Executive Summary

AWAKEN Sanctuary is a built, operating asset on the Amazon deforestation frontier: a private lodge of 35 villas across six categories on 24 hectares of titled rainforest, 15 km from Iquitos in Loreto, Peru, constructed between 2021 and 2024 for about $2.62M by 45 investors. It was proven in the market — more than 96 guests from 15+ countries at premium rates — before a 2024 sequence of climate events (a storm, a record drought, and wind hurricanes) damaged 12 villa roofs, the yoga hall, and two of three water pumps, and forced it to close.

That is the rarest thing about this opportunity, stated plainly: the hard, slow, expensive part is already done and already worked. The land is titled and registered with SUNARP, the lodge is built, the corporate and tax structure is in place, and demand was validated at premium prices. What remains is a disciplined restart.

The model — conservation funded by premium tourism

The Sanctuary is an integrated conservation, research and tourism lodge run as a single operating entity in which the lodge itself doubles as a field base. Premium tourism generates the cash that funds conservation and science; the conservation and science make the destination distinctive, defensible, and grant-eligible; and that distinctiveness sustains premium pricing and repeat guests. The pattern across the most successful operators in this category — Tahuayo Lodge (the same region), Lapa Rios, Inkaterra, Tambopata Research Center — is consistent: the lodges with the clearest conservation mission are also the most profitable and the most durable.

The raise — only $700k is mandatory

Tranche 1 — Equity ~$700k. Deployed first. Reopens the property, funds year-one operation and marketing, reaches profitability. The only capital the business strictly needs (peak cumulative cash gap ~$600k at the end of 2027, plus a $100k climate reserve).
Tranche 2 — Convertible standby up to $1.64M. Committed for conservation and growth (Phases 2–3), drawn only if operating cash is insufficient, converting at a cap if and when drawn. In the base model only ~$505k is called; operations throw off ~$9M cumulatively over 2028–2033 and self-fund the rest.
Total committed $2.34M.

Financial shape (base case, management estimate)

A restart J-curve: loss-making by design in 2026 (repair-and-hire) and 2027 (10% occupancy), profitable from 2028, stabilizing at 55% occupancy by 2031.

Stabilized 2031: revenue ~$4.74M, EBITDA ~$1.97M (41.5%), above the global lodge benchmark of 25–32% — driven by premium villa pricing and a low Peruvian cost base.
Downside (occupancy −30%, rates −15%, costs +15%): margin still positive at ~23%.
Returns on the $700k equity (pro-forma, after the convertible converts and dilutes): ~4.2× MOIC, ~24% IRR.

Entry — priced on the asset today, not the upside

Entry is priced on the value of the damaged asset today — a pre-money of about $2.62M (invested / book value, confirmed by the SUNARP-registered company valuation; negotiable toward the ~$4.6M intact-replacement floor). On that basis the $700k equity buys ~21%. It is deliberately not priced on the post-restart DCF (~$7.7M) — that is value the new capital helps create, and therefore the investor's upside, not the entry price.

Status & ask (honest)

The property is built and proven but currently closed. In hand: titled land, two Peruvian entities, 45 shareholders under a single Shareholders Agreement, the Ley 27037 tax regime through 2048, a documented track record of premium guests, and a complete financial model. To do: a defined, modest repair and a disciplined commercial restart. No future bookings are assumed in the plan beyond a conservative occupancy ramp.

Forward-looking figures are management estimates. Confidential.