"We Connect People, Information and Money with the Best Ways to Maximize Business Value"

1. The Alliance: “ We Connect People, Information, and Money with the Best ways to Maximize Business Value”

2. 2 Serving the Middle Market Sales (U.S. $ millions) 5 150 500 1,000 SmallLowerMiddleUpper Large Businesses M I d d l e M a r k e t Companies 2-3x 4-6x 7-8x8-10x >10x

3. 3 Private Capital Markets Capitalization- Growth Transfer Private Capital Markets Valuation

4. 4 The Alliance Growth (MidMarket Alliance) Transfer (AM&AA) Maximum Value Process (MVP) Information-Education-Valuation (MidMarket Place.com)

5. Member Benefits “Based on over 25 years of transaction experience, with thousands of client companies, unfortunately… For 90% of all companies, the “value gap” is just too big for any sale today!”

6. 6 What is the “Value Gap” today? Business Value Personal Needs Measure and Create Solutions to Bridge the “Value Gap”

7. 7 Bridging the “Value Gap” Owner Expectations/ Requirements $__________ Increase Company Value Business Transfer Value $_________ How?

8. 8 3 Key Questions : What do you really want most?…. How much will it all cost?…. What is the best way to get from what you have to what you want?

9. The Marketplace tells us: ‘Before Value can be sold or distributed…. Value must be Created!’

10. 10 Future global “weather forecast”… Rate of change will accelerate - life will be more complex, busier . . . Adaptability, agility & momentum will be the key to success! Innovation, opportunities & entrepreneurship will thrive Disruption will be the order of the day Fun, fortunes & failure will be in abundance

11. Business Changes Where is your business now ? Instability Growth & Maturity New Vision Renaissance Performance Demise Original Vision Time Span based on Market Conditions

12. 12 Changing “Owner-Manager” Risk Profile over the Business Lifecycle Entrepreneur Expansion Instability Check Out Risk CEO Shareholder

14. 14 What are the Big Motives of Business Owners ? 1.Increasing profitability of business89% 2.Increasing value of business76% 3.Providing access to capital for the business64% 4.Reducing debtlevel of business63% 5.Expanding size of business51% Family Business, Research Findings, Mass Mutual

16. Attorneys

18. Banks

20. Trust / Charitable Officers

21. Insurance / Investment Advisors Wealth Preservation Estate Planning Wills & Trusts Charitable Planning Foundations The Current Environment A Fragmented Marketplace

22. A Fragmented Approach is Ineffective Today most financial professionals focus almost exclusively on just 1 or 2 of the pieces, valuation, legal, accounting, tax, M&A, etc. -- they fail to completely understand the owner’s fundamental personal needs and comprehensively evaluate the company’s overall business performance and potential

23. The Importance of a “BIG Picture” View Because the needs of the private Business Owner and the Company are so inextricably interlined the best Financial Advisors focus on the whole and not just individual parts.

24. 18 Who Best Manages the Team?

25. It all begins with awareness, information, and education…a whole new perspective onthe BIG picture

26. “The New Corporate Skillset!” ReductionismHolism Parts Whole Structured Creative Rational Intuitive Prove it! Open mind Hierarchy Synergy Categories Individuals Seperate Connected Future/past Now Precise Chaotic Static Dynamic Male Female Nosy Selfcorrecting Seperate notes Harmony Mechanic Organic LogicalSequentialRationalAnalyticalObjectiveLooks at parts IntuitiveImaginationEmotionalSynthesizingSubjectiveHolistic Paul Wilson

27. 21 “None of us is as smart as all of us.” Warren Bennis

29. October 31, 2006 23 Traditional Institutional Model Superseded Financial Institution Many: ManyPrediction Markets, Synthetic Economies One: ManyAffinity Purchasing Few: Few Long Tail Old Model: Financial Institutions serving many individuals New Model: P2P Many: One, One: Many, Many: Many, One: One Many: OneAffinity InvestingAffinity Philanthropy

30. 24

31. 25 The MidMarket Alliance maximizes Value with a world-class professional community of independent experts sharing ideas, resources, and proven best practices: The MVP system

34. Process - View Drives

36. 31 We Know the Maximum Value Process (MVP) Awareness & Education Personal & Estate Planning Personal Needs Analysis Project Coordination MVP Maximizing Value Process Transaction Advisory Business Evaluation Value- Growth “Value GAP” Analysis Management Action Plan (MAP)

37. The planning process must be driven by the total personal needs of the business owner What was the main reason you went into business for yourself? What sort of relationship do you want to have with the business going forward? For how much longer do you want to remain involved with the business? Where are you at now considering the lifecycle for your Business?

38. 33

39. Sample:Aspirations (Ideal) and Traditional Goals (Acceptable) Traditional advisory services focus on maximizing the size of your investment portfolio by minimizing your spending, maximizing your savings and positioning you in a portfolio with the highest risk you can tolerate. Achieving goals otherwise ignored and minimizing investment risk is what the Wealthcare process is all about. For most people, some goals are more important than others. Your primary financial goals as determined in our goal assessment are outlined above.

40. Knowing the $ Value Gap you can Model Alternatives What are all the possible ways to get from where you are to where you want to be?

42. 37 “Choose the right transaction at the right time” Manage the many Business and Personal Transition Issues Manage Transaction Process Design and Structure “The Right Deal” Close the Transaction with Optimum Results Next Step: Personal Wealth Management

43. Value Maximization

45. Integrated Performance Management: Why a Unified Approach Drives Greater Value

47. Budgeting and forecasting

48. Financial close and consolidation

49. Financial reporting

50. Management and operational reporting

51. Methodologies

52. Executive level scorecarding

53. Profitability and cost management

54. Other approaches to tracking and improving business performance

55. Metrics to monitor and analyze performance against goals

58. Focuses on quantitative impact of strategies/initiatives that relate to business value

60. Retain and grow existing customers

61. Leverage income generating assets

62. Optimize Pricing Analytics

63. Improve Demand/ Supply Mgmt

64. Improve Product & Service Info

65. Ensure Regulatory Compliance

66. Improve Internal Controls Mgmt

67. Improve Managerial Effectiveness

68. Improve Financial Information Delivery

69. Streamline Infrastructure Processes

70. Improve breadth, depth & quality of Financial Info

71. Improve shareholder & analyst commun-ications

72. Communicate company & mgmt. quality with timely financial information

73. Improve IT Mgmt

74. Improve Enterprise Data Mgmt

75. Improve Non-IT PP&E Tracking

76. Improve Payables

77. Decrease Receivables

78. Optimize Inventory

79. Rationalize product and service portfolios

80. Improve demand forecasting process

81. Improve capacity planning process

82. Improve Measurement of Financial Performance

83. Improve Analysis of Managerial Information

84. Improve Performance Mgmt

85. Planning/budgeting

86. Monitoring/analytics

87. Operational decision-making

88. Standardization of data

89. Customer information

90. Competitive information

91. Forward looking information

92. Standardization of data

93. Standardize analytic tools and applications

94. Consolidate data and financial information

95. Standardization of data

96. Decrease liability exposure for CXOs

97. Controls over quality of data

98. Monitoring and analytics

99. Communication between board, management, shareholders and public

102. Safety and Health

103. Employment

104. Community

105. Opportunity ID

106. R&D Portfolio

107. Design/Develop

108. Launch

109. Supply

110. Production

111. Distribution

112. Risk Management

113. Selection

114. Acquisition

115. Retention

116. Growth Internal Perspective Human Capital Learning and Growth Perspective Information Capital Organization Capital Culture Leadership Alignment Teamwork

117. Summary - Value Proposition A repeatable process that uses tools, methods and people that help you understand and insure that your Organization, Processes and Technology are Aligned with your Business Strategy, by synchronizing the flow of products and information to the marketplace, resulting in a significant increase in shareholder value.

118. 48 Maximum Value Player (MVP) [pley-er]noun a person or thing that plays. one actively involved especially in a competitive field or process.

119. Page 49 What exactly are we Doing?? Subscribing Rating Organizing Creating Finding Designing Sharing Promoting Publishing

120. 50 Shared Pictures = Shared Knowledge = “Web 2.0 generally refers to a second generation of services available on the WWW that lets people collaborate and share information online.” - Wikipedia.com Shared Videos = Shared News = Shared Bookmarks =

121. 51 Become the lead “MVP”: Photo by Uma B. - Flickr

122. Page 52 Web 2.0 Executable Web Customer-Contributed Content Rich Internet Apps Sharing Syndication Multimedia Photos, Videos, Animation, Audio, Text Flash, Flex , Ajax Really Simple Syndication (RSS) Feeds, Atom Ruby on Rails, Python JavaScript Podcasts Blogs, Wikis Mash Ups Gadgets, Widgets Linking Tagging Published APIs XML Social Networking Meta Tags icalendar Google Earth Web Services Amazon S3

124. eProject Roles Visualization Communication Management Executives Portfolio Management Project Managers Project Management Internal Teams Teams and Resources Dynamic Applications Document Management Vendors & Partners

125. MidMarket Alliance Solution Center Market Research Research And Development Solution Development Customers and Customer Issues Solution Sales Solution Marketing Solution Partners Service And Support Integration Partners

126. Page 56

127. MidMarket Place.com Where owners and advisors of privately held businesses go for valuable free information to learn about the marketplace and to configure the ideal mix of products and professional services they need to maximize business value. The “go-to” place for middle market owners and advisors. Where professional services providers collaborate to deliver a compelling value proposition to the middle market business owner. A 21st Century lead generation machine

128. MidMarket Place.comBranding Elements A Collaborative “Wiki” Marketing Materials Advertising Public Relations Direct Mail Events and Seminars Telemarketing One-to-One Marketing Conferences A Singular Focus on the Business Owner Vision and Creativity A Sense of Urgency Committed Professionals Passion for Excellence Fee Sharing Agreement Dispute Resolution One Goal: New Business!

129. What’s a Brand Community?

131. Brand Influencer Team

132. Fan Club

133. Crowdsourced Network

134. Brand Wiki Members

135. Ambassador Program

136. Stakeholder/Developer Forum

137. Advisory Panel

139. A conduit, not usually the end brand game - A social and media platform, not a brand rallying point

141. More traffic

142. Save costs

143. Drive marketing efficiencies

144. Entrench brand loyalty

145. Improve operations

146. Support products

148. Offline Outreach and Awareness Offline Events Business /Trade Shows Brand Experience PR /Buzz Paid media/promotion Other Asssociations Referrals

152. Partners

153. Clients

154. EmployeesSME’s, Content Developers Learning & Performance Solutions Content IntellectualProperty(IP) Seminars Virtual Classroom Standards, Tools, Templates Re-purpose National Conferences Tools and Applications Content on Demand CDs Courseware The Alliance Operating System Identification Organization Education Implementation Assessment Performance Learning Repositories Metadata

155. MidMarket Place.com Web-based Systems for Collaboration Capital, Resources, and Tools Expert Advisors Education Awareness Information Owners

156. The Alliance: “ We Connect People, Information, and Money with the Best ways to Maximize Business Value”