- Demonstrate American Dream Clean delivers superior value for customers - Illustrate benefits to customers’ bottom-line - Partnership in making a positive social change

1. Discussion with UConn
American Dream Clean
Society
Your
Stakeholders
Business
Relationship
Goals:
• Demonstrate American Dream
Clean delivers superior value
for customers
• Illustrate benefits to
customers’ bottom-line
• Partnership in making a
positive social change

2. American Dream Clean - Social Enterprise Model
Value Proposition: clients receive a fabulously differentiated service: first-rate cleaning of their
facilities, while simultaneously they improve their own company brand by supporting making a
difference in the communities in which they operate.
A “Virtuous Cycle”: the synergy between our janitorial business and education mission enables
radically differentiated quality and scalable, lasting improvement for our employees’ families and the
community.
Janitorial
Business
Education
Services
Quality
Engagement
$ Resources
College
1
24
3 1. The cleaning business’s resources/profits
support investment in education services
for our employees’ families
2. Our education services are a great formula
for our employees’ kids to stay on the
college/career track
3. Our education services attract the best
people and they reward our caring thru
higher employee “engagement” (retention,
hard work, etc.).
4. The best people giving their all for our
clients drives radical quality differentiation
in the cleaning services and delights clients.

3. Superior Value for CustomersCost
Quality
The Purchase Decision… • Customers usually face a set of
trade-offs in purchasing janitorial
services that produce
unsatisfactory outcomes.
• On average, customers are
working with a janitorial firm with
300% annual turnover and no
answer for untrained, disengaged
workers producing ho-hum results.
Firms may claim trivial advantages
in technology or process—so what!
• American Dream Clean moves
customers to a higher level of
service and value without
materially increasing costs…

4. Visualizing the Benefits to Your Stakeholders
Market Edge
(External Stakeholders)
Engage Talent
(Internal Stakeholders)
Live Your
Values
1. External Stakeholders – Our client the
Connecticut Food Bank can better compete
and win with donors—partnership with ADC
reinforces their total commitment to making
a difference. In the for-profit sector, witness
the wave of CEO activism designed to lure
customers to brands that “stand for
something” (Starbucks, SalesForce, etc.).
2. Market Edge Example - Property managers
stand to outcompete in selling to &
retaining tenants when they can
differentiate on the basis of making a
difference in the community. Examples
include CBRE, JLL, etc.
3. Influence Internal Stakeholders - Talent-
driven firms will win the competition for
talent and better engage their talent when
they can authentically demonstrate
compelling values. Examples include high-
tech (Apple, Intel), consulting (Deloitte,
PWC), and finance (BOA, JP Morgan).
4. Living consistent with our values makes us
happier and healthier as individuals and as
organizations.

5. Visualizing the Benefits to Society
11 million
6 million
HS
1
million
college
4 – 6 million
children
2
million
jobs
At-Risk Kids
ConnecticutNationwide
Beneficiary Population
190,000
115,000
HS
19,000
college
80,000 – 120,000
children
40,000
jobs
Social Impact
• Reaching half the
beneficiary population
would reduce the overall
at-risk population by
about 30%.
• Create $2 - $6 trillion in
additional economic
output.
• Break the cycle of inter-
generational poverty for
future generations…
• Create $40 - $120 billion
in additional economic
output.
• We can dramatically shift
Connecticut from one
the worst to among the
best in the country in
income equality and
educational equity.

6. Discussion: UConn’s Role / Options
• Synergistic Fit with UConn’s commitment to campus diversity and education
as an engine of social mobility & meritocracy: each cleaning position UConn
creates with American Dream Clean is a ticket out of intergenerational
poverty for these workers’ families. These workers are an extension of the
UConn community and now they have a shot at the very kinds of
opportunities for education and career that are at the heart of UConn’s
mission.
• Catalytic Impact: Partnership with the state’s flagship institute of higher
learning could send a powerful signal to other educational institutions
throughout CT about the power and potential of the American Dream Clean
model.
• Creative Experimentation & Expansion of American Dream Clean’s footprint
with Uconn: we’re open to a variety of paths to expand our relationship with
UConn in ways we’re mutually comfortable with: 1) growing with smaller
satellite campuses to build track record; 2) partnering with a prime
contractor; or 3) delivering our education services as a prerequisite to
expanding our business relationship.

7. Questions / Discussion
Learn more about American Dream Clean!
Visit Us Online:
www.americandreamclean.com
See our inspirational video & story:
https://www.youtube.com/watch?v=xHvhSQdbVo4
Contact JP Hernandez:
jp.hernandez@americandreamclean.com
203-533-9087

8. APPENDIX

9. Strong Results & Growth
1Q 2015
2Q 2015
3Q 2015
4Q 2015
• Ground Zero –
no clients, track
record, etc.
• A vision for how
to achieve our
goals/dreams…
• First client -
State of CT!
• Onboard key
advisors –
Chris, Nora,
Diane, Justin,
Dean
• Secure
marquee
clients –
UConn, CT
Food Bank
• Volunteer Army
ramping up –
tutors,
mentors,
consultants
• Success with
current clients
(“never had
better
service”)
• Largest client
DOC/DOL
• Professionalize
financing
(LOCs with
premier banks)
2016 Current State
- 6 excellent clients
- Strong financials, e.g.,
first $1M deal
- 13 employees
- 25 tutors and
volunteers
- Great team & partners
(DSDA, PTAP, et al.)
2016 Outlook
- Spread the word and
grow our unique model
- Continue attracting
attention from large
organizations to
maximize our impact
- Continue delivering
exceptional results for
current clients

10. Role of Business in Solving Social Problems
The Conventional Model Social Enterprise Examples
• Financial and social profit
thought of as separate goals
with distinct institutions
emerging to achieve each
• 1+1 = 3 the strengths of each
model are actualized, while
simultaneously neutralizing
many weaknesses
• Firms of Endearment (Jag Sheth)
out performed the S&P 500 by
14X and Good to Great
Companies by 6 X over a period
of 15 years
• Weaknesses of each model are
each leaving us short of
achieving a great future for our
world
• Financial profits create the
resources that can solve social
problems at scale
• Buy-One/Give-One – Tom’s,
Warby Parker, et al.
• Eliminating Externalities
/Increasing $ - Revolution Bags
• Business – “externalities” create
huge social costs
• Mission/Social Profit requires
thinking about all stakeholders
of an enterprise, which sparks
more creative/holistic problem-
solving
• Greyston Bakery – creating
pathways out of poverty, “Open
Hiring Center” envisioned to
scale the concept
• NGO & Government – they
don’t create the resources that
allow for scale
Strengths
Weaknesses
Strengths
Weaknesses
Financial Profit $
Business
Social Profit
NGO & Gov
Financial Profit & Social
Profit