Some startup technology companies are hitting their stride and leaving former market makers in the dust. Why is this? Stephan will explore basic business fundamentals: Choosing target markets wisely. Cash flow management. Caring about revenues sooner rather than later. Protecting margins, reaching and maintaining profitability. These and others key factors will lead to shareholder value. The only true measure of success.

1. Startup Festival Stephan Ouaknine President & CEO, Managing Partner “Its all about shareholder value” July 14th, 2011 powering a better tomorrow.

2. connected planet. How long does it take for innovation to attain mass adoption… 5 7 14 facebook 37 iPod 84 …improving technology and connecting people is the key to critical-mass adoption. mobile phones television fixed telephony 2

3. the need for business innovation. “ insanity: doing the same thing over and over again and expecting different results ” – albert einstein … as a result, the biggest global challenges are still unaddressed. This is the opportunity. 3

4. an unparalleled success record. 3 hi-tech ventures 3 successful exits Delivered over $1B in shareholder value over 15 year career 4

5. it starts with an idea look for barriers to entry; they produce scarcity value if people don’t tell you its crazy, don’t do it take advice but filter and stay true to your vision tenacity is the number one asset “sticktoitiveness” great people can sell mediocre products but mediocre people cant sell great products 5

6. financing 6

7. be weary of VCs do NOT raise too much; burn rates will soar, revenue projections will be missed and you will hyper dilute focus on the business not just fund raising back to basics: revenue, margins, sustained profitability, growing addressable markets when raising funds watch for hidden dangers like veto rights, ratchet clauses, double dips etc. 7

8. r&d 8

9. Think out of the box Do not turn into a drone Its easy to do what everybody else does; do what is hard Development should be market driven Find and protect your intellectual property 9

10. market penetration 10

11. the early adopter customer is important learn what you can, leverage the reference beware of the chasm model 11

12. scale 12

13. systems efficiency supply chain localization nasty details which can drive an entrepreneur nuts …but you need to master them ……..or hire a good COO 13

14. liquidity events (cashing out) 14

15. if a carrot is dangled…grab the carrot know when to convert sweat equity to cash windows open and windows close (ceteris paribus) even the bible tells us to turn the earth over every seven years …periodic reinvention is healthy…even stimulating 15

16. energy: the challenge. A planet and its people are in need; a need for a global model for sustainable clean-energy – creation and distribution geo-thermal (<1%) Solar (<1%) coal and fossil fuels (80~90%) Wind (<5%) hydro-electric (<20%) Nuclear (<1%) Nature’s most abundant and ubiquitous energy sources remain the most underutilized of energy sources… 16

17. energy today. the energy market is a monopoly or an oligopoly government-owned or government-like structures predominantly non-renewable energy sources (> 93%) lacks innovation: limited investment into clean-energy poorly distributed: over 25% of the world lacks a regular energy supply lacks a sustainable global model … there is a big gap in the space of a global service provider of clean-energy 17

18. the change. the opportunity. deregulation is happening now… over 100 government programs and global incentives global push for clean-energy the clean-energy market is forecast at over USD $120 billion by 2013 over 30% year-over-year growth in the solar and wind energy sectors public-private partnership 18

23. why now? the compelling event. 20

24. the business structure. 21

26. Focus on clean-energy, specifically sun, wind power & marine

27. Seed to B-round investing

28. Investment range of $2M-$15M over the cycle

29. Incubation services for Early Stage

30. Investing in Academia

31. Corrects numerous errors of the VC model

33. deliver profitability

34. participate, engage and support clean-energy innovation

35. phased evolution in the clean-energy supply chain and value chain

36. jointly work with governments and organization to meet clean-energy targets