The document outlines Jay Allen's 30/60/90 day business development success plan. The 30 day goals are to find opportunities within target accounts, build relationships, and gain situational fluency. The 60 day goals are to qualify opportunities by obtaining sponsor buy-in and presenting ROI studies. The 90 day goals are to advance opportunities by receiving verbal agreements to move towards closing deals.

1. April 25, 2008 Jay Allen Business Development Success Plan: 30/60/90 Days

2. GOALS:

3. Desire is the key to motivation, but it’s determination and commitment to an unrelenting pursuit of your goal – a commitment to excellence – that will enable you to attain the success you seek. Mario Andretti

4. TARGET ACCOUNT: 30/60/90 30 Days – Find the Opportunity Target The Five Areas of Opportunity within the account: New ERP Implementations / Integration / IdM Solutions / BI & Reporting / DB Extensions Focus on accounts where client synergies can be achieved by addressing two or more areas. Contact all business owners for The Five Areas: COO/CIO/CFO/LOB SVPs. Leverage Executive Admins to locate hidden decision-makers and empowering agents. Org chart departments to find key players for each area of strength. Provide value propositions. Build relationships. Gain Situational Fluency in strength areas. Develop Sponsors in each area who have access to power. Whitespace IT footprint in each area. Create workflow diagrams where needed. Demonstrate value and competency. Request access to power. Form a “Go/No Go Decision” for each of the five areas. The same decision-makers may span two or more areas. Find the best opportunity early in the process - differentiate lower hanging fruit from long-term needs. Discuss the solution with the Sponsor’s key people. Get internal selling guidelines. Get access to power. 60 Days -- Qualify the Opportunity Obtain a Power Sponsor who admits pain and who has a buying vision. The Power Sponsor can also facilitate the corporate buying process. Provide value to Power Sponsor and become aligned with their buying vision. Host 1-2 virtual meetings with the Power Sponsor’s key staff people. Engage CPSG’s technical resources. Detail solution benefits. Strengthen Relationships. Discover internal political factors and additional technical requirements. . Build consensus and generate positive feedback from the Power Sponsor.

5. TARGET ACCOUNT: 30/60/90 60 Days, continued Receive financial numbers from Power Sponsor’s pain statements. Create prospect ROI document. Present ROI study and get Power Sponsor’s buy-in. (See “The Dollarization Discipline” by Jeffery Fox.) Request a CPSG Executive Sponsor. Work with Executive Sponsor to differentiate us from competition, to demonstrate superior alignment, and to further build relationships. The possibility of achieving synergy with other functional areas may be addressed at this time to further differentiate us. Provide rock-solid legitimacy. Outline several possible solutions. Determine excellence of fit. Build consensus during conference calls. 90 Days – Advance the Opportunity Receive verbal agreement from Power Sponsor to move toward the close. Create an informal, graphically rich Vision Document for the Power Sponsor, which can be shared internally with other stake-holders as a trial close. Host a Reference Forum Webinar. Here, a CPSG client will share their success. Invite multiple prospects, to avoid reference overload. Focus on customer’s needs, nature of CPSG’s solution, how needs were met, ROI, ease of implementation and prospect questions. Ask Power Sponsor to commit to a buying decision. Moving Forward: Prepare to Close the Opportunity Gain commitment from Power Sponsor. Receive verbal agreement to formally evaluate solution, with stated timeframe for purchase. Identify objections. Provide objections handling. Draft a justification document if needed. Engage CPSG Executive Sponsor to provide reassurance to Power Sponsor. Negotiate down timeframe over-runs as needed. Engage prospect’s Purchasing Department if required. Make trial closes early and often. Introduce Power Sponsor to CPSG VP (ERP/EA) and support staff, as long-term assets to prospect. Position the close as a natural event leading from the previous sales events.

6. TARGET ACCOUNT WHITESPACING: ACCOUNT SCM WORKFORCE FINANCE REPORTING IdM/COMPLIANCE Fidelity Investments Oracle 11i Suite Oracle 11i HR Ariba Hyperion (expanding now) Oracle 11i Manufacturing Vanguard Mutual Funds SAP 6.0.2 PeopleSoft/Oracle 11i SAP 6.0.2 BRIO CA SiteMinder (RBAC) Wachovia Bank IBM Websphere/DB2/ legacy mainframes Northwest Mutual Life Insurance SAP Business One

7. PIPELINE MILESTONES I: RESULT TIMEFRAME Engage Qualified Suspects. Pipe 2x Quota Coverage at 10%. Touch every major account in territory 30 Days Document two or more of The Five Areas for 1x Quota Coverage 30 Days Contact CIO's for all piped accounts. Contact LOB managers for The Five Areas where opportunities exist 30 Days Send VITO Email/Letter Campaign to all executives contacted 30 Days Identify Qualified Sponsors for 1x Quota Coverage. (Assume Requirement of 3x Quota Coverage at 60%) 30 Days Determine where each prospect is from a IdM Security and Compliance standpoint (2x quota) 30 Days Determine where each prospect is from a BI and Reporting standpoint (2x quota) 30 Days Engage Qualified Sponsors. Pipe 1x Quota Coverage at 30%. Pipe 3x Quota Coverage at 10% 60 Days Send VITO Letter Campaign to IT and HR executives for all identified accounts in territory. Focus on IdM requirements. 60 Days Whitespace topology of two or more of The Five Areas for 2x Quota Coverage 60 Days

8. PIPELINE MILESTONES II: RESULT TIMEFRAME Seek access to Power Sponsors. Identify potential Power Sponsors for all opportunities. Org chart the buying group within each opportunity. 60 Days Pipe 1x Quota Coverage at 40%. Pipe 1.5x Quota Coverage at 30%. Maintain 3x Quota Coverage at 10%. Replace losses to attrition. 90 Days Vito Letter Campaign on Oracle Integration and/or Sun IdM solutions to all accounts in territory. 90 Days Determine where new prospects are from a BI/Reporting and Compliance standpoint. Whitespace new prospects in one or more of The Five Areas 90 Days Ask Power Sponsors for a verbal agreement to move forward. Determine a closing plan for any accounts ready to pipe at 60% 90 Days Request CPSG Executive Sponsorship for best accounts at 40-60% level. Engage technical resources as needed. 90 Days Engage new and developing prospects in marketing webinars and field events as needed. Build relationships with accounts at 30% or higher 90 Days Develop a “ divide and conquer ” strategy to reach out to all under-developed opportunities in territory. Engage resources as needed. 90 Days Identify and apply best practices used with prospects. Develop repeatable sales methodology. Apply results metrics gained after 90 days to create a process- and numerically oriented plan to book 150% of Quota at 100% in twelve months. Make changes where necessary. 90 Times

9. SALES APPROACHES: Complement and Extend legacy infrastructure/ERP systems “ Maximize your investment’s functionality – don’t replace” Sell Value, rather than position CPSG as a low-cost option This is a solutions-centric approach, not shrink-wrap New ERP Installation : Target specific functional needs Tightly define buying group; laser focus on requirements ROI Approach : CPSG 4D Methodology = Superior Savings Advanced Development Platform (ADP) prevents cost overruns Most ERP implementation services cost 5x – 20x of software Gap Analysis : We provide full integration with your existing ERP systems for a 360 degree view of activity and analytics. Information Tracking : How do you access the data now? Reports? Probe for informational bottlenecks and stovepipes Corporate Cross-Sell: After a successful implementation, gain power sponsorship to sell to another functional area.

10. REFERENCE ACCOUNTS: Personal goal of four premier net-new reference accounts in year one. Reference Name Solution Type of Reference Fidelity Investments IdM solution for Provisioning and Modifying access to intellectual property – R&D Department Phone calls by appointment Vanguard Mutual Funds SCM Tracking Solution – Legal Documentation Shipments for Sarbanes-Oxley Compliance Site visits; Phone calls by appointment. Written statement on file Northwest Mutual Life Approval Tracking -- Disability Insurance Department. Site visit at corporate Technology Center by appointment. Phone calls by appointment. Written statement on file. Wachovia Bank Workforce Management – Instant Visibility of Personal Asset Allocation Phone calls by appointment

11. EVENTS AND MARKETING: Personal goal to maintain strategic alignment with CPSG’s corporate sales strategy. Sun Microsystems Partner Events Obtain Attendee Lists Follow up with potential Power Sponsors Oracle (OPN) and Sun User Groups Message Boards Project Discussions – identify the opportunity Gartner, Forrester, IDC releases Forward to prospects Targeted VITO and Email campaigns to LOB Managers in The Five Areas Mass Email Broadcasts with Constant Contact Follow-up on requests for information CPSG Press Releases Forward to prospects CPSG/Oracle Partner Seminars (Irving, TX, 2007) Follow-up with attendees Incoming leads (via email and phone) Qualify opportunities, respond to RFP ’ s Webinar Reference Forum Advanced Development Platform/Other CPSG Thought Leadership Presentations TBA CPSG database, Harte-Hanks, OneSource, Hoover ’ s Other Events TBA

12. PIPELINE PERCENTAGE CODE: PERCENTAGE STATUS 10 Pure pipeline. Contact identified and an opportunity may be present. 30 Opportunity identified. Engaged with a Sponsor of some kind. 40 Power Sponsor identified. Power Sponsor admits pain. 60 Power Sponsor gives verbal approval to go ahead with an evaluation. 80 Deal is committed for the quarter. 90 Deal is in contract negotiations. 100 Closed and CPSG Accounting has received payment.

13. WHAT PEOPLE ARE SAYING: “ Jay … provided best sales practices which have been adopted throughout Oracle Direct North America. ” Susan Hayden, Vice President, Oracle upon 2004 MVP Award Presentation “ In sixteen years in IT, I ’ ve never seen a salesman provide value like Jay Allen. ” Samuel Singh, VP IT, Reuters/Loan Pricing “ The way Jay Allen sells, is to find the IT executive who best understands their company ’ s needs, and then sell that person. ” Denise O ’ Brien, Oracle Regional Sales Manager