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Positive macro trends: - Growth of sharing vs ownership - On-demand services - Greater affinity towards mission driven Brands - Increasing demand for flexible work opps - Emergence of new modes of transportation Solution - Rides - Sharing - Public transit - Autonomous vehiecal - Bikes - Planes / air travel Driver benefit - Flexibility - Income - Trust and safety - Extensive support Rider benefit - Selection and convenience - Transparency: price, who you ride with, itinerary and time - Safety - Availability - Affordability - Trust and safely - rating system, emergency / help features Key benefit to community - Economic: quality of life and reduce transportation inequality - Environment: replace car infra with green space, reeudce emissions, subsidize EV - Social: connect ppl with their and even larger communities - right to vote, work, Uber Health and access, partner with charities and NGOs World is shifting away from car ownership to transportation as a service Car ownership - economically and operationally burdensome Solve real world problems - Underutilization - Inefficiency - Inequality Transportation - massive market Growth strategy - Rider base - Use cases - Multimodal platform - wide range of needs - Grow share of rider transportation spend - royalty, retention, engagement - Technology - prod development, future - Strategic partnerships - ATG (advanced technology group - AV tech, mapping and safety technologies) Key business metrics - Active riders, rev per rider, rids, cumulative rides, by cohorts, - Bookings, rev % of bookings, contribution Key issues: - Abilityt o cost effectively attract and retain riders and increase our share of their transportation spend - Maintain an ample number of drivers to meet rider demand in our ridesharing market place - Regulation and operation in local markets - Ability to compete effectively Competition - Ridesharing - Ebike and scooter Market place - Pricing: surge pricing, upfront pricing, route-based pricing, driver promotions, uber service fee - Matching - Open market place - health and new product - Principal - expand access, deliver reliability, providing choice, aligning needs, being upfront - Health - right balance to the market place o surge pricing time and day makes sense, adjust pricing - driver earning o Promotions ahead of busy times to help (2 types - one is during busy times the other one is driving up to certain amount of trips) o Safety and compliance - License, identification onboard - Accidents - Payment - reliable credential - Two way rating - Critical response - Insurance - Zero tolerance New Cus: 30k every week in London London - saturated, mature - blackcabs, private hire ; taxis Heavily regulated Hard to predict demand and schedule Transparent Safety Experience Payment Uber x( whole new customer base, cheaper fares, massive efficiencies) Nudge of driver (Limited time to accept, limit on refusing jobs - log out for 10 min etc ) Fare drop, earning increase Liquidity in the market and efficiency - transparent, payment and also location services Cross functional Project management Stakeholder management Improvement on efficiencies - technical, operational, organizational

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https://blog.masterofproject.com/capm-training-course/ https://www.pmi.org/learning/library/essential-project-management-life-cycle-tactics-7767 Stakeholder management / project management Assess situation (root case), feedback and decision, develop / refine solution, transition roll out, monitor and support 1. Skybet --- issue big structure, but slow and no one wants to say yes comes from info gap, culture and politics - prudent - identify key stakeholders - identify priorities and conflicts - mitigate conflicts - anticipate the resistence, profoundly understand, where it comes from (information gaps, politics / culture - prudent) - find ambassadors / empower - they act as sparring partners - candid feedback, able to articulate perspectives from both sides -Engage them, update progress - care, prioritize, matter critical to success of the group, bank on this transaction -plan ahead, buffer time, anticipate need - legal, compliance - 2. Recruiting discussion - Juniors, associates, VPs, Seniors (hard to commit and involved) situation / root cause (limited interaction, nature of his position and project / scope of work) Acknowldge their concern is valid, propose to have another 2 weeks of consideration - large pop of junior do like him, no need to waste time and resource recruit more Program, planning ( project, type of work, who he work with internal vs. external, set up social event - more opportunity to shine) Convene discuss - right decision to have him join - diversity in various form - spot problem care about it 3. Junior development initiatives (hard to commit and involved in junior development initiatives, not only senior but also mid level and junior population, sparingly not organized) - collective effort, take a lead and personally invest in this and organize Spot the issue Raise this issue with peers - same sentiment, gain support form seniors Priorities, limitations and scope Sketch out a plan with key dates, events, gauge interest, put in charge and split the work Meet one a week and communicate regularly on progress, planning and goals Learned - do the work need to feel ownership - painpoints, care and commitment situation / root cause (hard transition, low morale, high attrition, no acceptance to offers) Feedback and decision ( communicate, draw relationship, facilitate meeting, present) Develop / refine solution Roll out / feedback iterate refine Monitor and support Able to recruit 20% more ppl. 100% of our interns accepted the offer and since October no one has left in the junior team. Cross functional 1. M&A project - Team members from different areas of the business in diff offices - different vision, priorities, interest- how deck should be build, model should be build (allocation of capex spend, development, time to market / standing properties) - Understand drivers behind , communicate back and forth, balance out - trade off, resolve - phone calls, conferences / discussions - align on key dates and different priorities of work streams / focus of each week - Reallocate some resources - Efficiently, faster, moving with a common goal and then move onto the next 2. Hosting conference- school career center, major student organizations, student body both women and men who would like to be contribute, corporate partners, individual reps, speakers and corporate team members extensive in terms of scope, length and degree of interactions not enough budget, asked for 1k more and willing to reimburse - not convincing enough Profoundly understand why - Data and well defined plan and schedule - bigger scope, more extensive, small sessions, variety of companies ( not regularly on campus and had own budget for this) 1. Identify key areas / program - opening event with networking and speakers, 4 workshops, 5 presentations, smaller more intimate coffee chats, lunch - Market research - career center - similar scope event, experience; corporate teams, chapters in other schools - calls, interview, asking feedback and input - Calculate costs and balance out benefits and prioritize - ideal case scenario and base case - Understand their pain points - cut cost on dinners and unnneccesary cost, ask for sponsored events, stays - two full day, one night ; 300 active attendees ; 15 corporate teams present, excl individual reps that come Sacrifice something - did not meet requirement. What did you do Make something better / improve something From start to finish Convince someone Never complacent Complicated project - Organization perspective: Hammerson / Intu - many teams inside and outside DB - Timing : tight and last min ask and coordination - Lack of resources - Conflicting view points - Understand what they need instead of just what they asked - not afraid to ask about background, what else they think might be helpful ; collaborate 1. understand where that is coming from (time pressure, last min ask, conflicting view, lack of resources) 2. tackle each - Prioritize, communicateahead of time, ask for more time for quality purpose or have a more concise version / prioritize, anticipate ahead - no last min, conflicting view - understand priorities and view points - hope to resolve ahead; partner, leverage slack in the system, outsource / allocatemore to business resources cheerful, gain trust, reduce stressful atmostphere Creative project International food fest at Georgetown Idea incubation, find partners, estimate demand, resources and funding needed, marketing / sales, lay out the plan (time, building blocks, how to execute them, monitor) Food stalls from different country, entertainment, charities Solved a problem Skybet stakeholders, deadline / timeline, drivers / incentives, oversight or partners, who can provide support and vouch for transaction - go pass the rep risk committee - legal, compliance, country head, different commitees, regulation etc - commonalities, reusability, moving timeline, complexities / difficulties, who are the decision maker, any relationship with them can continue the dialogue 1. legal, willing to act as partner and answer question 2. compliance comfortable - biggest hurdle 3. approach regional heads 4. global Impactful project Skybet 1. prepare equity story, valuation 2. investor presentation 3. go through reputational risk Leadership lack of development and mentorship opportunities for new joiners Areas of focus, alignt incentives, who we need to involve, assign responsibilities and timeline ; Communication, delegate task, motivate other people, speakers 1 onboarding 2. education : lectures, speakers, training 3. mentorship 4. social events - Key align incentives - understand the limitation - interest and strength - check in more often and have a substitute and hold them accountable - ask for a favor to be involved - does not materialize immediately for new joiners but 3 mos down the road Impact Diversity / recruiting efforts Silent, afraid to take a stand - busy, don't have much data point Advocate for the analyst, suggest to keep an eye out and interact with him more,, set out time and sets of activities / opportunities complement the other one Favorite project Skybet - interesting company online among vs. traditional real estate. Industry, company research, valuation - prepare materials and support to craft story, get investor excited about the company. Valuation - how you forecast /value lost making divisions Initiative — You step up and take action without being asked. You look for opportunities to make a difference. • Creativity — You are an original thinker and have the ability to go beyond traditional approaches. • Resourcefulness — You adapt to new/difficult situations and devise ways to overcome obstacles. • Analytical Thinking — You can use logic and critical thinking to analyze a situation. • Determination — You are persistent and do not give up easily. • Results-Oriented — Your focus is on getting to the desired outcome — solving the problem. 13. Communications skills interview questions: Your ability to communicate effectively and influence others to act in support of your own and team goals will be examined. An ability to adapt your communication methods depending on situations and individuals is important here. Question: Provide an example of how you explained a technical concept to a client or co-worker lacking your technical expertise. How to Answer: Competency based interview questions are meant to determine how well you communicate with others, including your ability to simplify difficult concept. The customer service question about negative feedback is meant to determine whether or not you're capable of dealing with customer comments that aren't all that positive in a courteous, constructive manner. With a few of your examples, briefly discuss what you learned from those interactions. More answer samples, communication performance review phrases, tips to improve communication skills at: 10 secrets to become a super communicator 16. Planning and organizaing interview question: Auestion: Give me an example of a time when you had to plan a project or a large piece of work. Tips for Successful Answers: + Demonstrate how you have worked in a structured and methodical way. + Show real detail about the steps you have taken to plan. + Explain how you have amended or flexed the original plans you'd made. + Talk about how you built pre-emptive solutions to potential problems 18. Leadership interview questions: Leadership is a competency employers look for in candidates who are applying for jobs that require them to lead, motivate and/or develop other people, usually team leader and management positions Question: Describe a time you took a leadership position when you did not have the title of a leader. Answer: In this question, take an example from a situation where you were in a group and took responsibility to delegate to achieve goals. Show how you gained from the other members to follow your lead and the result of your leadership. For instance, in college, we were put into groups of four to complete a marketing project. We had to prepare a 15-page paper and 10-minute presentation on a new product. We want to introduce that outside the U.S. I took the initiative among the group to lead a discussion on how we should split up the work when we meet throughout the semester and deadlines for each person's part of the work. Because I was the one to take the lead the discussion and had a plan in mind, I gained the buy in of the other members quickly. I took everyone's e-mail address and created a group email to help us all keep track of our progress and so we could help each other outside of class and our meetings. By the end of the semester, my group achieved a 95% on our project. 19. Conflict resolution skill interview questions: Conflict resolution skills and the ability to disagree with others professionally and politely are necessary for successful contribution in organizations. If every employee employer hire is willing to engage in conflict resolution, more new ideas and better approaches to solving problems will take place in your organization. Question: Give an example of a time you handled conflict in the workplace Answer: Your interviewer will assess your adaptability and gauge the constructiveness of your approach towards conflict, tension and differences of opinion. Your example(s) should highlight the importance of your role in resolving these issues. 20. Creative skills interview questions: Question: Give me an example of your creativity? Answer sample: One of my key creative accomplishments occurred in my current job, when I had to increase market share for a new product without increasing our existing marketing budget. I kicked off with some internal brainstorming on how to maximize the use of our resources and be more creative in the way we market. I worked with our two interns, both of whom were creative writing majors, on creating a blog for our website, plus Instagram, Twitter, and Facebook pages for the company's new product. I tasked the interns with managing the pages, and the three of us came up with relevant content for each social page. The ultimate aim was to create a community of fans and buzz around the new product. Through product teasers on Twitter, the timely answering of questions on Facebook, and brief video tutorials on Instagram, we grew a fan base of 2,500 people in just three months. When the product was released, first day sales exceeded all expectations, and sales continued on a steady incline for the rest of the year. A lot of the success was attributed to the online fan base we developed, where positive word-of-mouth spurred an influx of customers to purchase the product through the trackable online sales page we created in-house with our design and dev teams. 20. Creative skills interview questions: Question: Give me an example of your creativity? Answer sample: One of my key creative accomplishments occurred in my current job, when I had to increase market share for a new product without increasing our existing marketing budget. I kicked off with some internal brainstorming on how to maximize the use of our resources and be more creative in the way we market. I worked with our two interns, both of whom were creative writing majors, on creating a blog for our website, plus Instagram, Twitter, and Facebook pages for the company's new product. I tasked the interns with managing the pages, and the three of us came up with relevant content for each social page. The ultimate aim was to create a community of fans and buzz around the new product. Through product teasers on Twitter, the timely answering of questions on Facebook, and brief video tutorials on Instagram, we grew a fan base of 2,500 people in just three months. When the product was released, first day sales exceeded all expectations, and sales continued on a steady incline for the rest of the year. A lot of the success was attributed to the online fan base we developed, where positive word-of-mouth spurred an influx of customers to purchase the product through the trackable online sales page we created in-house with our design and dev teams. 26. How do you plan to achieve those goals? As a follow-up to the above question the interviewer will often ask how you plan on achieving those goals. A good answer to this question will speak specifically about what you are going to accomplish and how you are going to accomplish it. Examples of good responses include: I plan on gaining additional skills by taking related classes and continuing my involvement with a variety of professional associations. I noticed that XYZ Company (the company you are interviewing with) provides in-house training for employees and I would certainly be interested in taking classes that would be relevant. I will continue my professional development my participating in conferences, attending seminars, and continuing my education. Why hire you during the job interview: competence, professionalism, enthusiasm, and likability. Remember, they are looking for chemistry between you and them. Be prepared to summarize in 60 seconds why you are the best candidate for the job. Also, let the employer know you want the job and you will enjoy working with them. A lack of interest in the job may indicate a lack of enthusiasm for the job and them. Can you work under pressure - stimulating, ownership and impact - plan, prioritize, communicate, reprioritize and assess 33. What do you find are the most difficult decisions to make? These are behavioural interview questions designed to discover how you handled certain situations. The logic behind these types of questions is that how you behaved in the past is a predictor of what you will do in the future. Give concrete examples of difficult situations that actually happened at work. Then discuss what you did to solve the problem. Keep your answers positive ("Even though it was difficult when Jane Doe quit without notice, we were able to rearrange the department workload to cover the position until a replacement was hired.") and be specific. Itemize what you did and how you did it. The best way to prepare for questions where you will need to recall events and actions, is to refresh your memory and consider some special situations you have dealt with or projects you have worked on. You can use them to help frame responses. Prepare stories that illustrate times when you have successfully solved a difficult situation. 40. Discuss the most stressful situation you came across in your previous job. Here you should discuss a stressful situation that you were able to overcome and keep a positive tone, do not say you never came across a stressful situation. Typical answers can be: - Our team's targets were increased three fold and initially everyone was overwhelmed by the number, but we discussed it with our manager and he was co-operative and understood the situation. But he wanted us to give it a try and was ready to reduce the targets to a more realistic number. - You can also talk about a very demanding project where you worked for long hours/2 shifts and had to sacrifice on family time, but once the project was done you got recognition for the hard work and you were over the stress.

Prep

Able to explain b model in 15 sec; company vision and priorities; list of KPI ready for how you would measure the success of business and specific verticals (driver ops, rider ops, market place, safety and compliance)

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- Inventory: unattractive segment of the restaurant market; not much overlap with others tho - Tech: What consumer cared most - better experience, better restaurants, faster deliveries - lag behind Unhelpful for retaining / acquiring customers / should cause rising investment requirements for years to come - Chains in lower price segment - moving into rural areas however, losing market share in this segment - more res sign up with Deliveroo mcD - Higher price segment - well covered by Deliveroo and increasingly also Uber Eats o Seek best opportunities - best restaurant instead of sign up the highest number ; Sheer number of restaurants signed up is less relevant o High quality, high volume, best tech execution - faster delivery / speed to deliver robust customer experience - Hungry house customer transition very poor - lower than expectation - International market - highly competitive o Delivery driven - basket size, commition, order freq o Other rev - coporate, sign up, ad? Or placement / recommendation - Chains o Delivery - enter takeaway space, rural o Some work with UberEats, Deliveroo More than 1/3 of top restaurants losing money - Casual dining threathen the most - Replaced by delivery or ready meal in M&S for example - Chains expanding, tier 2 tier 3 cities Competition from meal kits: Hello Fresh 0.6% penetration Assuming a similar penetration on the UK at c.30m households, this suggests 180k active customers for HelloFresh in the UK alone. Assuming 12 orders per active customer that include 2.5 meals each, we calculate 5.4m meals/year for HelloFresh in the UK. Assuming a 50% market share in the UK, this would suggest that up to 11m meal kits will be cooked in the UK in 2018 with orders growing at c.+20% in the next few years. This compares to JUST EAT's 105m UK orders at the end of 2017. New tech solutions for SME restaurants are emerging - - Alternatives for restaurants with high share of repeating customers - ChowNow - offers tech infrastructure including individual restaurant apps and facebook / Gollge connected order system alongside advertising and data analysis tools - 99 per mos charge and 199 set up fee - 8k plus restaurant within 12 mos in US and Canada Efficiency and speed - Editions - Convenience and less disruptions Pricing adv - Not charging a del fee vs. Deliveroo charge a plus membership Obesity index / UK - 9 pm ad watershed - Calorie content - Ban high suer caffeine energy drinks Quodient of scale not too important; Scale, Traffic, leader important for adz Partnership with Heineken Nederland based producer and distributor of beer and cider Launched brewhouse, separate retail outlet on Deliveroo so customers can order and orders will filled by off licences and independent alcohol retails and delivered by Deliveroo in the UK Bought Maple - US based from ingredient sourcing to delivery - whole chain Needed a partner with scale Digitalisation of the industry - place order, interact and engage with brands, options available, pricing, service experience Hurdles - who control the experience, partnerships incubate Incremental value to grow industry - independent restaurant, operations , digital channels Spend on takeaway food - south korea, UAE, UA, Ireland, NZ, HK / China Digital consumer index - total digital commerce potential Willingness to spend in order to save time Size and growth of the demand / TAM More details follow on the next slide, but these are brands that operate both standard consumer-facing outlets for non-delivery traffic and VR outlets to process delivery orders to segment each occasion type for efficiency. Examples: Luckin Coffee (China), Chick-fil-A (US), Deliveroo Editions (UK) Lasting power: First of three Why: With consumer-facing brands via traditional outlets, these take advantage of VRs to maximise delivery opportunities in addition to the core business.

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Combat cannibalization: - Find customers who are not consuming yet since existing options are too expensive or complicated o Apple iPad - use it to introduce apple products - Further differentiated product o Attuned to the market, adjust go-to market and distribution / marketing strategy that is different - Avoid sales competing with each other - geographic location, coverage differentiation, incentives align and balance FMCG - fast moving consumer goods 1. Consumer demand - uncover the unmet needs that small brands are satirsfying - construct a large, mutually reinforcing portfolio of brand; 2. Engage with consumers in new ways - adoption of viral, personalized and experience based methods 3. Ability to serve wide range of demand effectively and efficiently through marketing 4. Focuse, coordination and speed of upstart rivals - agile principles, rapid prototyping, testing, learning in cycles Smaller brands - outsource production, lower fixed cost to build brands through social media, new distribution channels (premium, convenience and online)offer easier market access at small volumes Hotels / travel - Direct booking challenges - build deeper customer relationship, higher cost - willingness to take on more responsibility for ecommerce merchandising and personalization - Best selection of channels - depends on calculation of OTA commission rates, occupancy rates, digital marketing cost - Property specific or customer segment, afflication with a branded chain - Digital marketing 61% / hotel tech Dynamic distribution strategy - Digital experience that are seamless, effortless - across device and types of interaction (voice, online search, chat bot, mobile); adjust to market condition and type of traveller (seasons, events) - Structure inventory and distribution more flexible and adaptable - device, brosing behaviour channel optimization - Limit on availability for channels that are not profitable - Search engine marketing tools, products and strategies - Visibility with key audience - business travellers - Growth Clarify Increase S or P Handouts Number 3 Prof - compare overtime, industry and competitor Compare over time - inflection point, magnitude / scope of the challenge - Drop in prof same as drop in rev --- refined hyp: rev problem but let's double check cost - What could be the cause of the rev drop - Break down segment (logical components of the business) - I would like to segment the business, do we have the information on that ; what comprise this business, how each grow / change - Industry wide problem or internal /specific to our business - Issue: Internal / external (customer, competitor, industry) Since... is driven by quantity times price (number of customers / subscription price) .. do you have... hypothesis I am trying to test is ... .. it sounds like... understand why we are not able to retain and grow customers Data need to validate / prove this Major... identify ... this most important or has biggest impact.... Still investigate just in case Start first... since majority loss / problem... then circle back..... which would off set the .... Segment Is competitors losing? Is the profitability comparable to what we are experiencing... Compared to the rest of industry ( labor cost - lowest, not unionized) Operations aspect - any ways to reduce cost? /// another way sale--- will come back later (have buyers / market?, financial impact) Grow sales - needs to double - viable? (industry overall decline, our product and service not too differentiated) product, customers (geo, size, competitors, capabilities - have these expertise and skills, resources, how do we usually price, sell, distribution channel different for different types) always have the objective in mind, what would be relevant, impactful and time to implement Under served, hard to copy and inability to catch up by competitors, unique skills and expertise Market entry Market attractiveness - size, growth , profitability Attractiveness to us - Right to win - our proposition Competition - current + new entrants Entry : Syndication from US, from scratch , acquisition or partner Market: less overt about the one, in person events, socialising experience Competition: ofer free sign up, promotion, customer survey understood the need met and special proposition Angle and branding: Rebrand, campaign Growth would shift back: still maintain the foot in s Purpple pill - Generics, price pressure, reduced sales, reduced market share - Regulatory, out of stock, currency, geographic Action - License to third party - upfront payment, participate in royalty, reduced exposure to decline - Do nothing - Direct to consumer compaign - cost to implement, incre benefit, long term direct to consumer - Patient and customer retention - Cannibalization of the businesses Market maker - Entry: expertise, license, capital requirement, regulation, industry requirement - Exit: Options - Demand: Size, growth, transaction frequency - Liquidity - Competition: fragmented not mono or few concentrated players - Cross pollination / synergies? - Profit: rev - cost / add investments Oil and Gas - Variability of price - Demand forecast ok and stable - Over supply - Cost of drilling, production - variable - Regulation and industry, safety hazard Heavy fit - Segmentation on gender, income, generation / age, purpose of usage - Trend comparable to industry or competitor? - Strategies : Focus / defence ... as core; re-orient and more appealing o How to connect - channel - ambassadors o Experience, coffee, trend , experience and social oriented o Free signups, deals o Price more appealing to price sensitive segment o Exclusivity Cost: Define goal and scope of challenge Determine how efficient and effective the organization is and could be Strategies - prioritize and estimate the impact , recognize interdependencies, synergies, Drive implementation - Early communication, implementation, time and resources How to make this sustainable and more effective Challenges and drivers: European debt crisis, new technologies, industry disruption Product portfolio Avalanche of diverse portfolio - not paying off and increase value - Production facilities need to be re-equipped each time a variant is processed or introduced. Downtime that reduces capacity utilization and increase processing cost - downtime could be quite large even if variance is small - Procurement need to purchase large variety of ingredients and materials and enlist a large number of supplier - diff to scale - higher procurement cost, imposed by complexity increase 2-5% of COGS - Difficult to accurately forecast demand for a large number of products, fill-rate targets are ofeten hard to achieve and distribution could be burdened with high inventory levels, maintain twice as much as they need - Cost of overhead and admin as struggles to maintain a lage portfolio - Overabundance of products and complexity make it hard for sales teams to identify and focus their effort on most valuable. Some lack clear value proposition hence marketing and promotion budget not spent effectively. - high cost vs. lower sales - force effectiveness result Ways: - Comine market and supply chain insights - trade offs and value of diversity and cost of complexity - lower cost and higher prof margin and new sources of rev - Find the main driver of complexity - diameter for cookies - Retailer: Same store sales - saturated? / Store traffic compared to street / % make purchase Growth: Domestic: - Location - Product mix o Go up-market or down-market to target more affluent o less affluent - Format: o Piloted three format: Local market, minibox, campus companion - Competitors:: other brick and mortar: maintain price leadership by leveraging economies of scale to maintain a price leadership position on the products in local market, and differentiating itself from other grocery chains - Competitors - e-commerce, like Fresh Direct or AmazonFresh - can be mitigated by a move into e-commerce - Cannibalization of grocery sales from existing big-box stores, which carry groceries. Can be offset by offering a different grocery assortment in its big-box stores versus its Local Markets - Overcoming brand perception of quality - spin off Local market as a separate brnad Cut brands: - Profitability (remaining streams), growth, market leadership (% share), target customers (overlap, interdependencies), consumer perception, Geographic reach / overlap, overall culture ppl impact - Achieve goal o Goal of maintain market share o Complementary with rest product line or interdependencies (minimize the negative rev loss from cutting this brand on other lines) - Sale : price (based on comparables, multiples - how average multiples could change overtime depend on the trends, availability of buyers, buyer effect for us (Direct competitor vs. PE fund for example) - Risk and considerations - Long term solutions o Appeal to new customer segment within same distribution channel: Demographic trends: Baby boomer, millennials Social-economic seg: Premium or all natural o New distribution channel: Brick and mortar - co-branding campaign with major big box E-commerce Market entry - Risks: New market under new division o Distract from the core business, PR / perception, Cannibalization, vertical integration in the value chain for that business, underdeveloped market to get in - Strategy Buy Build Benefits •Quick to ramp up and capitalize on first mover advantage •Utilize local expertise •Few states have marijuana cigarettes so easy to consolidate •Utilize local brand recognition •Easier to build culture •Few consolidated competitors means less competition •Similar products may allow ease of entrance into market Disadvantages •Integration into new company •Scattered, independent operators may make consolidation challenging •Financing may be challenging for marijuana dispensary purchases •Limited licenses distributed restrict ability to build from scratch •Time to grow plants, establish brand name and sell may take too long -other competitors may enter Potential rationale: - NPV positive - Higher profit market - First mover advantage - High growth market as more states ligalize - Synergistic opportunities in supply chain, market Negative - First mover issues (free rider) - PR - Distraction from core - Unappreciative of big businesses - Variability of forecasts and NPV potential - Growth goal 2 times as much as now - Current business growth at 5% for 5 years - Growth / contribution from pipeline - Growth / contribution from Acquisition or investment Pros: major revenue and profit opportunity, movement into higher profitability space, reversal of disastrous trend Cons / Risk: Redefines core business - essentially a brewer who uses music to sell beers. Can they scale, Will have to play twice as much - personal burden Cost is more salient option than revenue for improvement Employee cost - crews, captains, ticket staff, admins Use alternative fuel sources other than diesel, explore staff reductions, pooling shared services across department of transport, better understand miscellaneous cost bucket Telematics: Select the mobile solution and the state to pilot the program in - Develop contract with partner in china, ensure partner can successfully develop the product in a timely manner - Identify distribution channels for mobile solution ( agents, third party vendors) - Select right marketing strategy - Conduct a testing program to validate the solution Risks - Subside customer concerns over privacy - Potential barriers from regulators and state governments - Contingency plan if telematics does not suceed Customer engagement - insurance is a commoditized business and insurance companies are developing services (competitions for safe drivers, teen driving programs) to differentiate themselves from competitors and increase their engagement with their customers OBD (on-board diagonostics) VS. MOBILE - Margin - profit - Customer adoption rate, best way to increase customer engagement - Develop in timely manner - Build / develop inside the company or partner - what is competition doing - Regulatory considerations Pros for mobile - Ease of use. Customers will only download mobile app - High scalability - Updates to technology can be easily sent - Fits with new customer demographics - mobile, flexible - Mobile phone technology keeps improving at a high speed - High speed to market - Device cost to insurance company zero compared to traditional OBD programs or even programs with blue tooth Cons: - Reliability of data capture - mobile technology is still under development - Partnering with a firm in China could increase development lead time - Regulators could impose restrictions on collecting driving data via mobile phone - High capex On-board diagnostics port - Usage based insurance and insurance telematics o Allow insurance provider to have more precise information to rate driver's premiums such as on-road activity (including braking and cornering speed or acceleration) o Time of day when driving and the amount of time spent behind the wheel o Analyze driving patterns and develop a more accurate understanding of how their clients act when they hit the road o Encourage safe driving practices and reward customers with lower premium sfor good driving behaviours by analysing their pattern, where they drive and configure a more accurate premium Questions in front 1. Does the industry and do major comp experience the same issue? 2. Who are the customer 3. Do they have the expertise in this kind of undertaking New product to support an unprofitable business - Why currently unprofitable: unprofitable segment, reasons: shift in taste, care about brand - Would new opp be profitable or feasible?: intense competition, no expertise, no right to win - What next : fix current business, might sell the clothing ( impact on cake business might be negative) or fix, might be leaving the money on the event business Develop a new economy Determine industries new and growing, size Offer financial incentives - Financial and other incentives for companies to relocate to Michigan - Tax credits for companies already in Michigan to expand Make policy and regulatory changes - Changes stimulate growth and investment - Examine tax code and ensure incentivizes growth - Improve quality of life (education, poverty, health, crime) Create programs - Training programs (private and public) - Public work programs Regarding competition : what else they are doing Job: direct, induced and indirect job creation - investment and cost Job multiplier - 1 times direct job number Higher indirect multiplier indicate higher reliance Higher capex indicate more permanence. Higher potential to spur indirect and direct job creation Manufacturing jobs could be competitive and other states might offer greater incentives Prosperous area, skill of labor and training available I think this is a list of ideas we could explore, I would like to proceed with... because... Proceed with new drug: New product / drug: Price Dose and ease of use USP / value proposition Patent / protection Customers: willing to switch and adopt Insurance, hospitals Testing / trial phases, % success, cost, time frame Competition Economics: Market ( number of patients) - % doctor would prescribe, ramp up slowly, till saturated and competitors get in Risk adjusted revenue Cost: Regulatory fees, promotional materials, marketing, production, facilities, logistic, distribution tax Risk adjusted investment at each phase Risk and considerations: Risk tolerance of pharm co, need for capital, validation of the risk adjustment percentages, , possible exploration of other alternatives Risk adjustment can be very conservative, how do we validate that and what data do we have Evaluate after phase 1 or 2 approval Non financial risk to push forward the deve Remediation: Affected areas / scope of challenge What needs to be done What can we do and time frame and productivity Would we be able to achieve goal within 6 month? If not how Hire more, increase productivity, contract out - Associated cost and other barriers - Feasible at all? - Which one has greatest impact, least cost, feasibility Worker insurance compensation Employee: covered if injured; Employer: Pay insurance premium to cover employee injured at work, avoid lawsuits Workers compensation provider: Receives insurance premium in exchange for providing benefits to employees injured at work (medical, indemnity, expenses) Population of workers, % injured, cost of coverage, cost increase or decrease trend? Any unpredictability? Manufacturing costs: - Machinery: more machine more repair and other add on costs - Paper materials - commodity already hard to lower - Cheap labor for now but hiring cost might increase, also cost /wage might increase based on standard and ethical practices - Raw materials or ink etc - closer to supplier but still does not really justify - Shipping might be the deal breaker - lower the better could increase attractiveness o Ship in bulk, plan ahead, sheets rather than rolls - More variables to manage in China not so labor intensive product in US - Need to track ink, paper, employee cost, shipping in the long term and see more potential - Supplier: number of suppliers for a given material, number of buyers, supplier concentration relative to number of customers, number of components per supplier, purchase frequency, volume, amount of raw materials used and lost in production - Travel booking: - Leisure vs. business - Leisure draining profit: o Raise price if can o Commission fee if can o Try to monetize through other transactions - increase rev per customer - hotel booking, travel packages o Cut cost for leisure o Become a niche player and focus on business travellers o LT effect: Competitor might steal share if we raise price however can be mitigated through LT contracts Cut new product - Effect on market leadership - Competitor steal share - Customers are royal so would still keep - Bellshaped - production (needed to slow down, otherwise glasses break), distribution take up more space - Introduction of... cannibalize other product sales that could be more profitable... does not translate into... Increased competition - ST: while tied in current distributor, increase price see how prof change (low elasticity) - LT: More distribution channels, find the right partner, shelve space maximize product reach - Marketing position as premium value proposition against low price competition - New entry into market - Estimate mkt share: o Previous experience % first year o Customer survey rating and how much are met understand the need and right to win - What else to do for now o Revenue side: Analyze how variable an increase in price is - since profit per unit is negative, column wont help o Cost: Negatiate cheaper labor Moving manufacturing sites to lower cost areas Optimize distribution network Produce in Brazil - see possibility of reducing production cost o Others Find partnership Acquisition Selling vid game to retailers - savings in distribution, labor overhead but selling at reduced whole sale price Growth: - Price: o Price elasticity of demand between, grade (boxed vs. premium), type of buyer, type of wine - Volume: o Increase share of shelve space in stores o New distributors or stores o International exposure o Rebrand wine - New rev streams: o Tours, tastings for wealthy crowd o Release new brands or varieties of top selling o Expansion into new products o If new industry - operational capabilities and brand name carry forward? Growth and market share Competitive benchmarking - Price - Volume / marketshare, trends - USP / Value proposition / attributes - Ease of use, dose, frequency, lifetime / replacement - Substitutes, switching costs? Consumer: - Segmentation data o Important attribuites : Price sensitivity, typical behaviour, where they buy and market, how they buy or how often they buy o Customer survey 360 degree rating on quality, ease of use, product selection, style, ingredients..... if we have covered - brand awareness, quality Distribution - Network and avenues - fit the target segment, what is missing? - In store shelve space, visibility, positioning, promotion relative to competitors - Share of distribution network S&M Strategies - Retain sales personal to help push service contracts / educate value proposition - Retain service personnel to ensure they know how to service and approach - Relocate sales personal to have more staff target LT - Hire or build leaders in the industry - Adv Competitive response: - Value added, cost saving vs. cost to the customer - Compare plus and minus with comp - Make customer aware of benefit and value add - Continue to focus on R&D and set up services to mitigate risk of loosing their position - Lower price of .. to match up with competitor since it is a commodity product Slow growth molding - Small percent, high growth market - existing sales only account for small percentage - Existing homes every 5 years, new construction every 5 years - Taking into consideration market share Jamaican land: - Demand: potential market (size, %, competition) - Supply: (capabilities(labor, tech, permit, time constraint to market, capacity of land, investments and cost) - Economics - profitability, more or less attractive, business growth and extension - Risk : Disease and drought, natural disaster, country specific risk or hurricane...; price variations and subject to changes in the future Airline: - Segmentation for customers (% business and leisure), per cabine - Flights international vs domestic - Load factor - Flights per day - % carry laptops Reread sandwich bag production Restaurant turnaround - Operations: hrs, occupancy rate, location, table size, week / weekend , lunch vs. dinner, price, item selection, configuration - Market: competition, direct and indirect - Customers: segmentation at all? Target groups - DO PILOT PROGRAM AT A FEW AND SEE IMPROVEMENT

U4B

Corporate commute Value prop for U Alternatives - Private hire, blackCab Business travel read Government / biz travel RR TAM Estimate : 1) Top down 2) bottom up 3) value based - transportation data, how much more are ppl willing to pay for it and how much are they able to capture SAM Serviceable or addressable market - geographic, age, service type GBTA - Core consumer app - true business enterprise solution - Reporting, billing capability - Granular control / Management controls - customise specific ways - late night rides, commute programs, rides for clients - How many business customer and how do you track - last 28 days - active customers 45k org at the time - over 60 countries ranging from SME to big org - Leverage machine learning capability - consumer app / business app - be on the wrong profile / classification, help employees and travel managers - U4b data incorporate - locate the duty of care solution, emergency care solutions - Ride sharing acceptance - macro trends - global phone call, slack and drop box - personal use then company adopt it and meet the needs of business travellers Impact - Small business first then scale it out to larger companies - Opportunity: improve the business traveller experience -revolutionize their experience - innovate at the scale and speed of Uber; Direct to consumer - can test out more, room for error? No! - Safety, duty of care, employee experience - balance Corporate Business Travel We deliver a seamless business travel solution by offering helpful tools and features such as automated expensing and centralized payment via company charge accounts. We partner with some of the leading travel management and expense companies in the country, like Concur, Certify and Expensify. Our solutions also provide improved travel policy adherence and greater visibility for travel managers. Expensing for Business Travelers We provide expensing tools to make travelers' and travel managers' lives easier. Travel managers are able to get real-time reporting on rides and costs and travelers can get easily reimbursed through our various expense integrations. Travelers can document business rides and select from expense codes in the Lyft app. Travel managers can require entering expense codes or notes as part of the ride request, making it easy to reconcile travel spend. Reports provide detailed ride data for better cost center attribution, billing back to clients or reimbursements. Eliminate the need to add each ride to an expense report, better track invoices and create expense budget forcasts Enterprise Programs We offer various enterprise programs, including monthly ride credits for daily commutes, supplementing public transit by providing rides for the first and last leg of commute trips, late-night rides home and shuttle replacement rides. Companies like Slack provide monthly Lyft credits as a benefit to employees to ensure convenient and cost-effective late night transportation from the office. Events We offer transportation solutions that can be customized for events such as recruiting events, conferences, celebrations, meetings and company retreats. Organizations or individuals can create in-app experiences and custom codes for attendees to ride to and from events. Rydoo - Travel and expense app integrate with Uber - simplify expenses so employees can be productive Zoho also announced the integration with Uber Integrating with a rideshare platform creates another point of entry into a company's corporate network. This exposes confidential company data to theft and increases vulnerability to a malware attack. B2B platform - designed to allow companies to manage rides taken by employees or ordered for customers or partners - alow approved rides to be automatically charged to the company account and provides detailed records of who took the ride, to where and what time - linked directly to corporate account - expose users to direct financial theft Need to review safety protocols that are built into the app and understand how the company maintains security of their own data 65k companies - designed to streamline billing, ensure accountability against travel policies and track spending more efficiently and automatically Flat fee - 10% on top of all Uber fares Include mechanisms for companies to enforce policies, allocate costs to specific projects or clients at the time of purchase and math expenses with accounting software via API integrations or manual file exports - save time and cost filing reports - scales instead of creating any fixed up-front cost Uber Central - allow biz manage and track multiple rides for customers on a single device instead of spreading that over multiple phones - compared to traditional taxies, 30-40% savings and then we are adding only 10% back Tracking and reimbursing expense is expensive and difficult - centralizing thro u would be appealing Direct billing to business rather than just the end user Streamline travel for your team You define how they can ride via the dashboard, and the Uber app does the rest. They'll never have to worry about taking out-of-policy trips or submitting expense reports. Improved visibility and reporting Get detailed trip views and additional data for visibility into ground spend, cost-savings and business traveler insights through the Uber for Business dashboard. Easy management for Admins Uber rides will now also appear in your organisation's Serko Zeno Expense dashboard for easy tracking and reporting. Improved Employee Experience Give your employees a safe, reliable way to travel for work, from a trusted global provider. Set it and forget it Add your people. Define how you want them to use your account by setting customised rules for things like vehicle class or spend allowance. The result: You and your team don't have to worry about out-of-policy trips. Impact on other businesses - Uber Eats for business With Uber for Business, you have access to a centralized dashboard where you can view all trip activity for clients, employees, or whoever else is using your company's transportation services. Within this same dashboard, you can also manage and automate billing, expensing, and reporting • Automated compliance program tailored to your business • Enhanced Duty of Care with the International SOS integration • APIs that connect to your expensing and reporting systems (such as Concur) • Dedicated Client Success Manager and quarterly business reviews

cl

I am writing to express my interest in Senior Associate position at Marakon. As someone who is highly interested in solving logical, technical, and creative problems, I find the opportunity to work across different industries and tackle different challenges everyday in management consulting extremely exciting and rewarding. I believe that Marakon will provide the training and mentoring that I crave and need to thrive and pursue a career in consulting. I am confident that my experiences, proactive attitude, and international expertise will make a positive contribution at Marakon. My current and previous experiences in investment banking provided me transferable skills to be a successful consultant. I have developed fundamental knowledge in corporate finance, strategy and financial modeling. The team-oriented environment and tight time constraints on various projects taught me to take on multiple responsibilities in short period of time and work well within a team. I learned to develop collaborative and personal relationships with professionals and interact with others proactively, always asking questions and being resourceful. In addition, my proactive attitude have prepared me well to tackle various tasks and challenges I will be facing as an associate at Marakon. Having studied in China, Great Britain, America and France, I have become familiar with cultural nuances and am able to adapt quickly to unfamiliar situations. I have developed an entrepreneurial mindset that has prepared me to learn quickly and work in a diverse and dynamic environment and understand various client bases. I believe that my international experience and communication skills will make me an asset for Marakon.

DDT

Rider Support Strategy Why When you first think about Deliveroo, you probably think of getting great food to your house in less than half an hour. Awesome right? But behind the scenes is the real story. This story is one of high growth, huge challenges and an enormous opportunity ahead of us. It began with our founder Will, arriving in London over 6 years ago and finding it almost impossible to order great food, despite the wealth of incredible restaurants in the city. Fast forward 6 years and we operate in 13 countries with over 50,000 riders who deliver orders from 50,000 restaurants in over 200 cities worldwide. We want to be the definitive food company - the app you go to any time you have a hunger pang. We are transforming the way people think about food. We are providing people with limitless access to different cuisines and restaurants, turning cooking from a chore to a choice, and giving people the freedom to eat what they want, when they want, where they want it. We work with riders, restaurants and consumers. We operate one of the most complex three sided marketplaces in the world and we do this in real time. Millions of customers and thousands of restaurants and riders rely on us to match them within milliseconds. The algorithms behind that marketplace are the secret sauce that allow us to deliver our orders in under 30 minutes. And we're just getting started The scale of the opportunity ahead of us is immense. The global food market is valued at £7.7 trillion but only 1% of it is currently online. Contrast that with the digital disruption of countless other industries - from banking and travel to retail and communications - it's clear that our journey in the food sector has only just begun. We are already a multi-billion dollar company that is more than doubling in size every year. Deliveroo came top in the FT's' list of Europe's fastest growing 1000 companies in 2018, and we were the first company ever to win Deloitte's 'UK Top 50' two years in a row. Yet most of the extraordinary value this company will generate lies ahead of us. The Role In this role you'll be involved in two key areas: 1. Design the rider support proposition and strategy 2. Drive cross-functional projects to materialise this strategy You'll also work very closely with the following stakeholders: ● Local Rider Support Operations teams - to shape the rider support proposition through a robust and analytical approach ● Tech Organisation - to inform and influence priorities and/or products that have the most impact on rider experience ● Central functions - to ensure we can achieve our objectives profitably and within the constraints of evolving legal environments Responsibilities ● Define our rider support strategy including the channels of communication and the service level requirements ● Define the metrics of success, how we measure these and how to drive improvement ● Identify areas for improvement and seek ways to drive down rider contacts ● Ensure local teams have the right level of resources, the right tools and processes, the right content and the right level of training ● Balance strategic design with practicability, and be keenly aware of implications across other parts of the business ● Possess strong desire to galvanise action within Deliveroo and land operational changes successfully Core competencies ● Adaptable with a "can-do attitude" - ​is positive and proactive, and energised by working in a fast-paced environment characterised by constant change. You will be comfortable making quick yet calculated decisions, even in times of ambiguity. ● Obsessive about improvement​ - Has a passion for incremental optimisation/continuous improvement and comes up with both "hacky" and more "gold-plated" improvements ● An effective communicator and collaborator​- has great interpersonal skills and the ability to quickly gain the trust and respect of others and to get their buy-in/sign-off. Proactive in gathering input from relevant stakeholders to co-create pragmatic solutions. ● Logical, structured and data-driven ​- is able to use logic and data to prioritise and drive change. Ability to balance this with the bigger picture and how projects align with the direction the business is heading in. ● Impact driven​ - can manage multiple projects in a logical, structured and disciplined way. Be able to model the costs and benefits of various solutions to increase rider retention through service, or designing the roll out plan for a new rider proposition. Requirements We are looking for someone who has: ● Has 3+ years' experience as a Business Analyst/Associate Consultant (or equivalent) in a consulting firm or strategy function in a top-tier corporate ● Has a deep desire to solve real world problems, who sees the beauty of data and structure and how important these are to understanding a problem and identifying effective solutions ● Can prioritise effectively as well as lead multiple project workstreams concurrently and independently ● Is adept at conducting 80/20 analysis, drawing out business insights from that analysis and presenting findings and recommendations persuasively ● Possesses strong communication skills with the ability to influence others ● Has solid Excel and modelling skills ● Can demonstrate effective PowerPoint skills in terms of speed and quality of output

v

Tessian machine intelligent email security platform to automatically prevent cybersecurity threats like spear phishing, misaddressed emails, unauthorized emails (data loss) and non-compliance JTC initially focused on outbound threats like misaddressed and unauthorised emails, and thus selected Tessian Guardian, Enforcer and Constructor modules. When Tessian launched Defender to prevent against Strong-Form Impersonation attacks, JTC pre-registered for the solution. "Enterprises must contend with a vast array of scenarios where email can be used or abused to cause severely damaging yet avoidable incidents for the business," says Tim Sadler, CEO and co-founder at Tessian. "This is especially true for JTC and other firms that are dealing with highly sensitive financial information. Machine intelligence can give organisations a way to learn normal sending patterns and automatically step in to check or prevent something that appears out of character or breaks policy. This mitigates any interruption to innocuous email use, meaning employees and IT teams won't have to deal with needless, time-consuming administration." So, with the impending implementation of GDPR rules and ever-present concerns over information security, our partnership with Tessian is a natural fit, and timely too. Biggest thread to data security - human error not from outside the organization Mistyped / addressed - every breach must be reported as well as dealt with Not only the provider to use machine learning to identify anomalities, impressive effectiveness not reliant on pre-set rules or keywords. Learn from historic email activity, intuitive solution to a problem that could have catastrophic consequences Slack, Yammer - more other means // email still dominate Vulnerable - - Email networks are open gateways by design - send and receive from outside with no restriction. Easier for malicious outsiders to send emails into the network and for employees to leak - - email networks have human nodes - unpredictable, make mistakes, break rules and easily tricked - spear phising - Email networks are dynamic - evolve Cyber works - involve analysing large volume of data - Before cyber security vendors would build static, rule based systems in an attempt to identify behaviour that indicates a threat - false positives and low success rate Reasons: Spelling, autocomplete, bcc / send, reply all Consequences - Non compliance, - regulatory fines and penalties - 4% of annual global turnover or 20m euro, whoever is greater - Loss of trust and reputation (client, shareholder and partners Brief Overview Cylance uses AI and machine learning to proactively prevent execution of advanced persistent threats the endpoint. Products and Services Cylance's product offerings are based on the CylanceINFINITY technology, which applies AI to analyze the DNA of code prior to its execution on the endpoint. • CylancePROTECT is an endpoint protection product that stops threats in real time before they execute using artificial intelligence to prevent system and memory based attacks, malicious documents, zero-day malware, privilege escalations, scripts, and unwanted programs. • CylancePROTECT + ThreatZERO Services optimize the operation of Cylance products, expediting deployment, mitigating risk, and providing immediate ROI. Cylance's experts work with enterprise teams to configure agents properly, educate staff, and reduce the risk of threats in the enterprise environment. • Cylance Consulting offers a full suite of services that combines deep domain experience with an innovative artificial intelligence and machine learning based approach to endpoint protection. Services include: compromise assessments, penetration testing, emergency incident response, training, and staff augmentations. Cylance supports endpoints running Windows and MAC OS in typical enterprise configurations. Brief Overview Darktrace provides a platform that uses behavioral anomalies to detect cyber attacks in the enterprise. History Darktrace is a UK-based company, backed by Mike Lynch of Invoke Capital in 2013. The company immediately began its focus on the use of Bayesian theory to detect behavioral anomalies in systems. It includes several members of the UK government, many with deep mathematical backgrounds. The company remains privately backed. Darktrace raised $18M in venture funding in 2015 from Invoke Capital, Talis Capital, and Hoxton Ventures. Darktrace has locations in London, Cambridge, San Francisco, and Singapore. Key Competitors Fortscale Products and Services The Darktrace solution applies Bayesian mathematics and behavioral analysis to enterprise security in order to avoid using signatures to detect attacks. The overall approach focuses on anomalies in human and machine behavior to detect suspicious events. Darktrace offers a software-only, appliance, or "as-aservice" Behavioral Cyber Defense (BCD) platform that identifies attacks in real time by learning normal and abnormal behavior across humans and machines in order to spot anomalies. The platform uses Bayesian mathematics, which enables real time detection of behavioral changes. The platform also includes a Darktrace Threat Visualizer (DTV) interface for drill-down and analysis. The underlying platform engine is called Secure Adaptive Behavioral Real-time Engine (SABRE). Tess Founded by a team of mathematicians, data scientists and engineers with backgrounds in the investment banking industry, CheckRecipient uses machine learning and predictive analytics to warn users when they are sending an email to the wrong recipient by analysing the social network features of an inbox and textual analysis of the email being sent We've known Tessian (previously CheckRecepient) for a long time, having tracked them ever since they were part of the excellent Cylon accelerator. Originally focusing on just one key problem - making sure that employees at legal and financial services firms don't send emails to the wrong person, whether by mistake or on purpose - Tessian have built a highly scalable AI architecture that checks every email and its contents live and as it leaves a user's outbox. Part of their achievement is of course excellent engineering (what else would you expect from a team of three co-founders who met at Imperial?). Equally important is the insight into human behaviour and the reality of where secure systems actually fail - it is this insight and the strategy born of it that I think was the true genius behind the team's product. Unsurprisingly to us, this solution hit a nerve with enterprises and the company has quietly but rapidly grown. While originally focused on a single challenge - hence the old name! - the architecture that was built to solve it is extensible beyond that into a fully-blown security engine that understands people, their behaviour and their conversations. AV with Cylance, in SIEM with Darktrace, and in email with Tessian Social engineering, in the context of information security, refers to psychological manipulation of people into performing actions or divulging confidential information - Hack the weakest link - Typically focused on computer and had left .. exposed to attaches on employees. Redirecting flow of income and ppl - seamless connection Car as a service, uber as a platform - Largest on-demand car service - Heavy spend on R&D - investment in mapping, payment, robotics - Form aliances and partnerships in major car and tech companies Growing TAM - Leading logistics platform in a market still early in volatile, unpredictable evolution - Growth drivers: undertapped international market, potential use cases of autonomous cars, alternatives to the existing public transportation systems , moving and delivery servies and tie-ups with automobile companies - TAM (ex china) 192bn in 2016 to 259bn by 2020 Regulatory - Pushback from traditional industries - Labor contract and status of workers - Loses / profitability - Decentralized model Not a zero - Sum Game - Rider sharing market not yet a zero sum game - Leave room to other new users or new use cases - other participant room or partner with other participants Secular socio economic trends - 1) Millennials favoring renting over car ownership (2) Stagnant wages driving need for supplemental income (3) Growing urbanization worldwide. Additionally, relatively low oil prices and access to low automobile buy/lease loans have had a positive impact on the business insofar as attracting new drivers Challenges: - Regulartory - Flawed? Losses ? - New competitors abroad Will India follow? Anti-Uber alliances such as in Southeast Asia between Didi, Ola and GrabTaxi could slow down the growth in the emerging markets in the face of Uber's strategy to go it alone. Business model: Maximum supply liquidity - higher utilization or minimal idle time for drivers - flexibility to stay prie competitive , minimum wait time, and seamless service Uber is partnering with smartphone vendors, credit card companies, car manufacturing companies, leasing companies, and insurance companies among others. A few specifics of the partnerships include the following: • AT&T embeds Uber on all its Android phones; • American Express users get 2X loyalty points on all Uber rides. Additionally, Membership Rewards users can use those points to pay for rides directly in the application. In the future these benefits could extend to drivers in the form of discounts on things like leases, gasoline and car repair; • Starwood Hotels and Resorts Worldwide gives extra points to preferred guests who link their accounts to Uber's; • Morgan Stanley and Citigroup have adopted Uber for Business as their corporate black car service; • Snapdeal, a leading ecommerce site in India, allowed Uber to integrate its application interface on Snapdeal in a bid to tap into the ecommerce portal's consumer base. Through this integration, the first completely native Uber API integration in India, Snapdeal customers will now be able to request an Uber directly through the Snapdeal app. Global GDP - 304 tn Global mobility spend - 7 tn Mobility spend - buying and running cars, various forms of public transport (excl air travel) Population is growing - capacity / utilization efficiency is not growing Car run out os space, congestion, polution - create new opportunity for new mobility models, esp pay as you go models that separate car usage from ownership Moving ppl, goods and services does not requires owning a vehicle Invented a cloud mobility network, where ask a specific service to go from.... And have the cloud offer mobility solutions. Aggregator will be the point of contact for the consumer - access broadening range of mobility options, including ride sharing, public transport, and bicycle, scooter hire Diverse portfolio: - Diverse portfolio: UberX, UberPOOL, flying cars (commitment for 2020), UberEATS (food delivery), UberRush (package delivery) - Currently testing autonomous cars in Pennsylvania, Arizona, and California# - Acquired autonomous trucking company Otto (Aug 2016), launched Uber Freight (on-demand long-haul trucking service) in May 2017 Partnerships: - Transforming the future of mobility by partnering with select municipalities to supplement public transportation - Currently testing autonomous cars in Pennsylvania, Arizona, and California# - Partnership with property developers to reduce the need for parking in urban cities Push and pull Push : Polluted, traffic, good public transport, restrictions on private car Pull: makes sense Wealthy, low car ownership, low car utilization rate Population density - might hamper or help the buisiness case Ripe for disruption If we succeed in making a smart allocation of traffic between roads and airspace, people and cities can benefit in equal measure." To see what an on-demand service of this kind could be like, Audi is conducting tests in South America in cooperation with the Airbus subsidiary Voom. Customers book helicopter flights in Mexico City or Sao Paulo, while an Audi is at the ready for the journey to or from the landing site. "Services like this help us to understand our customers' needs better. Because in the future, flying taxis will appeal to a wide range of city dwellers. With Pop.Up Next we are simultaneously exploring the boundaries of what is technically possible. The next step is for a full-size prototype to fly and drive," said Dr. Martens. Audi is also supporting the Urban Air Mobility flying taxi project in Ingolstadt. This initiative is preparing test operations for a flying taxi at Audi's site, and is part of a joint project of the European Union in the framework of the marketplace for the European Innovation Partnership on Smart Cities and Communities #1 Who is enforcing? All EU member states but each country will enforce its requirements equally 2 Penalties 20m or 4% of annual revenue, whichever is higher

d

Tessian machine intelligent email security platform to automatically prevent cybersecurity threats like spear phishing, misaddressed emails, unauthorized emails (data loss) and non-compliance JTC initially focused on outbound threats like misaddressed and unauthorised emails, and thus selected Tessian Guardian, Enforcer and Constructor modules. When Tessian launched Defender to prevent against Strong-Form Impersonation attacks, JTC pre-registered for the solution. "Enterprises must contend with a vast array of scenarios where email can be used or abused to cause severely damaging yet avoidable incidents for the business," says Tim Sadler, CEO and co-founder at Tessian. "This is especially true for JTC and other firms that are dealing with highly sensitive financial information. Machine intelligence can give organisations a way to learn normal sending patterns and automatically step in to check or prevent something that appears out of character or breaks policy. This mitigates any interruption to innocuous email use, meaning employees and IT teams won't have to deal with needless, time-consuming administration." So, with the impending implementation of GDPR rules and ever-present concerns over information security, our partnership with Tessian is a natural fit, and timely too. Biggest thread to data security - human error not from outside the organization Mistyped / addressed - every breach must be reported as well as dealt with Not only the provider to use machine learning to identify anomalities, impressive effectiveness not reliant on pre-set rules or keywords. Learn from historic email activity, intuitive solution to a problem that could have catastrophic consequences Slack, Yammer - more other means // email still dominate Vulnerable - - Email networks are open gateways by design - send and receive from outside with no restriction. Easier for malicious outsiders to send emails into the network and for employees to leak - - email networks have human nodes - unpredictable, make mistakes, break rules and easily tricked - spear phising - Email networks are dynamic - evolve Cyber works - involve analysing large volume of data - Before cyber security vendors would build static, rule based systems in an attempt to identify behaviour that indicates a threat - false positives and low success rate Reasons: Spelling, autocomplete, bcc / send, reply all Consequences - Non compliance, - regulatory fines and penalties - 4% of annual global turnover or 20m euro, whoever is greater - Loss of trust and reputation (client, shareholder and partners Brief Overview Cylance uses AI and machine learning to proactively prevent execution of advanced persistent threats the endpoint. Products and Services Cylance's product offerings are based on the CylanceINFINITY technology, which applies AI to analyze the DNA of code prior to its execution on the endpoint. • CylancePROTECT is an endpoint protection product that stops threats in real time before they execute using artificial intelligence to prevent system and memory based attacks, malicious documents, zero-day malware, privilege escalations, scripts, and unwanted programs. • CylancePROTECT + ThreatZERO Services optimize the operation of Cylance products, expediting deployment, mitigating risk, and providing immediate ROI. Cylance's experts work with enterprise teams to configure agents properly, educate staff, and reduce the risk of threats in the enterprise environment. • Cylance Consulting offers a full suite of services that combines deep domain experience with an innovative artificial intelligence and machine learning based approach to endpoint protection. Services include: compromise assessments, penetration testing, emergency incident response, training, and staff augmentations. Cylance supports endpoints running Windows and MAC OS in typical enterprise configurations. Brief Overview Darktrace provides a platform that uses behavioral anomalies to detect cyber attacks in the enterprise. History Darktrace is a UK-based company, backed by Mike Lynch of Invoke Capital in 2013. The company immediately began its focus on the use of Bayesian theory to detect behavioral anomalies in systems. It includes several members of the UK government, many with deep mathematical backgrounds. The company remains privately backed. Darktrace raised $18M in venture funding in 2015 from Invoke Capital, Talis Capital, and Hoxton Ventures. Darktrace has locations in London, Cambridge, San Francisco, and Singapore. Key Competitors Fortscale Products and Services The Darktrace solution applies Bayesian mathematics and behavioral analysis to enterprise security in order to avoid using signatures to detect attacks. The overall approach focuses on anomalies in human and machine behavior to detect suspicious events. Darktrace offers a software-only, appliance, or "as-aservice" Behavioral Cyber Defense (BCD) platform that identifies attacks in real time by learning normal and abnormal behavior across humans and machines in order to spot anomalies. The platform uses Bayesian mathematics, which enables real time detection of behavioral changes. The platform also includes a Darktrace Threat Visualizer (DTV) interface for drill-down and analysis. The underlying platform engine is called Secure Adaptive Behavioral Real-time Engine (SABRE). Tess Founded by a team of mathematicians, data scientists and engineers with backgrounds in the investment banking industry, CheckRecipient uses machine learning and predictive analytics to warn users when they are sending an email to the wrong recipient by analysing the social network features of an inbox and textual analysis of the email being sent We've known Tessian (previously CheckRecepient) for a long time, having tracked them ever since they were part of the excellent Cylon accelerator. Originally focusing on just one key problem - making sure that employees at legal and financial services firms don't send emails to the wrong person, whether by mistake or on purpose - Tessian have built a highly scalable AI architecture that checks every email and its contents live and as it leaves a user's outbox. Part of their achievement is of course excellent engineering (what else would you expect from a team of three co-founders who met at Imperial?). Equally important is the insight into human behaviour and the reality of where secure systems actually fail - it is this insight and the strategy born of it that I think was the true genius behind the team's product. Unsurprisingly to us, this solution hit a nerve with enterprises and the company has quietly but rapidly grown. While originally focused on a single challenge - hence the old name! - the architecture that was built to solve it is extensible beyond that into a fully-blown security engine that understands people, their behaviour and their conversations. AV with Cylance, in SIEM with Darktrace, and in email with Tessian Social engineering, in the context of information security, refers to psychological manipulation of people into performing actions or divulging confidential information - Hack the weakest link - Typically focused on computer and had left .. exposed to attaches on employees. EU General Data Protection Regulation - requires busineses to protect personal data and privacy of EU citizens Processing and holding the PII of citizens of European Union, regardless of company location Effective May , 2018 - non compliance face fines Key ideas: Right to access - right to know if personal data is being processed, where and why Right to be forgotten: right to erase personal data, cease dissemination and halt processing of your data Privacy by Design: Privacy by design has existed for years, now a legal requirement with the GDPR - Calls for designing systems at the outset that protect user identity Feature space - catch fraud attacks in real time Behavioral analytics company addressing fraud detection and prevention Monitors individual behaviors and dtects anomalies in real-time using machine learning to identify risk and catch fraud Redirecting flow of income and ppl - seamless connection Car as a service, uber as a platform - Largest on-demand car service - Heavy spend on R&D - investment in mapping, payment, robotics - Form aliances and partnerships in major car and tech companies Growing TAM - Leading logistics platform in a market still early in volatile, unpredictable evolution - Growth drivers: undertapped international market, potential use cases of autonomous cars, alternatives to the existing public transportation systems , moving and delivery servies and tie-ups with automobile companies - TAM (ex china) 192bn in 2016 to 259bn by 2020 Regulatory - Pushback from traditional industries - Labor contract and status of workers - Loses / profitability - Decentralized model Not a zero - Sum Game - Rider sharing market not yet a zero sum game - Leave room to other new users or new use cases - other participant room or partner with other participants Secular socio economic trends - 1) Millennials favoring renting over car ownership (2) Stagnant wages driving need for supplemental income (3) Growing urbanization worldwide. Additionally, relatively low oil prices and access to low automobile buy/lease loans have had a positive impact on the business insofar as attracting new drivers Challenges: - Regulartory - Flawed? Losses ? - New competitors abroad Will India follow? Anti-Uber alliances such as in Southeast Asia between Didi, Ola and GrabTaxi could slow down the growth in the emerging markets in the face of Uber's strategy to go it alone. Business model: Maximum supply liquidity - higher utilization or minimal idle time for drivers - flexibility to stay prie competitive , minimum wait time, and seamless service Uber is partnering with smartphone vendors, credit card companies, car manufacturing companies, leasing companies, and insurance companies among others. A few specifics of the partnerships include the following: • AT&T embeds Uber on all its Android phones; • American Express users get 2X loyalty points on all Uber rides. Additionally, Membership Rewards users can use those points to pay for rides directly in the application. In the future these benefits could extend to drivers in the form of discounts on things like leases, gasoline and car repair; • Starwood Hotels and Resorts Worldwide gives extra points to preferred guests who link their accounts to Uber's; • Morgan Stanley and Citigroup have adopted Uber for Business as their corporate black car service; • Snapdeal, a leading ecommerce site in India, allowed Uber to integrate its application interface on Snapdeal in a bid to tap into the ecommerce portal's consumer base. Through this integration, the first completely native Uber API integration in India, Snapdeal customers will now be able to request an Uber directly through the Snapdeal app. Global GDP - 304 tn Global mobility spend - 7 tn Mobility spend - buying and running cars, various forms of public transport (excl air travel) Population is growing - capacity / utilization efficiency is not growing Car run out os space, congestion, polution - create new opportunity for new mobility models, esp pay as you go models that separate car usage from ownership Moving ppl, goods and services does not requires owning a vehicle Invented a cloud mobility network, where ask a specific service to go from.... And have the cloud offer mobility solutions. Aggregator will be the point of contact for the consumer - access broadening range of mobility options, including ride sharing, public transport, and bicycle, scooter hire Diverse portfolio: - Diverse portfolio: UberX, UberPOOL, flying cars (commitment for 2020), UberEATS (food delivery), UberRush (package delivery) - Currently testing autonomous cars in Pennsylvania, Arizona, and California# - Acquired autonomous trucking company Otto (Aug 2016), launched Uber Freight (on-demand long-haul trucking service) in May 2017 Partnerships: - Transforming the future of mobility by partnering with select municipalities to supplement public transportation - Currently testing autonomous cars in Pennsylvania, Arizona, and California# - Partnership with property developers to reduce the need for parking in urban cities Push and pull Push : Polluted, traffic, good public transport, restrictions on private car Pull: makes sense Wealthy, low car ownership, low car utilization rate Population density - might hamper or help the buisiness case Ripe for disruption If we succeed in making a smart allocation of traffic between roads and airspace, people and cities can benefit in equal measure." To see what an on-demand service of this kind could be like, Audi is conducting tests in South America in cooperation with the Airbus subsidiary Voom. Customers book helicopter flights in Mexico City or Sao Paulo, while an Audi is at the ready for the journey to or from the landing site. "Services like this help us to understand our customers' needs better. Because in the future, flying taxis will appeal to a wide range of city dwellers. With Pop.Up Next we are simultaneously exploring the boundaries of what is technically possible. The next step is for a full-size prototype to fly and drive," said Dr. Martens. Audi is also supporting the Urban Air Mobility flying taxi project in Ingolstadt. This initiative is preparing test operations for a flying taxi at Audi's site, and is part of a joint project of the European Union in the framework of the marketplace for the European Innovation Partnership on Smart Cities and Communities #1 Who is enforcing? All EU member states but each country will enforce its requirements equally 2 Penalties 20m or 4% of annual revenue, whichever is higher

dddddd

involved in two key areas: 1. Design the rider support proposition and strategy 2. Drive cross-functional projects to materialise this strategy You'll also work very closely with the following stakeholders: ● Local Rider Support Operations teams - to shape the rider support proposition through a robust and analytical approach ● Tech Organisation - to inform and influence priorities and/or products that have the most impact on rider experience ● Central functions - to ensure we can achieve our objectives profitably and within the constraints of evolving legal environments Res ● Define our rider support strategy including the channels of communication and the service level requirements ● Define the metrics of success, how we measure these and how to drive improvement ● Identify areas for improvement and seek ways to drive down rider contacts ● Ensure local teams have the right level of resources, the right tools and processes, the right content and the right level of training ● Balance strategic design with practicability, and be keenly aware of implications across other parts of the business ● Possess strong desire to galvanise action within d and land operational changes successfully Core competencies ● Adaptable with a "can-do attitude" - is positive and proactive, and energised by working in a fast-paced environment characterised by constant change. You will be comfortable making quick yet calculated decisions, even in times of ambiguity. ● Obsessive about improvement - Has a passion for incremental optimisation/continuous improvement and comes up with both "hacky" and more "gold-plated" improvements ● An effective communicator and collaborator- has great interpersonal skills and the ability to quickly gain the trust and respect of others and to get their buy-in/sign-off. Proactive in gathering input from relevant stakeholders to co-create pragmatic solutions. ● Logical, structured and data-driven - is able to use logic and data to prioritise and drive change. Ability to balance this with the bigger picture and how projects align with the direction the business is heading in. ● Impact driven - can manage multiple projects in a logical, structured and disciplined way. Be able to model the costs and benefits of various solutions to increase rider retention through service, or designing the roll out plan for a new rider proposition. Req ● Has a deep desire to solve real world problems, who sees the beauty of data and structure and how important these are to understanding a problem and identifying effective solutions ● Can prioritise effectively as well as lead multiple project workstreams concurrently and independently ● Is adept at conducting 80/20 analysis, drawing out business insights from that analysis and presenting findings and recommendations persuasively ● Possesses strong communication skills with the ability to influence others ● Has solid Excel and modelling skills ● Can demonstrate effective PowerPoint skills in terms of speed and quality of output Role - global approach to rider support associate Skill set and experience Focus on analystics and strategy support - support riders Product / Structure teams in local markets - support KPI Contacts per rider, speed turn around the rider, getting the information they need Under serviced - first push and approach global High priority things 1. Better data and analytics to local support team - sendesk - reporting align Set local market KPI, how to benchmark measure, what are the target we achieve? Local tems have metrics to measure that 2. Centralise support system for rider, roll out feature and product - Genius Bar? Rider can engage and get the answer they need - internal tooling - feedback getting from rider - general product reduce backlog and confusion 3. Feature - when rider cannot find the customer, let customer know where the food is / reduce amount - Supply will be rolling in, kit pricing, procurement, vision for the kit - e-commerce Growth org - marketing Planning and performance team - Rider kit strategy and supply and support Analytical skills, final checks and balance s Metrics Speed Min spent resolving issues per request Min waiting per request Accuracy Request resolved / total request Put in backlog / total request Efficiency Contacts per rider Pounds / dollar spent per rider Satisfaction Av ratings / rider Av ratings / request

k

20% up from SSS Against downturn Bring down fix cost - editions - no investment 10,000 jobs in restaurant industry and supply chain - 1.5bn to industry add jobs Last 100 yards - own the experience, reflective of the brand BP Unit economics Gain traction Self driving cars, create own content, partner with meal kit company, food waste management Build inhouse delivery 1) Starup cost 2) Lack of in house expertise and increasing cost of hiring 3) 30 challenges hiring drivers in tight labor market 4) 4) lack of sufficient restaurants densities or sales volume to support delivery Fast food stocks benefit from delivery 1) Cannibalization less a risk given much larger portion of sales already consumed off premise - over 40% or even 60% 2) 20 commission rates charged to fast food by delivery services tend to be lower 3) 3) firm level margins are not nearly as at risk given most QSRs are largely franchised (althought margins may feel some incremental pressure 4) 4) any amount of incremental sales likely will drive higher SSS and there is a high correlation between SS increases and multiple expansion in resto esp if there are no adverse margin implications

cs

Growing Mobilityco. for Business (~30 mins, ~5-6 slides) Business Travel currently represents a huge portion of the Airline Travel and Hotels industries. Mobilityco. has been offering "Mobilityco. for Business" (U4B) product in many countries to target "Business Riders". Currently, U4B represents a small portion of our overall business (~1% of revenues). We offer two ways for a company to partner with U4B : 1. Self Service: Any company administrator can signup from the Mobilityco. website and create their company's profile. Mobilityco. charges 10% service charge on top of each trip fare for this offering. 2. Sales: A dedicated Sales team at Mobilityco. is responsible for finding companies to sell our U4B offering and then manages their account directly. Each salesperson negotiates with the company and agrees on a service charge on each trip varying from 0%-10%. Apart from these offerings in U4B, any rider or individual can create their own individual "Business profile" from the Mobilityco. app (Details here). They can link any payment method on this profile and can keep separate tabs on their trips. Currently ~5% of Mobilityco.'s overall revenue come from Business profile trips. The EMEA Leadership Team has asked you to present your thoughts on market potential of Mobilityco. for Business and recommendation to grow this business. A few (non-exhaustive) things they've asked you to think about: ● Market Sizing: How would you roughly estimate the market potential for Business Travel in ride-sharing space in Mobilityco.'s EMEA markets ? ● Value proposition: What value proposition does U4B offer for Companies, Employees (Riders) and Mobilityco.? ● Capabilities and resources: What capabilities or resources would we additionally need to build to enable us to deliver on that proposition? ● Growth: Assuming we are convinced about the potential of this product, how would you go about growing this business? What are possible solutions you can recommend? What additional information would you seek? ● Prioritization: How will you go about prioritizing your ideas for execution?

CASE

Situation overview All riders who currently onboard with US receive our branded kit / equipment free of charge. Scenario Consider whether it makes sense to start charging riders for kit at the onboarding stage. Case evaluation Your assessment should address the following questions (but not limited to): 1. What would be the impact on rider acquisition? 2. What would be the impact on customer acquisition? 3. Please estimate total monetary impact 4. What should be the optimal price per kit bundle? 5. How would you structure the experiment to test the impact of kit charge before rolling it out in a market? Assumptions Please use the below set of assumptions in your assessment. Please feel free to make any other assumptions as you see fit clearly stating them. Rider assumptions ● Cost of the kit (to US) inclusive of production, procurement, logistics etc - $120 ● Cost per rider applicant - $10 ● Conversion rate (applied to fully onboarded) - 20% ● Activation (onboarded to first order) - 85% ● Kit take-up by riders (i.e. the % of riders that opt to "purchase" the free kit currently) - 100% ● Target number of weekly onboards - 100 ● Starting fleet size - 2,000 ● 75% of the fleet currently use our US branded kit Customer assumptions ● Average number of new weekly customers - 8,000 ● Percentage of customers joining US platform from seeing US riders - 25%

d

1. Planning and leadership governance - leadership get tgthr, driving agenda, getting everyone in the room, get the content ready 2. Project management - cross function, high priority for the region - put someone run with it for a couple of mos, get into a strong place 3. Insights and competition - not too distracted, inform with the information a. 40 countries, 4/5 competitors b. Eyes on but not distracted c. Inform with relevant, right insights d. Use that as big part of the strategy - insights , competition - input into business strategy 4. On loan to other roles - head of Italy, head of operations for central and eastern Europe (been for several mos now, dedicate 100 or 90% to that) a. Ppl management experience b. Different focus

d

1. Rider acq - less ppl apply less application cost 2. Bit less ppl apply but more ppl ended up wearing the kit 3. More visability still since more ppl wear it - net effect bigger 4. More customers as a result (see multiplier and growth of that based on visibility - network effect, would AOV go up? A bit too aggressive though) 5. Price goal is to cover some of the cost but most importantly incentivize them to wear and use more

d

Best in class digital gaming platform - Pure play online B2C - Long standing brand - Rev 100% regulated - Marketing leading product innovation - Proprietary technology Financial record - Customer growth - Revenue growth 2.8x - EBITDA 2.5X - Cash conversion 85% Growth potential - Structural growth, Market resilience - Sports - led mobile betting fastest growth - Balanced offering; sports and gaming - Innovation and brand - taking share - UK story - 17% online market growth 4% market share gain 14-17 - Italy and germany 1.5x of uk and less mature GGR - UK 16 bn and Italy and Germany 27bn 11x Fully regulated Mobile led Sports foodball sweet spot Differentiate from Paddy power and betfair 13X - No legacy retail - Balanced sports gaming - Fewer headwinds Point to paddy power betfair's online division - 14X - Digital DNA - 100% ONLINE - UK LED - SIMILAR MARGIN - FASTER GROWTH Premium opportunity for international potential Digital distruptors - Fully digital - Trusted brands - High growth - Low capex / strong cash flow - Post 2020: − UK business: grows at market growth, plus a spread to capture market share increase − Int'l business: assumes reaching market maturity in 10 years time (revenue of £464m) Post 2020: − UK business: Margin stable at 31.1% − Int'l business: Margin stable at 25.0%, based on local peers benchmarking. As international becomes a larger portion of the market, it lowers the group margin D&A excluding purchase price allocation amortisation and impairment. 2.7% of sales assumed going forward See slide 47: assume refinancing 100% of existing net debt with term loan. Interests rate: L+250bps = ~3%

loops

LOOPS & ITERATORS The 'While' Loop Sometimes you want to repeat an action in Ruby while a certain condition is true, but you don't know how many times you'll have to repeat that action. A good example would be prompting a user for a certain type of input: if they insist on giving you the wrong thing, you may have to re-ask them several times before you get the kind of input you're looking for. To accomplish this, we use something called a while loop. It checks to see if a certain condition is true, and while it is, the loop keeps running. As soon as the condition stops being true, the loop stops! counter = 1 while counter < 11 puts counter counter = counter + 1 end 1 +=, -=, *=, and /=. For instance, when you type for num in 1...10 puts num end The reason this program counted to 9 and not 10 was that we used three dots in the range; this tells Ruby to exclude the final number in the count: for num in 1...10 means "go up to but don't include 10." If we use two dots, this tells Ruby to include the highest number in the range. for num in 1..20 puts num end The simplest iterator is the loop method. You can create a basic (but infinite!) loop by simply typing loop { print "Hello, world!" } In Ruby, curly braces ({}) are generally interchangeable with the keywords do (to open the block) and end (to close it). Knowing this, we can write a smarter loop than the one above: rb i = 0 loop do i += 1 print "#{i}" break if i > 5 end The break keyword is our Get Out of Jail Free card: it breaks a loop as soon as its condition is met. i = 20 loop do i -= 1 print "#{i}" break if i <= 0 end i = 20 loop do i -= 1 next if i % 2 != 0 print "#{i}" break if i <= 0 end for i in 1..5 next if i % 2 == 0 print i end my_array = [1, 2, 3, 4, 5] array = [1,2,3,4,5] array.each do |x| x += 10 print "#{x}" end odds.each do |x| x *=2 print "#{x}" end 10.times { print "Chunky bacon!" } i = 1 while i<=50 do print i i+=1 end i = 3 while i > 0 do print i i -= 1 end for i in 1..50 print i i += 1 end i = 0 loop do print "Ruby!" i += 1 break if i == 30 end 30.times { print "Ruby!" } ------- puts "Text to search through: " text = gets.chomp puts "Word to redact: " redact = gets.chomp words = text.split(" ") words.each do |word| if word != redact print word + " " else print "REDACTED " end end ----- puts "Enter some text: " text = gets.chomp puts "Enter words to redact: " redact = gets.chomp words = text.split(" ") puts "Enter some text: two" text = gets.chomp puts "Enter words to redact: "tow" redact = gets.chomp words = text.split(" ") puts "Enter some text: " text = gets.chomp puts "Enter words to redact: " redact = gets.chomp words = text.split(" ") words.each { |word| print word } ------- puts "Enter some text: " text = gets.chomp puts "Enter words to redact: " redact = gets.chomp words = text.split(" ") words.each { |word| if word == redact print "REDACTED " else print word + " " end }

DDR

Role - global approach to rider support associate Skill set and experience Focus on analystics and strategy support - support riders Product / Structure teams in local markets - support KPI Contacts per rider, speed turn around the rider, getting the information they need Under serviced - first push and approach global High priority things 1. Better data and analytics to local support team - sendesk - reporting align Set local market KPI, how to benchmark measure, what are the target we achieve? Local tems have metrics to measure that 2. Centralise support system for rider, roll out feature and product - Genius Bar? Rider can engage and get the answer they need - internal tooling - feedback getting from rider - general product reduce backlog and confusion 3. Feature - when rider cannot find the customer, let customer know where the food is / reduce amount 4. 5. 6. 7. 8. ————- Supply will be rolling in, kit pricing, procurement, vision for the kit - e-commerce Growth org - marketing Planning and performance team - Rider kit strategy and supply and support Analytical skills, final checks and balance s

d

The ambition is to not only identify how we make the delivery experience for restaurants seamless and profitable, but to understand how we can support them across their entire business, to ensure that we are being the best possible partner to them. Question What are the steps you will take to understand how we are providing value to Restaurants and based on this knowledge what tools and services will you implement? Consider ● What will you measure to determine value for restaurants? Same store sales (% from walk-ins vs. % from delivery) Reach more customers Capture takeaway Delivery cost (logistics & delivery management) New way of expansion, test out new concept - EDITION ● What are scalable and repeatable ways to capture that data? ● What are expected areas of high opportunities and what will you build to tackle this? ● What framework will you use to prioritise new initiatives? Potential: Capability and resources: Time, cost, scope LT strategy: Control of data and demand and quality of service Full service vs. fast casual restaurant Customer base, marketing output Credibility Brands should also trial delivery-only menus, a cut down version of the most popular items where quality survives the delivery journey and bespoke packaging can be created. If a crepe can't be delivered fresh, it shouldn't be on the menu. Secondly, restaurants need to invest in building the infrastructure to support delivery, and deal with the second key issue they face: capacity and operational constraints. The solution: Deliveroo have committed to their Roobox concept, which somewhat solves the issue for participating brands. The concept is to build "kitchen only" spaces, communally used for multiple brands, which are dedicated to serving at-home customers. Not only does this enable significant overhead savings by reducing the need for covers and sharing the CapEx of a new kitchen, it also gives them, and Deliveroo, access to customers in areas too sparsely populated to justify a bricks and mortar store. However, for the 35,000+ restaurants delivering from owned sites, it would be wise to consider small infrastructure projects: invest in hot plates and lights to keep food hot for longer at the delivery driver entrance, consider "delivery hatches" or back door pick ups, or expand kitchen capacity into seating areas if production is constrained at capacity. Furthermore, data provided by the more sophisticated operating partners can enable smarter management decision making and slicker operations; Deliveroo provide restaurants with heat maps of all their orders in the surrounding areas and sales by 15-minute day part. For many businesses, this information can be used to plan staff shift patterns, local marketing campaigns and order volumes. Nevertheless, even with excellent products, appropriate packaging and a smooth operating model, restaurants are still at the mercy of the delivery driver.

Tt2

Trend: Demand side: Online / mobile - driving engagement , on-demand services; convenience and selection; save time; perceptions on delivered food; preference of staying home / generation shift Supply: Technological advances reduce cost and time associated with delivered food Personalised experience and quality Development of last mile services - new restaurant supply and quality, reliability and speed of service, brand awareness Big TAM, take rate under-appreciation - 20% above // dilution from delivery fee transferred to consumer - logistic enabled, logistics being -part of the future Just Eat Strength - leader or number one positions in all of its markets - clean story Strong beneficiary of the them - Big TAM, big opportunity The business model is on a direct commission to the restaurant of 12-15% of the order value with additional revenues from payments, placement and auxiliary product. Initially, costs for marketplaces around brand recognition and customer-acquisition cost are high. The race to acquire customers to get to this point can be aggressive; given the stickiness of the customer base, as shown below, it is a race to build scale in new customers. But at scale, the network effects created are material and lead to meaningful barriers to entry (or at least success). And the high customer stickiness and low capex make the marketplace highly profitable. Competitive analysis Uber: Logistics enabled platform US: Delivery and user acquisition - most expensive, but Uber has an edge (big network / user base, constantly impove tech to analyse demand) Europe: less so because of lower penetration in Europe and better via bikes or motorbikes to get around cities Amazon: Massive user base, logistics network Focus on grocery / weaker on restaurant / lower market share DLVR: Pioneer in Logistics enabled platform Sticky installed user base, unique restaurant urban coverage, 10-20% order coverage on online platforms - significant given only cover urban areas Profitability - expansion - aggressive roll-out, startup cost as decent drop rate reached - group figures Last mile delivery economics - Drivers: order side, take rate, labour cost, driver related cost (equipment / outfit) other labor related (hr etc), delivery fee, drops per hour / throughput and tipping - Labor pool, minimum wage, labour regulation and urban density, - KEY FACTOR: delivery utilisation and 2DPH needed to hit breakeven - DPH focus - pay by order // controversial because of the scrutiny around payroll of GIG economy contractors Tech advances drive down costs Restaurant relocation: Editions - expand delivery TAM Efficiency: route, surge pricing?, predict demand, order flow - when to pick up , when ready etc Partner with different product type: perishable character of food // other objects?, Uber / food good example Eliminate humans from last mile: efficiency, cost - cost decrease by 5-10x - wide range ; drone or driverless technology etc Future vision: Payment options Consumer experience enhanced - personalisation, favourites, calendarised repeat purchases, location info, nutritional information and loyalty points, top of the funny is changing with the advent of voice assitants and suggest meals Less focus on high street and more dark locations / virtual brands Gig economy // worker rights DLVR / Just Eat - UK, Spain, Ireland, Australia, Belgium, France and Italy - Esp UK Independent or dependent contractors - Balance between rights and responsibilities - Rights, Security and pay Independent review of the 6 scheme of working practices if should add 7th Dependent contractors: eligible for worker rights but are not employees Enjoy maximum flexibility whilst also being able to earn National Minimum wage latform-based working offers welcome opportunities for genuine two-way flexibility and can provide opportunities for those who may not be able to work in more conventional ways. These should be protected while ensuring fairness for those who work through these platforms and those who compete with them. Worker (or 'dependent contractor' as the review suggested renaming it) status should be maintained but we should make it easier for individuals and businesses to distinguish workers from those who are legitimately self-employed". To put the "Clarity in the gig economy" point into context, the UK Government lists six different employment statuses - the Taylor Report has recommended adding a seventh - that of the "dependent contractor", to reflect the working arrangements that are coming to the fore because of the gig economy. Put another way, we can now focus the debate for the investment community into what and when "dependent contractor" status emerges as.

df

Uber Eats gross booking increase over 150% Take rate declined from 20 to 18% - large chains - high volume and lower commissions 91m monthly active users, 15m have used UberEATs - 16% of the user base US represent bulk of the business 55% above - Europe is only 16% Deliveroo announced click and collect 10,000 now signed up for D for B 14 markets world wide Uber Eats cut fees from 35% to 30% enter marketplace with a few of 13% - pricing pressure Ops kpi Number of restaurant, order per active user, Risk and reward symmetry Gig economy is an incremental labour model and potential should be unleashed by a progressive regulatory agenda View it through the prism of current labour laws is, by definition, regressive Strong network effect - more advertisers, more consumers, more consumers loking for widest range of products, which pulls in more advertisers looking for widest pool of customers Key points Massive network - data, tech, shared infrastructure - powerful, impactful and intersection of virtual and physical world Leading technology - marketplace, routing, payment (demand prediction, matching, dispatching and pricing Operational excellence - market knowledge launch and scale, support, build and enhance relationship with cities and regulators Product expertise - set standard for powering movement on-demand, provide platform users with a contextual intuitive interface, continually evolve features and functionality, deliver safety and trust Safe, reliable, affordable, convenience Address wide range of use cases, sig opportunity bring additional trips Trips less than three mile 46% of us vehicle trips Revenue ridesharing prod - 3.5 to 9.2 bn Gross bookings 19bn to 42 Consumer travelled 26 bil miles Kind regards, Emily Tan