1. From Start Up to Scale Up: Financing For Sustainable Growth presented by Soo Boon KOH Managing Partner 31 st October 2013

2. Source: Ministry of Knowledge Economy, Republic of Korea & iGlobe Partners R&DCommercial PilotGrowth IPO / M&A Expansion Capital Time Growth Stage Investors Seed Investors Early Stage Investors Late Stage Investors Bootstrap F&F Angels Incubators Govt. Grants Super Angels VCs SPRING SEEDS Partnership Growth/late stage VCs Strategic investors IPO Sources of Funding For Entrepreneurs

3. http://www.flickr.com/photos/peasap/5356561552 / Market? Positioning? Technology? Product? Business Model? Right Team? Funding? Solves Customer Problems? How to compete? Distribution? $50M? $1M? Revenue? $100,000? Challenges Facing Local Enterprises

4. Required VC Competencies differ at each stage Growth Phase RisksVC Competences VC Role Early Stage Company  Technology  Business model  People  Financing  Hands-on  Proximity  Technology-focus  Knowledge of industry and trend  Mentor to CEO  Help define market positioning  Help introduce customers to validate technology/product Growth Stage Company  People  Commercial  Execution  Scalability  Hands-on  Business-focus  Global scalability  Operational experience  Governance standards / enhance systems  Build global management team  Mentor  Global syndication among VCs  Recruit Independent board members  Leverage corporate and VC networks  Recruit talents Late Stage Company  Market  Financial engineering  Deal structure  Provide large funding Source: iGlobe Partners Pte Ltd

5. http://www.flickr.com/photos/peasap/5356561552 / Which Market? Positioning? Which Technology? What Product? What Business Model? Right Team? Funding? Solves Customer Problems? How to compete? Distribution? Revenue? $500M? Localization Expansion Large Markets – US, Europe, China, India Serve Customers from Different Cultures Scalable Channels, JV, Subsidiaries? Logistics/Support Services: Centralized vs Decentralized Cross-Cultural, Additional Management Functions Globally $100M? $1B? Challenges Facing Global Enterprises

6. Geographical Focus – Global Scalability through Syndication  High growth strategy, global growth potential  Value added investor with globalization skill set  iGlobe pushes beyond local borders  Syndication: domestic expertise & complementary skill sets  Leverage Singapore when relevant

7. Identifying Trends & Market Leaders Deal Sourcing InvestmentValue AddExit Industry Mapping Active Deal Sourcing High quality dealflow Strategic Planning Strong operational background Coach founders /management Successful exits over multiple business cycles Strategic planning for exit at investment with management Lead/Co-Lead Investor Thorough due diligence Risk Management Deal structure Technology Scanning Market Trends Commercial partnerships with portfolio companies Track potential M&A targets Growth through acquisition Co-investment Opportunities

8. iGlobe’s Value Add Platform: Beyond Board Rep.  Asian Expansion Strategy, Syndicated with China based West Summit Capital  Introduction to SE Asia customers, partners and educational institutions  Hired Director of Sales, South East Asia and Hong Kong  Set up corporate HQ in Singapore on preferential tax scheme  Lead syndication and restructured company post 9/11 from near bankruptcy, Assist in set-up of China software dev. center in 2002 (now >1,000 staff) with recruitment of first batch of engineers  Recruited CFO,Audit Chairman and guided 2010 NASDAQ IPO  Developed and implemented Asian growth strategy, obtained incentives for R&D Asia Development Centre  Hired VP Sales (Asia) and incubated Asian operation  Worked closely with VP Sales (Asia) to grow Asia revenue from 7% in 2005 to 35% in 2007 during IPO (Swiss Stock Exchange) to 40% in 2012

9. iGlobe’s Value Add Platform: Beyond Board Rep.  Help define Asian Expansion Strategy &Transition to direct sales from 100% indirect  Secure NEA contract win of S$4.7M  Building capability in management team & bought in iGlobe hardware manufacturing partner for device production launch  Business Model transition: outsource to co-production to IP exploitation  Build strategic relationships with international media partners & guide in intl. contract negotiations & SPV implementation  Recruited experienced regional Licensing and Merchandising team  Recruiting VP, Business Development  Established Offshore production centre in Kuala Lumpur

10. iGlobe’s Value Add Platform: Beyond Board Seat  iGlobe seeded spin-out from Cadence/Celestry  Led financing rounds with IDG, WI Harper/ Springboard, Harbinger, Intel Capital, CID Ventures, Austin Ventures, Sierra Ventures, IBM Capital, Tenaya Capital & West Summit Capital  Facilitated partnership with Chartered Semiconductor, UTAC, Intel and IBM  Recruited VP Sales (Taiwan) & CFO  Recruited Product Manager & CFO  Strong Asia based business revenue from over 100 mobile operators  Management guidance (repeat entrepreneur for iGlobe)  Acquired by a US based PE Fund manager  iGlobe operating partner joined as CFO and implemented M&A exit within 8 months of investment

11. Contact Details Soo Boon KOH Managing Partner sooboonkoh@iglobepartners.com ~ iGlobe Partners Pte Ltd 11 Biopolis Way Helios #09-03 Singapore 138667 +65 6478 9716 www.iglobepartners.com