Good rock solid business plan for Indian offshore trying to make a presence in USA organically. Many of the same cliche' statements that my other slide shows have but centered/focused on market capture with in the offshore model.

1. Start Up Business Plan
Prepared by Tim Heyer
for
XXX Inc

2. 1. Company Description & Mission
• World leading outsourcing services partner, 150 clients
• 50,000 employees in 50+ locations
• Focusing on tailor made solutions
• Serving eight (8) major verticals
• Seven distinctive and successful business units
• Leader in Customer Lifecycle Management
• Six Sigma & COPC quality standards
• Effective & efficient processes thru innovation
• 20+ yrs of deep domain experience

3. 2. Current State of Business
• Technology Service Provider Now
• Small market share
• Mundane and “vanilla” engagements
• “They do it, we do it to” mentality
• No market visible domain expertise
• Small fish in a big pond
• $5-10M engagements aren’t there

4. 3. Future State of Business
• Leave “technology” behind for commodity brokers
• Use the “small market share” aspect to your ADVANTAGE
• Allow “mundane & vanilla” engagements to pay the bills
• Move up two rungs on the ladder and be the “trusted advisor”
• Start to push Aegis’ VERTICAL DOMAIN EXPERTISE first
• TCS, Mahindra, etc all started at $0.00
• Big $$$ deals don’t come everyday or easily

5. 3. Future State of Business - Detail
• Leave “technology” behind for commodity SI’s
• Job shop environment & mentality is not where
exponential growth is, short or near term
• Train, develop and deploy “smart” people to
suspects/prospects who differentiate themselves
and Aegis from other job-shop firms
• Bid and win only deals GOOD FOR AEGIS
• Back end hardwiring/programming can fuel the ship
until domain expertise is fully accepted in
marketplace

6. 3. Future State of Business - Detail
• Turn “small market share” into an advantage
• Utilize “enlightened minds” tactical approach
• Push into $500M-$1B space quickly
• “Buy some deals” to prime the well
• Slowly come to a boil
• Lean on software companies but do not
DEPEND on them

7. 3. Future State of Business - Detail
• Keep bidding on and winning “boring” deals
• Key punching & data sorting will keep the
ship afloat while we are making our mark
• Use on-site consultants to “sniff out” bigger
projects at that firm
• More references for any work = more cache
in market and more tools for sales to use

8. 3. Future State of Business - Detail
• Get to “trusted advisor” status quickly
• Aggressively/quickly associate with two (2)
verticals, develop and execute on a
sales/marketing strategy & close deals
• Don’t end your executive canoe ride with the CIO.
Trusted advisors LIVE in the boardroom
• Leverage outside resources when
needed, sometimes you just aren’t the retired
Boeing 777 pilot you need to close $25M at SaaB
Air.

9. 3. Future State of Business - Detail
Vertical Domain Expertise Essential
• “Everything for everyone” is old & tired
• 2012 IT execs smart and savvy compared to 2001.
No more secrets. Pick a space, develop
expertise, exploit it and move on.
• TCS and others do NOT have a command over their
human resource commodities domain expertise's.
Few and far between, no consistency.
• Relationships with executives will develop quicker
and become stronger with domain experts vs key
punchers.

10. 3. Future State of Business - Detail
• $0 to $250M? Why not? Let’s go.
• NEVER think small.
• TCS, etc all started at $0.00 at some point.
• All SI’s fail. Often. Start to exploit other SI’s
failures or mis-steps in the marketplace.
• Be a leader, even though you may not be.
Perception is everything. Engage frequently
and aggressively.
• Let the competition take a bullet. Sometimes
the best deal is the one you pass on.

11. 3. Future State of Business - Details
• Where are the big deals?
• Leverage & socialize the $250-500K engagements
for future work
• Get cozy with leading software firms
• Stay off RFP’s & RFI’s for the most part
• Access sales resources rolodexes
• Build customer references and pass them along to
suspects/prospects

12. 4. 30-60-90 Day Business Plan
• 30 Day
• Train with various Aegis resources
• Identify 25+ targets, develop plan of action
• Meet/greet current customers as needed
• Develop and agree upon financial metrics
• Develop and agree upon future resources
• Work with marketing on campaign for 2 verticals
• Set up 5+ net-new meetings for 20-60 day mark

13. 4. 30-60-90 Day Business Plan
• 60 Day
• Meet with suspects I scheduled in 30 day window
• Follow up on marketing campaign
• Call into 100+ suspects we identified
• Should be into 4+ deals at ground floor
• Schedule 10+ more meets for 60-90 day area

14. 4. 30-60-90 Day Business Plan
• 90 Day
• Continue dialogue with marketing for new idea
• Should be in middle/near end with 2-3 prospects
• Will be in with 8-10 dialogues with suspects
• Potential for closing 2+ nice deals on day 89
• Revolving door, rinse and repeat day 90-180
• Exploit, exploit, exploit

15. Summary
• Three Key Points
• Market leaders are made, not born
• Aegis’s Customer experience will be
remembered, not how fast our resources coded
• Vertical domain expertise will differentiate Aegis
and allow for quick market entrance and
acceptance

16. Summary Con’t
• Tim Heyer’s Strengths for This Position
• Self made in marketplace, not grad school
• Been there done that, failed and recovered
• I have both industry & vertical domain expertise as well as
sales/operational and marketing proficiency
• Led a $20M start-up for Oracle (2003-07’).
• Led a $14M start-up for PwC (99-01’)
• Worked at two S/W start-ups (VC backed)
• I am an astute business person, driven by not only fiscal
success but also by goal attainment.

17. Start Up Business Plan
Thank You