The document is an investor presentation for Pivot Acquisition Corp., a leading multi-vendor IT solutions provider. It highlights Pivot's large and growing markets, unique service offering providing independent multi-vendor solutions, blue-chip client base comprising over 70% of Fortune 100 companies, strong financial performance with $1.5 billion in projected revenue and 15% organic growth, successful acquisition strategy consolidating smaller players, and experienced management team.
This document summarizes the annual general meeting of Pivot, a leading multi-vendor IT solutions provider. It discusses Pivot's business model of providing complex IT solutions through multiple vendors. In 2013, Pivot focused on organic growth, grew its customer base and services business, and improved margins despite challenges from a large 2012 customer project and product transition. Financially, revenues grew but adjusted EBITDA declined due to lower 2012 comparables, though services revenues increased substantially. Moving forward, Pivot aims to deepen customer relationships, expand services, pursue strategic M&A, and enhance profitability through operational excellence and innovation.
This document discusses automotive IT sourcing challenges and emerging trends in IT sourcing to help automotive OEMs plan for the future. It identifies key challenges as lack of efficiency, transparency, flexibility and resilience. New sourcing trends include a focus on cost reduction, agility, and strategic partnerships. The document outlines Deloitte's sourcing methodology and lessons learned to help companies evaluate sourcing options and make sourcing decisions.
The document discusses the value of enterprise architecture and how it can help align business and IT strategies. It argues that a more organic, pragmatic approach is needed to plan IT strategies that can flexibly support changing business needs over time. Such an approach involves understanding the current landscape, considering different paths forward, selecting an initial path, then continually reviewing and adjusting the strategy based on outcomes.
Flex mode framework architectural overview v 2.1 19-08-2013Sukumar Daniel
This document discusses navigating economic turmoil through adopting smarter ways of doing things using IT service management. It recommends adopting automation-assisted approaches to manage the software development lifecycle and integrate it with service management systems. Continual executive sponsorship is needed for programs managing iterative projects as transformation initiatives impacting people, processes, tools, and partnerships. Collaborative relationships and data analysis capabilities are required to build an automation layer managing business services and processes. Effective governance is also needed from business, IT service management, and third-party provider executives.
The document discusses IT solutions and services provided by Expense Reduction Analysts to its clients. It provides strategic IT services including IT governance reviews, strategy development, policy development, procurement of IT solutions and services, and management of solution delivery and suppliers. The company aims to help clients effectively manage IT, reduce costs, comply with best practices, and ensure IT alignment with business strategy and objectives. It is led by Michael Hully and Chris Brown who have extensive experience in directing IT for various organizations.
http://www.csm-corp.com/it-consulting-services-company-it-consultants/
For over 30 years, our IT Consultants have helped some of the world’s most demanding organizations solve their most difficult technology challenges. Our IT Consulting Services Professionals are 100% committed to delivering Relentless IT Support. Every one of our employees is dedicated to delivering an outstanding customer experience.
The IT meeting on May 31, 2012 covered organizational achievements from the past year and future plans. Several departments presented their top 3 accomplishments, including successfully upgrading security and networking systems, implementing new help desk software, and completing infrastructure projects to support campus renovations. The meeting also reviewed ongoing initiatives and upcoming projects over the next year.
Using the Zachman’s Architecture framework to realise ITSM Transformation at ...Sukumar Daniel
This document summarizes Tesco's journey to implement an IT Service Management (ITSM) transformation using the Zachman framework and ITIL best practices. It discusses how Tesco established transparency into its IT operations, identified top incident generators, and drove improvements across key services and processes. Through establishing service-oriented metrics, streamlining workflows, and instituting proactive problem management, Tesco was able to significantly improve first time fix rates, reduce incident occurrence and turnaround times, and better align IT to business needs.
This document summarizes the annual general meeting of Pivot, a leading multi-vendor IT solutions provider. It discusses Pivot's business model of providing complex IT solutions through multiple vendors. In 2013, Pivot focused on organic growth, grew its customer base and services business, and improved margins despite challenges from a large 2012 customer project and product transition. Financially, revenues grew but adjusted EBITDA declined due to lower 2012 comparables, though services revenues increased substantially. Moving forward, Pivot aims to deepen customer relationships, expand services, pursue strategic M&A, and enhance profitability through operational excellence and innovation.
This document discusses automotive IT sourcing challenges and emerging trends in IT sourcing to help automotive OEMs plan for the future. It identifies key challenges as lack of efficiency, transparency, flexibility and resilience. New sourcing trends include a focus on cost reduction, agility, and strategic partnerships. The document outlines Deloitte's sourcing methodology and lessons learned to help companies evaluate sourcing options and make sourcing decisions.
The document discusses the value of enterprise architecture and how it can help align business and IT strategies. It argues that a more organic, pragmatic approach is needed to plan IT strategies that can flexibly support changing business needs over time. Such an approach involves understanding the current landscape, considering different paths forward, selecting an initial path, then continually reviewing and adjusting the strategy based on outcomes.
Flex mode framework architectural overview v 2.1 19-08-2013Sukumar Daniel
This document discusses navigating economic turmoil through adopting smarter ways of doing things using IT service management. It recommends adopting automation-assisted approaches to manage the software development lifecycle and integrate it with service management systems. Continual executive sponsorship is needed for programs managing iterative projects as transformation initiatives impacting people, processes, tools, and partnerships. Collaborative relationships and data analysis capabilities are required to build an automation layer managing business services and processes. Effective governance is also needed from business, IT service management, and third-party provider executives.
The document discusses IT solutions and services provided by Expense Reduction Analysts to its clients. It provides strategic IT services including IT governance reviews, strategy development, policy development, procurement of IT solutions and services, and management of solution delivery and suppliers. The company aims to help clients effectively manage IT, reduce costs, comply with best practices, and ensure IT alignment with business strategy and objectives. It is led by Michael Hully and Chris Brown who have extensive experience in directing IT for various organizations.
http://www.csm-corp.com/it-consulting-services-company-it-consultants/
For over 30 years, our IT Consultants have helped some of the world’s most demanding organizations solve their most difficult technology challenges. Our IT Consulting Services Professionals are 100% committed to delivering Relentless IT Support. Every one of our employees is dedicated to delivering an outstanding customer experience.
The IT meeting on May 31, 2012 covered organizational achievements from the past year and future plans. Several departments presented their top 3 accomplishments, including successfully upgrading security and networking systems, implementing new help desk software, and completing infrastructure projects to support campus renovations. The meeting also reviewed ongoing initiatives and upcoming projects over the next year.
Using the Zachman’s Architecture framework to realise ITSM Transformation at ...Sukumar Daniel
This document summarizes Tesco's journey to implement an IT Service Management (ITSM) transformation using the Zachman framework and ITIL best practices. It discusses how Tesco established transparency into its IT operations, identified top incident generators, and drove improvements across key services and processes. Through establishing service-oriented metrics, streamlining workflows, and instituting proactive problem management, Tesco was able to significantly improve first time fix rates, reduce incident occurrence and turnaround times, and better align IT to business needs.
Evolution of IT Consulting, Indian BPO industry, categorization, globalization, Green IT Consulting, Mobile App development, Health care consulting, Financial consulting, Management consulting
The document discusses technology business management (TBM) and provides an overview of the key concepts. It describes TBM as a discipline for maximizing the value of IT investments through transparency and collaboration between technology leaders and business partners. The TBM framework focuses on optimizing spending on running the business versus changing the business. The document also outlines the five disciplines of the TBM framework and provides examples of how companies can use TBM approaches like service cataloging and costing to improve decision making.
Technology Business Management (TBM) - Achieving Digital StrategyAlex Manders
During the 2017 TBM Council Conference hosted in San Diego, CA with over 1,200 IT and Finance professionals - ISG presented on the topic of aligning IT financial management to Enterprise digital transformation initiatives. The case for IT strategy was demonstrated through augmented reality with a Client in the Public Utilities sector.
Bayside Solutions Information Technology and telecommunications PracticeDavid Rampa
Bayside provides IT staffing and project management solutions to help companies optimize their technology. They have over 10 years of experience providing customized solutions including accessing top talent, completing mission-critical projects on time and budget, and enhancing IT returns on investment. Bayside specializes in areas like applications, infrastructure, telecommunications, and embedded software engineering. They offer both contract staffing and managed services to help companies scale up or outsource IT functions.
Agile BI: How to Deliver More Value in Less TimePerficient, Inc.
Learn how to:
Construct a BI and analytical environment that provides the critical functionality that enables your customers to provide timely answers, supporting modern agile business
Leverage agile delivery concepts to deliver value in days rather than in months
Build a support organization that enables your users to create increased value from your company’s information assets
DMI is a methodology that measures a company's digital maturity across six dimensions. It involves sessions where executives discuss and score topics to determine current and target maturity levels. An executive dashboard is then created, showing scores, industry comparisons, and prioritized recommendations to guide digital transformation. The dashboard and underlying data can be accessed on the Maturity Index Platform.
This document discusses establishing a Business Intelligence Competency Center (BICC) to provide a standardized foundation for BI across an organization. It outlines reasons for creating a BICC such as inconsistent BI deployments, a lack of knowledge sharing and user dissatisfaction. The goals of a BICC include developing self-enablement through shared best practices and standardizing the "single version of the truth". A BICC provides expertise, repeatable processes and delivery enablement. It recommends assessing needs and readiness before determining the BICC structure and operational framework, and obtaining senior management support.
Data Architecture Strategies: Data Architecture for Digital TransformationDATAVERSITY
MDM, data quality, data architecture, and more. At the same time, combining these foundational data management approaches with other innovative techniques can help drive organizational change as well as technological transformation. This webinar will provide practical steps for creating a data foundation for effective digital transformation.
Architecting Next Generatio IT Operating Models Using IT4IT and SFIASukumar Daniel
The document summarizes an architecture initiative undertaken by Action Research Foundation to transform an organization's IT operating model. The initiative involved applying TOGAF and IT4IT frameworks to architect the next generation service provider organization. Key aspects included establishing an architecture capability, governance processes, and iteratively developing visions and architectures. The delivered solution established function and people management services to improve alignment and establish an innovation ecosystem needed for the target operating model of a customization studio.
This document discusses how to implement a unified service model using ITIL best practices. It describes how Elbit Systems of America transitioned to a customer-centric model using the following approaches:
1) Understanding CA's configuration management database (CMDB) and unified service model to organize infrastructure and services.
2) Building and managing manufacturing capabilities through the ITIL service lifecycle and service catalog.
3) Keeping operations running smoothly through service transparency using integrated software, standardized processes, and a focus on requests to improve and automate services.
The Business of IT: Understanding ITIL and How to Run IT as a BusinessNathaniel Palmer
If IT is to be successful at running as a business and demonstrating value, IT must move from a functional view, or in the case of the enlightened, a process view, to a services view. This is a transformational journey for most organizations, one that requires leadership, sponsorship, structure and discipline to achieve. But it is a journey worth the effort and ultimately necessary for survival. This session shows how this journey is built on the concepts of the current and evolving ITIL framework. Examined will be why an ITIL and services approach has been undertaken by some but completed by few. This session introduces the central concepts involved
in managing IT as a services business, and explains the impact running IT as a business on both the service consumers and creators. You will explore the need to successfully build upon your understanding of ITIL and the evolving ITIL environment. Emphasized will be practical experiences and lessons learned from both external and internal IT service providers.
This is an extension on a presentation provided to the Unicom #DevOps North event in February 2017. It discusses the Challenges facing the transformation to Digital Business today and how that can be assisted by Starting with Why, thinking Agile, Breaking down delivery by value, Using the #IT4IT open standard and third parties
The document provides an update from Mahesh Shah, VP of HP Global IT. It summarizes HP's large and complex IT landscape, and outlines HP IT's focus areas of streamlining the IT portfolio, building next-generation data centers, and implementing business intelligence. The update also presents HP IT's maturity model and describes the tools that HP IT uses to manage the strategy to fulfillment lifecycle.
The document provides an overview of an IT operating model case study. It discusses building blocks for developing an IT operating model, including business context, business architecture, application architecture, technology architecture, IT organization structure, IT governance, IT valuation, IT budget plan, IT portfolio management, and IT roadmap. It also describes potential deliverables from an IT operating model project such as an enterprise architecture document, IT organization structure, IT governance framework, and IT investment analysis. The case study methodology involves assessing current IT effectiveness, developing an optimal IT organization structure, and aligning IT investment with business planning.
IT Services Active Acquirer Report Q3 2019Chanie Smith
This document is an IT Services Active Acquirer Report from Objective Capital Partners that provides information on active acquirers and investors in the IT Services industry. It highlights One Equity Partners, a middle-market private equity firm that has made several acquisitions to allow IT services businesses to expand. It also discusses Park Place Technologies, a provider of data center hardware maintenance services that has grown through acquisitions. Finally, it outlines Accenture, a large professional services firm that continues acquisitions to strengthen its digital capabilities and global presence. The report includes acquisition trends, investment drivers, transaction details, and a list of over 40 active buyers in the IT Services sector.
This document brings together a set
of latest data points and publicly
available information relevant for
IoT & AR Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
Evolution of IT Consulting, Indian BPO industry, categorization, globalization, Green IT Consulting, Mobile App development, Health care consulting, Financial consulting, Management consulting
The document discusses technology business management (TBM) and provides an overview of the key concepts. It describes TBM as a discipline for maximizing the value of IT investments through transparency and collaboration between technology leaders and business partners. The TBM framework focuses on optimizing spending on running the business versus changing the business. The document also outlines the five disciplines of the TBM framework and provides examples of how companies can use TBM approaches like service cataloging and costing to improve decision making.
Technology Business Management (TBM) - Achieving Digital StrategyAlex Manders
During the 2017 TBM Council Conference hosted in San Diego, CA with over 1,200 IT and Finance professionals - ISG presented on the topic of aligning IT financial management to Enterprise digital transformation initiatives. The case for IT strategy was demonstrated through augmented reality with a Client in the Public Utilities sector.
Bayside Solutions Information Technology and telecommunications PracticeDavid Rampa
Bayside provides IT staffing and project management solutions to help companies optimize their technology. They have over 10 years of experience providing customized solutions including accessing top talent, completing mission-critical projects on time and budget, and enhancing IT returns on investment. Bayside specializes in areas like applications, infrastructure, telecommunications, and embedded software engineering. They offer both contract staffing and managed services to help companies scale up or outsource IT functions.
Agile BI: How to Deliver More Value in Less TimePerficient, Inc.
Learn how to:
Construct a BI and analytical environment that provides the critical functionality that enables your customers to provide timely answers, supporting modern agile business
Leverage agile delivery concepts to deliver value in days rather than in months
Build a support organization that enables your users to create increased value from your company’s information assets
DMI is a methodology that measures a company's digital maturity across six dimensions. It involves sessions where executives discuss and score topics to determine current and target maturity levels. An executive dashboard is then created, showing scores, industry comparisons, and prioritized recommendations to guide digital transformation. The dashboard and underlying data can be accessed on the Maturity Index Platform.
This document discusses establishing a Business Intelligence Competency Center (BICC) to provide a standardized foundation for BI across an organization. It outlines reasons for creating a BICC such as inconsistent BI deployments, a lack of knowledge sharing and user dissatisfaction. The goals of a BICC include developing self-enablement through shared best practices and standardizing the "single version of the truth". A BICC provides expertise, repeatable processes and delivery enablement. It recommends assessing needs and readiness before determining the BICC structure and operational framework, and obtaining senior management support.
Data Architecture Strategies: Data Architecture for Digital TransformationDATAVERSITY
MDM, data quality, data architecture, and more. At the same time, combining these foundational data management approaches with other innovative techniques can help drive organizational change as well as technological transformation. This webinar will provide practical steps for creating a data foundation for effective digital transformation.
Architecting Next Generatio IT Operating Models Using IT4IT and SFIASukumar Daniel
The document summarizes an architecture initiative undertaken by Action Research Foundation to transform an organization's IT operating model. The initiative involved applying TOGAF and IT4IT frameworks to architect the next generation service provider organization. Key aspects included establishing an architecture capability, governance processes, and iteratively developing visions and architectures. The delivered solution established function and people management services to improve alignment and establish an innovation ecosystem needed for the target operating model of a customization studio.
This document discusses how to implement a unified service model using ITIL best practices. It describes how Elbit Systems of America transitioned to a customer-centric model using the following approaches:
1) Understanding CA's configuration management database (CMDB) and unified service model to organize infrastructure and services.
2) Building and managing manufacturing capabilities through the ITIL service lifecycle and service catalog.
3) Keeping operations running smoothly through service transparency using integrated software, standardized processes, and a focus on requests to improve and automate services.
The Business of IT: Understanding ITIL and How to Run IT as a BusinessNathaniel Palmer
If IT is to be successful at running as a business and demonstrating value, IT must move from a functional view, or in the case of the enlightened, a process view, to a services view. This is a transformational journey for most organizations, one that requires leadership, sponsorship, structure and discipline to achieve. But it is a journey worth the effort and ultimately necessary for survival. This session shows how this journey is built on the concepts of the current and evolving ITIL framework. Examined will be why an ITIL and services approach has been undertaken by some but completed by few. This session introduces the central concepts involved
in managing IT as a services business, and explains the impact running IT as a business on both the service consumers and creators. You will explore the need to successfully build upon your understanding of ITIL and the evolving ITIL environment. Emphasized will be practical experiences and lessons learned from both external and internal IT service providers.
This is an extension on a presentation provided to the Unicom #DevOps North event in February 2017. It discusses the Challenges facing the transformation to Digital Business today and how that can be assisted by Starting with Why, thinking Agile, Breaking down delivery by value, Using the #IT4IT open standard and third parties
The document provides an update from Mahesh Shah, VP of HP Global IT. It summarizes HP's large and complex IT landscape, and outlines HP IT's focus areas of streamlining the IT portfolio, building next-generation data centers, and implementing business intelligence. The update also presents HP IT's maturity model and describes the tools that HP IT uses to manage the strategy to fulfillment lifecycle.
The document provides an overview of an IT operating model case study. It discusses building blocks for developing an IT operating model, including business context, business architecture, application architecture, technology architecture, IT organization structure, IT governance, IT valuation, IT budget plan, IT portfolio management, and IT roadmap. It also describes potential deliverables from an IT operating model project such as an enterprise architecture document, IT organization structure, IT governance framework, and IT investment analysis. The case study methodology involves assessing current IT effectiveness, developing an optimal IT organization structure, and aligning IT investment with business planning.
IT Services Active Acquirer Report Q3 2019Chanie Smith
This document is an IT Services Active Acquirer Report from Objective Capital Partners that provides information on active acquirers and investors in the IT Services industry. It highlights One Equity Partners, a middle-market private equity firm that has made several acquisitions to allow IT services businesses to expand. It also discusses Park Place Technologies, a provider of data center hardware maintenance services that has grown through acquisitions. Finally, it outlines Accenture, a large professional services firm that continues acquisitions to strengthen its digital capabilities and global presence. The report includes acquisition trends, investment drivers, transaction details, and a list of over 40 active buyers in the IT Services sector.
This document brings together a set
of latest data points and publicly
available information relevant for
IoT & AR Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
This document brings together a set
of latest data points and publicly
available information relevant for
IoT & AR Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
Cornerstone provides a corporate overview and highlights for the second quarter of 2015. It discusses its evolution over the past 15 years from a smaller company focused on learning into a global leader in talent management solutions. Cornerstone has a large addressable market opportunity of over $31 billion given the changing nature of work. It has achieved strong growth across key metrics like revenue, clients, and users in recent years through organic growth and strategic acquisitions. Cornerstone is well positioned for continued growth by leveraging opportunities in new market segments, industries, its installed base, and emerging technologies like big data and its new platform.
Cornerstone provides a corporate overview and highlights for the second quarter of 2015. It discusses its evolution over the past 15 years from a smaller company focused on learning into a global leader in talent management solutions. Cornerstone has a large addressable market opportunity of over $31 billion given the changing nature of work. It has achieved strong growth across key metrics like revenue, clients, and users in recent years through organic growth and strategic acquisitions. Cornerstone is well positioned for continued growth by leveraging opportunities in new market segments, industries, its installed base, and emerging technologies like big data and its platform. It is focused on achieving profitability and has a clear path to do so given its strong momentum, revenue per user growth,
Masonite Investor Presentation provides an overview of the company and its financial performance. Key points include:
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- For the second quarter of 2015, Adjusted EBITDA increased 55% year-over-year to $170 million on a trailing twelve month basis.
- Masonite has a strong balance sheet with $136 million in unrestricted cash and $278 million in total available liquidity as of June 2015.
- The company's balanced growth strategy, which includes a focus on product leadership, sales excellence, and portfolio optimization, is helping to
The OLB Group is a FinTech company offering a suite of product
solutions in the merchant services and payment facilitator verticals,
including a cloud-based omni-channel commerce platform for SMBs,
electronic payment processing, and crowd funding services for
issuers and broker/dealers.
How to Make Data and Analytics Central to Your Finance Digital Transformation...Workday, Inc.
Data—you have tons of it, but are you making the most of it?
View this slide deck with KPMG and Coleman Worldwide to learn how you can take control of your data with Workday to safeguard the bottom line and understand opportunities for finance and IT to partner.
Masonite International is a global building products company focused on doors. It has transformed through acquisitions into the largest residential molded door manufacturer and only vertically integrated commercial door maker in North America. Masonite has leadership positions across targeted product categories due to significant barriers to entry in door manufacturing. The company sees opportunities for growth as construction indicators point to expansion in residential and commercial building. Masonite's strategy focuses on operational excellence, portfolio diversification and changing the industry.
Baml housing investor presentation final (12 09 15)masoniteinvestors
- Masonite reported strong Q3 2015 results, with net sales increasing 5.4% excluding foreign exchange and Adjusted EBITDA growing 42% versus Q3 2014.
- Gross profit margin expanded 450 basis points to 18.4% due to pricing strategies and operational improvements.
- The company continues its business transformation through European acquisitions and divestitures, expanding its product portfolio and customer base.
- With its balanced growth strategy producing results, Masonite is well positioned despite an uneven housing market recovery.
Masonite reported strong financial results for Q3 2015, with Adjusted EBITDA growth of 42% and Adjusted EBITDA margin expansion of 310 basis points. The company continues to optimize its portfolio through European acquisitions and divestitures. Masonite maintains a strong balance sheet and liquidity position to support its growth strategy.
Verizon Communications was formed through the merger of Bell Atlantic and GTE in 2000. It is the largest wireline and broadband carrier in the US and second largest wireless service provider. While Verizon has strong market positions, its financial ratios in 2003 showed leverage was high and profitability was low compared to industry averages, with declining sales, income, and dividend growth. Strategies were needed to improve profitability through revenue growth, cost reductions, and debt repayment.
This document provides information about a digital transformation event hosted by Concurrency. It discusses Concurrency's mission to help clients leverage technology to fulfill strategies and improve businesses. The event agenda focuses on challenges with traditional BI platforms and how Power BI and modern visualization tools can help streamline processes and empower users. It also describes upcoming events and next steps organizations can take including a hands-on Dashboard in a Day workshop or a Modern BI strategy engagement.
First Data Corporation is able to help facilitate commerce globally through payments in a seamless and flawless manner. It has the financial strength, global reach, and scalable infrastructure to promote economic opportunity in growing markets like China while also enhancing convenience for consumers making purchases anywhere. First Data can execute unique tasks like helping buy dinner, sending a car payment, and expanding opportunity in China through its unified vision and commitment to flawless execution.
Csod investor deck third quarter fina lv2ircornerstone
This document provides a corporate overview and quarterly report for Third Quarter 2016. It begins with a safe harbor statement noting that the document contains forward-looking statements subject to risks and uncertainties. It then provides an overview of Cornerstone's evolution from 1999 to the present day in 2016, highlighting acquisitions, growth in users and clients, global expansion, and product portfolio expansion. Financial metrics are presented showing strong revenue, bookings and client growth from 2007 to 2015. The opportunity for continued growth is discussed through core market sales, global expansion, market segmentation, vertical opportunities, installed base opportunities, and extending to the extended enterprise. The presentation concludes by discussing Cornerstone's vision for the future beyond 2016 through analytics, predictive capabilities, and
CA Inc. (NASDAQ: CA) is one of the world’s leading global information technology (IT) management software companies. We help companies manage IT in all environments — mainframe, distributed, virtualized and cloud — to become more productive and better compete, innovate and grow their businesses.
Subscribed NYC 2017: Driving Cross-Functional Accountability - Growth Metrics...Zuora, Inc.
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MUTUAL FUNDS (ICICI Prudential Mutual Fund) BY JAMES RODRIGUESWilliamRodrigues148
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The E-Way Bill revolutionizes logistics by digitizing the documentation of goods transport, ensuring transparency, tax compliance, and streamlined processes. This mandatory, electronic system reduces delays, enhances accountability, and combats tax evasion, benefiting businesses and authorities alike. Embrace the E-Way Bill for efficient, reliable transportation operations.
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Methanex is the world's largest producer and supplier of methanol. We create value through our leadership in the global production, marketing and delivery of methanol to customers. View our latest Investor Presentation for more details.
Cleades Robinson, a respected leader in Philadelphia's police force, is known for his diplomatic and tactful approach, fostering a strong community rapport.
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ZKsync airdrop of 3.6 billion ZK tokens is scheduled by ZKsync for next week.pdf
Pivot investor presentation
1. A Leading Multi Vendor IT Solutions Provider
Reverse Take-Over of Acme Capital Corp. and up to C$10 mm Financing
Investor Presentation
January/February 2013
Proprietary & Confidential · Not for Distribution
2. PRIVATE & CONFIDENTIAL - NOT FOR REPRODUCTION OR DISSEMINATION
This management presentation is confidential and is not to be disclosed, reproduced or disseminated to any person without the prior express consent of Pivot Acquisition Corp.
(the "Company"). This management presentation is intended to provide a general overview of the Company's business plans and therefore does not purport to be complete.
This presentation does not constitute an offer to sell these securities and it is not soliciting an offer to buy these securities. It is intended that any offering of the securities will
be made in reliance upon the availability of exemptions from the applicable registration and prospectus requirements. No securities regulatory authority has expressed an
opinion about these securities and it is an offence to claim otherwise. While information in this document derived from third parties is obtained from sources which the
Company believes to be reliable, such information is not guaranteed as to its accuracy or completeness. This document may contain product names, trade names, trademarks
and service marks of the Company and of other organizations, all of which are the properties of their respective owners. No representation, warranty or undertaking, expressed
or implied, is or will be made and no responsibility or liability is or will be accepted by the Company or any of its affiliates or associates or their respective directors, officers,
employees, agents, shareholders or advisors as to, or in relation to, the accuracy or completeness of the information contained herein. All dollar amounts referenced herein,
unless otherwise indicated, are expressed in U.S. dollars. This management presentation supersedes and replaces any and all materials which may have been provided to
potential investors.
CAUTIONARY NOTE REGARDING FORWARD-LOOKING STATEMENTS
This management presentation contains “forward-looking statements” within the meaning of applicable Canadian securities legislation. Forward-looking statements include,
but are not limited to, statements with respect to prospective financial performance, estimated sales pipeline and backlog, estimated gross margins, estimated operating costs,
estimated market drivers, business prospects and strategy, timing of roll-out plans, the proposed capital structure of the Company, the conversion or exchange of outstanding
debentures of the Company, the ability to complete potential acquisitions on satisfactory terms, the impact of prospective acquisitions (if completed) and recently completed
acquisitions on financial performance, THE ability to complete the proposed royalty offering OR OTHER PROPOSED FINANCING OPTIONS referenced herein in a timely manner
and on acceptable terms, new markets for growth, financial position and intended use of proceeds. Generally, these forward-looking statements can be identified by the use of
forward-looking terminology such as the “plans”, “expects” or “does not expect”, “is expected”, “budget”, “scheduled”, “estimates”, “forecasts”, “intends”, “anticipates” or
“does not anticipate”, or “believes”, or variations of such words and phrases or state that certain actions, events or results “may”, “could”, “would”, “might” or “will be taken”,
“occur” or “be achieved”. Forward-looking statements are subject to known and unknown risks, uncertainties and other factors that may cause the actual results, level of
activity, performance or achievements of the Company to be materially different from those expressed or implied by such forward-looking statements. Although the Company
has attempted to identify important factors that could cause actual results to differ materially from those contained in forward-looking statements, there may be other factors
that cause results not to be as anticipated, estimated or intended. There can be no assurance that such statements will prove to be accurate, as actual results and future events
could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on forward-looking statements contained in this
management presentation. All figures contained in this management presentation are based on the unaudited consolidated financial statements of the Company and are
subject to change. The forward-looking statements contained in this management presentation are made as of the date of this document, and the Company does not undertake
to update any forward-looking statements that are incorporated by reference herein, except in accordance with applicable securities laws. An investment in securities of the
Company is speculative and subject to a number of risks. All subsequent written and oral forward looking statements attributable to the Company or persons acting on its behalf
are expressly qualified in their entirety by this notice.
Pivot| A Leading Multi Vendor IT Solutions Provider 2
3. Investment Highlights
• Large and growing markets: $3.6 trillion in Global IT spending in 2012
– Focused on fast growing cloud computing, virtualization and data centre segments
• Unique service offering
– Delivers independent, agnostic, multi-vendor solutions
• Blue chip clients
– Fortune 100 clients comprise over 70% of revenues
– High client retention and proven ability to increase penetration
• Strong financial performance
– $1.5B in revenue (2012 pro-forma estimate), 15% organic growth
• Successful acquisition and integration strategy
– Consolidating industry favours larger players including Pivot; unique acquisition strategy
leverages existing sales and technical relationships in acquired companies
• Visionary board and management team
– John Sculley (Apple, Pepsi) and Mort Meyerson (EDS, Perot Systems) lead top-flight board
– Greg Gallagher, CEO, has extensive experience accelerating high-tech business growth
Pivot| A Leading Multi Vendor IT Solutions Provider 3
4. Leading Multi Vendor IT Solutions Provider
Founded 2010 by John Sculley, Shane Maine & Gord McMillan
• Delivers multi-vendor sourcing and implementation
to support, plan and provide for the IT needs of Twelve Month Financials (Q3’12): $1.36B Revenue and $40 mm
clients through independent and innovative solutions Normalized EBITDA1
• 270 engineers and 190 sales people focused on Number of employees: 679
delivering to >2,000 clients
Corporate office: Toronto
• Mission is to identify, acquire and integrate
companies in the IT solutions sector with the goal of Acquisitions to date: Applied Computer Solutions (“ACS”),
becoming North America’s dominant Multi Vendor ProSys Information Systems (“ProSys”), Austin Ribbon &
Computer (“ARC”) and Sigma Solutions (“Sigma”)
Service Provider (MVSP)
Pivot’s Operations
Select Clients Select Vendors
Pivot Shared
Services
Seattle, WA
Toronto, ON
Pivot Headquarters
Chicago, IL
Edison, NJ
Sacramento, CA
Sunnyvale, CA Louisville, KY
Huntington Beach, CA Oklahoma City, OK
Franklin, TN
Phoenix, AZ
San Diego, CA
Dallas, TX Atlanta, GA
Austin, TX Tallahasse, FL
San Antonio, TX
Houston, TX Miami, FL
Tampa, FL
New Orleans, LA
1. Normalized EBITDA defined as net income plus interest expense, income tax expense, transaction costs, FMV Pivot HQ – Toronto Pivot Shared Services ACS ARC ProSys Sigma
adjustments, depreciation and amortization, other expenses and non-recurring costs
Pivot| A Leading Multi Vendor IT Solutions Provider 4
5. Focused on Large & Growing End Markets
Pivot’s Core Focus IT Spending Forecast
Computing Hardware Software IT Services
Telecom Equipment Telecom Services All IT
Cloud Computing Market Size:
$4,119 $4,293
$3,948
$27.4B (2016) $3,523 $3,628 $3,786
$1,806 $1,840
$1,725 $1,766
5 Year CAGR: $1,663 $1,686
$454 $478
($ mm)
40% $340 $377 $408 $431
$952 $1,003 $1,058
$845 $864 $905
Source: Gartner 2012
$281 $301 $321 $342 $365
$269
$406 $420 $448 $478 $513 $551
Data Centers Market Size: 2011 2012 2013 2014 2015 2016
CAGR (%)
YoY Growth (%)
$124.6B (2016) Computing
Hardware
7.3% 3.4% 6.5% 6.8% 7.3% 7.4%
2011 - 2016
6.3%
Software 9.8% 4.3% 6.9% 6.8% 6.7% 6.7% 6.3%
IT Services 7.7% 2.3% 4.8% 5.2% 5.3% 5.5% 4.6%
5 Year CAGR: Telecom
Equipment
17.5% 10.8% 8.3% 5.6% 5.4% 5.3% 7.1%
6% Telecom Services
All IT
6.0%
7.9%
1.4%
3.0%
2.3%
4.4%
2.4%
4.3%
2.3%
4.3%
1.9%
4.2%
2.1%
4.0%
Source: Gartner 2012
Source: Gartner 2012
External IT solution providers like Pivot are becoming increasingly important in the technology ecosystem:
resources are scarce for OEMs, and they’re focusing on core competencies such as R&D and marketing
Pivot| A Leading Multi Vendor IT Solutions Provider 5
6. Fragmented Industry, Complex Problems
Cloud? Buy or Build? Security?
Technology
Bring-your-own-device? Mobile workforce? is changing
faster than
ever
Stuck in the middle:
Medium-to-Large Enterprises
Thousands of
providers with
thousands of
solutions
Pivot| A Leading Multi Vendor IT Solutions Provider 6
7. Industry Dynamics Favourable to Pivot’s Growth
• Current industry dynamics favour Pivot’s continued growth
– Suppliers want to deal with fewer vendors that can provide national platforms,
integrated solutions and more service offerings
– Pivot is one of few Multi-Vendor platforms with scale
• Changing IT landscape supports Pivot’s acquisition model
– Smaller vendors and service providers are less certain of their role in the sales
channel, as clients are shifting towards larger, more integrated providers
– Pivot’s access to capital and scale allows it to acquire smaller providers and
immediately integrate them into its national platform
– Pivot’s pipeline is robust and will become stronger as smaller competitors run out
of the resources to compete
Pivot| A Leading Multi Vendor IT Solutions Provider 7
8. Pivot: A New Type of IT Solutions Provider
High
Large IT Services
Providers
Outsourcing &
LT Services
Scale with Vendors
Targeted Position
Traditional VARs
Fulfillment &
Implementation
Distributors & Direct
Marketers
Fulfillment
Low Margin and Multiple High
Gross
Margin: 5-13% 8-15% 12-22% 17-35%
EV/
EBITDA: Low Medium Medium High
Pivot| A Leading Multi Vendor IT Solutions Provider 8
9. Unique Ability to Build Tailored Solutions
Able to Meet Demands of Increasingly Complex IT Environments
Cloud Proliferation of Virtualization
Computing Mobile Devices
Explosion Security
Of Data Breaches
Network
Optimization
By Applying a Client-Centric, Multi-Vendor Approach
Broad OEM Deep Sector Strong Knowledge of Embedded Pre-Sales Post-Sales Service &
Relationships Expertise Emerging Trends Engineers Support
Client-Focused Solutions
Pivot| A Leading Multi Vendor IT Solutions Provider 9
10. Blue-Chip Client Base
>2,000 clients
70% revenues from companies
in the Fortune 100
• Long-term relationships
• Sell into multiple business units
• Significant opportunities
to grow in mid-market space
Pivot| A Leading Multi Vendor IT Solutions Provider 10
11. Case Study: Major Telecom Client
Business Need Solution Benefit
• Empower mobile • Assessment and Planning • >15,000 Apple iPads
workforce with Apple iPad • Procurement of best in deployed
solution to increase sale of class vendor partners and • Unified all mobile devices
bundled offerings configuration used by field technicians
• Deployment and • Secure access to corporate
Integration applications
• Lifecycle Support • Easily document and
record services
engagements
• Application Management
and Real-time Reporting
• Policy-based Controls
As a trusted advisor, Pivot sells into 9 of this client’s business units
Pivot| A Leading Multi Vendor IT Solutions Provider 11
12. Case Study: Major Consumer Electronics Client
Business Need Solution Benefit
• Reduce infrastructure cost • Assessment and Planning • Performance
through using improvement of 11x at
• Procurement of best in
‘commoditized servers’ 33% of the average cost of
class vendor partners and
rather than ‘specialized competitors’ solutions
configuration
servers’
• For Pivot: $100 mm initial
• Engineers designed
contract has generated
systems for optimal price
+$500 mm in revenue over
performance ratio
2 year period
• Deployment and
Integration
• Lifecycle Support
Pivot configured and delivered 55,000 servers within 15 months
Pivot| A Leading Multi Vendor IT Solutions Provider 12
13. Key Vendors and Partners
Deep relationships and
extensive network
Global, National, Local Relationships
- Executive
- Sales
- Engineering
- Marketing
Top Level Authorizations, Certifications
- Engineering
- Sales
#1 HP ESSN* Partner
$500 mm 2011 sales for HP
Cisco Top 20,
National Account Status
*ESSN: Enterprise Storage Servers & Networking
Pivot| A Leading Multi Vendor IT Solutions Provider 13
14. Successful Integration of 4 Acquisitions in 2 Years
ACS ARC
• Year founded/acquired: 1989/December 2010 • Year founded/acquired: 1984/August 2011
• Solutions offered: Data center solutions including • Solutions offered: Servers, PCs & Peripherals,
systems, storage, security, networking and Storage, Routers, Mobile and Handheld Devices
compliance • Select major OEMs/Vendors: Panasonic,
• Select major OEMs/Vendors: Oracle, HP, Fusion-io Dell, Xerox
ProSys Sigma
• Year founded/acquired: 1997/January 2011 • Year founded/acquired: 1992/July 2012
• Solutions offered: Communication, Data • Solutions offered: Cloud, Mobility, Data Center,
Management, Security, Storage and Wireless Managed Services
• Select major OEMs/Vendors: HP, Cisco, Microsoft, • Select major OEMs/Vendors: Cisco, HP, EMC, Oracle,
VMware Citrix, Hitachi
4 acquisitions totaling $1.5B in revenues in 2 years
All successfully integrated and growing
Pivot| A Leading Multi Vendor IT Solutions Provider 14
15. Proven and Successful Acquisition Model
• Pivot’s management has CEO/CFO-level relationships with multiple acquisition
candidates
• Clear acquisition target criteria
• Earn-out period requires key former owners and key personnel of acquired business to
contribute to the success of Pivot
• Retain key management as well as the best sales and technical staff to maintain key
client and vendor relationships
• Acquisition infrastructure facilitates complete back-office integration
Pivot| A Leading Multi Vendor IT Solutions Provider 15
16. Pro-Forma Revenue and Normalized EBITDA
Pro-Forma Revenue Pro-Forma Normalized EBITDA1
(USD$ mm) (USD$ mm)
YoY Growth % YoY Growth %
15% 11%
16% 14%
$1,491 $42
$38 $35
$1,297 $1,165 $31
$1,004
2011 2012E Q3 YTD Q3 YTD 2011 2012E Q3 YTD Q3 YTD
2011 2012 2011 2012
Note: Pro forma includes full YTD/year revenue for each operating subsidiary 1. Normalized EBITDA defined as net income plus interest expense, income tax expense, transaction costs, FMV adjustments,
depreciation and amortization, and non-recurring costs
Note: Pro forma includes full YTD and full year EBITDA for each operating subsidiary
2012 Forecast Pro-Forma Revenue
ARC
Sigma $67.8
$139.7
ACS
$783.1
Total Preliminary
ProSys
Revenue: $1,491 mm
$500.7
Note: Pro forma includes full quarter revenue for each operating subsidiary
High growth rates with stable margins
Pivot| A Leading Multi Vendor IT Solutions Provider 16
17. Forecasted Financial Performance
Pro-Forma Revenue Key Drivers for Expected Growth
(US$ mm)
Management expects organic revenue to
$1,491 $1,522 increase at a compound annual growth rate
$1,297 of ~15% which is largely in line with
$1,016 historical trends:
• Focused on Growth Industries
Cloud computing and data center markets
expected to grow at 40% and 6% CAGRs
2010 2011 2012E 2013E
respectively; Pivot expects to remain
Note: Pro forma includes full year revenue for each operating subsidiary
focused in these sectors
Pro-Forma Normalized EBITDA1
• Penetration from Existing Clients Long-
(US$ mm) term relationships with key clients can
$55 lead to further penetration within
$42 multiple business units
$37
$20 • Expansion of Services Business
Focus on enhancing managed services
offering while driving increased margins
2010 2011 2012E 2013E
1. Normalized EBITDA defined as net income plus interest expense, income tax expense, transaction costs, FMV adjustments,
depreciation and amortization, and non-recurring costs
Note: Pro forma includes full year EBITDA for each operating subsidiary
Growth expected to continue on the back of several key drivers
Pivot| A Leading Multi Vendor IT Solutions Provider 17
18. Growth Objective: $3B in Revenue in 3 Years
• Leverage Multi-Vendor Strategy – Become truly differentiated IT solutions provider by
employing integrated hardware solutions with best-in-class OEM partners
– Utilize best practices and sell across operating groups
– Focus on Technology, Telecom, Healthcare and Financial
– Enhance managed services, staff augmentation
– Use national scale to service enterprise companies locally
• Use Platform to Grow Sales Organically – Grow revenues from existing clients, attract
new clients, continue to innovate and deliver new solutions
• Pursue Strategic Acquisitions – Identify, acquire and integrate reseller and IT services
sector companies that are: financeable, growing, innovative and aligned with our
business strategy
Pivot| A Leading Multi Vendor IT Solutions Provider 18
19. Pivot Team: Experienced and Committed to Achieving Success
Greg Gallagher>> CEO, Director Warren Barnes>> CFO
• Managing Director at Wells Fargo Capital Finance • Formerly CFO Pivot Operating Companies with considerable IT
• Track record of accelerating high-tech business growth, channel VAR industry expertise
financing expertise, deep industry relationships and M&A • Executive with over 20 years senior management experience
experience as an attorney in private and public companies
John Sculley>> Co-Founder, Executive Chairman Morton Meyerson>> Director
• Previously served as CEO of PepsiCo Foods International, Pepsi-Cola • Former Chairman and CEO of Perot Systems Corporation,
Co. and Apple Inc. former President and Vice Chairman of Electronic Data
• Selected as "Marketing CEO of the Decade" and Systems, Inc. (EDS)
"CEO of the Year" • Elected three times by the Wall Street Transcript as outstanding
Chief Executive Officer
Shane Maine Gord McMillan John Anderson Stephen Moore David Beck
Co-Founder & Director Co-Founder Director Director Director
Technology industry Experienced financial Experienced financial Managing Director at Experienced investment
entrepreneur and Co- services industry executive and director with Newhaven Asset banking executive with
Founder and Managing entrepreneur who co- a number of private and Management RBC Capital, GMP and NCP
Partner of Inflexionpoint founded firms that public companies Northland
Acquisition Corp. managed assets in excess
of $2B
Pivot| A Leading Multi Vendor IT Solutions Provider 19
20. Summary
• Large and growing markets: $3.6 trillion in Global IT spending in 2012
• Unique service offering
• Blue chip clients
• Strong financial performance
• Successful acquisition and integration strategy
• Visionary board and management team
Pivot| A Leading Multi Vendor IT Solutions Provider 20
21. RTO Financing Summary Term Sheet
Refer to separate Term Sheet for complete details of the Offering
Issuer Pivot Acquisition Corp. (or the “Company”)
Offering Size Minimum of C$5 mm; Maximum of C$10 mm
Offering Treasury offering of subscription receipts
Offering Price C$1.00 per subscription receipt
Use of Proceeds The net proceeds received from the Offering will be used for additional working capital
Exchange / Ticker TSX Venture Exchange (initial listing) / PTG (reserved)
Annual Dividend Yield Annual dividend of $0.02 (to be paid quarterly at $0.005 per share), for annual yield of 2%
Closing Date On or about February 12th, 2013
Agents Mackie Research Capital Corporation as lead agent, and including Macquarie Private Wealth Inc.
Pivot| A Leading Multi Vendor IT Solutions Provider 21
22. Share Capitalization Post-RTO
Pivot Acquisition Corp.
Post-RTO
Price C$1.00
(1)
Pivot Shares O/S (mm) 50.4
(2)
Series A Preferred Shares 72.8
(3)
RTO Financing Shares 10.0
Convertible Debenture Shares 12.8
Shares to Acme Capital 1.0
Total Shares O/S (mm) 147.0
Market Cap ($mm) C$147.0
(1)
Assumes 15% of 37.5 mm founders shares o/s escrowed until subsequent financing completed.
(2)
Assumes C$36.2 mm of outstanding convertible debentures exchange into series A preferred
shares and all remaining outstanding convertible debentures convert at 50% of RTO price. Includes
accrued interest.
(3)
Assumes C$10 mm RTO at $1.00 per subscription receipt.
Pivot| A Leading Multi Vendor IT Solutions Provider 22
23. Pivot’s Outstanding Convertible Debentures
• Pivot currently has C$42.6 mm of 2-year, 12% coupon, convertible debentures outstanding,
maturing April 14, 2013
• The convertible debentures will either i) be converted into common shares of Pivot (at a 50%
discount to the RTO price) upon completion of the RTO, pursuant to the Indenture, or ii) Debenture
Holders will have the option (prior to the closing of the RTO), to exchange into Series A Preferred
Shares of Pivot
• Key features of the Series A Preferred Shares include:
– Receive two Preferred Shares for every dollar of accrued and unpaid interest and the principal amount of the Debentures
– At any time following closing of the RTO, Preferred Shareholders will have the option to convert into “Resulting Issuer” common
shares at a ratio of 1-to-1 (1 common share per 1 Preferred Share)
– In the event that Pivot successfully raises a minimum of C$75 mm contemplated by the potential royalty financing, or any other
form of financing, Preferred Shareholders will have the option to sell (put) their shares to Pivot, upon 30 days’ notice, for an
amount equal to C$0.60 per share (i.e. a 20% premium to ½ the RTO price)
– After June 30, 2013, Pivot shall have the right to force conversion of any and all outstanding Preferred Shares into “Resulting
Issuer” common shares at a ratio of 1-to-1 (1 common share per 1 Preferred Share)
– The Preferred Shares will have a coupon of 12%. The Preferred Shares will be non-voting shares.
• Subsequent to the RTO, Pivot intends to explore a number of financing options to fund future
acquisitions, reduce debt and recapitalize its balance sheet
Pivot| A Leading Multi Vendor IT Solutions Provider 23
24. Potential Future Financing (Post-RTO)
• While there is no guarantee as to the success of any contemplated future financing
option, chief among future financing considerations is a royalty transaction
– Pivot will explore the potential of creating a separate royalty company (“Pivot Royalties Corp.”)
– In that potential financing scenario, Pivot Royalties Corp. would propose to raise equity to acquire a revenue
stream from Pivot
– Shares of Pivot Royalties Corp. would be offered at a discount to its peer group, and as Pivot focuses on new
acquisition targets, it could potentially source funds from Pivot Royalties Corp.
• The potential implications for Pivot of a successful royalty transaction include:*
– > $1.5 bn in Revenues and $43.5 mm of net EBITDA forecast for 2013 (net of royalty to Pivot Royalties Corp.)
– A market cap of C$80 mm
– A strong pro-forma cash balance of approximately C$63.4 mm
– Pro-forma net debt reduced to approximately C$78.3 mm
– Enterprise value of C$163 mm
– Existing management well incentivized to continue to grow the business
*Assumes C$36.2 mm (85%) of convertible debentures exchange into series A preferred shares and that $C75 mm royalty financing and $C10 mm RTO are completed.
Pivot| A Leading Multi Vendor IT Solutions Provider 24
25. Comparable Companies Analysis
Comparable Companies
24-Jan-13
Share Market Ent. EV/EBITDA EBITDA Margin Revenue Growth EBITDA Growth
Company Price Cap. Value LTM 2012E 2013E LTM 2012E 2013E 11A/12E 12E/13E 11A/12E 12E/13E
($) ($MM) ($MM) (x) (x) (x) (%) (%) (%) (%) (%) (%) (%)
VARs/Distributors
Avnet, Inc. NYSE:AVT $34.40 $4,721 $5,904 6.0x 5.4x 7.2x 3.9% 4.2% 3.3% -1.5% -6.4% NA -25.3%
Arrow Electronics, Inc. NYSE:ARW $39.22 $4,156 $5,754 6.1x 6.5x 6.3x 4.6% 4.4% 4.4% -5.0% 1.8% -15.5% 3.3%
Ingram Micro Inc. NYSE:IM $18.37 $2,758 $2,373 4.3x 4.5x 3.8x 1.5% 1.4% 1.5% 2.6% 10.6% 9.0% 19.0%
Tech Data Corp. Na s da q:TECD $49.45 $1,867 $1,772 4.7x 4.3x 4.6x 1.5% 1.6% 1.5% 8.9% -6.0% NA -7.2%
SYNNEX Corp. NYSE:SNX $36.40 $1,359 $1,471 5.3x 5.4x 5.1x 2.7% 2.6% 2.7% -1.3% 4.0% 0.9% 7.0%
Insight Enterprises Inc. Na s da q:NSIT $19.58 $872 $845 4.2x 4.1x 4.0x 3.8% 3.9% 3.9% 0.0% 1.8% 6.7% 4.1%
PC Connection, Inc. Na s da q:PCCC $12.33 $327 $275 4.6x 4.6x 4.2x 2.8% 2.8% 2.9% 2.5% 2.5% 4.3% 7.8%
Softchoice Corporation TSX:SO $12.05 $237 $185 3.8x 3.9x 3.3x 4.8% 4.5% 4.9% 6.2% 8.0% -5.9% 16.0%
Average 4.9x 4.8x 4.8x 3.2% 3.2% 3.2% 1.6% 2.0% -0.1% 3.1%
Diversified Technology Companies
iGATE Corporation Na s da q:IGTE $17.73 $1,020 $2,481 9.7x 9.4x 9.0x 23.9% 24.5% 24.2% 37.8% 6.6% NA 5.5%
Web.com Group, Inc. Na s da q:WWWW $15.99 $754 $1,424 42.1x 9.9x 8.8x 9.2% 30.3% 31.1% 139.1% 9.8% 183.7% 12.9%
FARO Technologies Inc. Na s da q:FARO $32.73 $555 $475 12.0x 13.1x 10.2x 14.7% 13.8% 16.1% 3.2% 10.6% -8.9% 28.5%
Ellie Mae, Inc. NYSE:ELLI $23.13 $594 $503 22.8x 17.0x 13.4x 24.4% 29.6% 30.1% 80.0% 24.4% 497.1% 26.7%
SPS Commerce, Inc. Na s da q:SPSC $37.23 $547 $477 79.8x 55.0x 37.8x 8.5% 11.3% 13.0% 32.0% 27.0% 63.3% 45.6%
Tangoe, Inc. Na s da q:TNGO $14.84 $562 $535 50.2x 24.3x 17.1x 7.6% 14.4% 16.4% 45.8% 24.7% 78.0% 42.0%
The Active Network, Inc. NYSE:ACTV $5.52 $334 $259 27.5x 5.8x 5.1x 2.3% 10.6% 10.7% 24.6% 13.0% 17.2% 13.9%
PDF Solutions Inc. Na s da q:PDFS $13.84 $403 $352 19.7x 13.3x 8.8x 21.5% 29.8% 38.0% 33.0% 18.4% 156.3% 51.1%
Guidance Software, Inc. Na s da q:GUID $12.85 $323 $293 39.5x 21.5x 15.6x 6.0% 10.5% 12.7% 24.8% 13.1% NA 37.7%
Average 33.7x 18.8x 14.0x 13.1% 19.4% 21.4% 46.7% 16.4% 141.0% 29.3%
Overall Average 20.1x 12.2x 9.7x 8.4% 11.8% 12.8% 25.5% 9.6% 75.9% 17.0%
(1)
Pivot Technology Solutions Inc. - Post-RTO $1.00 $147 $257 7.0x 6.2x 4.7x 2.8% 2.8% 3.6% 15.1% 2.0% 13.9% 31.0%
(2)
Pivot Technology Solutions Inc. - Post-RTO & Royalty $1.00 $80 $163 4.4x 3.9x 3.8x 2.8% 2.8% 2.9% 15.1% 2.0% 13.9% 4.1%
Source: S&P Capital IQ, Bloomberg
1
Post-RTO financing of C$10 mm. Assumes C$36.2 mm of convertible debentures exchanged into series A preferred shares.
2
Assumes a royalty financing of C$75 mm, C$36.2 mm of convertible debentures exchanged into series A preferred shares, and a 1% revenue royalty.
Note: Revenue growth shown for Pivot is organic revenue growth, without acquisitions.
Pivot| A Leading Multi Vendor IT Solutions Provider 25
26. Contact Information
Greg Gallagher>> Chief Executive Officer Warren Barnes >> Chief Financial Officer
• 720 465 9675 • 714 861 2296
• greg.gallagher@pivotac.com • warren.barnes@pivotac.com
Pivot| A Leading Multi Vendor IT Solutions Provider 26