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ETH O S VALUABLE OUTCOMES

ETH O S VALUABLE OUTCOMES. http://ethosvo.org. 2012 Share offer. Robert Pye Air Commodore Andy Fryer Major General Lamont Kirkland CBE Tony Clarke Gerald Callus. ETH O S VALUABLE OUTCOMES. Agenda. Ethos VO The offer Key people Concept Strategy

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ETH O S VALUABLE OUTCOMES

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  1. ETHOS VALUABLE OUTCOMES http://ethosvo.org

  2. 2012 Share offer Robert Pye Air Commodore Andy Fryer Major General Lamont Kirkland CBE Tony Clarke Gerald Callus ETHOS VALUABLE OUTCOMES

  3. Agenda • Ethos VO • The offer • Key people • Concept • Strategy • Cluster 1: London / local government / Aldershot • The business plan • The exit • Tennis Centre • Our DD steps to completion • Agree next steps / actions

  4. The Ethos VO offer 2012 Equity • Ethos VO Ltd divided into 100m shares. • Target exit value = £100m in five years Offer • Up to 20% (20m shares) of Ethos VO Ltd to be sold for £4m • 10% of equity allocated to 12 most valuable members (see annex) • Remaining 70% to be allocated over next five years • No dilution necessary • £100k = 500k shares = 0.5% of Ethos VO Ltd. • Target value of shares on exit = £500k (x5 investment)

  5. Ethos VO Ltd – who are we? Senior team • Major General Lamont Kirkland CBE – general officer commanding 4th Division • Air Commodore Andy Fryer – former deputy commander of the NATO AWACS force • Robert Pye – former Ernst & Young director and vice president Thales • Tony Clarke – former Ernst & Young executive and business change specialist • Gerald Callus – formerprogramme director, Thales • Captain Mike Davis-Marks OBE – former commanding officer of HMS Turbulent • Andy Uren – brand and communications lead • A network of over 100 senior execs / companies

  6. Concept: mediating networks and institutions ETHOS • Inputs: networks, knowledge, collaborations • Outcomes: services, projects, ventures

  7. Ethos VO Ltd – strategy Values • Collaboration, trust and moderation. Vision • Develop and scale Ethos resources, reputation and processes to address a wider range, number and complexity of problems at a local and global scale. • To provide a five year exit opportunity for members via a growth strategy Strategic focus 2012 • To generate sustained short-term revenue through the pursuit of opportunities to problem-solve through collaborative projects using the capabilities already inherent in the Ethos network. Build strong track record in delivery and reputation

  8. Ethos VO Ltd – strategy Strategy: three hubs equals a cluster • Aldershot (military node) • Military sports sponsorship – Team Army • Scaling to RN, RAF and combined sports • Future prospects: Australia and USA • Exploit retail opportunities (click-through) • Local government (IT node) • Ethos Drupal-based CMS in delivery to Caerphilly and Nottingham • Further pipeline: Cambridgeshire, N Wales, Strathclyde • London (mega-city network node) • Cyber • Post-crisis infrastructure management • Brand development Growth = launch one new cluster per year

  9. Aldershot: impressive results since January 2011 Sponsors • 22 of which 14 are new • More in negotiation Funds raised • Over £1m of sponsorship funds pledged / received • £170k existing sponsorship transferred in • Over £800k is new money • Additional £40k raised for Royal British Legion at dedicated fundraising events Expanding the scheme* • Combined sports • RAF • Royal Navy * Concept brands only at this stage

  10. Current Team Army sponsors

  11. Business plan: exit strategy Equity (100m shares) allocated incrementally • 60% to Ethos members according to contribution to Ethos strategy • 10% allocated per annum according to value-added • No dividends based on equity (cash earned as salary / subcontracts) • Founder retains golden share • 40% to investors • 20% tranche in 2012 • 20% tranche in 2014 • No dividend policy before 2015 Liquidation of investment • 2016 float or trade sale

  12. Business plan: member / costs / offer strategy • Everyone a member with more or less equal opportunity • Legally, a requirement for directors of limited liability companies as needed • Operationally, requirement for governing councils (e.g. a cluster / hub) • Equity discussed previously • FTE member growth from 10 (today) to over 1,000 on exit. • Member salary / income • Low base salary • Remainder is profit / income / results based Other costs • Vast majority of costs are people based • Virtual / distributed for foreseeable future • Low / no fixed assets – everything ‘cloud’ based All offers based on services • 10-20% net margin achievable • Recurring revenue where possible (e.g. Team Army forever) • Pricing on outputs not inputs where possible (e.g. Caerphilly)

  13. Business plan: cash balances at 29/11/2011 Ethos VO Ltd • £67,271.87 Ethos Fundraising Ltd • £200,698.11 Team Army Sports Foundation • £10,000.00* *managed on behalf of the charity Statements at end of presentation

  14. Business plan: P&L

  15. Questions?

  16. Questions?

  17. ETHOS VALUABLE OUTCOMES ethosvo.org

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