What makes a SaaS startup investable is not just today's product; it's what product it can become in two years and how rationally this transformation is planned. From an investor's perspective, a roadmap is not a calendar that looks fancy in PowerPoint. A roadmap is the most critical document showing a company's focus discipline, growth logic, how well it reads customer needs, and how it will use capital as a smart lever. This is also where startups in Türkiye stumble the most: Either the roadmap escapes into the romanticism of "we'll do everything" and doesn't inspire confidence, or the roadmap only describes today and doesn't present a growth vision to the investor. As EGEROBOT®, our 2026–2027 product roadmap's main claim is this: To move from being software that produces modular solutions in regulated sectors to becoming an ecosystem that carries institutions' compliance and risk operations.

To understand this strategy, this first needs to be clarified. In Türkiye, occupational health and safety, environmental compliance, periodic control, training, audit, and quality processes have been conducted in a fragmented way for many years. Some institutions work with OJHS, some have established internal units, some receive consulting, some see this as "paperwork." The common point is: processes are often disconnected from each other. Training is in a separate file, audit is in a separate Excel, non-conformity is on WhatsApp, signature is on paper, report archive is in a folder. Today, EGEROBOT®'s product modules can be seen as a software set that brings together this fragmentation. But the real growth plan is not to keep these modules as individually "sellable products"; it's to create a platform structure where modules are connected to each other through data and process. Because the ecosystem approach both produces greater value for the customer and creates a company profile with higher multiples for investors.

In the 2026–2027 product roadmap, our focus is first to strengthen the platform's "core operating system" layer. In regulated sectors, the platform's core is the accuracy of data and processes' evidence generation capacity. No matter how beautiful the product is, if the institution can't get the right output when an audit comes or doesn't leave the right trail, nobody lives in that software. For this reason, the first line of the roadmap, before the individual growth of modules, is the maturation of the platform's common infrastructure. What we mean here is not just technical infrastructure; it's corporate requirements like role-based authorization, location-based organization management, workflows, document infrastructure, log and traceability, report engine, and compliance outputs. This is also the point where institutions in Türkiye make the most purchases: trust. An institution that trusts opens more modules, stays longer, and embeds the platform in its operations.

As this core matures, the second strategic step comes into play: process integration between modules. EGEROBOT®'s ecosystem plan doesn't mean "there are many modules"; it means modules talk to each other with data. For example, when the training module and audit module combine, a non-conformity from the audit can directly generate a training need. Non-conformity actions can be linked to the training plan. Reports from periodic controls can feed the risk assessment module. Findings from health examinations can affect the workplace risk profile. This integration both produces real value for the customer and increases the platform's indispensability. From an investor perspective, this means churn decreasing and NRR rising. Because the strongest bond that keeps the customer inside is the product working as a system, not alone.

When we look at actual practices in Türkiye, there's another justification for the ecosystem strategy: institutions' purchasing budgets are modular. An institution doesn't buy everything at once. Usually, a small entry is made, then expansion comes. The roadmap's growth from modules to ecosystem is exactly aligned with this purchasing behavior. Entry to the institution is made with a module that produces quick value and is easy to deploy. Then, as trust increases within the institution, modules are opened step by step. This form of growth is the most realistic model of B2B sales in Türkiye. Because purchasing committees don't want to buy a big package with a single decision; first they want "let it work." EGEROBOT®'s product roadmap sees this behavior not as an obstacle but as a growth engine.

One of the most critical components of our 2026–2027 growth plan is the management layer. Regulated operations run in the field but budgets are opened in management. The breaking point in a platform's transformation into an ecosystem is not only field users understanding the platform; but also the CFO, factory manager, general manager, and holding-level executives understanding it. For this reason, strengthening the reporting, KPI, and performance layer holds a critical place in the roadmap. Data such as success rates in training, closure times of non-conformities, field observation trends, risk indicators, equipment failure trends; produce decisions for management. A platform that produces decisions is more easily accepted in purchasing processes. Because as investors often say: "Nice-to-have products don't win, must-have platforms win."

Of course, the ecosystem approach is not just about multiplying product modules; it's also about building the right partner architecture. There's a very strong service network in regulated sectors in Türkiye: OJHS, periodic control companies, consulting firms, training providers, auditors... These actors are part of institutions' operations. One leg of the ecosystem strategy is also to properly include these actors in the platform and to configure authority and process models accordingly. This way, the platform moves beyond being just "in-house software" to becoming a structure that also organizes the external world the institution works with. From an investor's perspective, this means: the product is sold not only to companies but to the sector. Platforms sold to the sector scale faster and build stronger barriers.

In this roadmap, the role of capital is particularly critical. Because transforming into an ecosystem is not just developing new features; it means institutionalizing productization. Proper product management, proper user experience, proper customer success organization, scaling of sales systematics, and proper channel strategies... Many products in Türkiye can't realize their potential because these muscles can't be built. The investment EGEROBOT® is seeking serves as an "accelerator" here. The investor doesn't just finance growth; they ensure growth is done with the right system. Mentorship, experience, and network support; accelerates the right hires, eases expansion to the right markets, and makes strategic partnerships possible. This also ensures the 2026–2027 roadmap is not a dream but a walkable plan.

In conclusion, EGEROBOT®'s 2026–2027 product roadmap is a rational growth plan from modules to ecosystem. At the foundation of this plan lies: the obligation to produce evidence in regulated processes, institutions' modular purchasing behaviors, and the platform becoming indispensable. We today are at the critical threshold of transforming field-proven experience into a scalable ecosystem. We are ready for strategic investment partners to accelerate this transformation and build a platform open to growth on a global scale. EGEROBOT®'s door is open to investors; because we want to grow this story not just as a product company, but as a category leader platform in regulated sectors. Together with the right investor, the 2026–2027 roadmap can transform from just a plan into an ecosystem reality.