TMGI Closes Apache Creek Acquisition, Cementing Hybrid Platform Strategy as Golf’s Economics Enter a Structural Reset

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INVESTOR COMMENTARY

TMGI Closes Apache Creek Acquisition, Cementing Hybrid Platform Strategy as Golf’s Economics Enter a Structural Reset

With a cash-flowing Arizona championship course now under ownership and the Stand By Golf™ technology stack deploying on top of it, Transglobal Management Group advances one of the clearest asset-plus-platform consolidation plays in the small-cap digital commerce landscape — with the GETGOLF international launch set to follow in Q4 2026.

Bristol, Tennessee — The Vanderbilt Report, today issues the following market commentary on Transglobal Management Group, Inc. (OTC: TMGI), following the April 15, 2026 closing of the Company’s acquisition of Apache Creek Golf Club in Apache Junction, Arizona.

A Closing That Clarifies the Strategy

We have been tracking Transglobal Management Group’s evolution from a regional tee-time booking service into something materially more ambitious. The April 15, 2026 closing of Apache Creek Golf Club clarifies the strategy with a level of definition the market has not had before.

This is not a golf course changing hands. It is the operational cornerstone of a hybrid business model that combines physical asset ownership with scalable technology infrastructure — an approach that has repeatedly transformed hospitality, entertainment, and transportation. TMGI is now applying that same playbook to a $22 billion global golf market that has remained structurally fragmented and technologically under-served for decades.

Apache Creek: Immediate Cash Flow, a Technology Proving Ground, and Operational Continuity

Apache Creek generated approximately $2.7 million in revenue in 2025, with net profit in excess of $400,000. That cash-flow profile gives TMGI a profitable, stabilized asset on day one. The course’s second — and potentially more valuable — role is its designation as the live operating environment for the Stand By Golf™ platform.

TMGI now owns both the physical asset and the digital transaction layer running on top of it. That dual ownership unlocks three advantages competitors cannot easily replicate: full data visibility into booking behavior, complete pricing control across every tee time, and direct margin capture on transactions that would otherwise leak to third-party distributors.

Longtime owner and manager Steve Dallas retains an ownership position and continues operating alongside his management team. This continuity preserves decades of operational expertise and customer relationships while TMGI overlays new technology and strategic direction — the kind of clean integration handoff that accelerates, rather than disrupts, the path to optimization.

The Dual-Engine Model: Assets Plus Technology, Built for Compounding Revenue Layers

TMGI is executing two parallel strategies that reinforce one another.

Asset Consolidation: Acquire and optimize under-managed, cash-flowing golf courses at favorable acquisition multiples.

Technology Monetization: Deploy Stand By Golf™ as a scalable SaaS and marketplace platform across both owned and third-party courses.

The combination creates revenue layers that traditional golf operators simply cannot access from a single-discipline position:

• Course-level operating income from owned properties
• SaaS and licensing revenue from technology deployment
• Transaction and booking fees from marketplace activity
• Advertising and marketing monetization across the content surface
• Data- and loyalty-driven recurring revenue streams

The model echoes the hybrid architectures executed by Apple and Amazon, where the operator invests in its own products while building the connective infrastructure that links an entire ecosystem. Platform models are inherently asset-light at scale; when value creation is internalized, revenue grows geometrically while costs grow linearly. That is the economic profile TMGI is building toward.

Platform Economics Meet a Market Built for Consolidation

The global golf industry exhibits nearly every characteristic that attracts successful platform consolidation: scale, fragmentation, manual processes, and price rigidity.

• 38,081 golf courses across 206 countries globally
• More than 100 million people engaging with the sport worldwide
• Global golf course market expected to reach $22 billion by 2033
• Most courses still operate on manual scheduling systems with static pricing

Unused tee times generate zero revenue. Dynamic pricing converts previously lost capacity into profitable transactions while simultaneously expanding customer access — the same yield management principle that transformed hospitality economics. A 100-room hotel that underprices by just $20 per night sacrifices up to $730,000 annually at full occupancy and more than $400,000 even at 60% utilization. Golf courses face the identical revenue leakage, and TMGI is building the infrastructure to capture it.

Stand By Golf™: A 35-Year Track Record and a National Runway

Stand By Golf has operated for 35 years, offering golfers access to premium courses at 20–60% discounts for same-day and advance bookings across more than 200 championship courses in Phoenix/Scottsdale, Palm Springs, and Las Vegas. Longevity of that order is its own endorsement — the model works, and it has worked through multiple cycles in the golf industry.

TMGI is now positioning Stand By Golf to evolve from a regional booking service into national golf infrastructure. The platform is engineered to deliver:

• Dynamic, demand-based tee-time pricing
• Monetization of unused inventory at scale
• Integrated course operations and analytics tools
• Consumer engagement and loyalty ecosystems
• White-label deployment opportunities for enterprise partners

The U.S. dynamic pricing market generated $1.65 billion in revenue in 2024, with hotels and hospitality representing 14.6% market share and growing at a 7.5% CAGR. Golf courses are beginning to adopt similar approaches, but most lack the technology infrastructure to execute effectively. TMGI already has it.

Institutional Capital Has Already Validated the Thesis

Private equity has intensified its presence in golf, and the most significant recent marker was Bain Capital’s November 2025 acquisition of Concert Golf Partners for approximately $1.3 billion, including debt, to support continued growth within the U.S. private golf and country club sector. That transaction confirms at the highest level of institutional capital what TMGI has been building toward at the operating level.

The acquisition segment TMGI is targeting — profitable mid-to-high level daily-fee courses with operational upside through technology integration — is exactly where supply-demand imbalance is most pronounced. Institutional groups face short supply of private clubs, which pushes attention toward the daily-fee tier. TMGI is early, focused, and already executing inside that tier.

Consolidation further accelerates when generational ownership transfers coincide with digital transformation pressure. Many course owners approach retirement without succession plans — and that creates a sustained, repeatable pipeline for buyers with capital discipline and operational expertise.

A Technology Leadership Position in an Industry Just Beginning to Digitize

Across the broader course operator base, AI-driven tools and predictive analytics for demand forecasting are just beginning to enter deployment. Feature-rich software capable of integrating with existing course systems — real-time visibility across golf, retail, food and beverage, accounting, and marketing — is rapidly becoming the baseline operator expectation.

TMGI’s structural advantage is that it can refine pricing algorithms, customer acquisition strategies, and operational efficiencies inside its own courses before licensing the refined product to third parties. Companies that solve their own problems first tend to build more durable software than pure vendors who are guessing at the operator’s reality. Apache Creek converts TMGI’s technology thesis from a deck slide into a live operating benchmark.

Demographic Tailwinds Favor Exactly This Model

The profile of who is playing golf — and why — has shifted in a way that directly favors TMGI’s approach.

• Over 50% of Gen Z golfers and nearly half of Millennials cite mental health and self-care as primary reasons for playing
• Registered golfers have reached 8.2 million, a 10% increase compared to 2020
• Registered women golfers have grown from 1.5 million in 2020 to 1.6 million in 2023
• Younger players expect digital booking, flexible membership, and technology-enabled social connectivity

Traditional private-club models are structurally mismatched to these preferences. Platforms that emphasize accessibility, dynamic pricing, and integrated digital experiences align directly with where the next generation of golf demand is concentrated. Stand By Golf™ and the forthcoming GETGOLF platform are built for this demographic, not retrofitted toward it.

GETGOLF: International Expansion Set for Q4 2026

TMGI is preparing to launch GETGOLF in the fourth quarter of 2026 — an international platform designed to integrate real-time tee-time booking, travel planning, and social connectivity for golfers worldwide. The expansion is well-timed: the global golf equipment market stood at $8 billion in 2025 and is projected to reach $15.3 billion by 2035 at a 6.7% CAGR, with technological advancement and rising participation as the primary growth drivers.

Apache Creek gives TMGI the domestic proving ground to harden pricing algorithms, booking flows, and loyalty mechanics before they roll internationally. By the time GETGOLF launches in Q4 2026, the platform will be carrying forward an operating template that has been tested, not theorized — which is precisely the sequencing institutional investors look for in a platform expansion.

A Capital Structure Offering Optionality Across Multiple Valuation Frameworks

TMGI trades on OTC Markets under the ticker symbol TMGI, and the hybrid model creates something rare in small-cap markets: optionality across multiple, distinct valuation frameworks.

• Real asset ownership delivers cash flow and a tangible value floor through physical property
• Recurring SaaS revenue supports high-margin scalability and the valuation multiples attached to it
• Marketplace dynamics layer network effects and data monetization on top as platform scale compounds

Traditional golf operators are valued on cash flow multiples. SaaS companies command revenue multiples anchored to growth and retention. Marketplaces are valued on gross merchandise volume and take rates. TMGI’s structure positions the Company to be evaluated through whichever lens an allocator prefers — and as the mix of revenue streams matures, upward re-rating is the natural consequence of the story coming into focus.

Why The Vanderbilt Report Is Watching TMGI

The setup, as of the Apache Creek closing, rests on several compounding factors:

• A profitable, stabilized asset with $2.7 million in 2025 revenue and more than $400,000 in net profit now sits on the balance sheet, anchoring the model with real cash flow from day one.
• Dual ownership of both the physical course and the Stand By Golf™ technology stack creates data, pricing, and margin advantages that single-discipline operators cannot replicate.
• Stand By Golf™ brings 35 years of operating history and more than 200 championship courses across three premier U.S. golf markets into the platform’s foundation.
• Bain Capital’s $1.3 billion Concert Golf Partners acquisition validates institutional appetite for the golf consolidation thesis at the highest level of capital.
• Demographic momentum — 8.2 million registered golfers, double-digit growth since 2020, and rising Gen Z and Millennial participation tied to wellness — aligns directly with the platform’s accessibility and digital-first value proposition.
• The GETGOLF international launch in Q4 2026 extends the same operating template into a global market projected at $15.3 billion by 2035.
• Optionality across cash-flow, SaaS, and marketplace valuation frameworks creates multiple paths to upward re-rating as revenue mix matures.

Investors are encouraged to conduct their own due diligence and to review the Company’s public filings, including the Form 8-K filed April 15, 2026 covering the Apache Creek transaction.

IMPORTANT DISCLOSURES

About The Vanderbilt Report: The Vanderbilt Report is an independent financial communications platform providing analysis and market commentary on publicly traded companies, with a focus on small-cap and micro-cap equities. The Vanderbilt Report is based in Bristol, Tennessee.

Compensation Disclosure: AB Holdings LLC has been compensated in connection with this publication. This report has been prepared for informational purposes only and does not constitute investment advice, a solicitation to buy or sell securities, or a recommendation of any kind.

Transaction-Specific Disclosure — Apache Creek: The Apache Creek Golf Club acquisition, closed April 15, 2026, includes structured payment obligations through June 30, 2026. Pursuant to the transaction terms, ownership reverts to the seller if payment obligations are not satisfied within the agreed timeframes. Investors should review the Form 8-K filed April 15, 2026 for complete transaction terms, payment structure, and related conditions.

Risk Warning: Investing in OTC-listed and small-cap equities involves significant risk, including the possible loss of the entire investment. Companies discussed herein may face capital requirements, acquisition integration risk, competitive pressure, and adverse business developments. Platform business models depend on achieving scale and adoption, and there can be no assurance that TMGI will achieve the scale necessary to realize the full economic benefit of its strategy. International expansion carries execution and regulatory risk that varies by jurisdiction. Past performance is not indicative of future results.

Forward-Looking Statements: This report 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 known and unknown risks, uncertainties, and other factors that may cause Transglobal Management Group, Inc.’s actual results, performance, or achievements to be materially different from any future results, performances, or achievements expressed or implied by the forward-looking statements. The Company cautions investors not to place undue reliance on these forward-looking statements, which speak only as of the date of this release. The Company undertakes no obligation to update any forward-looking statements except as required by law.

Data Sources: Data sourced from Transglobal Management Group, Inc. public filings including Form 8-K filed April 15, 2026; Company press releases; Stand By Golf™ public disclosures; publicly available market intelligence regarding Bain Capital’s November 2025 acquisition of Concert Golf Partners; and published industry data regarding golf participation, course counts, dynamic pricing market size, and global equipment market projections. All figures accurate as of the date of publication: April 2026.

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