the $3 billion BART measure, and the $9 billion CDCR budget and bond measures for infrastructure upgrades

Recently acquired social media correctional website company, www.socialdetention.com, plans to create a marketplace

Recently announced strategic partnership with CA government contractor, DME, Inc., which will open access to other forms of government contracts and feature a 50/50 profit sharing plan

Social Detention backlog at all time high and finding bid market is highest profit margin levels seen in 28-year history

ELLA is Social Detention’s cannabis infrastructure project subsidiary

The company also entered into cannabis industry earlier this year with two contracts to construct cultivation facilities located in Nevada County, California

Social Detention, Inc. (OTC Pink: SODE):

Introduction to Social Detention, Inc.

Social Detention, Inc. is an Alamo, CA-based company that designs, builds, finances and operates infrastructure assets for governments, businesses and organizations. The Company’s services include consulting, planning, architecture, engineering, construction management, project management and design-build services. The company primarily operates in the state of California, where it has a long history of securing contracts

ranging from $1-5 million. Mr. Robert Legg is the President and CEO of Social Detention, Inc., who also has 28 years of experience in government contracting.

Social Detention, Inc. is listed on the OTC Pink Sheets and is current with OTC Markets. As of May 2018, Social Detention, Inc. has a market cap of $24.89 million. Furthermore, the government contracting company maintains a share structure consisting of 200 million shares authorized and 183.75 million shares outstanding, as of November 2017.

Through the early start to 2018, Social Detention has seen a high of around $0.16 and a low of around $0.03. The stock currently trades at $0.14, as of this publication. Like other infrastructure stocks, Social Detentioncontinues to wait for further information regarding President Trump’s proposed $1.5 trillion national infrastructure overhaul. Unfortunately, the plans have seemed to temporarily stall, as North Korea, Iranian Nuclear Deal, Russia investigation, and other issues take precedent.

However, given the current state of the United States’ crumbling infrastructure, Washington D.C. may not be able to ignore the issue for much longer. While both political parties support an infrastructure overhaul, they both have very different ideas and methods at which to execute the plan.

Exhibit One – 2017 U.S. Infrastructure Scores Report

According to InfrastructureReportCard.org, the United States received a pitiful overall infrastructure score of “D+.” Diving deeper into the report, the infrastructure watchdog gave U.S. transit the overall worst grade with a “D-.” On the plus side, U.S. rail infrastructure was the highest rated with a “B” grade.

Source: InfrastructureReportCard.Org

Turning to a Bloomberg Intelligence report on U.S. infrastructure outlook, analysts once again highlight transportation as the weakest and in greatest need of improvement. Analysts estimate that U.S. government spending on transportation infrastructure alone could be as much as $306 billion annually within the next ten years. In 2016, transportation infrastructure spending came in at $245 billion. The Bloomberg Intelligence report also highlights the need for improving renewable energy infrastructure, which needs spending of around $201 billion through 2025. Analysts estimate that this represents 135 gigawatts of wind and solar energy capacity.

Exhibit Two – Transportation Spending Forecast

Source: Bloomberg Intelligence

Social Detention, Inc. is well-positioned to benefit from the needed infrastructure overhaul. The company is consistently land new government contracts on a regular basis, as management’s vast expertise in the field continues to pay off. Aside from its lucrative government contracting business, the company announced at the beginning of the year that it has entered the cannabis infrastructure business. As cannabis legalization continues to take hold and grow across the country, Social Detention’s cannabis construction business is a welcomed diversification into another high-growth market. After a posting record revenue during the first quarter of 2018, management sees second-quarter sales coming in between $1.3-1.5 million, based on the current backlog, outstanding & pending proposals.

US Infrastructure– A Background

Infrastructure consists of the “basic physical and organizational structures and facilities needed for the operation of a society or enterprise.” This includes roads, utilities, buildings, bridges, airports, rail, and more.

These structures and aspects of our society are often taken for granted, yet activity would come to a screeching halt if we did not have a vital infrastructure. Investing in quality infrastructure upgrades is a necessary part of any thriving society.

However, the United States government largely continues to ignore the current state of our nation’s infrastructure. While infrastructure reform is an issue that both political parties support in principle, they differ widely on how the reforms should take place.

In February 2018, President Donald Trump released his $1.5 trillion infrastructure

reform plans. The plan calls for $200 billion in direct federal funding, while local, state, and private investors are expected to fill in the remaining gap. In addition, the Trump infrastructure plan calls for massive deregulation to the permit application and review process.

A month later, Senate Democrats unveiled a counter $1 trillion infrastructure overhaul plan. Under their plan, around $140 billion would be allocated to road and bridge repairs, $115 billion set aside for water and sewage updates, $50 billion for schools, and $40 billion for airport renovations. It is important to note that the Senate Democrats’ infrastructure plan would also call for the rolling back of Trump Tax Cuts and revert back to the old tax code. However, it seems infrastructure plans have been set aside as numerous other political issues and scandals have gotten in the way. This does not change the fact that vital American infrastructure continues to decay and is in desperate need of repairs.

Exhibit Two – 2017 Infrastructure Grades By Section

Source: InfrastructureReportCard.org

The most recent Infrastructure report card from the American Society of Civil Engineers’

(ASCE) from 2017 gave the United States a “D+” grade, which remained unchanged from their last report in 2013. In the four years separating the two reports, the ASCE found aspects of infrastructure had improved, while others continued to decay or remain the same.

There were seven specific areas that saw improvement from 2013 to 2017: hazardous waste, inland waterways, levees, wastewater, schools, rail, and ports. On the other hand, there were three notable downgrades: transportation, solid waste, and parks & recreation. The remaining infrastructure groups retained their mediocre-to-poor ratings.


The report further highlights the dire need to upgrade US infrastructure across the board. However, our transit infrastructure needs to be a primary focus, as it is at risk of receiving a failing score in the near future. Overall, politics need to be set aside in order to prevent the United States’ vital infrastructure from completely failing.

Social Detention: Government Contracting Business

The driving force behind Social Detention, Inc. is its government infrastructure contracting business. Social Detention’s long history is filled with high-profile projects across California. Among some of the key projects Social Detention has been a part of include:

San Quentin State Prison

Judge Herrera Courthouse

Esparanza Pipe Replacement

Contra Costa Water District Main Replacement

Cal Trans Alameda

Cal Trans Concord Rapid Setting Concrete

Mohave County Jail

Long Beach Courthouse

Happy Valley Elementary Covered Walkway

El Dorado Juvenile Hall

Merced Juvenile Hall

City of Pleasanton Yolanda Outfall Structure Repair

CHP Mountain Pass Point of Entry – Ballistic Frame, Door and Activation Hardware

Mt. Diablo Unified School District – Install Electric Signage & Related Work At Holbrook Elementary School

Recent major contract awards:

In February 2018, Social Detention announced that it had received a $1.2 million service contract from TADRC, Inc. Under the terms of the deal, Social Detention will provide “engineering, estimating, project management, and professional services.”

In May 2018, Social Detention announced that it has been awarded several contracts for building security and infrastructure repairs in California. The combined contract value comes in over $900,000 and effectively begins in the month of May.

Exhibit Three – SODE Contract Work

Source: Sodetention.com

Social Detention president and CEO, Robert Legg, said “The award of these projects demonstrates our ability to perform in all our divisions.  As we venture through the second quarter 2018 we have built a platform to excel us to next level.  Our backlog is at an all-time high and the bid market is at the highest profit margin level I have seen in my 28-year career. Negotiations continue on several acquisitions as well.  We are in due diligence on three acquisitions that will be equity based without diluting our current authorized shares or cash position.”

The company’s most recent update announced a strategic partnership with DME, Inc., a California-based government contractor. The strategic partnership will allow Social Detention to participate and be active in proposals that it typically would not have access to outside of the partnership. The strategic partnership includes a 50/50 profit share from shared contracts.

Overall, Social Detention management estimates that the first twelve months under its strategic partnership could be around $2-5 million with profits around $600,000 to $1.5 million. In year two, revenues are estimated to come in between $5-10 million, with profits around $1.5-3 million.

Social Detention: Cannabis Infrastructure Projects


Another exciting growth area for Social Detention is the company’s cannabis infrastructure business. The entry into the cannabis infrastructure market came in November 2017, when Social Detention signed a joint venture agreement with Cann American Holdings.

The joint venture landed the first cannabis project just a month later in December 2017. The project was to build a commercial cannabis grow op facility in Hopland, California. The facility was the second on the client’s property and already in the process of growing 200 plants.

A second cannabis infrastructure contract was signed in early January 2018 by the joint venture. The second project featured building a grow op facility on five acres located in Nevada County, California. Once completed, the facility will be able to house 200 plants.

Social Detention’s ELLA subsidiary was responsible for grading, trenching, footings, setting rebar, and erection of the steel hoop structure. Cann American will be responsible for irrigation systems and consultation on the grow and crop yields upon completion of the build.”

Status Of Social Detention, Inc.

Social Detention continues to be in a fantastic position to benefit from the much-needed US infrastructure overhaul. The company’s leadership has an extensive background in

government contracting, which has shined through to Social Detention. The company is very well-respected and highly regarded within the California contracting market, as they have a long list of project success stories across the Bay Area to Southern California.

The company’s cannabis infrastructure business seems like a natural diversification for the company, which already has a stronghold in the largest cannabis market within the United States. Social Detention and its joint venture with Cann American Holdings have already completed two projects thus far into 2018.

As the infrastructure overhaul debate starts to come alive once again, Social Detention will be there ready to answer the call and benefit immensely. The company already posted record revenues during the first quarter 2018 and management estimates that the second quarter will be even better. Based on the recent developments, the estimates seem very reasonable.

The Balance Sheet and Income Statement

As of March 31, 2018, Social Detention reported the following current assets: cash of $168,953, and accounts receivable of $10,000. This gives the company total current assets of $178,953, as of the end of the period. Furthermore, the company reported other assets consisting of $28,300 in long-term investments, which gives American Green total assets greater than $207,253.

Exhibit FourSODE Balance Sheet Q1 2018

Source: OTCMarkets.com

Turning to liabilities, Social Detention reported note payable (related party) of $12,000 and notes payable of $28,300. This gives the company total current liabilities of $40,300, as of the end of the first quarter 2018.

In shareholders’ equity, Social Detention reported common stock of $183,753, additional paid-in capital of $220,847, a consolidated account of ($369,647) and an accumulated deficit of $132,000. This gives the company total shareholders’ deficit of $166,953. Total liabilities and shareholders’ deficit came in at $207,253, as of the end of March 2018.

Exhibit FiveSODE Cash Flow Statement Q12018

Source: OTCMarkets.com

Turning to the cash flow statement, Social Detention reported net income of $132,000. Accounts payable of ($7,875) and accounts receivable of $99,000 give the company changes in operating assets and liabilities of $91,125 and net cash used by operating activities of $223,125. The consolidated accounting of ($97,125) gives the company cash flows from financing activities of ($97,125). Social Detention ends with a net increase in cash of $126,000, which combined with $42,953 in cash from the beginning period, gives the company cash holds of $168,953 at the end of the period.

Management Team and Board Members

Robert LeggPresident, CEOMr. Legg has 20 years of Security and Infrastructure experience with a track record of taking companies from startup to multimillion-dollar revenue producers and leveraging for high return on investment.  His companies have been recognized nationally by Inc. Magazine and the San Francisco Business Journal Annually as one of the Years Fastest Growing Companies.  His project experience is $1.5 Billion in cumulative value.

Disclosures:

We do not own these shares and have no plans to acquire, purchase, sell, trade or transfer these shares in any manner.

We have no association with anyone, or any group, with any plan to acquire, purchase, sell, trade or transfer these shares.

Any opinions we may offer about the Company are solely our own, and are made in reliance upon our rights under the First Amendment to the U.S. Constitution, and are provided solely for the general opinionated discussion of our readers. Our opinions should not be considered to be complete, precise, accurate, or current investment advice. Such information and the opinions expressed are subject to change without notice. Separate from the factual content of our articles about the Company, we may from time to time include our own opinions about the Company, its business, markets and opportunities.

The information used and statements of fact made have been obtained from sources considered reliable but we neither guarantee nor represent the completeness or accuracy. We did not make an independent investigation or inquiry as to the accuracy of any information published by the Company, or other firmsThe author relied solely upon information published by the Company through its filings, press releases, presentations, and through its own internal due diligence for accuracy and completeness. Statements herein may contain forward-looking statements and are subject to significant risks and uncertainties affecting results.

This report or article is not intended as an offering, recommendation, or a solicitation of an offer to buy or sell the securities mentioned or discussed. This publication does not take into account the investment objectives, financial situation, or particular needs of any particular person. This publication does not provide all information material to an investor’s decision about whether or not to make any investment. Any discussion of risks in this presentation is not a disclosure of all risks or a complete discussion of the risks mentioned. We are not registered as a securities broker-dealer or an investment adviser with FINRA, the U.S. Securities and Exchange Commission or with any state securities regulatory authority.

ALL INFORMATION IN THIS REPORT IS PROVIDED “AS IS” WITHOUT WARRANTIES, EXPRESSED OR IMPLIED, OR REPRESENTATIONS OF ANY KIND. TO THE FULLEST EXTENT PERMISSIBLE UNDER APPLICABLE LAW, TWO TRIANGLE CONSULTING GROUP, LLC WILL NOT BE LIABLE FOR THE QUALITY, ACCURACY, COMPLETENESS, RELIABILITY OR TIMELINESS OF THIS INFORMATION, OR FOR ANY DIRECT, INDIRECT, CONSEQUENTIAL, INCIDENTAL, SPECIAL OR PUNITIVE DAMAGES THAT MAY ARISE OUT OF THE USE OF THIS INFORMATION BY YOU OR ANYONE ELSE (INCLUDING, BUT NOT LIMITED TO, LOST PROFITS, LOSS OF OPPORTUNITIES, TRADING LOSSES, AND DAMAGES THAT MAY RESULT FROM ANY INACCURACY OR INCOMPLETENESS OF THIS INFORMATION). TO THE FULLEST EXTENT PERMITTED BY LAW, TWO TRIANGLE CONSULTING GROUP, LLC WILL NOT BE LIABLE TO YOU OR ANYONE ELSE UNDER ANY TORT, CONTRACT, NEGLIGENCE, STRICT LIABILITY, PRODUCTS LIABILITY, OR OTHER

THEORY WITH RESPECT TO THIS PRESENTATION OF INFORMATION.

Information, opinions, or recommendations contained in this report are submitted solely for informational purposes. The information used in statements of fact made has been obtained from sources considered reliable, but we neither guarantee nor represent their completeness or accuracy. Such information and the opinions expressed are subject to change without notice. This research report is not intended as an offering or a solicitation of any offer to buy or sell the securities mentioned or discussed. The firm, its principles, or the assigned analyst may or may not own or trade shares, options, or warrants of this covered Company. We have received compensation of $2,000 to cover out distribution and production of this report. If additional compensation is received, future version of the report will be updated to reflect this compensation.   Globe Small Cap Research, has not in the past received compensation for the production of previous reports. The party responsible for the production of this report owns no common stock and/or warrants in the subject Company, in any way, shape, or form. The views expressed in this research Company report accurately reflect the analyst’s personal views about any or all of the subject securities or issuers referred to in this Company report, and no part of the analyst’s or the firm’s compensation was, or will be directly or indirectly related to the specific recommendation or views expressed in this report. Opinions expressed herein reflect the opinion of Globe Small Cap Research and are subject to change without notice. We claim no responsibility to update the information contained in this report. Investors should consider the suitability of any particular investment based on their ability to accept certain levels of risk, and should not rely solely on this report for information pertaining to the Company covered. We can be contacted at info@globesmallcap.com.