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The Enterprise Business Case for Cloud Transformation: Introducing Everest Group’s Next Generation IT Practice

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Everest Group is committed to helping leading enterprises navigate the opportunities and challenges associated with transformation and cloud migration. Based on extensive work with leading enterprises and cloud vendors, Everest Group has developed the first comprehensive set of analytics, frameworks and fact-based economic models for enterprise IT transformation and cloud migration. In this webinar, learn how Everest Group’s new Next Generation IT advisory services leverage these capabilities to help you.

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The Enterprise Business Case for Cloud Transformation: Introducing Everest Group’s Next Generation IT Practice

  1. 1. Webinar: The Enterprise BusinessCase for Cloud TransformationIntroducing Everest Group’s Next Generation IT PracticeScott Bils Dale StaraPartner Engagement DirectorNext Generation IT Next Generation ITEverest Group Everest Groupscott.bils@everestgrp.com dale.stara@everestgrp.com : @everest_cloudJune 23, 2011
  2. 2. Today’s Agenda What is IT Transformation? How Does Transformation Create Business Value? Everest Group’s Next Generation IT Services 2 Proprietary & Confidential. © 2011, Everest Global, Inc.
  3. 3. Global IT Services Market ForcesEnterprises are challenged to respond to extreme market demandsfor efficiency and flexibility 3 Proprietary & Confidential. © 2011, Everest Global, Inc.
  4. 4. Traditional Model AlignmentTraditional IT delivery models are challenged to meet these demands 4 Proprietary & Confidential. © 2011, Everest Global, Inc.
  5. 5. Legacy IT is High Cost and InflexibleTraditional IT delivery models are challenged to meet these demands 5 Proprietary & Confidential. © 2011, Everest Global, Inc.
  6. 6. Next Generation IT Models Disruptive Next Generation IT models create game changing opportunities Efficiency Impact Flexibility Impact Next-Gen Data Centers  Dramatically lowered cost  Standardization equals Designed to take advantage of  Reduced latency speed modular, hyper-scale and high-  Simplified management  ‘Right-sized’ capacity Confidential principles  Highly scalable  ‘Just-in-time’ capacityNext Generation Models density Cloud Services  Dynamic workload shift to  On-demand processing and IT delivered as a service achieve 4-5X efficiency gain storage capacity through private, public, and/or  Pooled resources/multi-  Self-service provisioning hybrid cloud models tenancy  Capital avoidance  Cost linked to consumption Talent Factories  Optimized staffing pyramid  Improved access to High talent, low cost resources leading to improved resource specialized skills and organized by an optimized utilization technical expertise workforce pyramid  Remote support from low  Enhanced resource cost locations scalability 6 Proprietary & Confidential. © 2011, Everest Global, Inc.
  7. 7. New IT Economic ModelsNext Generation IT models drive value by making the legacyenvironment’s high fixed costs more variableDATA CENTER OPERATING COST BREAKDOWN* 2% 70-80% of costs 8% Variable for the typical data 25% Costs center are fixed !!! 14% 7% 15% 23% 75% Fixed Costs 31% Labor Hardware Facility Hardware Power Licenses Network Total DC Costs Maint and Costs Costs Cooling* Everest Group analysis assuming 3,000 server data center, 200:1 server-to-admin ratio 3 year depreciation schedule 7 Proprietary & Confidential. © 2011, Everest Global, Inc.
  8. 8. Next Generation ITDisruptive Next Generation IT models create game changingopportunities 8 Proprietary & Confidential. © 2011, Everest Global, Inc.
  9. 9. Today’s Agenda What is IT Transformation? How Does Transformation Create Business Value? Everest Group’s Next Generation IT Services 9 Proprietary & Confidential. © 2011, Everest Global, Inc.
  10. 10. IT TransformationThree key levers drive transformation impact Application & Remote Delivery Hybrid Cloud Infrastructure Models Rationalization• Move workloads to the • Reduce application • Automate functionality most efficient license costs to reduce labor costs computing • Eliminate infrastructure • Move labor to low cost, environment to host redundant high quality delivery• Variablize fixed cost applications locations infrastructures by • Reduce application and • Match appropriate skill leveraging public infrastructure support set to the work clouds – Pay-for-Use costs requirements model • Maximize the value of• Maximize utilization of the existing owned environment, to applications and minimize use of public functionality cloud environments 10 Proprietary & Confidential. © 2011, Everest Global, Inc.
  11. 11. Hybrid Cloud Cloud delivery models promise to unlock extraordinary enterprise economics Relative Enterprise Workload Cost* Increasing Business Agility $ / GHz hrs Server Legacy Cloud Provisioning Request Servers Weeks Hours 100% Request Storage Weeks Hours Configure HW Day Minutes Install OS Day Minutes 60-70%* 65% • 40% potential efficiency gain from hybrid Peak Load - bursting 25% Public Cloud • Hybrid economics more Base Load - disruptive than Private Cloud virtualization!Dedicated Virtualized/ Public Hybrid Private Cloud Cloud Cloud * Based on average workload mix and profile. 15% of total peak workload hours shifted to public cloud ,on demand model. Does not include application migration costs. 11 Proprietary & Confidential. © 2011, Everest Global, Inc.
  12. 12. Optimizing Capacity UtilizationImproving utilization and eliminating excess capacity is the key torealizing transformation economics Eliminate 3 Excess Capacity! • Eliminate spend on unused ‘peak’ capacity Private Cloud Server Utilization 2 Move ‘Peak’ • Shift peak loads to Load to Public public cloud(s) • Leverage on-demand ‘pay-as-you-go’ flexibility 1 Keep ‘Base’ • Shift loads to fill valleys (where Load in Private possible) • Maximize private cloud utilization 12 Proprietary & Confidential. © 2011, Everest Global, Inc.
  13. 13. Cloud EconomicseBay Case Example Situation Utilization Profile – Top 8 Workloads Fixed Cost • Global marketplace footprint (NA, Request for Data Europe, Asia) • Highly ‘spiky’ compute utilization • Top 8 workloads supported by 1,900 servers • ~80% of data center costs fixed Current Traffic text text text text text text text text • $80mm annual data center spend Timeline Hybrid Model Impact• Working with Rackspace and Microsoft to solve the bursting equation• Realizes significant potential of bursting to public cloud and eliminating unused capacity• Identified opportunities to reduce overall compute costs by 40% via hybrid models• Peak bursting would be more cost effective even if public cloud unit costs were 4x higher than internal unit costsSource: Neil Sample, VP of Architecture, eBay 13 Proprietary & Confidential. © 2011, Everest Global, Inc.
  14. 14. Application and Infrastructure rationalizationRationalizing IT resources can significantly lower operating costs Cost of Infrastructure Sprawl Rationalization ResultsApplication portfolio costs are excessive. Navy Installations Command identifiedThe ongoing operations and maintenance costs $20 - $40 million in IT savings by, among otherconsume 65% of IT budgets on average - with things, shrinking by 70 percent the number ofsome firms admitting that costs exceed the 90th business applications it used.percentile. -Accenture case studyDecades of accumulation in an effort to keep Dell has cut its number of applications in half, topace with business change have created 5,000, and plans to "bring it down into theduplication, waste, and bloat, yet IT cant tie hundreds." Reducing apps allowed the company tothe size, cost, and resource consumption eliminate 10,000 servers to-date.characteristics to specific applications - we tend - Forbes interview of Steve Schuckenbrock, 2009to treat it as one large bucket of cost. A Fortune 100 financial services company,IT expenditures that dont have clear business while going through a merger, targeted 450value are no longer getting funded, and business applications for retirement, resulting in $7 million ofleaders are increasingly suspicious of IT savings. – Itbusinessedge.comspending habits and accountability.-Forrester Research 14 Proprietary & Confidential. © 2011, Everest Global, Inc.
  15. 15. Labor Arbitrage Up to 80% of Data Center activity can be performed in a RIMO1 model, with labor saving expected to exceed 40% A Leading Global Chemical Company Road to RIMO1 Remote Infrastructure Management OutsourcingSource: NASSCOM 15 Proprietary & Confidential. © 2011, Everest Global, Inc.
  16. 16. Today’s Agenda What is IT Transformation? How Does Transformation Create Business Value? Everest Group’s Next Generation IT Services 16 Proprietary & Confidential. © 2011, Everest Global, Inc.
  17. 17. Next Generation IT Service Offerings Help our clients dramatically improve their performance by delivering high value insights, information and services Formulate roadmap Implement Manage & improve Holistic solution Consulting, Research, Resources Cloud Services IT Transformation Assessment Contract Reviews Transformation Cloud Migration Cloud ServicesEnterprises Assessment Implementation Optimization Support Cloud Provider Cloud Migration Organizational Assessment Workshop Effectiveness Services Strategy Strategy & Org Operations & Service Offering development Implementation OrganizationProviders Go-to-market strategy Support Support Strategy Private Opportunity screening Strategy Operations Equity Support Due diligence 17 Proprietary & Confidential. © 2011, Everest Global, Inc.
  18. 18. Cloud EconomicsAn Economic Assessment Model is cornerstone to the toolkit,providing visibility across multiple compute environments• Application and infrastructure rationalization• Models workload Economics across Cloud delivery models• Migration costs considered within the business case• Labor models considered to help build business case across compute environments 18 Proprietary & Confidential. © 2011, Everest Global, Inc.
  19. 19. Enterprise Offerings IT Transformation Assessment Everest Group’s IT transformation assessments helps Description clients build a business case for overall IT transformation, including assessment of workload migration opportunities, ‘modernization’ opportunities with non-migrated workloads and infrastructure, and RIMO opportunities.Deliverables Overall business case and high level roadmap for comprehensive 3-5 year IT transformation • Enterprises moving from cloud ‘experimentation’ phaseWho’s it For? • ITO clients nearing End of term • Industries with “spiky” workload profile 19 Proprietary & Confidential. © 2011, Everest Global, Inc.
  20. 20. ApproachExamine the application and infrastructure portfolio and supportingorganization to drive impact and build a repeatable process Current Enterprise IT Transformation Target Environment: Methodology environment: • High fixed costs • Lower fixed costs: pay only for what Workload • Low resource Feasibility & Action you use Segmentation Goal Setting Economic Plans/ utilization & Opportunity Analysis Roadmap Identification • High resource • Inflexible • Establish transformation goals utilization environment • Examine the whole IT portfolio for opportunities • Flexible • Sub-optimal labor • Assess financial impact of options environment costs • Recommend specific actions & define implementation roadmap • Labor optimized by location  Impact in pilot accounts  actionable initiatives  Refined analytic tools and templates  Repeatable process/approach 20 Proprietary & Confidential. © 2011, Everest Global, Inc.
  21. 21. Toolkit Elements The toolkit defines the enterprise opportunity given a transformation to cloud based infrastructures Rationalize App Assess Cloud 1 Create Workload 2 3 4 Prioritize Workload Migration Inventory Portfolio Viability OpportunitiesAnalytics Workload Migration Matrix- Data mining Technical Criteria Technical Criteria - Integration to other - Workload variability Public- Data warehouse applications - Compute intensityBusiness Apps - Feature functionality - Memory intensity- CRM overlap - Bandwidth intensity- Marketing Hybrid - Others- ERP- SCM- HCM PrivateCollaboration- Email Attractiveness- Web conferencing Business Criteria Business Criteria- Unified - Business needs by - Data sensitivity communications geography and - Business criticality • Prioritize workload opportunities- VOIP business unit - AuditabilityInfrastructure - Business criticality - Mobility / User • Conduct ‘deep dive’ assessments- App streaming - Data integrity Access on high potential workloads- Business continuity - Others /DR • Develop overall migration and- Data archival transformation roadmap- Data backup 21 Proprietary & Confidential. © 2011, Everest Global, Inc.
  22. 22. Enterprise Offerings Cloud Migration Assessment Everest Group’s cloud migration assessment provides Description clients a workload-based roadmap for transitioning to cloud and next generation delivery platforms. The cloud migration assessment leverages Everest Group best practices, frameworks and tools for evaluating both technical and business migration factors across the workload portfolio. Overall business case and high level roadmap for migrating Deliverable workloads to the cloud • Large and mid-size enterprisesWho’s it For? • ITO clients nearing end of term • Industries with “spiky” workload profile 22 Proprietary & Confidential. © 2011, Everest Global, Inc.
  23. 23. Enterprise Offerings Cloud Migration Workshop Everest Group offers one-day or half-day workshops to Description conduct quick assessments and cloud migration analyses on 2-3 priority workloads. The workshop provides exposure and access to Everest Group subject-matter experts, best practices and tools in highly-focused problem solving sessions. High level opportunity assessment and recommendation for Deliverable priority workload migration • Large and mid-size enterprises in ‘experimentation’Who’s it For? • Industries with “spiky” workload profile 23 Proprietary & Confidential. © 2011, Everest Global, Inc.
  24. 24. Enterprise Offerings Transformation Implementation Support Implementation Support services will support client Description initiatives to move from assessment to transformation opportunity capture. Effort will include additional opportunity scoping / assessment as necessary, prioritization, vendor and offering evaluation, and may include broad program management and oversight. Detailed Year 1 transformation plan and initial Deliverable implementation support required for capture. • Clients moving to capture of transformation opportunityWho’s it For? 24 Proprietary & Confidential. © 2011, Everest Global, Inc.
  25. 25. Enterprise OfferingsCloud Provider Assessment Services ERI Cloud Provider Profiles  Profiles of leading Iaas (Infrastructure-as-a-Service) service providers are available from Everest Group Research  Current profiles include:  Amazon Web Services (AWS)  Microsoft Azure  Rackspace  To access these complimentary profiles visit our service provider directory at http://www.everestresearchinstit ute.com/SupplierDirectory 25 Proprietary & Confidential. © 2011, Everest Global, Inc.
  26. 26. Cloud Offering Service ProviderProfileJune 2011
  27. 27. Amazon Web Services | Company OverviewCompany description: Amazon Web Services (AWS) is the cloud AWS revenues (estimated)services offering of Amazon.com. AWS provides compute power, storage, US$ millionand other IT infrastructure services through a on-demand web services 800-900platform. An Infrastructure-as-a-Service (IaaS) provider, AWS’ offerings are 500focused primarily on developers versus end users.Amazon Elastic Computer Cloud (EC2) and Amazon Simple StorageService (S3) are AWS’ flagship services for compute and storage services 2010 2011 (Projected)respectively.Website: http://aws.amazon.com 2010 margins (estimated) ~20 percentHistory and key milestones: Global solution providers: 2002: Amazon launches Amazon Web Services  Accenture 2006: Limited public beta of EC2 and launch of S3 (2006 is considered  Adobe the launch of AWS’ cloud offerings)  Computer Associates 2007: AWS offers European Storage for S3  Capgemini 2008: Launch of Elastic IPs, Elastic Block Store (EBS) for EC2, EC2 for  Citrix Windows, and Amazon CloudFront for content delivery  ESRI 2009: AWS expands to Asia  Facebook 2011: In April 2011, AWS faces a service disruption for its EC2 and  HP Relational Database Services (RDS) for nearly three days  Novell  Salesforce.comKey industries using AWS  IBM Federal Government  Oracle Gaming  Red Hat Enterprise Linux Life Sciences  SAP Media & Entertainment  Sun Microsystems Education  SymantecSources: AWS website; Everest Research Institute (2011) 27 Proprietary & Confidential. © 2011, Everest Global, Inc.
  28. 28. Amazon Web Services | Cloud offerings Flagship offerings – examined in detailCompute Storage Database Amazon Elastic Compute Cloud (EC2) Amazon Simple Storage Service (S3) Amazon SimpleDB Amazon Elastic MapReduce Amazon Elastic Block Store Amazon Relational Database Service Auto Scaling AWS Import / ExportMessaging Networking Deployment, Management Amazon Simple Queue Service (SQS) Amazon Route 53 AWS Elastic Beanstalk Amazon Simple Notification Service Amazon Virtual Private Cloud AWS CloudFormation Amazon Simple Email Service (SES) Elastic Load BalancingPayments Content delivery Monitoring Amazon Flexible Payments Service (FPS) Amazon CloudFront Amazon CloudWatch Amazon DevPay Technology environment: AWS Toolkit for Eclipse; Developer centers for Java, Mobile, PHP, Python, Ruby, and Windows & .NET Amazon Virtual Private Cloud (VPC) lets customers provision a private, isolated section of the AWS Cloud where AWS resources can be launched in a customer-defined virtual network. The VPC allows customers to define a virtual network topology that closely resembles a traditional network that operates in an owned datacenterSources: AWS website; Everest Research Institute (2011) 28 Proprietary & Confidential. © 2011, Everest Global, Inc.
  29. 29. Amazon Web Services | Amazon ElasticCompute Cloud (EC2)Amazon EC2 overview Amazon EC2 clients (partial list): Amazon Elastic Compute Cloud (EC2) is a web service that resizable computing  99 designs capacity in the cloud  Active.com EC2 allows users to use web services to purchase computing capacity on virtual  Bankinter machines or instances to run specific applications on a variety of operating systems.  Ericsson The system offers an elastic computing environment, allowing users to increase or  Harvard Medical School decrease capacity based on requirements  Mahindra Satyam EC2 uses Amazon Machine Image (AMI) - a packaged environment that includes all  Netflix the necessary bits to set up and boot instances  Scribd Amazon EC2 instances are grouped into six families that allow a user to select a  TicketLeap configuration of memory, CPU, and storage that is required for the application  Washington PostOperating systems Databases Application servers Pricing mechanism (varies by region): Amazon Linux AMI  IBM DB2  IBM WebSphere  Free Trial: AWS offers an introductory Debian  IBM Informix  Java free tier pricing for a year to drive cloud Fedora  MSFT SQL Server Std.  Oracle Weblogic adoption and enable client acquisition Gentoo Linux  MySQL Enterprise  On-demand instances: Priced per hour OpenSolaris  Oracle Database 11g Application development without any long-term commitments Oracle Enterprise Linux environment  Reserved instance: One-time payment Red Hat Enterprise Linux Web hosting  IBM sMash for each instance with a discounted hourly SUSE Linux Enterprise  Apache HTTP  JBoss Enterprise rate (~65% discount over hourly on- Ubuntu Linux  IIS / Asp .NET Application Platform demand rates). Suitable for customers Windows Server  IBM WebSphere Portal  Ruby on Rails with stable volumes Server  Spot instances: Customers bid on unused EC2 capacity and run thoseService Commitment instances for as long as their maximum AWS offers to make EC2 available with an Annual Uptime Percentage of at least bid exceeds the current spot price, which 99.95% during the service year (preceding 365 days from an SLA claim) changes periodically based on supply and If the Annual Uptime Percentage for a customer drops below 99.95% for the service demand year, that customer is eligible to receive a Service Credit equal to 10% of their bill (excluding one-time payments for Reserved Instances) for the Eligible Credit Period.Sources: AWS website; Everest Research Institute (2011) 29 Proprietary & Confidential. © 2011, Everest Global, Inc.
  30. 30. Amazon Web Services | Amazon Simple StorageService (S3)Amazon S3 overview Amazon S3 clients (partial list): Amazon Simple Storage Service (S3) in an online storage service. S3 provides a  Fotepedia web services interface that can be used to store and retrieve data on-demand  Health Department, Junta de Andalucía S3 provides users the functionality to write, read, and delete objects containing from  Hitachi Systems 1 byte to 5 terabytes of data each, with no limits on the number of objects stored.  Hungama Digital Media Entertainment Each object is stored in a “bucket” and retrieved via a unique, user-defined key  Indy500.com A bucket can be stored in one of six global regions to optimize for latency, cost  Netflix management, or regulatory concerns. Objects stored in one region never leave the  PBS region unless transferred explicitly by the user  Scribd S3 provides authentication mechanisms to ensure that data is kept secure from  U.S. Department of State unauthorized access. Objects can be made private or public, and rights can be  Yelp granted to specific usersTechnology overview Pricing mechanism (varies by region): Amazon S3 provides standards-based Representational State Transfer (REST) and  Free Trial: AWS offers an introductory SOAP web services interfaces that are designed to work with any Internet- free tier pricing for a year to drive cloud development toolkit adoption and enable client acquisition Default download protocol is HTTP. S3 also provides a BitTorrent protocol interface  Storage pricing: Price per GB for to lower costs for high-scale distribution by letting users download from Amazon and standard and reduced redundancy based other users simultaneously (applicable only for public data) on monthly storage tiers (<1 TB, 2-50 TB, 51-500 TB, etc.)Service Commitment  Request pricing: Standard storage is designed to provide 99.999999999% durability and 99.99%  Price per 1,000 requests for PUT, availability over a given year and sustain the concurrent loss of data in two facilities COPY, POST, or LIST requests Reduced redundancy storage allows lower costs by storing non-critical data at  Price per 10,000 requests for GET and lower levels of redundancy. This is designed to provide 99.99% durability and other requests 99.99% availability over a given year and sustain loss of data in a single facility  Data transfer pricing: Pricing for AWS offers S3 at a Monthly Uptime Percentage of at least 99.9% during a monthly transferring data in and out of regions. billing cycle. If the Monthly Uptime Percentage is:  ‘Data Transfer IN’ charged a flat fee  greater than 99% but less than 99.9% the client gets a 10% service credit, per GB  less than 99%, the client gets a 25% service credit for the billing cycle  ‘Data Transfer OUT’ charged a fee per GB based on monthly volumesSources: AWS website; Everest Research Institute (2011) 30 Proprietary & Confidential. © 2011, Everest Global, Inc.
  31. 31. Amazon Web Services | Infrastructure andsecurity Security and compliance  ISO 27001 certification covering AWSAmazon Web Services | Data Center Locations infrastructure, data centers, and services including EC2, S3 and Virtual Private Cloud  SAS 70 Type II audit reports  PCI DSS Level 1 which enables AWS to store, process, and transmit credit card information on the cloud  Federal Information Security Management Act (FISMA-Low level) EU (Ireland) for U.S. Government agency compliance . AWS is currently pursuing U.S. West U.S. East APAC FISMA-Moderate level implementation (Northern (Virginia) (Tokyo) California)  Customers have built healthcare applications compliant with HIPPA’s APAC Security and Privacy Rules on AWS (Singapore)  Multi-layer access controlled data centers  Security architecture embedded in the offering to prevent unauthorized access or usageNote: Actual locations of the Data Centers are not disclosed by AWS for security reasons  Optional data encryption, redundant procedures to enable data privacySources: AWS website; Everest Research Institute (2011) 31 Proprietary & Confidential. © 2011, Everest Global, Inc.
  32. 32. In Summary… What is IT Transformation? How Does Transformation Create Business Value? Everest Group’s Next Generation IT Services32 Confidential 32 Proprietary & Confidential. © 2011, Everest Global, Inc.
  33. 33. Q&A Click the question mark (Q&A) button located on the floating tool bar in the bottom right of your screen – this will open the Q&A Panel Be sure to keep the default set to “send to All Panelist” Then, type your question in the rectangular field at the bottom of the Q&A box and click the send button to submit Related Content• Drop us an email at cloud@everestgrp.com to join our mailing list: − Upcoming Next Generation IT webinars and events − Consulting Practice updates − Cloud Research announcements• Follow Everest Group’s Next Generation IT Practice : @everest_cloud : Gaining Altitude at (www.everestgrp.com) 33 Proprietary & Confidential. © 2011, Everest Global, Inc.
  34. 34. For More Information Attendees will receive an email with a link to download today’s webinar presentation. A recording of the webinar will be available within 24 hours on our website at www.everestgrp.com/category/webinars For more information on cloud infrastructure economics, please contact :  Scott Bils, scott.bils@everestgrp.com  Dale Stara, dale.stara@everestgrp.com  Karin Richer, karin.richer@everestgrp.com  Cloud Team, cloud@everestgrp.com For background information on Everest Group, please visit:  www.everestgrp.com  www.everestresearchinstitute.com Thank you for attending today’s presentation 34 Proprietary & Confidential. © 2011, Everest Global, Inc.
  35. 35. Everest Group Leads Clients from Insight to ActionContact us for more information about our consulting, research, and industry resources. Dallas (Corporate Headquarters) Canada info@everestgrp.com canada@everestgrp.com info@everestresearchinstitute.com +1-416-865-2033 +1-214-451-3000 +1-214-451-3110New York India/Middle Eastinfo@everestgrp.com india@everestgrp.com+1-646-805-4000 +91-124-496-1000 +91-124-496-1100 UK Netherlands & Continental Europe unitedkingdom@everestgrp.com benelux@everestgrp.com +44-870-770-0270 +31-20-301-2138www.everestgrp.com | www.everestresearchinstitute.com | www.sherpasinblueshirts.com 35 Proprietary & Confidential. © 2011, Everest Global, Inc.