ASC 606 Implementation Strategy with Connor Group and Leeyo SoftwareMatt Ream
Connor Group experts present ideas for developing your own ASC 606 implementation strategy. These slides are from a Leeyo Software webinar. You can watch the full event at http://leeyo.com
ASC 606 Implementation Strategy with Connor Group and Leeyo SoftwareMatt Ream
Connor Group experts present ideas for developing your own ASC 606 implementation strategy. These slides are from a Leeyo Software webinar. You can watch the full event at http://leeyo.com
What every tech company needs to know to prepare for the new revenue accounting standards. The new revenue recognition standard ASC 606 represents the most widespread change to revenue recognition rules in recent years. The transition from a rules-based approach for rev rec to a principle-based approach has significant implications for the entire organization. Software and other high tech companies must ready themselves for numerous impacts across systems, processes and policies as they work toward compliance.
Build or buy considerations (leeyo software)Matt Ream
Thinking of building your own revenue recognition automation solution? Here's some ideas on why or why not that might be a good idea. Learn what Leeyo's RevPro can do for you in saving time and money in achieving your compliance goals and deadlines.
Intacct can help you master your transition to ASC-606 and IFRS-15. If spreadsheets are part of your revenue recognition and billing processes, you are headed into a “perfect storm” of regulatory change. To adopt these new guidelines, you need a financial system that’s supports this critical transition.
Learn how Intacct's best-in-class cloud ERP solution can improve your transition by:
--Automating the dual reporting that's necessary to both stay compliant and understand the impact of the changes on your results
--Tracking performance obligations even as your billing, packaging, and pricing models evolve
--Addressing all the new rules for revenue reallocation and expense amortization with automation, not spreadsheets
What every tech company needs to know to prepare for the new revenue accounting standards. The new revenue recognition standard ASC 606 represents the most widespread change to revenue recognition rules in recent years. The transition from a rules-based approach for rev rec to a principle-based approach has significant implications for the entire organization. Software and other high tech companies must ready themselves for numerous impacts across systems, processes and policies as they work toward compliance.
Build or buy considerations (leeyo software)Matt Ream
Thinking of building your own revenue recognition automation solution? Here's some ideas on why or why not that might be a good idea. Learn what Leeyo's RevPro can do for you in saving time and money in achieving your compliance goals and deadlines.
Intacct can help you master your transition to ASC-606 and IFRS-15. If spreadsheets are part of your revenue recognition and billing processes, you are headed into a “perfect storm” of regulatory change. To adopt these new guidelines, you need a financial system that’s supports this critical transition.
Learn how Intacct's best-in-class cloud ERP solution can improve your transition by:
--Automating the dual reporting that's necessary to both stay compliant and understand the impact of the changes on your results
--Tracking performance obligations even as your billing, packaging, and pricing models evolve
--Addressing all the new rules for revenue reallocation and expense amortization with automation, not spreadsheets
The PowerPoint presentation used at the annual analyst/investor day held at Marathon Petroleum HQ in Findlay, OH on Dec 3, 2015. The information in the slide deck of most interest to us is the section on midstream, detailing the newly combined operation of Marathon and MarkWest Energy Partners.
Working with Nicola Barker on The Power Of The Influencer Presentation, @nicolabarker81 and https://uk.linkedin.com/in/nicolabarker Absolutley a pleasure to work with.
MSLGROUP Global Institutional Investors Insight Report 2014MSL
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The report also sheds new light on this group’s motivations and offers perspective on how investor behaviour may evolve in the near future.
Follow #GIIIR2014 on Twitter for insights from the report.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
2. Forward Looking Statements
This presentation contains statements regarding our financial and business results and business strategy,
which may be considered forward-looking within the meaning of the U.S. federal securities laws,
including projections of future revenue, operating margin and earnings per share, projections of
amortization of acquisition-related intangibles and stock-based compensation and restructuring charges,
operating margin expansion and future return of capital to shareholders. These statements are subject to
known and unknown risks, uncertainties and other factors that may cause our actual results, levels of
activity, performance or achievements to differ materially from results expressed or implied in this press
release. Such risk factors include those related to: general economic conditions; maintaining customer
and partner relationships; the anticipated growth of certain market segments, particularly with regard to
security and storage; the competitive environment in the software industry; changes to operating
systems and product strategy by vendors of operating systems; our ability to reduce our operating
expenses; fluctuations in currency exchange rates; our actual effective tax rate in future periods; the
timing and market acceptance of new product releases and upgrades; the successful development of new
products and integration of acquired businesses, and the degree to which these products and businesses
gain market acceptance. Actual results may differ materially from those contained in the forward-looking
statements in this press release. We assume no obligation, and do not intend, to update these forward-
looking statements as a result of future events or developments. Additional information concerning these
and other risks factors is contained in the Risk Factors sections of our Form 10-K for the year ended
March 28, 2014.
Any information regarding pre-release of Symantec offerings, future updates or other planned
modifications is subject to ongoing evaluation by Symantec and therefore subject to change. This
information is provided without warranty of any kind, express or implied. Customers who purchase
Symantec offerings should make their purchase decision based upon features that are currently available.
We assume no obligation to update any forward‐looking information contained in this presentation.
2
3. Use of GAAP and Non-GAAP Financial Information
Our results of operations have undergone significant change due to a series of
acquisitions, the impact of stock-based compensation, impairment charges and other
corporate events, including the impact on revenue of the ongoing investigation into
Symantec’s compliance with certain provisions of its 2007 GSA contract. To help our
readers understand our past financial performance and our future results, we
supplement the financial results that we provide in accordance with generally accepted
accounting principles, or GAAP, with non-GAAP financial measures. The method we use
to produce non-GAAP results is not computed according to GAAP and may differ from
the methods used by other companies. Our non-GAAP results are not meant to be
considered in isolation or as a substitute for comparable GAAP measures and should be
read only in conjunction with our consolidated financial statements prepared in
accordance with GAAP.
Our management regularly uses our supplemental non-GAAP financial measures
internally to understand, manage and evaluate our business and make operating
decisions. These non-GAAP measures are among the primary factors management uses
in planning for and forecasting future periods. Investors are encouraged to review the
reconciliation of our non-GAAP financial measures to the comparable GAAP results,
which can be found, along with other financial information, on the investor relations’
page of our website at www.symantec.com/invest.
3
5. Protects more than 1 billion systems
Secures 8 billion email messages and
1.4 billion web requests a day
Ninety-nine percent of Fortune 1000 companies
are Symantec customers
The largest backup and recovery company on the planet
5
Operates the largest civilian threat intelligence
platform in the world
6. Investment Thesis
• Improve growth profile and increase profitability to create
shareholder value
• Strong cash flow generation and balance sheet to allocate
towards growth initiatives
• Continuing to return significant cash to shareholders with 90%
of FCF returned through dividends and buybacks in FY14
• Market-leading brands across security and information
management for the endpoint and data center
• Serving global base of customers from consumers to large
enterprises and governments
• Operating in vibrant and growing markets – mobile, cloud,
appliances, backup, DLP, MSS, and authentication
6
7. Progress Achieved in FY14
• Delivered revenue at the
high end of guidance and
exceeded guidance on
operating margin and EPS
• Implemented the right
changes to our go-to-
market capabilities
• Salesforce building
pipelines and relationships
drove improvement in new
business, renewals, and Y/Y
billings trends in each of the
past 2 quarters as expected
• Reduced costs resulting in
improved operating margin
of 160 bps with path to
further expansion ahead
7
4Q14 FY2014
Non-GAAP Revenue1 $1,650 $6,701
Deferred Revenue $3,903 $3,903
Non-GAAP Operating Margin1 27.3% 27.5%
Non-GAAP EPS1 47¢ $1.92
-16%
-9%
-3%
-20%
-16%
-12%
-8%
-4%
0%
$1.60
$1.62
$1.64
$1.66
$1.68
$1.70
$1.72
2Q14 3Q14 4Q14
ImpliedY/YBillingsGrowth
$inbillions
Revenue
Implied Y/Y
Billings Growth
1Non-GAAP financial measure. See www.symantec.com/invest for a reconciliation to the applicable GAAP financial measure
8. 1Q15 and FY15 Guidance
• Expect revenue to grow during 2H15 driven by improved direct and renewal sales
activity, benefits from channel programs and new product launches
• Expect to hit 30% non-GAAP operating margin by 4Q15 by implementing efficiencies
• Expect Y/Y billings growth to return in 2Q15 one year since reorganizing salesforce
and billings to grow at moderate rate during 2H15
8
1Q151 FY20151
Revenue $1,650 - $1,690 $6,630 - $6,770
Non-GAAP Operating Margin2 24.1% - 24.5% 27.7% - 28.2%
Non-GAAP EPS2 41¢ - 43¢ $1.84 - $1.92
1Guidance as of May 8, 2014
2Non-GAAP financial measure. See www.symantec.com/invest for a reconciliation to the applicable GAAP financial measure
9. Identified Five Priorities
9
Optimize Our Businesses Based on Lifecycle & Growth1
Prioritize Investments for Growth2
Further Reduce Costs and Improve Efficiencies3
Round Out Our Executive Team4
Return Significant Cash to Shareholders5
• Taken steps to strengthen the company and accelerate the pace of our
transformation
• Several opportunities to improve our growth profile, maximize profitability,
and create value
10. • ~$650M business
• High margin business
• Lower growth potential
• Includes Storage Foundation and Cluster
Server
#1 – Optimize Our Businesses Based on Lifecycle & Growth
10
Information Availability
• Highly profitable ~$2B business in a
mature, low growth market
• Forming a business unit under Fran Rosch
• Enhancing franchise value while improving
margin and cash generation through more
focused leadership
• Examples include:
– Reducing 7 products to 2, to simplify
customer purchase and renewal
decisions
– Optimizing eCommerce direct to
consumer channel
Norton
• Methodically evaluating every product line to balance profitability against growth
• Some businesses are ideal for improving operating margin while others are best
positioned for growth
• Proactively optimizing more mature, lower growth potential businesses to expand
operating margin
• Deploy savings and prioritize investments against growth objectives in enterprise areas
11. #2 – Prioritize Investments for Growth
11
• Accelerate growth through prioritizing investments in backup, storage
management and security
• Shifted resource funding in R&D budget to put more dollars behind the most
promising market opportunities
• Market leader with 30%
market share in backup,
according to IDC
• Growth has outpaced
market over past few years
• NetBackup appliance is one
of our fastest growing
businesses, up 27% Y/Y
• Bringing differentiated
appliances to market
• Investing in what we
anticipate will be multi-
billion dollar markets:
– Software defined
storage
– Object storage
– DRaaS
Backup Storage Management
• Expanding from “prevention” to
“detection & response” to solve
the advanced threat detection
problem in a differentiated way
• Mobile is up 76% Y/Y
• Seeing growth in Trust Services,
DLP, & MSS
• Launching an ATP service to
connect endpoint security to
third party gateways through
MSS
• Introducing Synapse, which
integrates telemetry data
across endpoints, gateways, &
email to reduce false positives
& operating costs for customers
Security
12. Product Delivery for FY15
12
• Released NBU, the only
backup product designed for
enterprise level scale, which
can accommodate hundreds
of thousands of virtual
machines and petabytes of
data while giving customers
400x faster recovery
• Released Storage
Foundation, which includes
disruptive new capability
that abstracts in-server
memory, allowing the
sharing of flash storage
across servers without the
need for expensive storage
hardware
Backup Storage Management
• Released mobile workforce
productivity, which
integrates application &
device management
capabilities into a holistic
solutions for the enterprise
Security
• Releasing:
– Appliances
– Backup Exec 2014
– Enterprise Vault 11.0
• Releasing Disaster Recovery
Orchestrator to MSFT Azure
• Launched MSS ATP service
• Will be offering ATP solution
• DLP & mobile security integration
in Mobile App Center
• Extending DLP by tiers, reducing
its footprint & making it more
cost effective
• Extending capabilities of Secure
Gateway; including ATP in SEP
• Releasing Data Center Security &
Data Insight 5.0
2H14FY15
12
13. #3 – Further Reduce Costs and Improve Efficiencies
13
• We’ve identified 8 new initiatives to further optimize our cost structure,
improve efficiencies across the company and drive higher revenue
• Increase R&D efficiencies
• Improve new business & renewal
productivity
• Optimize economics of channel
programs
• Rigor on license compliance
• Pricing optimization
Efficiency Improvements
• Consolidation of our global
footprint
• Reduce number of data centers
• Streamline product support
Cost Reductions
14. #4 – Round Out Executive Team
• We have a team of talented business & technology leaders
• We continue to round out our executive team
• We are running an active search for a Chief Products Officer
• The board is leading an active process to find a permanent CEO
– We’ve retained Russell Reynolds as our executive search firm
• The board’s ideal candidate will have the following attributes:
– Understanding of the technology landscape
– Expertise growing a multi-product business at scale
– Strong record of collaborative leadership
14
15. #5 – Return Significant Cash to Shareholders
• Over the past 10
years, we’ve
repurchased over
$10 billion of our
shares
• In FY14, we returned
90% of our free cash
flow, or $918 million,
to shareholders
• In FY15, we expect to
return significant
cash to shareholders
of approx. $900
million in the form of
dividends and share
buybacks
15
Returned >$10B to Shareholders Since FY05
$192
$3,628
$2,846
$1,500
$700
$553
$870 $893
$826
$918
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14
$inmillions
Dividends
Buybacks
16. Capital Allocation Strategy
• Our long-term objective is to return approximately 50% of free
cash flow to shareholders through dividends and share
repurchases
– Substantial cash flow generation
– About 40% of cash is held onshore
• Strong balance sheet and financial flexibility
– $2.1 billion in investment grade debt
• Investments in technology acquisitions that complement
products
• Allocate resources to growth areas such as cloud, mobile and
appliances
16
17. 17
We make the world a safer place
by helping people, businesses, and governments
protect and manage their information, so they
can focus on achieving their goals.