Here are a few brief analogies for Edible Garden:

• It's like a 'Dole for the digital age,' growing sustainable, indoor organic herbs and lettuces for local supermarkets.

• Think of it as the 'Whole Foods of high-tech farming,' cultivating organic, traceable herbs and lettuces for grocery stores.

• Live Potted Herbs: Ten types of individually potted, live herbs.
• Cut Single-Herb Clamshells: Ten types of pre-packaged, cut single herbs.
• Specialty Herb Items: Two distinct specialty herb products.
• Lettuce: Six different types of lettuce.
• Hydro Basil: Basil grown using hydroponic methods.
• Bulk Basil: Basil offered in larger quantities.
• Vegan Protein Powder: A plant-based protein supplement.

Edible Garden (EDBL) primarily sells its products to other companies, specifically regional and national supermarkets.

While the company states that a few of these customers constitute a majority of its total revenue (e.g., approximately 76% of revenue from three customers in 2021), the specific names of these major supermarket customers are not disclosed in the provided background information.

Jim Kras, Chief Executive Officer

Jim Kras is a co-founder of Edible Garden and has served as Chief Executive Officer and Director since March 2020. He led the company's successful IPO on NASDAQ. With decades of experience in consumer products and brand development, he previously held the role of President and Chief Marketing Officer of Edible Garden Corp., the predecessor company, from 2016 to 2020. His career includes senior leadership positions in marketing at global companies such as Ajinomoto and The Nature's Bounty Co. (now The Bountiful Company), where he revitalized brands like MET-Rx, Pure Protein, and Body Fortress. Mr. Kras began his career in advertising on Madison Avenue, working with agencies including Grey, iCrossing, and Dentsu/Carat. In March 2020, he and business partner Mike James purchased Edible Garden.

Sohail Ahmad, Vice President of Finance

Sohail Ahmad was appointed Vice President of Finance on June 17, 2025. He brings over 20 years of experience in finance, leading transformation and growth across global food and consumer goods companies in both public and private sectors. Mr. Ahmad most recently served as Chief Financial Officer of HOS Global Foods, a privately held enterprise. Prior to that, he was Global CFO and Vice President of Finance at Guestworldwide, a $1.7 billion division of Sysco Corporation. His background also includes senior finance roles at Godiva Chocolatier and Mondelez/Kraft International, and he began his career at Johnson & Johnson and NASD (now FINRA).

Mathew McConnell, Executive Vice President, Strategic Partnerships

Mathew McConnell joined Edible Garden's senior leadership team as Executive Vice President, Strategic Partnerships, effective January 9, 2026. In this role, he is responsible for advancing the Company's strategic initiatives, strengthening relationships with investors and partners, and supporting long-term growth. Mr. McConnell has over 40 years of capital markets and financial leadership experience, having held senior roles at global financial institutions such as Morgan Stanley, HSBC, Fidelity, and Bank of America. He also served as Head of Equity Capital Markets at BancTrust Securities and as Chief Executive Officer of Marco Polo Securities in New York. He is also a member of Edible Garden's Board of Directors.

David Ross, Vice President of Sales and Marketing

David Ross was appointed Vice President of Sales and Marketing in June 2023. He previously served as Director of Sales and Marketing at Edible Garden. Before joining the company, Mr. Ross was a Senior Category Manager at Wakefern, where he played a key role in launching their Own Brands Fresh line. His prior experience includes leadership roles at Church & Dwight, Topps, and Unilever.

Emily Morel, Director of Production & Personnel

Emily Morel has been leading production planning and team development at Edible Garden's Belvidere facility since 2021. She possesses nearly a decade of leadership experience and fosters a positive and collaborative work environment. Ms. Morel has also established strong partnerships with local nonprofits, championing initiatives focused on sustainability, reducing food waste, and increasing access to fresh, organic produce.

Substantial Doubt About Going Concern: Edible Garden has a history of operating losses since its inception and expects to incur additional near-term losses. Its auditors have issued an opinion expressing substantial doubt about the company's ability to continue as a going concern if it is unable to complete its current offering.

Customer Concentration Risk: A significant portion of Edible Garden's total revenue is derived from a small number of customers. For instance, in the year ended December 31, 2021, approximately 76% of revenue came from three customers, and in the period from inception through December 31, 2020, one customer accounted for approximately 34% of revenue. The company faces a significant risk of losing a substantial source of revenue if these major customers cease purchasing its products and it cannot replace that revenue with sales to additional customers.

Edible Garden (EDBL) Addressable Market Sizes in the U.S.

• Expansion of Retail Distribution and Customer Base: Edible Garden is consistently expanding its market reach by forging new distribution agreements and extending its product availability across regional and national supermarket chains. Recent examples include chainwide distribution of USDA Organic herbs at The Fresh Market, new locations in New York City's Urban Market and DUMBO Market, and partnerships with Busch's Fresh Food Market, Hannaford Supermarkets, Kroger, and Woodman's Markets. This strategy is designed to increase sales volume by making its products accessible to a broader consumer base.
• Diversification into Higher-Margin Consumer Packaged Goods (CPG) and Nutrition Products: The company is actively transforming into a diversified consumer packaged goods company by launching and expanding new, higher-margin product lines. This includes the "Kick Sports Nutrition" line, "Pulp" fermented gourmet sauces, "Pickle Party" pickles and krauts, and a broader nutrition platform, including ready-to-drink initiatives. This strategic shift aims to broaden its product portfolio beyond fresh produce and capture higher-value revenue streams.
• Increased Vertical Integration and Production Capacity: Edible Garden is enhancing its operational efficiency and capacity by increasing in-house production of its fresh products and reducing reliance on third-party growers. Investments in equipment and infrastructure support increased production volumes, allowing the company to meet growing demand, improve gross profit margins, and ensure a consistent supply of its offerings.
• International Expansion and Strategic Acquisitions: The company is looking to grow revenue through international market penetration and potential acquisitions. Edible Garden has reported significant growth in international vitamin and supplement revenue and has discussed the potential acquisition of companies like Narayan Group, a European producer of organic coconut and superfood products, to expand its international footprint and diversify its product offerings.

Share Issuance

• Edible Garden is pursuing an offering to raise capital for strategic growth opportunities and to strengthen its existing business.
• The completion of this offering is considered crucial for the company's ability to continue as a going concern.

Inbound Investments

• The company is undertaking an offering to raise capital from third-parties.
• Proceeds from this offering are intended to strengthen existing operations and fund growth initiatives.
• A portion of the funds from the offering will be used to build or acquire greenhouses near population centers and distribution centers.

Outbound Investments

• On March 30, 2020, Edible Garden purchased substantially all of the assets of Edible Garden Corp., a subsidiary of Terra Tech Corp. (now Unrivaled Brands, Inc.).

Capital Expenditures

• Planned capital expenditures include building or acquiring greenhouses near population centers and distribution centers.
• The primary focus of these capital expenditures is to expand production capacity to grow more produce close to demand and deepen relationships with regional and national supermarkets.