Orto - Pitch Deck - August 2016

Contents
© 2016 Orto. In commercial confidence. Numbers in brackets refer to accompanying notes document. 2
Section Page
Summary 3
1. The business 4 - 7
2. The market 8 - 16
3. The team 17 - 21
4. Summary financials 22 - 25
5. Investment 26 - 29
Please note this document is accompanied by a notes document, financial forecasts, and a riskassessment, which are available
on request. Referencesto the notes document are denoted by a numberin brackets e.g. (1).

Summary
Five reasons to be excited about this investment opportunity:
1. Orto is an innovative new approach to car sharing for sports cars that provides
all the pleasure of having your dream car but for 40%of the normal cost and
none of the hassle.
2. We’re in anindustry that is ripe for disruption, we’ve already achieved proof of
concept, we have great testimonials from our customers, and numerous leads
for the next cars.
3. We are a fully committed teamcomprising great capability in leadership,
technology, and customer experience excellence.
4. Under current assumptions we’re targeting net profitability of11% in three years
and 13% in Year 3,Month 12.
5. We’re aiming todeliver our investors aninvestment multiple ofup to 20 times
on exit in five to eight years.
3© 2016 Orto. In commercial confidence. Numbers in brackets refer to accompanying notes document.

1. The business
© 2016 Orto. In commercial confidence. 4

The pain point…
The world isfull of people who love cars,
but findit hard to justify buying their dream
car. That’s because they know getting acar
just for fun is expensive, inefficient , and a
lot of hassle; whilst renting or using acar
club meansyou don’t have ‘your’ car and
introduces complexity, additional costs, and
inconvenience.
5
…The solution
Costcomparison with traditional ownership
models fora Jaguar F-Type S (1)
Orto’s co-leasing service solves this
problem by letting people share asingle
car with three other people on along term
basis -giving them all the driving they
want, whilst reducing the cost by over
60% and taking away all the chores.
£0
£10,000
£20,000
£30,000
£40,000
£50,000
£60,000
£70,000
UPFRONT COST MONTHLY COST RUNNING COST WHOLE TERM
Orto Leasing / finance Sole ownership (lump sum cash purchase)
UPFRONT
COST
MONTHLY
COST
RUNNING
COST
WHOLE
TERM
ORTO %
OF COST
Orto £2,249 £489 £0 £13,496 NA
Leasing / finance £5,000 £1,273 £2,890 £37,169 36%
Sole ownership
(lump sum cash
purchase)
£66,565 £0 £2,890 £26,853 50%
© 2016 Orto. In commercial confidence. Numbers in brackets refer to accompanying notes document.

Co-leasing service overview
6
Fourunrelated customers co-
lease asingle new car worth
between £40k and £100k
Customers joina car on atwo-year
term oneat atimethrough the
orto.uk.com showroom. They can
familiarise themselves withthe
system and make any pre-sale
bookings theywouldlikebefore
theybuyand complete their
security checks andpayments
online.
The customers
booktime with their car
throughtheir Ortocalendar
Each customer has 85 days per
year whichtheybook viatheweb
and anapp. The system has inbuilt
rules toguarantee fairness of
access, includingweekends,
whichwe havedeveloped
through countlesshours of
specialist development and user
testing.
Ortotakes care ofall the
details foran upfrontand
monthly fee
Theall-inclusivefees include
collectionanddelivery, valet,
insurance, maintenance,storage
whenthecar iswithOrto, road tax,
and more. Attheend of theterm
customers’ payments simply
cease and theycan either‘walk
away’, or benefitfrom incentivesto
joinanother car.

Orto’s business model
7
We charge customers anupfront fee when they joina
car, followed by all-inclusive monthly fees throughto the
end of the car’s two-year term. The processworksas
follows:
• We order acar from our supply partner and make it
available for co-leasinginour online showroom.
• Customers jointhe car one at a time, making any pre-
sale bookings they would likebased onthe car’s
delivery date. We take anauthorisationfor the
upfront fee on the customer’s paymentcard to lock in
their bookings.
• Once the car is ready for delivery(fromtwo weeksto
three months depending onwhether we order from
stock or as a freshbuild) we take the upfront fees,
purchase and register the car inOrto’s name, insure
it, and deliver itto the customer withthe firstbooking.
• The customers pay their monthly subscription
throughout the term.
• At the end of the term we sell the car, clear the
finance, and retain the difference.
Our innovative model providesastrong foundationby
setting up long-term, highvalue relationships withour
customers. We also see greatopportunity to provide
them with a range of value-adding additional services:
• Access to more amazing cars: accessto hourly and
short-termrentals throughthe Orto calendar for those
customers who wantextravariety ona short-term
basis: we planto facilitate these vehiclesthrough3rd
parties and take a 10% commissionor cut.
• Regular car leases: for those customers who wanta
full-time car on top of their co-leasedcar: we planto
deliver this serviceonabrokerage basis, with
contracts subjectto a ‘finder’s fee’ paidto us by the
underwriting leasing company.
• Orto Experiences: providesrecommendations to
customers onplaces and events they mightlike to
visitwhilstthey have their car booked. We planto
take a 10% commissionor cuton facilities arranged.
Core co-leasing service Additional services

2. The market

Growth incar sharing
Industry trends
9
2024
$6.4bn
2014
$1.1bn
In2015, Navigant Research
projected that theglobal car
sharing industry will grow from
$1.1bnin 2014to $6.4bnin 2024
– a490% increase over thenext
decade (3).
Growth inonline car buying
Research conducted in2016 for
Buyacar.co.ukin theUK found
significant growth between2013
and 2016 inthose happy to buya
new caronline without seeing it
first (5).
2016
31.3%
2013
17.5%
Growth insubscription pricing
Theautomotiveindustry isundergoingsignificantchange, driven by globaleconomic developments,
volatileoilprices, lowinterestrates, peakauto sales,and theapproaching declineoftraditionalcar
ownership (2).As aresult, weexpect toseethefollowingtrends, which underpin thegrowing demand we
seein our targetmarket, toaccelerateover the nextfiveyears:
2016
42%
IBM’s2016research paper ‘ANew
Relationship: People and Cars’
found 42%of their 16,000global
respondents wereveryinterested in
subscription pricing, putting access
above ownership (4).

Target customer
Our target customers are professionalsin major citiesearning between£50,000 and £150,000 per
year. In London,our initialmarket, thisrepresents about400,000 people(6).At themoment, our
customers tendtobemen agedbetween30 and 45,butwe believethis willexpandasgreater
participationfrom women inthe autosector islongoverdue and,as wegrow, oldercustomers will
bemore likelytoembrace alternativestotraditionalbuying andownership.
Initial target customers in London=400,000
Our market research in 2012 found10.2% (7)ofrespondentswere very interestedinjoiningour
service, which basedon our targetdemographic wouldequateto40,000 privatecustomers in
Inner London.However, three factors suggestthis findingisnow conservative: 1) the Ortoco-leasing
modelwe have todayismore accessiblethan thefractional ownership modeltested,2)as aresult
ofthetrends setouton slidenine, interestinsharing modelshas grown significantlysince thattime,
and 3)in additiontotheir findingsonsubscription pricing,IBM alsorecently foundthat 24% oftheir
16,000 respondentswere very interestedin fractionalownership (8).Therefore, wehave assumed
an interestlevelof15%, orc. 60,000 potentialcustomers in InnerLondon.
Initial potential customers in London= 60,000

Potential market
11
We’veproven with our firstcar that fora quarter share ofa Jaguar F-TypeS onan all-inclusive
contract, these customers are willingtopayapproximately 27%ofthecost ofleasinga car alone.
Once Orto isestablished,weanticipatethiswillincrease tothe 36% indicatedinthe price
comparison on slidefive:£2,249upfront and £489per month includingVAT(or £1,874upfront and
£408 permonth net ofVAT),totalling£11,258for thetwoyear term, or £5,629annualised.
Annualised revenue per customer net ofVAT: £5,600
Atan annualisedrevenue percustomer of£5,600 netofVAT,thiswould translateintoa potential
market inLondonof£336m per year (9).In lateryears we plantoexpand tootherUK citiessuch as
Birmingham, Leeds,Manchester, and Bristol,and major Europeancitiessuch asBerlin, Madrid,
Rome, andParis. Basedon populationsizesrelativetoLondonthe scaleofopportunityis estimated
tobe£269m across theseother UKcities(£605m in total)and £1.27bnacross theseEuropean cities
(10), or £1.88bnintotal.
Potential markets: London=£336m; UK =£605m; Europe = £1.27bn; total =
£1.88bn

Current traction
12
The service is upand running: orto.uk.com isfully liveand processingcustomers fromfirstvisit to
payment and the daily managementofbookingsby customers through the Ortocalendar.
Proofofconcept is complete: wehave aJaguar F-Type Sco-leasedto four,arm’slength customers,
and working extremelywell(pleaseseeour testimonialson the following slide).
We’re ready togrow: wehave hundreds ofsubscribers, numerous leadsforthe next cars, and a
provenability to acquire moreon demand.Thetop carscustomers want toco-lease next include the
Range RoverSport,Porsche 911 CarreraS, and MaseratiGran Turismo.
Further accomplishments include:
• Takingour first£9,000 ofrevenue (netofVAT)
• Buildinga highlysophisticatedsharing platformin-house
• Receiving mediaattentionin theFT, TheSunday Times,TechCrunch, and more
• Securing a bespokeinsurance dealspecificallyforco-leasing
• Being authorisedby theFinancial Conduct Authority
• Enteringtalkswith atopgloballeasingcompany aboutanassetfinance partnership
• Completingour seedfundinground in June 2015 for£113,500

Customer testimonials
13
“I don’tneedacar allthe time,so the Orto modelworksperfectlyforme.I’ve gotplentyofdaystobookwhenIneed
themandI lovethe familiarity ofhaving the samecareverytime.It’s veryconvenient –Orto dropoffand collect the car,
anddealwiththe cleaning and maintenance.AndI didn’tneedto spendahuge sumonacarthatsitsaround gathering
dustanddepreciating.I’d recommendOrto withouthesitation.”
- Chris,Jaguar F-TypeSCoupe,April2016
“I’d beenplaying withthe ideaofbuying asportscarforawhile. But witha2-yearoldson,the largeinitial outlaywashard
to justify. WithOrto I getto drive aphenomenalsportscarwhenIneedit –and itfeelslike the car’smine.I love thatthe
car’sdeliveredto mydoor,and thateverything’swrappedupinthe fixed monthlycost. It’s averypersonalservice;I
alwaysspeakdirectlyto the founders,who doeverything theycanto help.”
- William,JaguarF-TypeSCoupe,April2016
“I’ve ownedperformancecarsin the pastand gotlimited use outofthem–butstill hadthe costand headacheof
insurance, servicing etc. Orto isaverysensibleidea:allthe enjoyment,without the drawbacks.It’s averysimple andcost
effective wayto dothings; IknowwhatI’m getting eachmonth.The bookingsystemisapieceofcake touse andthe
handovershave beenseamless.All-in-allaveryenjoyableexperience.”
- Ali,JaguarF-TypeSCoupe,April2016

Competitive landscape
14
Thistablesetsoutthedifferentmodelsthatwe competewith andhow we compare tothem:
What it is Who's out there What it costs How we compete
Sole ownership
Buying a either a new or a
used car as a cash
purchase.
This is a personal
option financed
with the individual's
cash.
New Jaguar F-Type S: upfront: £66,565;
monthly: £0; total est. two-year cost: £26,853
Used Jaguar F-Type S: upfront: £46,000;
monthly: £0; total est. two-year cost: £14,200
We offer lower upfront and whole-term costs whilst
removing the chores of ownership such as insurance
and maintenance. As we refine our model over time we
plan to make used cars available for co-leasing for
those customers who are less attracted by the prospect
of a brand new vehicle.
Leasing and
finance
Leasing a car alone on a
long term contract or taking
out a secured loan to buy a
car.
Jaguar Finance,
BMW Finance,
Black Horse, Close
Brothers.
A Jaguar F-Type S from Jaguar Finance
including options and after an assumed
discount on a two-year term costs £37,169 for
the whole term, or £41,120 on a three-year
term.
We bring the same advantages as with sole ownership,
except with an emphasis on a significantly reduced
monthly cost and the whole-term cost reduction is even
more pronounced. We will explore longer co-leasing
terms with our partners in due course.
Short term
rental
Renting a car on a short
term basis from a company.
Avis Prestige,
Hertz Prestige,
smaller
independent
companies.
A four-day booking for a Jaguar F-Type S in
June 2016 cost £997, or a daily cost of £250. At
this cost 85 days would come to £21,186, so for
two years (170 days), £42,373.
Supercar clubs
Companies that own a fleet
of supercars to which
customers have short term
access in exchange for an
annual fee
Auto Vivendi, P1.
Direct comparisons are difficult as supercar
clubs offer very high-end vehicles usually
starting at £100k. Auto Vivendi offer a
membership for £25,000 per year that they say
results in an average of 70 days driving, so
£50,000 for two years.
Peer-to-peer
Renting a car on a short
term basis from an individual
owner.
Easy Car Club,
Hiya Car.
As at 22/07/16 there were no premium sports
cars available for comparison.
In addition to the lack of comparable cars available, the
Google reviews for Easy Car Club indicate that peer-to-
peer services are unlikely to present an attractive
option for those seeking convenience.
We are a significantly more cost-effective approach to
having a car over a long-term period than rental or
supercar clubs and with these options you don't have
'your' car. We also offer less complexity with a simple
online booking system and day alowance rather than
points-based systems and more convenience with
inclusive collection and delivery. Rental and supercar
clubs specialise in offering a variety of short term
driving experiences. Through our business model
developments we will make additional variety available
to customers for whom this is desirable.

Competitive advantage
15
Co-leasing is abrand newbusiness opportunity. Orto isideally placedto own this space because:
• We’re first tomarket: toour knowledgewe’re thefirstcompany toembrace and drive co-
leasinginthe UKthrough our proven market proposition(11).
• We’re a great team: wecombine leadership,technology,and customer experience
excellencewith a passionfor cars and a proven track record ofworking effectivelytogether.
• We embrace technology: our Orto-developedsharing platform,including theOrto calendar,
istheresult ofcountlesshours ofexpertdesignanddevelopment,and our in-house
capabilitymeans wecan respondtoopportunitiesquicklyand toahigh levelofquality.
• Design and brand: we’ve takencare todevelopour non-pretentious,accessibleyet
aspirationalbrandingto differentiateusfrom other autoservice brands.
• We have marque freedom: we can supply any brand tofacilitate‘dream garages’,
differentiatingusfrom any potentialfuturemanufacturer propositions.
• We’re focused on theexperience: our customers want acar experiencethat enhances
their lifestyleandmakes themfeelspecial,servedthrough an easy, onlinesystemthat they
can control from thecomfort oftheir deskor smartphone. Thisisexactly whatwe deliver.

Go to market strategy
In co-leasing our first car, we have proven that acombination of car-specific online display
advertising and PR isa highly effective way to generate leads. We then convert these leads
through our website, supported by telephone, email, and live chat.
Our marketing strategy for the next six to 12 months istherefore to continue to operate a small
and lean digital marketing capability –the simpler the better –and to only spend on activities
that guarantee ROI and that can be implemented rapidly for immediate impact. We will
execute this strategy by expanding volumes in our existing display marketing, whilst adding
new email list andvideo marketing channels.
In terms of resources, we will take on apart-time Marketing Manager with expertise in digital
marketing to provide additional experience commensurate with our additional spending level.
We will work with them to plan, produce, and deliver our campaigns with the objective of
gradually growing our sales target every two months i.e. after a‘warm up’ month in M1post-
raise, we aim toco-lease two cars in M2and M3, three in M4 and M5,four in M6and M7, and
so on throughout the three-year projections shown on slide 23. However, in reality, as we
progress we will do everything we can to maximise penetration in our target market.

3. The team

The founders
18
Josh Darling
Prior toOrto, Joshspent10 years developingnew organisationsanddelivering
change in thehighlycomplex health sector.He hasledand managedteams to
developand execute planstacklingavariety ofbusinesschallenges,including
enterprisecreation; long-term businessplanning;deliveringperformance
transformation programmes; helpingtoturn around around loss-making
departments;and identifyingand achieving newmarket opportunities.
Jules Copeland
Julesisthe technologicaldriving forcebehindthe company. Obsessedwith
technologyand cars sincechildhood,he spentthelast15 years buildingand
managing websitesand webapplications.AsSenior DeveloperatNinetyTen,
he builtthe Engageplatform, areconfigurable privatesocialnetwork for
organisations.Always keentopush technologytoitslimits,heseesthe powerin
connecting disparatetechnologiestosolverealworld problemsin easytouse
ways.

Board and investors
19
Board and investors
Wehave 10 investors from arange ofbackgrounds who are representedon our boardby our two
leadinvestors:Chris Clark andJohn Deverill.
Chris Clark
Followingasuccessful career inthe city andeightyears atHermes Private Equity,Chris started
investinghis ownmoney instart-ups andsmaller MBOs andisnow a ‘serialentrepreneur’ with a
verifiabletrack record:
• Founder ofJasmine Healthcare, which generates£5.6m revenue and £1.8millionEBITDA
• Cornerstone investorin theearly stageMBO ofVibrant Energy Matters, which generates
£8.8mrevenue and £1.1m EBITDA andwas listedin theTimesFastTrack 100 in 2014
• Lead-investorin thebuy-in/buy-out ofWTGTechnologies,where healsoheldexecutive
positions,including CEOand FD.Having recruited a new CEO,he thentookupa Non-
Executiverole andsupportedthe CEOin achieving asuccessful trade saleinAugust
2015 thatreturned a2.8xmoney multipletoinvestors

Board and investors
20
Chris was the leadinvestor in thefirstfundinground ofOrto in 2015 andwillprovide
complementary skillsand experiencetothat ofJoshand Jules.
JohnDeverill
John isthemanaging partner ofGE Healthcare’sadvisory business. Hehas personallybuiltand
run anindependentspecialistconsultancy, andworked asa partner in otherconsultancies and has
beensalesand marketingdirector ofa FTSE100 company. Prior toallofthisJohn was an army
officerfor 18years.
In additiontothecommercial experience gainedinhis own right,John advisesnumerous boardsof
publicand privatehealthcare, focussedorganisationson matters ofstrategy,organisational
development,transformation andgrowth.

Advisors and commercial relationships
21
Advisors
Wedraw on awealth ofexperiencefrom our advisors andour commercial relationships.Our
advisors include:
• Brett Akker,co-founder ofStreetcar and Lovespace
• Richard Atkinson,Technology Director atNandosand formerly Chief InformationOfficer
atJustGiving
• RussellCookeLLPSolicitors
• Arnold HillLLPAccountants
Commercial relationships
Our commercial relationshipsinclude Lookers,Jaguar LandRover, AllenandAllen Insurance,
ParkLet,theRAC, and Stripepayment services. Weare regulatedbythe FinancialConduct
Authority.

4. Summary financials

Y1 Y2 Y3
Total new cars 44 114 186
Total cars on the road 44 158 300
Total new customers 176 456 744
Total customers 176 632 1,200
% of 60k pot. London market 0.29% 1.05% 2.00%
Total revenues £633,111 £2,750,603 £6,162,880
Of which co-leasing £599,911 £2,623,170 £5,897,913
Of which additional services £33,200 £127,433 £264,967
Total expenses £893,675 £2,667,666 £5,488,585
EBITDA (£55,405) £1,154,543 £3,187,520
EBITDA % -9% 42% 52%
Net profit (£260,563) £82,937 £674,295
Net profit % (41%) 3% 11%
*
**
Summary financials
23
This tablesets out our anticipatedperformance for the first three years post-raise. The projections are for London only and
exclude thefurther options for expansion set out on slide 11. Forecast net profit by M12 of Y3 is 13%.
All figures excl. VAT
* Revenues from
upfront fees are
recognised inthe
the month in which
they are invoiced,
whilstfor statutory
purposes the annual
accounts will defer
the income over the
durationof each
car’s term
** Expenses are
brokendownonthe
following slide
*** Improving unit
economics broken
downon slide 25

Capital and operating expenses/costs
24
Denotes spending associatedwithphysicalassets.All other spending relatesto operating expenses/costs.
Forecast cash flow costs by category Y1Forecast P&L expenses by category Y1
Expense £ % Cost £ %
Pay £270,300 30% Deposits on customer cars £545,600 38%
Depreciation on customer cars £160,281 18% Pay (including marketing support) £270,300 19%
Insurance £152,750 17% Secured debt repayments £173,057 12%
Collection and delivery costs £69,130 8% Insurance £152,750 11%
Customer acquisition £68,200 8% Other overheads (including app dev.) £62,000 4%
Other overheads £62,000 7% Collection and delivery costs £69,130 5%
Interest payments £44,877 5% Customer acquisition (media spend only) £68,200 5%
Premises £23,000 3% Interest payments £44,877 3%
Maintaining vehicles £22,300 2% Premises £23,000 2%
Vehicle storage £20,836 2% Vehicle storage £20,836 1%
£893,675 100% Maintaining vehicles £22,300 2%
£1,452,051 100%

Revenues Car 1 Car 17
Upfront fees (total for four customers) £4,205 £7,497
Monthly fees (total for four customers) £27,899 £37,490
End of term gain from sale of car £3,442 £3,442
£35,546 £48,428
Expenses
Customer acquisition (for four customers) £4,000 £1,000
Interest £16,515 £4,200
Depreciation £17,250 £17,250
Insurance (years one and two) £14,500 £5,000
Collection and delivery £7,440 £7,440
Maintenance £2,400 £2,400
Storage £2,160 £2,160
£64,265 £39,450
Gross margin (£28,720) £8,978
Gross margin % -81% 19%
Unit economics
25
Weexpecttoseeapproximately-81%grossmarginonourfirstcar
bytheendofitstwoyearterm. Thisistheresultofcostssuchas
financeandinsuranceforasinglecaroperatingunderanew
modelbeinghigherthanwearelikelytoseeatgreatervolumes.
Oncewereachapproximately17carsinY1,M7weexpecttosee
19%grossmarginpercaroveratwo-yearterm.Inadditiontothe
pricingimprovementssetoutonslide11,thisassumesthefollowing
costimprovements:
Customeracquisition:startingfrom£1,000percustomer,or
£4,000percar,a5%reductiononacar-by-carbasistoafloorof
£250percustomer,or£1,000percar.
Interest:startingfrom20%APR,oranaveragemonthlyinterest
paymentof£688overa24-monthloantermwitha20%deposit,a
7.5%reductionofouraveragetotalmonthlyinterestpaymentsper
caronacar-by-carbasistoafloorof£175percar,permonth,which
representsanAPRof5.1%.IndicativeAPRfromLloydsCommercial
Finance foracommercialloansecuredagainstacaris5.6%(13).At
thispointwewouldbefinancingc.£1mspreadover17cars.
Insurance:startingfrom£10,000percar,a7.5%reductionofour
averagepremiumpercaronacar-by-carbasistoafloorof£2,500
percar.Thiscomparestoaprivateinsurancepolicywithfour
unrelateddriversinsuredfor15,000milesperyearcostingc.
£1,500(14).Atscalewemayseektoself-insure.Directrevenues and costs for co-leasing only:excludesadditional
services. AllfiguresexcludeVAT.
Gross profit percar after two year term

5. Investment

Investment required
Current round
Our priorities for the next 12 months are to build our customer base and improve our
pricing potential whilst reducing our major costs to establish positive unit economics.
We are therefore seeking £415,000 of equity investment with a pre-money valuation
of £1.66m (20% equity) to invest –combined with our revenues –in the cars, people,
marketing, and technology set out on slide 24.This investment will help us reach our
Y1 target of44 cars (176 customers) and £633,000 of revenue net of VAT.
Future rounds
Based on our target growth we expect to be cash flow positive by Y3,M1. Once
we’ve achieved our Y1 targets,we therefore expect to require a further £500,000 to
£1m of investment in 12 months’ time –at the start of Y2– so we can grow toreach
158 cars (632 customers), an annualised revenue run rate of £4.1m net of VAT,and
become self-sustaining by the end of the year. Further investment requirements at
this point will be determined by our approach toexpansion.

Exit options
28
Asa result of the extensive change the automotive industry isundergoing at the moment
(see slide nine), there are a growing number of well-established firmstaking large stakes
in relatively new businesses. Examples include Volkswagen and Gett, General Motors and
Lyft, and Toyota and Uber. Indeed we ourselves as an early stage business are talking to
one of the leading global leasing companies about partnering on co-leasing as part of
their broader innovation programme.
We therefore anticipate the most exciting exit opportunities for our investors will be
through sale to a strategic buyer such as amajor leasing company, rental company, or
manufacturing group in Y5 toY8. The target would be to achieve a10 to 20 times
investment multiple at this point.
A good real-world example isof the company co-founded by one of our advisors, Brett
Akker, in 2004. In 2010 they sold UK-based Streetcar to Zipcar for £32.5m. Zipcar was
attracted to them as they saw the opportunity for rapid growth through acquisition in a
growing industry, and with the development we have describe in this document, Orto
would represent an excellent opportunity for astrategic buyer with the same goal.

Conclusion
Inconclusion, a reminder ofwhy we believe Ortois a great investment opportunity:
1. Ortois an innovative newapproach tocar sharing forsportscars that providesallthe
pleasureofhaving your dreamcar but for40% ofthe normalcost and none of thehassle.
2. We’rein an industry that isripefordisruption, we’ve alreadyachieved proofofconcept,
we have greattestimonialsfromourcustomers, and numerous leadsforthe next cars.
3. Wearea fully committedteamcomprising greatcapability in leadership,technology, and
customer experienceexcellence.
4. Undercurrent assumptions we’retargetingnet profitabilityof 11%in threeyears and 13% in
Year3, Month 12.
5. We’reaimingto deliverour investors an investment multiple ofup to20 timeson exit in
five toeight years.
We’rereadytomakeOrtoa huge success. We’dloveyou to beapart ofit. Thank you.

Orto - Pitch Deck - August 2016

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