How to develop and implement an Innovation Decision Making Approach to double the Business Value of the existing Innovation Portfolio? How to define and use clear criteria for decision making process on Program and Portfolio level? How to develop a Innovation Business Case reflecting the right decision making process? How to manage the high sensitive value criteria successfully?

1. Business Innovation Value Management
How to create, develop and capture new business value?
November 2013
Inpaqt Confidential and Proprietary

2. Object 3
Contents
Understanding the complexity
§Business Innovation Framework
Innovation
Value
Management
New Busioess
Models
Growth
Strategy
§Approach – Process Visualization
§Lifecycle of Innovation
§Service Offerings to Accelerate
Innovation
Operating
Model
Innovation
§Appendices
Service Offerings
•
References
•
Inpaqt Confidential and Proprietary
•
About ....
2

3. Our understanding of the difficulties to ensure the Value
creation, development and capturing for Innovation in a
complex and uncertain environment
How we can double the Value of the existing Innovation Portfolio?
SITUATION
CHALLENGE
§ The key characteristics of
Innovation are high level of
uncertainty in technology
and markets, complex
decision making for
innovation program leaders
and the board members.
§ Decision makers for
Innovation Programs and
Portfolio urge for better
decision supporting tools
on program and portfolio
level.
§ Traditional business case
approach for future value
calculation doesn’t support
the decision makers.
§ Once a business case is
approved in the start of the
innovation program, it isn’t
used in the next steps of the
innovation process to take
the complex decisions
needed.
§ The majority of the Innovation
Program delay in time
compared to the original
Business Case
Inpaqt Confidential and Proprietary
§ Once a Innovation Program is
started a need for a more
dynamic Track & Trace
tool regarding the
performance of the
program is required. The
lack of Speed of
Innovation the one of the
most critical business case
“killers”.
§ Due to the complexity of the
decision making process
and portfolio
management, building
internal competences is
vital for sustainable
success.
?
KEY QUESTIONS
How to develop and
implement an Innovation
Decision Making Approach
to double the Business
Value of the existing
Innovation Portfolio?
• How to define and use clear
criteria for decision
making process on
Program and Portfolio
level?How to develop a
Innovation Business Case
reflecting the right
decision making process?
How to manage the high
sensitive value criteria
successfully?
•
KEY SERVICES
Business Innovation
Value Management
§ Portfolio Management
§ Speed of Innovation &
Program Management.
§ Innovation Business Case,
Management, Tooling
& Training
§

4. Innovation Value Management is the financial reflection of our
business innovation framework (designing & testing of Value
Hypothesis) in terms of Future Value: NPV, IRR and Payback
Time.
DESIGN THE
FUTURE VALUE
PROPOSITION
I. Growth Strategy
Identifies where to allocate
organizational resources for future return on
investments.
Development of strategic scenarios to
provide direction for the long-term growth
strategy.
II. New Business Models
New
Busioess
Models
TEST HOW TO
MANAGE THE
FUTURE VALUE
IV. Innovation Value Management
To maximize the outcome of your
innovation efforts, proper innovation
management is imperative; i.e. portfolio mgt,
Speed of Innovation & Program mgt, Codevelopment & Partnership mgt, Innovation BC
mgt
Inpaqt Confidential and Proprietary
Innovation
Value
Management
Growth
Strategy
A business model describes the
rationale of how an organization creates,
delivers, and captures value. We help to
develop effective, game-changing business
models.
DESIGN HOW TO
CAPITALIZE
ON IT
Operating
Model
Innovation
III. SOM Innovation
Defines how an organization aligns
its assets and capabilities to deliver the
future value proposition. Detailed design of
the required changes to the current
organization.
DESIGN HOW TO
DELIVER IT

5. Entrepreneurial Innovation means coping with uncertainty in
all dimensions and therefor many iterations in redesign of
the four dimensions
Approach – Process Visualization of Entrepreneurial Innovation
New Busioess
Models
Operating Model
Innovation
Operating Model
Innovation
New Busio ess
Mode ls
Growth Strategy
New Busioess
Models
Operating Model
Innovation
Innov
at
Manag ion Value
emen
t
Innov
at
Manag ion Va lue
emen
t
Operating Model
Innovation
Growth Strategy
Growth Strate gy
Growth Strategy
Innovation Value
Management
Innov
ati
Manag on Va lue
emen
t
Innovation Value
Management
Operating Model
Innovation
Growth Strate gy
New Busioess
Models
Growth Strategy
New Busioess
Models
Innovation Value
Mana geme nt
New Busioess
Models
Innovation Value
Management
Operat
Innov ing Model
ation
New Busioess
Models
Ne w Bu
Models sioess
GrOp
owth at
er Stra
teg
Innov ing Model
ation y
Innovation Value
Management
te gy
Ne w Bu
Models sioess
Oper at
Innov ing Model
ation
Gr ow
th Stra
Innovation Value
Management
te gy
l
Opera ting Mode
Innovation
Grow
th Stra
l
Opera ting Mode
Innovation
Innovation Value
Management
Growth Strategy
New
Bu
Mo de sio es s
ls
UNCERTAINTY /
RISKS /
PATTERNS /
INSIGHTS
CLARITY
/ FOCUS
THE FUTURE VALUE
PROPOSITION
HOW TO CAPITALIZE
ON IT
HOW TO
DELIVER IT
Source: Adapted from Damien Newman – Central Inc,
Inpaqt Confidential and Proprietary
HOW TO MANAGE
THE FUTURE VALUE

6. Managerial innovation means that less dimensions requires
redesign along the way and the process of innovation becomes
more manageable and standardized at the end of the process
Approach – Process Visualization of Manag erial Innovation
New Busioess
Models
Growth Strategy
Innovation Value
Management
UNCERTAINTY /
RISKS /
PATTERNS /
INSIGHTS
Operating Model
Innovation
New Busioess
Models
Growth Strategy
Operating Model
Innovation
Growth Strategy
Operating Model
Innovation
Innovation Value
Management
Operating Model
Innovation
Innovation Value
Management
Operating Model
Innovation
Innovation Value
Management
Innovation Value
Management
Innovation Value
Management
Growth Strategy
Growth Strategy
New Busioess
Models
New Busioess
Models
Growth Strategy
Operating Model
Innovation
New Busioess
Models
New Busioess
Models
New Busioess
Models
Growth Strategy
Innovation Value
Management
Operating Model
Innovation
New Busioess
Models
Innovation Value
Management
Growth Strategy
CLARITY
/ FOCUS
THE FUTURE VALUE
PROPOSITION
HOW TO CAPITALIZE
ON IT
HOW TO
DELIVER IT
Source: Adapted from Damien Newman – Central Inc,
Inpaqt Confidential and Proprietary
HOW TO MANAGE
THE FUTURE VALUE
Operating Model
Innovation

7. Managing the complexity and uncertainty means
understanding the lifecycle of Innovation and knowing which
risks and uncertainties are sensitive for Future Value
Life Cycle of Innovation
Reality is often different
Ideal Life Cycle of Innovation
IDEAL SCENARIO
Accumulated Cashflow
ket
Mar nties
rtai
Unce
MARKET
INTRODUCTION
§ In an ideal scenario, an idea quickly transforms into a new
product, without excessively high investments. New products
are successfully introduced into the market, which, in turn,
reach break-even fast.
§ Key financial ratio’s to measure success of Innovation are NPV,
IIR and Payback Time
§ Key drivers for NPV are Time to Market (TTM), Investments,
Income growth and Risk/Interest
§ The innovation cycle faces technical risks and market
uncertainties
Time
nica
Tech s
Risk
l
BREAK EVEN
§ Main causes for loosing Value: taking too much time to perfect
products instead of good enough, not having a launching
customer, lack of IP protection, lacking solid market insights,
not involving (e.g.) customers, suppliers or other third parties,
due to matters taking longer, higher investments are required
which push back the break-even point. Also the growth curve
is likely to slope down due to missing market momentum.
§ Key Insight you need is: Which risks, uncertainties are most
sensitive to impact the Future Value
§
Source: Adapted from Damien Newman – Central Inc.
Inpaqt Confidential and Proprietary

8. Successfully managing the Future Value requires to build up
the right capabilities our having access to services offering
the requested functionalities
S ervice Offering s to accelerate Innovation Value Manag em ent
Full Outsourced
Services
Full Self Capable
Innovation Portfolio “Value Doubler”
Portfolio
Management
Innovation Portfolio - Building the capability
Portfolio Future Value Assessment
Innovation Program Management Acceleration
Speed of
Innovation &
Progr. Mgt.
Speed of Innovation - Building the capability
Speed of Innovation - Consulting
Outcome
PORTFOLIO
FUTURE VALUE
CERTAINTY
INCREASE
PROGRAM
FUTURE VALUE
CERTAINTY
INCREASE
One Innovation Program NPV Acceleration
Innovation
Business Case
Facilitating user community
Certification
Innovation BC Training 101
IMS License & tool readiness Current Portfolio
Inpaqt Confidential and Proprietary
FUTURE VALUE
MANAGEMENT
CAPABILITY

9. Service Offering Details
Inpaqt Confidential and Proprietary

10. Innovation Business Case Training 101
How build and manage business case in Innovation
Dynamics?
Business Case Training 101
Objectives
§ Understand the Lifecycle of Innovation
Method
§ Day 1: getting started with the base line BC:
§ Understand and execute building a base line business
case using the tool ©IMS
ü Client Case Introduction
§ Develop different business case scenario’s for your own
project
ü New case creation walkthrough base on
prepared case information
§ Simulate for each scenario improvement on NPV, IRR
and Payback Time
ü Get used working with the tool ©IMS
ü BC introduction - base line
ü Speed of Innovation – Introduction
ü Q&A
Output
§ Actual Business Case for your own Innovation Project
§ Different business case scenario’s
§ NPV-Reports for each executed simulation
§ Capability to use ©IMS at initial level
§
§ Day 2: advanced BC understanding:
ü Collective Case Introduction
ü Sensitivity Analysis – introduction
ü Execute sensitivity analysis - Group work
ü Acceleration of the BC – Report out
ü Portfolio Management – Introduction
ü Q&A
ü Day 3: advanced Portfolio Management (OPTIONAL)
Inpaqt Confidential and Proprietary

11. In order to analyze different business case scenario’s the
Sensitivity Analysis based on Monte Carlo Simulation method
can be applied in complex and uncertain environment
Innovation Business Case – Method: Sensitivity Analysis based on Monte Carlo Simulation
What is it
§ The Innovation Business Case Method is based upon
Discounted Cash Flow (DCF) models, which help
managers ask the right questions when judging
projects and make better-founded decisions in
complex and high uncertainty environment. We feel
that a manager’s toolbox is not complete without this
model and should be used throughout the life cycle of
a product.
§ Free cash flow will fluctuate in the course of the project
due to technical risks and market uncertainties. There
are a number of possible scenarios, each with its own
specific net present value and likelihood of occurring.
How to apply it
§ In de Innovation Lifecycle many options can create value,
but they usually also cost money. Decision diagrams
are a good way to estimate the value of an option.
When they are set against the costs of obtaining
flexibility, gathering information and implementing the
decision, one can see whether or not the option will in
fact create value.
§ We feel that the ability to think in terms of options is an
important skill and an essential element of innovative
entrepreneurship.
Several real options are
embedded in R&D-projects
§ All these scenarios ought to be worked out and set
against the likelihood that they may occur. This will be
done using a Monte Carlo simulation. The various
outcomes are presented as a distribution of NPV
• Several real options are embedded in R&D-projects
research and development
Phase 5
Phase 4
Phase 3
Phase 2
Phase 1
§
•
Cash Outflows
Embedded real options:
•option to abandon
•option to speed up
•option to slow down
•option to temporarily stop
launch
commercialisation
Launch
Launch
Decision
Decision
Success of launch:
•dog
•average
•star
Cash Inflows
Embedded real options: Embedded real options:
•option to abandon
•option to defer launch
•option to expand
•option to contract
8/24/2003
23
Inpaqt Confidential and Proprietary

12. IMS Tool License & readiness current Portfolio
How to start with IMS and be ready to manage the current
Portfolio?
IMS tool license & readiness current portfolio
Objectives
§ License to operate with ©IMS tool
§ Able to install projects in IMS
§ Able to execute simulations on project basis
§ Install current portfolio of innovation projects
§ Execute different scenarios and simulation on portfolio
Method
§ Quick scan current data model, tool, infrastructure and
security. Possible reuse of data and infrastructure.
§ IMS Module planning and road mapping. Decision which
modules are relevant and beneficial and in which order.
§ Business Case design and reporting. Supporting decision
making process for go/no-go with IMS
§ Configuration and installation planning for each module.
Ready to use and roll out scheme
Output
§ Running IMS tool
§ Dynamic Business Case for Innovation Projects
§ NPV-Reports for each executed simulation
§ Portfolio analysis reports
§
Inpaqt Confidential and Proprietary
§ User training and coaching
§ Train-the-trainer workshops for key-users
§ Install knowledge digital platform
§ Annual support for optimizing IMS usages

13. Benefits of the IMS tool
IMS tool license & readiness current portfolio enables deep insight in portfolio in order to optimize portfolio
What is it
How to apply it
Increasing innovation competencies and skills within an
organization requires specific management. For this
purpose, INPAQT has developed powerful tools in order
to make this management possible. They are combined
into a single software package: the Innovation
Management Suite (IMS).
Consisting of over 100 tools and models, IMS is dived
into different management systems covering the
following tools in a row:
· Foresight & Visioning
· Business Modeling
· Risk and Uncertainty Analysis
· Appreciations
· E-learning
.
Portfolio Management
.
Road-mapping
.
Idea management &Stage Gate
.
Pipeline management
INPAQT will provide you with an experienced team of
managers and professionals to successfully implement
innovation management within your organization.
We will install and configure the innovation management
tools and interconnect them with your other systems.
During this process your employees will be continuously
involved. They will receive a training to get familiar with
new procedures and utility features.
After implementation, solid innovation management has
thus become a fact.
•
Inpaqt Confidential and Proprietary

14. Life Cycle Innovation Management System – LIMS
integrates all innovation value chain functions along the
whole innovation life cycle
Blueprint of Innovation management system as recommended by innovation management experts
Innovation value chain
These features are best
practices and
recommended by
innovation experts such as
Clayton Christenson of HBR
and addressed by the
Inpaqt’s Innovation
Management Solution
Generate
Capture
Evaluate
Develop
Ideation
Databases
Evaluation
Project mngmt.
Mind-map
Idea Portfolio
mngt.
Business
modelling
PLM/BLM
P2P advice
Communities
Business case
Social media
P2P enrichment
Decision making
Collaboration
Private
communities
Contests/voting
PPM
Status alerts
Innovation knowledge process
Phases
Features
Support functions
Source: Innovators DNA, HBR, 2008, Capgemini Consulting
Inpaqt Confidential and Proprietary
Workflow
Dash boarding and reporting
Back office integration and customisation tools
Launch
Road mapping

15. Via an “innovation” portal you enter the landingspage where you
can navigate to the different parts of LIMS
LIMS landing (web) page depending on user role based access rights
Inpaqt Confidential and Proprietary

16. The dashboards landing page provides different views on the
innovation activities from challenges and ideas uptill projects and
products on the market.
Inpaqt Confidential and Proprietary

17. Each dashboard let you compare the status of the different
innovation activities
(in graph selections possible)
Inpaqt Confidential and Proprietary

18. LIMS supports multi disciplinary teams to work together on
an captured idea
In the Ideation phase an idea is captured and worked out into a full project/business plan by a multi-displinary team.
Inpaqt Confidential and Proprietary

19. Specific out of the box tools support the team with generation
of applications up to defining the business model and refining
the value proposition.
Results of brainstorming using mindmapping functionality
Alexander Osterwalder’s Business Model Canvas
Inpaqt Confidential and Proprietary
Value network showing up and downstream parties
Overserved and underserved product/service attributes

20. Our focus in Business Case is on the cost and value drivers,
determing the critical uncertainties and risks; support the team to
create new options to mitigate the uncertainties and risks.
Business case Income statement
Cash curve showing break even point and payback time
Business Case -> Accumulated NPV
Average total accumlated NPV
1.000.000
500.000
0
-500.000
-1.000.000
29-10-2015
3-9-2019
Time
Tornado diagram with most important cost- and value drivers
The effect of time to market on expected Net present Value
Sensitivity Analysis2 -> Impact On Static NPV (Sensitivity Analysis) (Sensitivity Analysis2)
On Static NPV (Sensitivity Analysis) (Sensitivity Analysis2)
Duration (in quarters) -> Duration (in quarters)|Static NPV (Sensitivity Analysis2)
C2 Cost-Return AnalysisDemo -> Market1 -> [MarketShare Expectation]
1,000,000
800,000
C2 Cost-Return AnalysisDemo -> ComplementaryMarket1 -> [PricePerUnit]
Static NPV
Impact
600,000
C2 Cost-Return AnalysisDemo -> Market1 -> [PricePerUnit]
R&D1 -> Phase1 -> [Duration (in quarters)]
400,000
200,000
0
-200,000
-400,000
-600,000
2.00
R&D1 -> Phase1 -> [Out of Pocket Costs]
-10.000
Inpaqt Confidential and Proprietary
0
10.000
20.000
30.000
40.000
50.000
3.00
4.00
5.00
6.00
Duration (in quarters)
7.00
8.00
9.00
10.00

21. Benefits using our tool
•
Our integrated innovation system LIMS covers the whole innovation value
chain
•
Support of all innovation people involved and on all levels, from the
innovation team members, innovation managers up till board level.
•
Easy access to actual data assures that board decisions are up to date and
based upon verifiable facts and input
•
Inpaqt LIMS software assures that innovation activities are in line with your
company strategy
•
with LIMS from Inpaqt you can easily increases speed of innovation ,
innovation productivity and flexibility
•
Our software is customizable and modular, adjusting it to your innovation
process needs and capabilities and thus helping you to improve your
innovation process and capabilities over time
•
Open and .Net technology to easily connect with other systems and share
data
•
Fast implementation through Agile/scrum working methods
Inpaqt Confidential and Proprietary

22. Example case
Inpaqt Confidential and Proprietary

23. Examples of reports using Innovation Business Case approach
Sensitivity analysis: Discount rateNPF
Sensitivity analysis BC: Tornado diagram
Cost drivers
Value drivers
Sensitivity Analysis30 -> Impact On Static NPV (Sensitivity Analysis)
Discount_Rate_WACC -> Discount_Rate_WACC|Static NPV
12.000.000
Average Sales Price
Quarter Basis Funnel FEI1 v2 aanpassing def. -> ceta market -> [PriceperUnit Expectation]
10.000.000
Expected CoGS
Static NPV
Quarter Basis Funnel FEI1 v2 aanpassing def. -> ceta market -> [CoGS1 Expectation]
Total unit sold/year
Quarter Basis Funnel FEI1 v2 aanpassing def. -> ceta market -> [TotalUnitsSoldperyear Expectation]
8.000.000
6.000.000
IRR
4.000.000
2.000.000
Discount rate (WACC)
0
Quarter Basis Funnel FEI1 v2 aanpassing def. -> [Discount_Rate_WACC]
-2.000.000
-25
-200.000
-100.000
0
100.000
200.000
Used DR
-5
300.000
Sensitivity analysis: Sales priceNPF
15
35
55
75
Discount_Rate_WACC
Impact
Sensitivity analysis: CoGSNPF
PriceperUnit Expectation -> PriceperUnit Expectation|Static
NPV
CoGS1 Expectation -> CoGS1 Expectation|Static NPV
8.000.000
20.000.000
6.000.000
10.000.000
Break even price
Static NPV
Static NPV
15.000.000
5.000.000
Break even CoGS
2.000.000
0
0
-5.000.000
62.500
4.000.000
82.500
102.500
122.500
PriceperUnit Expectation
Inpaqt Confidential and Proprietary
142.500
162.500
-2.000.000
32.500
42.500
52.500
62.500
CoGS1 Expectation
72.500
95
115

24. Case “e-bike development
Basic assumption for the case: “e-bike development”
Inpaqt Confidential and Proprietary

25. Results of the Analysis using IMS:
NPV, payback time, IRR and P&L
Case: “e-bike development”
Results
Expected NPV (mil)
Payback time (Years)
0,50
7,8
Chance on Negative NPV (%)
51
Calculated Risk (between 1
(very low) to 25 (Very high)
36
Estimated R&D for Next Year
Project Description
2.748
Not Def ined
Project Number
Estimated Annual Revenues
*IRR (%)
Choose
76,89
Income Statement
Revenues
COGS
Gross Margin
Total R&D Cost
EBITDA:
Depreciation/amortization
EBIT
Tax
Net Income
Inpaqt Confidential and Proprietary
2013
2014
0
0
0
0
0
0
314.785 250.415
-314.785 -250.415
0
0
-314.785 -250.415
0
0
-314.785 -250.415
2015
2016
2017
2018
2019
2020
155.278 1.277.600 2.296.749 2.433.400 2.434.185 2.129.502
49.689 408.832 734.960 778.688 778.939 681.441
105.589 868.768 1.561.789 1.654.712 1.655.246 1.448.061
100.578
2.748
0
0
0
0
5.011 866.021 1.561.789 1.654.712 1.655.246 1.448.061
0
0
0
0
0
0
5.011 866.021 1.561.789 1.654.712 1.655.246 1.448.061
0 216.505 390.447 413.678 413.811 362.015
5.011 649.516 1.171.342 1.241.034 1.241.434 1.086.046

26. Sensitivity analysis results using IMS:
Case: “e-bike development”
Sensitivity Analysis4 -> Impact On Static NPV (Sensitivity Analysis)
Business Case (P) -> E-bike market -> [PriceperUnit Expectation]
Business Case (P) -> E-bike market -> [TotalUnitsSoldperyear Expectation]
E-bike development -> Phase1 -> [MaterialsandServices1]
E-bike development -> Phase1 -> [Duration (in quarters)]
Business Case (P) -> E-bike market -> [CoGS1 Expectation]
-20.000
0
20.000
Impact
Inpaqt Confidential and Proprietary
40.000
60.000

27. Boosting Time to Market show significant increase
of Value
Case: “e-bike development”
Duration (in quarters) -> Duration (in quarters)|Static NPV
4.000.000
Now
Static NPV
2.000.000
Break even
0
-2.000.000
Increasing speed increases NPV
-4.000.000
2
7
12
17
22
Duration (in quarters)
Scenarios: Outsource, more resources, concurrent engineering etc
Inpaqt Confidential and Proprietary
27

28. Can the number sold increased by using other distribution
channels?
Case: “e-bike development”
TotalUnitsSoldperyear Expectation -> TotalUnitsSoldperyear
Expectation|Static NPV
2.000.000
Static NPV
1.000.000
0
Now
-1.000.000
Break even
-2.000.000
-3.000.000
-550
-50
450
950
1.450
1.950
TotalUnitsSoldperyear Expectation
Inpaqt Confidential and Proprietary
2.450

29. Can the cost price be lowered by deleting overserved product
attributes or by lowering costprice using lean principles?
Case: “e-bike development”
CoGS1 Expectation -> CoGS1 Expectation|Static NPV
1.000.000
Static NPV
500.000
0
-500.000
Overserved costly attributes
that can be deleted and in
this way increases the value
for money
Price now
Break even
-1.000.000
-1.500.000
-2.000.000
400
900
1.400
1.900
CoGS1 Expectation
Ratio Attribute realization vs Importance
Bubble size represents costs and or presence of barriers
Overserved:Lower costs/Other customer group
Low weight Good braking Differentiator: May deliver customer excitement
Comfortable posture/sitting
High
Well known Brand
Lighting
Competing price/price range
Needed storage room
Sportive, modern design
Cycling light
Range/Action radius
Robust design
Low
No action
Underserved: Qualifier, improve/0ther customer group
No Noise
Low
High
Attribute Importance
Inpaqt Confidential and Proprietary

30. Can the price being rised by better market segmentation or
adding functionalities that doesn’t require additional
investments?)
using customer insights
and looking at
underserverd product
attributes (Outcome
driven innovation
Case: “e-bike development”
PriceperUnit Expectation -> PriceperUnit Expectation|Static
NPV
3.000.000
Static NPV
2.000.000
Underserved cheap
attributes that can be
improved and in this way
increases the value for
money
1.000.000
0
-1.000.000
Now
Break even
-2.000.000
-3.000.000
625
1.125
1.625
2.125
2.625
3.125
3.625
PriceperUnit Expectation
Ratio Attribute realization vs Importance
Bubble size represents costs and or presence of barriers
Overserved:Lower costs/Other customer group
Low weight Good braking Differentiator: May deliver customer excitement
Comfortable posture/sitting
High
Well known Brand
Lighting
Competing price/price range
Needed storage room
Sportive, modern design
Cycling light
Range/Action radius
Robust design
Low
No action
Underserved: Qualifier, improve/0ther customer group
No Noise
Low
High
Attribute Importance
Inpaqt Confidential and Proprietary

31. The team and contact details
Inpaqt is the core of a partnership network of top skills & experiences
Felix Janszen, CEO at Inpaqt b.v.
M: +31 (0)6 54242341
@: felix.janszen@inpaqt.nl
Koen Klokgieters, Associate Partner
M: +31 (0)6 46934577
@: koen@koenklokgieters.com
Inpaqt Confidential and Proprietary