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ITEM 2.
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MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS.
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This section of the report includes a number
of forward-looking statements that reflect our current views with respect to future events and financial performance. Forward-looking
statements are often identified by words like: believe, expect, estimate, anticipate, intend, project and similar expressions,
or words which, by their nature, refer to future events. You should not place undue certainty on these forward-looking statements,
which apply only as of the date of this report. These forward-looking statements are subject to certain risks and uncertainties
that could cause actual results to differ materially from historical results or our predictions. All funds are reflected in United
States dollars unless otherwise indicated.
We are a small company with limited financial
and managerial resources and we are insolvent. There is substantial doubt that we can continue as an on-going business for the
next twelve months unless we obtain additional capital to pay our bills. This is because we have generated insignificant revenues
from our operations during the last eight years. We have been able to remain in business as a result of investments, in debt or
equity securities, by our officers and directors and by other unrelated parties. We expect to incur operating losses in the foreseeable
future and our ability to continue as a going concern is dependent upon our ability to raise additional money through investments
by others and achieve profitable operations. There is no assurance that we will be able to raise additional money or that additional
money or that additional financing will be available to us on satisfactory terms or that we will be able to achieve profitable
operations. The consolidated statements were prepared under the assumption that we will continue as a going concern, however, there
can be no assurance that such financial support shall be ongoing or available on terms or conditions acceptable to the Company.
This raises substantial doubt about our ability to continue as a going concern. The consolidated financial statements do not include
any adjustments that might result from the outcome of this uncertainty.
For the last eight fiscal years, starting January
2010, our management and board of directors have raised funds through a personal and professional network of investors. This has
enabled product and business development, continued operations, and generation of customer interest. In order to continue operations,
management has contemplated several options to raise capital and sustain operations in the next 12 months. These options include,
but are not limited to, debt and equity offers to existing shareholders, debt and equity offers to independent investment professionals
and through various other financing alternatives. We currently believe that if we can secure sufficient additional capital
on a timely basis, in sufficient amounts and on reasonable terms and if we are successful in securing at least one project that
likely will enable us to continue operations for the next 12 months. There can be no guarantee that we will receive sufficient
additional capital on a timely basis and on reasonable terms that will allow is to continue to remain in business. Currently we
have not received any commitment from any third party to provide the additional capital that we believe we will require to sustain
our Company as a corporate entity or otherwise allow us to meet our financial obligations.
On April 8, 2017, the Company entered into
an agreement with FE Pharmacy Inc. whereby in consideration for the issuance of 475,000,000 common stock of Kallo, FE Pharmacy
Inc. assumed and will pay all of the Company’s outstanding indebtedness as of April 7, 2017. Management believes that with
this agreement in place, it can concentrate on bringing the potential projects as detailed below to fruition and any additional
funding can be met through one of the three options mentioned above.
In 2017 the Government of Ghana initiated several
discussions with us, to revisit how the Ministry of Defense – Military Hospital requirements, the Ministry of Health healthcare
infrastructure requirements and the Ministry of Education Teaching Hospital infrastructure requirements can be met using the Kallo
Integrated Delivery Model. The success of these discussions confirmed Ghana’s continued belief in the Kallo Integrated Delivery
System, as the best solution for the nation’s healthcare infrastructure development, which is very encouraging for our continued
business in Ghana.
On June 20, 2017, our branch office was legally
registered in Ghana. A valid tax identification number was issued and this number is to be used by us in all of our anticipated
business that we hope to conduct within Ghana. We have incorporated four SPVs (Special Purpose Vehicles / Companies) to oversee
the various projects we seek to undertake in Ghana. The SPVs are all incorporated under the laws of Ghana as private companies.
Based on our internal management assessments conducted without the benefit of any independent third-party
review or evaluation, we believe that our business plans involving Ghana are sound and may offer us significant business opportunities.
However, we cannot assure you that we will be able to obtain sufficient financing on reasonable terms and on a timely basis that
will allow us to pursue these opportunities.
We have entered into four major concession
agreements with four key governmental institutions in Ghana. We have also, through our SPVs has entered into the following concession
arrangements for the construction and operation of various hospital facilities in Ghana:
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Project
Description
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Kallo
SPV
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1
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Tamale
Military Hospital project
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K-TMH
Ghana Limited
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2
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Cape
Coast Teaching Hospital project
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K-UCC
Cape Coast Limited
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3
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Sunyani
Teaching Hospital project
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K-UENR
Sunyani Limited
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4
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Ho
Teaching Hospital project
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K-UHAS
Ho Limited
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These agreements are effective upon execution
and the concession period will start from the date on which financial close is achieved with the Lenders and all conditions precedent
are satisfied or waived. The financing has not closed yet and there is no guarantee that financial close will be achieved.
Plan of Operation
The following plan of operation contains forward-looking
statements, which involve risks and uncertainties. Our actual results could differ materially from those anticipated in these forward-looking
statements as a result of certain factors, including those set forth elsewhere in this document. Because of the speculative nature
of our operations and the nature of the African countries we are attempting to do business with, there is no assurance that any
of the planned operations will occur.
To the extent that we are financially able
and if circumstances allow, we plan to continue to develop components of Kallo Integrated Delivery System:
Kallo Integrated Delivery System (KIDS)
MobileCareTM – a mobile
trailer that opens into a state of the art clinical setup in a vehicle equipped with the latest technology in healthcare.
More than just a facility, MobileCare TM can instantly connect the onboard physician with specialists for on-demand consultation
via satellite through its Telehealth system. This is truly a holistic approach to delivering healthcare to the remotely located.
For many rural communities, the nearest hospital, doctor or nurse may be hundreds of kilometers away. In many cases, this gap can
be bridged using Telehealth technology that allows patients, nurses and doctors to talk as if they were in the same room.
RuralCareTM – prefabricated
modular healthcare units focused in rural areas where no roads infrastructure is available. They are equipped to provide
primary healthcare including X-Ray, ultrasound, surgery, pharmacy and lab services. Ranging from 1,200 to 3,800 square feet,
these clinics can be up and running in disaster zones or rural areas in as little as one week. Similar to the MobileCare
TM product, RuralCare TM also utilizes satellite communications to access the Telehealth system.
Our overall healthcare mission is to "reach the unreached".
Based on our own internal assessments conducted by our officers and without the benefit of any independent third party evaluation,
we believe that may be able to offer end-to-end solution that may include the following:
Global response center – located
in the Kallo headquarters in Canada, this is the escalation point for the coordination of delivery of Telehealth and eHealth support.
It consists of both the Clinical Command Center and the Administrative Command Center.
Regional response centers, Clinical and
Administrative Command centers – located in the urban area hospitals and connected with satellite communications, these
centers coordinate all aspects of the healthcare delivery solution with the Mobile clinics and Rural clinics including clinical
services, Telehealth services, pharmacy and medical consumable coordination as well as escalations to the Global response center.
Kallo University – provides education,
training and development of local resources for all aspects of the healthcare delivery which includes clinical, engineering and
administration.
Emergency Medical Services – provides
ground and air ambulance vehicles for emergency patient transport. We have now incorporated Medical Drone Services.
Based solely on our internal management assessments
conducted without the benefit of any independent third-party review or evaluation, we believe that our end-to-end delivery solution
is equipped with necessary medical equipment as per regional healthcare requirements. We also install our copyrighted software
and third party software as required along with a five (5) year support agreement renewable after the five (5) year initial term
that includes the medical equipment, software licenses, installation implementation and training. If we are successful then
we anticipate that may, if circumstances are favorable, allow us to generate an ongoing revenue stream for service, maintenance,
spare-parts, and consumables. However, we can not assure you that even if we are able to achieve these goals that we can do so
at levels that may allow us to achieve and sustain positive cash flow and profitability. We have incurred significant and protracted
losses and we have no record of achieving and sustaining positive cash flow and profitability and we can not be certain that we
will achieve either or both of these goals at any time in the future.
Business Overview
The Global need for standardized healthcare
service delivery to all geographies and to all people is the fundamental business driver for the innovation of the Kallo Integrated
Delivery System – “KIDS”.
This unique and comprehensive concept was developed
based on first hand discovery and a detailed study of ground realities and causal analysis over 15 years. The business issues in
the current healthcare systems are addressed by intricate orchestration of technologies both proprietary and off the shelf to create
a standardized healthcare delivery model across the continuum of care.
A strategic market approach was defined for
customers to take a well-informed decision and to work with Kallo on a national strategy for healthcare infrastructure and a standardized
healthcare services delivery model across the country. This led to the development of a structured business development process
and management for business success.
The business development model, unique to KIDS,
included in-country stakeholder workshops and white-board sessions on the KIDS concept and its application in their context of
healthcare infrastructure and healthcare services delivery model.
Kallo instituted the concept of conducting
detailed Clinical, Engineering and Technology studies led by Kallo to establish detailed requirements for preparation of a customized
proposal for the country and a phased roll out plan.
In addition, Kallo has addressed the major
issue of financing such large initiatives in under developed countries by developing a network of financial institutions and Banks
across the globe focused on humanitarian and healthcare projects.
Go-To-Market Strategy
Our Sales Go-To-Market Strategy is segmented
based on the varying needs of our customers in the following three categories:
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Full solution with Kallo Integrated Delivery
System (KIDS) – typically longer sales cycle and includes the end to end solution of Mobile Clinics, Rural Poly Clinics,
Global and Regional response centers, Clinical and Administrative command centers, telehealth support, Kallo University training,
pharmacy and medical consumable support and Emergency services with ground and air ambulance vehicles. This solution is focused
on the end-to-end healthcare needs of developing countries.
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Medical Tourism
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COVID-19 Rapid Response Program
Kallo’s Value Proposition
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Laying the foundational elements in building
the primary care infrastructure for an entire country
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Providing Technologies for current and
future adoption of advancements in clinical services such as Telemedicine, remote maintenance and management etc.
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Creating operational policies and procedures
to set higher standards of care
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Provide Education and training to build
resource capacity within the country
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KIDS provide a modular and flexible Point-of-Care
facility to enable healthcare services from cities to the most rural areas in a given country and helps overcome inequalities in
healthcare services across all geographies.
Kallo’s Key Market Differentiators
Kallo differentiates itself in our market segment
by offering the most comprehensive and holistic healthcare deliver solution available to meet the needs of developing countries
and countries with rural and remote populations. Kallo has invested considerable time and energy studying and understanding the
healthcare needs of our target market.
Unequivocal Differentiators
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1.
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Care platforms (Point-of-care facilities - Mobile Clinics, Rural
clinics & Modular Hospitals) manufactured to North American and internationally accepted standards
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2.
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Programs, facilities and services set-up to proactively detect and
treat infectious diseases
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3.
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On-going Tele-health service support, leveraging both local and international
expertise
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4.
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On-going education, training, & certification programs offered
through Kallo University
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5.
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On-going service & maintenance programs for all facilities and
equipment
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6.
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Leverages local skillsets and creates employment opportunities
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Competitive Landscape
Healthcare landscape is the most complex industry
at large. It has developed in each area of its function in an isolated fashion and hence today we have disparate functions, technologies
and infrastructure. Globally healthcare industry leaders are working hard to bring a synchronized approach in patient encounter,
diagnosis and treatment including preventive care. Kallo has leaped into the future with the KIDS concept and have successfully
brought together technologies including global telemedicine, infrastructure and functional expertise leading the industry and have
created the Kallo business ecosystem.
Kallo Integrated Delivery System (KIDS) has
been the key to our success in the under-developed, countries and will take a lead into developing and developed countries with
the flexibility of deploying components of KIDS.
Need for additional capital
We have incurred significant and protracted
operating losses since inception and have an accumulated deficit and a working capital deficit at September 30, 2019. We expect to
incur additional losses as we execute our go to market strategy. This raises substantial doubt about the Company’s ability
to continue as a going concern.
We cannot guarantee we will be successful in
our business operations. Our business is subject to risks inherent in the establishment of a business enterprise, including limited
capital resources and possible cost overruns due to price increases in services and products.
To become profitable and competitive, we anticipate that we will
have to sell our products and services in sufficient volumes and with margins that may allow us
to achieve profitability. We cannot assure you or anyone that we will be successful in these efforts.
There is no guaranty that we will obtain sufficient
additional financing on a timely basis and on reasonable terms. If financing is not available on satisfactory terms, we may be
unable to continue, develop, or expand our operations. Any equity financing will likely result in immediate and substantial dilution
of existing stockholders.
Results of operations
Revenues
We did not generate any revenues during the nine months ended September 30, 2019 or 2018.
However, we are pursuing what we hope may be suitable business opportunities that, based on our own internal management assessments
conducted without the benefit of any independent third-party review or evaluation, may offer us commercially feasible and appropriate
opportunities. However, we can assure you that we will be successful in any of these matters or, if we achieve any success, that
it will allow to achieve and sustain positive cash flow and profitability.
Expenses
During the three months ended September 30,
2019 we incurred total expenses of $94,960, including $99,497 in salaries and compensation, $2,000 in professional fees, $28,052
in interest and financing costs, $1,413 in selling and marketing and $3,619 as other expenses offset by $39,621 of foreign exchange
gain whereas during the three months ended September 30, 2018 we incurred total expenses of $192,261, including $101,544 in salaries
and compensation, $3,000 in professional fees, $28,052 in interest and financing costs, $53,391 in loss on foreign exchange and
$6,274 as other expenses.
The decrease in our total expenses for
the three months ended September 30, 2019 from the comparative period is mainly due to a decrease of $93,012 in foreign exchange
loss. The positive change in foreign exchange is due to the appreciation of the US dollar vis a vis the Canadian dollar.
During the nine months ended September 30,
2019 we incurred total expenses of $2,129,636, including $1,872,875 in salaries and compensation, $37,647 in professional fees,
$83,240 in interest and financing costs, $92,476 in loss on foreign exchange, $29,381 in selling and marketing and $14,017 as other
expenses whereas during the nine months ended September 30, 2018 we incurred total expenses of $343,120, including $303,313 in
salaries and compensation, $36,549 in professional fees, $83,240 in interest and financing costs and $15,689 in other expenses
offset by $95,671 foreign exchange gain.
The increase in salaries and compensation of $1,569,562 is mainly due to non-cash
stock based compensation of $1,574,480 in the current period. There is also a negative change in foreign exchange of $188,147 due
to depreciation of the US dollar vis a vis the Canadian dollar.
The Company is operating with a minimal number
of full time employees and office space until it can secure new contracts.
Net Loss
During the three months ended September
30, 2019 we did not generate any revenues and incurred a net loss of $94,960 compared to a net loss of $192,261 during the same
period in 2018. The main reason was the foreign exchange loss as discussed above. In that respect, we can not assure you that
we will be successful in reducing our losses at any time in the future and we may face significant and protracted financial losses
and we cannot guarantee that we will achieve any of our business goals.
During the nine months ended September 30,
2019 we did not generate any revenues and we incurred a net loss of $2,129,636 compared to a net loss of $343,120 during the same
period in 2018. The main reasons were the increase in salaries and compensation due to stock based compensation and negative movement
in exchange rate as discussed above. In that respect, we can not assure you that we will be successful in reducing our losses at
any time in the future and we may face significant and protracted financial losses and we cannot guarantee that we will achieve
any of our business goals.
Liquidity and capital resources
As at September 30, 2019, the Company had no current
assets and current liabilities of $6,604,982, indicating working capital deficiency of $6,604,982. As of September 30, 2019, we
had no assets and our total liabilities were $6,604,982 comprised of $3,670,389 in accounts payable and accrued liabilities, convertible
loans payable of $1,144,297, short term loans of $66,006 and liability for issuable shares of $1,724,290.
Cash used in operating activities amounted
to $27,169 during the nine months ended September 30, 2019, primarily as a result of the net loss adjusted for non-cash items and
various changes in operating assets and liabilities.
Cash provided by financing activities amounted
to $27,169 from proceeds from short term loans payable.
There was no cash movement in investing activities
during the current nine months period ended September 30, 2019.
As of September 30, 2019, our Total Liabilities
exceeded our Total Assets because we were insolvent. In that respect we face all the risks and uncertainties of any insolvent corporation
that could easily result in stockholders losing all or substantially all of their investment. Our common stock and our preferred
stock are securities that should only be acquired by persons who can accept the HIGH RISK of such an investment.