This document outlines a growth strategy for UKTaxi from 2019-2021. It plans to invest £40 million to expand into new cities, verticals, and teams. The goal is to increase revenue from £50 million to £240 million through expanding into Coventry and Belfast, growing the B2B verticals, hiring over 100 employees, and shifting the revenue split to 70% B2B. Key aspects include justifying the investment through new salaries, offices, marketing budgets. New roles like territory managers, data scientists, and a marketing team are described to execute the plan. Metrics like customer lifetime value, regional performance, and incremental revenue will measure success, with a goal of exceeding 50% annual revenue growth.

1. GROWTH STRATEGY 2019-2021
GROWTH
STRATEGY
Presented by Adrian Daniels, UKTaxi
Head of Sales

2. Covered Today
A brief outline
Growth Action Plan
Restructuring and Recruitment
Plan Execution
Growth Plan in Perspective
Metrics, Revenues and Outcomes
Anticipated Results and Targets

3. What happens now after
taking new role in first 14
days?
RESEARCH
Current performance of the company. Current state of
the market. Current strategies being deployed
DEMAND - FROM GM
New investment budget allocation, team expansion,
new strategies in place
IMPROVEMENT
Expecting to be back on track and exceed previous
YoY targets

4. Where are
we now?(QR)
REVENUE
80/20 B2C/ B2C split- around £50 mil per
annum
TEAM
30 members across B2C and B2B team
LOCATIONS
10 cities including an heavy emphasis on
London
COMPETITORS
Uber, Addison Lee, Gett (Approx 25%
market share each)
VERTICALS (B2B)
75% hospitality and 25% corporate
ACCOUNTS (B2B)
60% active and 40% inactive

5. Where do we
need to driving
towards?
REVENUE
70/30 B2C/B2B split plus incremental
revenue - to bring in approx. £240 million
by 2021 with £40 investment
TEAM
Over 100 team members across B2C and
B2B Team
LOCATIONS
12 cities including Coventry and Belfast
COMPETITORS
UK Taxi (40% market share), Uber (20%),
Addison Lee (20%) and Gett (20%)
VERTICALS (B2B)
50% hospitality and 50% corporate
ACCOUNTS (B2B)
90% active and 10% inactive

6. Revenue growth
(total)
By 2021
To grow to £240
million YoY from £50
million YoY
2019 2019 2020 2020 2021
40
30
20
10
0

7. HOW ARE
WE
ACHIEVING
REVENUE?
New Investment
£40 million new investment to be used over two
years to cover new staff hire and two new offices
(with equipment and expenses) & support new
PR/Marketing activity
New Cities
Two new cities Coventry and Belfast
New B2B verticals
Two new verticals to tackle -Government &
Banking
3x SCALE
Staff growing from 30 to 108 to facilitate new growth
strategy and scale current revenue stream and bring in
incremental revenue. B2C can scale to £150 million
New Revenue Split
50%/ 50% between Corporate (Business
Accounts) and Hospitality- business accounts
worth more) - extra £30 million per year- B2B
revenue to rise to £90 million with new team

8. JUSTIFYING
INVESTMENT
NEW TEAM SALARIES (average salary as per Total jobs/ Pay Scale)
Sales Executives- average salary £32-60k ( Rising to 33 additional sales
executives) - £5.7 million over 3 years
Account Executives - average salary £32-50k - ( Rising to 33 additional
account executives) - £5.4 milllion over 3yrs
Operations team- average salary £52k - (rising to 21 members)- £3.3
million over 3 yrs
Data-driven scientists - (rising to 15 members)- £2.8 million over 3yrs

9. JUSTIFYING
INVESTMENT
NEW TEAM SALARIES (average salary as per Total jobs/ Pay Scale)
Marketing Executives- average salary £32k ( Rising to 15 marketing
executives) - 1.5 million over 3 years
PR Executives - average salary £35k ( Rising to six members) - £720,000
over 3yrs
PA team- average salary £35k - (rising to 3 members)- £315,000
over 3 yrs
Customer Care - (rising to 6 members)- half a million over 3yrs
New territory managers ( three)- on £50-100k - approx 1 million over 3 yrs

10. JUSTIFYING
INVESTMENT
NEW TEAM OFFICES
Two new offices
-UK West ( Cardiff) and UK North (Preston/Liverpool)
-Approximately £2.5 million investment into offices, equipment and local
expenses over three years

11. JUSTIFYING
INVESTMENT
STAFF- approx £26.5 million over three years
Offices/ Expenses/ Equipment - approx £2.5 million
PR and Marketing- £10 million budget
---
Total - £39 million rounding up to £40million

12. TEAM ROLES- HIGH-LEVEL

13. Team
New Territory
Managers
MICHELLE TRINIDAD
UK North -Manchester, Glasgow,
Edinburgh, Newcastle
NATHAN PRESTON
UK South/Central- London,
Brighton, Coventry, Birmingham
HANNAH REMINGTON
UK West - Cardiff, Belfast,
Liverpool,Bristol

14. Data Scientist
Assess the sales efforts, traction and
outcomes of the team to review what is
working well and what cities are generating
revenue for the business.

15. Marketing Team
To trial various concurrent campaigns to also
test what the target audience is responding
well too and not, and then after some weeks,
readjustment budget and focus.

16. Customer Care Team
To help retention, cut down churn and boost
reputation, to help improve word of mouth
marketing too

17. Sales Team
To tackle new verticals Government and
Banking, and triple-down and dive deeper
on sales efforts in existing categories
including Hospitality

18. Account
Management Team
Focus on reactivating a majority of inactive
accounts. Maintaining engagement with
current clients to help customer team with
minimising churn, and seeking new
opportunities with existing clientele

19. PR Team
To help generate greater coverage beyond
London and across the UK for UKTaxi,
leveraging traditional and digital Press
opportunities.

20. PA Team
To assist territory managers and Head of
Sales with the day-to-day activities

21. NEW EXPANSION
CITIES

22. COVENTRY
PERFECT BLEND
Sport, Tourism and
Business
GLOBAL/NATIONAL
EVENTS
Commonwealth Games
Corporate European Games
HOSPITALITY
VERTICAL
BOOST
With key events means
incremental revenue

23. BELFAST
VIBRANT CITY
Great place to do
business
2 AIRPORTS
A lot of tourists and
commercial flights meaning
more opportunities for rides
TOURIST
ATTRACTIONS
With key tourist
attractions means
plenty of hotels and
events. More
incremental revenue for
verticals

24. MEASURING SUCCESS
Customer Life Time Value
No. of monthly calls and emails (outbound activity)
B2B/B2C retention rates
Lead-to-Sale conversion
Sales per rep
Sales closing ratio per rep
Regional Performance/Leaderboard
MoM growth- data scientists
Sales pipeline
Churn
New and expansion monthly
No of accounts contacted vs activated
New accounts activated
Old accounts re-activated

25. Incremental Revenue
0 25,000,000 50,000,000 75,000,000 100,000,000
New and Expansion
New wins
CC Team
w Business Verticals
Item 5

26. 65%
EXCEEDING THE 50% YOY
REVENUE GROWTH
TARGET
360
TURNAROUND
COMPARED WITH
PREVIOUS HEAD OF
SALES
A GOOD TWO YEARS
WOULD BE...

27. QUESTIONS?