Lyft provides services and consulting to assess and improve organizational sales effectiveness. Their approach focuses on identifying an organization's current capabilities and potential, developing a vision for success, and implementing changes to talent, processes, and tools to significantly enhance sales results. Lyft's solutions target improving sales force and client-facing personnel through recruitment, assessment, training, coaching, and performance management. The goal is to transform organizations by driving more of the sales team to achieve "trusted advisor" status with clients, resulting in higher win rates, margins, loyalty, and financial impact that is at least 10 times the investment in Lyft's services.

1. LYFT
Services and Approach
1

2. Current State of Affairs in Many Organizations Today
Typically, 20% of the sales organization produces 80% of results (or some
20% version of this paradigm)
10 True “A” players generate up to 10 times the outcome as average performers
20 “A” management teams typically produce 10X+ the results of a “B” team
1M Sales professional turnover can cost more than $1,000,000 (for each person)
$$$ Management turnover costs are exponentially higher (~$15mm+)
10% “Poor Leaders” will cost your system 10% of total people expense
Source, HBS Research, DW personal experience
2

3. Current Industry Trends Highlight a Need for Transformation
40% Over the past two years, 40% of sales people did not make quota*
80% • In 2010, sales organizations in the US overall achieved less than 80% of
target. Only 1% of firms said their forecast accuracy was >90%**
63% of Sales Executive Council members say their sales managers do not
63%
have the skills and competencies they need to evolve their sales model, and
nearly 10% do not have the skills they need to be successful in the job
today****
25% Sales organization turnover continues at a 25% yearly rate***
46% of people new to a role fail within 18 months*****
Effective sales management has been hijacked and is now often more
focused on CRM adherence and revenue forecasting
Source: *,**, ***, CSO Insights 2011 and 2012, **** The Challenger Sale,*****HR Chally research 3

4. Implications for Your Business
9% Only 9% of customer loyalty is attributable to a better price-to-value ratio
than competition*
53% 53% of customer loyalty is attributable to outperforming the competition on
the sales experience itself**
Outperforming the competition on the sales experience will result in higher win
percentages, higher margins, increased customer loyalty, and ability to achieve coveted
“trusted advisor” status
*, **Source: The Challenger Sale, 2011
4

5. LYFT Value Proposition
 Provide unique combination of technology, content and consulting that both
assesses organizational capability and potential and provides a real solution that
results in revenue growth
 Deliver measurable enhancement of client results through improved sales force and
client-facing personnel effectiveness
 Primary focus on client facing and sales personnel (and we could address other
critical roles, for example, unit managers of different geographies)
 Our team is the difference
• Blend of experienced consultants and successful operating executives
• Proven tools coupled with proprietary methodologies, leverage technology
• Combine theory and research with pragmatic business disciplines
• Measurable focus on near term results and sustainable improvement
 Guarantee the measured improvement is greater than our fees
Irresistible client risk/reward model
5

6. Have you thought about the following?
Discussion Points to Drive Your Sales Performance…
 How close is your business to optimal sales effectiveness?
 What is the affect of a sub-optimized sales organization on your business?
 What would be the financial impact of improving your overall front line
effectiveness?
 Can you afford to be satisfied with the status quo when it is possible to
significantly improve performance?
6

7. What Sales Effectiveness Challenges Do You Face Today?
 Increasing competition  Alignment of sales and operations
 Struggle to differentiate offerings  Alignment of sales and marketing
 Solution selling approach  Rise of third party purchasing
consultants
 Decreasing win rates
 Rise of consensus-based sale
 Speed of product/service obsolescence
 Greater demand for customization
 Talent shortages/sales turnover
 The need to be global
 Rise of centralized
 Sales management challenges
procurement/strategic sourcing and
increasing pricing pressure  Global organizations
 Decline of buyer loyalty  Distributed sales leadership
 Aging workforce
How far are you from one vision, one winning
strategy, one team, one standard for superior
performance?
7

8. Our Approach
We focus on the following questions
 What level of capability and capacity exists today within your front line and sales
organizations?
 What level of success is possible today given the current team, management
process, and tools within your business?
 What organizational capabilities, roles, selling behavior, compensation, management
structure and processes are required to successfully drive step revenue growth?
 What leadership and talent are required to effectively execute the strategy?
 How do you know the required change is occurring?
 How will you become a sustainable high performance organization?
Driving more of your sales organization to achieve the level of “trusted advisor”
8

9. The Diagnosis & Tools to Improve Front Line Performance
Achieving the“trusted advisor” relationship with your customers and clients is a much
higher bar than existed previously
The following ingredients are critical:
 Talent acquisition
• Formal process and discipline to improve the hiring of strong performers
 Identify strengths and development needs of existing team
• Assessment and engagement systems
• Performance and energy “pulsing”
 Implement developmental actions to improve individual and organizational
performance
• Effective On-Boarding
• Compensation aligned to strategy
• Ongoing training and development,
• Effective sales management/coaching
• Proper tools and supporting technology
The payoff for improving organizational capability in this area is at least 10X the
investment.
9

10. LYFT Solution Areas
SALES MODEL
DESIGN
ASSESSMENTS
PULSE
RECRUITMENT BENCHMARKING TOOLS
Process Consulting & PROGRAMS
LASTING
TRANSFORMATION FOR
IMPROVED BUSINESS
RESULTS
SALES TRAINING
COACHING &
LEADERSHIP DEVELOPMENT DEVELOPMENT
SALES TEAM IMPROVEMENT PROGRAMS
LINKAGE TO CRM SYSTEMS
SALES COMPENSATION
10

11. Building a Best-In-Class Sales Force
Monitor, Measure & Report on Analyze Business & Sales Strategy
Results  Assess Sales Strategy in Context of
 Develop Automated Dashboard to Business Goals
monitor performance improvements  Analyze Current Systems for
 Evaluate Ongoing Performance of Selection, Training & Development and
Incumbents and New Hires Performance Management
 Reinforce Training Program  Conduct Job Analysis on Sales & Sales
 Determine ROI
4 Management Roles
 Validate Core & Job Specific
LYFT Solutions
Competencies
1
Develop Employees

Interrelationships
Implement Dashboard to Determine Gaps
between Current Workforce and Ideal Profile Develop Selection System
 Provide targeted Sales Training to close  Assess Incumbents using Technology-
development gaps – both classroom and driven Valid & Predictive Assessment
technology delivered  Determine Ideal Profile for Sales &


Development Process
Integrate Performance Management
3
Train Sale Managers in On-going Employee Management
 Utilize Validated Model within
Recruitment & Selection Process
Compensation System  Create Structured Interview Protocol



Analyze Leadership Potential of Sales Force
Develop Succession Planning Process
Provide Performance Coaching &
 Implement Technology-Driven
Recruitment Process 2
Mentoring
11

12. Shift Performance of Sales and Front Line Personnel
Sales Pipeline Dashboard •Execution
• Real Time Information •Organization Performance
• Stay on Top of Key Issues
Lift
Variable By-Standers Typical Game Changers
Revenue Per Employee $ 500,000 $ 750K $ 3,000,000 - $5,000,000
Profit Per Employee $ ($50K) $ 25K $ $1,000,000+
Shareholder value Per Employee $ ($100K) $ 50K $ 1,000,000
Client Service/’Will recommend you ’ >4% 15% 72%
Employee engagement ( % EE ‘engaged’) 21% 25% 37%
Turnover – ability to retain the best 32% 18% 4%
Your Organization #____________ #___________ #____________
•Execution
%___________ %__________ %___________
•Organization Performance
Drag
12

13. EXAMPLE OF HOW SOFTWARE CAN PROVIDE
VALUE – DASHBOARD THAT DISPLAYS TOTAL
COST OF PERSONNEL BY POTENTIAL
Issue: Poor performers will put drag on any change effort
13

14. Dan Has Built High Performing Sales Organizations from the
Ground Up
Dan has been responsible for architecting and executing the build out of sales organizations that have placed three
different companies on the Inc. 500 list 7 times, including the #1 ranking while at Parson Group. He created the
concept, devised the model, hired the team, put in management process and discipline to drive growth, and created
cultures that retained the most effective individuals.
His background and credentials in driving rapid growth include:
• At General Electric had 5 years of actual sales experience, and 3 years management experience, with an average
quota attainment of 130%. Never missed plan as either individual contributor or manager. Promoted 7 times in
8 years.
• At Intelogic Trace, built a team comprised of 3 district managers and 22 sales professionals. Top performing
person in this role, and in less than three years, this team was generating over $25 million in new business each
year.
• At ARC, in less than 5 years, built a sales and delivery organization from less than three million in revenue in 1989
to a run rate of over $100mm in early 1994. ARC ranked #13 on the Inc. 500 in 1993 and was the 2nd best
performing IPO on NASDAQ in 1994. All organic growth.
• At Parson, wrote business plan, raised capital and executed a plan that grew from start-up in July of 1995 to a
run rate of $90mm in revenue in 2001. Ranked #1 on Inc. 500 in 2000. All organic growth.
• At Capital H Group, starting from near zero in May of 2003, grew to $45mm in run rate revenue in early 2008.
Combination of organic growth and acquisitions.
• At Caesar’s Entertainment, launched a new business for this enterprise by hiring a team of sales professionals sell
high end, customized packages to non-gamers. Worked for the CMO and CEO.
14