CBD COO Group Introduction

1. CBD COO Group Introduction

2. Main Re-org Rational • A significant cost-cut was required in order to adjust Company ‘s expanses to revenues • The logic behind the re-org was: • Move to Global/Geographical “pools” whenever possible • Unify small group into bigger ones • Reduce management levels rather then employees on the field • End To End Delivery responsibility: • Aggregate all relevant functions under same roof • Responsibility & Authority on execution in the same org • Keep knowledge by: • Reduce forces while maintaining all required skills within the organization • Keep the knowledge in proximity to our customers • Focus on: • Our main/biggest customers • fulfill committed/paid activities • Establish better working tools during 2012 (SFDC, Configurator)

3. 2012 - Main Challenges • Introducing many New Products during 2012: • 11n PtP & PtMP • Compact • CPE 6000 • TD-LTE Demo • More Beta deployments, NPI work & Trials • Many committed/planed Migrations (14 so far) • More support issues, due to: • New SW introductions will create higher problem rate • Beta coverage will be reduced – many new features/configurations will not be tested before GA • Less knowledge in R&D for legacy products • R&D T4 support will be lighter (less resources)

4. Main Changes from previous org • Globalization: • Merged ALL Geo PM units into a Central PM unit • Merged all CS resources under Products & Support unit • Merged Training & Documentation, P&C & PMO units into the Global Operations unit • Joined small units into bigger ones: • Merged the RNP unit into the Products & Services organization • Merged Europe & Africa CS units into EMEA CS unit • Merged LATAM & NA CS units into Americas CS unit • Merged India & APAC CS teams into APAC CS unit • Flattened the org whenever possible • Reduced managements levels in many units • Flattened PM organization completely • Moved activities to Low Cost areas: • Open Call center in Mexico to support the entire America • Assigned Product Expert & Professional Services in Low Cost centers

5. CBD COO Mission Statement To Maximize company’s Business results by providing Professional & Efficient Sales Support and Delivery to meet our Customers’ needs

6. CBD COO - Functional Org Chart

7. Professionalism & Dedication !

8. Global Presale Unit

9. Global Pre-sale Structure VP. Global Pre-Sale GM GM GM Americas EMEA APAC • Regional pre-sales Directors and Managers report directly to the GM • Doted to the VP. Global Pre-sale – technical and process guidance and responsibility

10. Global Pre-sale - High Level Missions • Be no. 1 Technical and Market Experts, by: • Be the leader in managing all technical, products & GTM issues in pre awarded accounts • Maintain Alvarion leadership & presence in awarded/existing accounts • Have full understanding on the market & competition environment • Be the CBD and the regions POC with GBU personnel • Manage technical region partners

11. Global Presale -Roles & Responsibilities • Pre-Sale Responsibilities • Center of excellence – a technical focal point for Alvarion personnel & Customers • Lead, create & manage technical end-to-end proposals (RFI, RFP, RFQ…) • Manage customer technical engagements– meetings, POC, road shows, etc • Define and guide the desired technical strategy/solution per project/account • On-going Technical updates to the regions – roadmap, feature set, applications, customer success stories etc… • Market Expert activities • Full knowledge & understanding of the regions market behavior – competition, standards, technology, requirements etc… • Be involved in definition of recommended positioning and GTM approach per country/account, to ensure Alvarion win • Participation in main regional & industry events and conferences • Be involved in definition of the regions focused and strategic accounts

12. Global Presale - Expectations from Sales • Work with full cooperation with your pre-sale person – we are ONE TEAM! • Communication…communication…Communication… • Openness and sharing of all information • Plan in advance

13. Pricing & Infrastructure Unit

14. Pricing & Infrastructure Unit New team since the last organizational change Tali Menda CBD Infrastructure projects Pricing – Strategic Issues Elkana Erlenger Pricing

15. Pricing & Infrastructure - Deliverables • Price proposals Building • Building proposals for big opportunities/Tenders and supporting small/medium proposals & contract customers yearly price list. • Support various pricing issues such as volume discounts, yearly price erosion, forward pricing, sales promotions. • Analyzing Price Proposal and PO’s profitability - GM and DC • Forcing the discount policy and Deal Review procedures. • Supporting the CBD top management when taking prices decisions. • Price list update twice a year. • Joined work with the PLMs and services groups, defining together the new products positing and pricing. • Periodical prices reduction as per costs reduction and market needs. • Next price List (PL 27) is published these days

16. 2012 Deal Review Process • We are implementing new Deal Review Process. Led by Pricing Unit. main topics are: • Bid / No BID discussion: aimed to assess major business conditions (opportunity, Solution, Competition, Gaps = chance to win?) , led by the account manager • Proposal preparation: Define major Tasks, responsibilities and expected time table. • Deal Review discussion: Done if met one of the following criteria points, led by the Proposal Manager: • Alvarion’s proposed equipment & service revenues amount of at least 1M$ • Proposal include Future Products. • Commercial terms are worse than Alvarion’s Standard commercial terms. • Low prices/profitability – Applied discounts are higher than authorized in Pricing Policy • Price proposal profitability approvals: criteria tables which defines the approver position based on deal volume and level of profitability.

17. Leading CBD Infrastructure projects • Salesforce.com for services • Will replace Current SSM, Call handling and SLA customers managing tool • As a result, key processes in the support group will have to be refreshed • Massive Data cleaning and new data definitions are required • Characterization document for the new tool is already written • Salesforce.com sales CRM • Planned to replace the current Microsoft CRM. This project wasn’t started yet. • Sales Configurator • Price Proposals builder: translate CRM opportunity to price proposal. Working transparently with the Salesforce.com • Fast and accurate: will support all our products BOMs options and packages of services. (Zero mistakes) • Will enforce working according to Discount Policy • Will enable electronic signature process • Will enable our partners to build proposal by themselves

18. Professional Services Sales Unit

19. Professional Services Sales - Vision Become Alvarion’s customers, First choice for services (for Alvarion’s products)

20. PSS Goals : • Exceed or meet 2012 targets • Increase company profitability • Protect & Stabilize services revenue stream • Generate new & significant revenue stream • Be an integral part of all new prospects offering • Develop & provide tangible add value • Deliver & measure what we sell (customer satisfaction) • Become main focal point for services sales

21. PSS - How to Achieve Goals • Focus on new SLA potential accounts of $ 100K & above • Manage SLA Renewals process • No Free Meals ! Paying customers are 1st priority. • Include services into any new deal proposal • Avoid discounts on services • “Out of the box” way of thinking • Increase Awareness / Education • Create working Infrastructure (Policy & Processes, Documentation, Prices, Costs, & Margins) • Delivery, Delivery & Delivery (we must deliver what we promise!!!)

22. Commercial Unit

23. CU - Organization chart

24. CU - main responsibilities (1) • Booking & shipments funnel management • Production plan management • Translating RFP’s and CRM FC to production requirements. • Preparing monthly production plan • Regional “administrators” of the CRM system • Business Reporting • Order fulfillment – control processes • Booking policy enforcement & Discount level control • Direct contribution control. • Free of Charge, returns orders and credit control.

25. CU - main responsibilities (1) • Order fulfillment process • Order entry and scheduling. • interface with production, export, finance, legal. • Managing the SOR process • RMA processes

26. 2012 Discount policy • Orders above $1M: prices has to be approved as part of the “deal review” process led by the pricing team and relevant pre-sale. • Contracts :All customers with valid contracts that include prices doesn’t need to be re-approved per order. • Below $1M without a contract: • For orders exceeding the above table: • Orders shall be analyzed by Pricing unit • Based on the analysis, the order shall be approved based on GM/DC approval guidelines appear in the Deal Review document

27. CU – Regions: 2 way street • Region > CU • Cooperation – in order for us to do all your back office management we need you to keep us always in the loop, in all aspects. • CRM maintenance – Please updated the FC accurately & in a timely manner • CU > Region • On top of our daily responsibly we see our unit as the region’s focal point in HQ in all operational aspects, we might not be the ones solving the problems but we can be the ones managing the situation with/for you…

28. Global PM Unit

29. HQ Global Project Management Coverage Europe North America APAC Africa LATAM 29

30. Global PM – org chart

31. What is a project with dedicated PM General definition for Project* (one of the following condition): • Direct (customer) sales with order over $1,250M Project • Full TKP definition should have at least one of the below: • Local installation with minimum 10 sites complete installation services • Services portion is more than 20% of the Purchase Order (mandatory PM fees) • Services to be performed by local or global Subcontractor (LSC should be approved and certified by project director or COO) • Third Party Equipment (PtP, WiFi, AAA, ASN etc.) • Strategic account (TBD by GM and CBD President or COO) • * in such cases PM should be involved in the proposal preparation process (i.e. RFx)

32. Project Manager Roles & Responsibilities • Single POC for every project-related issues • Overall responsibility for the project’s execution according to agreed plan, monitoring and control of the process • Project documentations, SoW, ToR and Project Plans (surveys, PFS NAD, RNP etc.) • Conduct periodic project status & progress meetings and steering committee meetings • On going management of all field activities of Alvarion staff and subcontractors • “Customer ambassador” inside Alvarion, first level of escalation, mange professional services and delivery teams in Alvarion

33. Project Management methodology Statement of Work - SoW Translates both parties contractual obligations into prioritized deliverables for a successful implementation. The entire process includes support and maintenance and aligned with the highest quality criteria of the international PMBOK. Mutual obligations will be demonstrated in the Table Of Responsibilities (ToR) The Project Plan The implementation program for the work described over the SoW The program defines the following mutual agreements: • Project preparation • Project schedule (Gantt) • Milestones • Acceptance criteria • Project & support team structure

34. Products & Support Unit

35. Product & Support unit - Mission & Goals • Main Missions: • Provide our customers ( Internal and External ) most effective and professional service • Lead Alvarion’s WW technical activities • Main Goals: • Providing the required services by the most professional Engineers to deliver our commitments • Providing required knowledge and skills for utilizing and selling Alvarion products and solutions • Successfully activate the new Regional CS centers: EMEA (Africa and Europe), Americas (LATAM and NA), APAC (India, APAC) • Continue decrease number of open SSM calls and duration • Enhance our Call Center capabilities & performance • HR – Do more with less, Keep key engineers

36. Product & Support Unit

37. Major Tasks (1) • Professional Services : • Execute projects design (Migration and new deployments) • Mainly in Africa and LATAM ( RNP design, NAD and Migration procedures) • NPI activities: • Compact, Ultra, CPE6000, WA5K, DAS, Maintenance releases ( NG/VG, FDD, CPE3000, CPE4000, 4M, Extreme & NMS) • Field Engineering: • Execute Trials/PoC/On site activities (OJT & Audit) • Training: • Internal (Basic and Advance for all Alvarion portfolio) • External (CASS, CAIT, CASO) • IOT: • Continue support WiMAX third party IOT activities per marketing/sales requests (AAA, ASN GW, CPE’s ) • SLA: • Meet SLA obligations (First respond, Workaround & Solution)

38. Major Tasks (2) • Crises handling: • Handle professionally and in correct sense of urgency • NOC: • Provide NOC services (Claro, Nextel, Linkem, NGI, IB & Other) • TAM services: • Support technically large scale projects (Elro, FT & Other) • RNP: • Develop tools (simulation, estimators and calculators ) for DAS, 11n, LTE • Infrastructure: • Develop tools (Application) and procedures to support the above • Invest in Labs ( equipped with new Alvarion portfolio products)

39. Global Operations Unit

40. Global Operations - Mission & Goals • Main Missions: • To control, manage and handle all services activities with efficient, profitability and customer satisfaction meeting our stakeholder expectations • To provide our customers with the most relevant and effective information that will enable them to maximize their business performance • Our goals are: • Providing the required service by the most professional Engineer to deliver our commitments • Providing customers knowledge and skills for utilizing and selling Alvarion products and solutions • Creating an additional source of revenue • Simplify our documentation • Standardize the writing & Improve consistency

41. Global Operations Unit

42. Global Operations - Major Tasks • Monitor & Control Services investment and resource utilization • Leverage the resources to support the WW challenges • Develop and maintain the highest level of competence globally • Develop Training courses (Customers & Employees) according to products’ road maps • Reconstruct our course offerings (updates for existing courses & creating additional/new courses) • Certify, support and update Alvarion’s ACTCs and infrastructure (ATC) • Develop, support and maintain the KMS (Knowledge Management System) • Migrate to topic-based documentation (Author-It)

43. Summary Our main goal is to give you an Efficient & Excellent Service We Are Here For YOU !!!

44. Let have a smooth takeoff !

45. Thank You Name: Ronen Regev E-Mail: ronen.regev@alvarion.com Phone: +972-54-9225386