1. Beekeeper: growing to bee the best
Amanda Rushton
Jesse Prent
Jonathan Faerman
Winnie Hu

2. How does Beekeper transition from a successful start up to a sustainable and dynamic business?
Structure
Product
Growth

3. Recommendation

4. Restructure for optimized ops
Restructure and retrench as key player in core industries
Increased engineering workforce
Internal relationships – communication and compensation
New HQ in Zurich
Restructure for optimized ops
Sales team to use strategic targeting and data-driven approach
Better relationship management from Account Managers
Reputation building through data-driven content
Sales via customer engagement
Focus on core industries now, banking in medium term
Innovation focused on security, features, and usability
Test new features internally
Position for sustained growth
Our plan will fortify Beekeeper while enabling sustainable growth

5. Analysis

6. Beekeeper not equipped to compete with the biggest players
Credibility
Whatsapp
Slack
Beekeeper
Breadth of Industries

7. Beekeeper not equipped to compete with the biggest players
Credibility
Whatsapp
Slack
Beekeeper
Breadth of Industries
Focus on few industries where credibility is easier to win

8. Beekeeper not equipped to compete with the biggest players
Security
Whatsapp
Beekeeper
Slack
Staffbase
Red e App
Crew
Tailored Solutions

9. Beekeeper not equipped to compete with the biggest players
Security
Whatsapp
Beekeeper
Slack
Staffbase
Red e App
Crew
Tailored Solutions

10. Beekeeper not equipped to compete with the biggest players
Security
Beekeeper
Whatsapp
Slack
Staffbase
Red e App
Crew
Tailored Solutions

11. Beekeeper not equipped to compete with the biggest players
Security
Beekeeper
Whatsapp
Slack
Staffbase
Red e App
Crew
Tailored Solutions
Seize opportunity in offering secure custom solutions, with sights set on banking industry

12. Sales force over-promising Engineering team under-delivering
Beekeeper needs a better way to acquire and retain clients
Client Needs
Credibility
Relationship Management
Security / Compliance
Tailored Solutions
Sales force over-promising
Engineering team under-delivering
Credibility erosion

13. Sales force over-promising Engineering team under-delivering
Beekeeper needs a better way to acquire and retain clients
Client Needs
Credibility
Relationship Management
Security / Compliance
Tailored Solutions
Sales force over-promising
Engineering team under-delivering
Credibility erosion
Focus on a better-equipped data-driven sales force and sustained follow-up

14. Current management structure is preventing Beekeeper from realizing potential
Firm Infrastructure
New layer of middle management creating new problems
Management HR
Too few engineers
Lack of office space for growth
Ops
Technology
Standard Operations
Marketing
Follow-Up
Complexity affecting productivity
Challenges delivering on sales team’s promises
Credibility remains a challenge for acquisition
Deal renewals uncertain with changing management

15. Restructure and implement communication tools to improve operations
Current management structure is preventing Beekeeper from realizing potential
Firm Infrastructure
New layer of middle management creating new problems
Management HR
Too few engineers
Lack of office space for growth
Ops
Technology
Standard Operations
Marketing
Follow-Up
Complexity affecting productivity
Challenges delivering on sales team’s promises
Credibility remains a challenge for acquisition
Deal renewals uncertain with changing management
Restructure and implement communication tools to improve operations

16. Clients demand reliable, tailored solutions
Current management structure is preventing Beekeeper from realizing potential
Clients demand reliable, tailored solutions
Poor communication between ops and sales
Overly complex internal structure
Increasing focus on security
No sustained client follow-up
Lack of engineering workforce
Opportunity in custom, secure platforms
Reputation / credibility at risk
Restructure for improved efficiency

17. Clients demand reliable, tailored solutions
Current management structure is preventing Beekeeper from realizing potential
Clients demand reliable, tailored solutions
Poor communication between ops and sales
Overly complex internal structure
Increasing focus on security
No sustained client follow-up
Lack of engineering workforce
Opportunity in custom, secure platforms
Reputation / credibility at risk
Restructure for improved efficiency
Restructure and implement communication tools to improve operations

18. Financial Analysis

19. Contract renewals? Strong management? Innovation?
Send Strong signals to the market to ensure a proper valuation
Contract renewals?
Strong management?
Innovation?
Realign the structure to sales and technology

20. Engineers to Support ratio is bad
Send Strong signals to the market to ensure a proper valuation
Engineers to Support ratio is bad
Create more engineering positions to foster agility

21. Alternatives

22. Beekeeper needs to refocus on core industries
Mature competitors play in diverse industries; internal organization to be prioritized
Market
Operations
Strategic Focus
Rapid Growth
Targeting 15 industries when revenues only come from 3
Using funding to grow exponentially
Internal Organization
Lack of engineers
Failure to meet deliverables turning affecting company’s credibility
Risky Growth
Customers want a risk averse company
Beekeeper needs to refocus on core industries

23. Compete in industries where your reputation is solid
Criteria
Growth
Innovation
Feasibility
Sell Beekeeper
Focus on Hospitality
Retrench in Hospitality, Manufacturing, Retail
Reorganization
Smoother operations will build your credibility and position for sustainable growth

24. Risks can be mitigated! Funding does not go as planned
Mitigations
Contingencies
Funding does not go as planned
Seek partnerships
Sell Beekeeper
Clients leave Beekeeper due to lack of internal advocates
Offer discount packages
Invest in account management training for better relationship management
High internal turnover rate
Increase long-term bonus structure
Develop new talent acquisition and retention initiatives

25. Implementation Plan

26. Restructure for optimized ops
Implementation Plan at a Glance
2018 (Q3,Q4)
2019
2020
2021
Restructure for optimized ops
Mandate 1 week onboarding
Hire engineers
Reassess roles
Hire acct managers
Use own platform
KPI-based bonus
New Zurich HQ
Sales via customer engagement
Develop sales deck
Multi-channel sales and marketing: trade shows, talks, universities, digital, content
Standardize client journey
Position for sustained growth
Innovation: integration, wearables, blockchain, video meetings
Retrench 3 core industries
Enter banking
Apply funding: $13-24m
Internal issues must be addressed in next 12 months

27. Internal restructuring for optimized operations
Engineering
Employee Experience
Dashboard & Analytics
Security & Integration
Innovation
25% engineers
Hire top talent from universities
Sales, Marketing & Engagement
Sales
Marketing
Account Managers
Reassess current roles and responsibilities
Hire internally
Realign the structure to sales and technology, while embedding strong values

28. Use Beekeeper internally Management office hours
Change must be driven from the top-down
Clear message:
In face of rapid growth, Beekeeper is still a community
Call to action:
“Bee” engaged!
Outcome:
Internal alignment of goals and values
Happy and motivated employees
Use Beekeeper internally
Management office hours
Mandated week-long onboarding
KPI-based incentive program
An aligned organization is required for a sustainable future

29. A successful customer journey builds trust, reputation and value
Employ comprehensive customer engagement to increase sales and lower churn
Marketing
Sales
Account Manager
Leverage EO partnership to publish white papers
Publish digital content on “The Buzz” blog
Host webinars for current/potential clients
Use Big Data
Data-driven sales deck: case studies, current product knowledge
Target junior executives via LinkedIn: underserved segment
Trade shows, talks, university freebies
Standardize client journey: Onboarding, monthly calls, quarterly reports, customized
Provide support, dissect analytics
Proactive upsell and contract renewal process
A successful customer journey builds trust, reputation and value

30. Offering latest technology will keep your competitive “buzz”
Continue innovating to strengthen position as key solutions provide for core industries
Integration
Incoming messages from other platforms/apps
Wearables
Check messages from smartwatch
Blockchain
Security and user authentication
Video
Live and recorded video meetings
Internal A/B testing, phased roll-out
Offering latest technology will keep your competitive “buzz”

31. Focus on market penetration in core industries
Hospitality
Retail
Manufacturing
Banking
Next funding round:
$13-24 million
Data-driven application
Starwood Hotels
Costco, SwissAir
Volvo
ING, Japan Net Bank
Position for sustainable future growth by becoming a trusted key player

32. Financials

33. Marketing initiatives
Invest heavily in engineering, sales and internal structure
$2M (+10 engineers, 25% of workforce)
Engineering team
$1M (+5 engineers)
Innovation team
$1M (Advertisement, trade shows)
Marketing initiatives
$1M (Open office space)
New Office Space
Total investment: $5M
Invest heavily in engineering, sales and internal structure

34. Banking New Vertical Long-term revenue split adds a new core vertical
Increased revenues & Reshuffle marketing priorities
New Vertical
Others 5%
15%
Banking
20%
Others
Core Verticals
Core Verticals
80%
80%
Banking
Refocus sales and innovation to target new banking industry and core verticals

35. Invest heavily in engineering, sales and internal structure
Optimistic: Improve
Clients + Structure 3X
Conservative
1.6X
1.6X 3X
Invest heavily in engineering, sales and internal structure