1. E tiExecuting
GrowthGrowth

2. My degree is from Ferris State University.
MBA is from Golden Gate University.
Early in my career I worked in Big 4 public
iaccounting.
I have held leadership roles with subsidiaries of
publicly traded companies and middle marketpublicly traded companies and middle market
companies.
I also worked on a roll-up of ten companies thatI also worked on a roll up of ten companies that
created a $380 million national roofing
contractor.

3. Many companies use a haphazard approach to
driving revenue.
A large number of companies are very poor at
managing cash flow the underpinnings ofmanaging cash flow, the underpinnings of
valuation.
A small change in EBITDA can have a largeA small change in EBITDA can have a large
impact on an EBITDA valuation.
I want to help you increase the valuation ofp y
your companies through my program
Executing Growth.

4. Economic Force: PE & VC deals are up. There
is a vested interest in growing their
companies.
Social Force: Unemployment is relatively low.
Technological Force: Any non-core activity can
easily be outsourced.easily be outsourced.

5. To effectively run a business, management
has three important tasks:
1. Focus on the customer.
2. Manage the growth driver in the business.
M h fl3. Manage cash flow.

6. Without a sale to a customer, a company has
nothing.
Instead of listening to their customers, a
former company launched a brandingformer company launched a branding
initiative. Net result the company lost 14% of
its revenue.

7. The growth driver explains the critical concept
of how the company is going to reach the
customer to get the sale.
Subscribers
AccountsAccounts
New Locations
DistributionDistribution
Sales People

8. When a company runs out of cash, it is dead.
If i i i hi hIf a company is experiencing very high
growth, 100 percent or more, they should
consider a capital raise 2 – 3 years inconsider a capital raise 2 3 years in
advance.

9. I use a proven methodology to convert a
company’s business model into a financial
model.
The discipline of reducing a business model toThe discipline of reducing a business model to
numbers has two benefits:
1 The risks in the business model are easy to1. The risks in the business model are easy to
identify.
2. The key performance indicators fory p
managing the business are identified.

10. 1. Do not run out of cash.
2. Raise cash early.
3. Do not spend a lot of time negotiating better
if h ff d kterms, if the terms offered are near market.
4. Focus on the growth driver.
5 Manage the KPI's because they represent the5. Manage the KPI s because they represent the
risks in the business.

11. There are many companies that want to grow,
yet there is only one of me. When I am fully
subscribed, this program will no longer be
available Email me at jerry@jerryday net inavailable. Email me at jerry@jerryday.net in
the next two weeks to schedule an
appointment on how this will improve yourpp p y
portfolio.