Transcript SupportCentral - The ILS Funds

Nestorware, Inc
People – Knowledge - Process
Nestor is the mascot of
SupportCentral, the Web
2.0 application developed
at General Electric.
Privileged and Confidential
November 2009
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Disclosure
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This Document, including its appendices, and other documents you may receive together with this document contain forward
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Agenda
1.
Executive Summary
2.
The Problem, The Need, The Solution
3.
SupportCentral’s GE Track Record
3.
Competitive Landscape
4.
Go-to-Market Strategy
5.
Management Team
6.
Financial Summary
7.
Security Offered & Expected Returns
8.
Appendix
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Executive Summary
1.
GE desires to unleash the potential of a proprietary 100%
web-based “killer app” that has changed the way
organizations collaborate.
2.
There is a market opportunity as organizations look for
technology that supports business collaboration.
3.
An acquisition vehicle has been formed and the
management team that developed the product is joining.
That entity seeks expansion capital.
4.
The team is the 14 employees and 136 contractors that
supports GE and 15 other organizations – the foundation
is in place.
5.
Management seeks a partner who is prepared to invest
$30 million. Expected Return is over 50% per year.
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The Problem
1.
Working together on projects is still a paper-intensive, face-to-face
process with high costs for finding the right people, pulling information
together, and communicating any change in process.
2.
E-Mail is being used as a collaboration tool, with poor knowledge
management, inadequate document control, and each employee
becoming a silo of expertise.
3.
There is far too little re-use of knowledge and know how; companies
fail to generate shareholder value from the IP of a company. The
larger the enterprise, the more likely it is to overlook internal expertise.
4.
Most business processes still have significant processing
inefficiencies, and miss both cost saving opportunities and revenue
enhancers.
5.
In 2 years, Twitter has had more impact on how people socialize than
50 years of computer systems has had on how people work together.
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The Need
Virtually all organizations need a
technology that will support
collaboration and make their work
more efficient.
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The Solution – Nestorware’s SupportCentral
1.
Break-through application – a proven “killer app”
2.
Self-Service Web 2.0 for any organization
3.
Scalable with mass customization
4.
Breadth & depth of functionality
5.
Low cost of ownership
6.
Ease of use
7.
Secure
In process
GE has a business of owning cars and leasing them to individuals and fleets in the UK. At the end of a lease,
the leasee has an option to buy the car, and if not, a requirement to return it. There are 190,000 such transactions each
year. A car coming off lease loses approximately $10 in value every day, and processing the off-lease took 21 days and
was touched by 15 different people both inside and outside of GE.
William Wilberforce used Support Central to make his job easier. He used the social networking tools to
create a network, then the forms tools to create a series of automated transactions. While he’s not yet through with the
automation, he’s cut GE’s average holding period to 5 days and saved $30.4 million a year.
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What is SupportCentral?
People
Professional Networks
Profiles & Portals
Org Directory
Blogs and Wikis
Newsletters
Surveys
Knowledge
Document Libraries
Ask an Expert
Dashboards
Ad Hoc Reports
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Communities &
Collaboration
Process
Workflows
Data Forms
Helpdesk Cases
Project Management
Application Building
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Usage is now second only to e-mail
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How is it used today?
Operations
New Product Introduction
Change Management
New Service Introduction
Issue Resolution
Information
Technology
SDLC Management
Defect Tracking
Training Libraries
Access Management
Sales
Human Resource
Contract Management
Inquiry to Order
Order to Remittance
Pricing Quote Generation
Customer Reporting
Sales Forecasting
On-boarding / Off-boarding
Career Development
Rotational Program Management
Headcount Approval
Marketing
Legal
Market Knowledge Management
Recruiter Database
IP Fillings
Idea Generation
Legal Entity Database
Over 23,000 active digitized workflows
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SupportCentral Statistics
30,000,000
1,000,000
400,000
60,000
50,000
33,000
23,000
8,000
4,500
460
150
89
19
11
3
Web hits per day
File downloads per day
End Users
Facilitators
Communities
Active Experts
Active Work Flows
GE Alumni (SupportCentral users > 1,000 times)
External partners (28,000 users)
LinkedIn user group members (Jive 189 members)
Employees & Contractors
Countries with end users
Languages (40% of users OUS)
External customers
Terabytes of user uploads added per month
 Business critical application across the global enterprise
 Second highest use only to e-mail
 The backbone of the organization
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Customers Today – 400,000 users
General Electric
Honeywell
SABIC
InBev
Gexpro
Int Flavors &
Fragrances
Modular Space
UPENN
Shinsei Bank
ERC Swiss Re
Univ. College
London
European
Commission (EU)
HomeDepot
Supply
Brandenergy
Ministry of
External Affairs
(India)
Tata Consulting
Services
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Thought Leader Perspective
“This was a bit of a Wake-Up call for people like me … as this
[SupportCentral] was in 2000 and the ‘social networking”’ phenomenon
was yet to hit the mainstream”
Dave Tebbutt
Blog: Home-grown Enterprise 2.0 at GE
September 2008
“GE Nails the Internal Social Network”
Ann All, The Visible Enterprise
July 2008
“What Obama Needs to Know About Innovation” recommends the
Obama administration look to GE’s SupportCentral for innovation.
Jeneanne Rae, Business Week
November 2008
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Thought Leader Perspective
“Just as Google revolutionized search, Facebook redefines social
networking, and eBay enables pricing transparency,
SupportCentral transforms how GE finds and shares information,
collaborates and executes business processes … ”
Mark Mastrianni, Manager of Technology, GE
2009
“The GE experience for me was like finding out that all the stuff they show on
Star Trek was actually real: transporters, warp drive, etc. It was that
impactful….I have seen the future of corporate social media in a way that I
did not believe was possible”
“GE is way ahead of everyone else in this, us included. To say that I was
blown away would be a bit of an understatement … it became apparent that
they had successfully rewired GE’s corporate DNA to function very effectively
as a social computer”…
Chuck Hollis, VP Marketing, EMC Corp.
Blog: A Journey in Social Media: A Humbling Experience
July 2008
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Our Mission:
Nestorware is now taking this proven and
established product and going to a
marketplace ready and enthusiastic for it to ...
1. Solve problems with a known solution
2. Solve problems with no known solution
3. Solve problems that aren’t yet known
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Competitive Landscape
• Competition comes from platform companies, point solution
software companies and social software start-ups
• Pure plays are evolving, but capabilities are narrowly focused
• Competitors are jockeying for position -- awaiting new release
from Sharepoint and Software-as-a-Service adoption
• GE developed this first – a truly scalable, cost-effective and
comprehensive solution
+ 10 year track record
+ 3 year lead on emerging competitors
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Competitive Landscape In process
In reviewing the competitive landscape for business collaboration software, Gartner Group has
set four categories for the various functions:
• Social Software
• Horizontal Portal
• Enterprise Content Management
• Business Process Management
We have reviewed the capabiltiies of SupportCentral using the Gartner model. In the
following pages, we have color coded the performance of SupportCentral as full, partial, or
none.
Support Central has a full and robust feature set in the category “Social Software”:
Social Software
o
User profiles
o
Roles/Access control
o
Groups/Communities
o
Document sharing
o
Forums/Blogs/Wikis
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Competitive Landscape In process
We have color coded the performance of SupportCentral as full, partial, or none.
SupportCentral stands alone with the unique approach of point and click “programming”
architecture. Users create portals, applications and mash-ups using Web 2.0 methods using
SupportCentral’s toolkit. This feature is part of the 3-year advance on the competitors, and not
captured in the Gartner analysis.
Horizontal Portal:
o
o
o
o
o
o
o
o
o
o
o
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Search & index of content
Categorize content / taxonomy
Content management / aggregation
Personalized delivery of content
Lightweight scripting / integration
Lightweight architecture
Robust execution environment
Powerful, flexible development tools
Enterprise class (scale)
Collaborative features
Mobile support (partial)
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Competitive Landscape
In process
We have color coded the performance of SupportCentral as full, partial, or none.
[Narrative - NE?]
Enterprise Content Management
o
Document Management
o
Document Imaging
o
Records Management
o
Workflow
o
Web Content Management (partial)
o
Document Centric Collaboration
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Competitive Landscape
In process
We have color coded the performance of SupportCentral as full, partial, or none.
[Narrative - NE?]
Business Process Management
o
Modeling, analysis
o
Ability to change process
o
Coordination interactions (human and system combinations)
o
Users able to manipulate information
o
Ability to change business rules by business and IT
o
Collaboration on work items
o
Monitoring and reporting of transactions/queues
o
Process optimization and simulation
o
Interoperate with external sources
o
Facilitate management of process artifacts through lifecycle
Includes prebuilt process templates / designs
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Competitive Landscape In process
Magic
Quadrant
S JIVE
C
IBM
MOSS
Conn Quickr
07 10
Social Soft. 4
4
4
0
0
8
Portals
4
9
0
0
4
4
ECM
8
4
4
4
4
4
BPM
8
4
4 4
9 0
Key: Full – [ ] Most Features – [ ] Few Features - [ ] Minimal or no Features – [ ]
SupportCentral offers the most robust feature set available in the market
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Two Solutions Platforms:
On-Premise
SaaS
Target Customer:
Target Customer:
• Large enterprises, diverse operations
• Small to Mid-Sized enterprises, looking for
affordable software/hosting solution
Our Advantages:
Our Advantages:
•
•
•
•
•
•
Ease of use
Self-service customization
Scalable integration capabilities
Breadth and depth of functionality
Low total cost of delivery
Security
• Same as On-Premise
+
• Automatic updates and maintenance
• Lower IT staff requirements
• Lower upfront costs due to multi-tenancy
• Rapid deployment
• Exceptional reliability and performance
Nestorware is uniquely positioned to offer customers a
choice of platforms with a scalable, standardized backbone
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Go-to-Market Strategy
Product Offering
On-Premise
SaaS
Direct Sales
#2
#1
Indirect Sales
#4
#3
Positioned to win on multiple fronts
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Sales Mix
Sales by Channel
Full License
(38%)
Subscriptions
SaaS (40%)
Sales by Customer
Fortune 500
SaaS
(30%)
(40%)
Government
& GNO (3%)
Maintenance
(8%)
Consulting
(13%)
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GE (8%)
Toe-Hold (2%)
On-Premise
SaaS
Other
US Other
Corporations (9%)
40%
40%
20%
Non-US Large
Corporations (10%)
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Sales & Marketing Team
Vice President
Sales & Marketing
Group Coordinator
Segment Director
On-Premise Solutions
Segment Director
SaaS Solutions
Sales
Consultants (24)
Sales Consultants
(10)
Sales
Engineers (12)
Sales
Engineers (5)
Marketing
Analyst
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Director
Verticals & Alliances
Sales Consultants
(4)
Sales
Director
Marketing
Communications
Manager
Brand,
Advertising &
Promotions
Engineers
(2)
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Go-to-Market Team
In process
1.
VP Sales & Marketing – CH – 19 years experience in sales, marketing, finance & business
development in high tech medical and software industries. Led global sales and marketing for
_______. Success in integrating an acquired sales force led to __% sales growth in 2 years.
Implemented initial GE decision to create SupportCentral.
2.
Segment Director – On-Premises Solutions – TBA -- 15+ years of software sales expertise and
relationships; previously with Microsoft Sharepoint
3.
Segment Director – SaaS Solutions – CF – brings 20+ years sales and marketing experience ;
previously with IBM Lotus software sales
4.
Director – Verticals & Alliances – DH, BSE, CFA – 25 years of systems development and
administration work at Jones Lang Wooten and Alliance Bernstein. BSE/CFA
5.
Sales Consultant – AZ – 5-10 year GE sales veteran previously with GE Global eXchange Services:
leading B2B solutions provider
6.
Sales Consultant - TD – 5-10 years experience previously with Microsoft
7.
Sales Engineer - JH, 20+ years of experience in systems and data warehouse sales support, at
Coopers & Lybrand, Metaphor, Sybase and Oracle. MBA/CPA
Flat organized, focused resources
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Go-to-Market Strategy
Positioned for quick successes …
1.
GE consolidated – existing & new growth list
2.
Close immediate pipeline of 6 customers
3.
Capitalize on our rich network:
4.

8,000 high-user GE alumni

5,000 existing GE partners accessing platform today
Pursue opportunistic vertical plays i.e. life sciences,
education, state and local agencies
Fishing in a stocked stream
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Penetration Strategy
On-Premise
SaaS
1. Quickly maximize seat penetration with
toe-hold offering …
+ Profiles & Communities (internal)
2. Target high impact functional areas,
Up-sell higher level functionality …
+ Advanced Collaboration
+ Knowledge/Document Management
+ Work Flow Templates
3. Follow-through to drive viral adoption,
up-sell training and business consulting
solutions
1. Web-based, self-service registration
2. Maximize seat subscription
penetration with low-cost initial
module of choice; menu options
3. Provide on-line service and support to
accelerate adoption of broader
solutions.
4. Follow-through with highest level of
customer service to drive viral
adoption, up-sell training and business
consulting solutions
“Pay as you grow”
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Management Team
Chairman of
the Board
BOD
Advisory
Board
President
Assistant
CMO
COO
Sales
Chief Engineer
CTO
CFO
HR
Consulting
Marketing
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Customer
Support
Product
Development
Legal
Business
Development
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Management Team

In process
Irwin Braunstein, Chairman. Irwin is non-executive Chairman and a consultant to the
company.
Note: The following individuals intend to join Nestorware upon completion of the transaction.

Sukh Grewal, President & Acting CEO. Over ten years, Sukh has led the team that
transformed his product idea into a major success. Sukh graduated with B.Tech (Honours)
from the IIT Kharagpur and obtained a Ph.D from the University of Wisconsin. He is the
author of over twenty research papers and holds 10 patents.

Craig Haba, Marketing & Sales. Craig and Sukh first worked together when SupportCentral
was initially conceived and funded. Most recently, Craig was VP–Marketing at Covidien, a
leading medical device manufacturer. Craig earned a degree in Economics from Fairfield
University and is a graduate of several GE leadership programs.

Tamás Simon, Engineering. For the past 9 years Simon has led design, architecture and
operations of the SupportCentral platform. Simon graduated with honors from Franklin &
Marshall with degrees in Mathematics and Business Management.

Nathaniel Ellis, Services & Solutions. Nathaniel leads the Business Solutions and Consulting
group that he started and grew to a team of over 60 people in 2 years. Nathaniel is a
graduate of the Universities of Cambridge, and Yale where he was the Paul Mellon Fellow.

Preston Kavanagh, Chief Financial Officer. Preston has 27 years of experience in the
financial management of growth companies, including a successful startup, a turn around
and 10 years as a partner at Conning Capital. He has degrees from Princeton University
and New York University, and is a CPA and CMA.
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Financial Projections – Highlights
Revenues
Toe Hold sales
Full Lic. Sales
SaaS (excl. Consulting)
Consulting
Maintenance
Total Revenues
Year 1
456,250
11,038,452
780,000
5,000,348
1,668,597
18,943,647
Year 2
2,175,317
42,341,007
11,910,000
9,305,236
2,523,097
68,254,656
Year 3
2,847,608
61,696,167
40,740,000
17,004,809
7,738,580
130,027,164
Year 4
2,896,185
77,132,829
88,770,000
28,337,908
17,558,014
214,694,936
Year 5
3,231,290
99,835,498
158,760,000
43,085,164
31,874,594
336,786,546
Cost of Goods Sold
Product Development
5,292,809
Implementation/Professional Services
5,049,591
Customer Support/Services
572,678
SaaS Sales
109,156
Total Cost of Goods Sold
11,024,234
6,202,994
9,643,443
1,062,873
223,856
17,133,166
6,756,492
18,133,855
1,928,922
633,344
27,452,614
6,983,713
31,212,937
3,270,698
1,398,183
42,865,530
7,225,791
49,065,181
5,133,940
2,552,096
63,977,008
Total Operating Expenses
9,702,933
12,615,676
16,856,239
19,078,150
20,722,980
(1,072,946)
39,226,765
87,390,702
156,091,798
258,297,633
Net Earnings
(14,039,334)
21,630,587
46,163,199
96,770,099
160,137,987
Starting Cash
Cash Effect of Operations
End Cash
27,443,500
(10,255,891)
17,187,609
17,187,609
27,864,959
45,052,568
45,052,568
48,592,815
93,645,383
93,645,383
75,750,486
169,395,869
169,395,869
130,170,270
299,566,139
EBITDA
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Security
•
$60 million pre-money value
•
$30 million preferred stock, 8% PIK dividend, convertible
into 33% at issue, 2 of 5 board seats (others held by
management and 2 independents)
•
GE is retaining a 10% ownership and supporting the new
business with office space, a long term revenue stream
and marketing support.
•
Expected exit is sale to a strategic, with recapitalization
and investor buyout or IPO as alternatives
•
Using the average of three valuation approaches applied
to projected 2014 results, a 67% IRR over 5.5 years
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Next Steps
1.
Financing
– Complete meetings with 2-4 marquee investors
– Indications of interest, term sheets, due diligence,
deal documents
– Simultaneous close, GE and investors
2.
Market
– Close on candidates for the sales organization
– Close on leads in the current pipeline
3.
GE
–
–
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Continue exemplary support to GE
Move GE transaction from term sheet to legal
documents.
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Appendices
1.
2.
3.
4.
Case Studies
Financials
Product “Buzz”
Nestor
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Case Study: Security Change Management Tool
Problem: 25+ product change management processes; Process tools yielding 4070% defect rates; Lead times up to 1 year; No ownership or accountability - all
resulted in customer dissatisfaction.
Solution: Single change management process for all of GE Security; Dashboard for
easy access to ECO status; Automatic email notifications to organizations who
need to take actions and need to know about changes.
Result: Significant efficiency improvements and estimated savings of $1.4M
annually. Handles 100% of Engineering Change Orders worldwide with 0% defect
rate in the process.
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Case Study: Water.com – Contact us
Customers and Suppliers log Sales and Support
enquiries on the GEWATER.COM website.
Requests from the Internet are instantly logged
and tracked as cases in SupportCentral.
The lead workflow process can then be launched
directly from these cases.
‘This change resulted in the consolidation of the
old contact us form, global office locator, and the
sales rep locator functionality on the customer
portal into a single simpler, easy to access form
with a trackable, viewable controlled process
behind it’
-GE IT Leader
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Healthcare Contracts: Sales to Billing
Problem: Manual process for logging contracts led to $1.5 Million in “missing”
revenue and incorrect billing. Poor information between de-installation vendors
and Healthcare resulted in billing errors and an 80 day delay in cash flow.
Solution: Custom forms let Healthcare capture new contract details and deinstallation requests from field sales teams, route them through multiple
approvers, and minimize errors before entry into billing systems. A single
Community links sales teams, vendors, and billing teams.
Result: Thousands of contracts tracked, billing time reduced by 50%.
Why did they use SC?
1. A single platform where everyone can track accountability and ensure timely,
accurate billing.
2. Transparency and visibility into the process lets field agents monitor contract
progress and de-installation details.
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Case Studies
Contract Processing for Healthcare Services Business
Paper based process for booking revenue and invoicing customers was migrated to
SupportCentral in 2003. Created and run by 2 functional (non-IT owners), they had
iterated through 6 generations of improvement by 2007.
Impact: In 2007:
> 30,000 Requests/$1.8Billion Revenue
Managed Policy 5.0, 6.1 and SOX compliance
Used by Equipment & Service Sales, Quoting, Risk, Collection, and Field Representatives
Reduced processing time by 30% over 2006
Accommodated a 30 % Increase in requests and 20% reduction in manpower
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Financial Projections
The projection model begins with a series of revenue calculations, based on characteristics of the Fortune 500 and
other market segments, and the growing number of sales people calling on those accounts.
GE (existing
business)
Assumptions
First qt of operations:
Pipeline Period
Rates
Counts
GE Divestitures
Current Pipeline
Quarters of individual effort to close one licensing transaction
license (toehold service, annual enterprise license per user per year)
license (full product, negotiated per seat, annual enterprise per year)
maintenance (a % of license fee)
training and consulting revenues generated, $ per seat per year
Average seat / license count (assumes 75% of available seats)
N/A - see tab
"
"
"
"
"
$
$
1
0.45 $
20.00 $
100%
10
5,000
Fortune 201-500 US Other Corporate
Pipeline Period
Rates
Counts
Quarters of individual effort to close one licensing transaction
license (toehold service, annual enterprise license per user per year)
license (full product, negotiated per seat, annual enterprise per year)
maintenance (a % of license fee)
training and consulting revenues generated, $ per seat per year
Average seat / license count (assumes 75% of available seats)
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Fortune 1-20
Fortune 21-80
Fortune 81-200
Mar-10
$
$
1
2.00 $
120.00 $
20%
10
8,437
0
2.00 $
180.00 $
20%
10
2,813
1
2.00 $
48.00 $
20%
10
10,000
Non-US Large
Corporate
12
2.00 $
27.00 $
20%
10
186,216
Governments
and NGO's
6
2.00 $
48.00 $
20%
10
112,500
4
2.00 $
48.00 $
20%
10
18,750
4
2.00 $
48.00 $
20%
10
62,990
2
2.00
72.00
20%
10
27,101
SaaS
2
240.00
20%
2
50,000
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Financial Projections
The sales people capture accounts (for the SaaS or on-premises product) where seats then convert to a full license
purchase over a period of years.
Building Seat Count
2010
2011
2012
2013
2014
GE
367,254
374,655
382,204
389,906
397,762
Current Accounts
45,000
45,000
45,000
45,000
45,000
Current Pipeline
20,000
20,000
20,000
20,000
20,000
Enterprise Sales
68,682
705,151
1,607,411
2,727,602
4,222,972
SaaS
8,500
84,500
220,500
461,500
779,000
509,436
1,229,306
2,275,115
3,644,008
5,464,734
Total Seat Count
Privileged and Confidential
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Financial Projections
Revenues
Toe Hold sales
Full Lic. Sales
SaaS (excl. Consulting)
Consulting
Maintenance
Total Revenues
Year 1
456,250
11,038,452
780,000
5,000,348
1,668,597
18,943,647
Year 2
2,175,317
42,341,007
11,910,000
9,305,236
2,523,097
68,254,656
Year 3
2,847,608
61,696,167
40,740,000
17,004,809
7,738,580
130,027,164
Year 4
2,896,185
77,132,829
88,770,000
28,337,908
17,558,014
214,694,936
Year 5
3,231,290
99,835,498
158,760,000
43,085,164
31,874,594
336,786,546
Cost of Goods Sold
Product Development
5,292,809
Implementation/Professional Services
5,049,591
Customer Support/Services
572,678
SaaS Sales
109,156
Total Cost of Goods Sold
11,024,234
6,202,994
9,643,443
1,062,873
223,856
17,133,166
6,756,492
18,133,855
1,928,922
633,344
27,452,614
6,983,713
31,212,937
3,270,698
1,398,183
42,865,530
7,225,791
49,065,181
5,133,940
2,552,096
63,977,008
Operating Expenses
sales & marketing
Staff
One Time Costs
Total Operating Expenses
4,580,710
4,398,423
723,800
9,702,933
7,527,709
5,087,967
12,615,676
11,078,535
5,777,704
16,856,239
12,374,447
6,703,702
19,078,150
12,803,384
7,919,596
20,722,980
710,574
720,951
1,672,392
3,340,542
6,211,076
Interest Income
EBITDA
(1,072,946)
39,226,765
87,390,702
156,091,798
258,297,633
Amortization & Depreciation
12,966,388
12,943,474
12,933,930
10,994
10,558
(14,039,334)
26,283,291
74,456,772
156,080,804
258,287,075
4,652,703
28,293,573
59,310,706
98,149,089
21,630,587
46,163,199
96,770,099
Pre-Tax Income
Income Tax Expense
Net Earnings
Privileged and Confidential
(14,039,334)
160,137,987
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Financial Projections
Balance Sheet
Year 1
Cash
Year 2
Year 3
Year 4
Year 5
17,187,609
45,052,568
93,645,383
169,395,869
299,566,139
2,263,522
8,165,317
17,960,209
34,804,209
57,765,070
25,836,776
12,918,388
0
0
0
Computer Hardware
52,000
31,200
18,720
9,912
1,104
Furniture
15,000
10,714
7,652
5,466
3,716
-
-
-
-
-
45,354,908
66,178,187
111,631,964
204,215,456
357,336,030
Accounts Payable
1,592,159
2,407,493
3,434,012
4,511,595
5,934,132
Pre-Paid License Fees
3,358,583
1,735,941
-
-
-
25,000,000
25,000,000
25,000,000
19,735,811
11,295,861
29,950,742
29,143,435
28,434,012
24,247,406
17,229,993
Current Period RE
(14,039,334)
21,630,587
46,163,199
96,770,099
160,137,987
Retained Earnings
(557,500)
(14,596,834)
7,033,753
53,196,951
149,967,050
Accounts Receivable
Software Asset
Other Assets
Total Assets
Revenue participation payable
Total Liabilities
Preferred Stock
30,000,000
30,000,000
30,000,000
30,000,000
30,000,000
Common Stock
988
988
988
988
988
12
12
12
12
12
Total Equity
15,404,166
37,034,753
83,197,951
179,968,050
340,106,037
Total Liabilities & Equity
45,354,908
66,178,187
111,631,964
204,215,456
357,336,030
Common Stock - Par
Privileged and Confidential
42 /
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Key Marketing Activities
All hands touch the sales cycle!
Privileged and Confidential
43 /
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Product Buzz
Privileged and Confidential
44 /
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Product Buzz
A Humbling Experience " I have seen the future of corporate social media in a way that I did not believe
was possible. I saw it working in ways that I thought were many years away. " Chuck Hollis; A
Journey In Social Media: July 8, 2008
GE's Enterprise Collaboration Backbone
Oliver Marks; ZDNet: July 17, 2008
Social Networking: GE's Enterprise Tale Mary Jander; Internet Evolution; February 12, 2009 GE
Nails the Internal Social Network Ann All; The Visible Enterprise; July 21, 2008
What Obama Needs to Know About Innovation Jeneanne Rae; Business Week; November 26, 2008
Office 2.0 Conference
Home-grown Enterprise 2.0 at GE " This was a bit of a wake-up for people like me who went into the
sessions expecting to hear about the triumphant penetration of the enterprise by a Web 2.0-style
company such as Socialtext, Jive, Atlassian or WordFrame. " David Tebbutt; Teblog; September
17,2008
2.0 Conference offers collaboration lessons
Alex Handy; SDTimes on the Web: September 5, 2008
An enterprise balancing act in the cloud
Oliver Marks; ZDNet: September 8, 2008
The Adoption Conversation at Office 2.0
Mark Bennett; TalentedApps: September 10, 2008
It's a wrap- Office 2.0 '08
Susan Scrupski; ITSinsider: September 8, 2008
Office 2.0: The "2.0 National Convention"
Susan Scrupski; ITSinsider: August 25, 2008
GE Puts Private Cloud Model to the Test J. Nicholas Hoover; Information Week: April 13, 2009
Privileged and Confidential
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Nestor
Privileged and Confidential
The Nestor mascot was created
by Ken Moon as part of the
Japanese language release.
Ken is part of the transitioning
management team and still
autographs the stuffed animal
version.
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Nestor
Privileged and Confidential
At a user conference in Prague, the users
ordered a suit, wore the costume, and
danced around the room. This was done
and paid for by users, without budget or
organization from IT.
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