1. EMBAGA 2011 28 th October 2009, London John Caines

2. A World of Difference or Universal Truths?

3. My World and Yours * * For info: www.cotswoldshuttle.com

4. Then and Now  London Business School  MSc05 (1972): –No. of students –Age range –Brit % –Male/Female –GMAT –Faculty –Arculus/O’Donnell/Vallance/ Bowmer/Miles/Wheeler –Programme Content  The world!   1970-722009

5. John Caines- The Official Story Unilever, ACMA London Business School MBA Westbury Homes CFO Chaired 8 companies; today: Zeta, Meta Morphose, e2train Chaired SWAIN Coach CEO’s + SSE Angel Investor Author/Prof 1975 2000 JMCA Minerva Maxima Foundations Entrepreneur Portfolio

6. The Real Story: Many bumps on the road Unilever, ACMA London Business School MBA Westbury Homes CFO Chaired 8 companies; today: Zeta, Meta Morphose, e2train Chaired SWAIN Coach CEO’s + SSE Angel Investor Author/Prof 1975 2000 JMCA Minerva Maxima Foundations Entrepreneur Portfolio

7. More about Maxima (l) 1990 1994 1998 MBOMinerva – just before start of Maxima Maxima £million Revenues 0.5 3.4 40.0 Profit 0.05 0.7 3.2 Staff 8 32 480 Business Units Minerva UKMinerva: UK; Denmark, Norway, Sweden, Finland; Czech Republic, Slovakia Systems Team: ‘Continuum of Care’ – Community Health, Social Services, Social Housing

8. More about Maxima (ll)  Initially Systems Integrators: –American core product –Deployed in 40 countries  Then added UK Public Sector (Own IPR) business  First external funding (VC): 1997  ‘Crossing the Chasm’: –Customers –Competitors

9. The Real Story: LUCKY BREAKS (l) Unilever, ACMA London Business School MBA Westbury Homes CFO Chaired 8 companies; today: Zeta, Meta Morphose, e2train Chaired SWAIN Coach MD’s + SSE Angel Investor Author/Prof 1975 2000 JMCA Minerva Maxima Foundations Entrepreneur Portfolio Highwaymen FC+GKH Squash Club+ CVDF + Westbury Bank Manager: Cricket Turnarounds

10. LUCKY BREAKS (ll) Improving the odds - Portfolio Evolution CEO, $80 million co. GIC chair Pi Capital Software Turnaround VC’s ‘BVCA’ Coaching CEO/NCR LBS IAB Case Study Book Learning/ Teaching Angel investing Chairmanships Voluntary/Investment GIC mentor

11.  From Creating Opportunities to Focus…… Focus vs Opportunity – A Key Question?

12. LESS (Market) is MORE (Effective) Chair and Coach MD’s 1975 2000 JMCA Minerva Maxima Entrepreneur Portfolio

13. Go Vertical?  Narrowest viable market definition –E.G. 21- 100 of top UK fund raising charities; –E.G. Owner managed flow line production food plants in S.E. USA between $20 and $200 million p.a.  Relationship Database –Progressively learn and record everything about its members (n.b. permanent and temporary attributes) –Don’t sell; ask for information, offer non threatening real value (white papers, events, performance benchmarks, budget calculators) –Communicate regularly  Establish your Credentials as ‘the leading expert’ in ‘xyz’ for your community –Speak, write, survey –Run events where community meets  Live in your vertical market community

14. From sustained vertical marketing  Sell from strong base of awareness/ credibility /AUTHORITY  With confidence from knowledge/status/proven applicability knowledge/status/proven applicability Prepare for a medium term investment; accept early bonuses

15. Opportunities are one thing; Opportunities are one thing; taking them is something else: Strategic/Analytical AND Practical

16. Professional Selling Chair and Coach MD’s 1975 2000 JMCA Minerva Maxima Entrepreneur Portfolio

17. Professional Selling  To put yourself in your Buyers’ mind set  Understanding where they (and you) are in the process  To avoid wasting your time on no hopers  To avoid death by non decision  To know when and how to achieve your fair share of the value you are providing c.=Achieving your required outcome without use of formal authority

18. Key Lessons from my Portfolio phase  Perspective* –Knowing your required outcome, being able to stand outside a situation/your organisation and ‘look back in’  Leadership AND Management of Others and Self –Personal Qualities/Values –Techniques/Processes  Alignment/Commitment –Cornerstone team –Internal –External  ‘Less is more’ Business Plans –Wasted effort and counter productivity of overly detailed plans (published vs. input?) –Plan B (Focus vs. Opportunity) –‘On a Page’/Weekly Reports –Maximise Delegation + Freedom of Action/ Avenue of Correctness –A ‘Bias for Action’ ;Successful Leaders ACT “as if …….”  *Coaching/NLP –‘My’ (Relevant) Networking –‘My’ Professional sales capability/Negotiating skills

19. Chief Alignment Officer?

20. London Business School and Me…and You ‘My Anglo/USA LBS’ ‘Your Global LBS’ Content Too ‘mathematical’; detached; no soft skills Rich, relevant and applied; coaching and more Community Did not exist; counter cultural Flourishing; major resource: updates; access; use it! Reputation Yet to achieve, even awareness? Top class; use it; develop it! ClassmatesInspirationalInspirational

21. EMBAGA 2011 28 th October 2009, London For further questions and comments: John Caines jmc@eqap.comjmc@eqap.com + 44 (0) 7785 253539 www.johncaines.com www.johncaines.com jmc@eqap.comwww.johncaines.com

22. Receiving my ‘OBE’