pg 1 - Cover

Welcome

pg 3 - Problem: current channels

No

yes

merchandise

lost opportunity

events outsourced

outsourced

other venue

Client

Client

outsourcedother venue

other venueother products

tickets

Buy?

what?

PROBLEM

pg 4 - Solution

yes

merchandise

events

other products

tickets

Buy?

CLIENT

INCREASE e-commerce

BOOST FANSHIP

solution

pg 5 - Solution

EXAMPLE with boost3

pg X - title

MARKET SIZE

pg 12 - Marketing & Sales-3

ECOMMERCE$60

MILLION

TICKETINg$400 MILLION

MOBILE SERvICES$44 MILLION

SPONSORINg$228 MILLION

EvENTS (Length of Stay)

$2.1 BILLION

MEMBERShIP & AffINITy$2.4 BILLION

pg X - title

MARKET DEMOgRAPhICS

pg X - title

fAN ENgAgEMENT

STADIUM EXPERIENCE

in-house ticketing

fan memberships

fAN MANAgEMENT CRM

fan centralization

NOThINg

COLLEgEfOOTBALL NfL

EUROPEAN SOCCER/MLS NBA MLB

TRADITIONAL ENGAGEMENTS PRODUCT SET

STADIUM EXPERIENCE

MEMBERShIP & SUBSCRIPTIONS

IN-hOUSE TICKETINg

fREEMIUM MODEL

SOCIAL COMMERCE

fAN MANAgEMENT CRM

fANShIP

REvENUE TO CLIENTS

CLIENT STICKINESS

pg 6 - Business Model-1

INTEGRATEDEXECUTION

TECHNOLOGY

SHARED RISK/REWARD

BUSINESS MODEL

• experienced, diverse team

• marketing

• digital media know-how

• proprietary

• cloud-based

• rapid implementation

• proven • minimal upfront Investment

• aligned goals

• Revenue Sharing

pg 7 - Business Model-2

Proposeidea

programdevelopment

testing & proof ofproduct

implement

INTEGRATEDEXECUTION marketing

digital media know-how

experienced & diverse team

BUSINESS MODEL: INTEgRATED SOLUTION

pg 8 - Business Model-3

TECHNOLOGY

programdevelopment

testing & proof ofproduct

implement

proprietary cloud-based

proven

rapid implementation

BUSINESS MODEL: TEChNOLOgy

pg 9 - Business Model-4

SHARED RISK,

sharedREWARD

Low barrierto entry

splitrenvenue

minimal upfrontclient investment

revenue sharing

aligned goals

BUSINESS MODEL: ShARED RISK, ShARED REWARD

TEChNOLOgy

pg 10 - Technology

clubhouseevents

WEB STORE

Tools coded on open source platform

PROvEN

10 years in development

Web

por

tal

e-commerce

loyalty & member programs

social media

TICKETINg

events/experience

COMPETITivE LANDSCAPE

pg 14 - Competition

XX XFragmentedX

XX XLoWXincomeXtoXcLubXoWnersXXX

XX XstrategicXbarrierXForXFragmentedXpLayersXXXX

BOOST3 IS IDEALLy POSITIONED tO SELL TO STRATEgIC BUyERS IN ANy of ThEse 3 COMPETITIvE AREAS

DIgITAL AgENCIES

Information & communication technologies

Technology, networks and Services

Revenue Model

pg X - Revenue Model

Catagorey Type Description Charge Basis of Justification Revenue Path Client Perception Example

Platform Fees (Membership& Affinity // Social Hub)

Registration Fee Users register onthe site. $0.35 /Reg User Customer acquisition fee Processing Fee Low Visibility Data Analytic Fees

Membership Fee Online membershipprograms (expand) $49.95/year

90% or all parallel membershipprograms charge between$24.99 and $49.99 / year

Revenue Sharing High Visibility Website Membership

Annual Card FeeAffinity card with

benefits and perks.(expand)

$3-5/memberMembers of affinity groups have

a strong preference formembership cards.

Revenue Sharing High Visibility CardholderMembership

Transactions Fees

Transaction Fee Current ticket feeeliminated $2.50/ticket Replace Tickemaster with in-

house ticketing system Revenue Sharing High Visibility Event Tickets

Processing Fee Exchange fees foreCommerce $0.05/sale Standard fee with low visibility Processing Fee Low Visibility eCommernce

Future Development Mobile Apps $4.99/member Mobile apps will drive increasedfan activity Revenue Sharing Med Visibility News and Social Media

Platform

Consulting Fees(Customization)

Project ManagementIncluded instandard

engagement

One-off charge /Retainer

Reasonable fee to cover baseoperating costs

Upfront / On -GoingFees

Premium serviceat minimal cost -

Custom SoftwareDevelopment

Client drivenenhancements

One-off charge /Retainer Responding to client requests Upfront / On -Going

FeesPremium serviceat minimal cost

Add widget, game,sweepstakes, etc.

Periodic Maintenance& Customization

Internally drivenupkeep and

improvements

One-off charge /Retainer

Provide stable and improvingplatform

Upfront / On -GoingFees

Premium serviceat minimal cost

Increase system speed,upgrade software toaccommodate new

technology

pg X - Client Revenue-1

REvENUE TO OUR CLIENTS

TechnologyThe technology in Boost3’s platform is the tool that will drive efficiency, understanding your fans, and generating revenue.

EfficiencyReduce fees paid to TicketMaster

Reduce IT costs with Software-as-a-Service (SaaS) Solutions, as much as 75%

fanshipUnderstanding your fans will help you...

Increase online & offline sales by targeting sales

Target your upselling through the customer’s channel of choice

pg X - Client Revenue-2

how much money can Boost3’s

platform make for it’s clients?

EXAMPLE: KANSAS CITy ChIEfS revenueXoverX1Xyear

realizedXXthroughXX

savingsXandXXnewXrevenue

Products upsold through relevant media and based

on detailed fan data

Using most effective communication methods

Greater fan knowledge can increase e-Shop sales by a minimum

of 15% annual increase

Reduced ticket fees by $7 per ticket savings (ref: TicketMaster)

Greater loyalty which increases demand for membership programs

Combining ON and OFFLINE

channels

Web portals reduce transaction costs

Higher advertising revenue

TEChNOLOgy EffICIENCy fANShIP

Online Advertising Sponsorship

eCommerce

Reduced Ticket fees

Membership & Affinity$5.6 Million

$5.1 Million

$500,000

$375,000

$11.6 MillionTOTAL

Bob BoydManaging DirectorBob is a senior executive and entrepreneur having successfully spun-off and/or launched four business units/companies previous to founding Boost3. He is a leading innovator in technology, telecommunications and network ventures. He has over 20 years of global expertise with such companies as General Electric and UPC (Liberty Media). Bob is an experienced entrepreneur taking a company from startup to exit in 2 years in his first venture.

Alexander van der Laan Chief Technology OfficerAlexander brings proven technology platforms together and is a renown visionary of SaaS (Software as a Service). He has more than 20 years experience in software development, application architecture and infrastructure designs. Alexander was senior architect for major projects at ABN AMRO bank, Citibank, Rabobank, Postkantoren, Relan and Fortis.

Mylena Pierremont Chief Marketing OfficerMylena is a senior marketing executive at the apex of Digital (internet) and Fast Moving Consumer Goods (FMCG). She is a seasoned global brand marketer with over 20 years experience at P&G, COTY, Lycos (internet Portal), and Royal Philips where she held executive positions.

John hughes vP, Product Marketing & ManagementJohn has 17 years of product marketing & management experience in the software industry. Most recently at Comverse, he held senior positions in marketing, product management & partner development. He landed at Comverse when he sold it an enterprise software company he founded, Netonomy, where he was EVP of marketing & business development. Prior to Netonomy, John held product management positions at Business Objects and Oracle.

Bob Palladino Chief fINANCIAL OfficerBob is currently part-time CFO of PatientsLikeMe.com, a startup company similar to Boost3. There he assisted in all financial turnaround and Series B and C rounds of funding. Bob previously held CFO and other financial positions in pharmaceuticals including Sepracor and others.

meet ThE BOOST3 TEAM

pg 15 - Management Team

Sales pipeline

pg X - Sales Pipeline

smart marketing platforms

sports marketing

organizationsentertainment organizations

digital agencies

Customer Portfolio Solutions

sports brands consumer brands entertainment brands

agencies

MARKETINg & SALES

pg 11 - Marketing & Sales-1

IN-hOUSE & EXPERIENCEDPERSONNEL

IN ThE NEThERLANDS

PREfERRED PARTNERS

NEW vERTICALS

REgIONAL SALES STAff

2011 2012 2013 2014 2015

60

45

30

15

0

DEMONSTRATE SUCCESS

LEvERAgE PARTNERS

EXPLOIT vERTICALS

AggRESSIvE EXPANSION

num

ber

of c

lien

ts (t

eam

s /

corp

orat

e sp

onso

rs)

AggRESSIvE gROWTh WhILE LEvERAgINg

vAriable cost/revenue

Q311(today)

Key growth Catalysts

pg 12 - Marketing & Sales-2

1Sticky ClientsIt makes sense that clients will continue to engage Boost3. We will organically become a critical part of their clients’ team.

RESULT:High client retention will require minimal sales and marketing resources. Therefore, available resources can be directed to new client growth.

2Success will Breed SuccessNew clients within Industry groups will engage Boost3. With no other companies providing the same full-service offering, they will quickly embrace Boost3 and or proactively request their services. Additionally, Boost3 will typically avoid competing in an RFP bidding process.

RESULT:Boost3 will be able to grow rapidly and early after successful engagements. Example: NFL

3Strategic RelationsBoost3 leadership has close relationships inside the sports industry.

RESULT:There will be few barriers to access potential clients and gain a receptive audience.

financial projections

pg X - Financial Projections

pg 17 - Risk & Countermeasure

Employees sign non-competes

Investors sign NDA’s

Current potential competitors are ill-suited to replicate Boost3’s business model

Industry is eager to develop additional revenue sources with little up-front investment

Potential have expressed strong interest

Technology has been developed over a long period of time

Technology is already proven

New code undergoes rigorous quality control

Sports & Entertainment is virtually recession proof

When slowdown occurs, clients will be more eager to engage Boost3

Clients have already engaged Boost3

Consumers habits are not significantly different

New EntrantsBoost3 faces new competition in the market

Slow AdoptionIndustry does not find Boost3’s value proposition compelling

Industry SlowdownSports and Entertainment contracts, thus reducing Boost3’s revenue generating ability

European model doesn’t work in USThe program that gave Boost3 success in European is ineffective in the US

faulty TechnologyBoost3’s technology fails to deliver as promised

IDENTIfIED RISKRISK

COUNTERMEASURE

PROJECTIONS & MILESTONES

pg 16 - Projections & Milestones

Putting your money to work and delivering

results

Year 2011 2012 2013 2014 2015Business Direction

Focus Demonstrate Success Leverage Partners Exploit Verticals Aggressive Expansion Growth In-House + The

Netherlands Preferred Partners New Verticals Regional Sales Staff

Engagement Count Sports Teams and Events 2 7 15 20 25Corporate Sponsors 0 3 9 16 25Consumer Fans 50k 150k 300k 600K 1mmPaid Subscribers 0k 75k 150k 250k 400k

Financial Capital Requirement $1mm Seed Round $2mm Series A Round Revenue $110k $5.6mm $20.5mm $42.6mm $59.6mmNet Income ($407k) $690k $7.67mm $20.7mm $30.1mmInvestor Expectation Dividend Investment Return –

30X to Series AUse of Funds Sales: Land 4 Clients

Tech: Deliver PaaS solution/Make enhancements

Sales: Hire small sales staffTech: Increase product features & capabilities

fINANCINg AND USE Of fUNDS

pg X - Sources & Uses (financing & use of funds)

$1MM Convertible NoteX» $460XhasXaLreadyXbeenXcLosedX(angeLsXandXFounders)

$2MM through customer partnerships and venture capital

Use of ProceedsX» commerciaLizedXprojectsXForXexistingXandXidentiFiedXcustomers

X» buiLdXneWXconceptsXandXpLatFormsXWithXneWXbrands,XWorLdWideXandXWithinXsegments.

X» FundXcorporateXandXregionaLXoverheadXandXexpenses

X» repLicateXexistingXpLatFormsXWithXneWXbrands,XWorLdWideXandXWithinXsegments

return on your investment

pg X - Return on Investment

Round 1 Investors: $2 Million

Projection for company sales: 4-6 years

Assumptions: (Not actually on slide)X» investorsXoWnX50%XoFXcompanyX

X» askingXForX$2XmiLLionXinvestment

X» aLreadyXraisedX$1XmiLLionXinvestment

X» initiaLXstart-upXvaLueXisX$6XmiLLion

5 year Investor ROI ScenariosX» LaggingXprojectionsXX(30%XLag)

X» expectedXprojection

X» aggressiveXprojectionsX(30%Xaggressive)

pg 19 - Thank You

thankXyou