Company Overview & Strategic Plan Template by McKinsey Alum.pdf

COMPANY OVERVIEW
& STRATEGIC PLAN
20XX

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Strategic Plan & Company Overview Table of Contents
3
1. Strategic Plan Title Page
2. Table of Contents
3. Company Overview
4. Vision & Mission Statements
5. Company Values Example
6. Company History Example
7. Leadership Team Example
8. Company Timeline
9. Fundraising History & Board
10. Value Proposition
11. Value Proposition Example
12. Features & Benefits Example
13. Tiered Pricing Chart
14. Competitive Product Comparison
15. Product Feature Ranking
16. Customer Reviews Template
17. Financials & Metrics
18. Company Top-level Metrics
19. Company Dashboard Example
20. Sales Growth Chart Example
21. Core Metrics Chart
22. Global Map Sales Template
23. Income Statement Excel Template
24. Budget Excel Template
25. Budget Variance Template
26. Balance Sheet Excel Template
27. Company Vision
28. Business Model Strategy Template
29. Company Vision Template
30. Target Market & Customers
31. Value Proposition Vision
32. Go-to-Market Vision
33. Org Design & Vision
34. Target Market
35. Market Overview Template
36. Total Addressable Market Example
37. Market Map Template
38. Market Growth Charts
39. PESTLE Analysis Worksheet
40. SWOT Analysis Worksheet
41. PORTER’s Five Forces Worksheet
42. Market Growth Stacked Chart
43. Global Market Size Chart
44. US Regional Market Size Chart
45. Target Customers
46. Customer Growth Chart
47. Market Segmentation
48. Customer Segmentation Chart
49. Customer Segmentation Overview
50. Customer Metrics Segmentation Chart
51. Target Buyer Profile Example
52. Buyer Persona Example
53. Product Development Strategy
54. Product Strategy Matrix
55. Product Strategy Template
56. Design Strategy Template
57. Product Feature Spider Chart
58. Product Strategy Roadmap
59. Product Team Snapshot
60. SDLC Strategy Template
61. Customer Service
62. Customer Service Strategy Snapshot
63. Customer Service Strategy Template
64. Customer Journey Template
65. Shopping Journey Template
66. Sales Strategy
67. Sales Team Snapshot
68. Sales Initiatives Overview Template
69. Sales Funnel Strategy Template
70. Sales Team Org Chart
71. Sales & Marketing Budget
72. Marketing Strategy
73. Marketing Wins Example Template
74. Marketing KPIs Example
75. Website Strategy Snapshot
76. Marketing Messaging Strategy
77. Marketing Campaign Example Template
78. Owned Media Example Template
79. Customer Metrics Charts
80. Purchasing Funnel Stages Chart
81. Human Resources Strategy
82. Org Heath Example Template
83. HR Strategy Template
84. Org Chart Example
85. Employee Journey Strategy
86. HR Budget Excel Template
87. HR Project Plan Template
88. HR Change Management Worksheet
89. IT Strategy
90. IT Strategy Snapshot Example
91. IT Strategy Template
92. IT Project Portfolio Prioritization
93. Icons, Images & Extra Slides
94. People Icons
95. Ideas Icons
96. Time & Place Icons
97. Chart Icons
98. Project & Process Icons
99. Prioritization Matrix
100. BCG Growth Matrix
101. BCG Growth Matrix Template
102. PESTLE Analysis
103. PESTLE Analysis Topics
104. 3 Horizons of Growth
105. Org Strategy Framework
106. Strategic Plan Framework
107. 4-box Framework Example
108. Competitive Profile Example
109. Market Share Example
110. Customer Survey Pie Chart
111. Market Share Line Chart
112. Market Share Stacked Chart
113. Customer Channel Bar Chart
114. KPI Variance Example
115. US Map Template
116. Global Map Template
117. Teamwork Royalty-Free Pictures
118. Office Royalty–Free Pictures
119. Design Royalty-Free Pictures
120. Strategy Royalty-Free Pictures
121. Planning Royalty-Free Pictures

Agenda
4
COMPANY OVERVIEW

Our vision and mission inspire us to reach our potential
5
VISION
MISSION
To become the leading fitness management
software through an unrelenting pursuit of driving
value for our customers and our company
To seamlessly power the experience, insights and
value of information for our fitness brands, so they
can focus on their customers, not their technology

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Our values are the foundation of our culture and guide our decisions and interactions
with each other, our partners, and our customers
Be Real
Own Your Path Think Big & Simple
1 + 1 > 2
Enjoy the Journey
Know thy Customer
Your drive to better yourself will
determine your future
Authenticity develops real
relationships
Elegant solutions to big problems
is the key to unlocking value
Always search and realize the
synergies in our actions
Making the most of the journey
creates great outcomes
Things are much clearer from the
customer’s viewpoint

We were founded and have been led by industry experts driven by an innate desire to
modernize gym management software
20XX – Now
20XX – 20XX
20XX – 20XX
$500K
$3.5M
$10M
Best-in-Class
Expansion
Incubation
Founded in 20XX by Jesse Ventura
• Launched gym member portal
• First customer was Santa Ana Gym
$500K in friends & family seed funding
• Hired 3 developers
• In 2 years, 20 customers and $500K in
revenue
Expanded platform to financials & scheduling
• Ramped up to 8 developers working day and
night to launch Gym Shark 2.0 in 20XX
• Pacific Gyms was 1st large customer with 20 sites
Scaled sales & marketing
• Hired first salesperson in 20XX and ramped up to
a team of 5 by 20XX
• Launched first marketing campaign with wild
success as 50 companies signed up in 2 months
Hired leadership team
• In 20XX raised $3M and hired CFO and CRO
• By 20XX with 200 customers grew team to 50
Best-in-class comprehensive platform
• Grew to 1000 customers by creating the best-in-
class platform in member mgmt. & marketing
• Next quarter, team is launching Gym Shark 5
World-class team
• Best place to work 5 years in a row…96% retention
• 100 team members with industry expertise
Just getting started
• Major expansion in Europe with a team of 10
• 5 out of 10 top gyms rely on our solutions
• 15% share with a target of 25% share in 2 years
Acquisitions are working
• Acquired 5 companies with successful
integrations of key capabilities
AI everywhere
• Integrating AI into member experience,
scheduling, revenue management and
development

Becky Turner
CEO
Jen Newton
SVP Service & Support
Chris Johnson
CTO
Amy Jones
SVP Sales & Marketing
Joe Wright
CFO
Our leadership team has deep expertise and experience to take us to the next level
Trailwinds Software
Microsoft
Accenture
Ohio State
Global Solutions
Google
KPMG
Duke MBA
Personity Software
Real Ventures
McKinsey & Company
Harvard MBA
Winstar Solutions
Oracle
Salesforce
Carnegie Mellon
Turner Software
Adobe
Salesforce
Creighton
Deep software sales & marketing
experience. Focused on driving
pipeline creation and growing
customer base with a team of 25
across the globe.
25 years of finance experience.
Has raised over $100 M with 5
exits worth over $1 B.
Responsible for finance,
accounting, legal and HR.
Serial entrepreneur with 3 exits
worth over $300 M. Strong in
creating high-performing teams
with an unrelenting focus on
customer value propositions.
Deep expertise in NexGen SaaS
platforms and integrating AI to
drive personalized experiences.
Driving platform transformation
with a team of 20.
Has led service and support
teams of 100+. Establishing a
top-tier team with optimized
processes and driving add-on
revenue in existing clients.

Over the past 6 years, Acme has established itself as a leader in fitness management
software
20XX 20XX 20XX 20XX 20XX 20XX 20XX
Acme was founded
by Amy & John in
Dallas, TX
Acme raises $500K
and hires first 3
employees
FitSoft passes 100
paid customers
Acme raises $2.5M in
Series A
FitSoft 2.0 released
with rev mgmt. and
reaches $5M in sales
Acme buys GymGuru
for $6M
Acme raises $7M in Series
B with 140% growth
Acme reaches 10,000
customers and $10M
in sales
FitSoft V1 launched
with member
management
First customer sale
before FitSoft launch

We’ve raised $25 M in 4 rounds and have a strong board of directors of investors and
experienced industry leaders.
$25 M
Raised
20XX
20XX
20XX
20XX
Founded by Becky & John with
$500K in seed funding from founders
and angel investors
With $500K in revenue raised $2.5M
Series A funding from Aperture
Ventures
With $2M in revenue raised $7M in
Series B funding from Aperture &
Birch Partners
With $9M in revenue raised $15M in
Series C funding from Aperture, Birch
Partners, and Twenty-Two Partners
Becky
Turner
Jesse
Williams
Frank
Huber
Wendy
Volk
Jeff
Strong
CEO & Chairman of the Board
Aperture Ventures
Birch Partners
Former CEO of Trinity Software
Former CEO of Eddy Software
Board of Directors
Funding History

Agenda
11
VALUE PROPOSITION

Over the past 10 years, we’ve developed a highly differentiated and the leading gym
management platform in the industry
Leading Gym
Management
Platform
Personalized
Member
Management
Real-time
Financial
Management
Gym & Team
Scheduling &
Management
ROI Powered
Revenue
Management
• Simple Signup & Setup
• Robust Member Mgmt.
• Personalized Schedules
• Extensible Marketing APIs
• Secure Billing & Payment
• Sticky Loyalty Program
• Leading Business Intelligence
• Robust Back Office
• Automated Closing
• Advanced FP&A
• Extensive APIs
• High-ROI Churn Management
• Sophisticated Upsell Modules
• CSAT Metrics
• AI Powered Predictive Analytics
• Broad Partner Network
• Simple Scheduling Manager
• Thousands of Class Types
• Robust Employee Portal
• SMS & Email Management
• Extensive APIs & Partners

Our member portal is best-in-class with extensive features and integrations
Member Management
• Personalized Site
• Automated Actions
• AI Powered
AI Predictive Analytics
• Best Next Offers
• Churn Scores
• Next Activity
Advanced Scheduling
• Simple Interface
• SMS Reminders
• Easy-to-Use Backend
Marketing Modules
• Extensive APIs
• Deep Integrations
• Social & Email
Best-in-Class Member Portal

We offer customers a myriad of pricing and feature options to fit their needs
$0/yr $19/yr $39/yr $59/yr
30 DAY FREE TRIAL 30 DAY FREE TRIAL 60 DAY FREE TRIAL 60 DAY FREE TRIAL
FREE STANDARD PROFESSIONAL ENTERPRISE
Less than 50 Users
Basic Member Mgmt.
10 Schedules
5 Custom Reports
Social Integration
Basic Employee Portal
Unlimited Users
Enhanced Member Mgmt.
Advanced Scheduling
Unlimited Custom Reports
Full Back Office
Employee Portal
Revenue Management
Full Marketing Platform
Customized UI
Access to All APIs
Full Financial Platform
Unlimited Reporting
Churn & Upsell Offers
AI Automated Marketing
Free Integrations
Advanced FP&A
Full Employee Platform
Automated Processing

ACME’s feature set is unmatched by the competition
15
ACME Competitor 3
Competitor 2
Competitor 1 Competitor 4
X
FEATURE 1
FEATURE 2
FEATURE 3
FEATURE 4
FEATURE 5
FEATURE 6
FEATURE 7
FEATURE 8
X
X
X
X
X
X
X
X
X
X
X
X
X

Customers rank ACME’s features higher than the competition
16
ACME Competitor 3
Competitor 2
Competitor 1 Competitor 4
FEATURE 1
FEATURE 2
FEATURE 3
FEATURE 4
FEATURE 5
FEATURE 6
FEATURE 7
FEATURE 8

Our clients are raving fans of our best-in-class platform, features and integrations
Rebecca Stems
Founder, Turbo Gym
“Acme is the true leader in gym management software.
Nothing comes close!”
John Kortez
CEO, Fitness Express
“Acme’s platform has reduced churn by 40%, and our IT
costs by 30%. Unreal ROI and unbeatable features.”
John Stamos
CEO, Global Fitness
“Acme’s team has been incredible at helping us drive
massive impact on our customer experience & operations”
Margo Falls
Analyst, Fosters
“Acme has consistently grown market share with their best-in-
class solutions to member engagement and economics”

Agenda
18
FINANCIALS & METRICS

Our core growth metrics are significantly better than the industry averages
19
Revenue
Growth
Cost per
Acquisition
Customer
Retention
21% $250 93%
Industry Average
8%
Industry Average
$320 target
Industry Average
85%

Metric 3
Metric 2
We are moving the needle on most of our core financial dashboard metrics
20
19 39 47
Metric 1
0
2
4
6
8
20XX 20XX 20XX 20XX 20XX 20XX
Bar Chart 1
0
100
200
300
Area Chart 2
Area2
Area1
0
50
100
150
Line Chart 3
Line1
Line2
25%
Growth 1
18%
Growth 2
8.2
3.2
1.4
1.2
Donut Chart 1
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
8.2
3.2
2
2.5
Donut Chart 1
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

12,000
15,000
19,000
24,000
28,000
32,000
43,000
20XX 20XX 20XX 20XX 20XX 20XX 5-YR
FCST
Company Revenue ($)
Revenue growth has been strong and is forecasted to continue
Sources: XX, YY
• Customer growth of 15% has been
foundational to revenue growth
• Revenue per customer growth of 7% has
been driven by our upsell efforts
• 22% overall growth has outpaced the
industry by 8 points
22%

Our growth metrics of revenue, customers, and NPS are trending in the right direction
22
28
42
56
0
10
20
30
40
50
60
20XX 20XX 20XX
$
Millions
Revenue
Sources: XX, YY
200
400
700
0
100
200
300
400
500
600
700
800
20XX 20XX 5-yr FCST
Number
Customers
55
65
80
0
10
20
30
40
50
60
70
80
90
20XX 20XX 20XX
NPS
Score
NPS
• Point 1
• Point 2
• Point 1
• Point 2
• Point 1
• Point 2

$6M
$1M
$0M
$3M $2.5M
Sources: XX, YY
Asia
Africa /
Middle East
South &
Central
America
Europe
North
America
Highlights
• Point 1
• Point 2
• Point 3
• Point 1
• Point 2
• Point 3
• Point 1
• Point 2
• Point 3
• Point 1
• Point 2
• Point 3
• Revenue - $6M
• 5-yr Growth – 28%
• Largest market with 25% share
There are regional dynamics in play driving differentiated growth across the globe
Global Revenue Breakdown

20XX 20XX 20XX 20XX 20XX 20XX LY 5-YR
Revenue 23.3 27.7 31.2 38.7 45.5 55.4 21.8% 18.9%
Professional Services 3.4 4.5 5.7 7.8 8.8 10.1 14.8% 24.3%
Total Income 26.7 32.2 36.9 46.5 54.3 65.5 20.6% 19.7%
Total Cost of Goods Sold 4.4 5.5 6.8 8.5 10.1 13.4 32.7% 24.9%
Gross Profit 22.3 26.7 30.1 38.0 44.2 52.1 17.9% 18.5%
Expenses
General & Admin 2.6 2.9 3.2 5.4 6.0 7.0 17.3% 22.0%
Sales 4.6 5.1 5.5 6.6 7.7 9.1 17.9% 14.6%
Marketing 2.4 2.8 2.9 3.7 4.4 5.2 18.4% 16.6%
Operations 8.6 9.6 10.0 11.9 14.1 15.8 11.4% 12.9%
Support 3.0 4.3 5.2 6.1 6.7 7.6 13.8% 20.5%
Total Expenses 21.2 24.6 26.8 33.7 38.9 44.6 14.8% 16.1%
Net Operating Income 1.1 2.1 3.3 4.3 5.3 7.5 40.3% 45.9%
Other Expenses 0.5 0.6 1.1 1.2 1.4 1.5 7.1% 24.6%
Net Income 0.6 1.5 2.2 3.1 3.9 6.0 52.2% 56.8%
Gross Margin 83.5% 82.9% 81.6% 81.7% 81.4% 79.5%
G&A Ratio 9.7% 8.9% 8.7% 11.6% 11.0% 10.7%
Sales & Marketing Ratio 26.2% 24.5% 22.8% 22.2% 22.2% 21.8%
Ops & Support Ratio 43.3% 43.1% 41.1% 38.7% 38.3% 35.6%
Expense to Income 79.3% 76.5% 72.5% 72.5% 71.6% 68.1%
Operating Income Margin 4.2% 6.4% 9.1% 9.2% 9.8% 11.4%
Net Income Margin 2.4% 4.6% 6.1% 6.6% 7.2% 9.1%
INCOME STATEMENT
20XX - 20XX
GROWTH
24
The income statement metrics are trending in the right direction
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20XX
ACTUAL
20XX
BUDGET
YoY Budget
vs. Actual
Revenue 26.5 31.3 18.1%
Professional Services 4.5 5.8 28.9%
Total Income 31.0 37.1 19.7%
Total Cost of Goods Sold 4.3 5.2 20.9%
Gross Profit 26.7 31.9 19.5%
Expenses
General & Admin 2.5 2.8 12.0%
Sales 4.8 5.6 16.7%
Marketing 2.2 2.9 31.8%
Operations 8.7 9.2 5.7%
Support 2.6 2.8 7.7%
Total Expenses 20.8 23.3 12.0%
Net Operating Income 5.9 8.6 45.8%
Other Expenses 0.6 0.8 33.3%
Net Income 5.3 7.8 47.2%
20XX BUDGET STRATEGY
25
Our budget strategy is focused on creating leverage in the business to drive profitability
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IN EXCEL
• Investment in sales & marketing coupled with new product launch
• Focus on integrations and implementations
• Slight leverage decrease due to increase hosting costs
• 1 FTE addition plus increase in legal expenses
• Increase team by 3 FTEs and increase in training
• Increase in online advertising and lead generation
• Increase team by 2 FTEs and 15% increase in engineering contractors
• Investment in AI chat support and contact management
• Topline growth is creating expense leverage
Budget Rationale

20XX
BUDGET
20XX
ACTUAL
$
VARIANCE
%
VARIANCE
20XX
BUDGET
20XX
FORECAST
YoY
Budget vs.
Actual
YoY Fcst.
Vs. Actual
YoY Fcst.
Vs. Budget
Revenue 25.3 26.5 1.2 4.7% 31.3 32.3 18.1% 21.9% 3.2%
Professional Services 4.0 4.5 0.5 12.5% 5.8 5.2 28.9% 15.6% -10.3%
Total Income 29.3 31.0 1.7 5.8% 37.1 37.5 19.7% 21.0% 1.1%
Total Cost of Goods Sold 4.4 4.3 -0.1 -2.3% 5.2 5.4 20.9% 25.6% 3.8%
Gross Profit 24.9 26.7 1.8 7.2% 31.9 32.1 19.5% 20.2% 0.6%
Expenses
General & Admin 2.6 2.5 -0.1 -3.8% 2.8 2.7 12.0% 8.0% -3.6%
Sales 4.6 4.8 0.2 4.3% 5.6 5.7 16.7% 18.8% 1.8%
Marketing 2.4 2.2 -0.2 -8.3% 2.9 3.3 31.8% 50.0% 13.8%
Operations 8.6 8.7 0.1 1.4% 9.2 9.4 5.7% 8.0% 2.2%
Support 3.0 2.6 -0.4 -13.0% 2.8 3.2 7.7% 23.1% 14.3%
Total Expenses 21.2 20.8 -0.4 -1.7% 23.3 24.3 12.0% 16.8% 4.3%
Net Operating Income 3.7 5.9 2.2 58.2% 8.6 7.8 45.8% 32.2% -9.3%
Other Expenses 0.5 0.6 0.1 20.0% 0.8 0.7 33.3% 16.7% -12.5%
Net Income 3.2 5.3 2.1 64.1% 7.8 7.1 47.2% 34.0% -9.0%
Gross Margin 85.0% 86.1% 1.3% 86.0% 85.6%
G&A Ratio 8.9% 8.1% -9.1% 7.5% 7.2%
Sales & Marketing Ratio 23.9% 22.6% -5.5% 22.9% 24.0%
Ops & Support Ratio 39.5% 36.5% -7.7% 32.3% 33.6%
Expense to Income 72.3% 67.1% -7.1% 62.8% 64.8%
Operating Income Margin 12.7% 19.0% 49.5% 23.2% 20.8%
Net Income Margin 11.0% 17.1% 55.1% 21.0% 18.9%
GROWTH
INCOME STATEMENT (BUDGET, ACTUAL, FORECAST)
20XX - 20XX
26
We are financially performing well versus last year, and mixed versus budget
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IN EXCEL

We have a strong balance sheet to fund our next stage of growth
Assets Liabilities
Current assets: Current liabilities:
Cash $2,343 Accounts Payable $1,212
Accounts receivable $4,034 Accrued expenses $2,322
Inventory $232 Unearned revenue $5,654
Prepaid expenses $403 Notes, short-term $697
Other current assets $606 Current part of long-term debt $293
Total current assets $7,618 Total current liabilities $10,178
Fixed assets: Long-term debt: $2,032
Machinery & equipment $1,211 Bank loans payable $454
Furniture & fixtures $232 Notes payable to stockholders $322
Leasehold improvements $2,454 LESS: short-term portion $23
Land & buildings $3,043 Other long term debt $594
Other fixed assets $594
Total fixed assets $7,534 Total Liabilities $11,571
Shareholder's Equity
Other assets: Other assets:
Intangible assets $323 Invested capital $4,303
Goodwill $123 Retained earnings - beginning $848
Deposits $893 Retained earnings - current $1
Other assets $232
Total other assets $1,571 Total Shareholder's Equity $5,152
Total Assets $16,723 Total Liabilities & Shareholder's Equity $16,723
ACME's Balance Sheet
As of XX/XX/20XX
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Agenda
28
COMPANY VISION

Processes
Employees Infrastructure Partners
Functions
ORGANIZATION
TRUE NORTH
VALUE PROPOSITION
GO-TO-MARKET
BUSINESS MODEL
TARGETS
Marketing Distribution
Pricing
Sales
Services
Products
Customers
Markets Geos
Vision
Mission Values
Mission
Markets
Marketing
Products
Org Design
Vision
Customers
Sales
Services
Employee Journey
Values
Geos
Distribution
Pricing
Culture
To seamlessly power the experience,
insights and value of information for our
fitness brands, so they can focus on their
customers, not their technology
• Focus our energy on mid-to-large gyms
• Drive value for the gyms & members
• Expand the sales & marketing funnel
• Create a top team
• Own Your Path
• Be Real
• Think Big & Simple
• Know thy Customer
• $4 B Gym Management Platform
• Highly fragmented with no clear leader
• A lot of migration to SaaS platforms
• Our target is mid-to-large gyms
• 25% of gyms and 70% sales
• Top needs – UX, member & rev mgmt.,
reporting, and integration
• Keep scaling in US
• Currently expanding in Europe
• Focus on top 10 largest gyms in Asia
and South America
• Focus on rich ROI campaigns with tight
client focused value messaging
• A mix of SEO, content marketing,
AdWords, influencers, & conferences
• Launching 5.0 with major upgrades to
UX, member & revenue mgmt.
• Roadmap focus on AI, integration, &
reporting, optimizing cloud infras.
• Reducing implementation from 3.5
mos to 1 month
• Focused on lean and self-service
• Moving to 3-tier pricing by EOY
• Testing free trial
• Launched ”save” pricing at 25% off
• Hiring CFO for $5 M capital raise
• Combining Ops & Service teams
• 20% hiring focus on dev & test
• New onboarding training
• Rolling out performance mgmt.
• Expanding recruiting efforts
• Improved benefits & perks
• Embedding values into org
• Best Place to Work 5 years in a row
• Scaling sales team from 10 to 20
• Creating client-centric sales funnel
• Rolling out new sales content & demos
• 20XX targets – 100 new clients, $10 M
• Ramping up strategic partnerships with
mid-size outsourced IT orgs
• Targeting 20 new partnerships
• Rolling out new partner portal
Our Business Model Strategy

Our vision to a killer business model is focused on our four strategic pillars
30
Mission
To seamlessly power
the experience,
insights and value of
information for our
fitness brands, so they
can focus on their
customers, not their
technology
Focus our Energy
We will focus on driving value and
taking share in the fitness mgmt.
market for mid-to-large gyms in the
US and Europe
Drive Value
We will efficiently develop and
deliver features & platforms that
drive value for our clients’ customers
& business
Expand the Funnel
We will constantly improve every
stage of our customer funnel through
client focus & excellence in sales,
marketing, & distribution
Be a Top Team
We will become a world-class
collaborative team through a strong
culture and by optimizing our
employee journey

We will focus on driving value and taking share in the fitness mgmt. market for mid-
to-large gyms in the US and Europe
31
Focus our Energy
We will focus on driving value and
taking share in the fitness mgmt.
market for mid-to-large gyms in the
US and Europe
Mission
Our Market
Our Customers
Our Geos
Over the next 5 years, we will grow market share from 5% to 20% in the $4
billion fitness management software with a focus driving client value in
member management, scheduling, and financial and reporting tools
through a combination of in-house development and strategic acquisitions
We will focus on the mid-to-large gyms which represent 30% of facilities, but
over 75% of industry revenues. We will prioritize the fast- growing multi-fitness
gyms whose primary needs are flexible scheduling, world-class member
management, and revenue management.
We will primarily focus on the US and European markets which represent
over 60% of the market, with selective focus on the largest players in Asia
and South America.

We will efficiently develop and deliver features & platforms that drive value for our
clients’ customers & business
32
Drive Value
We will efficiently develop and
deliver features & platforms that
drive value for our clients’ customers
& business
Mission
Member Value
Client Value
Our Value
Our gym clients want to drive value for their members, and we will help
them do that by understanding member needs, creating world-class
member experiences and always seeking novel ways to drive value for
members.
We will constantly understand the changing needs and goals of our clients
and develop innovative features to overdeliver on helping them fulfill their
needs and achieve their goals.
We will always strive to be effective and efficient in developing and
delivering our client and member solutions through collaboration, being
lean & innovative throughout the development lifecycle and client journey
and delivering impact through on-time and on-budget projects.

We will constantly improve every stage of our customer funnel and journey
through client focus & excellence in sales, marketing, & distribution
33
Expand the Funnel
We will constantly improve every stage
of our customer funnel and journey
through client focus & excellence in
sales, marketing, & distribution
Mission
Amplify the Value
Frictionless Journey
Value Ecosystem
Our marketing will effectively and efficiently amplify our brand and the
value of our solutions to the mid-to-large gyms through high-ROI
campaigns, messaging, and mediums.
We will create the most frictionless journey for our clients to engage with
our brand and discover how we can help meet their needs and achieve
their goals better than any other solution on the market.
We will constantly expand and enhance our partner ecosystem by
enabling our partners to create substantial value for their clients and
themselves with our solutions, training, enablement, and marketing.

We will develop a world-class collaborative team through a strong culture and by
optimizing our employee journey
34
Be a Top Team
We will become a world-class
collaborative team through a strong
culture and by optimizing our
employee journey
Mission
Live our Values
Optimize the
Journey
Be Lean
We will live our values in our actions and interactions.
Elevate and realize the potential of the team by measuring and
continuously improving every step in our employee journey to be one of
the best places to drive impact, enjoy and accelerate careers.
We will always be lean in how we work and do things avoiding
unnecessary costs, waste, action, processes, projects, meetings, and
communication.

Agenda
35
TARGET MARKET

$0
$100
$200
$300
$400
$500
$0
$500
$1,000
$1,500
$2,000
$2,500
The $2B market is generating significant profit and growing due to shifting dynamics
36
Gym Software Services Market Sizing ($B)
+20%
Gym Software Market Sizing ($B)
Gym Software Market
Key Statistics
65%
Software as a
Service
76
Providers
$2B
Revenue
$500M
Profit
§ Over the past five years, the Gym Software market has grown 2X to $2 billion
§ The move towards SaaS has allowed providers to lower up-front costs and most
providers can implement in 3 months or less
§ In 20XX, profit for the average provider is 25% of revenue, up from 20% in 20XX
§ The market continues to consolidate with 30% less providers than 5 years ago
§ The market is projected to expand steadily over the next five years
§ As enterprise applications and interaction channels have proliferated, platforms
must be compatible and offer integration services
Gym Software Performance and Outlook
Source: XX Source: XX
+52%
Member
Marketing
Scheduling
Financials
Reporting
Integration
Key Features
Importance Pricing

Total Addressable Market for the Club Management Software Market
• The total addressable market is $4
billion which represents 80% market
penetration
• The serviceable available market is
$1.3 billion which is the current market
revenues
• Our target market is $700 million which
is small-to-midsize companies
Target Market (Mid-
to-Large Clubs)
$700 million
Serviceable
Available Market
$1.3 billion
Total Addressable Market
$4 billion
$35 m
Current Revenue
• We currently have ~5% share in our
target market

The market is moving to broad platform solutions as clients are looking for seamless
functionality and integrated workflows
Small
Niche Broad
Solution
Customer
Enterprise
Mid-
Market
Platforms
SaaS
Member
Mgmt.
Scheduling
Tools
Small Gym
Platforms
Enterprise Solutions
Enterprise
Marketing
Solutions
• We are in the mid-market platforms sector worth $2
billion and with a 5-yr CAGR of 16%
• The small gym platforms are trying to move up
market with more features and scalability
• The niche solutions are struggling and being
consolidated
• The mid-size customers are the largest segment with
strong growth
Market Dynamics

While submarket 3 is the largest, submarket 1 is forecasted to have the most absolute
growth at $450 million over the next 5 years
39
100
250
650
0
100
200
300
400
500
600
700
800
900
1,000
20XX 20XX 5-yr FCST
$
Millions
Submarket 1
Sources: XX, YY
200
400
700
0
100
200
300
400
500
600
700
800
900
1,000
20XX 20XX 5-yr FCST
$
Millions
Submarket 2
450
600
850
0
100
200
300
400
500
600
700
800
900
1,000
20XX 20XX 5-yr FCST
$
Millions
Submarket 1
• Explosive growth driven by
mobile use cases
• Submarket is quickly
consolidating through M&A
• Strong growth driven by
marketing ROI & analytics
• Most players adding feature
sets to better compete
• Decent growth driven by client
adoption and feature upsell
• The winners will have the full
suite solution

Industry PESTLE Analysis
Political
Economic
Social
Technological
Legal
Environmental
• Trend 1
• Trend 2
• Trend 3
• Trend 1
• Trend 2
• Trend 3
• Trend 1
• Trend 2
• Trend 3
• Trend 1
• Trend 2
• Trend 3
• Trend 1
• Trend 2
• Trend 3
• Trend 1
• Trend 2
• Trend 3
Top Trends Industry Implications
• Implication 1
• Implication 2
• Implication 3
• Implication 1
• Implication 2
• Implication 3
• Implication 1
• Implication 2
• Implication 3
• Implication 1
• Implication 2
• Implication 3
• Implication 1
• Implication 2
• Implication 3
• Implication 1
• Implication 2
• Implication 3
40

The market analysis has refined our SWOT analysis
S W
O
T
Strengths
• Strength 1
• Strength 2
• Strength 3
Weaknesses
• Weakness 1
• Weakness 2
• Weakness 3
Opportunities
Threats
• Threat 1
• Threat 2
• Threat 3
• Weakness 1
• Weakness 2
• Weakness 3

Porter’s Five Forces Analysis – Club Management Software
42
INDUSTRY
RIVALRY
SUPPLIER POWER BUYER POWER
POTENTIAL
SUBSTITUTES
POTENTIAL
ENTRANTS
• Low supplier power since
only suppliers are data and
cloud providers
• Low potential substitutes given
niche feature set
• Homegrown solutions are being
replaced given hard to keep up
with innovation
• Medium buyer power with 25%
of clubs owned by 10 players
• Rest of the market is highly
fragmented
• CRM players who create a club suite
• Club Management software providers
• SaaS marketing management players
Industry rivalry is intense given the high growth
of the market and consolidation, but
competition mostly focused on current
competitors.
INDUSTRY RIVALRY

The Marketing / Loyalty & Scheduling / Billing subsectors have been growing rapidly,
while the core Member Management subsector has been stagnant
43
Online
Scheduling &
Billing
Market Revenue Mix
Membership
Management
Marketing /
Loyalty
• Membership management is table
stakes, but customers aren’t willing
to pay the historic premium
• Online scheduling & billing has been
steadily growing as product
sophistication & ROI has improved,
along with ease of use and
integrations
• The fastest growing subsector is
marketing & loyalty applications
given the ROI on churn reduction
through personalized save offers
and lift in ad spend utilizing social
media and email marketing

$600M
$80M
$50M
$300M $250M
Sources: XX, YY
Asia
Africa /
Middle East
South &
Central
America
Europe
North
America
Regional Overviews
• Point 1
• Point 2
• Point 3
• Point 1
• Point 2
• Point 3
• Point 1
• Point 2
• Point 3
• Point 1
• Point 2
• Point 3
• Point 1
• Point 2
• Point 3
We prioritize the US markets followed by Europe and Asia
Regional Market Size

We are focused on increasing market share in the Southeast and West
45
Sources: XX, YY
South
West
Central
Southeast
Northeast
Regional Overview & Insights
• Point 1
• Point 2
• Point 3
• Point 1
• Point 2
• Point 3
• Point 1
• Point 2
• Point 3
• Underpenetrated in high growth market
• Hired new sales leader who has a team of 3 FTEs
• Focusing on local marketing in Miami, Atlanta, and Charlotte
• One of the regional leaders with 35% market share and 30% growth
• Strong and experienced sales team of 5 FTEs
• Continuing to invest in growing share
25%
15%
15%
25%
15%
20%
20% 10%
25%
30%
Market Size Revenue
Regional Metrics

Agenda
46
TARGET CUSTOMERS

12,000
15,000
19,000
24,000
28,000
32,000
43,000
20XX 20XX 20XX 20XX 20XX 20XX 5-YR
FCST
Number of Clubs
The number of clubs is forecasted to continue its growth trajectory
Sources: XX, YY
• Club membership demand is driving the
growth
• Customers are shifting to smaller specialty
formats and all-inclusive larger formats
• Growth is slowing given the economy and
saturation
• Older formats are struggling and often don’t
have the capital to refresh the club and
brand
• Virtual gyms has been a fad that is struggling,
given the social aspect of going to an actual
club

The market is segmented into 6 formats with different economics and value propositions
Sources: XX, YY
High-growth with many new
innovative franchise formats and
strong economics given utilization
and cost structure. Examples:
Orange Crush, Yoga Neighbor.
Small Specialty
Medium Specialty
Large All Inclusive
Small Gym
Medium Gym
Large Gym
Square Feet
2,000
8,000
75,000
Strong format in urban areas with
a variety of classes driving
customer value and format
economics. Examples: Urban
Warrior, CrossfitX.
High-growth format for suburban
areas with tiered membership,
many classes, gym area, pool
and amenities. Examples: Cruze,
FitnessWorld.
Aging format and gyms with
declining economics. Moving
more towards personal trainer
memberships. Examples: Silver
Gyms, Loco Gym.
Those with capital are
remodeling to become more
specialty to improve customer
value and economics.
Examples: Move, Retro Gym.
Large players are segmenting
markets for remodel to all-
inclusive type model.
Examples: GetFit, FitAdvantage.

The club software market is large and growing disproportionately in specialty and
multifitness formats
49
$300
$75
$250
$95
$250
$200
Small Format
Specialty
Small Format
Gym
Midsize
Specialty
Midsize Gym
Large
Multifitness
Large Gym
Club Software Market ($M) Growth
TOTALS
30%
-5%
32%
6%
-10%
18%
$1,170
20%
Market Opportunity
Target customer given growth, need for turnkey solutions, simple
implementation, and high spend per member
Dying market segment due to lake of competitiveness. Maintain
current accounts but shift sales and marketing efforts
Target customer given strong growth, economic model, and need
for flexible and mobile-first use cases
Dying market segment due to lake of competitiveness. Maintain
current accounts but shift sales and marketing efforts
Maintain current contracts but deemphasize any sales &
marketing efforts
Difficult customers given everyone is targeting them and they often
grow out of solutions once they scale

We are targeting the medium-sized specialty clubs and gyms
Sources: XX, YY
Small
Specialty
Medium
Specialty
Large All
Inclusive
Small Gym
Medium
Gym
Large Gym
Locations
Suburban centers with
less than 40K residents
Suburban centers and
cities with 30-80K
residents
Large suburban areas
and cities over 100K
residents
Suburban centers with
less than 30K residents
Rural and suburban
areas with 25-60K
residents
Large suburban areas
and cities over 100K
residents
Customers
• 66% female
• 65% over 40
• Avg. income 50K
• 60% female
• 60% < 40
• Avg. income 70K
• 55% male
• 70% < 40
• Avg. income 80K
• 60% male
• 70% over 40
• Avg. income 45K
• 66% male
• 65% < 40
• Avg. income 55K
• 67% male
• 75% < 45
• Avg. income 72K
Provider Share
• XGym – 40%
• Turbo – 25%
• Agile1 – 25%
• XGym – 20%
• Turbo – 15%
• ClubOne – 37%
• Fitness360 – 20%
• Turbo – 12%
• XGym – 32%
• Turbo – 17%
• Fitness360 – 15%
• XGym – 25%
• Agile1 – 24%
• Fitness360- 14%
• ClubOne – 27%
• Fitness360 – 24%
• Turbo – 17%
Top Needs
• Online Scheduling
• One Platform
• Billing
• Marketing / Loyalty
• Member Mgmt.
• Integrations
• Reporting
• Member Mgmt.
• One Platform
• Integrations
• Member Mgmt.
• Integrations

Our current customer metrics reinforce our targeting of mid-sized gyms
Sources: XX, YY
25%
15%
5%
30%
70%
60% 75%
35%
5%
25%
15%
25%
Customers Revenue Profit $ Churn
Customer Segment Metrics
% Breakdown of Total
Large
>10K members
Mid-size
2-10K members
Small
<2K members
Large
• $160K spend per client but significant churn
• Sales cycle is long at 19 months
• Profit is low given competitor’s undercutting price
Mid-size
• $40K spend per client with low churn at 8%
• Low-effort sales cycle is short at 4 months
• Significant profit leverage given low-touch service needs
Small
• Low $6K spend per client with high churn at 23%
• Low-effort sales cycle is short at 2 months
• Low profit per client given high needs relative to spend

For our target client buyer, there are 5 core segments
Wants to use the
standard or emerging
standard. Influenced
by VCs and
technologists.
The Entrepreneur Lone Developer The Technologist Old School
Will try anything free
just to learn.
Influenced by other
developers and frowns
on mainstream.
Self-proclaimed
expert on all things
tech. Wants feature
lists, matrices and
extensive specs.
Wants the value prop
and likes to speak to
somebody to do a
deal. Brings in experts
to help.
The Freelancer
Uses mainstream
tech that clients
know and be happy
with. Wants a good
deal for multi-sites.
Customer Base
Revenue %
Avg. Spend
Share of Wallet
24% 18% 20% 23% 15%
32% 25% 15% 18% 10%
$267 $302 $140 $176 $110
21% 33% 27% 42% 19%
Retention 71% 76% 56% 55% 48%

Buyer Persona
The Freelancer
Uses mainstream
tech that clients
know and be happy
with. Wants a good
deal for multi-sites.
Customer Base
Revenue %
Avg. Spend
Share of Wallet
24%
32%
$267
21%
Retention 71%
Education Bachelors Degree
Income $110,000
Status Single
Social
Media
Tik Tok, Instagram
Shops Amazon, Lululemon
Age 29
Loves Yoga, hiking, friends
Eats Chipotle, Fine
Dining
Sex Female
Persona Messaging
96% of
freelancers
can’t be wrong
Stop with all the
apps…unify
Your clients will
love you
Campaign
Instagram & Tik Tok influencers
focused on use cases, features and
client success to drive brand
awareness. Content strategy focused
on client success stories.

Agenda
54
PRODUCT DEVELOPMENT

Our product strategy will move us into the high-value leaders' quadrant
55
High Features
Low Features
Low
Price
High
Price
High-Value Leaders Brand Leaders
Struggling No-Mans Land
Company 2
Company 3
Company 5
Company 6
Company 7
Company 1
Company 4
ACME
ACME FUTURE STATE
• ACME is currently positioned positioned as a
low-level brand leader, but is focused on
becoming a strong value leader by:
• Product Feature Improvement: The roadmap is
focused on improving analytics, reporting,
core scheduling, member and employee
management, and integrations
• Price Improvement: We will restrict new
features to the mid and high-tier price options
significantly improving the value of these
offerings.

In 20XX, we will launch a significantly improved platform
ACME’s
Product
Strategy
CX
Features
Management
Integrations
Reporting
• Modern front-end redesign
• New sign-up and renewal experience
• Sophisticated account management workflows
• New finance module with extensive benchmarks
• Redesigned revenue management AI algorithm
• Updated marketing module with new social solutions
• Expanded calendar functionality and simple UI
• Enhanced security features with two-tier authentication
• Improved employee scheduling and payroll modules
• 30% increase in integration partners
• Four new social integrations with ROI reporting
• Improved API with new functionality
• More accurate financial and member forecasting
• Enhanced custom reports with 30 new variables
• Updated member and club dashboards

Our customer-centric design strategy is paying off with tangible benefits
✓
✓
✓
.
New Features
• Abcde
• Abcde
Seamless Technology
• Abcde
• Abcde
Improved Usability
• Abcde
• Abcde
Better Performance
• Abcde
• Abcde
Faster UX
• Abcde
• Abcde
Upgraded Reliability
• Abcde
• Abcde

We are focused on dramatically improving pipeline mgmt., analytics, club
management, and member management
58
0
2
4
6
8
10
Pipeline Mgmt.
Member Mgmt.
Marketing
Club Mgmt.
Reporting
Analytics
Product Capabilities Benchmarking
ACME
ACME Future State
Product 2
• ACME is leading in reporting and marketing
but substantially lags Product 2 in club and
pipeline management capabilities
• Pipeline Management: Product 2 has
sophisticated ROI and scenario analytics
• Member Management: Product 2 has more
member / club scheduling features
• Marketing: ACME has AI-generated offers
based on member history and profiles
• Club Management: Product 2 has extensive
customization of club parameters
• Reporting: ACME has many more out-of-the-
box reporting modules
• Analytics: There is parity among ACME and 2
but much room for improvement

In 20XX, our roadmap will culminate in a platform release to drive client value
CX
Features
Management
Integrations
Milestones
Q1 Q2 Q3 Q4
Release 1
Platform
Release
Member Portal
Front End
Employee Portal
Release 2
Reporting Screens
Marketing
AI Engine
Workflow Automation
AI Enablement
BI Engine
Social 2.0
Onboarding
Style Guides
Backend Access
Member Management
Backend Workflows
Reporting Management
Scheduling Management
Security Management
Social APIs
Financial APIs
Marketing APIs
Partner Access Platform
Core APIs

Team Initiatives
• Lean Agile methodology
• Reduce handoffs
Budget
KPIs
Our product development team is focused on improving their core KPIs
30
5
8
8
Developers
Designers
QA
PMs
51
Product
Development
Team
• Dev center in Omaha
• 20 offshore, 31 onshore
• Abcde
60%
10%
20%
10%
People
G&A
Partners
Equpment
$10M
• 15% increase in total budget
• 30% increase in development
• New testing equipment
• Focus on lifecycle time & quality
• 3 product launches scheduled in 20XX
• New reporting scorecard
20XX 20XX
KPI 1
KPI 2
KPI 3
20%
3.4
86%
25%
3.7
78%
Process
Efficiency
Design
Thinking
Product
Strategy
• Increase customer feedback throughout
• Tie features to value score
• 2-year integrated product roadmap
• Improve product integration

We are focused on significantly improving our product development lifecycle
Launch
Test
Develop
Design
Core
Metrics /
Goals
Strategic
Initiatives
LY Metric
TY Goal
People
Process
Tools
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde

Agenda
62
CUSTOMER SERVICE

Our service metrics are trending in the right direction, and our improvement plan will
help continue the trend
Process
Team
Partners
Technology
432
676
798
202X 202X 202X
Total
Interactions
NPS
55 62
71
202X 202X 202X
First Interaction
Resolution
(%)
Service
Code
(%)
40
25
20
15 Claim
Tech Issue
Complaint
Other
47
57
72
202X 202X 202X
Service Metrics Service Improvement Plan
• Xx
• Xx
Initiative Due Date Owner
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx

We are focused on service improvement to give our customers an amazing experience
Customer Support
• Abcde
• Abcde
Process Improvement
• Abcde
• Abcde
Scheduling Optimization
• Abcde
• Abcde
Customer Feedback
• Abcde
• Abcde
Location Services
• Abcde
• Abcde
Workforce Management
• Abcde
• Abcde
Delivery Optimization
• Abcde
• Abcde

Customer Journey Strategy
Customer
Profile
Customer
Activities
Customer
Feelings
Internal
Processes
Opportunities
Stage 3
Stage 2…
Stage 1… Final
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
Top Customer
Needs
• …
• …
Happy
Sad /
Frustrated
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
65
• …
• …
• …
• …
• …
• …

Over the next year, we will improve our self-service customer journey
$
Discover
Research
Shop
Transact
Repeat
Advocate
Type here for content
Type here for content Type here for content Type here for content
Type here for content Type here for content

Agenda
67
SALES

Performance & Goals Strategic Initiatives
The Team
68
Sales Team Snapshot
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde

01.
02.
03.
04.
Our core initiatives will help us achieve our goals
69
Launch New
Products
Improve the
Fundamentals
Turn Up the
Marketing
Elevate the
Team
• Upgraded features
• Entry-level product
• $1 M potential
• Streamline CX
• Improve reporting & accountability
• Introduce new software platform
• Increase awareness & consideration
• Improve marketing ROI w/ digital shift
• Amplify with 2 new campaigns
• Increase reps by 20%
• Incentivize with new commission plan
• Launch account management team

We are focused on improving our sales funnel metrics
Initiatives
Awareness
Consideration
Engagement
Conversion
• LinkedIn sales navigator implementation
• Content marketing and SEO initiative
70
LY TY Goals
100K visitors
100 leads
160K visitors
200 leads
• MEDDIC sales methodology
• ROI calculator and use case library
• Sales team training & mentoring
60%
60 prospects
$5 M value
50%
100 prospects
$12 M value
• Free 30-day trial
• New pricing tiers and pay-as-you-go model
• Free implementation
50% close
60 prospects
$2.5 M sales
55% close
100 prospects
$5 M sales
• Free 30-day trial
• New pricing tiers and pay-as-you-go model
• Free implementation
76% renewal
150 customers
$7.6 M recurring
90% renewal
250 prospects
$10.3 M recurring

We have a strong team, with some gaps to fill
• Target number of employees - xx
• Target span of control – xx
• Total budget - $xx
• Total quota -$xx
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
New Positions
Unfilled Positions
71

The Sales & Marketing budget is 21% more than LY, with 26% sales growth
T&E
Last Year Budget Growth
Sales $9,500,000 $12,000,000 26%
Margin $6,500,000 $8,750,000 35%
People Expenses
Salaries $700,000 $840,000 20%
Benefits $100,000 $130,000 30%
Commission $200,000 $250,000 25%
Travel $90,000 $110,000 22%
Entertainment $30,000 $40,000 33%
Miscellaneous $120,000 $140,000 17%
Marketing
Advertising $350,000 $400,000 14%
Events $130,000 $160,000 23%
Supplies $20,000 $30,000 50%
Total Budget $1,740,000 $2,100,000 21%
% of Sales 18.3% 17.5%
Last Year Budget
Account Mgrs. 2 3
Inside Sales 4 5
Sales Reps 10 13
Managers 2 3
Total 18 24
72

Agenda
73
MARKETING

Over the past year, the Marketing Team had many big wins
74
26% growth in attributable revenue to $5 million
Increase in brand awareness from 45% to 60%
30% increase in impressions to 2 billion
Cost per lead reduction from $45 to $35
25% increase in web traffic
20% increase in time per web visitor
1
5
3
4
6
2

Over the past year, we exceeded most of our KPIs with some big learnings
75
z
z
Attributed Revenue
Website Visitors
Social Followers
Brand Awareness
Best-in-class
Cost per Lead
Ad Spend Return
Budget
Marketing KPIs
$5 m
600K
100K
55%
70%
$40
122%
$1.6m
$6 m
650K
120K
60%
68%
$35
115%
$1.5m
TARGET ACTUAL
Social & content marketing worked
Content marketing drove SEO & traffic
Influencers were key
Campaigns were effective
Competitive products were improved
Owned media works
Cost per impression increased
Managed with 1 less FTE
DRIVERS / LEARNINGS
46%
32%
40%
25%
2%
-20%
+5%
+8%
YoY
+20%
+8%
+15%
+20%
-5%
-12%
-13%
-7%
VARIANCE

Our website metrics have been trending strong, and our plan will accelerate the
momentum
76
Content
UX
SEO
Backend
20
32
47
202X 202X 202X
Web Traffic
(000s user / month)
Meetings
2.3 2.6
3.2
202X 202X 202X
Session
Duration
(minutes)
Traffic
(%)
40
25
20
15 Google
Social
Organic
Other
140
320
520
202X 202X 202X
Website Metrics Website Plan
• Xx
• Xx
Overview Date Budget
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx
• Xx

Our core messaging is all about being best-in-class on those things that matter
77
Step Up Your Tech
More time in the gym,
less time managing apps
When good isn’t good
enough
Gym software by gym
experts
Member
Experience
Member
Interaction
Gym
Scheduling
Automated
Finance
• No developers needed, ever
• Personalized member experiences
• Best-in-class member management
• Dynamic mobile scheduling
• AI powered revenue enhancement
• Flexible & comprehensive backend
• 1000 out-of-the-box integrations
• Reporting on everything
• Low monthly fee, cancel anytime
Top Gym Mgmt. Needs Brand Messaging Core Benefit Messaging

We will launch our “Step it Up” marketing campaign in Q2
78
Modern Experiences
Best-in-class Features
Media Overview
Website redesign with new messaging,
customer testimonials, feature guides,
free trial, competitive comparison
Scale ads for optimized keywords and
customer segments to drive awareness
and consideration to new content
Scale lead generation test focused on
gym CEOs and COOs with invite to
conference VIP party
Takeover of key industry media sites
and email campaign for webinar and
conference raffle entry
Creative Snapshot
Large FIT conference presence with 2
keynotes, booth, and VIP party.
Reaching out to entire prospect list.
Expected Impact
Influencer campaign focused on
brand, payback, experience, and the
conference VIP party
Budget
• 30K users / month
• 35% growth
• 75 leads / month
• 250% ROI
• 30 leads / month
• 170% ROI
• 2.5 M impressions
• 250 at webinar
• 5K site traffic
• 75 meetings
• 20 deals
• $30K
• $50K
• $35K
• $30K
• $25K
• $45K
TOTAL $205K

We are focused on driving our marketing funnel with owned media
79
Key Stats Accomplishments
Website
Email
LinkedIn
Instagram
YouTube
WWW.
Facebook
• 1.2 M visitors (25% YoY)
• 700K organic search (30% YoY)
• 61K emails (21% YoY)
• 24% open rate on 104 emails
• 20.4K followers (16% YoY)
• 150 posts & 3.4K likes
• 150K views
• Entire site redesign focused on engagement & usability
• 60 blog posts & SEO optimization drove incremental traffic
• Optimized through A/B testing of subject lines and templates
• Implemented tracking through purchase for attribution
• Tested paid boosting of select posts to drive 4X impressions
• Signed up 10 influencers (avg. 200K followers)
• Increased posts by 200% and likes by 300%
• Signed up 20 influencers (avg. 400K followers)
• Optimized advertising to micro target audiences
• Revamped page to increase engagement
• Ramped up short-version use and how-to videos

We will improve many of our core customer metrics
80
68
75
84
0
20
40
60
80
100
202X 202X 202X
Spend per Year ($)
189
220
254
0
50
100
150
200
250
300
202X 202X 202X
LTV per year ($)
3.6
3.4
3.7
3.2
3.3
3.4
3.5
3.6
3.7
3.8
202X 202X 202X
Purchases per Year
40 45 41
60 55 59
0
20
40
60
80
100
202X 202X 202X
New vs. Repeat (%)
Repeat
New
22
18
21
0
5
10
15
20
25
202X 202X 202X
Churn (%)
1.8
2.2
2.5
0
0.5
1
1.5
2
2.5
3
202X 202X 202X
Tenure (Years)

Client Purchasing Funnel Stage Conversion by Marketing Channel
30% 25% 20%
10%
25%
20%
15%
5%
20%
15%
10%
8%
15%
10%
8%
5%
10%
8%
5%
4%
Awareness Interest Consideration Conversion
Social Media
Online Advertising
Event
Word of Mouth
Outbound
Word of Mouth
Social Media
Online Advertising
Outbound
Event
Stage Conversion
78%
58%
42%
83% 67% 33%
80% 60% 20%
75% 50% 40%
67% 53% 33%
80% 50% 40%

Agenda
82
HUMAN RESOURCES

The organization is healthy with leadership and the HR team driving the culture and
performance
83
People
Total Comp
Culture
Systems
56 62
74
202X 202X 202X
NPS
Productivity
(sales / emp.
$ 000s)
82
88
93
202X 202X 202X
Retention
Role
Breakdown
5
15
60
20 VPs / Dir.
Managers
Individuals
Contractors
340 373 412
202X 202X 202X
Org Health Metrics HR & Org Accomplishments
• Hired and onboarded 22 employees with new orientation and training
• Combined marketing and sales teams to better drive funnel expansion
• 20 high-potentials completed new manager & leadership skills training
Overview
• Rolled out new benefits package with lower deductible & perks
• Refined compensation bands especially at manager level
• Launched 401K and profit-sharing program
• Implemented mentorship program with 67% participation
• Strengthened culture through values strategy and workshops
• Held monthly all-hands followed by social hours
• Successfully rolled out new performance management platform & process
• Swapped out payroll partner with new features and benefits
• Launched new training site with 5X amount of managerial content

The HR team will drive org performance with a focus on org design, the employee
journey and culture
84
Advance
Evaluate
Develop
Onboard
Hire
Recruit
Strategy
Comp & Benefits
Structure
Environment
Competencies
& Roles
True North
Values
Employee
Journey
Culture
Norms & Language
Org
Design
Org Design
• Abcde
• Abcde
• Abcde
Org Strategy
Employee Journey
• Abcde
• Abcde
• Abcde
Culture
• Abcde
• Abcde
• Abcde

85
Domestic National International
Mirjam Nilsson
President
August Bergqvist
VP Finance
Alexander Martensson
Accounting Manager
Jens Martensson
Accounting Manager
Allan Mattsson
VP Technology
Angelica Astrom
Engineering Director
Ian Hansson
Ian Hansson
Flora Berggren
VP Operations
Ian Hansson
Facilities Manager
Mira Karlsson
VP Marketing
April Hansson
Marketing Manager
VP Product
Jens Martensson
Product Manager
Product Manager
Ian Hansson
Product Manager
Ian Hansson
VP Human Resources
Angelica Hansson
HR Manager

Our employee journey strategy focuses on each phase of the journey
86
Advancement
Evaluation
Development
Onboarding
Hiring
Recruiting
Metrics / Goals Initiatives
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz

The HR budget is 14% more than last year while as a % of total sales it is decreasing
T&E
Last Year Budget Growth
Company Sales $9,500,000 $12,000,000 26%
People Expenses
Salaries $700,000 $750,000 7%
Benefits $100,000 $130,000 30%
Travel & Entertainment $200,000 $250,000 25%
Miscellaneous $200,000 $250,000 25%
Technology & Payroll
Software & Support $140,000 $150,000 7%
IT Consulting $120,000 $140,000 17%
Payroll $41,000 $47,000 15%
Training & Development
Training $50,000 $60,000 20%
Consulting $40,000 $50,000 25%
Other $20,000 $30,000 50%
Total Budget $1,611,000 $1,857,000 15%
% of Sales 17.0% 15.5%
Last Year Budget
Executives 2 3
Managers 4 5
Specialists 10 13
Interns 2 3
Total 18 24
87

The HCM project is slated to be completed by end of year for a January launch
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Workstream 1
Action Item 1
Action Item 2
Action Item 3
Workstream 2
Action Item 1
Action Item 2
Action Item 3
Workstream 3
Action Item 1
Action Item 2
Action Item 3
Implementation
Testing
Pilot
88
Launch

To insure a successful HCM implementation we have a portfolio of change
management initiatives
1. CASE FOR CHANGE
• Xx
• xx
4. REINFORCEMENT
• Xx
• xx
2. ROLE MODELS
• Xx
• xx
3. TRAINING
• Xx
• xx
89
1. CASE FOR CHANGE 2. ROLE MODELS
3. TRAINING
4. REINFORCEMENT
• What, Why & When
• Executive Sponsorship
• Benefits of Change
• Pilots or “In-action”
• Create Training
• Learn from Mimicking
• Behavioral Change
Simulation & Pilot Runs
• Hands-on Coaching
• Metrics / KPIs
• Continuous Training
• Incentives
CHANGE MANAGEMENT MODEL

Agenda
90
IT STRATEGY

The technology team has been focused on improving our core tech metrics
91
Applications Infrastructure
The Team Projects
12
15
202X
202X
Team
143
123
202X
202X
Applications
1.4
1.8
202X
202X
Budget ($M)
40
25
20
15 Customer
Backend
Workflow
Other
99.2
99.8
202X
202X
Uptime (%)
24
32
202X
202X
Team
8
6
202X
202X
Security
0.6
0.8
202X
202X
Budget ($M)
40
25
20
15 Customer
Backend
Workflow
Other
67
NPS
49
59
202X
202X
Team
3.2
3.9
202X
202X
Budget ($M)
79
79
202X
202X
Ontime (%)
72
45
202X
202X
On-budget
23
65
Onshore
Offshore
Resources
40
25
20
15 Architecture
Dev
QA
Implementation
Impact
• 23 Projects delivered
• $20.2 M in impact
• 1 severe incident
• 12 new hires
• Finished Project Apex
• Redesigned website
• Upgraded client app
• 95% of budget
• New CIO hired
• Reduced apps by 16%
• Tighter business integration
• Met 87% of goals

This year, the technology team is focused on driving more impact
92
Applications Infrastructure
The Team Projects
Strategy
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde

IMPACT
COST
NO BRAINERS BIG BETS
MAYBES
(TRY TO INCREASE IMPACT)
FORGET ABOUT IT
Prioritization Matrix
Overview
• The team prioritized the
potential 20XX projects
• We utilized the Delphi method
to iterate
• 20XX budget - $22.3 M
• Number of projects – 6
• Focused on strategic
initiatives and process /
workflow efficiency
$8.5 Project Axis
$.5 Workflow
Optimization
$.8 HR & Payroll
$4.5
Infrastructure
Upgrade
$1.7 Sales
Management
$7.1 App
Backend
$5.2
Performance
Reviews
$6.7 Social
Platform
$.4 Benefits
$.1.4 Procurement
The leadership team established the 20XX project portfolio worth $22.3 M

ICONS, EXTRA SLIDES, &
ROYALTY-FREE IMAGES

STRATEGY ICONS – DARK BLUE BACKGROUND 1 OF 5

$XX
♖
♕ ⚤
$

24

X
$

WWW.
1.
2.
3.
✓
✓
✓
.
99
$
?

PRIORITIZATION MATRIX
100
IMPACT
COST
NO BRAINERS BIG BETS
MAYBES
(TRY TO INCREASE IMPACT)
FORGET ABOUT IT

BCG Growth Share Matrix
GROWTH
DOG STARS
QUESTION MARK CASH COW
LOW
HIGH
LOW HIGH
101
SHARE

BCG Competitive Matrix
102
High Growth
Low Growth
Low
Market
Share
High
Market
Share
Emerging Leaders Dominant Brands
Niche Players Cash Cows
Company 1
Company 2
Company 3
Company 4
Company 5
Company 6
Company 6
Company 7
Company 8

PESTLE ANALYSIS
Political
Economic
Social
Technological
Legal
Environmental
103

PESTLE ANALYSIS TOPICS
POLITICAL
ECONOMIC
SOCIAL
TECHNOLOGICAL
LEGAL
ENVIRONMENTAL
• Tax Policy
• Trade / Tariffs
• Regulation
• Policy
• Immigration
• Defense / Wars
• Human Rights
• Infrastructure
• Political Structure
• Corruption / Graft
• Protectionism
• Fiscal Policy / Debt
• GDP Growth
• Income / Wages
• Business Cycles
• Interest Rates
• Monetary Policy
• Inflation
• Investment
• Unemployment
• Income Inequality
• Savings Rate
• Financial Markets
• Financing Accessibility
• Education
• Aging Trends
• Population Growth
• Cultural Dynamics
• Race Dynamics
• Geo Migration
• Religion
• Recreation
• Attitudes
• Behaviors
• Health Trends
• Family Trends
• Innovation
• Digitization
• Robotics
• AI / Analytics
• Automation
• Infrastructure
• Mobility
• 3D Printing
• Biotechnology
• Miniaturization
• Internet of Things
• Cloud Technology
• Risk
• Legal System
• Litigiousness
• Employment Law
• IP Protection
• Business Law
• Safety / Health Law
• Consumer Protection
• Corruption / Graft
• Liability
• Legal Costs
• Enforcement
• Natural Resources
• Ecological Attitudes
• Policy
• Climate Change
• Weather
• Natural Disasters
• Environmental Law
• Pollution
• Resource Depletion
• Sustainability
• Location
• Agriculture
104
STRATECHI.COM

Our 3 horizons of growth include…
Horizon 2
3-5 Years
Horizon 3
5+ Years
Horizon 1
1-2 Years
• Nexgen4
• Sales & Marketing Focus
Time
Value • Lightweight version for
Yoga & Massage
• Facilities & Vendor Mgmt.
• Consolidate market
• Tuck-in gap point solutions
105

2. Employee
Journey
Exit
Advance
Evaluate
Develop
Onboard
Hire
Recruit
Strategy
3. Culture
Norms & Language
Comp & Benefits
1. Org
Design
Structure
Environment
Competencies
& Roles
True North
Values
The HR team utilizes a holistic approach to improving team focusing on org design, the
employee journey and culture
106

107
Over the next 4 years, our strategy
$
20XX
20XX
20XX
20XX
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde
• Abcde

Strategy framework
Deeper Dive…
Customer segmentation
Geographic strategy
Strategy…
Finalize product strategy
Incorporate into 20XX strategy
Governance…
Develop initiative to improve
governance & decision making
Projects…
Launch marketing segmentation
Develop service improvement
project
Strategy

High-level Competitive Profile COMPANY LOGO
Strengths
• Company A has a very strong product set with strengths in
member management, loyalty and marketing. They have 6 out of
the 10 largest gyms as customers and have been growing rapidly
with a strong GTM strategy and Sales & Marketing team. They are
very aggressive at pricing, especially for new customers, while also
growing existing customers with new features. Their leadership
team has a breadth of experience and have shown the ability to
buy, integrate and grow from acquisitions.
Weaknesses
• Company A’s main weakness is in integration of their existing
product suite and external systems. Customers often have
trouble making the entire system work and then have to spend
on custom integration with many of their systems. They are also
weak in Europe and Asia, hence their investment in those
markets to grow.
Overview
• Started in 2010, Company A is located in Fairfield, CA with
offices in Europe & Asia. With 350 employees, the company’s
product set is strong with 1,000+ customers. In 2019 they were
purchased by Skyview Equity for $150 million. Skyview is
executing a strategic rollup with Company A having made 10
acquisitions for $80M to increase share and capabilities. They
have a strong management team led by John Wick, the former
CEO of Gym+, which sold for $200 million.
Financials & Metrics
• In 20XX, Company A generated $40M in revenue in with a 25%
growth rate over the past 4 years. With a spend per customer of
$4,000 a year, they are at the top end of the competition. They
recently raised another $20M in Series C financing to invest in
sales & marketing and Europe and Asia expansion.

The market is dominated by five main players.
Agile1
27%
Turbo
21%
XGym
16%
Fitness360
12%
ClubOne
10%
Others
14%
Total
Market
$2.8 B
Agile1
#1 player with 6 out of the top
10 customers. Growing at 15%
with strengths in member
management and integration.
110
Turbo
Formidable competitor with 14
acquisitions over the past 5
years. Deep investor pockets
gunning for #1.
XGym
Focused on specialty gyms
with best-in-class scheduling
and Club Management.
Fitness360
5-year-old startup taking share
with 30% growth hyper focused
on small gyms.
ClubOne
Legacy player losing market
share due to legacy systems
with little integration.

43% of adults (18+) have a club membership with 31% interested in joining a club
111
Interested
31%
Not Interested
26%
1 Membership
35%
Multiple
Memberships
8%
CLUB MEMBERSHIP
Sources: XX, YY
Planning on
Joining
24%
Too Expensive
20%
Too Far Away
21%
Don't Like
Options
35%
REASON FOR NO MEMBERSHIP

Competitive market share has shifted substantially over the past X years.
112
0%
5%
10%
15%
20%
25%
30%
35%
Historical Market Share by Competitor
Agile1
Turbo
XGym
Fitness360
ClubOne
Others
• Turbo and Fitness360 have gained
significant market share over the past
X years
• Agile1 has held its #1 market share
but has declined X% over time
• The market has significantly
consolidated among the 5 top
players with the rest of the
competition declining 9 points over
the time period.
• ClubOne has fallen from #2 to #5
giving up 15 points over the time
period

Competitive market share has shifted substantially over the past X years.
113
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Historical Market Share by Competitor
Agile1
Turbo
XGym
Fitness360
ClubOne
Others
• Turbo and Fitness360 have gained
significant market share over the past X
years
• Agile1 has held its #1 market share but has
declined X% over time
• The market has significantly consolidated
among the 5 top players with the rest of
the competition declining 9 points over
the time period.
• ClubOne has fallen from #2 to #5 giving
up 15 points over the time period

Club members prefer mobile and use it to check schedules, sign-up for classes and
check-in
Mobile
Club
Computer
Club
Tablet
Call Gym
Top Use Cases
App Access…
30%
60%
50%
80%
70%
32%
20%
30%
10%
25%
25%
15%
16%
8%
13%
5%
4%
2%
0%
1-2 times per week 3-7 times 7+ times
Never
1. Check Schedule
2. Sign-up for Class
3. Check-in
1. Check & Pay Bill
2. Check Schedule
3. Service Inquiry
1. Check-in
3. Pay Bill
1. Check Schedule
3. Check & Pay Bill
1. Check Schedule
2. Check Hours
3. Service Inquiry

KPI TEMPLATE
115
Revenue
Profit Margin
Customer Value
Net Promoter
Conversion
Team Size
Rev. / Rep.
Budget
KPIs
+12%
+4%
+4%
-6%
-4%
0
+13%
+13%
$8m
42%
$40k
70%
75%
12
$670k
$1.6m
$9.1m
44%
$42k
64%
71%
12
$760k
$1.8m
TARGET ACTUAL VARIANCE
The focus on larger deals worked
Pricing approval helped drive profit
Focus on bigger deals
Implementations were slow
Issues with competitive bids
Quality hires
Focus on big and steady deals
T&E and bonus spend
DRIVERS / LEARNINGS

US MAP
116
No Employees
1-15 Employees
16-50 Employees
50+ Employees
61
102
114
278
120
255

GLOBAL MAP
117

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