1. 1
Databases by Design
Business Plan for FIN600
April 27, 2015
Jamie Kerr
Emma Morgan
Jessica Watkinson
Maria Zavala

2. 0
TABLE OF CONTENTS
A. BUSINESS................................................................................................................................1
1. Executive Summary………........................................................................................................2
2. Description of the Business ........................................................................................................2
3. Marketing & Sales ......................................................................................................................3
4. Competition.................................................................................................................................4
a. Competitive Advantage.......................................................................................... 4
b. S.W.O.T. Analysis……...........................................................................................5
c. Environmental Analysis of Marketing Environment…...........................................8
d. Matching Strengths to Opportunities/Converting Weaknesses and Threats……... 9
5. Operating Procedures.................................................................................................................10
a. Day to Day Operations of Database by Design.....................................................10
b. Day to Day Operations of Primary Clients ……...................................................11
6. Personnel....................................................................................................................................13
7. Business Insurance....................................................................................................................14
B. FINANCIAL DATA...............................................................................................................15
1. Capital Equipment & Supply List ............................................................................................15
2. Balance Sheet ...........................................................................................................................15
3. Breakeven Analysis...................................................................................................................16
4. Profit and Loss Statements........................................................................................................18
5. Three-Year Summary Financial Statements..............................................................................18
6. Detail by Month for First Year..................................................................................................19
7. Assumptions upon Which Projections Were Based..................................................................19
8. Pro-Forma Cash Flow Statements.............................................................................................20
C. SUPPORTING DOCUMENTS............................................................................................22
1. Resumes of All Principals .......................................................................................................,22
2. References………………. .......................................................................................................,22
3. Appendix ..................................................................................................................................33

3. 1
A. BUSINESS
1. Executive Summary:
The demand for IT software and support is increasing exponentially for businesses across
all industries. The overabundance of data can be overwhelming for businesses lacking the proper
training and tools, they simply don’t know how to properly collect or manipulate the information
to work in their favor. As a direct result of this frustration many business leaders are investing in
IT solutions that provide integration, automation and lead to complete data management systems.
A growing demand for user friendly, reasonably priced and expert supported software
solutions has created a new market niche for companies in the education industry and startup
companies. Our program, TRIOware, is a fully integrated database system that gathers, stores,
and analyzes data. Originally conceived as data analysis software for education systems, we seek
to expand into additional markets beyond academia to serve the unique needs of a larger market
spanning a myriad of industries.
Our small and specialized team is uniquely qualified to offer timely and efficient IT
solutions that will maximize a company’s earning potential. We are looking to accomplish several
goals with our ambitious expansion effort:
 Create cost effective data management solutions
 Provide annual subscription models
 Create hosted solutions with intent of reducing hardware costs
 Provide software as a service
2. Description of the Business
Databases by Design is a software business that designs and develops custom made
databases. The business was started in 2000 in response to a need for databases to be created for

4. 2
federally funded TRIO programs to report progress on their annual performance to the Department
of Education. The reporting process had changed from a form driven input to an electronic format
requiring the TRIO programs to create more sophisticated means of gathering and reporting data.
The TRIO programs provide free educational services to low-income, first-generation and their
purpose is to prepare students academically, personally and financially for success through degree
attainment and into the workforce. In FY2014, grant funds in the amount of $828.6 million made
the provision of these services possible for 2,787 projects to serve over 785,000 students
nationwide. (Education, Federal TRIO Programs - Home Page)
Currently, Databases by Design has developed and deployed over 250 databases for TRIO
programs hosted by colleges, universities and community organizations nationwide. The
databases are customized and address the specific reporting requirements of the eight TRIO
programs (Upward Bound, Upward Bound Math/Science, Veteran’s Upward Bound, Talent
Search, Student Support Services, McNair Programs, and the Educational Opportunity Center and
Training Grants). Each of these programs has reporting requirements that address specific goals
and objectives.
3. Marketing & Sales
In marketing our software product, our business has taken a quality positioning approach,
acknowledging that our product is of the highest quality and exceeds the demands of most TRIO
programs. Our product is demonstrated at regional, national and state-wide conferences, allowing
interested clients to access the data management systems using various media (laptops, iPads,
mobile phones, PC’s and tables); demonstrating its versatility and robust functionality. To address
the need for more than one software program by those institutions that host multiple TRIO

5. 3
programs, our business provides discounts relative to the number of software programs purchased.
Within the TRIO community, this approach focuses our efforts in:
 Creating brand awareness
 Establishing benefits of our software
 Creating and establishing consumer relationships
 Acknowledging a fully supported product backed for quality assurance
In expanding sales beyond the TRIO community and developing cloud based computing
solutions, the business will modify its current positioning statement to identify why our product
provides a superior solution to managing and creating data driven analytics for varying industries.
Our marketing strategy will integrate the use of focus groups among other research techniques to
identify the demand for management data systems within our immediate target area (Colorado).
A crucial aspect of the marketing plan for this business is how it will be positioned in our
existing target market. Many TRIO hosted institutions already have existing database systems. Our
product must be positioned such that clients are willing to convert from what they are currently
using. This requires an emphasis of the benefits our databases provide over others. These benefits
include going beyond the basic function of a database to fulfill the clients need for analytical data,
efficiency, and processing of crucial information and reports, as well as providing these benefits
in an environment considered to be “just in time” or “real time data.” These are all attributes
missing from our competitor’s products that would be appealing for our future consumers.
Currently, Database by Design has an approximate 90 percent annual reorder rate and an
average customer-reorder relationship of about eight years. The company is currently debt free
except for the mortgage on its facility. However, about 80 percent of its accounts receivable are
billed during the last three months of the data analysis year. Added travel of its sales staff during

6. 4
promotions, demonstrations and for technical support and the new costs that will be arise with data
storage, pose a special challenge to the company.
The need for cash to fund expansion operations makes it necessary for the company to
borrow significant amounts of money to cover the period until customer billing occurs. Database
by Design’s marketing objectives include increases in both revenues and profits of approximately
10 percent annually. As demonstrated in the financial section of our business plan, revenues should
exceed $750,000 at the end of year one, and profits are expected to exceed $106,000 by the end of
year three in December 2018. Less quantitative goals include creating awareness and establishing
the benefits of the software which will then be reflected in sales.
4. Competition
The major competitors for database development within the TRIO community are Blumen
(Compansol), Student Access, home grown solutions and other in-house (institutional) developed
databases. Our experiences in the last several years,
however, indicate that consumers that have purchased
Student Access and Compansol are not happy with
these products. They site inaccurate reporting
functions, inconsistent formatting of report specific
fields and loss of data as primary reasons for moving
away from these products.
4a. Competitive Advantage: Prior TRIO
experience by Databases by Design employees has provided a unique competitive advantage over
the current competitors. Grant writing experience and engagement in the Department of
Education Training and Reporting has provided an internal insight into how data elements are
Home
Grown,
40%
Compans
ol,25%
Student
Access,
20%
Database
by
Design,
10%
Other, 5%
Market Share

7. 5
structured and being implemented. The database developers from Compansol and Student Access
do not understand the nuances of federal reporting nor do they understand how the outcomes and
program objectives were established and being reported on. Because of this lack of knowledge,
nearly 60% of their clients have abandoned their databases and turned to Database by Design
products.
4b. S.W.O.T. Analysis: A current performance analysis and evaluation of the company’s internal
strengths (S) and weaknesses (W) and external opportunities (O) and threats (T) serve as the
foundation for this strategic analysis and marketing plan. The plan focuses on the company’s
growth strategy, suggesting ways in which it can build on existing customer relationships, and on
the development of new products and/or services targeted to specific customer niches. Since
Database by Design markets a product used primarily as a promotional tool by its clients, it
currently is considered a business-to-business marketer.
In addition, in order to better understand the Colorado market our business proposes to
expand in, we consider the size of the target market. Data provided by the 2008 United States
Census Bureau identified 1,079 IT firms in Colorado comparable to our currently sized firm (1 to
4 employees). These small firms made up 54.3% of all firms existing in the state. This data
confirms that the information industry is relatively small in Colorado and that the industry is made
up primarily of small businesses such as Database by Design. Within the larger context of the
information technology industry, Database by Design will focus on establishing its products within
this narrow target market in order to gain a foot-hold as it expands to a broader market.
United States Census Bureau: Colorado Information Industry 2008

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As demonstrated in our S.W.O.T. analysis below, by focusing on commitment to service
and quality, Database by Design has effectively implemented a niche differentiation strategy in a
somewhat diverse marketplace. Its ability to differentiate its product has contributed to superior
annual returns. Our most profitable product is a software program for a PC-based data analysis,
which can be tailored to meet client needs by means of analysis, reports, and graphics. Clients use
this data analysis software as a promotional and informative tool, disseminating data that has been
distilled into pertinent segments as they apply to their customer and/or student base. However, as
noted in the diagram below, our S.W.O.T. analysis also identified factors that will be critical for
our company to address as we implement our growth strategy:
•Product differentiation
•Little employee
turnover
•Long term
relationships with
existing clients
•Commitment to Service
& Quality
•Advertising expenditure can
lead to significant growth
•Growing demand for real-time
data
•Data analysis software is
incredibly diverse, complex and
distributed by an immense
number of sources around the
world
• De-centralized management
hierarchy
• Productivity bottlenecks
• Lack diversification with product
line
• Small size fosters camaraderie, but
also impedes growth and new
business development
• Heavy reliance on word-of-mouth
• Current facilities are crowded
• Re-enginering, right-sizing and
outsourcing
• Theft of trade secrets
• Insufficient or costly server
space
• New technologies
• Data security

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TRIOware software began as an ancillary product to TRIO’s various IT programs. Due to
the proliferation of IT software and the growth in technologies, data analysis software has become
a critical necessity for TRIO, particularly in the refunding process. TRIO programs demonstrate
that they have met mandatory goals and objectives before funds are dispersed to them in
subsequent reporting periods. This led to the creation of our company, an effort to address multiple
industry needs of data analysis software with quality technical support.
The identified factors provide evidence that while Database by Design is rapidly gaining
ground in the TRIO community, a number of weaknesses and threats could impede future growth
or put extreme levels of liability and constraints on how future databases are being built and in
considering where cloud data will be stored. The table below provides additional findings:
Strengths
Database by Design has a product differentiation strategy which focuses on a strong
marketing orientation, commitment to high quality, and customization of products and
support services. Database by Design has little employee turnover as the business focuses
on providing excellent compensation plans and a phenomenal work environment that
fosters communication and quick response to clients’ needs. A shared knowledge of the
product’s requirements, adherence to quality standards, and a common vision throughout
the development and production process contribute to a high percentage of reorder business
suggests a satisfied customer base, as well as positive word-of-mouth communication,
which generates some 30 percent of new business each year.
Weaknesses
The de-centralized management hierarchy, lack of managerial backup may impede
creativity and growth. Too few people hold too much knowledge and a need for additional
employees/departments is expected. Despite the successful, long-term relationship with
the supplier, single-sourcing could make TRIOware vulnerable in the event of a natural
disaster, strike, or dissolution of the current supplier. Contingency plans for suppliers
should be considered. The specialty nature of the product line has the potential to create
bottlenecks in productivity and cash flow, placing excessive stress on personnel, and
strains the facilities. Both the product line and the client base lack diversification. While
the small size of the staff fosters camaraderie, it also impedes growth and new-business
development. Database by Design is assertive in its marketing efforts because of its heavy
reliance on positive word-of-mouth communication for obtaining new business in multiple
markets. Database by Design’s current facilities are crowded. There is little room for
additional employees or new equipment.

10. 8
Opportunities Advertising expenditures in the United States exceed $132 billion annually. More than $25
billion of this is spent on direct-mail advertising, and another $20 billion is spent on
specialty advertising. The potential for Database by Design’s growth is significant in this
market. Technological advances have not only freed up time for Americans and brought
greater efficiency but also have increased the amount of stress in their fast-paced lives.
Personal computers have become commonplace, and personal information managers have
gained popularity. As U.S. companies look for ways to develop customer relationships
rather than just close sales, reminders of this relationship could come in the form of
acceptable premiums or additional services that are useful to the customer. Data analysis
software is incredibly diverse, complex and distributed by an immense number of sources
around the world. The globalization of business creates an opportunity to establish new
client relationships in foreign markets.
Threats
Reengineering, right-sizing, and outsourcing trends in management may alter traditional
channel relationships with brokers, dealers, and distributors or eliminate them altogether.
Data analysis software is a unique and specific product. The technology, knowledge, and
equipment required to generate, disseminate, and maintain such an item, even a
computer-based one, are considerable. The entry of new competitors is a significant
threat. Theft of trade secrets and software piracy through unauthorized copying are
difficult to control. Specialty advertising through promotional items relies on gadgetry
and ideas that are new and different. As a result, product life cycles may be quite short.
Insufficient server space can be detrimental or even fatal to a company if the buyer-
supplier relationship is damaged due to unforeseen market risks or if the company
experiences financial difficulty. Competition from existing/traditional data analysis
software and other promotional items is strong and expected to increase. In this rapidly
evolving world of technology, cyberattacks, and data security breaches can severely
damage a company’s network, productivity, reputation.
4c. Environmental Analysis of Marketing Environment: Database by Design also considers
those environment forces that can promote or impede our expanded growth.
CompetitiveForces
The competition in the specialty advertising industry is very strong on a local and
regional basis but somewhat weak nationally. Sales figures for the industry as a whole
are difficult to obtain since very little business is conducted on a national scale. The
competition within the data analysis industry is strong in the single-purchase segment
and weak in the subscription-based segment. Currently IT single-purchase data
analysis software holds a dominant market share of approximately 90 percent;
however, the subscription-based segment is growing rapidly. The 10 percent market
share held by subscription-software is divided among many different firms. TRIO
Software, which holds 30 percent of the software-based data analysis market locally,
aspires to become the leading company that markets single-purchase plus lifetime tech
support data analysis software on a national basis. As software based data analysis
tools become more popular, additional competition is expected to enter the dynamic
and rapidly growing market.

11. 9
Economic
Forces
Nationwide, many companies have reduced their overall promotion budgets as they
face the need to cut expenses. However, most of these reductions have occurred in the
budgets for mass media advertising (television, magazines, newspapers). While
overall promotion budgets are shrinking, many companies are diverting a larger
percentage of their budgets to IT technolgies and specialty software applications. This
trend is expected to continue as businesses grow and adapt inline with changing
technologies, consumer demands, and market trends.
Political
Forces
The TRIO programs rely on yearly appropriations through the federal government.
While projects are funded for a minimum of five years, annual appropriations
approved by the senate majority allocate funds at approved funding levels on a yearly
level. Those levels could see 3% growth annually or see annual cuts in the amount of
5%.
Legal&
RegulatoryForces
In recent years, more attention has been paid to “junk mail.” A large percentage of
specialty advertising products are distributed by mail, and some of these products are
considered “junk.” Although this label is attached to the type of products TRIO
Software makes, the problem of junk mail falls on the clients of TRIO Software and
not on the company itself. While legislation may be introduced to curb the tide of
advertising delivered through the mail, the fact that more companies are diverting
their promotion dollars to specialty advertising indicates that most companies do not
fear the potential for increased legislation.
Technological
Forces
A major emerging technological trend involves personal information managers
(PIMs), or personal digital assistants (PDAs). A PDA is a handheld device, similar in
size to a large calculator, and can store a wide variety of information, including
personal notes, addresses, and a data analysis. Some PDAs even have the ability to fax
letters via microwave communication. As this trend continues, current software-based
data analysis products may have to be adapted to match the new technology. An
essential component of our business plans entails market expansion inclusive of
software applications for personal devices.
Socio-Cultural
Forces
In today’s society, consumers have less time for work or leisure. The hallmarks of
today’s successful products are convenience and ease of use. In short, if the product
does not save time and is not easy to use, consumers will simply ignore it. Software-
based data analysis fits this consumer need quite well. A software-based data analysis
also fits in with other societal trends: a move to digital subscriptions, the need to
automate repetitive tasks to reduce or eliminate human error, and the growing
dependence on technology.
4d. Matching Strengths to Opportunities/Converting Weaknesses and Threats: The
acceptance of technological advances and the desire to control time create a potential need for a
computer-based data analytics. Database by Design has more opportunity for business growth
during its peak season than it can presently handle because of resource (human and capital)
constraints. Database by Design must modify its management hierarchy, maximizing company

12. 10
efficiency by adding employees and additional departments as becomes necessary. Database by
Design should discuss future growth strategies with its board of directors and develop contingency
plans to deal with unforeseen events. Possible international market expansion opportunities should
be explored. Database by Design should consider diversifying its product line to satisfy new
market niches and develop subscription and device-friendly software. Database by Design should
consider surveying its current customers and its customers’ clients to gain a better understanding
of their changing needs and preferences.
5. Operating Procedures
5a. Day to Day Operations of Database by Design: The diagram below identifies the key
business processes in the day to day operations at Database by Design. The operations begin with
the marketing of our product and end with the
successful implementation and follow up by
our staff to determine that we have deployed a
successful application. Our channels for
marketing and sales will focus on web-sales,
telemarketing, direct sales and personal
demonstrations. Our website will be updated
to address the new demand for product, sales
and technical support. In terms of producing the product, sales representatives will call potential
clients to conduct a product assessment. Using a template demonstration disk, this assessment will
help create a data analysis concept and structure. Once this analysis has been finalized, Database
by Design completes the concept, including designing, copywriting, and customizing of the
demonstration disk. If all product specifications are met, the final product is created and deployed
Marketing
Sale
Product
Assessment &
Development
Deployment &
Training
Follow-up

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to the consumer. Consumers are also able to download their purchased files from a secured
website. In the deployment and training process, 24 hours of training are provided in the use and
management of the system. Within three months of the deployment and implementation, additional
follow-up is conducted to ensure that all product demands are met and exceeded. Perhaps what
most differentiates our products from our competitors is its high level of service and customer
satisfaction. Since product development and customization of this type can require significant
amounts of time and effort, particularly during the product’s first year, Databases by Design
deliberately pursues a strategy of steady, managed growth.
5b. Day to Day Operations of Primary Clients: Federally funded TRIO programs must abide
by federal regulations and are subject to review by the Office of Management and Budgets.
(Education, Federal TRIO Programs - Home Page, 2013) The Education Department General
Administrative Requirements (EDGAR) defines policy for the provision of and documentation of
program services but it does not define how the services will be executed or how the documentation
will be acquired and maintained. The use of technology is left to the discretion of the Project
Director. In providing services, most TRIO projects follow traditional customer service models
where services are provided and data systems document the services provided and the intended
outcomes.

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Within the state of Colorado, the TRIO projects have differentiated themselves from its key
competitors by collaborating with a number of community agencies and postsecondary institutions
and providing quality services. Yet, as defined by Feld and Stoddard’s “Getting IT Right”, the
current IT infrastructure is in desperate need of rejuvenation and an IT plan that encompasses a
unified technology platform and leads to a highly functioning performance and goal oriented
organization. (Feld & Stoddard, 2004)
In their current development, the databases are functional and meet program management
and reporting needs. However, given the changes in technology and the need to become more
mobile in providing and documenting services to program participants, Databases by Design seeks
to implement programs that are efficient, mobile, and accessible in a more mobile environment.
Gone are the days of entering data onto a PC while sitting behind the desk. Databases by Design
needs to create mobile apps that allow students to apply for college and financial aid, for advisors
to enter service and contacts notes immediately. Information and reporting elements need to be
available immediately so that programmatic decisions can be made immediately. Given this and
the increasing demand for our product, Databases by Design is seeking additional funds and

15. 13
resources that will triple our current capacity and allow for our data to be stored in the cloud. Our
data needs to be accessible on a number of media and immediately accessible yet highly secure.
This business plan, will therefore, include a prioritized plan for creating a web-based
database that will allow TRIO projects to use the internet and wireless technologies to create
integrated and more efficient business processes.
6. Personnel
The company currently has four (4) full-time employees that oversee the four major
functions of the business. Jamie Kerr oversees Marketing and Sales; Emma Morgan oversees Web
Development and Technical Support; Jessica Watkinson oversees the Financial Business
Functions and Maria Zavala oversees Product Development and Deployment.
Business Unit Name Salary # Employees
Web Design & Tech. Support Emma Morgan $50,000.00 1
Marketing & Sales Jamie Kerr $50,000.00 1
Financial & Business Manager Jessica Watkinson $50,000.00 1
Product Development & Deployment Maria Zavala $70,000.00 1
7. Business Insurance

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Given the unique nature of our business and the maintaining of highly sensitive data,
insurance coverage of varying types and amounts are critical. The table below identifies the types
and cost of coverage that Database by Design will need to carry on an annual basis.
Insurance
Type:
Coverage Annual Cost
Workers
Compensation
insurance:
Covers employees’ medical and expenses and missed
wages. The workers' compensation premium will be
based on your payroll, and the property
$2,441.00
Commercial
Automobile
Insurance
(Liability only):
Where coverage stipulates:
$25,000-per person for bodily injury
$50,000-per accident for bodily injury
$15,000-per accident for property damage
Premium will be based on either estimated gross
receipts or estimated payroll
$1,000.00
Professional
Liability
Insurance:
Errors & Omissions: coverage for improper actions and
negligence. All Errors & Omissions policies are issued
on a "Claims Made" basis, meaning coverage is only
provided for work that is done while the policy is in
force and for claims that are filed while the policy is in
force.
Cyber Liability: protection against costs associated with
the theft or misuse of customer data. E.g.: viruses,
system glitches, inadvertent technological issues.
$2,500.00
Business
Liability
Insurance:
Coverage of business owner(s) and customers,
protection of personal assets, assets of the business and
all costs associated with defense against legal claims,
lawsuits and other legal actions. “It also provides that a
customer or client who has suffered damages will be
adequately compensated” (Source: CO Dept. of
Regulatory Activities).
$400.00
Property
Insurance:
Actual Cash Value (ACV) Coverage: protects against
physical property loss for the company. E.g. company
servers, inventory and equipment (inclusive of
intellectual property). Database by Design will be
renting office space where it will conduct all business
processes. Rental Insurance may be considered in the
future, but currently no insurance for office premises is
necessary (coverage by property owner is sufficient
under CO law).
$1,800.00

17. 15
Business Interruption Insurance: Coverage that protects
against natural disasters or any such events that impede
business processes (extreme weather, power outages,
etc.)
Health
Insurance:
Federal Healthcare Reform law does not require
businesses to provide health coverage to workers,
though large employers will face penalties for failing to
do so” (Source: CO Dept. of Regulatory Activities).
$0.00
Fidelity Bond
Insurance:
Protection against third party employee dishonesty (e.g.
the theft of intellectual property, money, equipment or
other assets from the company.
$1,850.00
Total Annual Premiums:
$9,991.00
Based on state rates and financial assumptions as derived from following company example:
(Source: http://www.techinsurance.com/sample-quotes/small-consulting-company/)
B. FINANCIAL DATA
1. Capital Equipment & Supply List
To run a well functioning business, Database by Design has acquired the following
equipment and supplies:
Item: Description:
Equipment Server, five computers, five laptops, five mobile devices (tablets & iPads) five
cell-phones, VOIP phones & ticketing system (logs or tracks customer clients
services) (multi function, files/printers, copy machines, scanners, cooling
system room, projection unit, smart boards
Furniture 5 desks, conference table & chairs, lamps , reception area furniture,
Office space 1500 sq. feet office space, five offices, conference room, break room, supply
room, storage server room
Supplies Software licenses, note pads, pens, pencils, promotional materials, paper,
butcher block paper, markers, USB drives,
Capital
expenditures
internet and service provider;
2. Balance Sheet
As demonstrated in the Balance Sheets for the three-year period ended December 31,
2018, Database by Design, will have implemented a successful business venture that manages

18. 16
the firm’s assets and liabilities, while at the same time generating profits for its owners. By the
end of the third year, Owner Equity will have grown 62% over the length of two years.
Database by Design
Balance Sheets
For the Three-Year Period Ended: December 31, 2018
Year 1 Year 2 Year 3
Assets
Current Assets
Cash & Equivalents $81,649 $163,809 $309,091
Accounts Receivable 32,867 6,052 6,685
Inventory 10,000 10,000 10,000
Other Current Assets 15,139 21,593 28,377
Total Current Assets 139,656 201,454 354,153
Plant, Property, & Equipment 50,000 35,000 15,000
Less: Accumulated Depreciation (47,000) (92,000) (137,000)
Net Plant, Property, & Equipment 3,000 (57,000) (122,000)
Other Noncurrent Assets 1,100 1,100 1,100
Total Assets $143,756 $145,554 $233,253
Liabilities
Current Liabilities
Accounts Payable $2,966 $3,118 $3,277
Accrued Expenses 872 917 964
Other Current Liabilities 5,000 5,000 5,000
Total Current Liabilities 8,838 9,035 9,241
Noncurrent Liabilities
Long-Term Liabilities 60,000 60,000 60,000
Other Noncurrent Liabilities 10,100 10,100 10,100
Total Noncurrent Liabilities 70,100 70,100 70,100
Owner Equity $64,818 $66,419 $153,912
Total Liabilities and Owner Equity $143,756 $145,554 $233,253
3. BreakevenAnalysis
In order to determine the number of databases that must be sold on a monthly basis to cover
all production and related costs, Database by Design considered all fixed and variable costs. It
also considered that the activity base cost driver would be “the number of days (25) in the month
when database development could take place.” Product costs included direct and indirect materials

19. 17
or equipment, selling or administrative costs, overhead and any direct or indirect labor contribution
to creating and deploying the database. Selling costs included all costs necessary to secure
customer orders and get the finished product to the customer. The table and graph below describe
the contribution approach in determining the break-even point:
Break-even Analysis Using Contribution Approach
Monthly Costs: Monthly Sales Per Unit Costs
Sales $60,000 $2,000
Variable expenses:
Variable production costs
Variable selling
Variable administrative
$17,000
$ 300
$ 700 $18,000 $ 720
Contribution Margin: $42,000 $1,280
Fixed expenses:
Fixed production costs
Fixed selling
Fixed administrative
$24,000
$ 5,700
$ 6,300 $36,000
Net Operating Income: $ 6,000
Break-even (database units/month): 28

20. 18
4. Profit and loss statements (Income statements)
The Pro-Forma profit and loss statements for the next three years indicate that this
business will be profitable.
Database by Design
Profit and Loss Statements
For the Three-Year Period Ended: December 31, 2018
Year 1 Year 2 Year 3
Sales Revenue $753,934 $832,881 $920,094
Less: Cost of Sales (417,481) ($438,840) ($461,292)
Gross Margin 336,453 394,041 458,802
Operating Expenses
Cost Center 1 73,673 $77,442 $81,404
Cost Center 2 85,952 $90,349 $94,972
Cost Center 3 85,952 $90,349 $94,972
Total Operating Expenses 245,577 258,141 271,348
Operating Income 90,876 135,899 187,454
Interest Income 1,447 $3,960 $6,861

21. 19
Interest Expense 36,000 $36,000 $36,000
Net Income (Loss) Before
Taxes 56,323 103,860 158,314
Income Tax Expenses
(Savings) 18,587 $34,274 $52,244
Net Income (Loss) After Taxes $37,736 $69,586 $106,071
5. Three-Year summary Financial Statements
Database by Design
Profit and Loss Statements
For the Three-Year Period Ended: December 31, 2018
Year 1 Year 2 Year 3
Sales Revenue $753,934 $832,881 $920,094
Less: Cost of Sales (417,481) ($438,840) ($461,292)
Gross Margin 336,453 394,041 458,802
Operating Expenses
Cost Center 1 73,673 $77,442 $81,404
Cost Center 2 85,952 $90,349 $94,972
Cost Center 3 85,952 $90,349 $94,972
Total Operating Expenses 245,577 258,141 271,348
Operating Income 90,876 135,899 187,454
Interest Income 1,447 $3,960 $6,861
Interest Expense 36,000 $36,000 $36,000
Net Income (Loss) Before
Taxes 56,323 103,860 158,314
Income Tax Expenses
(Savings) 18,587 $34,274 $52,244
Net Income (Loss) After Taxes $37,736 $69,586 $106,071
6. Detail by month for first year

22. 20
7. Assumptions upon which projections were based
 Primary & secondary target markets : federally funded TRIO programs and host
educational institutions; secondary: new start up companies
 Goal: Expand existing services and product development to create databases that are
cloud based; expand to new start-up companies; increase capacity to increase sales to
greater number of TRIO programs.
 Growth rate for TRIO programs in next grant competition: 3%
 Annual Business Growth Rate: 10%
 Cost of custom-made database: $2000
 On a month-to-month basis we carry sufficient inventory (product) to meet the demands
for the month.

23. 21
 The three cost centers include: 1) Sales and Marketing; 2) Administrative Expenses; 3)
Indirect Production Costs
 Changes in PPE will take place as the business begins to dispose of obsolete equipment
 25 days of production in a month will drive product development
 33% Marginal Tax Rate
8. Pro-Forma Cash Flow statement
Analysis of our Pro-Forma Statement indicate that the three profitability ratios (ROA,
ROE, and EBITDA ) indicate that the business is effectively using assets and that in the
presence of debt, ROE is greater than the ROA indicating that the owners of our business are
earning a substantial rate of return. Our current liquidity ratio indicates that we are facing a
lower level of risk. Times Interest Earned value of 2.04 (>1) indicates that we are able to
service the interest on our debt created to expand our business. We are turning inventory over
3.4 times (for every $1 of sale we use 3.4 amount of inventory). Big 3 factors (ROA, ROE,
EBITDA) and Net Profit are all favorable.
Database by Design
Statement of Cash Flows
For the Three-Year Period Ended: December 31, 2018
Year 1 Year 2 Year 3
Net earnings $37,736 $69,586 $106,071
Reconciliation to cash flow
Depreciation and amortization 45,000 45,000 45,000
Changes in operating accounts
Accounts receivable -12,867 26,816 -634
Inventory 0 0 0
Other current assets -6,139 -6,454 -6,784

24. 22
Accounts payable -11,034 152 160
Accrued expenses -10,128 45 47
Other current liabilities 0 0 0
Cash flow provided by operations $42,568 $135,145 $143,860
Investing Activities
Expenditures for property & equipment 10,000 15,000 20,000
Disposals of property & equipment 0 0 0
Expenditures for other noncurrent assets -100 0 0
Disposals of other noncurrent assets 0 0 0
Cash flow provided by (required for)
investing $9,900 $15,000 $20,000
Financing Activities
Decrease in long-term liabilities 0 0 0
Increase in long-term liabilities 0 0 0
Decrease in other noncurrent liabilities 500 0 0
Increase in other noncurrent liabilities -400 0 0
Increases in owner’s equity 0 0 18,427
Decreases in owner’s equity -22,919 -67,985 -37,005
Cash flow provided by (required for)
financing ($22,819) ($67,985) ($18,578)
Net increase (decrease) in cash & equivalents $29,649 $82,160 $145,282
Cash & cash equivalents at beginning of
period $52,000 $81,649 $163,809
Cash & cash equivalents at end of period $81,649 $163,809 $309,091
C. SUPPORTING DOCUMENTS
1. Resume’s
To Follow
2. References
 US Department of Education, Federal TRIO Programs (April 2015).
http://www2.ed.gov/about/offices/list/ope/trio/index.html

25. 23
 Feld and Stoddard’s “Getting IT Right”, 2004
 Rise, Al and Trout, Jack, (August 8, 2014) The Battle of your Mind PDF

26. 24
Emma M. Morgan
333 Riva Ridge Dr., C105, Fort Collins, CO 80526
Cell Phone: (970) 682-8227
epahemorg@gmail.com
MANAGEMENT PROFILE
 Extremely organized, highly motivated and self-starter
 Work well with others in a team atmosphere and always committed 100%
 One of my best skills is sharing strong positive working ethics
 Experience providing supervision, direction, guidance and mentoring to other staff.
 Positive approach to all tasks and pride in achievements and dependability
 Strong knowledge of Microsoft word, excel, access, PowerPoint, WordPerfect, Outlook,
Internet Research skills, and other business software’s.
EDUCATION
Colorado State University, Fort Collins, CO Dec 2015
Master of Management Practice
Fort Lewis College, Durango, CO May 2006
Bachelor of Arts - Business Administration & Management / Accounting
PROFESSIONAL EXPERIENCE
Deputy Public Trustee September 2005-Present
Larimer County Public Trustee, Fort Collins, CO
Managed for opening and administering a foreclosure under the powers conferred upon them by
a deed of trust pursuant to Colorado State statutes and processing other foreclosure documents.
 Serve as client advocate with lenders and attorneys to assist in preventing foreclosure.
 Manage attorney communications both phone and email.
 Analyze and design strategies to minimize losses and enhance the foreclosure process.
 Perform proper calculations to prepare for attorneys and lenders.
 Supervise to ensure proper of methods and processes are used on foreclosures.
 Prepare all notices of default as per terms of Deed of Trust on mortgage.
 Set up the email system and website for the Public Trustee’s Office.
 Evaluate and examine files with management prior to foreclosure sale date to formulate
bidding instructions and communicate same to attorney.
 Conduct company meetings to inform staff about new foreclosure laws.
 Network with bank lenders, law firms, and real estate agents.
 Manage the Public Trustee office when the Public Trustee is not present. Responsible for
signing documents and writing checks from main Public Trustee accounts.

27. 25
 Set up electronic e-recording for releases using two vendor, cutting 80% of the paper
work and signatures.
Colorado Alliance for Minority Participation (CO-AMP) Colorado State University,
Fort Collins, CO
Program Manager Assistant August 2002-July 2005
 Coordinate research projects design to produce statistical information for all CO-AMP
University participants and create charts to use for presentations with PowerPoint.
 Reorganize and update website for better information access by visitors to the site.
 Prepare agendas for conferences, CO-AMP meetings and other activities.
 Personally contact prospective students by telephone and email to generate application
interest. Assist with student interviewing process.
 Recruitment of the minority students has doubled for the CO-AMP programs which helps
the CSU diversity enrollment.
__________________________________________________________________
COMMUNITY ENGAGEMENT
Native American Cultural Center and AISES (American Indian Science & Engineering Society)
at Colorado State University August
2005-Present
 Recruit students for Colorado state university by attending events such as (preview of the
financial aid and admission offices, panel discussions, introducing Native American
mentors that are on campus, and attend student forums.
 Volunteer my time 8 hours on weekends to help organize events through CSU and the
Native American Student services.
 Work with the upward Bound program with focus on Native American Indian Students
from various high schools to promote college opportunities.
 Spend 8 to 10 hours a week mentoring youths within the Fort Collins community
NCIPA (Northern Colorado Intertribal Pow-wow Association) April 2004-
Present
 Promoting our pow-wow cultural activities with Fort Collins community and Colorado
State Campus. I spend 16-20 hours for two days on a weekend.
 Served as a volunteer at a church organization with serving food or cleaning after an
event.
 Help out on a Christmas drive for Native American families that live here in Fort Collins
and give those gifts and food during Christmas time and it’s every year.
 Recruit Native American youths to come to Colorado State University.

28. 26
JAMIE L. KERR
970.420.5555.
5555 Autumn Ridge Ave ~ Fort Collins, CO 80521 ~ jamiekerr23@yahoo.com
OBJECTIVE
To obtain a position with room for growth and promotion, where I
can contribute to the success of the company with my current
talents, as well as to learn and master new techniques and skills.
EXPERIENCE
January 2009 – July 2012 H&R Block Buena Vista, CO
Receptionist
■ Commanded multi-line phone system
■ Scheduled appointments
■ Organized and maintained bookkeeping system
■ Responsible for client ?
■ Ability to multitask in a high stress environment
Sept. 2007 – April 2008 Enchante A European Salon Loveland,
CO
Salon Coordinator, Front Desk Manager
■ Deliveredhighly effective customerservice, handling incoming and
outgoing calls and emails.
■ Worked one on one with stylists to promote their skills and
services.
■ Maintained office organization through the application of
prioritizing, filing, and asset management.
■ Implemented new stocking, cleaning, and attendance processes,
that increased productivity by 50%.
■ Skilled at operating adding machines, copy machines, computers,
multi-line phone systems, and Fax machines.
■ Proficient in Harm’s Millennium Bb Edition, Microsoft Word, Excel,
PowerPoint, QuickBooks and Adobe Indesign 6.
March 2005 – Sept. 2007 Home Depot Fort Collins, CO
Inventory Management Associate
■ Worked directly with, built and maintained successful
relationships/communications with vendors and supervisors to

29. 27
meet company demands in a fast paced, detail oriented
environment
■ Managed over 60,000 products, responsible for ordering,
processing, pricing, and maintaining stock.
■ Sincere dedication to excellence, performed three different
associate positions for a 6 month duration.
■ Created and maintained professional and functional store
sets/displays.
■ Extensive experience with ordering systems, inventory/receiving
processes.
■ Experience with gardening, decorative rock, and landscaping
EDUCATION
May 2014 Colorado State University Fort Collins, CO
■ Major in English. Minor in Business Marketing.
■ Completed marketing internship with CSU athletic department.
Professional References
■ Available upon request
Personal References Available Upon Request

30. 28
JESSICA WATKINSON 3002 W. ELIZABETH ST.UNIT 22C
(970-213-9544) Fort Collins, CO 80521
jessica.watkinson@gmail.com
OBJECTIVE
To obtain a position that will enable me to use my strong organizational skills, educational
background, and ability to work well with people.
PROFESSIONAL EXPERIENCE
PET CITY, FORT COLLINS, CO
Sales Associate/Animal Care – May 2013-Present
 Part-time employee, tasks and skill including sales, customer service, Point-of-Sale,
inventory, and animal care.
 Demonstrates abilities in sales, physical labor, and gaining expertise in a new field.
POUDRE SCHOOL DISTRICT, FORT COLLINS, CO
Seasonal worker - Painter, May 2010 – August 2014
 Full-time, seasonal worker in painting and building maintenance.
 Demonstrates ability to do physical labor and also the organization and implementation of
short-term and long-term projects.
PRIVATE TUTORING, FORT COLLINS, CO
Private tutor, May 2011 – May 2013
 Provide academic tutoring for high school students in a variety of subjects.
 Organize and maintain own schedule and payment.
 Demonstrates ability to work well with a variety of people and adaptation to different learning
styles.
POUDRE RIVER PUBLIC LIBRARY DISTRICT, FORT COLLINS, CO
Volunteer, April 2009 - February 2011
 Worked with volunteer team to organize and implement programs in the library, including
fund-raising events.
EDUCATION & ACCOMPLISHMENTS
COLORADO STATE UNIVERSITY, FORT COLLINS, CO
 Masters in Management Practice, degree awarded May 2015
 English-Writing Concentration and Business Minor, degree awarded May 2014
INTERNATIONAL BACCALUAREATE DEGREE, FORT COLLINS, CO
Awarded in 2011
 Obtained through high scores in English, History, Math, Environmental Science, Music, and
German.

31. 29
MARIA DE LOURDES ZAVALA
2318 Amherst Street
Fort Collins, CO 80523
(970) 221-5657
EDUCATION:
Bachelor of Science Business Administration
Colorado State University Fort Collins, Colorado
Graduation: May, 1988
Master of Mgmt Practice Colorado State University
Fort Collins, Colorado
Expected Graduation: Fall, 2015
Associate of Arts Liberal Arts Aims Community College
Graduation: March, 1985 Honors: Dean's List
EXPERIENCE:
DIRECTOR PROGRAM COMPLIANCE & IT SUPPORT August 2010 - Present
Colorado State University, the Access Center (Formerly CEAO)
 Oversee the technical needs of the federally and institutionally funded
programs by providing technical IT support
 Provide training and support
 Develop, manage and oversee the data systems that support the data
documentation and financial management processes
 Establish policies and procedures required of the Federal and
institutionally funded programs
 Work as a member of a collaborative leadership team to manage, develop,
train, problem-solve, and implement strategic plans
 Research and write grants to seek federal and state funding
 Assist Sponsored Programs in downloading and completion of grant
application materials for submission of federal grants
 Collection and analysis of data for submission of Annual Performance
Reports to the Department of Education, Division of Enrollment and
Access
 Lead Community for Excellent Data/Web Committee
FACULTY MEMBER February 2015 – Present
Council for Opportunity in Education (COE) – Washington DC
 Serve as an integral member of the Priority 1 training and development
team
 Develop training materials and resources for federal Priority 1 training that
addressed federal record keeping, reporting student and project

32. 30
performance, program evaluation and designing and operating a model
TRiO program
 Conducted training sessions at prescribed venues using supportive
handouts and interactive exercises
 Co-Presented with fellow consultant’s as needed
 Served as a Faculty Mentor for training participants
 Assisted training participants (TRiO Professional Personnel) in developing
Master Action Plans to develop and improve program development,
assessment and outcomes
DATA/TECH COORD/NETWORK ADM. August 1986 – July 2010
Colorado State University, Center for Educational Access and Outreach (CEAO).
 Develop and maintain six program databases.
 Coordinate data collection for use in Annual Performance Reports.
 Analyze data and report on Center’s goals and accomplishments.
 Provide technical support by overseeing and managing local area network;
including networking of computers, troubleshooting and fixing network
problems and setting up network users and passwords.
 Train Center personnel on computer software applications.
 Maintain and update Center (CEAO) web page
 Provide technical assistance/support with computer software and
hardware; including purchasing, setting up and configuring computers,
installing software and hardware, repairing computers and providing basic
disk management to all Center computers
 Collection and analysis of data, grant writing, and submission of Federal
TRIO grants and Colorado Department of Education Nutrition grants
Additional job duties assumed in July 2007:
 Manage three federal TRIO grants and two university funded grants;
including purchasing and allocating budget expenditures
 Develop and maintain budget mechanism for reporting of grant fund
balances and forecasted expenditures
 Manage personnel operations for 24 permanent staff members and hiring
of temporary summer staff and work-study students
 Provide managerial support in the development of program budgeting
CONSULTANT AND FACULTY MEMBER. August 1999 - Present
Council for Opportunity in Education (COE).
 Develop and update Access Databases for TRIO specific programs;
databases used in completing required Department of Education Annual
Performance Reports.
 Provide workshops and Webinars related to preparing for the Annual
Performance Reports and/or improving program performance for Upward
Bound, Educational Talent Search, Educational Opportunity Center, and
Student Support Services.

33. 31
 Provide technical assistance to TRIO programs nationwide in using
Access and preparing for the Annual Performance Report.
 Provide workshops related to using Technology in TRIO Programs; Using
the Web as an Advising Tool, Program Management, Web Page
Development using FrontPage, Creating PowerPoint presentations
CONSULTANT. September 2000 - Present
TRIO and GEAR UP Community
 Develop and create Access Databases for TRIO specific programs (UB,
ETS, EOC, SSS, McNair) and GEAR UP programs; databases used in
completing required Department of Education Annual Performance
Reports.
 Provide training related to preparing for the Annual Performance Reports
and/or improving program performance at Regional and National
Conferences.
 Provide technical assistance in using Access and preparing for the Annual
Performance Report.
 Provide assistance in preparing and uploading the Annual Performance
Reports to the Department of Education reporting tool
 Create program policies/procedures manuals for those projects I have built
databases
CONSULTANT. September 2010 – Present
Nosotros Education Center, Dallas TX
 Provide training on federal grant proposal writing
 Provide training on conducting research for federal grant proposals
 Provide research for federal grant proposals
CONSULTANT. March 2008 - Present
Office of VP for Student Affairs, Colorado State University
 Provide on-going training and support to eight University directors in the
creation of MS Access databases for the purpose of reporting university
involvement and activities of the University Advocacy programs.
 Provide training and technical support related to accessing and analyzing
university Banner system data for analysis of university retention efforts
 Provide assistance in creating reports to the general campus community
and university administration
FACULTY MEMBER March 2008 – December 2010
Southeastern Assoc. of Educational Opportunity Program Personnel (SAEOPP)
 Serve as an integral member of the SAEOPP Priority 1 training and
development team
 Develop training materials and resources for federal Priority 1 training that
addressed federal record keeping, reporting student and project

34. 32
performance, program evaluation and designing and operating a model
TRiO program
 Conducted training sessions at prescribed venues using supportive
handouts and interactive exercises
 Co-Presented with fellow consultant’s as needed
 Served as a Faculty Mentor for training participants
 Assisted training participants (TRiO Professional Personnel) in developing
Master Action Plans to develop and improve program development,
assessment and outcomes
CONSULTANT. January 2006 – July 2007
Academy for Educational Development, Washington, DC.
 Create training manuals for the web based databases
 Prepare and clean data for online web applications
CO-OWNER. JUNE 1995 - Present
Zavala Landscaping
 Maintain bookkeeping records and files
 Prepare Payroll and all State/Federal Reports
 Provide support as needed in creation of estimates and proposals
OTHER RELATED EXPERIENCE:
Aims Community College, Office of Financial Aid, Administrative Support
Fuerte & Alvarez Construction, Inc., Office Manager
Holy Family Parish, Finance Chair (2004-2011)
COMMITTEES INVOLVEMENT:
Community for Excellence & Transition Coordinating Committee, Colorado State
University, 2012 to Present
IT Support for the Division of Enrollment & Access (IT4EA), 2010 to Present
InterAgency Educational Data Sharing Committee, Colorado Department of Education
and Colorado Department of Higher Education, 2011 to Present
Recruitment and Retention of Diverse Staff Committee, Colorado State University,
October 2012 to Present
Ad-Hoc Advisory Committee for Community for Excellence, Colorado State University,
2014 to Present
Emergency Housing Loan Program Committee Member, Colorado State University, 2014
to Present
Colorado Department of Education/Colorado Department of High Education Data
Sharing Coalition, 2012 to Present
AFFILIATIONS:
Active Member, Association of Special Programs in Region Eight
(Participated on number of committees; and provided training conference sessions)
Member, Holy Family Church, Fort Collins, CO

35. 33
COMMUNITY SERVICE:
1992-95 Volunteer in the Public School - Tavelli Elementary
Volunteer of Holy Family Annual Fiesta Committee
Volunteer clerical/administrative assistance at Holy Family Church
Chair, Holy Family Church Finance Committee – 2004 to 2011
Department Representative, Colorado Combined Campaign (United Way) – 2004 to
2012
INTERESTS/ABILITIES/TRAINING:
Training on Documentation and Accountability, Student Reporting &
Student Performance, Employee Mediation and Managing Employee Differences
Training on computer software and applications including ACCESS, Word, Excel,
HTML, Creating Web Pages, DreamWeaver, PowerPoint, Windows
Training on local area networking and troubleshooting and maintaining PC’s
Speak, Read, and Write Spanish fluently.
Member of the Council for Opportunity in Education Task Force on Data Collection
Issues
Microsoft Access XP Certification, May 2004

36. 34
1. Appendix
Appendix A:
The Federal TRIO Programs (TRIO) are Federal outreach and student services programs
designed to identify and provide services for individuals from disadvantaged backgrounds. TRIO
includes eight programs targeted to serve and assist low-income individuals, first-generation
college students, and individuals with disabilities to progress through the academic pipeline from
middle school to postbaccalaureate programs. TRIO also includes a training program for
directors and staff of TRIO projects.
The history of TRIO is progressive. It began with Upward Bound, which emerged out of the
Economic Opportunity Act of 1964 in response to the administration's War on Poverty. In 1965,
Talent Search, the second outreach program, was created as part of the Higher Education Act.
In 1968, Student Support Services, which was originally known as Special Services for
Disadvantaged Students, was authorized by the Higher Education Amendments and became the
third in a series of educational opportunity programs. By the late 1960's, the term "TRIO" was
coined to describe these federal programs.
Over the years, the TRIO Programs have been expanded and improved to provide a wider range
of services and to reach more students who need assistance. The Higher Education Amendments
of 1972 added the fourth program to the TRIO group by authorizing the Educational
Opportunity Centers. The 1976 Education Amendments authorized the Training Program for
Federal TRIO Programs, initially known as the Training Program for Special Programs Staff
and Leadership Personnel. Amendments in 1986 added the sixth program, the Ronald E.
McNair Postbaccalaureate Achievement Program. Additionally, in 1990, the Department
created the Upward Bound Math/Science program to address the need for specific instruction
in the fields of math and science. The Upward Bound Math/Science program is administered
under the same regulations as the regular Upward Bound program, but it must be applied for
separately. Finally, the Omnibus Consolidated Appropriations Act of 2001 amended the Student
Support Services (SSS) program to permit the use of program funds for direct financial
assistance (Grant Aid) for current SSS participants who are receiving Federal Pell Grants.
The legislative requirements for all Federal TRIO Programs can be found in the Higher
Education Act of 1965, Title IV, Part A, Subpart 2 [ MS Word (217K) | PDF (188K)]. The
requirements for the SSS Grant Aid can be found in Public Law 106-554.
US Census Bureau – Business start up data

37. 35
Appendix B: TRIO Database Images

38. 36