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It's like **Blackstone** or **KKR**, but as a publicly traded company that has raised money solely to acquire one private company and bring it to the public stock market.

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• Business Combination Facilitation: Range Capital Acquisition II's primary function is to identify and acquire a private company, thereby facilitating its transition into a publicly traded entity.

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Tim Rotolo, Chairman & Chief Executive Officer

Tim Rotolo is the Chairman and Chief Executive Officer of Range Capital Acquisition II. He founded and currently serves as CEO of Lloyd Harbor Capital Management. He is also the CEO and Chairman of Range Capital Acquisition (RANGU), a previous SPAC which was searching for a target as of October 2025. Range Capital highlights his extensive experience in capital-constrained markets and successful public listings, and notes a proven track record in building successful public market entities, including transitioning companies like CVE: PUR and TSE: XSF from private to public markets.

Andrew Kucharchuk, Chief Financial Officer

Andrew Kucharchuk serves as the Chief Financial Officer for Range Capital Acquisition II. He currently holds CFO positions at Cero Therapeutics (Nasdaq: CERO) and Theralink Technologies (OTC: THER). He is described as an experienced executive with prior roles as CEO, CFO, and COO across four different companies.

James Grigor, Independent Director

James Grigor serves as an Independent Director. He brings expertise in investment management, corporate governance, and financial advisory.

Alexander Matina, Independent Director

Alexander Matina serves as an Independent Director. His background includes diverse experience in investment management, corporate governance, and financial advisory.

John Lovett, Independent Director

John Lovett serves as an Independent Director. He offers diverse expertise in investment management, corporate governance, and financial advisory.

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The most significant risk for Range Capital Acquisition II is the **failure to complete an initial business combination**.

As a blank check company with no material operations and no revenues, Range Capital Acquisition II's entire corporate purpose revolves around identifying and successfully merging with or acquiring one or more target businesses. If the company is unable to consummate an initial business combination within the timeframe typical for such entities, it would likely be forced to liquidate and return its capital to shareholders, thereby failing to achieve its strategic objective.

Another key risk is the **inability to identify and successfully acquire a suitable target business that generates long-term value for shareholders**. Even if the company manages to complete a business combination, there is a risk that the acquired entity may underperform expectations, fail to integrate effectively, or not deliver the anticipated financial or strategic benefits. This risk is amplified by the fact that the company has not yet selected any specific target business.

Finally, the company faces the risk of **intense competition for target businesses**. The market for attractive acquisition targets, particularly those suitable for a SPAC combination, can be highly competitive. Range Capital Acquisition II may compete with other blank check companies, private equity firms, and strategic buyers for desirable businesses, which could make it difficult to secure a high-quality target on favorable terms or even lead to overpaying for an acquisition.

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The declining investor appetite for SPACs and increased regulatory scrutiny of the SPAC business model.

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Range Capital Acquisition II (RNGT), as a blank check company, does not currently generate operating revenues. Its future revenue growth will be entirely dependent on the successful consummation of an initial business combination with one or more target businesses. Upon the completion of such a combination, the drivers of the combined entity's revenue growth would then stem from the operations and strategic initiatives of the acquired business(es). Based on this structure, the expected drivers of future revenue growth for RNGT over the next 2-3 years, contingent upon a successful acquisition, would include:

1. Successful completion of a business combination with a revenue-generating target company: This is the foundational driver, as RNGT currently has no revenues and will only begin to generate them upon acquiring an operating business. The timing and success of this initial business combination are paramount.
2. Organic growth of the acquired target company within its existing customer base and markets: Once a target business is acquired, its ability to expand sales to current customers, increase market share within its operational footprint, and grow its core offerings will directly contribute to the combined entity's revenue.
3. Expansion of the acquired target company into new geographic markets or customer segments: Post-acquisition, strategic initiatives by the target business to enter new regions or appeal to new demographics will serve as a driver for increased revenue for the combined entity.
4. Launch of new products or services by the acquired target company: The development and successful introduction of innovative products or services by the merged business will create new revenue streams and drive overall growth.
5. Strategic price increases for the products or services offered by the acquired target company: If the acquired business possesses a strong competitive position, unique value propositions, or operates in an inelastic market, it may be able to implement price adjustments that enhance revenue growth.

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