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Building and Delivering the Presentation

12 Magic Slides Represents the content, flow and messaging for what the investor is used to seeing/hearing Serves as the proxy for the business, not a bunch of slides to hide behind or to merely persuade the investor Focuses your communication on the most important merits of the business for the investor to consider Demonstrates your understanding of the business and your ability to be a thoughtful/rational thinker Gets you an internal champion who will get you to the second meeting and/or to due diligence

Preparation What? Develop a few communication tools that will set-up and guide the creation of the 12 Magic Slides Why? Immediately positions your company at the very beginning of the presentation Pulls the audience into your world and motivates them to want to hear more Signals to the audience that you know your business Where? Right at the beginning either during the title slide or slide one You have 2 slides/10 words to get their attention or the meeting is over

The Tool Kit The One Liner 5-10 word line that crisply articulates the business Place in the title slide under your company name/logo The Elevator Pitch 2-3 sentences that defines the market, customer, problem/solution and uniqueness of the business Place on slide one (ideally displayed as succinct bullets with an illustrative graphic) The Story :60 second true event that establishes you and your team’s deep, personal understanding of the customer and connection to their problem Use as voice over either during the title slide or slide one

The One Liner (not a tag line) Framework (different ways to structure the line) “ [Name] enables customers/end users to do X.” “ [Name] is the Company X of the Y business.” Examples “ We Networks Networks” (Cisco) “ The World’s Information in One Click” (Google) “ The Computer for Everyone Else” (Apple)

The Elevator Pitch Framework What market are you in? What urgent problem are you solving? What is the size of the opportunity? Why will you win (differentiation, barriers to entry, unfair advantage)? Where is the validation (customers, investors, etc.)?

The Elevator Pitch Diamond develops proprietary thin film diamond products and equipment that dramatically improve heat dissipation on microprocessors, solving one of the highest priority pain points in the industry. We address growing markets that will exceed $1.5B by 2006 and will become the dominant supplier with the best team having the most comprehensive patent position in the industry. Intel is our largest current investor, and we are actively engaged with other top target customers and partners who provide very strong references.

The Story Framework Make it personal, compelling and memorable Why is what your company does important? How do you know it? What evidence/anecdote proves it? Examples Situations of ugly moments or unexpected delights Scenarios that have occurred in your career that inspire you and the company to create the solution Circumstances where you designed/implemented a solution similar solution only to find key pieces of the execution woefully lacking or all together missing

Introductions Begin by introducing your team :30 seconds or less Save team detail for later Mention any common links Referral sources, other relevant contacts

Title Slide Name of your firm Date Name of investor firm Appropriate graphics (logo, etc.) The one liner Optional: How much money is being sought for this round?

Overview Two to five high level bullets Refer to key points to keep attention for the rest of the presentation (your elevator pitch) If you don’t get their attention here, you won’t get their check later

Automate financial processes and operations Drive transaction cost efficiencies IT Managers of Fortune 100 companies rank this as among the top five areas to invest in over the next five years Beta agreements have been signed by three Fortune 100 companies. Making Business eCommerce a Reality

Channel-wide Collaboration New York London Time & project management solution for PSOs Web based market segment projected to be 3B 60 customer; growing 30% per quarter

The Problem Compelling problem(s) to be solved What’s the pain? – revenues, costs, time, market reach Faster, better, smaller, etc. are solutions, not problems Best to include validating quotes Customers are best Analysts when applicable So what? Problem must suggest a large market

Corporate Data isn’t Safe * IDG Group Study Fake Vendor $3.7M “ Our margins depend on a secure platform.” - Sam Hein, VPO XYZ Airlines $100K Deleted Chart of Accounts *Up to 40% wasted it time $70K Fake Payables *Billions Lost Annually

The Solution Describe your business Product or service Compelling benefits “ Must-haves” not “nice-to-haves” Defining graphic Illustrating your product or service Hooked? If you haven’t set the hook by now, you are dead!  

Intrusion Detection Access Control Easy Integration Solution

Opportunity and Market Market details Size and growth rate for five years Focus on your segment(s) of the target market $100M+ run rate opportunity in five years? Demonstrate defensible % of market share Why you won’t get squashed A graph format works well

Technology Translate key points from business to technical domain Show how customers and partners fit in, if possible Best to use animated graphics Before and after diagrams often work well Concentrate on essential value proposition!! Talk to important but peripheral issues and details, avoid clutter Address “invent vs. integrate” issues Show that you will invent only uniquely competitive elements Show incremental development path that reduces risk, if possible

ANALYZE EXECUTE OPTIMIZE PLAN Business Applications >>> Technology J2EE Application Server IT Infrastructure: Hosted or in-house Enterprise Portal Integration Platform Framework Relational Metadata Workflow Engine Analytics Engine Planning Engine Rules Engine Customer Mgmt XML EDI ODBC Web Store Call Center Email Direct Mail Point of Sale SFA Field Service Supply Chain XML EDI ODBC Inventory Fulfillment Warehousing Distribution Logistics Procurement Manufacturing Data Flow

Unique Competitive Advantages Team, relationships, intellectual property, new insights, domain expertise Are they yours alone? Will they provide a 10X+ advantage? How long will they last? What will it take to overcome them? Why will customers care?

Unique Competitive Advantages Team has strong background in key technical areas CEO, Chuck Smith, 5 years of speech systems experience at Nuance VP Engineering, Dave Johnson, built enterprise software products for TenFold Team has nearly 20 years collective experience in computer telephony Partnerships in place with dominant market players Speech Technology – Nuance and Speechworks Voice Portals – TellMe and BeVocal Authorization Software – Netegrity and RSA Security Provisioning and Management – BMC and M-Tech Patenting innovations in technology and applications Voiceprint store & forward from PC – voiceprinting on internet from standard PC Voiceprint store & forward from IVR – allows bolt-on rather than re-write Several other patentable innovations coming

Competitive Advantage 1 st Generation PSA Strategic Management Capability Global & Collaborative Next Generation PSA 1998 Resource Management 1999 Connected Service Chain 2000 V3.1 – Global Enhancements

Competitive Landscape Discuss current and potential competitors Demonstrate knowledge of the landscape The answer “no competition” -> red flag -> no market Provide framework to differentiate Use customer-centric attributes and dimensions Reinforce your unique competitive advantages Upper right quadrant graphic? VCs see ‘em everyday – risk of being cliché Quote prospective customers What do they say about your competitors? Why would they rather buy from you?

Competitive Advantage Product GA Production Customers Highly Scalable Architecture >$10 per IP-DSO Acme Company A Company B Company C Company D Company E Company F

Go to Market Strategy Who are the key players? Profile the customer Discuss critical partner relationships (current and future) Describe who (in/out-house) sells your product or service How and what do customers buy? Discuss high level pricing (e.g., annuity or one fee) Describe what the customer will get (today and beyond) Marketing and sales plan Explain value chain and sales cycle Compare and contrast to other firms Graphics work well Emphasize external validation

Go To Market Strategy 18% Today F1000 MID-MARKET $4B Market INDIRECT SALES DIRECT SALES 82% Distributors 6 US 10 European 2 Asian Strategic Partners IBM

Go To Market Strategy Tomorrow Distributors Sirrius AvNet Support Net F1000 MID-MARKET $4B Market INDIRECT SALES 50% Strategic Partners IBM ISS Symantec Tripwire Independent Software Vendors JD Edwards SAP Infinium DIRECT SALES 50%

Financial Roadmap Provide high level 5 year projections Revenues and expenses by major categories Pretax profit (loss), cash flow from operations, capital requirements Highlight milestone targets First revenues Cash-flow positive Tangible competitive barriers (customers, IP, etc.) $100M/yr run rate in year 5 is cliché, but expected Prepare “hip pocket” detail slides Best for a second meeting, but produce if requested

Financial Overview Use of Proceeds Get product into Beta/GA, implement with 1-3 beta customers Build solid pipeline, sign initial partnership deals Stage scaling of Sales / Prof Serv / Engineering / G&A Investment Sought $5M Series A: Now $5M Series B: 12-18 months after Series A 2002 2003 2004 2005 2006 Revenues ($K) $1,500 $7,000 $25,000 $60,000 $105,000 Expenses ($K) $2,500 $10,000 $24,000 $49,000 $79,000 Profit ($K) ($1,000) ($3,000) $1,000 $11,000 $26,000 Investment ($K) $5,000 $5,000 Headcount 15 60 150 300 450 Customers 5 20 50 150 250

Future Timeline Elevate marketing of DD to achieve sales goals Begin Marketing Efforts for AEDI March 2003 Complete identification of management team January 2003 Begin strategic product development December 2002 August 2002 Close A-round July 2002

What’s Behind the Financial Slide? Deep understanding of the business model Be prepared to discuss key assumptions Revenue analysis – market penetration and timing Top-down (supportable percentages) Bottom-up (pipeline, revenue by customers, validation) Expense analysis Validate with comparable companies, as available Other (capital equipment, A/R & A/P turnover, etc.) Detailed proforma backup (P&L, cash flow, balance sheet, use of proceeds & headcount)

The Team Previous relevant accomplishments Include academic credentials How does this team work together? Be honest - who’s missing? Discuss your hiring plan to fill key slots Relate to unique competitive advantages Emphasize what YOU bring to the table The CEO is the most critical team member Demonstrate your competence through your presentation

Management Team Chuck Smith, CEO 9 years enterprise systems expertise – IBM 10 years call center systems expertise – ROLM/IBM and Tandem 5 years speech solutions expertise – Nuance BS Mathematics, Loyola University, Los Angeles Dave Johnson, VP Engineering 6 years telecom & imbedded systems expertise – Tanner 6 years enterprise software integration expertise – TenFold BS Engineering, CalTech Herman Lewis, VP Sales 20 years of sales success in Call Center market – Teknekron and Teloquent Sales process expert with 8 years sales management experience BA Philosophy, Bloomfield College, NJ Board of Directors Mike Baker, Chairman of Blue Note Software Bruce Davidson, retired VP Sales, Nuance Charlie Clay , board member SRI

Current Status Highlight milestones achieved to date What have you already accomplished with other investors’ money? Investors like to see efficient, productive use of resources Historical timeline format can be useful Emphasize where you go from here Show you are in position for some key next steps

Launched: January 2001, angel funding Product Status Password Reset announced 5/01, available 9/01 Confirmed Caller announced 2/02, available 4/02 Voice Secure Web – prototype available Customer Status Hartford Life – Password Reset 9/01 Bank of America – Password Reset 1/02 Partnerships complete and functional Nuance and Speechworks both contributing funding Netegrity, RSA Security and BMC Seed team effective and efficient Current Status Wells Fargo US Bank Hewitt Visa E*TRADE GE Card Services Password Reset Password Reset Password Reset Password Reset Confirmed Caller Confirmed Caller prospects

Summary Summarize your three strongest points Have these distilled down to memorable sound bites Highlight synergies with prospective investor (portfolio, GP background, domain expertise, etc.) Solicit feedback Identify and address concerns Call to action Ask about the process, and what it takes to do a deal Next steps Determine conditions for second meeting Set up follow-up meeting, if possible

summary Great opportunity to impact security market Voiceprints are best authentication approach Proprietary advantages in place Proven team and initial results Delivering products to paying customers Established partnerships with market leaders Seeking support to capture the opportunity Financing Building management team

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