We all want to experience world class growth that leads to immense value but the road can be long and painful – how do we find the right path and timing? Roland Lessard Co-CEO of Morningside Translations (one of the fastest growing major language service providers in the world) will be presenting different focus areas that drive growth and create value for you as an owner / leader of an LSP. Roland will bring a blended view as someone who has spent time in growing other technology enabled business services as well as our world of language services.

2. 1
Introduction
Roland Lessard
• Co-CEO of Morningside since early 2017.
• Spent a year learning the industry prior meeting LSP
owners, functional leaders and industry experts.
• Personally focused on Morningside’s operations,
supply chain, products, and technology.
• Previously Chief Product Officer and an Executive
Committee member at background screening
industry leader Sterling Talent Solutions.
• A veteran of content management and technology-
enabled business services I was accountable for the
entire global product strategy, P&L, and M&A
integration at Sterling Talent.
• I hold a B.S. in Industrial Engineering and a M.S. in
Engineering Management from the University of
Western New England with training and certifications
in Lean Manufacturing (CLBM), 6 Sigma (Black Belt),
Quality Controls (CQC), Project Management and
Supply Chain management (APICS / CPIM).
Morningside Translations
We are a global company with offices in NYC,
London, Hamburg, Jerusalem, NJ and Rochester.
We also utilize a network of 8,000+ trusted patent
professionals, subject matter experts, linguists and
translators.
We are now the largest IP-focused language
services company in the USA; recent sizable
investment in new growth capital and newCEO
leadership.
We are the fastest growing Language Service
Provider in northAmerica with > 20% growthYOY.
We will exceed $50mm in revenue in 2018
We have over 150 employees world wide and will be
closing in on almost 200 by year end. We have already
deployed multiple new departments such as
Professional Services (white glove onboarding),
StrategicAccount Management,Technology
Development and Product (innovation)

3. 2
Pillars of Growth
1. Organic Growth
2. Partner / Alliance
3. Product / Geographic
4. Mergers and Acquisitions
Questions will drive thought and action

4. 3
Organic Growth
1. Define your revenue:
1. Do you establish goals and targets; and if so to what level?
2. Do you quantitatively analyze your revenue?
2. Measure and Analyze your performance
1. How often do you calibrate?
2. Common themes both good and bad?
3. Document via a Revenue Bridge: Data driven revenue analysis is the key to measurement
1. Prior Year Base Revenue
2. Same Store Sales
3. Net New Business
4. Ramp
5. Churn / Attrition
4. Bottoms up bridge will enable top down actions (client level)
5. Connect to client concentration, tiers, reps, books, industries, products etc.
3. Improve: Focused execution against shortfalls (Where, Why….small bites)
4. Develop monitoring and incentive programs to align with your goals
Understanding your top line is the key to enhancing it

5. 4
Partners – Who can help?
1. Who can help you? Really ask yourself this question and WHY 5X.
1. Does it make sense or just look good on your website - opportunity cost is real.
2. Your size and their reach matters – this is the leverage from both parties
1. This will also dictate the model on how gains are shared
3. Can they accelerate your niche - or is it a distraction?
1. Are you relying on a partner to enter a new geography or product?
4. Reciprocal relations matter – if one sided the partnership will dry up
5. Don’t put them in charge of your brand
1. You spent years developing it – don’t let someone unless tarnish it
6. Minimize complexity
1. Complex relationship models will break

6. 5
Product / Geography expansion
1. What is your strategy? How do you define your Go To Market Plan?
1. Put the time up front to save time and dollars long term
2. Risk vs Reward
1. Where is your tolerance? The returns should correlate with the risk and know when to cut your loss
3. Capital intensive
1. Have a very clear ROI documented and compare to other capital allocation opportunities.
4. Core to your vision?
1. If not – why are you doing this?

7. 6
M/A - Buyers
• Sourcing
• You are not alone – “professional” money coming into the industry
• How do you differentiate your bid from others? Tailor to the buyer
• You can never change what you buy something for.. Only what you sell
• Synergies are vital - its your work – your risk – your upside
• Qualitative gems can make or break a deal
• Integrating
• Transparency and honesty are everything – reputation will follow you
• Integration is hard work – understand what you are signing up for
• Unrealized gains – synergies will not be paid up when you sell
• Culture is underrated – assess it and ensure you are comfortable with the solution
even if that means employee or client attrition.
• Anxiety is the death of an integration

8. 7
M/A - Sellers
• Why Sell
• Succession gaps, scalability challenges, worn down, wealth concentration, timing
• Know your audience
• Financial vs Strategic
• Companies buy markets and customers (niche vs generalists)
• Buyer Principles
• EBITDA vs Revenue (revenue multiple is an output not a driver)
• Growth matters – correlated with multiples
• Size matters – correlated with multiples
• Client Concentration – will decrease multiples or drive an earn out
• Industry / niche connects to buyer dynamics
• Idealism vs reality (market multiples – do your own legwork)
• Broker vs non broker
Grab my card 