Lead To Win Days 4 6 July August 2009

Lead to Win Phase II: Opportunity Development Days 4-6 Delivered at the University of Ottawa August 25, 26 and 27

TABLE OF CONTENTS1. Objective 2. Benefits 3. Associates4. Location of teaching facility5. Schedule: Days 4-66. Participants accepted into Days 4-6 by (i) name and (ii) opportunity area, room and time of

presentation7. Day 6 opportunity assessment8. Tips to help participants deliver successful Day 6 presentations 9. Differences between Day 3 and Day 6 opportunity assessments

1. OBJECTIVELead to Win is a business development program. The objective of the Lead to Win program is to establish and grow technology businesses in Canada's Capital Region. The goal is for each business to generate a minimum of six technology jobs in the next three years.

The objective of Phase II: Opportunity Development is to first harden (days 1-3) and then strengthen (days 4-6) participants’ business opportunities.

2. BENEFITS Phase II of the Lead to Win program helps participants: Reduce time to develop strong business opportunities Identify and fill the gaps between what they know and what they need to know to profitably grow

businesses Harden and strengthen their business opportunities Build the right foundation to sell to first customers, raise funds, and attract and retain talent Establish a large and diversified network to obtain resources, reputation and peer support Increase motivation, energy and confidence

The Lead to Win Program's points of difference that add significant value to a participant are: Program is delivered by experienced individuals who have been through the process of developing

a technology company themselves and have practical solutions to real world problems Reviewers with diverse experiences provide substantive feedback on a business opportunity

multiple times Focus is on reducing time to cash Uses the ecosystem approach to harness the creativity required to launch and grow companies The program's points of difference that add significant value to the region are: Proven success measured in terms of the number of knowledge jobs created in the region and the

amount of capital attracted, not the number of participants who enroll in the program Volunteers from a large number of organizations contribute to the success of the program

Lead to Win July-August Session of Phase II: Opportunity Development

Strategy is set by stakeholders of an innovative community and program governance is transparent and open

Content is freely available for use by other communities and organizations, not proprietary

3. ASSOCIATESThe Strategic Associates of the Lead to Win program are: 1. Carleton University2. City of Ottawa3. Industrial Research Assistance Program (IRAP)4. Ontario Talent First Network5. Ottawa Centre for Research and Innovation (OCRI)6. Ottawa Chamber of Commerce7. Développement économique- CLD Gatineau8. Arrow Electronics9. onconference

Individuals from the following organizations contribute to the Lead to Win program:1. Algonquin College2. Alcatel-Lucent3. Altera4. Bedarra Research Labs5. Business Development Bank of Canada (BDC)6. Blindside Networks7. Centre de développement d'entreprises technologiques 8. Cisco9. Congruance IT 10. Fidus11. Flow Ventures12. Fraser Milner Casgrain 13. FreeScale 14. Gowlings 15. Hewson Bridge and Smith 16. HI-Q.A.17. Holis Associates18. Ideas2Revenue19. Katsura Investments 20. Kuro Partners21. KPMG

22. LJD- Technology23. Lumenera Corporation24. McLarty & Co25. Netcelerate26. neuroLanguage27. Ottawa Patent Agency 28. Ottawa Talent Initiative29. Peter’s New Jobs 30. Purple Forge31. Telfer School of Management, University of

Ottawa32. TheCodeFactory 33. Technology Innovation Management Program34. TiE35. Trivaris36. Versature 37. Vitesse Re-skilling Canada38. Waterfront Toronto39. Wesley Clover40. Weyes Eyes41. WiLAN

4. LOCATION OF TEACHING FACILITYDays 4-6 of the July-August Lead to Win Opportunity Development session will be held at the Centre for Executive Leadership, Telfer School of Management, University of Ottawa located at the World Exchange Plaza, 45 O’Connor, TD Tower, suite 350, Ottawa ON K1P 1A4. Telephone: (613) 564-0818

Group work will be held in Case rooms 1, 2, 3 and 4 and Suite 350.

Driving directionsFrom The East:• On the 417 From East (Orleans):• Take the 417 WEST to METCALFE Street • Take METCALFE Street North to the building’s parkade

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• Located at the corner of METCALFE & ALBERT

On the 417 From West (Kanata):• Take the 417 EAST to METCALFE Street • Take METCALFE Street North to the building’s parkade • Located at the corner of METCALFE & ALBERT

From The North (Gatineau):• Take the ALEXANDRA (Inter-Provincial) BRIDGE South to MACKENZIE Avenue • Take MACKENZIE Ave. to WELLINGTON Street • Turn RIGHT onto WELLINGTON Street • Turn LEFT onto O’CONNOR Street to QUEEN Street • Turn Left onto QUEEN Street

On The From South (Airport):• Take the AIRPORT PARKWAY (which turns into BRONSON Ave.) to QUEEN Street • Turn RIGHT onto QUEEN Street

Public transportationOttawa has an extensive public transit system. OC Transpo’s many buses take people to their destinations quickly and safely. In fact, Ottawa’s bus system has grown along with the City. The Transitway corridor is fast and efficient, and travel prices are affordable. Look into getting a bus pass if you use OC Transpo to commute.

To contact OC Transpo for route information and fares you can call 613-741-4390 or visit their web site at http://www.octranspo.com.

O-Train This new light rail service uses an existing Canadian Pacific freight rail line that runs from Greenboro Transitway Station in the south of Lebreton Flats in the north.

A total of five stations provide a range of new commuting options and enhance service to Carling Avenue, Confederation Heights and Carleton University.

Light rail goes where the Transitway doesn't, providing convenient access to rapid transit service for as many as 6,400 riders each day.

Transit connectionsThe train is fully integrated with bus service for seamless travel between systems and increased commuting options. Bus stops are located adjacent to each station for your convenience.

For information on the O-Train you can 613-741-4390 or visit their web site at http://www.octranspo.com

Taxi services• Blue Line Tax Co. 613-238-1111 • Taxi de Ville (24 hr.) 613-841-6090 • West-Way Taxi (24 hr.) 613-727-0101

ParkingUnderground parking is available 24 hours a day, 7 days a week at the World Exchange Plaza. . Entrance to the parking can be accessed from Metcalfe or Queen Street. Upon entering the parking area you will be required to take a parking stub. From 9:00 am-5 00 pm the cost for parking is $3.00/hour and a maximum of $18/day. After 6:00 pm parking is $3.00/hour and a maximum of $5/night. Please retain the parking stub as it is needed for payment upon departure.

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http://www.octranspo.com/

http://www.octranspo.com/


5. SCHEDULE: DAYS 4-6

Day 4: Tuesday August 25

Speaker and location Topic7:45 a.m. Breakfast Meet and greet8:00 a.m. David Hudson -Talent First Network

(Suite 350) Overview of days 4-6

8:05 a.m. Chuck Colford – CongruanceBrian Hurley - Purple Forge

(Suite 350)

Team Steering

10:00 a.m. Break10:15 a.m. Chuck Colford - Congruance

Brian Hurley - Purple Forge(Suite 350)

Operational issues portfolio (i.e., Group benefit plans, travel cost, cash management, risk tolerance)

12:00 p.m. Lunch – Suite 350 or 380

12:45 p.m. Irene Kohut – AONMichael McInerney – AON

(Suite 350)

Aligning human resources and business strategy

1:45 p.m. Kevin Goheen - McLarty & Co(Suite 350)

Optimizing claims to the Scientific Research and Experimental Development (SR&ED) Tax Incentive Program

2:45 p.m. Peer opportunity assessment(Case rooms 1 to 4 and Suite 350) Group I Mobile applications Group II Content and media Group III Health services and

technology Group IV Software Group V Consulting and applied

technology

Peers assess opportunities with mentors assisting

5:15 p.m. Dinner (Sheraton Hotel)

5:45 p.m. Doug Colley – IRAP(Sheraton Hotel)

IRAP services to companies Funding opportunities Challenges clients face Small project accelerated review

process6:30 p.m. David Hudson -Talent First Network

(Sheraton Hotel) Participants introduce their

companies (hard max of 3 minutes per company)

8:00 p.m. Departure

Peers’ opportunity assessment: Please allocate maximum of 20 minutes to each opportunity assessment. To assess an opportunity, a participant should use the Day 6 Opportunity Assessment Form.

Attending dinner: Doug Colley (IRAP) and Douglas King, Steven Muegge, and Michael Weiss (Carleton University)

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Day 5: Wednesday August 26

Speaker and location Topic7:45 a.m. Breakfast Meet and greet8:00 a.m. Serge Lafontaine – Arrow Electronics

Stephen Davies – Redwood(Suite 350)

Find first customers most willing to buy from you

Adapt the funnel to sell to first customers you target

Sales and product marketing techniques to maximize funnel value

Map funnel information to cash flows

Use the Internet to sell10:00 a.m. Break – Lobby Suite 35010:15 a.m. Learning application

(Case rooms 1-4 and Suite 350) Apply learning to your opportunity

11:15 a.m. Serge Lafontaine – Arrow ElectronicsStephen Davies - Redwood

(Suite 350)

Presentations Discussions Lessons learned

12:00 Lunch – Suite 350 or 380

12:45 p.m. Fred Dixon - Blindside Networks(Suite 350)

Pricing and delivery

2:15 p.m. Break

2:30 p.m. Eric J. Smith - Fraser Milner Casgrain(Suite 350)

Key legal issues for technology start-ups

Threshold issues Company formation Co-founder issues Shareholder agreements Financing the business Employees and contractors Contracts that enable sales and

partnerships5:15 p.m. Dinner

(Suite 380)6:00 p.m. Curt Dodd – WiLan Inc.

(Suite 350) Realizing business value through

patents and intellectual property8:00 p.m. Departure

Attending lunch: Fred Dixon, Serge Lafontaine, Stephen Davies

Attending dinner: Eric Smith, Curt Dodd

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Day 6: Thursday August 27

Speaker and location Topic7:45 a.m. Breakfast Meet and greet8:00 a.m. David Hudson –

Talent First NetworkTony Bailetti - Carleton University

(Suite 350)

Introduction of external reviewers Rules of engagement for external

reviewers’ opportunity assessment

8:30 a.m. Reviewers’ opportunity assessment(Case rooms 1 to 4 and Suite 350) Group I Mobile applications Group II Content and media Group III Health services and

technology Group IV Software Group V Consulting and applied

technology

10:45 a.m. Tony Bailetti – Carleton UniversityDavid Hudson – Talent First Network

(Suite 350)

Note: attend only during times when your opportunity is not being assessed

by external reviewers

LTW Phase III overview Detailing Phase III

11:40 a.m. Claude Haw – OCRI(Suite 350)

OCRI benefits to startups

12:00 p.m. Lunch 12:45 p.m. David Hudson – Talent First Network

(Suite 350) Reviewers’ comments Phase III comments Q&A

1:40 p.m. Erin Kelly – Ottawa Chamber of Commerce(Suite 350)

Ottawa Chamber of Commerce benefits to startups

2:00 p.m. Jean Ricard – DE-CLD(Suite 350)

Technology startups: Advantage Gatineau

2:20 p.m. Break – Lobby Suite 3502:30 p.m. Tony Bailetti – Carleton University

David Hudson – Talent First Network(Lobby Suite 350)

Wine and cheese social for participants, faculty, associates, reviewers and guests

3:00 p.m. Tony Bailetti – Carleton UniversityDavid Hudson – Talent First Network

(Lobby Suite 350)

LTW Certificates of Achievement Kicking off LTW Phase III and closing

Phase II5:00 p.m. Departure

Criteria and process for opportunity assessment: The criteria and process that external reviewers will use to assess opportunities on Day 6 have been set by representatives of the nine Strategic Associates of the Lead to Win program.

Attending wine and cheese: Mayor Larry O’Brien, Associates, May-June and July-August Lead to Win participants, reviewers.

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6. PARTICIPANTS ACCEPTED INTO DAYS 4-6

By name

1. Guyves Achtari2. Bilal Ahmad3. Nestor Amaya4. Mihaela Andronic5. Joe Babiarz 6. Ian Brown 7. Jerry Carver8. Terrence Chen9. Ben Cliffe 10. Daniel Crenna 11. Don Ellis12. Alan Graves13. Kenn Hussey14. Rob Johnstone15. Randy Jones16. Chris Justus17. Marvin Krym

18. Sharon Lewinson19. Tom Lewison 20. Yi Li21. Jeff MacDonald 22. Adam McNamara 23. Reinhard Messner24. Art Munro25. David Nadeau26. Kshirsagar Naidu27. Prakash Naidu28. Anoop Nannra29. Louis Payant30. Pat Seemel31. Dinesh Shah32. Donald Smeth33. Oscar Vargas 34. Tariq Zaid

By opportunity area, room, and time of presentation

I. Mobile applications

II. Content/media III. Health/safety services and technology

IV. Software V. Consulting and applied technology

Case Room 1 Case Room 2 Suite 350 Case Room 3 Case Room 48:30 a.m.

Nestor Amaya, Kenn Hussey(Ultra inexpensive wireless thing)

Donald Smeth(Media DigitalSignage)

Don Ellis, Alan Graves(Elder care application service provider)

Sharon Lewinson, Tom Lewison (Rideshark)

Bilal Ahmad(Margalla Works)

9:00 a.m.

Ben Cliffe, Anoop Nannra(Mobile apps suite)

Daniel Crenna (Lunarbits)

Prakash Naidu,Kshirsagar Naidu(Multipoint stimulation)

Yi Li(Enterprise rights management)

Mihaela Andronic, Jerry Carver(Business environment mapping and shaping)

9:30 a.m.

Randy Jones(Report away mobile)

Rob Johnstone, Louis Payant(Learnetica)

Reinhard Messner(ERP for ISO certification)

Joe Babiarz, Marvin Krym, Guyves Achtari (The unwired enterprise)

10:00 a.m.

Jeff MacDonald (Mobile applications suite)

Chris Justus(Biz Quiz)

Art Munro(Seven Day Office)

Ian Brown(Career search engine)

10:30 a.m.

Adam McNamara,Tariq Zaid

Dinesh Shah(AuthorX)

David Nadeau (Infoglutton)

Terrence Chen(Inefficiencies in software

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(Hosting for business games and business applications)

development process)

11:00 a.m.

Oscar Vargas(Warehouse tracking)

Pat Seemel(Structured group facilitation)

# of groups

5 5 2 6 6

24 groups and 34 participants

7. DAY 6 OPPORTUNITY ASSESSMENT

Introduction of external reviewers and start timeExternal reviewers will be introduced to opportunity proponents at 8 a.m. on Day 6 and opportunity assessments will start at 8:30 a.m. sharp.

Opportunity assessment: duration and time allocation Each opportunity assessment should last a maximum of 30 minutes. The Lead reviewer is responsible for keeping time. Each group of reviewers decides on how time should be allocated. This should be communicated to opportunity proponents as they arrive.

The following time allocation is suggested: Set up time and niceties: 2 minutes Presentation: 10 minutes Q&A: 12 minutes Opportunity Assessment form completion: 5 minutes Validation forms have been completed properly and collected: 1 minute CriteriaFor each opportunity, each reviewer will independently complete a form that has three parts: A, B and C. In Part A, the reviewer provides ratings from 1 (Strongly disagree) to 5 (Strongly agree) to the seven statements approved by the Strategic Associates of the Lead to Win program: Customer Value, Competitive and Partner Value.

In Day 6, reviewers will rate the opportunity using the following seven dimensions.

1. CUSTOMER VALUE: Company’s market offer solves a problem or pain that is significant to identifiable target customers

2. COMPETITIVE: Company’s market offer delivers more value to target customers when compared to alternatives and alternatives are well understood

3. PARTNER VALUE: Company will provide good value to those channels and partners that help bring its market offer to customers

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4. JOBS: Company can generate at least 6 good knowledge jobs in Canada’s Capital Region over the next three years

5. FINANCIAL: Company has a sound financial plan and founders have a sound plan to feed their families until company generates sufficient cash to pay themselves

6. FOUNDATION: Company will develop a strong foundation for future growth in Canada’s Capital Region

7. TEAM: Core team has what it takes to achieve its objectives over the next three years

In Part B, each reviewer selects one of three statements that best reflects the opportunity’s readiness for Phase III: accelerate sales to first customers. The three options are: Green (Opportunity is ready for Phase III), Yellow (Opportunity needs to be improved; however the likelihood of first customer sale is good); or Red (Opportunity is not ready for Phase III). Proponents of opportunities that are identified as Red will not be invited to be part of Phase III of the Lead to Win program.

In Part C, each reviewer provides substantive feedback to opportunity proponents. This feedback will be provided to opportunity proponents on an anonymous basis.

ProcessProcess to be followed: 1. Presentations are made only to the reviewers in the room assigned for such a purpose. Individuals

who are not reviewers or opportunity proponents remain outside the room. 2. 30 minutes is allocated to each opportunity. 30 minutes is a hard limit.3. Each group of reviewers has a Lead reviewer. The Lead reviewer is responsible for:

Distributing the Day 6 Opportunity Assessment Form to all the reviewers in the group Assigning an ID codes to each reviewer. To guarantee reviewer anonymity, the ID codes will

not be passed on to Lead to Win organizers Keeping time Running smooth opportunity assessments with participants and reviewers Ensuring that reviewers properly complete the Day 6 Opportunity Assessment Form Collecting and returning the Day 6 Opportunity Assessment Forms completed by reviewers Dealing with whatever issues may arise during the opportunity assessments Providing feedback on how (i) proponents can improve their opportunities and (ii) Lead to Win

program can improve the opportunity assessment process4. Each reviewer, including the Lead reviewer, rates each opportunity independently before the next

group/individual is allowed into the room. 5. If reviewers and opportunity proponents wish to exchange cards, arrange follow ups, etc.; they

should do so during lunch or the social and not take time away from the assessment process.

8. TIPS TO HELP PARTICIPANTS DELIVER SUCCESFUL DAY 6 PRESENTATIONS

Use of slides Proponents of an opportunity are required to make a presentation to external reviewers who have very different backgrounds. We find that those who use slides perform better than those who do not. Thus,

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we suggest that participants use slides to anchor their presentations to reviewers, however, we do not mandate that they do so.

When using slides to make a presentation, a participant should keep in mind the following tips:1. Use fewer than 10 slides in a 10 minute presentation2. The slides are not your presentation; they shouldn’t say everything that you will 3. Get rid of verbiage in slides, increase the content/(# of words) ratio4. Face the reviewers, do not read what is on the slides.

DeliveryWhether or not slides are used, participants should keep in mind the following tips:1. Focus on the key messages you wish reviewers to retain. Make crisp points; do not belabor a

point.2. Practice, practice, and practice the delivery of your presentation.3. Hook your reviewers early; if reviewers are not engaged in the first three minutes, what you say

later does not matter.5. Get reviewers to buy into your core business; this is far more important than trying to convince

them that you are the smartest person in the room.6. Manage time properly. Limit presentation to specified duration. Don’t pretend you could have done

a better job if you had more time to present. It is hardly ever the case that a presenter that delivers a bad 10 minute presentation can excel at a 2 hour presentation.

7. Clearly answer reviewers’ questions. Do not answer a question that was not asked.8. Eliminate the use of jargon unfamiliar to reviewers; remember we have maximized diversity when

selecting reviewers.9. Explain why you do things, not just describe what you are going to do. The “why” is as important as

the “what”.10. Convince reviewers to help you; do not argue with reviewers.11. Show your enthusiasm, passion and commitment for your business opportunity.

Content that participants should include in Day 6 presentation A Day 6 presentation needs to provide enough information for reviewers to assess your opportunity in terms of seven dimensions:

In Day 6, reviewers will rate the opportunity using the following seven dimensions.

1. CUSTOMER VALUE: Company’s market offer solves a problem or pain that is significant to identifiable target customers

2. COMPETITIVE: Company’s market offer delivers more value to target customers when compared to alternatives and alternatives are well understood

3. PARTNER VALUE: Company will provide good value to those channels and partners that help bring its market offer to customers

4. JOBS: Company can generate at least 6 good knowledge jobs in Canada’s Capital Region over the next three years

5. FINANCIAL: Company has a sound financial plan and founders have a sound plan to feed their families until company generates sufficient cash to pay themselves

6. FOUNDATION: Company will develop a strong foundation for future growth in Canada’s Capital Region

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7. TEAM: Core team has what it takes to achieve its objectives over the next three years

When producing the content of a presentation, participants should keep in mind the following tips:1. Gain credibility. Describe your background, identify the potential customers and partners whose

requirements you have incorporated into your ideas, and describe your successes to date.2. Make clear what you will sell to customers. Identify the customers you target, and provide a

simple explanation of what customers will buy from your company without using buzzwords (e.g., platform). Do not assume that the reviewers know what it is that you are developing and selling.

3. Explain the customer pain or problem right up front. Use examples to illustrate what failed and why. Be vivid – make the reviewers feel the customer's pain.

4. Describe how your offer fixes the customer’s pain or problem. Use examples to illustrate how your solution makes the customer’s pain go away or solves the problem.

5. Identify the value of your market offer to various stakeholders. Clearly illustrate the value you provide the different stakeholders who are part of the purchasing decision. Stakeholders include, but are not limited to: (i) user; (ii) economic buyer; (iii) infrastructure gatekeeper; (iv) organization that buys. Value to users may be important, but value to other stakeholders (especially those who pay) may matter more. Focus on value to customers, not on describing what your product does or what you are doing to build it.

6. Identify the value of your market offer to various stakeholders. Clearly illustrate the benefits you will provide your partners who will help take your offer to market. Use examples to ensure that the benefits to all stakeholders associated with the partnering arrangement are clearly understood and explain why these benefits are compelling.

7. Identify your offer’s points of difference for which customers will pay. Identify your competitors and what are your offer’s differentiators and why customers will be willing to pay for these differentiators. Define the points of difference relative to competitors that provide market offers similar to yours, market offers that are quite different from yours but solve the customer’s pain, and the alternative of “doing nothing”.

8. Identify your differentiation over the medium- to long-term. Describe your sustainable competitive advantage (e.g. do you provide more capability, cost less, or deliver faster than competition?). Explain whether or not what differentiates you from your competitors today is sustainable and will differentiate you from your competitors in the future.

9. Why buy from you? Make clear what will motivate customers to purchase from you rather than purchase from others or alternatively do nothing.

10. Describe the plan to enter the market. Clearly describe your market entry strategy and why it will be successful.

11. Act on global opportunities. Do not limit your thinking to small or local opportunities.12. Identify your business model. Clearly describe the business model that you will use to grow and

provide examples of successful companies that use a similar business model.13. Declare what your nest steps will be. State what you know and what you don’t know and what

you plan to do about it. 14. Sell the value of what you are doing. Spend the time selling the value of what you are doing and

don’t spend too much time explaining the mechanics of what you are doing. Once you sell the value to reviewers, mechanics will be dealt with later.

15. Provide evidence your company can generate jobs. Explain what types of jobs you will create, how you will fund them and when you will create the jobs.

16. Explain how you will feed yourself and your family and pay company’s bills. You need to survive. Your company needs to raise capital or generate cash through revenue. Explain how you will accomplish these things. A detailed financial plan is not required. What you need to do is provide a high level plan to ensure reviewers that your family and company will be o.k. financially.

17. Team must have the right skills. Provide evidence that your team has what it takes to achieve your company’s goals.

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8. DIFFERENCES BETWEEN DAY 3 AND DAY 6 OPPORTUNITY ASSESSMENTSDay 3 and Day 6 reviewers are asked to assess different things. Day 3 reviewers are asked to assess whether or not proponents of a business opportunity can: (i) clearly articulate their customer and value propositions and the key differentiators for which customers are willing to pay and (ii) are ready for Days 4-6: Operations. Day 6 reviewers are asked to assess the strength of the business opportunity and participants’ readiness for Phase III: Sales to first customers.

Day 3 reviewers assess an opportunity in terms of three of the seven dimensions Day 6 reviewers will use. This means that being successful in Day 3 does not guarantee success in Day 6.

While there is some overlap between the mix of Day 3 and Day 6 reviewers, the intent is to maximize reviewer diversity.

The objective is for reviewers with diverse experiences to provide substantive feedback on a business opportunity multiple times. This helps build a stronger foundation for a business.

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Lead To Win Days 4 6 July August 2009

Education

Transcript of Lead To Win Days 4 6 July August 2009