Elements of exceptional presentation slide decks

1. INVESTING ESSENTIALS: SECRETS TO
BUILDING WINNING SLIDE DECKS
A Polsky Center Workshop
November 15, 2021
Tim Kelly, JD, MBA, PhD
Investor-in-Residence
The University of Chicago

2. Dr. Tim Kelly – Background
“With all thy getting, get understanding”
2
Insatiable
academic
Successful
practitioner Trader (7)
Atty/Port Mgr (10)
Port Mgr / Leader (3+3)
Sr Port Mgr/Leader (10)
Now giving
back
k
Kelly
Family
Trusts
JD MBA PhD (Psychology)

3. Concept to
remember:
Our brain’s
ability to
effectively
process
information
requires some
forethought

4. Goal of Presentations
To inspire your audience to:
see what you see,
believe what you believe, and
assist you in achieving your idea.
- Unknown
Great site chocked with videos on effective presentation techniques:
https://www.assertion-evidence.com/confidence.html

5. What?

6. Why?
You need to
communicate your
idea in such a way
that you inspire
your audience
$
$
$

7. How?
Build a bridge of
evidence that is
clear and not just
convincing but
inspiring

8. 1.Describe company*
2.Problem
3.Solution
4.“Why now?”
5.Market size
6.Competition
7.Product
8.Business model
9.Team
10.Financials
Building
the bridge
*Sequoia Capital https://www.techinasia.com/startup-fundraising-pitch-deck-detailed-guide
Describe the “What”
Why?
How?
Why now?
Potential value
Alternatives?
Parts?
Project economics
Who’s doing it?
Profit?

9. Our
Cognitive
Architecture
Complicates
Building the
Bridge
Working (ST)
Memory
Incoming
Information
Long
Term
Memory
Fades Quickly
Unless Rehearsed
Processes Quickly
With Limitations

10. Cognitive
Overload
Too Much Data
Not enough data
Poorly formatted
data
Other Problems

11. Miller’s (1956) Capacity
Limit Theory
~7 chunks of info max
Assertion – Evidence
Theory
Optimal Versus Just Content
Too Much Data

12. Too Much Data
MGRC’s capabilities and future in-organic growth strategies will allow it to diversify away risk through access into new
geographies and industry segments within the modular business while eliminating high CAPEX spend within low growth
divisions through divestitures
KEY MERITS
• Refocus on Core Modular Business
• Modular has historical revenue growth of 10%+ with improving margins
and clear strategic targets and buyers have been identified
• Non-modular business segments have stagnant or declining growth
• Economies of scope are limited in this business with very little overlap in
customer-base across operating segments
• Management Team Leadership
• Existing management team’s strong industry and acquisition experience
positions the company to grow to new heights
• Bolt-On Acquisition Opportunity
• Top 10 modular companies are geographically-limited but account for 75%
of the modular industry, implying a highly fragmented market and
opportunity for roll-ups to increase pricing power
• Opportunity to create economies of scale through inventory sharing
across regional locations, expanding product offering, and entering into
adjacent segment such as permanent modular
• New Enviroplex segment has given MGRC modular manufacturing
competency, providing a base to backward-integrate into manufacturing
and control input prices
• Operational Improvements to Acquisitions
• Management team will implement operational best practices to improve
modular acquisitions such as improving inventory levels and utilization
rates (industry average of ~69% vs. MGRC is 80%+)
• Debt Capacity
• MGRC has an inefficient capital structure and can afford to take on higher
debt levels given its high asset base and recurring cash flow
KEY RISKS
• Supplier risk – failure of suppliers to manufacture and deliver products to
specification on a timely basis may harm reputation and performance
• Recession/tightened credit markets – will affect the ability to access finance
and/or negatively impact business
• Interest rate risk – with planned leverage, there is substantial interest rate
exposure
• Residual value risk – rental equipment may not sell at the expected prices
or quantities
• Credit risk – must collect on accounts receivable and recover rental
equipment
• Maintenance of rental equipment – maintenance must be performed at a
standard that maintains the value of the rental assets
• Funding for public schools may affect demand for modular classrooms

13. Dual Channel Theory
Same part of the brain
processes spoken and
written words
Beware of
Cognitive
Overload!

14. Not Enough Data
Ox-Chi Global Challenge
McGrath RentCorp
Due Diligence
Prepared for Ox-Chi Review Board
November 5, 2018
Stoneridge Leveraged Buyout
Oxford Chicago Global Private Equity Challenge
Jordan Roth, Sarah Liu, Kenta Arai, Parker Condie and Eric Rauner
Project Momentum
November 5, 2018
Jenn Linker, Sam Magidsohn, Zach Katz, Nathan Kinney, Nathan Snodgrass
Investment Committee Memorandum
Oxford Chicago Global Private Equity
Case Competition:
Mueller Water Products
Executive Summary
Mueller Water Products represents an attractive opportunity to acquire a
leading manufacturer and marketer of water infrastructure and flow
control products with numerous, identified opportunities to drive
incremental value
Executive Summary
McGrath RentCorp (MGRC), a B2B rental company, has an sub-optimal
capital structure, best-in-class operating model, and highly qualified
management team that positions them well to build and exploit upon a
highly fragmented market in North America
NO Executive Summary!
Stoneridge, Inc. is a designer and manufacturer of electronic components,
modules, and systems primarily for the automotive markets. Stoneridge
solutions power vehicle intelligence systems, increase fuel efficiency,
reduce emissions, and improve safety.

15. Gestalt Theory

16. Poorly formatted data

17. Final Cautions / Suggestions
Proof and then proof again
Proof
Display components of growth
Display
Condense financials to key metrics
Condense
Admit unknowns and risks
Admit

18. Remember
You’re just
telling a
compelling
story of
what, why
and how

19. Investment Committee Presentation: Template
• Executive summary (investment rationale/key conclusions)
• Investment Thesis (key merits/risks)
• Company description (location, history, etc.)
• Market overview (growth drivers, value chain, customers, suppliers, key players, etc.)
• Business overview (business model, competition, etc.)
• Historic financial analysis
• Business plan/growth drivers
• Strategy for growth and value creation opportunities; 100 day plan
• Forecast financials (including key assumptions)
• Debt/capital structure (including credit stats)
• Valuation/multiples (comparables, LBO analysis, etc.)
• Exit options and target buyers
• Returns (money multiple and IRR, sensitivities to business plan, breakdown of IRR drivers
amongst EBITDA growth, debt pay down, change in purchase multiple)
• Key areas to diligence
• Environmental, social, and governance (ESG) issues
• SWOT analysis
19
EXHIBIT

20. 20
Timothy G. Kelly, JD, MBA, PhD
Investor-in-Residence
Polsky Center for Entrepreneurship and Innovation
University of Chicago
5807 S. Woodlawn Ave., Suite 207
Chicago, IL 60637
M: 1 (847) 345-3015
tkelly1250@me.com
To Schedule Appointment: https://MeetingTimKellyIIR.as.me/