Slide 1

August Call 3 rd Wednesday each month Kris Fuehr Director, Advisor Network Corelytics www.corelytics.com kris@corelytics.com 425-830-0867 Frank Coker CEO CoreConnex, Inc. www.corelytics.com frank@corelytics.com 425-454-5006 Keep current in our LinkedIn Group: This deck and recorded webcast are available hours after todays event Search LinkedIn: Corelytics Advisor Network

Slide 2

Agenda Fitting Corelytics into your business New Bank-hosted Lunch & Learns Corelytics Trials become Test Drive Video trials Industry -- your declared primary/secondary industry? New Vital Signs Report Your feedback? 3 volunteer advisors to test Financial Strength Analytics on 2 clients. Report to client. Corelytics Advisor Program Overview (Newcomers)

Slide 3

Fitting Corelytics In 1.Monthly engagements with prime clients: Customers on the move borrowing, acquiring, preparing to sell Competitive, high-growth Frustrated with financial statements Digital Natives 2.Putting your junior consultants in training to enable a more strategic conversation (with training wheels) Evaluating opportunities Flagging scenarios where special projects are needed Building relationship and skills 3.As a monthly lead source to higher billable projects Small steps lead to big steps The monthly meeting enables you to spot service opportunities each month: tax planning, goal-setting, valuation, sales consulting, leadership development, etc.

Slide 4

New Bank Lunch & Learns Local bank branch ADP co-hosted Advisor speaker Corelytics speaker (travel permitting) Bank-invited guests Industry-focused 10-pack Advisors qualify to speak on industry topics

Slide 5

Trial New Test-Drive Video Corelytics trials are no longer a public offering (case-by-case if needed for advisors) Test Drive video serves this purpose Available next week

Slide 6

Industry Focus 1.IT Service (5 Lines of Business = LOBS) Service Project Time & Materials Product Other 2.Restaurant (5 LOBS) Food Beverage Retail Offers/Coupons Other 3.Telecom (10 LOBS) Maintenance Contracts Time & Materials Voice System Sales Commission Sales Structure Cabling Managed Services Project Time & Materials Product Resell Other 4.Audio Visual (7 LOBS) Integration Service Consulting & Design Product Sales Staging Rental Other 5.General Business (Default LOB Set) 6.Accounting (Default LOB Set) 7.General Business (Default LOB Set) 8.Advertising (Default LOB Set) 9.Architecture & Engineering (Default LOB Set) 10.Automotive Repair and Maintenance (Default LOB Set) 11.Biotech (Default LOB Set) 12.Business Consulting (Default LOB Set) 13.Construction: Non- Residential (Default LOB Set) 14.Construction: Residential (Default LOB Set) 15.Dental (Default LOB Set) 16.Dry Cleaning and Laundry Services (Default LOB Set) 17.Electrical Engineers & Contractors (Default LOB Set) 18.Event Planning (Default LOB Set) 21.Industrial Design (Default LOB Set) 22.Interior Design (Default LOB Set) 19.Graphic Design (Default LOB Set) 20.Gym / Fitness (Default LOB Set) 23.Landscape Design & Services (Default LOB Set) 24.Legal Services (Default LOB Set) 25.Management Consulting (Default LOB Set) 26.Medical Labs (Default LOB Set) 27.Non-Profit (Default LOB Set) 28.Optometrists (Default LOB Set) 29.Physicians: General Practice (Default LOB Set) 30.PR Firms (Default LOB Set) 31.Real Estate Agents / Brokers (Default LOB Set) 32.Real Estate Leasing (Default LOB Set) 33.Retail (Default LOB Set) 34.Salon / Spa (Default LOB Set) 35.Software Development (Default LOB Set) 36.Sports / Recreation (Default LOB Set) 37.Surveying & Mapping (Default LOB Set) 38.Technical Product Manufacturing (Default LOB Set) 39.Travel / Tourism (Default LOB Set) 40.Tree / Plant Nurseries (Default LOB Set) 41.Veterinary Services (Default LOB Set) 42.Wholesale: Durable Goods (Default LOB Set) 43.Wholesale: Non-Durable Goods (Default LOB Set) Tell me your 1-3 top industries kris@Corelytics.com so we can match you with those leads (3-pack and up) kris@Corelytics.com

Slide 7

Trends comparisons Expenses to revenue Assets to Liabilities Financial strength metrics Problem area spotlights Potential problems in red Top 3 problems highlighted

Slide 8

Working Capital Test Building value Understanding the balance sheet Managing trends Setting base lines

Slide 9

Participate in co-marketing

Slide 10

OVERVIEW OF THE ADVISOR NETWORK For Newcomers

Slide 11

NextGen Accountants Subscription-based services Compares client performance Offers diagnostic services Supports strategic decisions Serves clients year-long Aides in sharing performance with clients staff Often works remotely Gives clients an owner-view

Slide 12

Advisor Value More value Less time data-wrangling New value-added services Marketing, sales & tech support 30 clients, 1 hour/month, $300/mo each client = $100K supplemental annual revenue

Slide 13

Typical Advisor Offerings Subscription-based pricing, usually $300-500/month whereby the advisor remotely consults through monthly or quarterly recurring meetings by logging into the dashboard, reviewing trends for a few minutes before the call, then jointly logging in and reviewing with the client for an hour. This is a 2-hour/month investment of your time at most per client. When client needs rescuing or more help, standard consulting rates apply. Promotional offer, typically a free initial consultation (phone or in person) and often coupled with a custom Financial Report derived from the numbers you get from the dashboard. For a time (until we hit capacity), we can run these for you on request. Reports and Summaries: Sometimes as simple as a blog, others do webinars with the findings from their industry. Were doing an Advisor Call Wed this week to talk about Building your Brand and this is a key component. + an industry affiliation AND a relationship with the top 2 or 3 associations in your industry.

Slide 14

Your ecosystem for growth Corelytics aggregate industry data Industry associations Clients & association members

Slide 15

Getting Started Decide if you pay or client pays for dashboard Set up your offerings and pricing Get your first 3 clients (well set them up with you) Co-market/sell, certify, specialize, more $79/mo $60/mo $99/mo retail direct

Slide 16

Meet Others, Share the Ride Join Gina Fridays with other Dashboard Advisors Gina Rodkey ginasvbook@gmail.com for Google Hang-out instructions.ginasvbook@gmail.com

Slide 17

Call for Stories! Seeking interviews with customers for book (not necessarily Dashboard users) Stories of metrics gone wrong and metrics gone right Industry overviews from experts (Advisors, thought-leaders) Publish date: Dec 2013

Slide 18

1-Minute Conversation Starters now available 1.Value to Advisors WITH Customers 2.Unlock your data 3.Trends 4.Projecting your Performance Access them from www.corelytics.com/vidshortswww.corelytics.com/vidshorts Request more topics from: kris@corelytics.com

Slide 19

Top 10 Areas to Investigate w/Clients Corelytics top 10 things to investigate each month 1.Revenue trends look at the leading indicator (6 month trend) and at the 24 month trend to see where the curve is bending. Whatever the long term growth trend is, the leading indicator is bending that curve up or down. Taken together these curves tell you a lot about where the company is headed. Caution: the goal cant be to only increase revenue. Increasing revenue can drive a company into the ground if everything else is not working correctly. More companies die from increased sales than from flat or even slowly declining sales. Solutions must be holistic. 2.Expense to revenue trend compare the 24 month revenue growth rate to the 24 month expense growth rate; if expenses are growing faster than revenues the company is not sustainable in the long-term. 3.Revenue / expense forecast on the revenue forecast screen click on expenses (red box) and see how the expense trend lines up with the high and low performance scenarios. If these lines cross, that is a highly important clue that expenses and revenues trends are on a potential collision course. 4. Short-term cash trend go to the cash leading indicator to see where cash is headed in the short-term. The cash leading indicator shows your average cash balance at the end of the month compared with average monthly revenue in the past 3 months. Ideally a company should have the equivalent of more than one month of revenue in cash. The Cash leading indicator should ideally show a number greater than 100% under actual, but all too often companies operate close to the line. If they are nearly out of gas, nothing else matters. 5.Long-term cash trend go to balances, cash and look at the 24 month trend line to see how cash is tracking with revenue and expense. If the long-term cash growth percent is less than the long-term revenue growth trend, you are looking at a company that is not healthy. It means that the company is not building cash. If a company cant build cash over time, there is a clue that they are not managing their resources and they are putting their company at risk by not conserving cash.

Slide 20

6.Margin growth compare the 24 month margin growth rate with the 24 month revenue growth rate. If revenue is growing faster than gross margin, the company is actually losing ground as it grows. Companies in this condition should stop revenue growth and should focus on underlying costs (specifically on COGS) and figure out if costs are too high or prices are too low. The underlying problem should be fixed before the company pushes for growth. 7.COGS validation be sure that all direct costs are mapped to COGS, if not, you will not know if your pricing is correct and you will not know where to make adjustments to improve net profit. 8.Profit growth if revenue is increasing faster than profit, your company is working harder and you are getting smaller profits as you grow and basically have a business that is going downhill. This is generally a big clue that the business is fundamentally unhealthy. This problem should have been noticed in one of the earlier steps, but, if not, this is the final proof that the company is either healthy or unhealthy. if your COGS are accurate and your gross margin is increasing faster than revenue, then the only thing left that will improve profits is a reduction to overheads. 9.Progress against goals and big problems are going to be discovered in the prior 8 steps. The big problem areas need to have goals. Then each month, review progress against the most important goals. Only focus on 2 or 3 goals per month. The charts showing progress toward goals should be copied to a word document or a slide and shared with the broader management team. They need to see the gap between actual and goal and they need to participate in closing the gap. The gap should be monitored every month until progress is made and the gap is on a track to close. [Recommendation set the start date for growth goals to at least 6 months in the past; 12 months is better. That way you can see much more clearly how trends compare with goals over the long term. Goals are not the same as a budget. They are there to show desired direction.] 10.LOB performance dont dig too deep into LOB performance until the company is comfortable with the combined view of their financials. The goal of LOB analysis is to find the LOB that is contributing the most to profitability and the one that is performing the worst. Thought should then be given to maximizing winners and minimizing losers.

Slide 21

Thanks! Kris Fuehr Marketing Director Corelytics, Inc. www.corelytics.com kris@corelytics.com 425-830-0867 Frank Coker CEO CoreConnex, Inc. www.corelytics.com frank@corelytics.com 425-454-5006