MICRO-NANO. Presentation Financing & Investing in Early Phase Nano Ventures. MicroNanoConference 2015 Amsterdam.

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1 MICRO-NANO Presentation Financing & Investing in Early Phase Nano Ventures MicroNanoConference 2015 Amsterdam. Willem van den Berg, Value Creation Capital TechNano Fund

2 CONTENT Profile of Value Creation Capital including examples of participations. Entrepreneurial investment strategy and Management of high-tech companies in a dynamic environment. Profile TechNano Fund Investment Process Assessment of Investments Creating value and success factors Funding

3 INTRODUCTION Willem van den Berg is managing partner of Value Creation Capital with TechNano Fund focus on high tech, nanotech and IT investments (2015-) Willem van den Berg co-founded the TIIN Capital funds with TechFund and TIIN Buy-out & Growth Fund and TIIN Capital merged with Berk Partners. Total 65 mio under management ( ) PPM Oost director Total 70 mio under management, 70 portfolio companies. ( )

4 PROFILE Focus High Tech en smart industry Nanotechnologie Microsysteem technologie Hardware gerelateerde Enabling technologie Trends Sensoren Internet of Things MEMS, NEMS Photonics Smart systemen, Robotics, Cloud Organ/Lab-on-chip 3D printing 4 Portfolio companies < 7 jaar, HQ in NL Proven businessmodel Investments ,5 mln. per portfolio company Focus on growth and exits to strategic buyers ( trade sales ) Value creation using blueprint framework and value proposition design with 1000 day plan

5 FUNDMANAGEMENT: TEAM # Founder: >12 # Funds: 6 # Exits: >20 IRR > 22-30% 5 # Investments: > 70 # Experience netwerk high tech nano: > 150 years Team/partners left to right: Willem van den Berg, Aldebert Wiersinga, Ronald Wissink, Jos Bourgonje en Petra Cruijff (office management)

6 VALUE CREATION CAPITAL PROFILE IT IS OUR MISSION TO FUND, GUIDE AND SUPPORT TECHNOLOGY COMPANIES TO THE NEXT LEVEL

7 7 INVESTMENTS OF PARTNERS OF VALUE CREATION CAPITAL

8 VALUE CREATION METHODOLOGY Phased Strategy Business Model Canvas & Value Proposition design Blueprint Value proposition design 1000 days plan and hands-on support 1000 days plan 8

9 NANOTECHNOLOGY: NEXT BIG THING WTB: Capsule met lab on chip Chemie: Chromatografisch veld Electronisch telraam Processor en wireless comm Mobiele app De nanopil van de Universiteit Twente patiëntvriendelijkere analyse darmkanker Binnen vijf jaar zou de techniek zo ver kunnen zijn. 9

10 INVESTMENT PROCESS weeks 1-2 weken Reach team consensus 2-4 weken Approval RvC & Mandate 6-8 weken Inconsistencies DD RvC 1-2 weken Closing & signature Partners 1-2 weken Leads/ intake First analysis Check criteria Factsheet/ valuation 1st meeting Management team Screening /Meeting Company valuation 2 nd Management decision Term sheet/loi Investment Proposal RvC Due Diligence Final term sheet Financial, legal & commercial DD Concept participation agreement Contract Summary DD Negotiations Final Contract Feedback RvC 100 Day Plan Closing Contract Payment Post closing strategy (1000 day plan) Management Agenda

11 SUCCESSFULL ENTREPRENEURS BETWEEN INNOVATION AND EXECUTION Innovation Vision Mission Value realization Now Ambition SWOT Flags Next Steps Value creation Good companies are not sold but BOUGHT! Markt Execution

12 SUCCESS IS A BALANCE BETWEEN AMBITION, STRATEGY, PEOPLE AND EXECUTION Left brain Right Brain Scale Ideas Interfaces Dashboards Experimentat What Cijfers & Feiten Finance Performance Ambition Vision Market & Customers Mission Strategy Why Image & Ideas Staff on demand Community & crowd ion Autonomy System & Action Processes Plan Technology Management Organisation Commitment People & Feeling Algoriths Leveraged Social How Who assets Engagement

13 FUND FOCUS: TARGETGROUP Products of systemen for B2B market Succesfull markettest (voorkeur bewezen businessmodel) Enterpreneurs committed and coachable Significant Value Proposition Target group in reach Solid business model Exit potential 13

14 ASSESSMENT AND PROOF POINTS Completeness of vision Thought leadership Innovation / roadmap Value Proposition Realistic ambition Business model Paying Customers (test) / POCs User acceptance (entry barrier) Ability to execute: Team Full-time Customers Lack of big ego s Market(access) Market Market size Market growth rate Competition Exit potential

15 MULTIDISCIPLINARY APPROACH Financial & Planning Assessment business model Assessment cashflow Assessment exit potential Wat? 4 Referentiemeetings Waarom? Deskresearch Market & Customers Assessment market opportunity Assessment company poortunityassessment competitive advantage 1 Process & technology Assessment (schaalbaarheid) technologie Assessment fulfilment Audits & assessments Interviews Organisation & management Assessment quality/mt Assessment for cooperation Hoe? 3 2 Wie?

16 VALUATION AND STRUCTURE Value Price Value gap; present status against strategy / ambition Value is determined by traction, cash flows, risks, leverage, tax, exit potential Price is determined by supply & demand (liquidity) Minority vs. Majority Methods; DCF, market / transaction multiple, book value, potential ROI, etc. Price New shares Legal date vs economic Interest and price (WACC) Structure Debt vs equity vs convertible Liqprefs, cumprefs, etc Board, reporting, support Claw back: to bridge the gap

17 RISC FACTORS FOR THE DEAL Management: MT van 1 Family ties Part-time commitment Low commitment (cash) Legal disputes Market: Dependance top-3 klanten Entry to customers/resellers Red Ocean Proposition: Technolgy Software not scalable No Roadmap Who owns IP? Finance: Low recurring revenue High debt Payment debtors Dependance partners/supplier Exit potential

18 COMPETITION Client/market If there is no competition, there is probably no market.

19 PRODUCT/TECHNOLOGY DRIVERS Tight monitoring developments Split complex products in sellable partial functions Low entry product implementation at customer with strong added value (pay-back of months instead of years)

20 MARKET Business- model Choose right businessmodel Hybrid business model could generate basic cashflow Marketing & sales Positioning and fit to market Check and evaluate customer processes Analyse added value of proposition for customer of customer Internationalisation Sites abroad with commitment country management Direct sales en distribution development in later stage 20

21 MANAGEMENT Management is success factor Commitment entrepreneurs High walkaway threshold Install Supervisory Board, hands-on support Chairman Management support Chairman 1 day per week (sales, contracting)

22 GROWTH FACTORS - LESSONS LEARNED Management commitment importance Enterpreneurs too technical Management problems must be solved quickly Chairman formula works well Internationaal Sales: do not expect too much of channelpartners At dead-end product development are often opportunities in sight First 100 days be alert!

23 VRAGEN EN DISCUSSIE

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