The document outlines plans for consolidating three rideshare companies - Ridez, Pick-Ups'R'Us, and Nëwber - through acquisition. The main goals are to maintain the Ridez brand, consolidate headcount, leverage existing technologies, establish market dominance across regions, and increase profits by 20% through strategic driver acquisition. A new mobile app will be launched to simplify the interface and improve the customer experience. Operational strategies include establishing headquarters in Chicago and maintaining offices in other regions. Leadership will focus on autonomous vehicle development to transition the business model over five years.

1. BUSINESS
CONSULTANTS
DEEP
TECHNOLOGISTS
Ridez Acquisition Solutions
Diehl | Pannapara | Shadrick | Tracewell

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◆ Acquisition Goals
◆ Brand Strategy
◆ Product Strategy
◆ Operational Strategy
◆ Headcount Savings
◆ Profit Goal
◆ Q&A
◆ Appendix
Agenda
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Goal of Acquisition
Do No Harm To Customers
Implement Strong Brand Strategy Improving Customer Experience
Consolidate Headcount Across Three Legacy Brands
Strategic Headcount Cuts to Maximize Efficiency
Consolidate Customer-Facing Technologies and Back-Office Operations
Develop New User-Interface Experience and Continue Research & Development
Establish Market Dominance Across All Regions of the U.S.
Establish Target Location for Increased Driver Revenue Throughout Country

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Diehl | Pannapara | Shadrick | Tracewell
Brand Strategy
◆ Maintain Ridez Brand Name
◆ Top brand loyalty and recognition
◆ New Ridez App
◆ Simplified interface through Pick-Ups’R’Us technology
◆ Continuation of Ridez superior customer service
◆ Rider Retention and Conversion
◆ Conversion of Pick-Ups’R’Us and Nëwber customers to
Ridez brand
◆ Increased custom features attracting more customers
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Diehl | Pannapara | Shadrick | Tracewell
Product Strategy
◆ Email and Social Media Outreach
◆ Utilizing all digital platforms to inform change
◆ Previous apps will sync to app store for update
◆ Advanced Pricing Options
◆ Options include pool, economy, business, and first class
◆ Pick-Ups’R’Us Customer Conversion
◆ RidezBusiness model
◆ Nëwber Customer Conversion
◆ Semiautonomous option only on East Coast
◆ Fully autonomous business model in 5 years

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Operational Strategy
◆ Chicago HQ
◆ Customer support and shared services
◆ Majority of staff comprised from Ridez
◆ New York Offices
◆ One office closed, one remains open
◆ Retain essential staff from both Nëwber and Pick-Ups’R’Us
◆ All development outsourced to India
◆ Columbus & Seattle Offices
◆ Maintain Midwest prominence
◆ Establish West Coast presence through driver acquisitions
◆ Leverage Existing Technology
◆ New app interface and software development tools
◆ Customer support and issue tracking services
◆ Autonomous R&D initiative

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Headcount Savings of 50M
◆ Immediate Cuts
◆ Shared Services ~70% Retention
◆ Customer Support ~ 70% Retention
◆ Developers Outsource ~ 100% Retention
◆ 5 Year Sales Transition
◆ Autonomous Technology Timeline
◆ Increase Cars, Decrease Sales Staff ~ 50%
◆ Sales for Autonomous Purchasing

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Key Leadership
◆ Chief Executive Office
◆ Ryder Johnson -- Maintain Leadership
◆ Chief Financial Officer
◆ Tina Fast -- Strong Accounting System and Complement CEO
◆ Vice President R&D
◆ Marissa Motors -- Lead Autonomous Technology Development
◆ Chief Technology Officer
◆ Mary Lane -- Utilize App Interface and Software Management Tools
◆ Vice President HR
◆ Ronald Speed -- Ability to Hire Staff from Coast to Coast
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Total Profits between the three companies is $61.5 million
Lift profits by 20% ($12.3 million) by obtaining new drivers
2,050 new drivers needed
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Profit Goal
Ridez Pick-Ups’R’Us Nëwber
Share of drivers 62.5% 25% 12.5%
Revenue per driver $10,000 $12,000 $6,000
Cost to obtain driver $5,000 $4,000 $8,000

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New Driver Profit Segmentation
◆ Driver locations are strategically increase profits and further marketspace
◆ Maintain base in Midwest
◆ Increase East Coast drivers and other underrepresented regions
◆ Expand West Coast operations
West Coast
7%
Midwest
70%
East Coast
15%
South
8%
PROFIT SEGMENTATION
Profit Segmentation
West Coast 7.50%
Midwest 70.00%
East Coast 15.00%
South 7.50%
Total 100.00%

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Goals Recap
◆ Do No Harm To Customers
◆ New app interface
◆ More ride options for consumers
◆ Consolidate Headcount Across Three Legacy Brands
◆ Utilized top talent to maximize efficiency during headcount cuts
◆ Implemented 5 year transition to autonomous driving fleet
◆ Consolidate Customer-Facing Technologies and Back-Office Operation Technologies
◆ Maintained key leadership functions for best back office operations
◆ Upgraded consumer options for ride share potential
◆ Establish Market Dominance In All Regions of U.S.
◆ Maintained Midwestern dominance
◆ Increased western market share

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Questions?

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Appendix

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Ridez Strengths and Weaknesses
◆ Strengths
◆ Loyal client base
◆ Great customer service
◆ Top brand recognition
◆ Appeals to millennia's
◆ Good issue tracking software
◆ Strong Midwestern market presence
◆ Most drivers and resources
◆ Weaknesses
◆ Lack of East Coast market presence
◆ Lack of West Coast market presence
◆ Limited target market
◆ Worst EBIDTA margins

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◆ Strengths
◆ Best app and user interface
◆ East and West Coast market presence
◆ International corporate office
◆ Strong software development tools
◆ Least cost per driver acquired
◆ Most revenue per driver acquired
◆ Highest growth in drivers last year
◆ Weaknesses
◆ Lower brand loyalty
◆ Lack of Midwestern market presence
◆ Non-loyal client base
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Pick-Ups’R’Us Strengths and Weaknesses

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◆ Strengths
◆ Semiautonomous car usage
◆ Fully autonomous car technology development
◆ Strong Research and Development Program
◆ Good Margins
◆ Weaknesses
◆ Lowest Brand Recognition
◆ Poor Customer Service
◆ Limited Accounting and Finance Capabilities
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Nëwber Strengths and Weaknesses

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Data and Calculations
Ridez Pick-Ups'R'Us Newber Total
Revenues $250,000,000 $120,000,000 $30,000,000 $400,000,000
EBITDA $35,000,000 $20,000,000 $6,500,000 $61,500,000
Registered Drivers/Contractors 25,000 10,000 5,000 40,000
Total spent on acquiring new drivers last year (Marketing,
promotions, etc.) $15,000,000 $6,000,000 $4,000,000 $25,000,000
Number of new drivers last year 3,000 1,500 500 5,000
Cost per new driver $5,000 $4,000 $8,000
Revenue per driver $10,000 $12,000 $6,000
Profit per driver $1,400 $2,000 $1,300
Profit Margin 14.00% 16.67% 21.67%
% growth in drivers 13.64% 17.65% 11.11%

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Profit Goal Breakdown
◆ Total Profits Between Three Companies is $61.5 Million
◆ Objective to increase profits by 20% (12.3 Million) through driver acquisition
◆ Weighted average per driver ($10,000)
◆ Average cost per driver using Pick-Ups’R’Us method ($4,000)
◆ $10,000 - $4000 = $6,000 profits per driver
◆ $12,300,000 / $6,000 = 2050 New Drivers Needed