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Welocalize LocLeaders Meeting - Dublin
June 2014
Our Story
Then & Now
By Smith Yewell, CEO and
Co-Founder of Welocalize
First Office:
(Our Basement)
1997
Julia Then
(Julia Yewell, Co-Founder)
Julia Now
Welocalize Then
Confidential7
Welocalize
Now
Company History
2014 Trends
It’s All About the Match!
www.welocalize.com/dating-websites-black-boxes-translation-quality
Talent Management
Community Management
Developing Vision
Best Practice
Technology
Business
Units
Talent
Management
Customers
Communities
Customer Intimacy Talent Intimacy
OpEx Efficiency
Task
Worker
Expert
Highly
specialized
resource
working
typically
onsite
Vendor Mgt.
PriceQualityCapacity
SLV
Talent Mgt.
Freelancer
ID
Crowd Mgt.
Your Community
Staffing
Deep bench
supporting
bursts of
work
Narrow
bench
supporting
steady work
Broad but
variable
bench
supporting
lower-level
tasks
INNOVATING FOR THE FUTURE AND CURRENT TRENDS
2014
Confidential18
Confidential19
Not just order takers
Confidential20
TAT on infinitesimally small
Confidential21
Real-time access
to personnel
Confidential22
Scalable large & small
Confidential23
Tool compatibility
Confidential24
Responsive local PM
Confidential25
Confidential26
Confidential27
Net Promoter Score
Confidential28
For Additional Information – Contact Us
www.welocalize.com

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June 2014 LocLeaders Dublin Trends 2014 Smith Yewell CEO Welocalize

Editor's Notes

  1. Overall revenues were essentially flat versus our 2012 reported results (growth of $0.6M to $118M). However, we saw a shortfall to budget of $14M, driven predominately by 5 large clients. Net profit margins of 32.3% were behind budget, though slightly up from 2012. Improvements in Park margins helped to offset decreased margins at localization divisions, which was primarily a result of below-budget revenue results. Total bottom line of $22.4M represents a $1M decline versus 2012 and a $3.7M miss versus budget. Note: financials below do not reflect Park results prior to Jan 30, 2012 acquisition. Versus a full year proforma inclusive of all 2012 Park results, our 2013 financial results reflect slightly higher declines than those below.
  2. Overall revenues were essentially flat versus our 2012 reported results (growth of $0.6M to $118M). However, we saw a shortfall to budget of $14M, driven predominately by 5 large clients. Net profit margins of 32.3% were behind budget, though slightly up from 2012. Improvements in Park margins helped to offset decreased margins at localization divisions, which was primarily a result of below-budget revenue results. Total bottom line of $22.4M represents a $1M decline versus 2012 and a $3.7M miss versus budget. Note: financials below do not reflect Park results prior to Jan 30, 2012 acquisition. Versus a full year proforma inclusive of all 2012 Park results, our 2013 financial results reflect slightly higher declines than those below.
  3. Overall revenues were essentially flat versus our 2012 reported results (growth of $0.6M to $118M). However, we saw a shortfall to budget of $14M, driven predominately by 5 large clients. Net profit margins of 32.3% were behind budget, though slightly up from 2012. Improvements in Park margins helped to offset decreased margins at localization divisions, which was primarily a result of below-budget revenue results. Total bottom line of $22.4M represents a $1M decline versus 2012 and a $3.7M miss versus budget. Note: financials below do not reflect Park results prior to Jan 30, 2012 acquisition. Versus a full year proforma inclusive of all 2012 Park results, our 2013 financial results reflect slightly higher declines than those below.
  4. Overall revenues were essentially flat versus our 2012 reported results (growth of $0.6M to $118M). However, we saw a shortfall to budget of $14M, driven predominately by 5 large clients. Net profit margins of 32.3% were behind budget, though slightly up from 2012. Improvements in Park margins helped to offset decreased margins at localization divisions, which was primarily a result of below-budget revenue results. Total bottom line of $22.4M represents a $1M decline versus 2012 and a $3.7M miss versus budget. Note: financials below do not reflect Park results prior to Jan 30, 2012 acquisition. Versus a full year proforma inclusive of all 2012 Park results, our 2013 financial results reflect slightly higher declines than those below.
  5. Overall revenues were essentially flat versus our 2012 reported results (growth of $0.6M to $118M). However, we saw a shortfall to budget of $14M, driven predominately by 5 large clients. Net profit margins of 32.3% were behind budget, though slightly up from 2012. Improvements in Park margins helped to offset decreased margins at localization divisions, which was primarily a result of below-budget revenue results. Total bottom line of $22.4M represents a $1M decline versus 2012 and a $3.7M miss versus budget. Note: financials below do not reflect Park results prior to Jan 30, 2012 acquisition. Versus a full year proforma inclusive of all 2012 Park results, our 2013 financial results reflect slightly higher declines than those below.
  6. Overall revenues were essentially flat versus our 2012 reported results (growth of $0.6M to $118M). However, we saw a shortfall to budget of $14M, driven predominately by 5 large clients. Net profit margins of 32.3% were behind budget, though slightly up from 2012. Improvements in Park margins helped to offset decreased margins at localization divisions, which was primarily a result of below-budget revenue results. Total bottom line of $22.4M represents a $1M decline versus 2012 and a $3.7M miss versus budget. Note: financials below do not reflect Park results prior to Jan 30, 2012 acquisition. Versus a full year proforma inclusive of all 2012 Park results, our 2013 financial results reflect slightly higher declines than those below.