Mentorfly investor slidedeck

Mentorfly investor slidedeck

• 1.
  David Leib September, 2011
• 2.
  Team & Advisors David Leib AVP, Corporate Lending, BankUnited (5 yrs) CEO & Founder → MBA in Entrepreneurship AR Solutions Specializing in interactive design & development Web Developer → Experience in developing social presence Ellen Ensher Ph.D. & Professor at Loyola Marymount University Advisory Board → Researcher & established expert in mentoring Jon Oleinick Seasoned entrepreneur w/ successful exit experience Advisory Board → MIT & Wharton School graduate David Levy Seasoned business executive (currently SVP, Willis) Advisory Board → Lead in building brokerage startup to $35MM in <5yrs
• 3.
  Problem & Solution Macro Traditional mentoring increasingly inefficient Speed & efficiency is needed Communication methods have changed Connecting through an online presence Micro Colleges/Universities •Re-engagement of alumni via traditional alumni-to student mentoring Trade Associations •New members lacking necessary skills & unable to align w/seasoned members Businesses •Engaging & improving junior talent for succession and retention
• 4.
  Mentorfly: Creating Accessibility &Reshaping Mentoring Platform •Microblog as primary communication method •Abbreviated dialogue via short & pointed messages •“Always Open” line of communication between users •Accumulation of valuable nuggets of information over time creates robust user value Community •Central location for advocates of mentorship to connect •Detailed user search tools •Ideal mentor/mentee profile creation •Requesting a connection •Shadow users
• 5.
  Secret Sauce Platform Rewards/Recognition Niche •Mentorship for the masses •Virtual currency/M-notes •University/college market focus •Accessibility to mentorship •Product discounts •Systemized approach •Virtual communication •Corporate partners driven •Established leader in •Leaderboard alumni-to-student mentoring •Efficient communication platform structure •Metrics-driven value adds to •Patentable platform schools
• 6.
  Value to User MENTORS MENTEES Personal value Personal value Convenience Access to Mentorship Clear expectation No cost Self-exploration Expanded skills/knowledge Giving back Quality relationships Seeing the results Genuine advocates Professional value Professional value Leaderboard Networking Additional marketing outlet Career opportunities
• 7.
  How We MakeMoney REVENUE STREAMS Primary Secondary Subscription Fees Display Advertising •Colleges/universities •Generated from general platform •Trade associations •Initial revenue from Ad Networks •Businesses
• 8.
  Market Size –U.S. General Platform Enterprise Platform Currently Colleges/Universities *147 Million Social Network Users 6,632 By 2013 Trade Associations *164 Million 90,908 Businesses (500+ employees) 24,425 Growing trend in “knowledge market” via new sites/features: Quora, Facebook answers, Linkedin answers **Heaviest use of social networking sites primarily concentrated in markets heavily influenced by major colleges and *eMarketer – US Social Network Users & Penetration 2009-2013 universities **Experian & Simons Marketing – Social Network report 2010
• 9.
  Competitors General Platform Enterprise Platform Existing Existing Horsesmouth (UK) Chronus •Focus on virtual connection only Triple Creek (not speed & efficiency) •Main focus/strategy on business •Based/focused in UK platform customer acquisition •No revenue model •Software built for business customers Potential Entrants Potential Entrants Facebook Linkedin Quora Yammer iMentor Socialcast Competitive Advantages Defensibility •Platform focused on speed & efficiency •Patentability of unique platform & feature set •Unique rewards system (m-notes) •Switching costs of universities/colleges •Niche focus on universities/colleges
• 10.
  Key Milestones •Splash pagelaunched 3/2011 •Beta testing projected to begin 7/2011 •Verbal interest from Nova Southeast University to be pilot school
• 11.
  Financials Projected Year Ending Dec. 31 Assumptions 2012 2013 2014 Investment $400M Total Subscribers $180.0 $805.0 $1,388.0 Stake 20% Total Ad Sales 0.94 0.36 0.79 Hurdle rate 30% Total revenue $180.1 $805.4 $1,388.8 Sales and Marketing Expense 295.9 430.0 463.0 General and Administrative Expense 72.5 101.0 200.5 Research and Development Expense 40.2 30.0 15.0 EBIT ($228.5) $244.4 $710.3 Expected Earnings 2000000   2012 2013 2014 1500000 Downside ($353,515) ($324,447) ($278,921) Expected ($228,545) $244,447 $710,329 1000000 Dollars Upside ($94,780) $712,995 $1,637,205 500000 0 2012 2013 2014 (500000) Downside Expected Upside
• 12.
  Exit Strategy Allows googleentry into Adds highly synergistic Allows for possible future Possible acquisition / merger with social networking space & value added service entry into niche markets leading mentoring enterprise to their users software companies Possible strategy to Defensive acquisition differentiate through User base is most preventing future Chronus has alumni-student niche focused social consistent with competition from software suite – may have most networks Mentorfly users Google,Linkedin,Twitter, interest in acquiring Mentorfly etc. customer base May add a niche compliment to a social network site they build to compete with facebook
• 13.
  Q&A Product Accredited Team Background Market Size Vintage year Value to Users How much capital in total Business Model How much currently deployed User Acquisition Number of investments Risks & Precautions Who are your LP’s Product Comparisons Investment thesis Alternative Revenue Streams Management Expertise Potential Acquirers Financials 3-Year Revenue Projections