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Divvy deck
1. DIFFERENT IN EVERY WAY
SEGREGATED MARKETS & VERTICALS CANNOT SURVIVE IN A CONNECTED WORLD
DIVVY SYSTEMIC SOLUTIONS TRANSFORM THE OLD WORLD'S FIGHT TO SURVIVE
INTO COLLABORATIVE OPPORTUNITIES TO THRIVE
2. FORWARD LOOKING STATEMENTS DISCLAIMER
CERTAIN INFORMATION SET FORTH IN THIS PRESENTATION CONTAINS “FORWARD-LOOKING INFORMATION”, INCLUDING “FUTURE ORIENTED FINANCIAL INFORMATION” AND
“FINANCIAL OUTLOOK”, UNDER APPLICABLE SECURITIES LAWS (COLLECTIVELY REFERRED TO HEREIN AS FORWARD-LOOKING STATEMENTS). EXCEPT FOR STATEMENTS OF HISTORICAL
FACT, INFORMATION CONTAINED HEREIN CONSTITUTES FORWARD-LOOKING STATEMENTS AND INCLUDES, BUT IS NOT LIMITED TO, THE (I) PROJECTED FINANCIAL PERFORMANCE OF
THE COMPANY; (II) COMPLETION OF, AND THE USE OF PROCEEDS FROM, THE SALE OF THE SHARES BEING OFFERED HEREUNDER; (III) THE EXPECTED DEVELOPMENT OF THE COMPANY’S
BUSINESS, PROJECTS AND JOINT VENTURES; (IV) EXECUTION OF THE COMPANY’S VISION AND GROWTH STRATEGY, INCLUDING WITH RESPECT TO FUTURE M&A ACTIVITY AND GLOBAL
GROWTH; (V) SOURCES AND AVAILABILITY OF THIRD-PARTY FINANCING FOR THE COMPANY’S PROJECTS; (VI) COMPLETION OF THE COMPANY’S PROJECTS THAT ARE CURRENTLY
UNDERWAY, IN DEVELOPMENT OR OTHERWISE UNDER CONSIDERATION; (VI) RENEWAL OF THE COMPANY’S CURRENT CUSTOMER, SUPPLIER AND OTHER MATERIAL AGREEMENTS; AND
(VII) FUTURE LIQUIDITY, WORKING CAPITAL, AND CAPITAL REQUIREMENTS. FORWARD-LOOKING STATEMENTS ARE PROVIDED TO ALLOW POTENTIAL INVESTORS THE OPPORTUNITY TO
UNDERSTAND MANAGEMENT’S BELIEFS AND OPINIONS IN RESPECT OF THE FUTURE SO THAT THEY MAY USE SUCH BELIEFS AND OPINIONS AS ONE FACTOR IN EVALUATING AN
INVESTMENT.
THESE STATEMENTS ARE NOT GUARANTEES OF FUTURE PERFORMANCE AND UNDUE RELIANCE SHOULD NOT BE PLACED ON THEM. SUCH FORWARD-LOOKING STATEMENTS
NECESSARILY INVOLVE KNOWN AND UNKNOWN RISKS AND UNCERTAINTIES, WHICH MAY CAUSE ACTUAL PERFORMANCE AND FINANCIAL RESULTS IN FUTURE PERIODS TO DIFFER
MATERIALLY FROM ANY PROJECTIONS OF FUTURE PERFORMANCE OR RESULT EXPRESSED OR IMPLIED BY SUCH FORWARD-LOOKING STATEMENTS.
ALTHOUGH FORWARD-LOOKING STATEMENTS CONTAINED IN THIS PRESENTATION ARE BASED UPON WHAT MANAGEMENT OF THE COMPANY BELIEVES ARE REASONABLE
ASSUMPTIONS, THERE CAN BE NO ASSURANCE THAT FORWARD-LOOKING STATEMENTS WILL PROVE TO BE ACCURATE, AS ACTUAL RESULTS AND FUTURE EVENTS COULD DIFFER
MATERIALLY FROM THOSE ANTICIPATED IN SUCH STATEMENTS. THE COMPANY UNDERTAKES NO OBLIGATION TO UPDATE FORWARD-LOOKING STATEMENTS IF CIRCUMSTANCES OR
MANAGEMENT’S ESTIMATES OR OPINIONS SHOULD CHANGE EXCEPT AS REQUIRED BY APPLICABLE SECURITIES LAWS. THE READER IS CAUTIONED NOT TO PLACE UNDUE RELIANCE ON
FORWARD-LOOKING STATEMENTS.
3. DIVVY MISSION
DOING WELL, BY DOING GOOD.
DOING WELL...
BY DESIGN, ALL DIVVY OFFERINGS GENERATE PROFITABLE, MULTI-YEAR, RECURRING REVENUE STREAMS
FOR THE COMPANY AND ITS PARTNERS.
BY DOING GOOD…
THE SUCCESS OF OUR BUSINESS IS ENTIRELY GOVERNED BY THE SYSTEMIC SOLUTIONS WE CREATE.
REGARDLESS OF WHETHER WE WORK WITH INDIVIDUALS, ORGANIZATIONS, OR MUNICIPALITIES; THE
DURATION AND DEGREE OF OUR OWN PROSPERITY IS EXCLUSIVELY DETERMINED BY THE SUSTAINABILITY
AND IMPACT OF THE SOLUTIONS WE PROVIDE...
4. SYSTEMIC
PROBLEMS
4
Online isolation
is causing
increased
preconceptions
and a decreased
willingness to
consider other
perspectives.
To avoid risking the
loss of user attention,
opinion-
reinforcement has
taken precedence
over objective
information
dissemination. The
resulting isolation
contributes to real-
world violence and
increases the need
for privacy-sensitive
security.
Environmental
inefficiencies
stress
ecosystems,
waste resources,
and cost money.
Old facilities
management systems
are expensive, hard-
wired and inflexible,
making them pale in
comparison to
automated
optimizations
enabled by newer
wireless sensors and
cloud-based
analytics.
Traditional Brick
and Mortar retail
establishments
are struggling to
survive.
Online purchasing
continues to make
stores more
"showrooms" then
commerce
destinations.
Manufacturers lose
$2 of every $3 spent
to the "the
technology and ad-
fraud tax” when
advertising online.
With too many
intermediaries, digital
ad-fraud, and
unquantifiable ROIs
make internet and
television-based
advertising models
are broken.
Fractured
purchasing
power impedes
consumption
and impairs
overall economic
growth.
Individuals are not
efficiently leveraging
their digital
connectivity to
achieve economies of
scale.
5. THE DIVVY CO-OP EXCHANGE
5
A collaborative non-capital intensive model that yields a myriad of high-margin recurring revenue
lines –
With its consortium of best-in-class technology partners, Divvy crosses traditional industry verticals, revenue
models, and markets, to create economically sustainable and comprehensive solutions. More like a Co-op
than a Corporation, Divvy shares the recurring revenues created by solutions with its partner-clients, while
facilitating amplified product & service distribution. By reversing traditional supply channels, Co-op partners
gain new revenue lines and existing partner-clients gain more comprehensive solutions.
Recurring Revenue Offering Examples:
Cloud-Based Facial Recognition
• Security
• Demographic Reports
• Personalization / CRM
Integration
Wireless IoT Sensors
• Building Operations Monitoring
• Real-Time App-Based Reporting
• Intelligent Optimization /
Automated Control
Digital Advertising
• Digital Signage/DOOH
• In-App Mobile
• Audience Metrics
Divvy’s mobile app interfaces with all of the above, receives alerts, analytics, ads and discounts, while
enabling in-store purchasing and remote optimization control.
6. DIVVY CORE OFFERINGS
DIVVY DOOH (DIGITAL OUT OF HOME ADVERTISING) - THE COMMON PROTOCOL FOR INTERNET ADVERTISING
WAS RECENTLY UPDATED TO ENABLED ADVERTISERS TO ELECTRONICALLY “BID” FOR INDIVIDUAL’S ATTENTION ON
DIGITAL OUT OF HOME (DOOH) SCREENS. BY MATCHING FACES (NUMERIC IDENTIFIERS) AND/OR MOBILE
DEVICES AND SEARCH HISTORIES, ADVERTISERS NOW HAVE SIMILAR TARGETING GRANULARITY AS THEY DO IN
MOBILE APPS OR THE INTERNET. EXCEPT NOW ADS CAN FIND INDIVIDUALS ON SCREENS AT THE POINT OF
SALE. WHETHER AN AD IS SEEN AROUND THE CORNER, ON A SCREEN FOUR ISLES AWAY, OR ON A SHELF-
MOUNTED TABLETS; RETAIL STORES ARE REPORTING OVER 30% SALES INCREASES, ADVERTISER TEST
CAMPAIGNS ARE SEEING UNHEARD OF ROIS AND, SO FAR, DIVVY IS THE ONLY COMPANY OFFERING TO PRE-SELL
A PERCENTAGE OF SCREEN TIME TO PROVIDE LOCATIONS “FREE” NETWORKED SCREENS.
DIVVYSEE (FACIAL RECOGNITION) - OFTEN CAPABLE OF LEVERAGING EXISTING CAMERAS OR WEBCAMS,
DIVVYSEE COMPARES FACIAL IMAGES TO CLOUD-BASED “NO-NAME” IDENTIFIER CODES. CODES ARE MATCHED
LOCALLY AND ARE AMONG THE MOST ACCURATE, AND FASTEST IN THE INDUSTRY. ENABLING PERIODIC
DEMOGRAPHIC REPORTS, REAL-TIME TEXT ALERTS, CRM INTEGRATION / EXPERIENCE PERSONALIZATION.
ECOSENSE - INTEROPERABLE WIRELESS SENSORS & CONTROLS INTERFACE WITH CLOUD-BASED ANALYTICS TO
MONITOR, CONTROL, AND AUTOMATICALLY OPTIMIZE BUILDING SYSTEMS.
6
7. COMPETITIVE ADVANTAGES 1-2
7
Consistent Branding &
Referenceable Offerings:
Regardless of the offering, Divvy white-labels,
licenses, and/or hosts award-winning,
technologies. Meaning for software, such as
“DivvySee” facial recognition, we can
legitimately reference the US Government as
the technology’s largest consumer. The same
goes with hardware. “Divvy’s” digital screens
are deployed in the London underground and
other iconic sites. While clients know
references or sample data may not come from
our own deployments, they also know our
is in aggregating and managing the “best”
technologies in one place.
Unique “Hub” or “Exchange” Market
Position:
New partners execute Non-Circumvention
Non-Disclosure agreements (NCNDA) with
Divvy because they immediately gain
distribution/access to Divvy’s clients as well as
every other partners’ clients, which means
participates in revenues, whether, or not, we're
leading the deal. Partners also allow us to
white-label their offerings because, normally,
they’re competing with 20+ competitors for
same sale. But as a Divvy Co-op partner,
is virtually no sales cycle, effort, or overhead
associated with a Divvy deal. If their offering
fits a solution, they already have the sale.
Single-Client Pipelines:
Individual products create their own upsell
pipeline. While clients may begin using
DivvySee to collect weekly demographic
reports, they usually migrate to real-time alerts
for security or CRM personalization.
Regardless of which offering is sold, each new
client creates an entirely new offering pipeline
as well. If we sell EcoSense, we follow with
DivvySee, DOOH, and every other appropriate
partner-offering.
8. COMPETITIVE ADVANTAGES 2-2
8
Scalable & Repeatable:
Achieving Mass-market penetration is made
possible “personalized uniformity”. While each
solution is unique, all component Terms &
Conditions, Agreements, Invoices, etc. that
comprise the solution are the same, including
pricing models. Aside from transactional
associated with digital advertising, EVERY
offering has a set-up fee equal to our initial
costs and all recurring revenues are monthly
“data-point” fees. Whether it’s a camera or a
CO2 sensor, it is a “data-point”. Practicing
disciplined uniformity now enables all products
and offerings to massively scale in the future.
We’ll also be continuously introducing more
automations such as chat-bots and “wizards”
that will ask the users the appropriate
questions and, eventually, completely
Autonomous Marketing & Growth:
Divvy will continuously be writing, and testing
key word-laced releases and articles designed
to be seen during a target client's average
workday. If we make an EcoSense IoT sale,
releases will contain key words, such as “Air
Quality”, “Facilities Management”, “Energy
Savings”, “Maintenance Budget”, etc. with a
“Learn more” link at the end. Users clicking
links will land on a product-specific Divvy
landing pages, which will explain value
proposition, contain case studies, testimonials,
etc. And, in time, automated sales/order
placements. Further micro and influencer
targeting techniques will also be tested and
deployed as conversion rates become
economically acceptable.
NON-Capital Intensive Business:
By pre-selling a percentage of available
screen-time to advertisers, costs are covered
prior to shipping networkable screens. Initial
set-up fees cover all other product
deployments. “Green Financing” partners are
willing pre-pay the entire term of Municipal
contracts because, to them, it is better than
holding a municipal bond. Automations are
expected to keep headcount low. Divvy
requires a comparatively small amount of
capital to dramatically scale and achieve deep
market penetration.
9. MARKET VALIDATION & TRACTION
9
527
Year 1 Active Locations
100% move-forward or close-rate for all Partners & Clients.
Projected first year growth below
$7,923,903
Year 1 Revenue
68%
Year 1 Gross Margins
80,000
Year 1 Active Users
12. MILESTONES ROAD MAP
12
1
Raised seed
capital -
$160,000 of
a $1MM prior
to signing
clients.
2
Executed Risk-
Adjusted
Employment
Agreements
(compensation
tied to success
of company).
3
Created
universal
pricing, Terms
and conditions,
invoices and
uniform
onboarding for
for all offerings.
4
Signed initial
paying clients
in each offering
(de minimis
revenues).
5
Signed Non-
Circumvent
Agreements
with $10+MM
accounts.
6
Signed OEM /
While-Label
Agreements
with several
"best-in-class"
technology
providers.
7
100%
move/forward
or close-rate for
Partners &
Clients.
13. THE “ASK”
13
Seeking $840,000 on a 1st position convertible debenture. 10% coupon, 36-month
term. Return of entire principal (quarterly payments not to exceed 20% of met income)
14. LEADERSHIP
14
Dean Stamos
Founder & CEO
While most people think of Dean
as a “quant” or “polymath”, he’s
passionate about what he does
and thinks finding meaning and a
sense of purpose in what you do
transcends names and labels.
Known for creating strategic
partnerships and joint-ventures
that produced hundreds of millions
in revenue and market
capitalization, Dean’s been CEO,
President of 7 technology-related
entities (two were public
companies), completed nine
mergers, acquisitions or sales and
raised over $100MM in public or
private offerings.
Dean leads a team of highly
experienced executives and
advisors with expertise in digital
advertising, technology, strategy,
finance and operations.
Peter Frank
CFO / CSO
Peter’s been a leader in strategic
finance and operations for nearly 30
years, is experienced in both the
public and private sectors, and has
honed his skills in a variety of
industries including entertainment,
media, and technology. He’s
consistently applied his expertise and
knowledge as an officer, consultant,
and fiduciary; serving on the boards
of several new media and technology
companies.
Prior to Divvy, Peter was Managing
Director of NaviCor Advisors, a
mgmt-consulting firm he founded in
2009. At NaviCor, Peter led the
organizational redesigns of Fortune
1000 manufacturers, launched
innovative new business lines, been
a Subject Matter Expert (SME) in
securities & banking, and helped
several businesses expand in to
new, previously untouched, markets.
Daniel Nole
COO
Danny's known as a
startup/turnaround specialist with
over 20 years experience, working in
both the public and private sectors,
primarily in the Capital Markets,
Technology and
Telecommunications.
Danny gained the bulk of his
startup/turnaround experience while
engaged in the Capital Markets,
where he held high-level positions in
several leading financial securities
technology companies, including the
roles of COO/CFO at Xasax Corp., a
provider of high speed market
access; Chief Operations Officer at
FTEN, a provider of risk
management solutions; COO/CFO at
Vie Financial Group, a provider of
electronic trading services &
algorithms; and CFO/VP of Broker
Dealer Op.s at NYFIX Millennium, an
Alternative Trading System (Dark
Pool) and NASD registered BD.
Ricardo Collison
Business Development, Director
A strategic thinker with an ability to
interpret & act upon industry trends
and identify new business opp.s,
while maintaining a sharp focus on
day-to-day execution. A few of his
strengths are creating new revenue
opp.s and finding creative ways of
addressing old and new problems.
He served in the role of global head
of advertising operations for over half
a decade. He led eBay’s
exchange/programmatic
monetization strategy in the early
days of 2011, leading to an ROI of
$15 million in the first year. He is
also responsible for moving
operations for eBay to a center of
excellence in Prague.
In his spare time, he launched a
successful startup, Elluum, a SaaS
Video Recruitment and Brand
Management Platform.
15. LEADERSHIP (CONT’D)
15
Bashar Hijazi
Business Development, Director
Bashar for the past 20 years, has
been responsible for millions in
revenue & new business, as a direct
contributor and as a sales leader. His
clients include top Fortune 100/500
companies with whom he’s earned
their trust & respect.
Bashar was a core member of the
founding team at Group Logic as their
top sales leader & performer. He
pushed his team forward from the
company’s founding to its launch of
new products, constant growth, &
eventual acquisition by Acronis.
Essential to his success is his deep
desire to bring value to his clients,
understand their challenges & give
them a high-level of satisfaction. He’s
an expert at getting a startup going by
infusing his sales team with optimism,
getting quick feedback from his
clients & exuding a calm confidence
to help the team battle against all
odds to get deals done.
Steve Klatt
Director
More than 30 years of equity
trading, financial technology, and
management experience with
various firms on Wall Street and
Main Street. An Owner or
Executive for (2) Financial
Technology firms, and for (3)
Broker/Dealers, managing more
than 150 people across the U.S. In
2007, joined InfoExchange, a
proprietary information matching
engine designed to significantly
improve the information sourcing,
filtering and relevance capabilities
for the financial professional,
eventually serving as the firm’s
Chief Operating Officer. Prior to
InfoExchange, Co-founded and
served as Hedge Fund Manager at
Pure Trading. University of New
Hampshire – Whittemore School
of Business
Completed FINRA Licenses –
Series 7, 24, 55, 63, 9, and 10.
Mike DeMarco
VP, Infrastructure
Mike has spent the past 14 years
consulting for Architectural and
Engineering firms.
His experience in the A&E fields
has made him well versed in
contract negotiations, project
management, and project
supervision. His experience in the
Architectural and Engineering
industry have led him to a unique
way of thinking outside "the box"
and creative problem solving for
real world problems. Mr. DeMarco
is currently undertaking the
Architectural Registration
Examination administered by the
National Council of Architectural
Registration boards.
He is well versed in building
information technology and his
contacts within the construction
industry offer a valuable resource
to integrating Divvy Technologies
into new and existing development
projects.
Tom O’Loughlin
CRO
Tom has spent 25+ years in the
securities business. Years of turmoil
helped to hone his management
skills (he formed his own firm when
he was 26) and trading expertise.
He was there at the beginning of the
explosion in the derivatives
business which offered many
challenges, pitfalls and
rewards. Looking ahead, Tom
foresees continued volatility as the
business continues to change, albeit
much, much faster. Computers have
replaced a once staid and ivy
management style. New and faster
products are hitting the market at
breakneck speed.
From currencies to emerging
markets, from bonds to Central
Banks, keeping up with change will
separate the winners from the also
rans. Tech is the only game in
town. To paraphrase:
“… the future does not belong to
the (timid).”
