GPOX Pulse, the official weekly newsletter of GPO Plus, Inc. (OTCQB:GPOX)

We acquired a DSD business, and what followed was store-by-store transformation — management did not attempt to scale the model as acquired. Instead, it was three years of deliberate operational reconstruction: testing assumptions, absorbing failures, and emerging with a model that works. Route operations are no longer run day-to-day by the CEO; the business now runs on systems and a leadership team that didn't exist at acquisition. That reconstruction included four real setbacks — a vendor reneging on a Scan-Based Trading agreement, a Texas packaging law that made an entire product category non-compliant overnight, an 18-month relationship with a retail partner that never delivered, and early hiring turnover that disrupted routes. Each one produced a permanent operating fix: rigorous vendor vetting, a compliance-first posture, a partner qualification framework, and a redesigned hiring process. We're transparent about these, because the failures are as important to understanding GPOX as the results.

GPOX serves approximately 500 gas stations and convenience stores — regional chains — across 9 states, running through 6 regional hubs. Zoom out, and the channel we operate in is enormous: 151,975 convenience and gas retailers nationwide, each seeing 45,000+ transactions a month, driving $341.2 billion in annual in-store sales. It's one of the most durable, traffic-dense formats in retail — non-discretionary, recession-resistant, and structurally dependent on the kind of reliable weekly supply a DSD distributor exists to provide.

Legacy distributors like McLane, Sysco, and US Foods own roughly 80–85% of in-store convenience sourcing — high-volume, low-touch categories like tobacco cartons and mainstream snacks. GPOX targets the remaining 15% to 20%: alternative consumables, health and wellness products, other tobacco products, nicotine accessories, specialty packaged goods, private label products, and compliance-sensitive emerging categories that require vendor flexibility, nimble curation, and store-level relationships the large national distributors are structurally unable to provide. Out-of-stocks are the clearest example of the gap: vendor backlogs and supply disruptions leave shelves empty and cost stores real, immediate sales — GPOX closes that gap by managing inventory proactively. Not a fight with the giants — a lane they can't serve. And because we already have the margin and route economics working on every stop we make, adding a new category to that same delivery is close to found money: products once cost-prohibitive for a DSD distributor to carry are now incremental revenue on a truck that's already there. More at gpoplus.com/solutions.

How we make money. We deliver product to a store, and we earn the margin between what we paid for it and what the store pays us. Do that on a regular route, week after week, and it compounds. We grow by selling more products into each store we deliver to, and by adding new stores to our network.

What we've accomplished: real numbers, not projections. Since 2022, revenue per store has grown sixfold: from $180 a month to $1,000. Gross margin went from 15% to 28%. We cut operating costs and annualized revenue grew from about $1 million to about $6.4 million. That's three years of real, audited results across more than 500 stores.

We've invested over $5 million into a network designed to run 20,000 stores — hubs, mini-hubs, a delivery fleet, our own PRISM+ platform, and the operating discipline to run it well. Every new store we add runs on capacity that's already paid for — which is also why an NYSE uplisting, targeted for the end of 2027, is a real, standing goal for us.

The central question for GPOX was never whether the model works — three years of operating data across hundreds of stores answered that. It's how much value can be created when a now-proven operating system is capitalized and scaled at the right pace.

The 500 and 1,000-store rows reflect where we are and where we're headed next. The 5,000 and 20,000-store rows assume we also grow revenue per store as the network matures — that part is our target, not something we've hit yet.

You make money the way any shareholder does: as the business grows in value, so does the equity. Today, you can buy shares on the market online from most major brokerage firms, like Charles Schwab or E*TRADE. There's no dividend today, and none is planned in the near term. The thesis is straightforward: if GPOX continues converting its existing infrastructure into revenue-per-store growth at the pace shown since 2022, and reaches the scale where the network turns cash-flow positive, share value should reflect that.