Association for Corporate Growth Pittsburgh Chapter

1. Association for Corporate GrowthPittsburgh Chapter 2009- 2010 Board Strategy Session Results April 20, 2009

2. Association for Corporate Growth To promote the professional interests of its members who have leadership roles in strategic corporate growth by offering a forum for quality programs and education to enhance each member’s professional skills. ACG members have the opportunity to: • gain new ideas from speakers, seminars and discussions with people working in the field of corporate growth • develop additional skills and techniques which will contribute to the growth of their respective organizations, • meet other corporate growth professionals who can provide counsel and valuable contacts. National Mission Statement

3. Association for Corporate GrowthPittsburgh ChapterMission Statement In April 2008, the Pittsburgh Chapter Board agreed upon the following Mission Statement: “To serve as a catalyst for organic and transactional corporate growth in western Pennsylvania by providing unique opportunities for education and networking to business and financial executives.”

4. ACG Pittsburgh 2008-09 Results 3/038/048/058/068/072/082/09 Membership 313 217 181 170 180 213 200 % Corporate/ PEG 28% 28% NA 31% 25% 28% 10% Revenues: Regular meeting 47,210 40,583 47,040 47,340 42,528 47,391 Golf outing 22,779 19,190 19,515 18,705 18,675 Conference 28,530 28,900 30,319 61,265 64,975 71,255 Financial : Revenues 144,984 143,650 138,925 168,681 179,749 152,479 Profits 7,661 <3,313> <22,189> 12,060 32,753 52,094 Cash 106,473 80,771 82,703 104,789 120,765 138,248 4

5. ACG Member “Value” Chain Financial Benefits CAPITAL LINK Skills Market Impact SPEAKERS WEB SITE Knowledge TECHNICAL SESSIONS GOLF OUTING Information Contacts INTERGROWTH MEETINGS Entertainment What Needs Are We Attempting to Meet?

6. Current Product Offering What are our unique products/services to meet these needs? Local Level: • Monthly speakers; dinners/breakfasts • Technical sessions • Sponsorships • Networking • Annual Conference • Christmas party • Golf outing National Level: • InterGrowth Conference • ACG web site • Capital Link • Newsletter • Deal Exchange • International network of contacts • Membership directory • Mergers & Acquisitions magazine

7. 2008-2009 Report Card What did we do really well? • Mix of speakers, industries, life cycle stage • Quality of speakers • Better mix of events (breakfast, cocktails, dinner)/venues • Loyal core membership • Conference may have been “best ever” – great teamwork! • PNC Park networking meeting a hit What can we improve upon? • [See Strategies/Tactics]

8. ACG Pittsburgh Chapter Market Constituents and Needs

9. Business Market Constituents What are the unique unmet needs of business constituents in the Pittsburgh market that ACG can fulfill? [see competitor profiles in last section]

10. Mid-Market C-Level Executives: Underserved Needs Identified by Board In spite of a 20+ year history, ACG is irrelevant/unknown to most Pittsburgh C-level executives. The Board has identified underserved needs of C-level executives (not validated through market research): • Targeted education to drive corporate financial performance • Real life success stories of CEO’s • Private companies • Public companies • Growth tools and approaches (both organic and transactional) • Leadership and managerial development/ mentoring • Knowledge of valuation/deal mechanics; how companies are valued; deal structures; how deals get done • Greater familiarity with best local M&A and strategic advisory resources/talent • Convenient and rich venues to network among peers (not just as spectator) How relevant is ACG to a typical local Executive? What organizations are more relevant and why? How do we make ACG more relevant to them while avoiding redundancy? What is our unique core “value proposition” for this constituent given other resources/ organizations in Pittsburgh (given limited time, money, etc)?

11. Senior/ Mezzanine Lenders Deal flow Information on deals done Forum to establish deal contacts; opportunity to differentiate their offerings Education on current business, finance and transaction topics Equity Providers (private equity, venture capital, angel investments) Deal flow Forum to establish deal contacts; opportunity to differentiate their offerings Information on deals done Better familiarity with unique deal resources Funding Sources: Unmet Needs That ACG Can Fulfill

12. Job Seekers Need for job board/ job bank on website (member only access) Provide effective platform for networking (meetings may not be it) College/MBA Students Clearinghouse for internship opportunities and entry level positions Excellent first step to plug in to business community Increase technical proficiencies in real world environment Identify opportunities to keep younger talent (ACG member’s kids) in Pittsburgh Volunteer judges for business plan competitions, CMU Management Game, etc. Other Constituents: Unmet Needs That ACG Can Fulfill Young M&A/Banking/Finance Other Professionals • Current meetings may not foster networking among this subset • Cultivate future deal-community leaders Other? • Women and minorities: untapped membership potential if offering correct; conspicuously underrepresented among current membership • Raise profile of very talented group of professionals; an asset of the region that possibly can be marketed

13. ACG Pittsburgh 2009 – 2011 Objectives, Strategies, Tactics

14. Quantitative Measures Cash position # of “unique”/new guests per meeting meeting attendance (member, nonmember, out of town guests, corporate) total membership (focus on retention statistics/new) size of email distribution lists Attendance at board meetings Non-quantitative Measures Market awareness; mentions in news media assistance/help for job seekers member satisfaction metrics (consider survey?) attendees “feeling welcome” In managing performance, what success measures should be on our board report “dashboard”?

15. Strategies/Tactics: 2009-2011 • Marketing/Membership • Need a chair who takes leadership role with significant support from administrator (should there be two: one for ??) • Double email database (PMW-capital 1Q) • Public relations plan to build awareness • Reach out to /invite nearby chapters to events • Offer “corporate” membership ($xxx/year for x people at company)-send letter with progam in August • “ownership” of event – related marketing? • Offer CPE/CLE credits

16. Strategies/Tactics: 2009-2011 (cont.d) • Marketing/Membership (cont.d) • Rekindle ties w/newspapers • Set-up ACG Pittsburgh Linked In network • Introduce/welcome new members at monthly meetings (separate ribbon?) • Reconsider hiring PR firm • More effectively reach out to CEOs, CFOs, CDOs, Controllers) • Focus on C-Level executive attendance at meetings (not membership) • Take another look at member/nonmember pricing • Review membership lists monthly (10 minutes) – talk about retention/make calls

17. Strategies/Tactics: 2009-2011 (cont.d) • Programming Quality/Innovation • “membership” of event-related marketing? • Email “program” in August to entire database & other chapters – “save the dates” • Attendance at technical sessions sporadic/poor-need to rethink • Strongly consider notion of an event only having 2 or 3 elements (tech session, networking, speaker/dinner, panel) • Better guide the speaker (less infommercial/more focus on growth strategies, key issues, industry, etc.) • Provide a speaker “guide” or package in advance – tell them the “theme” of meeting, better develope titles

18. Strategies/Tactics: 2009-2011 (cont.d) • Programming Quality/Innovation (cont.d) • More education/take-away value • Send event announcement to other chapters • Consider use of panel format for meetings • Vary venue & formats • Tap into ACG speaker/bureau • Consider “webcasts” • Christmas party “free”? • Use tech sessions as “platform” for panels with PEG’s, banks, investment bankers

19. Strategies/Tactics: 2009-2011 • Conference: How do we do even better than 2009 • Pursue speaker (keynote) w/ Vistage or ACG speaker bureau (may need to pay) • Sponsors – promote more • Make dinner meeting truly “exclusive” (no exceptions) • Need to be able to mingle more at dinner • Consider moving to March (+/-) – burden is in December (very busy time)

20. Strategies/Tactics: 2009-2011 (Cont.d) • New Service / Product Offerings • Satisfied generally (see other sections) • ACG National • better understand/articulate membership benefits to members/nonmembers • Strategic Alliances • Better collaborate with other organizations • Co-host events (TMA, FEI, EII, Vistage, Wharton Club, etc.) • Consider adding board member from another organization • Outreach to Chambers of Commerce (get list for $25 fee)

21. Stragegies/Tactics: 2009-2011 (Cont.d) • Business Community Outreach • Discuss any key roles we can play • University outreach • Provide Linked-In affinity group for job seekers

22. ACG Board Governance • What do you see as the major roles and responsibilities of professionals who commit to joining the Board of ACG Pittsburgh? • Clearly articulate expectations before they join • “Who’s Who” board much less important than having contributing /active board members • Board meeting attendance at least 6 meetings/year • Attend at least 6 ACG events per year • Committee leadership and/or active involvement on two committees • What do you think is working and not working with respect to the current Board? • Continue to send agenda out in advance (plus financials) • Board members need to attend at least 6 board meetings/year • Committees keep board apprised of progress/activities • Need to vary meeting times to maximize attendance • How do you think that the Board should change (with respect to key positions, board consistency, attendance at meetings, term limits, etc.?) • Need basic board minutes (attendance, decisions, follow-up items) – (Brooke unable to do because board meetings are before events) • Keep board to 12-15 active members • Consider adding 1-2 “honorary” C-level executives

23. ACG Pittsburgh “Competitors”

24. Mission"Building Better Presidents Through Education, Idea Exchange and Networking." • Target Constituents: • Every member has been a member of Young Presidents' Organization. Since maximum age for membership in YPO is 49, WPO members are 50 and older. Currently, the median age is 55. • How WPO serves its market: • Universities- weeklong sessions that feature a faculty of political and economic leaders, scientists and educators, artists and writers, and corporate and academic experts. WPO seminars and targeted activity groups are smaller programs which provide the opportunity to learn from each other as well as from experts in fields such as financial management, science, history, public affairs, international relations, health, and business or personal development. • On regional/ local levels, conferences/ chapter meetings provide opportunities for idea exchange. • Presidents' Forum through which a group of 10 to 20 individuals meet regularly to hone their professional and personal skills in a confidential setting.

25. Mission: To be the preeminent association for financial executives through: • networking: providing forums for peer networking • knowledge: alerting members to emerging issues • advocacy: advocating the views of financial executives ethical leadership • promoting ethical conduct We believe these long standing components of FEI's mission are appropriately synthesized in our new organizational tagline ... connecting financial executives Target Constituents: • CFO’s and other corporate finance executives How FEI serves its market: • Online directory: locate other FEI members • Events: network with your peers • FERF publications: timely research and whitepapers • Careers: full service career management center • Topic library: comprehensive resources • FEI Express: weekly newsletter for public and private companies

26. University of Pittsburgh/ Katz SchoolInstitute for Entrepreneurial Excellence • MissionTo Be The Innovative Leader of Economic Renewal and Growth Serving Enterprising People and Businesses in the Pittsburgh Region. • Target Constituents: • Panther Lab Works (start-up businesses) • Small Business Development Center(small businesses) • Entrepreneurial Fellows Center (entrepreneurial businesses) • Family Enterprise Center (mid-market, family owned businesses) • How IEE serves its markets: • Knowledge, advice, education and consulting services to businesses at every step of the business life cycle through membership organizations, featured speakers, courses, consulting organizations. • Principal revenue streams are dues/participation fees, federal funding, University support and consulting fees.

27. MissionVistage is the worldwide leader in helping chief executives take their careers—and their companies—to a higher level by providing a unique environment where chief executives, presidents and business owners learn to become better leaders. • Target Constituents: • CEO’s of mid-market and small companies • Key executives of mid-market and small companies • Service providers and other professionals • How Vistage reaches its markets: • One-on-one coaching and professionally-facilitated, confidential small-group meetings help CEO’s to find practical solutions to tough problems. In addition, expert speakers deliver fresh ideas that are tailored to members' requirements.

28. MissionThe only international nonprofit association dedicated to corporate renewal and turnaround management. • Target Constituents: • Turnaround practitioners, who consult with or participate in helping troubled companies in the recovery process, including interim corporate managers, financial and operating advisors, and accountants (49%) • Lenders and Banker/Workout Officers (15%) • Attorneys (11%) • Investors, including equity investors, investment bankers, venture capitalists (9%) • Others, including receivables, appraisers, trustees, auctioneers/liquidators, factors, academics, government/judges (16%) • How TMA reaches its markets: • Regional meetings, Certified Turnaround Professional (CTP) program, THE JOURNAL OF CORPORATE RENEWAL, WEB SITE ( WWW.TURNAROUND.ORG, International TMA meetings

29. MissionTo catalyze venture investment and entrepreneurialism in Western Pennsylvania. • Target Constituents: • Venture capitalists • Angel investors • Service providers and other professionals • How PVCA reaches its markets: • Through a wide range of programs, the PVCA facilitates quality deal flow, encourages investor collaboration, and fosters important relationships with key service providers. Every major regional venture capital firm is represented in our membership, as well as numerous first-tier service providers. Regional promotional activities include an annual venture fair, regular networking events, a membership directory, and award ceremonies for successful regional entrepreneurs. All these activities aim to create a positive climate for venture capital in Western Pennsylvania. PVCA hosts a number of luncheons annually at the Duquesne Club.