mat soft technology building the technology for the ... business suite - the software plaftorm...

Copyright © 2013 MAT SOFT TECHNOLOGY

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29th November 2013

Mat Soft Technology – Building the

Technology for the Software Platform of

the Future

Investment Opportunity

Presentation by Mircea Digulescu

[email protected]

[email protected]

+40723.328.858


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29.11.13

• Our mission is to design, build and maintain (improve) the technologythat drives the Platform layer of the entire organizational IT Softwareasset base for medium, large or sophisticated enterprises and todevelop tools that enable them to design, automate, monitor, controland improve organizational processes.

• Our vision is to provide enough technology and tools so that enterprises can start operating an effective and efficient IT stack without having to install additional software products for the Infrastructure, Platforms or Generic Apps Layers (but can do so if they choose). This way, they can leverage existing and new business-specific and clasament liga 1 romania generic Applications (APPs) by modeling and building their own private IT stack for the future.

• Our values are to be Results Orientation, Creativity and Innovation,Thoroughness and Responsibility, Flexibility and Communicativeness, aswell as Respect for personal Identity and Absence of Evilness.

Mission, Vision, Values

https://omnibet.ro/liga-1/


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29.11.13

APPs

(Business

specific)

Generic APPs:

ERP, CRM, BI, Document

Management, BPMS

Platforms Layer:

Escalation and Incident Resolution, Jobs

Scheduling and Execution, Coordination and Orchestration Mechanisms, Integration

and Extensibility Tools,

Infrastructure Layer:

RDBS, Large File Storage, Transactional Communication

Channels, Reliable Execution Roles

Operating System

Hardware (Servers, PCs, etc.), Network Infrastructure (Cables,

Routers)

Data is stored or transmitted

Vision

Data is integrated,

processed and disseminated

Business models are

defined and enforced

Day-to-day operations: Data is generated and

used operationally

* Google, Twitter, Facebook Core Infrastructure:GFS, BigTable, etc.

* Oracle BPM

* Software AG (formerly WebMethods)

* IBM Websphere

* SAP ERP, Oracle Applications

* SAP Cognos

* Univa Grid Engine

Envisioned Organizational Information Technology Stack Existing


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• Companies like Google, Twitter, Facebook, LinkedIn, Microsoft and others all have something in common: a leading-edge software stack which all their IT systems use to coordinate and orchestrate with one-another. Such an Information Technology stack-model is being slowly adopted by non-IT companies through initiatives like BPM (Business Process Management), Cloud Computing (Private Cloud), Grid Computing.

• We plan to service the need of companies that for various reasons require an internal (“owned”) IT stack (Private Cloud, Grid Computing). Enterprises in the Industry, Utilities, Financial Services, Government, IT and Commerce (Distribution) verticals are particularly suited. Scientific R&D Installations are also targeted.

• Our aim is to create a suite of products (MAT Business Suite) that is light-enough to be easy to employ (without the need for a large organizational overhead), sufficiently self-sufficient (not requiring a lot of additional 3rd party software), technologically leading-edge (matching or exceeding performance of similar solutions - being visionary) and reasonably priced so as not to deter investments.

• In the future we want to position ourselves as Technology Providers (like IBM and Oracle), having multiple partners do the Implementations.

Vision Explained


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• Incident Management

Plan for when reality goes “off course” from the Plan with Time Outs, Escalations, Alternative Plans, etc.

• Process monitoring and control

Make sure processes (human- or IT-centric) perform as they are supposed to, following set procedures precisely and meeting KPIs.

• Process automation

Execute processes automatically, taking human error as much out of the equation as possible, while enabling human intervention at precisely the right spots.

• Systems-to-systems Integrations

Make independent systems “talk to each other” automatically, thus enabling a full automation of part or whole of the value-added process.

Problems to be solved• Process modeling and change

Model how the organization works, how it’s supposed to work, experiment with and implement changes to processes and systems.

• Within- and Cross- control boundary integration

Make sure that interaction between entities with varying degrees of autonomy takes place according to set strategic rules and procedures and perhaps automatically.

• Dynamic capability construction

Use existing, fundamental capabilities and execution blocks to define and develop new ones in a Service Oriented Architecture.

• Reliable, cross-systems data processing

Have part of the organization that “never sleeps” – the IT systems process data and integrate with each other reliably.

O

pera

tional

Str

ate

gic


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Problems to be solved (II)

Examples:Process modelling and change, Dynamic Capability construction: Complex processes for diverse industrial objectives (like Building a new Airplane type or a custom Car), spanning people, resources and IT systems can more easily be made to work by designing them with MATBS in a “bottom-up” fashion, from more basic building blocks of existing competencies that can already be executed effectively.

Process monitoring and control: Industrial Production failures despite sound designs (comparable to the diverse failures of the Bulava production line) are the result of inadequate execution. Modeling, monitoring and controlling processes through MATBS, coupled with adequate organizational systems and upper management schemes, solves this problem.

Reliable, cross-systems data processing: What would it be like if the data from the production ERP pertaining to consumptions, costs, durations and estimates would be taken by the system automatically to a Business Intelligence module for processing and from there it would be used – again automatically – to order new materials, update the customer on the expected delivery time and improve the Offering Process by more realistically evaluating costs? With MATBS this scenario can be a reality!


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The MarketVerticals where MAT Business Suite can have a market:

•Discrete Manufacturing: Machine-building, Aerospace, Ship-building

•Process Manufacturing: Chemical, Building Materials, Food Processing, Textile, Metallurgy

•Energy: Oil & Gas, Hydropower, Thermoelectricity Extraction / Production, Transportation, Storage

•Mining: Coal, NF Metals, Rare Earths, Aluminum

•Utilities: Electricity, Water, Gas Distribution

•Services: Aerospace, Transport,

•Financial Services: Banking, Insurance, NFIs

•Distribution: Consumer Goods, Pharma, Food stuffs

•Government: Central Adm., Municipal Adm., Healthcare (Hospital Mngt), Gov’t R&D

•Technology: Physics Research, Big Data Companies

Examples:

AutoVaz, Sukhoi, Kurnicev Space Center, Uralvagonzavod, Energia, Amur Shipbuild.

Acron Group, Uralkali, LSR Group, Avangard, Derbenevka, Mechel, Sibur

Gazprom, TNK-BK, Itera, Lukoil, Rosneft, Tatneft, Inter RAO, RusHydro, OGK-1

Alrosa, Severstal

Rosvodokanal, Transneft, Russian Grids,

Gazprom SpaceSystems, Aeroflot, Sovcomflot, Russian Railways

Sberbank, AlfaInsurrance, GazpromBank

Russian Standard Corp., GUM, Pharma

eGovernment, eHealthcare, Gov’t Coordination (inter-agency), Agency Optimization

Rostechnologii, Institue for HE Physics


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• Critical Success Factor (CSF1) – Hi-tech Platform – Gaining a reliable, high-performance integration backbone (Technological Platform) that can handle all or most of the integration, orchestration and automation needed intra- and cross-organization, including existing and future IT systems and people.

Currently aspirin on the urgency scale

Will become antibiotics for 70% of the companies in the future

• CSF2 – Manageable deployment and maintenance – Ability to quickly and effectively setup the Technological Platform without too much added complexity or cost (either upfront or as cost of maintenance)

From aspirin to antibiotics urgency, depending on organizational status and strategy

• CSF3 – Change integration and management – The ability of the organization to effectively and efficiently model and enforce organizational changes (structures, systems and schemes).

From vitamins to antibiotics depending on organizational field of activity and maturity level

• CSF4 – Adhocracy, Federalism and Sophistication support – the ability to model non-standard (adhoc) sophisticated structures and processes and allow varying degrees of federalism within the organization

From vitamins to antibiotics depending on organizational field of activity, culture and value-chain role

The Market Needs – Technical CSF


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• CSF5 – Cross-control boundary integration and automation – Ability to integrate with 3rd parties (suppliers, customers, subcontractors, etc.) automatically within the system

Currently aspirin on the urgency scale

Will become antibiotics for 70% of the companies in the future

• CSF6 – No Vendor-lock in – Ability to use different vendors for the Generic APPs (and above) or Infrastructure (and below) layers, as well as other Platform products, and integrate them in the system now or in the future easily

Currently perceived as vitamins by most

Should be antibiotics for most (except those with very static business models and practices)

• CSF5 – Strategic focus – System should support or be adaptable to future needs (including scalability and more stringent performance demands but also added functionality) and should be trusted to be controlled by the acquiring stakeholder

Should be antibiotics for most, if not all

Is currently perceived as vitamins to aspirin

The Market Needs – Technical CSF (II)


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• Platforms Market is relatively nascent

Few companies have Business Process Management Systems (BPMS) initiatives

Even fewer have a complete Platforms initiative (like Grid Computing or Private Cloud)

Market is fast growing with BPMS being currently the “next-generation” of IT organizational modernization and Grid Computing / Prive Cloud the next after that

• Platforms Market has open niches underserved

Integration is currently mostly vendor-driven and vendor-specific

Platforms are typically positioned by large vendors (Oracle, SAP) as means to integrate their own products among themselves and in a limited way with 3rd party applications

Some organizations will be OK with using 90% Oracle or 90% SAP, but others will not

• Market prices for L&M for BPMS initiatives we estimate at around $250,000 per average client organization / initial cost, with around $1.5 million per large org (can go above $5 million)

• For the Russian Federation alone we estimate a market size of over $1.3 billion over the next 4-5 years (1,500 large organizations x $0.87mil./org.)

Market Traits


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Introducing MAT Business Suite

• MAT Business Server

» Serves as the Grid Computing platform for all of the organizational IT

assets (MAT Business Suite included)

» Offers certain ‘services’ that can be composed in a Service Oriented

Architecture (SOA) manner to give rise to new services

» Executes jobs and processes data based on requests from other

systems or from people

» Offers services as a stand-alone server or as a cluster

» Collects data about on the entire organization for a Data warehouse

• MAT Modeler

» Serves as the modeling tool for all assets available within MATBS

» Enables the human end-user to interact with the organizational IT

asset-base in a rigorous manner

» Enables managers to monitor and control processes as they happen

» Enables processes to be designed as BPMN-like workflows

» Allows for transferability of models intra- and inter-organizations.


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Introducing MAT Business Suite (II)

• MAT Studio

» Serves as an design tool for new MAT Molder entities (like Forms,

Wizards, Controls)

» Serves as a development tool for integrating 3rd party logic into

MAT Business Server (Custom Entities)

• MAT Portal

» Serves as a web-based front-end for Human users providing some

subset of the functionality of MAT Studio

» Serves as an access-point for Systems-To-Systems integration

» Serves as an access point for 3rd party systems and people to

interact with a specific control boundary

• MAT API

» Is a series of .NET C# libraries that other developers can use to

build applications on top of MAT Business Suite more easily or to

make their applications interact with MAT Business Server


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Underlying TechnologyA. Connectors to Infrastructure

1. Persistent storage: MS SQL Server, SQL Azure, Hadoop HDFS, Blob Storage, Raw Files, etc.

2. Hardware abstraction

B. Service Bus (part of the infrastructure or not)

C. Server Platform

1. Naming Service

2. Data as a Service with Hierarchical Synchronization

3. Distributed Transaction Manager

4. Replication, Caching and Versioning Service

5. Event Manager for event handling

6. User, Roles and Security (with ticketing)

7. Task Execution Engine

8. Workflow Tasks (Processes), Human Tasks

9. Communications, Scheduling, Object Lifetime Services, Self-Monitoring

10. Internal / External (custom) Services exposed

D. Business Items

1. Composite Processes, Human Tasks, Integration Tasks, Timetables, Resource Roles, etc.


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Underlying Technology (II)

E. Modeling and Authoring Tools

1. BPMN-like workflow definition tool

2. Business Items authoring

3. Data Processing and Integration Tasks definition

4. Human Tasks definition

5. Service Authoring Tool

6. Extensibility Tools

7. Work Transferability (Import / Export)

F. Managerial View

1. Live Monitoring and Control Reports (Forms)

2. Process History

3. Cockpit view

4. Data Staging Scenarios (for Business Intelligence Tools)

G. Business Portal


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Underlying Magic

For the Underlying Technology to work, the following are needed:

A. Innovative Architecture

B. Highly efficient Data Structures and Algorithms

C. Adequate Testing

D. User-Interface optimized for High Usability

And for that, we need:

A. Strong entrepreneurial talent

B. Extremely talented skilled professionals

C. Adequate Managerial staff


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• Direct Channels:

Ideal Customer: A medium or (preferably) large company having a notable amount of sophisticated, non-standard processes, that change from time to time (preferably more frequently) and are hard to model in existing ERP suites. This company is currently experiencing managerial control problems or otherwise it finds hard to keep track of its various (or numerous) activities.

Another Ideal Customer: A (preferably) large company experiencing difficulty in adequately exploiting its IT asset base and (preferably) facing an exploding cost with software L&M (especially Legacy software integration) wants a trusted and convenient way of modelling it’s environment in the face of changing IT asset base.

Yet another: A scientific research institute or some other entity processing and disseminating large amounts of data wants to better integrate it’s applications.

• Indirect Channels:

Ideal Customer: A large systems integrator company that services an end-to-end organizational need, employing several software products (together with implementation and consulting services) to complete a project for a large enterprise in one of the Verticals specified on Page 7.

Another type of customer: A smaller software consulting company that has generates and transforms leads (having an “entrance” to the customer) wishing to employ MAT Business Suite as a platform on top of which it can sell its own implementation and consulting services.

Paycheck may be written by the intermediary or preferably by the end-user company directly.

Target Customer


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Mission / Vision:

We will provide a technologically leading-edge software stack that is easy to employ, sufficiently self-sufficient and reasonably priced, which can be adequately used to address both operational and strategic needs with regard to organizational processes.

Like those setout on Page 5.

The software stack will allow a great degree of dynamism with regard to organizational models and permit varying degrees of federalism as well as enable rigorous modelling of sophisticated scenarios.

The software will allow intra- and cross-control boundary interactions, leveraging the entire organizational IT asset base and even interacting with external or future systems trough standard protocols.

Very importantly, the software stack will be capable of addressing future needs (like Grid Computing) as they arise, without the need of purchasing a new system.

The software stack will also be extensible and customizable.

Organizationally we will cooperate tightly with our customers by means of direct communications and / or technology networks to make sure their present and future needs are addressed adequately and giving them the opportunity to influence the Technical Roadmap.

Value Promise


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Marketing:Value Promise (II)

Market Options Mission /

Vision

Marketing Assets Competitive

Differentiators

Definition: Medium and Large organizations with sophisticated or changing business processes.

Segmentation:

Segmentation by size: Medium, Large andGiant.

Segmentation by needs felt: Just ProcessManagement, Sophisticated Process andChange Management and EntireTechnological Platform Required.

Segmentation by access: Accessibledirectly, Only through Partners, Part ofScientific-Industrial Complex

Positioning: We provide a combination of BPMS and Grid Computing Platform for about ½ of the cost of leading market vendors charge for a BPMS suite. Technologically the solution is leading edge. It also encompasses all basic functionality, all required functionality and the customers have the ability to influence the future Roadmap. Customers may also collectively audit source-code for security concerns.

To provide the leading-edge technologicalsoftware stack that is usable today yet prepared for the needs of tomorrow.

Additional details on previous slides.

- Elite technical and managerial team (International Olympiad Laureates, Certified Managerial Talent)

- Goodwill generated by the Investment process

- Goodwill generated during Sales process

- The Mat Soft Technology brand (by any other name)

- References and Success Stories as they arise

- Presentation Materials and Functional Demos of Technology

- In the future Gartner or Forrester classification

- Easy to Employ, yet self-sufficient technology

- Grid Computing ready

- Reasonably priced

- Technically leading-edge

- Enables adequate leveraging of existing IT assets, without the need to replace them

- Closeness to customer: Mutual confidence in a shared goal.


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Expected ROI:

ROI for Customers comes from several directions:

Strategic Advantages: Enhanced Strategic Versatility, Higher Customer Satisfaction, Better Environment Change Coping Ability, Faster Response Times, Better Market Understanding;

Effectiveness Gains: Reduced or eliminated human-error, Increased Consistency and Reliability of Operations, Improved Decisions, Better Handling of Disturbances;

Efficiency Gains: : Reduced Manual Processing/Analysis and Routing Times, Reduced Latency of Processes, Lower Data Entry Times, Better Exploitation of IT Assets;

Cost Cuts: Reduced Staff Workload (or increased added-value of their work), Lower future software costs;

Soft Benefits: Better Managerial Control, Higher Monitoring Capabilities, Better Understanding of Internal Operations, Learning and Benchmarking Opportunities.

ROI depends on actual environment of customer organization. Without having the experience of prior customers, estimates will need to be made on a case-by-case basis.

Pains addressed:

See Pages 5,6,8,9.

Also, technological solutions such as these will become a must-have in the future, evolving from just a competitive advantage at present.

Value Promise (III)


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• Direct Channels:

Lead Generation: Trade Fairs, online lists of Top companies, Recommendations. LinkedIn, Web.

Lead Conversion: Direct Approach at Industry events for target customers. Indirect approach trough consultants like strategy.ru.

Presales: Demo versions, Technical Sheets on company website, On-site presentations.

Sales: Direct sales, perhaps with support of consultants. Investor’s relationships should come into play here.

Post-sale support: Technology network community (website and articles), Direct Support via Ticketing System (or directly by Phone for Strategic Customers). Elementary support should be typically externalized to local partners (this way more support is generated for the sale).

• Indirect Channels:

Intermediaries: Approach trough consultants or partners in the regions. Provide more in-depth details about technology and benefits. Work together with them on closing a sale (offers, tender responses, etc.).

Application Developers: We provide them with functional platform to develop and test their applications on top of MAT Business Suite. When they sell their APPs to their customers, we require that they also sell a number of licenses for our technology.

• General Cost of customer acquisition we place at 20% per value of closed sales, with costs expecting to drop as the brand becomes better known and technology matures. Sales cycle is expected to be around 6-15 months.

Sales Strategy


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The Management Team

Mircea Digulescu – Managing Partner

Dan Badea – VP Development Client Side

Dan Ghinea – VP Development Server Side

TBD – VP of Sales We plan to get on board a VP of sales once the technology is

less than 3-6 months to market. We invite and welcome suggestions from the investor on this.

TBD (future) – Community Manager & Marketing We plan to get a community manager once we have our first

customer. We have several people in mind, but also invite suggestions.

Monica S. – Accounting & Compliance


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Introducing Mircea Digulescu

• Laureate of National and International Olympiads and Contests in Computer

Science

» Medal at CEOI

» Two prizes at ACM SEERC

» Multiple prizes at ONI (Romanian Informatics Olympiad)

•

MBA Educated – Professional Diploma in Management by The Open

University Business School (U.K.) – Awarded with DISTINCTION ,

Strategy course also graduated

• Early professional initiative: SIVECO Romania – M.I.S. & DW Product

Manager (when he was 21)

• Offered a Senior Software Engineer Role at Google London in 2011 but

declined

• Graduated university studies and Masters at Bucharest University –

Faculty of Mathematics and Computer Science

• Offered admittance to SKOLKOVO Full Time MBA in 2013 (when program

was canceled).

• Multiple Hobbies: Mountain Hiking, Social Change, Societal Engineering


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Introducing Dan Ghinea

• Laureate of National and International Olympiads and Contests in Computer

Science

» Two Medals at IOI

» Medal at ACM Finals

» Multiple prizes at ONI (Romanian Informatics Olympiad)

• Multiple Internships at Google in Mountain View

• MBA Educated – Professional Diploma in Management by The Open

University Business School (U.K.) – Awarded with DISTINCTION ,

Strategy course also completed.

• Graduated university studies and Masters at Bucharest University –

Faculty of Mathematics and Computer Science

• Entrepreneurial drive and experience


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Introducing Dan Badea

• Over 7 years experience in delivering production-use software code

• Managerial Experience in successfully leading small teams

• Microsoft Student Partner

• Microsoft Certified Trainer

• Graduated university studies and Masters at Polytechnica University

Bucharest University – Computer Science

• Entrepreneurial drive and experience


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1. Attract financing worth EUR 500,000.

2. Complete MVP (minimal viable product).

3. Build a Marketing case with Demos, Technical sheets and Marketing Materials.

4. Sell License and Maintenance (L&M) on the Russian Market, as part of BPMS projects (which we can perform partially or entirely):

Directly

Indirectly

5. Maintain and grow the technological solution into a Complete Product and beyond.

6. Offer technical support and strengthen relations with existing customers.

7. Update the Marketing Case with new information and with references, success stories and recommendations.

8. Repeat from Step 4 until the technology is mature enough and a presence on the market is established (as a renowned vendor).

9. Exit by-way of Transfer-of-Technology, Acquisition or IPO.

Business Model


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29.11.13

1. Architectural and Design Specifications complete ~80%.

2. Server Component complete ~30%.

3. Client Component complete ~60%.

4. The status of the team is the following:

1. Mircea Digulescu (Managing Partner & Chief Technology Officer) – ready and waiting

2. Dan Badea (VP Technology Client Side) – ready and waiting

3. Dan Ghinea (VP Technology Server Side) – ready and waiting

4. 2 senior developers – ready and waiting

5. 1 senior developer – to be hired

6. 2 junior developers – to be hired

7. 1 administrative assistant – to be hired.

5. If we close the investment deal in January-February 2014, we should have intermediate product (not yet MVP) to present by 1 September 2014 and a MVP within 12-15 months of receiving the investment (after New Year 2015).

6. If we close by January-February, we will require EUR 250,000 on the spot and EUR 250,000 by 15th September 2014.

Status


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Status


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1. We require EUR 500,000 to bring the technology up to MVP (Minimum Viable Product) and stir up some marketing enthusiasm. Money will last ~1 year.

2. The money will be used to:

1. Pay for the software development (~8 people – 1 year)

2. Pay for an office in Bucharest, Romania

3. Pay for the current stage of the technology (exit for our prior Investor at no profit to him)

4. Pay for the Managing Partner’s monthly remuneration

5. Pay taxes in Romania

6. Pay for 1 assistant’s salary

7. Pay for some Marketing and Presales (like for strategy.ru consultancy).

3. If we close by January-February, we will require EUR 250,000 on the spot and EUR 250,000 by 15th September 2014. Marketing and Presales activities will start on September 2nd 2014.

4. Depending on the speed on which sales deals are closed, we would like the option of an additional investment of EUR 150,000 to finance operating capital before we start receiving paychecks from customers. This would be due on March 1st 2014 and may not necessarily be required.

Funding Plans


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CompetitionDo we have competition? Yes, but…

International on BPM and APPs: IBM (formerly Lombardi), Oracle (formerly BEA)

Local on APPs mostly (little BPM): 1C Rarus

International on Infrastructure and some Platform:SoftwareAG (formerly WebMethods), Univa Grid Engine

Where is SAP? – SAP is very focused on ERP and BI software. It has a BPM initiative (NetWeaver) but it is mainly targeted for it’s own APPs stack. It would rate lower than IBM and Oracle on the competitive Radar on the next slide.

Any others? There are several others, but their technological solutions and marketing cases leave much to be desired compared to those analyzed.


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Competitive Radar - estimatesFeature area / Competitor

IBM Websphere

Oracle BPM

1C Rarus Software AG

UnivaGrid

Engine

MAT Business

Suite

BPMS ready High High Medium to Low High Low High

Grid-Computing Ready Low Medium Low Medium High High

Easy to Employ Medium Low High Medium Low High

Collaboration and Change Management

High Medium Low Medium Low Medium

Cross-control boundary integration

Low Low Low Medium Medium High

Predefined Industry Models and Content

High Medium Medium Medium Medium Low

Price for a relatively self sufficient solution (L&M)

High Very High Medium to Low Medium Medium Medium to Low

Degree of overlap with MAT Business Suite

60% 70% 25% 70% 40% 100%

Degree MATBS covers features of

85% 70% 10% (not targeting APPs)

60% 50% 100%


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Competitive Radar - estimates (II)Feature area / Competitor IBM

WebsphereOracle BPM

1C Rarus Software AG

UnivaGrid

Engine

MAT Business

Suite

Technological "backbone" stack

Medium High Medium High High High

Process Modeling High Medium Low High Low High

Process Automation Medium Medium Medium High High High

Process Monitoring High High Low High Medium Medium

Process Control Medium Medium Low Medium Low High

Systems-to-systems Integration

Medium High Low High High High

Dynamic Capability construction (SOA)

Low High Low Medium Low High

Data Processing Coordination and Orchestration

Low Medium ? High Medium High


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What really sets us apart (Overview)

Business Benefits

Scenarios Supported Scenario requirements

Technical Features Technical performance


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What really sets us apart (Technical)

Key technical Features differentiating MATBS from competing suites are discussed in the accompanying “Features Differentiators”

document.


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What really sets us apart (Technical)Key technical Features differentiating MATBS from competing suites:

•Cluster Orientation, Cluster Services SOA Composability, Federative Naming, Federative Namespace hierarchy, Objects and Object Views, Data as a Service, Semantic Data

•Transactional Distributed Memory with Caching and Versioning, Context-based Indirection, Transactional Objects, Child Transactions, Transaction Responsible, Within-Transaction Business Rules Validation, Hierarchy of Execution Entities

•Multi-Agent Execution Model, Data Flow Modeled, BPMN-like Execution Model, Human Tasks Infrastructure, Vocabularies, Complex Business Rules, Simulation Mode Deployment, Snapshot-based Execution Monitoring, Live Interventions

•Execution-Manager mediated Execution, Hierarchy of Synchronization Locks, Multidimensional Synchronization, Speculative Read-Writer Locks, Token-based request Servicing, Object-controlled Persistence, Object-controlled Cloning

•Communications Abstraction, Priority-based request handling, Scripting, Security Context-based Authorization, Subscription based Logging

•Enhanced Programmability, Comprehensive Extensibility, Efficiency of Implementation, System-to-System Integration Emphasis.

(Discussed in accompanying document)


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What really sets us apart (Why it matters)Classes of scenarios better served by MATBS

•Adequacy of models

•Ease of Model Development

•Model Maintainability

•Consistency and Control in a Dynamic Environment

•Automation

•Reliability

•Collaboration and Work Transferability

•System Performance

•No Vendor Lock-In

•Strategic Focus

Business Benefits attained:

Performance gains (effectiveness, efficiency and cost savings)

Sustainable Competitive Advantage

Organizational Improvement Opportunities

Strategic Versatility and Strategic Advantage

Faster Response Times

Improved flexibility and adaptability

Reduced Risks

Increased managerial control

Higher employee satisfaction

Better Accounting

Sustainable Strategic Superiority

(Discussed in accompanying document)


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What really sets us apart (Conclusion)The Google Example: In understanding the difference between MATBS and other competing suites, an analysis of the Google services outage in January 2014 is useful.

• The story is available here: http://googleblog.blogspot.ro/2014/01/todays-outage-for-several-google.html.

• An automated system used for configuring Google services encountered a bug

• It generated an outage of Gmail, Google+, Calendar and Documents lasting from ~ 11:02 to ~11:30 on January 24th, 2014

• At 11:14 the same system automatically cleared the original error and began sending correct configuration data

• Google Site Reliability Engineers (having been automatically alerted) were still debugging when Google services went back online fully at 11:30

• The outage was noticed around the World and made the news

• MATBS is really about enabling an automated platform such as this

• Other suites may go part-way, but if you want something feasible yet comprehensive, go for MATBS.

http://googleblog.blogspot.ro/2014/01/todays-outage-for-several-google.html


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• Investor should preferably know the Russian Market.

• Investor should preferably hold some credibility and goodwill before some potential customers or partners.

• Investor should be open enough to understand us and discover the unity of our common goals, as a basis for trust-building.

• Investor should be business-savvy and understand the benefits of the proposed technology.

• It is preferable that the Investor should have some degree of interest in Information Technology so as to better understand what we are doing (no programing knowledge required, just a general understanding of how software technology works and some general knowledge of the Industry).

• Investor could have other complementary Software companies in his portfolio.

Investor Fit


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• We will gain the trust of Russian enterprises that our technology is spyware-free (perhaps even by means of code audit).

• Russian enterprises will be open to employing foreign technology (perhaps delivered trough local partners).

• The money for the Investment round will come precisely on time, without any delay (first tranche by February 15th, second by September 15th).

• We will have access to decision makers within Russian enterprises to present to them our marketing case.

• Russian enterprises will pay for L&M in a timely fashion.

• Russian enterprises will respect Intellectual Property Rights (IPR) –perhaps they can be incented to do so by use of a local partner.

Assumptions


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• On the following slides we present two scenarios for what could happen in what we perceive to be a bad-case and reasonably plausible good-case (not best though). Projects are for Russian market only.

• Assumptions for worst case:• We never sell to a Giant or Large customer, just Medium ones.

• We require the extra EUR 150,000 in 2015.

• We achieve just 2.5% market share by 2019.

• Assumptions for good case:• We sell to a Large customer in the second year of activity (2016) and to a growing

number of Large customers each year after that.

• We sell to a Huge customer at the end of the third year (2017).

• We gain a lot of sales trough indirect channels starting 2018.

• We achieve 12% market share by 2019.

Financial Projections


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29.11.13 Financial Projections – Bad Case


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29.11.13 Financial Projections – Good Case


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29.11.13

Can it get better? Sure! If we get more than 12.5% market share or target international markets! It depends a

little on how lucky we get…


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29.11.13

That’s all Folks! (for now)Contact me at (+40)723.328.858 or [email protected] and setup a meeting now!

Contact Mircea Digulescu at

[email protected]