1. S PRING B OARD CONNECT Springboard - Proprietary & Confidential PRESENTATION TEMPLATE March 2010 S PRING B OARD

2. CONNECT Springboard - Proprietary & Confidential The Goal is…  To communicate the company’s story as clearly as possible  To create excitement for the company to attract further resources  To get a second meeting! Every presentation is unique and will have its own flow, but a template is a good start

3. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Presentation Musts:  Less Is More –13-15 Minutes only –Graphics; Keep It Simple, Standard Logo  12-14 slides with key sound-bites (3-4 per slide…the rest is your story!)  Utilize back-up slides to pull out during the Q&A session (anticipate questions and prepare)

4. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Best Practices for Slide Layouts  Appearance matters: The visual impact of your slides is often perceived by the viewer as just as important as the content  Try to use larger fonts: 32pt – 36pt for titles, 24pt – 28pt for text (smaller will be hard to read in the back of the room).  Use only one style of font if possible in the entire presentation  Be consistent with font size and color from slide to slide – use this presentation as a guide. After you finish making your slides, carefully review them for consistency  Don’t use slide animation effects unless they really add value (especially the “Fly In” effect)

5. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 1 – Introduction  Presenter and company introduction must cover: –Who you are? What is your title? –What business you are in? –What markets do you compete in? –Significant company milestones to date  Two to three Questions for the panel to focus on –Business Model, Go-to-Market Plan, Funding, etc. 30 sec Elevator Pitch

6. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 2 – Pain  What is the pain? Who has it? Will they pay for the solution? –Who is your ideal customer –Is your solution “the pain killer/must have” or “the vitamin/nice to have”?  Quantify the problem concisely! ($) How much does the problem cost to its owner?

7. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 3 – Your Solution  Compelling presentation of your solution –Graphics, illustrations or pictures are highly recommended (Remember: Keep It Simple) –Relate to the problem slide  List the key points that will help the audience understand –Don’t explain the technology in detail –What is it? What it does? NOT how it does. –What will happen if it is implemented? How much will it save? What will it allow your customer to do that couldn’t be done before?  Why are they going to pay for a solution? –Cost savings? –Increased market share? –Elimination of a bottleneck?

8. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 4 – Value Proposition  If appropriate!  Articulate the exceptional value to your customers  If there are more members in the value chain, articulate value propositions for each; i.e. when selling through a partner, strategic alliance to reach the end-user

9. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 5 – Business Model  Who are your ideal target customers  How do they buy? Online? Trade?  Pricing model; how are you going to make money?  Revenue Model, how will your customers scale (sales strategy)  Sell direct? Sell through (channels to market)  Graphs work

10. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 6 – Technology (Solution Description)  If appropriate!  If the value is in cost savings focus on that aspect, always relate to benefits  Layman’s terms  Graphs, pictures work  Assume that the audience does not know the technological field you are in  Yet, give a compelling description without using abbreviations or techy terms

11. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 7 – Market (How big is the problem?)  Demonstrate a significant market opportunity  Size, growth, maturity (graphs)  Show how your solution is positioned in the market  Demonstrate how uniquely your product fits into the market  Focus on the smallest segment for credible penetration –Ex, If you are selling wheat bread to the restaurant industry, the segmentation order should be: Restaurant industry size: $5555 (Total Available Market-TAM) Restaurants that buy the bread instead of cooking: $444 Restaurants that buys wheat bread: $33 Restaurants that you can reach (your target):$2 (Served Available Market – SAM)

12. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 8 - Competition  Competitive Landscape: list direct (same/similar solution providers) and indirect (current other methods, but can move into your space) competition –Southwest Airline’s direct competitors are other airlines but they declared that they are indirectly competing with all other available travel choices  Large and small companies  How you are different?  Comparison of solutions based on customers’ decision making criteria  Customer feedback, why you versus others? Providing a detailed competitive analysis and listing the potential competitors increase your credibility

13. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 9 – Competitive Advantage  What is your unfair advantage?  What are the differentiated features that will hook the decision makers?  How long does your solution last?  How often it will be replaced?  Why the customer should pay?  What is the value proposition?

14. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 10 – Go to Market Strategy  Marketing plan and Distribution plan (address market risk)  The sustained initiatives and processes to acquire your target customers –PR, Media, Search Engine Optimization, Advertisement, etc.  How you are going to tackle the market? –Direct versus Indirect distribution channels, alliance partners  Identify customer acquisition cost and other business metrics; benchmark against competitors  Highlight third party validation  Graphs work

15. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 11 – Company Traction  Team (could be your greatest strength) –Short summary of the members key strength and achievements, particularly as it relates to the business (address management risk) –Possibly board of advisors (if recognized)  Barriers to entry: Your existing IP/ IP strategy (address technology risk)  Depending on the company stage, important milestones achieved  Short personal experience to hook the audience and to have a smooth transition to the “Problem” slide!

16. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 12 – Financials  Financial Plan – Pro-Forma - includes Revenue, Gross Margin, Total Operating Expenses, EBITDA, Cashflow  Everyone knows that this is an estimate, but still they want to know how realistic are the financials and if you are capable of predicting the market  5 Year realistic estimates – graph is a must  Highlight critical assumptions/milestones, and mention if there is an important issue for the realization of revenue projections  Don’t provide details or show a spreadsheet, but be prepared to present and discuss them

17. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 13 – Funding (if seeking investment)  How much $ are you seeking?  Where will the money be put to use? –(i.e. 45% R&D, 20% Marketing, %10...etc) –Pie Graphs work nicely  How long will the money last?  How long until you need another cash infusion or will this be all the financing you need?

18. S PRING B OARD CONNECT Springboard - Proprietary & Confidential 2006200720082009 Strategic Planning Phase I Development Phase II Development Pilot Test Mass Production (II) 2010 IPO Mass Production (I) Time Project Milestone Financial Milestone Fund Raising (I) US$ 1 M Fund Raising (II) US$ 1.5M Slide 14 – Corporate Development

19. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 15 – Assumptions and Risks List critical assumptions that may affect the realization of revenue and profit projections… in decreasing order of probability (do not include natural disasters, acts of war and such) Across from each assumption, describe the negative impact of each Across from each, now describe what you are doing to mitigate or de-risk

20. S PRING B OARD Slide 16 – Exit Strategy CONNECT Springboard - Proprietary & Confidential Exit Strategy Acquisition (Select any of the below that are applicable) By Suppliers: Names, if possible By Competitors: Names, if possible By Strategic Partners: Names, if possible IPO (If companies in this sector have recently completed an Initial Public Offering) Recent Acquisitions: ABC, Inc., acquired in 20XX by DEF, Inc., at X multiple of EBITDA [Additional comparables, if possible] Our Company, Inc., EBITDA, Year 5: $000

21. S PRING B OARD CONNECT Springboard - Proprietary & Confidential Slide 17 - Summary  List your strengths unique to your company  Three to five points that you want from your audience to remember when they leave the room  Repeat the two to three questions you want the panel to focus on

22. S PRING B OARD INPUT PRESENTATION DATE PROGRAM NAME - Proprietary & Confidential Entrepreneur-in-Residence (EIR) – Expectations & Requirements  Benefits –Mentor entrepreneurs and innovators –Upon invitation only from the client, join the client’s leadership team –Network with entrepreneurs, service providers and domain experts  Activities –Initial “Intake Session” –Assess and identify the appropriate SB category –Business audit and gap analysis –Coach accepted companies on business model, marketing strategies and financial modeling –Assist in identifying panelists and attend panel presentations –Assist in providing post-panel action plans and milestones for future development

23. S PRING B OARD INPUT PRESENTATION DATE PROGRAM NAME - Proprietary & Confidential  Requirements –Serve based upon experience as a CEO, in raising venture capital and growing successful companies –Commit appropriate time to coach the clients Approximately 10 hrs/week for up to 6 months –Maintain the highest standards of integrity with regard to confidential client information –Inform PROGRAM NAME program management of any changes or issues in the Client – EIR relationship An invitation from the client to join the leadership team Client does not respond to coaching Entrepreneur-in-Residence (EIR) – Expectations & Requirements (cont’d)

24. S PRING B OARD  Serve based upon specific expertise in a particular industry or profession  Serve on dry-run panels  Support EIRs in coaching process  Maintain the highest standards of integrity with regard to confidential client information Domain Experts Expectations & Requirements