1 Holdings & Investments – How I Am Starting to Build a Multi-Industry Company

1 Holdings & Investments – How I Am Starting to Build a Multi-Industry Company

By Ronen Kolton Yehuda (MKR: Messiah King RKY)

Introduction

I have published many ideas, models, and concepts across different fields – technology, food, security, finance, and more.

Until now, most of this work existed as independent concepts on my blogs and pages.

With this text, I am making a different move:

I am beginning the process of building 1 Holdings & Investments as a real business structure – and starting to organize several future companies under it.

In this article I explain:

what 1 Holdings & Investments is,
which business lines I plan to develop first, and
how I intend to move step by step from concepts to operations.

What Is 1 Holdings & Investments?

1 Holdings & Investments (“1”) is planned as a multi-industry holding and investment company.

It begins with one founder – myself.

It is currently at the planning and early preparation stage.

The long-term idea is that 1 will own, manage, and coordinate several companies in different industries.

The core logic behind 1 is simple:

Use one central holding structure to develop and connect separate companies in different sectors, each with its own management, brand, and business model – but all aligned under a shared vision and ownership.

In the early years, 1 will be very lean:

limited budget,
a small number of concrete projects, and
a strong focus on practical steps, not theory.

As resources grow, 1 can add more companies and assets over time, and it will aim to cooperate with existing players, not only compete with them – especially where 1 can bring clear innovation and unique platforms.

Initial Business Lines Under 1

At this stage I see four main business directions that 1 will work with:

Villan – a multi-industry, technology-oriented company
Security – security products and services
Bank – a future “Robin Hood of loans” financial concept
Fast Food Inc. – industrial food and scalable restaurant/franchise models

These are starting points, not a closed list.
In the future, 1 will and should create or acquire additional companies in other sectors.

Below is a general description of each line – intentionally high-level and non-binding.

Villan – Multi-Industry, Technology-Oriented Company

Villan is planned as the main technology growth engine inside 1.

It is defined as a multi-industry, technology-oriented company, not limited to one product or one category. Villan is expected to work in areas such as:

software and operating systems,
AI-based services and tools,
digital platforms and applications,
devices and hardware (including, where relevant, wearables and other form factors), and
technology architectures that can connect these layers together.

The emphasis is on platforms and systems, not on a single flagship gadget. Over time, Villan may combine:

its own operating systems and software layers,
cloud and on-device intelligence, and
collaborations around hardware and devices produced by Villan itself or by partners.

The intention is that Villan will:

focus on innovative, integrative technologies rather than copying existing ones,
design solutions that can work alongside products of other companies,
and be attractive as a partner – not only as a competitor.

The exact business mix will be determined over time, based on:

what is realistic to develop with the resources available,
where there is real market demand, and
which projects can generate revenue with reasonable risk.

In the beginning, Villan will most likely focus on:

software, AI tools, and digital services that can be built with relatively small teams, and
selected, focused technology pilots (including possible device or wearable collaborations) that can be tested without building a full industrial infrastructure.

If and when Villan grows, it may:

expand into more advanced hardware and integrated systems,
form partnerships with manufacturers and development groups in different countries, and
become a major technology company under the 1 umbrella.

All of this is direction, not a promise. Actual steps will depend on opportunities, partners, law, and capital.

Security – Security Products and Services

The Security line inside 1 is intended to combine traditional security services with, later on, more advanced technology-supported protection solutions.

In the near term, Security is expected to start with:

classic security services such as guards and protection for sites, events, buildings, and communities,
advisory work on basic security procedures, where it is lawful and appropriate.

Over the longer term, if conditions allow, Security may gradually integrate:

technology-based security tools,
AI-assisted monitoring and alert systems, and
hybrid human/technology solutions – always within legal and ethical boundaries and subject to the laws of each country.

The strategy is to:

begin with services that can be launched realistically,
build a reputation and operational experience, and
only then explore more advanced capabilities where regulation, law, and partnerships make it possible.

Security is meant to grow from simple, clear services into a more complex line of products and solutions, if and when reality allows.

Bank – A Future “Robin Hood of Loans” Concept

Bank is not an immediate company. It is a long-term financial vision.

The core idea is inspired by a “Robin Hood of loans” approach:

exploring ways to design fairer lending models,
using large deposits and capital more intelligently to support wider access to credit,
while still being economically sound and responsible.

However, banking is:

heavily regulated,
different in every country, and
requires licenses, strong compliance, and significant capital.

Because of that, Bank will remain a future project on the roadmap of 1, to be revisited when:

1 has more maturity and track record,
financial and legal partners are available, and
it is realistic to meet all regulatory obligations.

In this article, Bank is presented only as a concept, not as an existing financial institution and not as an offer of any banking services.

Fast Food Inc. – Industrial Food and Scalable Dining

Fast Food Inc. represents the food and dining line inside 1.

The core business idea is to combine:

centralized food preparation at industrial scale (factories, production kitchens), with
local finishing and serving in restaurants, kiosks, and partner venues.

In practice, this can mean:

supplying prepared or semi-prepared components to food operators,
designing food concepts that can be repeated, standardized, and franchised, and
building brands that can operate in different markets through local partners.

Fast Food Inc. is intended to be:

practical,
focused on volume and efficiency, and
attractive for franchisees, restaurant owners, and food groups who want strong concepts without building the entire supply chain themselves.

The exact product lines, cuisines, and formats will be chosen later based on:

demand in specific cities and countries,
partnerships with local operators, and
the ability to meet quality, safety, and cultural standards.

Again, this is a general direction. The details will be developed only when real projects, partners, and markets are identified.

How I Intend to Start in Practice

Because I am starting as a single founder without large capital, the first steps must be modest, clear, and realistic.

Preparation and Mapping

Publishing this article as a public starting point.
Structuring my existing written work into clear categories under 1 (technology, security, food, finance, and future areas).
Preparing short summaries, one-pagers, and decks that explain 1, Villan, Security, Bank, and Fast Food Inc. in a simple way.

Formal Setup

Deciding where to legally register 1 Holdings & Investments.
Considering where it makes sense to register the first operating company, most likely Villan or a focused project company under Villan.
Consulting with legal and financial professionals when required.

Early Operations

In the first operational phase, I expect to focus on:

one or a small number of Villan projects (for example, a software, AI, or technology-service offering),
exploring one concrete Fast Food Inc. model with a partner, where food production and restaurant operation can be tested in a limited way, and
examining where basic Security services could start in a lawful and controlled manner.

Each of these steps will be small, measurable experiments, designed to test:

the real market,
the real costs, and
the real revenue potential.

Growth and Spin-Outs

If and when some lines succeed, the plan is to:

expand them into larger companies under 1,
bring in additional partners, managers, and teams, and
gradually transform 1 from a founder-level structure into a holding group with multiple active companies.

Over time, 1 may:

hold majority or minority stakes in different companies,
coordinate shared services (for example, legal, finance, technology), and
make strategic decisions about where to invest more and where to slow down.

None of this is guaranteed; it is a framework for how growth could happen.

Future Portfolios Beyond the Initial Lines

Villan, Security, Bank, and Fast Food Inc. are only the first four directions I am organizing now.

The long-term vision for 1 includes the option to:

create or acquire additional companies in sectors such as infrastructure, climate, agriculture, media, hospitality, and others,
use 1 as a platform to connect these companies strategically, financially, and operationally, and
maintain a flexible structure that can adapt to new opportunities and changing realities.

Not every idea I have ever published will necessarily become a company under 1.

Some will remain public concepts, open frameworks, or past writings.
1 will focus on the projects that make sense operationally, lawfully, and economically.

Social Responsibility and the 10% Giving Policy

From the beginning, I want 1 Holdings & Investments – and especially Villan as a growth engine – to be built with a clear give-back mechanism to society.

The intention is that, when and if 1 and its companies become profitable, they will work toward a policy in which:

around 10% of net profits (after costs and obligations) are allocated for donation and social contribution, and
this contribution can be made both in money and in “worth money” – for example, products, services, knowledge, and tools provided on a donated or discounted basis where it is lawful and sustainable.

This 10% may be managed in more than one way:

Part of it may be donated directly to external organizations and projects whose work aligns with 1’s values (for example, in education, culture, technology access, health, environment, or social resilience).
In addition, 1 may – at a later stage – establish its own foundation or fund, tentatively referred to here as the 1 Holdings & Investments Foundation (name subject to change).

If such a foundation is created in the future, the idea is that:

it would accumulate the 10% allocation over time,
decisions about donations and projects would be made internally by the foundation’s own governance, without outsourcing that decision power to third-party managers, and
the foundation could support both direct projects initiated by 1 and donations to independent organizations.

The design principle is that part of the success of 1 should be systematically looped back into society, not only through external donations but also through direct initiatives and access to tools, where that makes sense.

Legally and practically:

The exact structure, governance, and implementation of the 10% policy, and of any future foundation, will depend on corporate structures, jurisdictions, and profitability.
At this stage it is a guiding intention, not a formal, enforceable commitment toward any specific beneficiary, jurisdiction, or timeline.
When 1 reaches the stage where this policy can be codified, it will be done through proper legal documents, bylaws, and agreements in each relevant country.

Ambition and Limits – Revenue Goals

I have publicly mentioned a long-term vision in which, if everything goes extremely well over many years, 1 Holdings & Investments could approach around 1 trillion USD in annual revenue.

It is essential to state clearly:

This is not a promise,
not a financial forecast, and
not a guarantee of any kind.

It is a North Star – a direction of ambition that reflects the potential size of a group operating across many industries, not a prediction of what will actually happen.

Whether 1 reaches:

a very large scale,
a modest scale, or
never reaches significant size at all,

depends on many factors, including:

success or failure of individual companies,
global markets, regulation, and timing,
access to capital and partnerships,
and my own health and ability to lead over time.

Nothing in this article should be read as:

an invitation to invest,
an offer of shares or securities, or
financial advice.

Any real investment discussion in the future will be handled separately, with proper documents and according to the law in the relevant jurisdiction.

Disclaimer and Collaboration Note

Disclaimer

All descriptions in this article are forward-looking and based on my current intentions and understanding.

They:

do not create any legal obligation,
do not guarantee any result, and
may change as reality, law, and circumstances evolve.

This text is not an investment prospectus and not a legal or financial offering document.

Collaboration

I am open to ethical, transparent cooperation with:

individuals,
companies, and
institutions

who are interested in:

technology development,
security solutions,
food systems, or
future financial models aligned with the values described here.

Any collaboration must respect:

my authorship of the concepts,
the integrity of the ideas, and
the need to work according to law and regulation in each country.

Conclusion – Building Real Advantages, Step by Step

1 Holdings & Investments is not meant to be a loose collection of ideas. It is intended to become a structured way of turning selected concepts into companies that have clear proportional advantages – advantages that make sense for partners, investors, and existing industries, not only for myself as a founder.

For Villan, that means focusing on areas where a new player can genuinely add value: operating systems, software layers, and flexible technology platforms that can sit on top of or alongside existing products, including, where relevant, collaborations around devices and wearables – rather than trying to copy or replace everything that large companies already do. The goal is to be useful – to offer architectures, tools, and integrations that make it rational for other companies to collaborate, license, invest, or co-develop.

For Security, proportional advantage means combining practical, disciplined services with careful, lawful introduction of technology over time. If Security develops tools and methods that help clients improve safety, reduce risk, or operate more efficiently – without ignoring ethical or legal limits – then there is a natural reason for organizations, cities, and institutions to work with it. The advantage is not only technology, but also trust and the ability to operate within regulations.

For Bank, as a long-term vision, the main question is proportional advantage: can a future financial structure based on fairer lending models create a better balance between depositors, borrowers, and risk – in a way that regulators can accept and that investors can understand? If yes, there is a logic to building it. If not, it should remain a concept on paper.

Even for Fast Food Inc., proportional advantage lies in standardized, scalable food concepts that help existing restaurants, kiosks, and groups run better businesses. If the model can reduce complexity, stabilize quality, or open new menus and formats for local operators, then it becomes a partner, not a threat. Central preparation plus local finishing is valuable only if it clearly improves margins, quality, or speed for the people actually serving customers.

Across all of these lines, 1 must constantly ask the same questions:

What are we adding that does not already exist at scale?
Why would a serious partner or investor choose to work with us?
How do we avoid unnecessary cannibalization and instead create new space, new categories, or new efficiency?
How do we design our success so that around 10% of profits flows back to society in a structured way?
How can we aim at very large potential scale – even the possibility of 1 trillion USD in revenue in the very long term – without losing discipline, legality, or realism?

The answers will not come from declarations, but from careful design, realistic pilots, and transparent cooperation. The advantage of 1 is that it can connect different domains – technology, food, security, future finance – under one owner and one logic, while still allowing each company to be focused and professional in its own field, and while reserving space for systematic giving through a dedicated policy and, potentially, a dedicated foundation.

This conclusion is not a celebration of what already exists. It is a statement of how I intend to think and act going forward: selecting projects that are grounded in reality, building proportional advantages that make sense for others as well as for 1, targeting ambitious scale while accepting real-world limits, and designing a structure that, if it succeeds, will return a defined share of its profits back to society.

Legal Note on Timelines, Incorporation and Commitments

This article reflects my current vision and personal plans for 1 Holdings & Investments and its possible future companies. It is conceptual and informational in nature and does not constitute a commitment to incorporate any specific company, to launch any specific product or service, or to execute any particular roadmap.

At this stage, there are no signed investors, no formal funding agreements, and no confirmed operational timeline. I cannot and do not commit to any specific dates, milestones, or order of execution, including the legal registration of 1 Holdings & Investments or any related entities. All references to future steps, phases, or growth paths are aspirational only and may change, be delayed, or never occur.

The same applies to the 10% giving policy, any mention of a future 1 Holdings & Investments Foundation, and any long-term revenue goals mentioned here: they represent intended principles and directions, not binding obligations toward any specific person, organization, or outcome unless and until they are formally adopted in legal documents.

When and if I enter into discussions with investors, partners, or institutions, any real commitments will be made only through separate, formal agreements (such as contracts, investment documents, or corporate resolutions) that will define rights, obligations, timelines, and responsibilities in a clear legal framework. Nothing in this article should be read as replacing such agreements or creating any binding obligation toward any reader.