Company: ONCHW
Filing Date: 2025-04-08
Form Type: DRS/A
Source: 0001213900-25-029786
Chunk: 166

Company: 1RT Acquisition Corp.
Filing Date: 2025-04-08
Form: DRS/A
Chunk 166
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 with potential target companies. Step 3 — Rigorous Diligence Process When a transaction is in progress, teams are expected to be assigned to oversee due diligence, performing a comprehensive analysis of any potential target company. Multiple valuation techniques are expected to be employed to determine the investment price, with potential exit scenarios projected several years ahead. For each potential investment, memos are drafted and shared with the advisory and management teams to aid in the evaluation of the investment opportunity. Step 4 — Advisory and Management Team Discussions Following the review of draft investment memos, we plan to engage in internal roundtable discussions to ensure every advisory and management team member has a voice. Consensus will be sought to ensure clarity and conviction in decision -making, and in -depthconversations will be encouraged when differing perspectives arise. This collaborative process will be key to identifying the best investment opportunities. Step 5 — Sourcing & Execution The advisory and management teams are expected to build on direct relationships with C -suiteexecutives at key companies within the ecosystem. We expect a network of trusted partners, advisors, and venture capital contacts will facilitate the sourcing of deals. The advisory team’s global network is expected to contribute to securing additional deal flow, with inbound opportunities often emerging due to the advisory team’s position within the industry. Our management team is also well positioned to source a potential business combination from within the existing 1RT portfolios, or a company that is affiliated with our sponsor, officers or directors. Step 6 — Adding Post-Deal Value Following an investment, our management team expects to support the target in various aspects of its business. This will potentially include guidance on partnerships, hiring, and management coaching. Evaluating the quality of the leadership team, especially the CEO’s judgment and adaptability, will be central to ensuring the business can navigate challenges and scale effectively. In recent years, the number of SPACs that have been formed has increased substantially. Because there are more SPACs seeking to enter into an initial business combination with available targets, the competition for available targets with attractive fundamentals or business models may increase, which could cause target companies to demand improved 107 financial terms, which could increase the cost of, delay or otherwise complicate or frustrate our ability to find and consummate an initial business combination. See “Risk Factors — Because of our limited resources and the significant competition for business combination opportunities, it may be more difficult for us to complete our initial business combination. If we are unable to complete our initial business combination, our public shareholders may receive only