1. "...Simplicity is hardest to achieve when a designer opts for innovation in his craft..."

2. BUSINESS PLAN PRESENTATION 3. Luxury Ready-to-Wear 1305 Beacon Cove Lane Powder Springs, GA 30127 +1.323.207.0791 +1.323.347.1126 Hermel.Delor@gmail.com Business Plan of HERM EL D ELOR The Designers & Associates of the Project are: Mr. Yves Camille DELTOR & Mrs. Valerie LAGADEC DELTOR 4. INTRODUCTION HERMEL DELOR LLC Venture-backed apparel business Headquarters in Los Angeles, CA Manufacturing in New York City Los Angeles, CA 4 5. MISSION With this Business Plan, HERMEL DELOR seeks to raise Equity Investment to: Fulfill the need of major retailers worldwide Develop HERMELs operations Establish a reputable storefront Further develop the business: Infrastructure Internal systems Products and Services Extensive marketing Geographic positioning Based upon conservative market growth projection, once startup funding is secured, HERMEL expects to generate healthy sales in Fiscal Years 1-5 $0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000 Thousands Sales Year 1 Year 2 Year 3 Year 4 Year 5 6. MISSION Initial round of equity investment of 560K USD to work on: Product Development Marketing Publicity Inventory Domestic & Foreign Penetration Another Round of 1.5M USD For the creation of a flagship ready-to-wear and ready-to- measure Store HERMEL seeks to secure: 7. MISSION Other financing options to include: Factoring Purchase order financing when necessary Line of Credit. HERMEL seeks to secure: 8. MISSION Sales 15.64M USD Turnovers 10.79M USD Gross Margins 7.74M USD Total Expenses 4.24M USD Retained Earnings 6.73M USD or Earning per Share of 23,540.48 USD 560K USD invested for a 30% Slice yields 2.02M USD or a ROI of 3.60 $0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000 Thousands Year 5 Projections Return on Investment Sales Turnovers Gross Margin Total Expenses Retained Earnings 30% Slice Equity Based on our conservative estimates, we propose an exit strategy after 5 years based on: 9. BUSINES`S CONCEPT Create Hi-End, accessible price point luxury ready-to- wear & other apparel & Accessories Initial Target Clientele: 9 25-50 years old On top of trends A discerning eye for fashion & good taste Looking for some originality, Fond of luxury & timeless elegance willing to spend large sums for her wardrobe. 10. BUSINESS CONCEPT Exude HERMEL DELORs sensibilities of: Sensuality Style Grace 10 Products must 11. Maintain HERMELs requirements of: Superior quality Perfect fit. 11 BUSINESS CONCEPT Products must 12. MISSION'S INITIAL GOAL 2 Women Ready-to-Wear Collections/year: 12 WEEKEND-WEAR Casual Elegance 13. 13 DAY-WEAR Dresses, suits, sportswear MISSION'S INITIAL GOAL 2 Women Ready-to-Wear Collections/year: WEEKEND-WEAR Casual Elegance 14. 14 EVENING-WEAR Elevated Dresses DAY-WEAR Dresses, suits, sportswear MISSION'S INITIAL GOAL 2 Women Ready-to-Wear Collections/year: WEEKEND-WEAR Casual Elegance 15. MISSION'S INITIAL GOAL 15 Sell to Multi-brand Luxury DEPARTMENT STORES 16. MISSION'S INITIAL GOAL 16 DEPARTMENT STORES Macys Sell to Multi-brand Luxury 17. 17 DEPARTMENT STORES Macys Bloomingdale's MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 18. 18 DEPARTMENT STORES Macys Bloomingdale's Nordstrom's MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 19. 19 DEPARTMENT STORES Macys Bloomingdale's Nordstrom's Le Bon March MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 20. 20 DEPARTMENT STORES Macys Bloomingdale's Nordstrom's Le Bon March Les Galeries Lafayette MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 21. 21 DEPARTMENT STORES Macys Bloomingdale's Nordstrom's Le Bon March Les Galeries Lafayette Le Printemps MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 22. DEPARTMENT STORES Macys Bloomingdale's Nordstrom's Le Bon March Les Galeries Lafayette Le Printemps Harrods 22 MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 23. SPECIALTY STORES MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 24. Barneys SPECIALTY STORES MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 25. Barneys Neiman Marcus SPECIALTY STORES MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 26. Barneys Neiman Marcus SPECIALTY STORES MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 27. Barneys Neiman Marcus Bergdorf Goodman SPECIALTY STORES MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 28. Barneys Neiman Marcus Bergdorf Goodman SPECIALTY STORES MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 29. Barneys Neiman Marcus Bergdorf Goodman Saks Fifth Avenue SPECIALTY STORES MISSION'S INITIAL GOAL Sell to Multi-brand Luxury 30. 30 Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 31. 31 USA Fred Segal Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 32. 32 USA Fred Segal Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 33. 33 USA Fred Segal Intermix Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 34. 34 USA Fred Segal Intermix Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 35. 35 USA Fred Segal Intermix The Webster Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 36. 36 USA Fred Segal Intermix The Webster Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 37. 37 USA Fred Segal Intermix The Webster EUROPE Colette Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 38. 38 USA Fred Segal Intermix The Webster EUROPE Colette LEclaireur Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 39. 39 USA Fred Segal Intermix The Webster EUROPE Colette LEclaireur MAPP Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 40. 40 USA Fred Segal Intermix The Webster EUROPE Colette LEclaireur MAPP Le Dixieme Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 41. 41 USA Fred Segal Intermix The Webster EUROPE Colette LEclaireur MAPP Le Dixieme Montaigne Market Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 42. 42 USA Fred Segal Intermix The Webster EUROPE Colette LEclaireur MAPP Le Dixieme Montaigne Market Sell to Multi-brand Luxury Boutiques: MISSION'S INITIAL GOAL 43. MISSION'S INITIAL GOAL 43 Sell to Reputed Fashion e-Commerce Portals 44. 44 OpeningCeremony.us LaGarconne.com ModaOperandi.com ModeWalk.com Net-A-Porter.com RUELALA.COM yoox.com ShopBop.com sense.com ShopStyle.com FarFetch.com MISSION'S INITIAL GOAL Sell to Reputed Fashion e-Commerce Portals 45. MISSIONS SHORT-TERM GOAL Create a sustainable business model 45 More deliveries as cash flow and/or financing enables Build a worldwide brand by expanding HERMEL DELOR mostly through licensing to other expert producers, into: Handbags & small leather goods, Accessories, footwear, Jeans-wear, intimates, jewelry, Cosmetics and fragrances, eyewear, Home furniture & bedding accessories. 46. Attract distributors worldwide. As HERMEL DELOR brand more recognizable,... Create various collections for: 46 MISSIONS LONG-TERM GOAL 47. Attract distributors worldwide. As HERMEL DELOR brand more recognizable,... Create various collections for: Children 47 MISSIONS LONG-TERM GOAL 48. Attract distributors worldwide. As HERMEL DELOR brand more recognizable,... Create various collections for: Children Men Other diffusion lines 48 MISSIONS LONG-TERM GOAL 49. To capitalize on immense personal investment made into: Positioning HERMEL DELOR with right network of partners: Public/media relations Model Agencies Manufacturing Distributing Fashion journalists Whos who of stylists Celebrities 49 MISSIONS LONG-TERM GOAL 50. MISSIONS LONG-TERM GOAL Over the next five years, to focus on 50 51. MISSIONS LONG-TERM GOAL Over the next five years, to focus on 51 Establish itself as a global leader 52. MISSIONS LONG-TERM GOAL Over the next five years, to focus on 52 Establish itself as a global leader Establishing sound development practices 53. MISSIONS LONG-TERM GOAL Over the next five years, to focus on 53 Establish itself as a global leader Establishing sound development practices 54. MISSIONS LONG-TERM GOAL Over the next five years, to focus on 54 Establish itself as a global leader Establishing sound development practices Attracting quality manufacturing partners 55. MISSIONS LONG-TERM GOAL Over the next five years, to focus on 55 Establish itself as a global leader Establishing sound development practices Attracting quality manufacturing partners 56. MISSIONS LONG-TERM GOAL Over the next five years, to focus on 56 Establish itself as a global leader Establishing sound development practices Attracting quality manufacturing partners Creating an efficient distribution process 57. MISSIONS LONG-TERM GOAL Over the next five years, to focus on 57 Establish itself as a global leader Establishing sound development practices Attracting quality manufacturing partners Creating an efficient distribution process 58. Establish HERMEL DELOR as a global leader 58 LONG-TERM GOAL - KEY TO SUCESS 59. Focus & display extraordinary competence and intelligent foresight. Establish HERMEL DELOR as a global leader 59 LONG-TERM GOAL - KEY TO SUCESS 60. Focus & display extraordinary competence and intelligent foresight. Establish HERMEL DELOR as a global leader 60 LONG-TERM GOAL - KEY TO SUCESS 61. Focus & display extraordinary competence and intelligent foresight. Become an industry leader in the branded high-end apparel industry LONG-TERM GOAL - KEY TO SUCESS Establish HERMEL DELOR as a global leader 61 62. Focus & display extraordinary competence and intelligent foresight. Become an industry leader in the branded high-end apparel industry. Not be slated as a Young Designer. Establish HERMEL DELOR as a global leader 62 LONG-TERM GOAL - KEY TO SUCESS 63. Focus & display extraordinary competence and intelligent foresight. Become an industry leader in the branded high-end apparel industry. Not be slated as a Young Designer. 1st collection should set minimum standard for growth. Establish HERMEL DELOR as a global leader 63 LONG-TERM GOAL - KEY TO SUCESS 64. Focus & display extraordinary competence and intelligent foresight. Become an industry leader in the branded high-end apparel industry. Not be slated as a Young Designer. 1st collection should set minimum standard for growth. Build a brand as "High-End" as Giorgio Armani or Christian Dior. Establish HERMEL DELOR as a global leader 64 LONG-TERM GOAL - KEY TO SUCESS 65. Focus & display extraordinary competence and intelligent foresight. Become an industry leader in the branded high-end apparel industry. Not be slated as a Young Designer. 1st collection should set minimum standard for growth. Build a brand as "High-End" as Giorgio Armani or Christian Dior. Avoid new product cannibalization. Establish HERMEL DELOR as a global leader 65 LONG-TERM GOAL - KEY TO SUCESS 66. Focus & display extraordinary competence and intelligent foresight. Become an industry leader in the branded high-end apparel industry. Not be slated as a Young Designer. 1st collection should set minimum standard for growth. Build a brand as "High-End" as Giorgio Armani or Christian Dior. Avoid new product cannibalization. Establish HERMEL DELOR as a global leader 66 LONG-TERM GOAL - KEY TO SUCESS 67. Focus & display extraordinary competence and intelligent foresight. Become an industry leader in the branded high-end apparel industry. Not be slated as a Young Designer. 1st collection should set minimum standard for growth. Build a brand as "High-End" as Giorgio Armani or Christian Dior. Avoid new product cannibalization. Offer more choices of sizes & gradations LONG-TERM GOAL - KEY TO SUCESS Establish HERMEL DELOR as a global leader 67 68. Maintain updated e-commerce site for HERMEL DELOR. LONG-TERM GOAL - KEY TO SUCESS Establish HERMEL DELOR as a global leader 68 69. Maintain updated e-commerce site for HERMEL DELOR. LONG-TERM GOAL - KEY TO SUCESS Establish HERMEL DELOR as a global leader 69 70. Maintain updated e-commerce site for HERMEL DELOR. Open own flagship store. LONG-TERM GOAL - KEY TO SUCESS Establish HERMEL DELOR as a global leader 70 71. Maintain updated e-commerce site for HERMEL DELOR. Open own flagship store. Establish & commit to "best practices" in all significant business processes, incl. ethical production practices (no child labor), through extensive training programs, tools, measurement, and sophisticated self-assessment reporting systems LONG-TERM GOAL - KEY TO SUCESS Establish HERMEL DELOR as a global leader 71 72. Maintain updated e-commerce site for HERMEL DELOR. Open own flagship store. Establish & commit to "best practices" in all significant business processes, incl. ethical production practices (no child labor), through extensive training programs, tools, measurement, and sophisticated self-assessment reporting systems. Create, nurture, & enhance customer relationships through problem & opportunity awareness, assessment of desired goals & results, and through routines and communications that constantly reinforce target relationships. Establish HERMEL DELOR as a global leader 72 LONG-TERM GOAL - KEY TO SUCESS 73. Reduced consumer confidence post 9/11/2001. With declining sales in apparel industry, Men's wear demand more elastic than women's. Apparel market positive due to industry immensity & strength. New manufacturers extra-prudent & prepared to ... Make greater investments in promotions & resources to Do observation visits Conduct preliminary market tests Increase visibility w/ trade shows & other activities Use specialized brokers to boost success. MARKET SUMMARY (Source: Statistics from the U.S. Dept. of Commerce) 74. U.S. made textiles & apparel present in 15 largest export markets for U.S. Total U.S. Women's Clothing Shipments: $14.767 billion Imports at $8.1 billion Exports at $647 million. Haute Couture clothes for sales domestic & export. Global economic growth provides U.S. firms with greater opportunities to New markets & customers Expand businesses Diversify client base MARKET SUMMARY (Source: Statistics from the U.S. Dept. of Commerce) 75. Exports growing rapidly, even though at lower levels New potential partners & opportunities for U.S. firms attributed to numerous factors: Recently-signed Free Trade Agreements with the U.S. Economic development Textiles/Apparel customers/supply chain increasingly global Total exports increased in 2010 to 19.7 billion. 1st half of 2011 -- 20% increase in U.S. Exports compared to 2nd half of 2010 YTD. Foreign markets rebound & increase textiles & apparel purchases. MARKET SUMMARY (Source: Statistics from the U.S. Dept. of Commerce) 76. (According to an article from Reuters, republished by FashionMag.com, dated March 14, 2013) Wave of investor interest in new labels w/ potential to become global brands. Most interest in investing in fashion brands since the late 1990s early 2000s. ... Latest trend in fashion find a promising niche label that has no history but plenty of imagination...,. ... Demand for luxury goods Strengthening further in markets like China & the U.S., Especially for the kind of fresh looks that only new blood[/young designers] can create... MARKET SUMMARY 77. ... People taking comfort in luxury goods sector's track record and growth prospects, encouraging them even more to invest in young niche fashion brands... ... There is money to invest in fashion There has been a rise in interest in small brands ... Appetite for niche labels instead of megabrands w/ slowing sales in recent quarters, i.e. Gucci, Louis Vuitton ... Investments in fashion labels at the early stage of a brand's development to lock-in the talent give the brand a strong start.... (According to an article from Reuters, republished by FashionMag.com, dated March 14, 2013) MARKET SUMMARY 78. London-based investment banker: ... At an early stage, what the investor is buying is the brand's growth potential and its notoriety, as it will take several years before it makes a profit as start-up costs are huge these costs usually ranged from 10 to 20 million euros. Renzo Rosso, CEO of OTB, (owner of Diesel, investor in Maison Martin Margiela, Viktor & Rolf, Marni): ... valuations of young brands, most of them loss-making, range between 1 & 3x sales, depending on their maturity, compared with a ratio of 2-3x at listed luxury groups such as LVMH Big groups certainly have the means to afford investments in upcoming talents, also to get them ready for important future assignments and ambitious development plans." "... constantly looking for upcoming talents to grow" (According to an article from Reuters, republished by FashionMag.com, dated March 14, 2013) MARKET SUMMARY 79. Old trend was to resurrect old names & invest in new brands at a much later stage of their development. Marc Jacobs & Donna Karan, founded in 1984 acquired more than a decade later by LVMH Alexander McQueen, created in 1992 PPR, in 2000 bought controlling stake, w/ sales risen 12x to more than 100M euros. Global luxury sales tenacious in defiance of economic shocks 10%, last year, to expand 7-8% in 2013. LVMH, PPR & Richemont (World's top three luxury groups) Cash-rich competing with private equity & individual investors for acquisitions. Didier Grumbach, president of the French Fashion Federation: There is a desire to invest in risk that did not exist five years ago." (According to an article from Reuters, republished by FashionMag.com, dated March 14, 2013) MARKET SUMMARY 80. COMPETITION Highly competitive environment with well established houses USA Calvin Klein, Proenza Schouler, Alexander Wang, The Row EUROPE Giorgio Armani, Jil Sander, Lanvin, Prada and Haider Ackermann With substantially more financial resources Able to obtain larger spaces in stores More ambitious advertising budget & higher sales margin. 81. COMPETITIVE ADVANTAGE Driven by an ideal image of women European & American designers often ignore the great diversity of existing morphology HERMEL to fill this void with more sizes & gradations a personalized ready-to-measure service to best meet the silhouette of each to ensure the best fit Each client Becomes "the One Is the focus of attention 82. COMPETITORS PRICING BY CLOTHING TYPES (Source: Net-A-Porter.com, January 2013) Pants from $0 $500 $1,000 $1,500 $2,000 Givenchy Ralph Lauren Collections Stella McCartney Gucci Stella McCartney Hermel Delor 83. COMPETITORS PRICING BY CLOTHING TYPES Givenchy (Source: Net-A-Porter.com, January 2013) Pants from $0 $500 $1,000 $1,500 Givenchy . . . . Hermel Delor 84. COMPETITORS PRICING BY CLOTHING TYPES Givenchy Ralph Lauren Collections (Source: Net-A-Porter.com, January 2013) Pants from $0 $500 $1,000 $1,500 $2,000 Givenchy Ralph Lauren Collections . . . . 85. COMPETITORS PRICING BY CLOTHING TYPES Givenchy Ralph Lauren Collections Stella McCartney (Source: Net-A-Porter.com, January 2013) Pants from $0 $500 $1,000 $1,500 $2,000 Givenchy Ralph Lauren Collections Stella McCartney . . . 86. COMPETITORS PRICING BY CLOTHING TYPES Givenchy Ralph Lauren Collections Stella McCartney Gucci (Source: Net-A-Porter.com, January 2013) Pants from $0 $500 $1,000 $1,500 $2,000 Givenchy Ralph Lauren Collections Stella McCartney Gucci . . 87. COMPETITORS PRICING BY CLOTHING TYPES Givenchy Ralph Lauren Collections Stella McCartney Gucci Stella McCartney (Source: Net-A-Porter.com, January 2013) Pants from $0 $500 $1,000 $1,500 $2,000 Givenchy Ralph Lauren Collections Stella McCartney Gucci Stella McCartney . 88. COMPETITORS PRICING BY CLOTHING TYPES Givenchy Ralph Lauren Collections Stella McCartney Gucci Stella McCartney (Source: Net-A-Porter.com, January 2013) Range: 800 1,700 USD Pants from HERMEL DELORs Pants average at 1,240 USD $0 $500 $1,000 $1,500 $2,000 Givenchy Ralph Lauren Collections Stella McCartney Gucci Stella McCartney Hermel Delor 89. Skirts from COMPETITORS PRICING BY CLOTHING TYPES (Source: Net-A-Porter.com, January 2013) $0 $0 $0 $0 $0 $0 . . . . . . HUNDREDS 90. Skirts from COMPETITORS PRICING BY CLOTHING TYPES Yves Saint Laurent (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 Yves Saint Laurent . . . . . HUNDREDS 91. Skirts from COMPETITORS PRICING BY CLOTHING TYPES Yves Saint Laurent Jil Sander (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 Yves Saint Laurent Jil Sander . . . . HUNDREDS 92. Skirts from COMPETITORS PRICING BY CLOTHING TYPES Yves Saint Laurent Jil Sander The Row (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 Yves Saint Laurent Jil Sander THE ROW . . . HUNDREDS 93. Skirts from COMPETITORS PRICING BY CLOTHING TYPES Yves Saint Laurent Jil Sander The Row Jil Sander (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 Yves Saint Laurent Jil Sander THE ROW Jil Sander . . HUNDREDS 94. Skirts from COMPETITORS PRICING BY CLOTHING TYPES Yves Saint Laurent Jil Sander The Row Jil Sander Altuzzara (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 Yves Saint Laurent Jil Sander THE ROW Jil Sander Altuzzara . HUNDREDS 95. Skirts from COMPETITORS PRICING BY CLOTHING TYPES Yves Saint Laurent Jil Sander The Row Jil Sander Altuzzara HERMEL DELORs skirts average at 1,078 USD. (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 Yves Saint Laurent Jil Sander THE ROW Jil Sander Altuzzara Hermel Delor HUNDREDS Range: 800 1,500 USD 96. Blouses from COMPETITORS PRICING BY CLOTHING TYPES (Source: Net-A-Porter.com, January 2013) $0 $0 $0 $0 $0 $0 . . . . . . HUNDREDS 97. Blouses from COMPETITORS PRICING BY CLOTHING TYPES Maison Martin Margiela (Source: Net-A-Porter.com, January 2013) $0 $2 $4 $6 $8 $10 Maison Martin Margiela . . . . . HUNDREDS 98. Blouses from COMPETITORS PRICING BY CLOTHING TYPES Maison Martin Margiela Stella McCartney (Source: Net-A-Porter.com, January 2013) $0 $2 $4 $6 $8 $10 Maison Martin Margiela Stella McCartney . . . . HUNDREDS 99. Blouses from COMPETITORS PRICING BY CLOTHING TYPES Maison Martin Margiela Stella McCartney Armani Collezioni . . (Source: Net-A-Porter.com, January 2013) $0 $2 $4 $6 $8 $10 Maison Martin Margiela Stella McCartney Armani Collezioni . . . HUNDREDS 100. Blouses from COMPETITORS PRICING BY CLOTHING TYPES Maison Martin Margiela Stella McCartney Armani Collezioni Stella McCartney . (Source: Net-A-Porter.com, January 2013) $0 $2 $4 $6 $8 $10 $12 Maison Martin Margiela Stella McCartney Armani Collezioni Stella McCartney . . HUNDREDS 101. Blouses from COMPETITORS PRICING BY CLOTHING TYPES Maison Martin Margiela Stella McCartney Armani Collezioni Stella McCartney Lanvin (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 Maison Martin Margiela Stella McCartney Armani Collezioni Stella McCartney LANVIN . HUNDREDS 102. Blouses from COMPETITORS PRICING BY CLOTHING TYPES Maison Martin Margiela Stella McCartney Armani Collezioni Stella McCartney Lanvin HERMEL DELORs blouses average at 1,046 USD. Range between: 695 1,565 USD (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 Maison Martin Margiela Stella McCartney Armani Collezioni Stella McCartney LANVIN Hermel Delor HUNDREDS 103. Blazers and Jackets from COMPETITORS PRICING BY CLOTHING TYPES (Source: Net-A-Porter.com, January 2013) $0 $0 $0 $0 $0 $0 . . . . . . HUNDREDS 104. Blazers and Jackets from COMPETITORS PRICING BY CLOTHING TYPES Jil Sander (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 $25 Jil Sander . . . . . HUNDREDS 105. Blazers and Jackets from COMPETITORS PRICING BY CLOTHING TYPES Jil Sander Donna Karan (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 $25 Jil Sander Donna Karan . . . . HUNDREDS 106. Blazers and Jackets from COMPETITORS PRICING BY CLOTHING TYPES Jil Sander Donna Karan Armani Collezioni (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 $25 Jil Sander Donna Karan Armani Collezioni . . . HUNDREDS 107. Blazers and Jackets from COMPETITORS PRICING BY CLOTHING TYPES Jil Sander Donna Karan Armani Collezioni Alexander McQueen (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 $25 Jil Sander Donna Karan Armani Collezioni Alexander McQueen . . HUNDREDS 108. Blazers and Jackets from COMPETITORS PRICING BY CLOTHING TYPES Jil Sander Donna Karan Armani Collezioni Alexander McQueen Moschino (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 $25 Jil Sander Donna Karan Armani Collezioni Alexander McQueen Moschino . HUNDREDS 109. Blazers and Jackets from COMPETITORS PRICING BY CLOTHING TYPES Jil Sander Donna Karan Armani Collezioni Alexander McQueen Moschino HERMEL DELORs blazers & jackets average at 2,073 USD Range between: 1,530 2,495 USD (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 $25 Jil Sander Donna Karan Armani Collezioni Alexander McQueen Moschino Hermel Delor HUNDREDS 110. COMPETITORS PRICING BY CLOTHING TYPES Tailored/Work Dresses from (Source: Net-A-Porter.com, January 2013) $0 $0 $0 $0 $0 $0 . . . . . . HUNDREDS 111. Christian Dior COMPETITORS PRICING BY CLOTHING TYPES Tailored/Work Dresses from (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 $25 Christian Dior . . . . . HUNDREDS 112. Christian Dior Proenza Schouler COMPETITORS PRICING BY CLOTHING TYPES Tailored/Work Dresses from (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 $25 $30 Christian Dior Proenza Schouler . . . . HUNDREDS 113. Christian Dior Proenza Schouler Giorgio Armani COMPETITORS PRICING BY CLOTHING TYPES Tailored/Work Dresses from (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 $25 $30 Christian Dior Proenza Schouler Giorgio Armani . . . HUNDREDS 114. Christian Dior Proenza Schouler Giorgio Armani Valentino COMPETITORS PRICING BY CLOTHING TYPES Tailored/Work Dresses from (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 $25 $30 Christian Dior Proenza Schouler Giorgio Armani Valentino . . HUNDREDS 115. Christian Dior Proenza Schouler Giorgio Armani Valentino Alexander McQueen COMPETITORS PRICING BY CLOTHING TYPES Tailored/Work Dresses from (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 $25 $30 Christian Dior Proenza Schouler Giorgio Armani Valentino Alexander McQueen . HUNDREDS 116. Christian Dior Proenza Schouler Giorgio Armani Valentino Alexander McQueen COMPETITORS PRICING BY CLOTHING TYPES Tailored/Work Dresses from HERMEL DELORs Tailored/Work Dresses average at 2,545 USD. Range between: 1,545 2,980 USD (Source: Net-A-Porter.com, January 2013) $0 $5 $10 $15 $20 $25 $30 Christian Dior Proenza Schouler Giorgio Armani Valentino Alexander McQueen Hermel Delor HUNDREDS 117. COMPETITORS PRICING BY CLOTHING TYPES Cocktail Dresses from (Source: Net-A-Porter.com, January 2013) $0 $0 $0 $0 $0 $0 . . . . . . . HUNDREDS 118. Proenza Schouler COMPETITORS PRICING BY CLOTHING TYPES Cocktail Dresses from (Source: Net-A-Porter.com, January 2013) $0 $10 $20 $30 $40 Proenza-Schouler . . . . . . HUNDREDS 119. Proenza Schouler Stella McCartney COMPETITORS PRICING BY CLOTHING TYPES Cocktail Dresses from (Source: Net-A-Porter.com, January 2013) $0 $10 $20 $30 $40 Proenza-Schouler Stella McCartney . . . . . HUNDREDS 120. Proenza Schouler Stella McCartney Roland Mouret COMPETITORS PRICING BY CLOTHING TYPES Cocktail Dresses from (Source: Net-A-Porter.com, January 2013) $0 $10 $20 $30 $40 Proenza-Schouler Stella McCartney Roland Mouret Stella McCartney Oscar de la Renta The Row Hermel Delor HUNDREDS 121. Proenza Schouler Stella McCartney Roland Mouret Stella McCartney COMPETITORS PRICING BY CLOTHING TYPES Cocktail Dresses from (Source: Net-A-Porter.com, January 2013) $0 $10 $20 $30 $40 Proenza-Schouler Stella McCartney Roland Mouret Stella McCartney . . . HUNDREDS 122. Proenza Schouler Stella McCartney Roland Mouret Stella McCartney Oscar de la Renta COMPETITORS PRICING BY CLOTHING TYPES Cocktail Dresses from (Source: Net-A-Porter.com, January 2013) $0 $10 $20 $30 $40 Proenza-Schouler Stella McCartney Roland Mouret Stella McCartney Oscar de la Renta . . HUNDREDS 123. Proenza Schouler Stella McCartney Roland Mouret Stella McCartney Oscar de la Renta The Row COMPETITORS PRICING BY CLOTHING TYPES Cocktail Dresses from (Source: Net-A-Porter.com, January 2013) $0 $10 $20 $30 $40 Proenza-Schouler Stella McCartney Roland Mouret Stella McCartney Oscar de la Renta The Row . HUNDREDS 124. Proenza Schouler Stella McCartney Roland Mouret Stella McCartney Oscar de la Renta The Row COMPETITORS PRICING BY CLOTHING TYPES Cocktail Dresses from HERMEL DELORs Cocktail Dresses average at 2,544 USD. Range between: 1,040 3,595 USD (Source: Net-A-Porter.com, January 2013) $0 $10 $20 $30 $40 Proenza-Schouler Stella McCartney Roland Mouret Stella McCartney Oscar de la Renta The Row Hermel Delor HUNDREDS 125. COMPETITORS PRICING BY CLOTHING TYPES Evening Dresses from (Source: Net-A-Porter.com, January 2013) $0 $0 $0 $0 $0 $0 . . . . . . THOUSANDS 126. Valentino COMPETITORS PRICING BY CLOTHING TYPES Evening Dresses from (Source: Net-A-Porter.com, January 2013) $0 $2 $4 $6 Valentino . . . . . THOUSANDS 127. Valentino Jason Wu COMPETITORS PRICING BY CLOTHING TYPES Evening Dresses from (Source: Net-A-Porter.com, January 2013) $0 $2 $4 $6 Valentino Jason Wu . . . . THOUSANDS 128. Valentino Jason Wu Alexander McQueen COMPETITORS PRICING BY CLOTHING TYPES Evening Dresses from (Source: Net-A-Porter.com, January 2013) $0 $2 $4 $6 Valentino Jason Wu Alexander McQueen . . . THOUSANDS 129. Valentino Jason Wu Alexander McQueen The Row COMPETITORS PRICING BY CLOTHING TYPES Evening Dresses from (Source: Net-A-Porter.com, January 2013) $0 $2 $4 $6 Valentino Jason Wu Alexander McQueen The Row . . THOUSANDS 130. Valentino Jason Wu Alexander McQueen The Row Roberto Cavalli COMPETITORS PRICING BY CLOTHING TYPES Evening Dresses from (Source: Net-A-Porter.com, January 2013) $0 $2 $4 $6 $8 Valentino Jason Wu Alexander McQueen The Row Roberto Cavalli . THOUSANDS 131. Valentino Jason Wu Alexander McQueen The Row Roberto Cavalli COMPETITORS PRICING BY CLOTHING TYPES Evening Dresses from HERMEL DELORs Evening Dresses average at 4,721 USD Range between: 2,590 6,125 USD (Source: Net-A-Porter.com, January 2013) $0 $2 $4 $6 $8 Valentino Jason Wu Alexander McQueen The Row Roberto Cavalli Hermel Delor THOUSANDS 132. COMPETITORS PRICING BY CLOTHING TYPES Gowns from $0 $0 $0 $0 $0 $0 . . . . . . . . . . . THOUSANDS (Source: Net-A-Porter.com, January 2013) 133. Naeem Khan COMPETITORS PRICING BY CLOTHING TYPES Gowns from $0 $2 $4 $6 $8 $10 Naeem Khan . . . . . . . . . . THOUSANDS (Source: Net-A-Porter.com, January 2013) 134. Naeem Khan Giambattista Valli COMPETITORS PRICING BY CLOTHING TYPES Gowns from $0 $2 $4 $6 $8 $10 Naeem Khan Giambattista Valli . . . . . . . . . THOUSANDS (Source: Net-A-Porter.com, January 2013) 135. Naeem Khan Giambattista Valli Carolina Herrera COMPETITORS PRICING BY CLOTHING TYPES Gowns from $0 $2 $4 $6 $8 $10 Naeem Khan Giambattista Valli Carolina Herrera . . . . . . . . THOUSANDS (Source: Net-A-Porter.com, January 2013) 136. Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta COMPETITORS PRICING BY CLOTHING TYPES Gowns from $0 $5 $10 $15 Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta . . . . . . . THOUSANDS (Source: Net-A-Porter.com, January 2013) 137. Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino COMPETITORS PRICING BY CLOTHING TYPES Gowns from $0 $5 $10 $15 Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino . . . . . . THOUSANDS (Source: Net-A-Porter.com, January 2013) 138. Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino Lanvin COMPETITORS PRICING BY CLOTHING TYPES Gowns from $0 $5 $10 $15 Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino Lanvin . . . . . THOUSANDS (Source: Net-A-Porter.com, January 2013) 139. Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino Lanvin Stella McCartney COMPETITORS PRICING BY CLOTHING TYPES Gowns from $0 $5 $10 $15 Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino Lanvin Stella McCartney . . . . THOUSANDS (Source: Net-A-Porter.com, January 2013) 140. Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino Lanvin Stella McCartney Elie Saab COMPETITORS PRICING BY CLOTHING TYPES Gowns from $0 $5 $10 $15 Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino Lanvin Stella McCartney Elie Saab . . . THOUSANDS (Source: Net-A-Porter.com, January 2013) 141. Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino Lanvin Stella McCartney Elie Saab Chado Ralph Rucci COMPETITORS PRICING BY CLOTHING TYPES Gowns from $0 $5 $10 $15 Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino Lanvin Stella McCartney Elie Saab Chado Ralph . . THOUSANDS (Source: Net-A-Porter.com, January 2013) 142. Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino Lanvin Stella McCartney Elie Saab Chado Ralph Rucci J. Mendel COMPETITORS PRICING BY CLOTHING TYPES Gowns from $0 $5 $10 $15 Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino Lanvin Stella McCartney Elie Saab Chado Ralph J. Mendel . THOUSANDS (Source: Net-A-Porter.com, January 2013) 143. Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino Lanvin Stella McCartney Elie Saab Chado Ralph Rucci J. Mendel COMPETITORS PRICING BY CLOTHING TYPES Gowns from HERMEL DELORs Gowns average at 8,336 USD. Range between: 3,395 13,490 USD $0 $5 $10 $15 Naeem Khan Giambattista Valli Carolina Herrera Oscar de la Renta Valentino Lanvin Stella McCartney Elie Saab Chado Ralph J. Mendel Hermel Delor THOUSANDS (Source: Net-A-Porter.com, January 2013) 144. Tailored Pants 1,240 USD COMPETITIVE ADVANTAGE - PRICING STRATEGY HERMEL DELORs average retail prices for: $0 $2 $4 $6 $8 $10 $12 $14 Tailored Pants . . . . . . . . HUNDREDS 145. Tailored Pants 1,240 USD Tailored Skirts 1,078 USD COMPETITIVE ADVANTAGE - PRICING STRATEGY HERMEL DELORs average retail prices for: $0 $2 $4 $6 $8 $10 $12 $14 Tailored Pants Tailored Skirts . . . . . . . HUNDREDS 146. Tailored Pants 1,240 USD Tailored Skirts 1,078 USD Blouses 1,046 USD COMPETITIVE ADVANTAGE - PRICING STRATEGY HERMEL DELORs average retail prices for: $0 $2 $4 $6 $8 $10 $12 $14 Tailored Pants Tailored Skirts Blouses/Shirts . . . . . . HUNDREDS 147. Tailored Pants 1,240 USD Tailored Skirts 1,078 USD Blouses 1,046 USD Tailored Blazers/Jackets 2,073 USD COMPETITIVE ADVANTAGE - PRICING STRATEGY HERMEL DELORs average retail prices for: $0 $5 $10 $15 $20 $25 Tailored Pants Tailored Skirts Blouses/Shirts Blazers/Jackets . . . . . HUNDREDS 148. Tailored Pants 1,240 USD Tailored Skirts 1,078 USD Blouses 1,046 USD Tailored Blazers/Jackets 2,073 USD Tailored Dresses 2,545 USD COMPETITIVE ADVANTAGE - PRICING STRATEGY HERMEL DELORs average retail prices for: $0 $5 $10 $15 $20 $25 $30 Tailored Pants Tailored Skirts Blouses/Shirts Blazers/Jackets Tailored Dresses . . . . HUNDREDS 149. Tailored Pants 1,240 USD Tailored Skirts 1,078 USD Blouses 1,046 USD Tailored Blazers/Jackets 2,073 USD Tailored Dresses 2,545 USD Cocktail Dresses 2,544 USD COMPETITIVE ADVANTAGE - PRICING STRATEGY HERMEL DELORs average retail prices for: $0 $5 $10 $15 $20 $25 $30 Tailored Pants Tailored Skirts Blouses/Shirts Blazers/Jackets Tailored Dresses Cocktail Dresses . . . HUNDREDS 150. Tailored Pants 1,240 USD Tailored Skirts 1,078 USD Blouses 1,046 USD Tailored Blazers/Jackets 2,073 USD Tailored Dresses 2,545 USD Cocktail Dresses 2,544 USD Evening Dresses 4,721 USD COMPETITIVE ADVANTAGE - PRICING STRATEGY HERMEL DELORs average retail prices for: $0 $10 $20 $30 $40 $50 Tailored Pants Tailored Skirts Blouses/Shirts Blazers/Jackets Tailored Dresses Cocktail Dresses Evening Dresses . . HUNDREDS 151. Tailored Pants 1,240 USD Tailored Skirts 1,078 USD Blouses 1,046 USD Tailored Blazers/Jackets 2,073 USD Tailored Dresses 2,545 USD Cocktail Dresses 2,544 USD Evening Dresses 4,721 USD Gala Gowns 8,336 USD COMPETITIVE ADVANTAGE - PRICING STRATEGY HERMEL DELORs avg. unit price 2,947 USD. HERMEL DELORs average retail prices for: $0 $20 $40 $60 $80 $100 Tailored Pants Tailored Skirts Blouses/Shirts Blazers/Jackets Tailored Dresses Cocktail Dresses Evening Dresses Gala Gowns Avg. Unit Price HUNDREDS 152. Startup Funding Requirements 639,983 USD Startup expenses 62,875 USD. Startup Assets 577,108 USD 77,143 USD Equipment & Furniture 359,505 USD Working Capital 140,459 USD VLD & YCD Contribution-in-Kind: o Patterns o Design prototypes o Other assets. FINANCIAL PLAN 10%12% 56% 22% Startup Expenses Equipment & Furniture Working Capital Founders' Contributions 153. FINANCIAL PLAN Establish Concrete goals Ability to track progress toward corporate objectives Secure Startup funding Secure subsequent funding through a combination of Debt strategies Investment $0 $100 $200 $300 $400 $500 $600 $700 $800 Thousands START-UP- FUNDING START-UP FUNDING ASSETS LIABILITIES Planned Investments 154. Capital Equipment & Furniture Purchases FINANCIAL PLAN 77,143 USD. 68,267 USD Equipment 32,646 USD Sample-room machines 35,621 USD Office equipment 8,877 USD Furnitures for Design Studio improvement Choices based on a quality/practicality/price standard. 42% 46% 12% Sample-Room Machine Office Equipment Furnitures for Design Studio Improvement 155. FINANCIAL PLAN Establish Concrete goals Control Operating Expenses Maintain generous Gross Margins Marketing & sales initiatives to Expand clothing's line Generate healthy Revenues Reinvest corporate profits for market growth in international apparel industry -2 0 2 4 6 8 10 12 Year 1 Year 2 Year 3 Year 4 Year 5 BENCHMARKS Operation Expenses GROSS MARGIN SALES TURNOVER FIGURES Profit (Loss) 156. HERMELs financial objectives for Years 1-5 are as follows: FINANCIAL PLAN Avg. Retail Price 2,947 USD Avg. wholesale price 982.59 USD Years 1-3 2 Collections/Year 1st Collection 982,589 USD or 1,000 units Year 1 Total Sales (incl. some Collection 2 turnovers**) 1,473,883 USD **Turnovers based on collection of due balances on delivered orders & on installments hitherto regarded as liabilities. $0 $50 $100 $150 $200 $250 $300 Feb2014 Mar2014 Apr2014 May2014 Jun2014 Jul2014 Aug2014 Sept2014 Oct2014 Nov2014 Dec2014 Jan2015 Feb2015 Mar2015 THOUSANDS Sales Monthly - Year 1 Spring RTW Spring Couture Pre-Fall Fall RTW Fall Couture Cruise (Resort) 157. 45%, Year 2 60%, Year 3 75%, Year 4 90%, Year 5 FINANCIAL PLAN HERMELs financial objectives for Years 1-5 are as follows: Market penetrations Increase in order volumes from stores already implanted Increase same season sales by: $0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000 Thousands Sales Year 1 Year 2 Year 3 Year 4 Year 5 158. RISKS AND REWARDS HERMEL is subject to both known and unknown risks, as a startup business: Changes to: general economic conditions, in level of consumer spending on or preferences in apparel. Ability to successfully implement, in-time & cost- effectively, various new supply chain & merchandising systems. Unseasonable weather trends & greater than planned operating expenses. 159. RISKS Brand risk: Change in consumers' perceptions of company threatens value. Attract/retain customers by establishing/strengthening/maintaining HERMELs brand. Mitigating risk: Ensure firm's brand is clear/specific/unique to its offerings building brand strength thru Leadership, stability, market, geography, trend, support & protection. 160. OPPORTUNITIES Brand recognition cannot be under-estimated artists, actors, Built a true fan base of potential clients before any sample is made Created instant converts, to the HERMEL DELOR Collection, of: 161. artists, actors, celebrities, socialites, OPPORTUNITIES Brand recognition cannot be under-estimated Built a true fan base of potential clients before any sample is made Created instant converts, to the HERMEL DELOR Collection, of: 162. artists, actors, celebrities, socialites, models, designers, OPPORTUNITIES Brand recognition cannot be under-estimated Built a true fan base of potential clients before any sample is made Created instant converts, to the HERMEL DELOR Collection, of: 163. artists, actors, celebrities, socialites, models, designers, photographers, fashion magazine editors, fashion industry insiders. OPPORTUNITIES Brand recognition cannot be under-estimated Built a true fan base of potential clients before any sample is made Created instant converts, to the HERMEL DELOR Collection, of: 164. HERMEL is subject to both known and unknown risks, as a startup business: Intellectual Property: Management to: Prudently monitor HERMELs intellectual property Ensure adequate measures are taken to protect intellectual property belonging to the company. RISKS AND REWARDS 165. Some of the more predominant risks include: Style Piracy: HERMEL will copyright protect all of its designs, best, inexpensive & expeditious solution. Market Risk: Management to make necessary adjustments in HERMELs asset & liability structure by using various econometric & statistical analysis tools to monitor market interest movement, perform analyses on the current trends, and forecast results. RISKS AND REWARDS 166. Economic Stability Risk: HERMEL to ensure continued profits during economic instability, by: Adjusting operations Pursuing various business strategies, including horizontal integration & economies of scale Reducing uncertainty Minimizing expensive competition Capturing a larger share of the market. Some of the more predominant risks include: RISKS AND REWARDS 167. Operational Risk: HERMEL to maintain a system of controls to keep operating risk at a minimum by limiting authority to conduct business activities to appropriate functional departments/branches. Some of the more predominant risks include: RISKS AND REWARDS 168. Some of the more predominant risks include: Supply Chain/Merchandising Risk: Management to construct & optimize "what if" scenarios about HERMELs future, to serve as models to refine & extend managerial intuition about major strategic decisions, supported by statistical models & methods for developing long-term, supply chain forecasts. Early Stage Business: HERMEL to leverage experience of external advisors to provide support for management decisions, as well as industry expertise & day-to-day operations. RISKS AND REWARDS 169. Some of the more predominant risks include: Early Stage Business: Support for management decisions, as well as industry expertise & day-to-day operations. Brand Identity: With brand recognition key to: Its success in local, regional, national, & international markets To attract & retain customers Establish, build, maintain strengthen its brand through: Leadership, stability, market, geography, trend, support, and protection Regardless of uniqueness of product or service offerings. RISKS AND REWARDS 170. MANAGEMENT TEAM Mr. Yves Camille Deltor Managing and Co-Creative Director Gained solid experience in the Ready-to-Wear High-End & Luxury Market Formerly of the prestigious PARSONS, NYC & Paris. Apprenticed w/ same master, GEOFFREY BEENE, a great treasure of American Fashion, whose right hand at the time was ALBERT ELBAZ, current CREATIVE DIRECTOR for LANVIN, & with talent globally known Collaborations w/ different design houses Lanvin, Balenciaga, Nelly Rodi, Tahari, Calvin Klein) Recently, CHIEF OF STUDIO for LLOYD KLEIN COUTURE, Beverly Hills, CA Conceived/designed high-end collections of dresses & other tailored pieces for and catered to the need of a clientele of the most notable of A-List Hollywood celebrities 171. MANAGEMENT TEAM Mr. Yves Camille Deltor Managing and Co-Creative Director Sets strategy and vision for HERMEL. Identifies, evaluates, & pursues strategic & financial prospects of new market opportunities. Establishes & implements appropriate development strategies, interact w/ existing corporate contacts. Facilitate communication, track milestones, & identify opportunities for enhancing relationships. Oversees planning & execution of comprehensive marketing strategy Responsible for preparation of presentation & marketing materials for professional meetings, seminars & conferences. 172. Mrs. Valerie L. Deltor Co-Creative Director Oversees, together with Mr. Deltor, all aspects of creative decisions concerning: Development of the collections Brand identity & Image of the company Bac + 4, in Fashion Design & Merchandising, ESMOD, Paris. 20 years as a Fashion Designer. Shares same passion for fashion & beautiful clothes, as YCD Worked in various Parisian and foreign companies: AIR SCREEN "Bureau De Style", Paris o for 2 years, specialized in Men & Women Sportswear market. MANAGEMENT TEAM 173. INDUCOTEX, Morocco o Head of Collections for Men/Women/Children NAF NAF, Paris o 7 Years tenure, with last 3 years as Creative Director Senior Creative Consulting Designer with various Men's & Women's Brands: Rebecca Beeson Anne Klein NY Schott NYC Mrs. Valerie L. Deltor Co-Creative Director MANAGEMENT TEAM 174. APPENDIX Reference supplementary materials and resources