This document summarizes a presentation on navigating the growth stage referred to as "No Man's Land" for companies. It discusses the importance of focusing on four key areas for successful growth: marketing, management, business model, and financing. Specifically, it emphasizes the need to realign with the market, hire a professional management team, develop an economic model that can scale profitably, and raise adequate capital to fund growth through this challenging period.

1. Presenters:
Michael Gioseffi, Partner
Alexander B. Kasdan, Managing Director
William F. Capps, Partner, Chairman, Corporate Department
ACHIEVING THE NEXT LEVEL OF CORPORATE GROWTH:
NAVIGATING “NO MAN’S LAND”
August 29, 2013

2. 1
Michael Gioseffi is a partner of Newport Board Group. Based in Los
Angeles, Mike is an experienced CEO who has a record of achieving
sustainable sales and earnings growth with domestic, international, public
and private companies, both large and small. He has done so in various
industries, including technology and manufacturing.
His accomplishments include bringing new products and technology to
underserved markets and turning around underperforming businesses. For
example, Mike was recruited by a Mezzanine investment firm as the Interim
CEO of one of their portfolio holdings, with the goal of turning around the
company. Within one year he reorganized the organization, stabilizing sales,
renewing manufacturing licenses and registrations and implementing
improved inventory management and production order scheduling. He
managed the business through Chapter 11, succeeding in reorganizing
problematic historical balance sheet liabilities.
Mike has also turned around and restructured companies in the digital
imaging, mobile computing, and high purity/specialty fluid handling
industries.
(626) 253-4799
www.newportboardgroup.com
Mike.Gioseffi@
NewportBoardGroup.com

3. 2
Alexander B. Kasdan is a Managing Director at DelMorgan & Co. He has more
than twenty years of investment banking, real estate, corporate law and corporate
strategy experience. Alex has executed over 100 domestic and cross-border
transactions totaling more than $10 billion in overall volume in a variety of industries.
Prior to joining DelMorgan, Alex founded Convergence Capital Partners, LLC, a
boutique investment banking advisory and real estate investment firm and was an
investment banker at Barrington Associates, Peter J. Solomon Company, Credit Suisse
First Boston and Merrill Lynch.
Alex practiced law with O’Melveny & Myers LLP (formerly O’Sullivan Graev &
Karabell LLP) and Paul, Hastings, Janofsky & Walker LLP (formerly Battle Fowler
LLP), where he specialized in mergers and acquisitions, private equity and corporate
finance transactions. In addition, Alex served as Corporate Counsel in charge of
business development at Schlumberger Ltd., a global oilfield and information services
company.
Alex graduated magna cum laude from Middlebury College with a B.A. degree in
Economics and Italian and was elected to Phi Beta Kappa during his junior year. In
addition, he holds a J.D. degree from Columbia University Law School and has studied
at the University of Florence in Italy. Alex is admitted to the Bar in the State of New
York.
Alex is a Senior Advisor to Governance and Transactions LLC, an advisory firm
established in 2003 by Mr. James L. Gunderson, former Secretary and General Counsel
of Schlumberger Limited, to assist boards, management and owners with corporate
governance, compliance, structuring and strategic transactions.
100 Wilshire Blvd.
Suite 750
Santa Monica, CA 90401
(310) 980-1718
www.delmorganco.com
ak@delmorganco.com

4. 3
Bill Capps is a partner and chairman of the Corporate Department. He
represents some of the Firm's higher visibility corporate and banking clients
in many business matters, with particular emphasis on securities matters
(including mergers and acquisitions and representation of Special
Committees), international matters, real estate and building materials
companies, corporate finance, franchising, executive compensation
planning, litigation management and health care transactions. His
experience includes serving substantial corporate clients in all business
matters. In addition, Bill is a licensed real estate broker.
Bill holds a J.D. degree from Boalt Hall School of Law, University of
California, Berkeley, 1973, and a B.A. degree with high honors from
Whittier College, 1968.
Representative Experience:
• Representation of Fortune 500 companies in all aspects of international
transactions
• Representation of building materials industry
• Representation of significant families in Southern California in business
and personal planning including succession planning
• Strategic litigation management for major disputes
1900 Avenue of the Stars
7th Floor
Los Angeles, CA 90067
(310) 201-3513
www.JMBM.com
Wcapps@JMBM.com

5. Achieving)the)Next)Level)of)
Corporate)Growth)
Naviga&ng(“No(Man’s(Land”(
(
Mike)Gioseffi)–)Partner,)Newport)Board)Group)
Alex)Kasdan)–)Managing)Director,)DelMorgan)&)Co.)
William)F.)Capps)–)Partner,)Chairman,)Corporate)
Department,)Jeffer)Mangels)Butler)&)Mitchell,)LLP)
8/28/13

6. 2
© 2007 Tatum, LLC All rights reserved.
“No$Man’s$Land”$is#a#term#that#describes#the#transition#period#for#a#
growth#company.##Successfully#navigating#this#growth#stage#is#critical#as#
it#can#threaten#the#company’s#survival.###For#an#entrepreneur#to#be#
successful#four#key#areas#must#be#a#clear#focus#(4#M’s):#
Marketing#–#expanding#customer#relationships##
Management+–#building#a#high#capability#team##
Model#–#scaling#while#maintaining#margins##
Money#–#adequate#capitalization#to#grow#
#
We#will#discuss#“No$Man’s$Land”$including#guidance#with#respect#to#
corporate+matters,#growth,#capital+raising+and#any#transactional+
matters.##
#
###
#

7. 3
© 2007 Tatum, LLC All rights reserved.
“Gazelles”:)A)Vital)Force)In)The)Economy)
• High%growth%companies%–%key%sector%of%the%U.S.%economy.%%
• “Gazelles”%=%revenue%grows%at%least%20%%over%a%four=year%period.%%
• All%industries%and%all%geographical%areas.%%
• SEmulate%a%disproporEonate%porEon%of%job%creaEon.%%
• Many%are%acquired%as%R&D%laboratories%for%corporate%America.%
• Middle%market%companies%“hit%the%wall”%in%their%adolescence.%
• Founder%must%transfer%his/her%capabiliEes%to%the%organizaEon.%%
• Get%to%economic%scale%–%i.e.%profitable%growth.%
• Looking%toward%possible%exit,%build%leverage%that%next%owner%can%take%to%
next%level.%
#

8. 4
4
• Facing%rapid%change%and%
uncertainty.%
• “adolescent”%stage%of%corporate%
growth.%
• Straining%operaEons.%
• Customer%service%is%suffering.%
• Management%is%thin.%
• Cash%is%low,%in%spite%of%
profitability.%
How)Do)You)Know)You)Are)In)“No(Man’s(Land”?)
• It’s%harder%to%moEvate%—
must%start%to%pay%
compeEEve%wages.%
• Entrepreneur%is%losing%
effecEve%control.%
• The%company’s%valuaEon%
is%low.%

9. 5
© 2007 Tatum, LLC All rights reserved.
Adolescent)Stage)of)Business)
• The%reward%for%geZng%out%of%“No#Man’s#Land”#i.e.%over%100%
employees%is%greater%than%ever.%
• Entrepreneurs%have%prospect%of%growing%from%100%to%1000%
employees%faster%than%from%50%to%100%employees.%

10. 6
© 2007 Tatum, LLC All rights reserved.
MeeWng)the)Growth)Challenge))
• Realign%with%your%Market%
• Hire%the%Right%Senior%Management%
• Develop%a%New,%Profitable%Economic%Model%at%Scale%
• Raise%Money%You%Need%to%Finance%Growth%

11. 7
7
Customers%&%Business%are%in%sync%
Market)Alignment%

12. 8
8
• Increasing%quality%problems/complaints.%
• Increasing%price%pressures/margin%squeeze.%
• Diminishing%compeEEve%advantage(s).%
• New%products/services%created%out%of%need%for%revenue%or%
“innovaEon%desperaEon”,%not%customer%needs.%
• Lack%of%confidence%that%your%own%value%proposiEon%is%
compelling.%
Misalignment)with)Your)Market:)Signs)

13. 9
9
• Core%customer%needs%constantly%change%and%evolve.%
• Growth%causes%entrepreneur%to%have%less%contact%with%customers.%%
• Expanding%sales%means%new%customers%with%different%needs.%%
• No%coordinated%processes%to%saEsfy%disparate%customer%needs%
consistently.%
• Falling%behind%new,%changing%compeEtors%%
• Company%becomes%internally%focused%=%dealing%with%strain%of%
overload%and%issues%of%growth.%
#
Losing)Alignment)

14. 10
10
Regain)Alignment:)Make)and)Fulfill)New)Promises))
• Realign%with%your%Market%
• Redefine%value%proposiEon;%make%new%
promises%to%new%customers%–%and%
deliver%
• “mess%up%the%business”%
• Build%customer%relaEonship%to%
re=create%inEmacy%
• Don’t%try%to%be%“all%things%to%all%
customers”%
))
))
• SystemaEze%delivery%of%
value%
• InsEtuEonalize%and%scale%
the%entrepreneur’s%
personal%abiliEes%
• Get%the%enEre%business%
good%at%doing%what%
entrepreneur%originally%
did%
))
))

15. 11
Management)–)Professional)Team)
)
• Owners/entrepreneurs%stretched%
• Long%Eme%and%loyal%employees%=over%
their%heads%
• All%looking%to%CEO%for%direcEon%
• Entrepreneur%doesn’t%want%to%lose%
touch/control%
%
• Can’t%afford%to%hire%senior%team%
11
Professionalize%
management%–%
preserve%culture,%
decision=making%
that%made%
company%
successful.%
)

16. 12
© 2007 Tatum, LLC All rights reserved.
Management)Priority:)Hire)New)Team)
• Company%has%grown%too%large%and%complex%
• Must%delegate%to%a%professional%team%
= Give%up%control%to%regain%control%
• For%example,%add%a%CFO%who%
understands%what%your%capital%
requirements%will%be%1=3%years%from%
now,%and%how%to%arEculate%those%
needs%to%the%capital%markets%
• Get%fresh%ideas%and%perspecEves%%
Arrival%of%new%
managers%
provides%a%“high%
place”%from%
which%the%
founder%can%view%
the%business.%%

17. 13
• Entrepreneur’s%grasp%of%business%model%was%intuiEve—must%now%formalize/share%
with%the%enEre%company.%
• Determine%how%value%delivery%system%can%be%profitable%at%larger%scale%
• Target%demand%volume%to%facilitate%step=fixed%infrastructure%costs.%
• Invest%in%infrastructure%ahead%of%demand,%providing%sufficient%liquidity.%
• Meet%your%targeted%growth%trajectory%and%profit%margins.%
• Break%operaEons%down%into%discrete,%repeatable%funcEons%and%processes.%
++
++
Model:)Ramp)Up)Infrastructure)

18. 14
14
• Historical%accounEng%data%is%not%
relevant%to%forecasEng%future.%
• Cash%flow%ramificaEons%are%not%
fully%defined.%%
• Emerging%strategic%and%markeEng%
issues%not%fully%evaluated.%
• Failure%to%idenEfy%and%track%key%
operaEonal%indicators.%
#
Forward[Looking)Model)Using)Key)Indicators))
• You%can%regain%financial%control%
of%your%business%by:%
• Developing%a%forward%
thinking%model%to%manage%
strategically%into%the%future,%
and%
%
• ReporEng%on%key%operaEonal%%%%
indicators%on%a%daily/weekly%
basis%
+
Shortcomings)of)financial)accounWng)

19. 15
Money)[)Capital)Markets)Risk)ConWnuum)
SeedCapital
VentureCapital
Factoring
Asset-BasedFinancing
SubordinatedDebt
CommercialFinancing
SeniorDebtFinancing
Cost of
Capital
Business
Maturity
15
• CriEcal%need%for%cash%to%fund%growth.%%
• Don’t%under=esEmate%the%capital%needed%to%emerge%from%“No#Man’s#Land”.%
• Emerging%companies%struggle%to%raise%capital%=%perceived%to%be%too%risky.%%
• Must%deal%with%prospecEve%lenders%and%investors%based%on%business%performance.%%
• Biggest%hurdle%is%funder’s%percepEon%of%risk.%
• Strategic%buyer%will%focus%on%evaluaEng%downside%risk.%
++
+

20. 16
Fundamentals)of)Successful)Capital)Raising)
• Know%how%much%you%really%need%&%when%
you%will%need%it%
• Raise%capital%to%fund%growth%consistent%
with%vision,%values%and%risk%appeEte%
• Know%how%the%money%will%be%spent%
• Debt%financing:%know%what%will%
collateralize%loan%and%how%to%repay%or%%
provide%exit%for%investors%
• Know%and%approach%appropriate%sources%
• Develop%a%world%class%presentaEon%
16
Obtain%efficient%access%
to%capital,%sufficient%to%
fund%cash%needs%for%the%
predicted%level%of%
growth.%

21. 17
The)High)Cost)of)“Perceived”)Risk)
17
Perpetual%cash%flow%problems%
Unable%to%make%needed%investments%
Unable%to%hire%key%people%
Fund%raising%distracts%from%day%to%day%
management%%

22. 18
© 2007 Tatum, LLC All rights reserved.
Money:)Raise)Capital))
• Investors%require%a%hypothesis%about%how%they%will%earn%their%targeted%
rate%of%return%%
• The%entrepreneur%can% see%around%the%corner ,%but%fails%to%understand%
how%to%explain%this%to%the%investor.%
• With%strong%management%brought%in%to%help%the%entrepreneur,%the%
company%can%become%radically%objecEve%about%the%business%model.%
• QuesEons%to%ask:%%
• What%risks%in%the%business%are%eliminated%with%money?%%
• Are%you%ready%for%outside%equity%and%the%transparency%required%to%make%it%
work?%
• How%do%you%feel%about%losing%a%degree%of%control?%
))
+

23. 19
© 2007 Tatum, LLC All rights reserved.
Look)Forward)to)a)TransacWon—From)The)Beginning)
• Run%the%company%with%an%eye%on%your%exit%strategy%
• Who%will%you%sell%the%company%to—and%at%what%valuaEon?%
• What%“story”%will%an%investment%banker%tell%prospecEve%buyers%about%
your%company’s%growth%potenEal?%
• Are%you%running%the%company%today%by%evaluaEng%performance%
against%metrics%that%measure%your%progress%toward%fulfilling%that%
“story?”%%
• What%leverage%are%you%building—to%enable%a%buyer%to%scale%up%the%
business%further?%

24. 1"
The$DelMorgan$Advantage$
Although(many(compe0tors(can(claim(specializa0on(and(exper0se(in(one(or(two(of(
these(areas,(few(if(any(can(claim(all(to(the(same(extent(as(DelMorgan.(
 Provide"a"differen-ated"level"of"
investment"banking"exper-se"and"
service"to"companies"and"their"
owners"
 Focus"on"cri-cal"areas"that"result"in"
substan-al"value=add"for"our"clients"
Investment$
Banking$Exper:se$
Interna:onal$
Presence$
Middle=Market$
Focus$
Industry$
Knowledge$

25. 2"
Global$Investment$Banking$Exper:se$
DelMorgan(is(a(full=service(investment(bank(providing(cross=border(advisory(
services(to(middle(market(companies.(
Maximize$
Value$
Mergers$&$
Acquisi:ons$
Valua:on$&$
Fairness$Opinions$
Restructuring$
Capital$Raising$
Dives:tures$
Recapitaliza:ons$

26. 3"
DelMorgan$&$Co.$
For"over"30"years,"the"principals"of"DelMorgan"&"Co."and"its"affiliates"have"been"providing"innova-ve"investment"
banking"services"to"public"and"private"companies"for"a"broad"range"of"transac-ons"exceeding"$250"billion"in"
aggregate"value."Whether"a"client’s"needs"are"complex"or"conven-onal"in"nature,"DelMorgan"professionals"apply"
their"exper-se"to"provide"results."
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
We"take"great"pride"in"our"ability"to"assist"our"clients"in"mee-ng"their"goals"and"objec-ves."We"staff"an"unusual"
number" of" senior" management" members" on" every" engagement" to" ensure" our" clients" receive" specialized"
aOen-on"and"advice."We"are"commiOed"to"an"uncompromising"set"of"ethics"and"diligently"provide"the"highest"
level"of"service.""Our"professionals"are"dedicated"to"providing"-mely,"relevant"industry"informa-on"and"analyses."""
Corporate$Finance$
Strategic$Advisory$
Recapitaliza:ons$
Mergers$&$Acquisi:ons$
Restructuring$
Transac:ons$$
executed$by$$
DelMorgan$principals$$
total$over$$250Bn$$
in$aggregate$value$$
Cross=border$transac:ons$

27. 4"
DelMorgan’s$Approach$
Beginning"with"a"clear"
understanding"of"the"client’s"
business"and"the"overarching"
strategic"goals"
A"rigorous"analysis"of"the"strategic"
alterna-ves"–"including"the"M&A"
transac-on"–"and"the"value"crea-on"
that"may"result"
A"candid"assessment"of"the"
poten-al"piUalls"–"in"the"
strategy"and"in"the"transac-on"
execu-on"process"–"and"ways"to"
manage"them"
A"process"that"is"tailor=made"to"
the"specific"client"situa-on"and"
objec-ves"
Client$

28. 5"
DelMorgan’s$Approach$(cont’d)$
A"global"approach"to"every"
transac-on"–"reflec-ng"DelMorgan’s"
exper-se"in"cross=border"transac-ons,"
our"rela-onships"around"the"world"
and"our"comprehensive"approach"to"
every"engagement"
A"thoughUul"approach"to"all"the"
par-es"who"may"be"involved"in"the"
transac-on,"their"interests"and"their"
mo-va-ons"
Ac-ve"engagement"with"poten-al"
counterpar-es"through"all"phases"
of"the"transac-on"(marke-ng"and"
persuasion,"informa-on"exchange"
and"due"diligence,"nego-a-on"and"
closing)"
An"aggressive"approach"to"
iden-fying"and"pursuing"poten-al"
synergies"in"pursuit"of"a"“win/win”"
transac-on,"which"can"be"the"basis"
for"true"value"crea-on"
Client$

29. 6"
DelMorgan’s$Dis:nguishing$Core$Business$Principles$
 DelMorgan"bring"significant"intellectual"firepower"to"each"client"situa-on"
 Treat"each"engagement"as"a"new"and"exci-ng"problem"to"be"solved,"and"we"do"not"follow"a"
“standard"approach”"but"rather"tailor"our"approach"to"each"situa-on"
 Think"outside"the"box,"we"iden-fy"and"analyze"all"op-ons"in"conduc-ng"a"strategic"
assessment,"and"we"strive"to"be"recognized"as"a"thought"leader"in"each"of"our"assignments"
 Our"professionals"combine"intellectual"flexibility"with"a"level"of"sophis-ca-on"that"is"
unmatched"in"virtually"any"other"financial"services"firm"
 DelMorgan’s"professionals"have"extensive"transac-onal"experience"in"well"over"30"countries"
on"6"con-nents,"where"we"have"successfully"closed"over"$250"billion"of"transac-ons"
 For"each"of"our"clients,"we"approach"each"engagement"with"a"deep"understanding"of"the"local"
context,"but"we"also"think"globally"about"possibili-es"and"opportuni-es"
 With"a"successful"track"record"advising"on"cross=border"transac-ons,"we"can"provide"our"
clients"with"the"benefit"of"our"experience,"our"contacts"and"our"cultural"sensi-vity"across"
many"jurisdic-ons"
CREATIVE,$
INNOVATIVE$
SOLUTIONS$
GLOBAL$
EXPERTISE$
 The"DelMorgan"team"has"developed"a"rigorous"approach"to"financial"analysis"over"decades"of"
experience"as"senior"professionals"at"some"of"the"world’s"premier"investment"banks"and"
financial"services"firms"
 DelMorgan"focuses"intensely"on"each"client"assignment,"conduc-ng"in=depth"qualita-ve"and"
quan-ta-ve"analyses"and"producing"world=class"work"product"
 Our"professionals"can"get"up"to"speed"quickly"on"any"assignment,"and"we"have"a"great"facility"
and"comfort"level"with"even"the"most"complex"situa-ons"
RIGOROUS$
ANALYSIS$

30. 7"
DelMorgan’s$Dis:nguishing$Core$Business$Principles$
 We"hire"only"seasoned"professionals"with"the"proven"ability"to"interact"with"the"business"
leaders"of"the"world"–"as"ins-tu-ons"and"as"individuals"
 The"DelMorgan"team"includes"professionals"with"substan-al"experience"opera-ng"a"company"
as"well"as"advisory"exper-se"
 Our"depth"of"transac-onal"experience"across"all"transac-on"types"and"industry"sectors"means"
that"we"bring"“real"world”"exper-se"to"bear"on"all"facets"of"a"transac-on:""
 Marke-ng"
 Nego-a-on"and"complicated"interpersonal"dynamics"
 Financial"and"strategic"analysis."
APPLIED$
BUSINESS$
ACUMEN$
 We"are"dis-nc-ve"in"that"we"use"a"“reverse"pyramid”"structure"–"we"have"more"senior"
professionals"than"junior"professionals"
 Our"profitability"is"based"on"the"dedica-on"of"our"Managing"Directors"to"remaining"“hands=
on”"throughout"the"course"of"an"engagement"
 We"require"that"our"junior"staff"have"had"substan-al"exper-se"in"transac-onal"advisory"work"
at"a"leading"financial"ins-tu-on"prior"to"joining"DelMorgan"–"however,"we"never"sacrifice"our"
clients’"interests"to"train"our"junior"staff"or"increase"produc-vity"
 Our"Managing"Directors"are"here"because"they"want"to"be"and"because"they"like"what"they"
do,"and"our"clients"can"be"assured"that"they"will"have"uninterrupted"senior=level"aOen-on"
throughout"the"course"of"our"rela-onship."
SENIOR=LEVEL$
ATTENTION$

31. 8"
DelMorgan’s$Dis:nguishing$Core$Business$Principles$
 DelMorgan"is"first"and"foremost"a"client=service"ins-tu-on"–"we"put"our"clients’"interests"first"
 We"strive"to"be"a"“service"leader”"and"to"provide"complete"responsiveness"and"24/7"
availability"to"our"clients.""
 We"avoid"any"ac-vi-es"that"would"put"us"in"conflict"with"our"clients"or"distract"us"from"our"
core"focus"–"we"are"purely"advisory,"with"no"research,"trading"or"brokerage"opera-ons"
 Importantly,"we"structure"our"compensa-on"to"align"our"interests"with"our"clients’"objec-ves"
–"over"the"long"term"(we"can"afford"to"be"pa-ent"and"not"transac-on=oriented)""
 We"understand"and"pursue"our"clients’"interests"–"and"make"them"our"own"–"staying"focused"
on"providing"the"right"advice"for"every"situa-on."
 In"a"financial"services"sector"with"many"driven"and"capable"companies,"DelMorgan"aims"to"go"
the"“extra"mile”"in"our"responsiveness,"energy"level"and"drive"to"win"
 We"have"a"high"degree"of"pride"in"ourselves,"in"our"capabili-es"and"in"our"clients"
 We"set"the"highest"professional"standards"for"our"team,"and"we"are"relentless"on"behalf"of"
our"clients"
 We"combine"our"personal"drive"and"our"passion"for"excellence"with"our"clients’"ambi-ons,"
and"we"work"-relessly"to"achieve"their"objec-ves."
 "In"this"way,"we"create"a"highly"intense"but"highly"enjoyable"atmosphere"in"which"our"
engagements"are"rewarding"and"fun"both"for"our"professionals"and"for"our"clients."
DEDICATION$TO$
OUR$CLIENTS$
PASSION$FOR$
SUCCESS$

32. 9"
Our$Mission$
Our"mission"is"to"assist"our"clients"pursuing"their"objec-ves"on"a"highly"professional"and"efficient"manner.""We"
will"advise"management"and"the"board"of"directors"in"their"evalua-on"while"iden-fying"the"best"alterna-ves"
available.""Over"the"long"term,"we"wish"to"have"a"long=standing"rela-onship"with"our"clients."
► Extensive"deal"structuring"and"execu-on"
exper-se"and"dedica-on"to"the"mission"
► A"custom=tailored"financial"solu-on"to"raise"the"
necessary"capital"in"a"-mely"fashion"
► Seasoned"deal"judgment,"based"on"in=depth"
knowledge"of"M&A"transac-ons"and"current"
investment"environment"
► Ability"to"crah"an"aOrac-ve"story"(with"
aOrac-ve"IRRs"and"reassurance"on"downside"
risk),"and"marry"it"to"a"saleable"structure"and"an"
effec-ve,"disciplined,"and"well=managed"
process"
► Dedicated"senior"management"team"with"
extensive"Wall"Street"investment"banking"and"
M&A"exper-se"
► More"senior=level"-me"commitment,"aOen-on"
and"advice"from"the"deal"team"than"any"other"
investment"bank"
► Experience,"knowledge"and"exper-se"beyond"
investment"banking"as"board"members,"senior"
execu-ves,"private"equity"and"hedge"fund"
managers""
► Unparalleled"advice"to"management"and"the"
board"of"directors"to"address"difficult"and"
challenging"issues"for"them"to"make"the"best"
decisions"on"behalf"of"the"shareholders"
► Speed"of"execu-on"–"we"must"complete"our"
mission"well"ahead"of"the"deadline"
► We"cannot"afford"to"delay"the"process"
What$We$Offer$Our$Clients$ What$That$Means$to$Our$Clients$

33. Purpose and Definition of Advisory Board
Corporate Advisory Boards
Role as senior advisory counsel on important or
technical issues
• Merger and acquisition
• Financing and capital raise
• Operations
• Marketing and promotion
• Strategic thinking
• Technology

34. Purpose and Definition of Advisory Board
Corporate Advisory Boards
Process and steps in formation of advisory board
• Define advisory member skills desired
• Determine expectations (is name on website sufficient?)
• Create your pitch and compensation package
• Brainstorm the target list of advisors
• Seek out the targeted advisors and recruit them
• Celebrate, incorporate and communicate