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INVESTOR DECK June 2018 We manage payments for people uptempo.net
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Page 1: INVESTOR DECK - Amazon S3UPTEMPO+IR... · INVESTOR DECK June 2018 We manage payments for people uptempo.net Forward looking statements Statements included in this presentation that

INVESTOR DECK June 2018

We manage payments for people

uptempo.net

Page 2: INVESTOR DECK - Amazon S3UPTEMPO+IR... · INVESTOR DECK June 2018 We manage payments for people uptempo.net Forward looking statements Statements included in this presentation that

Forward looking statements Statements included in this presentation that do not relate to present or historical conditions are “forward looking statements”. Forward-looking statements are projections in respect of future events or our future financial performance. In some cases, you can identify forward-looking statements by terminology such as “may”, “should”, “intend”, “expect”, “plan”, “anticipate”, “believe”, “estimate”, “predict”, “potential”, or “continue”, or the negative of these terms or other comparable terminology. Forward-looking information presented in such statements or disclosures may, among other

things, include: the potential of our products, including its potential for success with women; forecasts of expenditures; the sources of financing; expectations regarding our ability to raise capital; our business outlook; plans and objectives of management for future operations; and anticipated financial performance. Various assumptions or factors are typically applied in drawing conclusions or making the forecasts or projections set out in forward-looking information. Those assumptions and factors are based on information currently available to our Company, including information

obtained from third-party industry analysts and other third party sources. In some instances, material assumptions and factors are presented or discussed elsewhere in this presentation in connection with the statements or disclosure containing the forward-looking information. You are cautioned that the following list of material factors and assumptions is not exhaustive. The factors and assumptions include, but are not limited to: no unforeseen

changes in the legislative and operating framework for the business of our Company; a stable competitive environment; and no significant event occurring outside the ordinary course of business such as a natural disaster or other calamity. These statements are only predictions and involve known and unknown risks, uncertainties and other factors, which may cause our or our industry’s actual results, levels of activity or performance to be materially different from any future results, levels of activity or performance expressed or implied by these forward-looking statements.

2

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The problem

3

US consumer debt is at an all time high

$1.2 trillion

Unprecedented debt creates a high risk scenario for both the consumer and the lender. •  Consumers are

stretched often resulting in payment delinquencies and an inability to save

•  Lenders experience increased default and loss rates

$12.8 trillion

$8.7 trillion

$784 billion

Total consumer debt is a record high. The prior peak was $12.7 trillion in the financial crisis of 2008.

$1.3 trillion

NextSlideuptempoSolu0ons

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Uptempo solution Uptempo provides a payment concierge service for consumers that re-sequences loan payments to a more frequent payment

structure that is aligned with consumers’ cash flow.

This is accomplished without taking Balance Sheet or Loan ‘Risk’.

4

Consumer Benefits•  Convenient tool to

simplify and manage payments

•  Results in fewer missed payments or late fees

•  Improves credit performance

•  Enables consumer to shorten amortization and save on financing fees

Lender Benefits•  Reduces delinquency

rates for existing lenders

•  Increases fee income for our bank partners

Significant improvement in loan performance using the Uptempo platform

NextSlideBenefits

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Increase fee income

Find customers

Benefits to customers and lenders

5

For Banks and Lenders

For Consumers

Build deposits

Provide access to lenders

Improve credit

Reduce late fees

Manage debts

Provide Data Access

Provide Data Ownership

Data The underpinning of our offerings

$

Decrease delinquency

and risk

Improve brand equity

AprofitableUSbasedFintechready

toignite.

NextSlideDealerBenefits

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Significant value to automotive dealers

6

•  Every consumer needs a car to get to work in the US, therefore the market is very close to 100% approval, however the rates can be very high.

•  Dealers want the vehicles to be in positive equity faster, leading to a sale sooner and also leading to lower payments for the consumer if they have maintained good payment history on their current vehicle, through Uptempo.

FinanceVehicle

PaymentsthroughUptempo

Buybackvehicleandsellnewvehicle6-12

monthssooner

TermEquity

TermEquity

60monthterm54months

WithoutUptempo

WithUptempo

Posi0veequityaveraging6monthssooner

Dealercannowtargetanewsalesooner

NextSlide5KeyTakeaways

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5 key takeaways

7

1

2

3

4

5

Proven platform

Significant Consumer Benefits

Significant Dealer Benefits

Significant Lender Benefits

Significant Scale

North American rollout will dramatically increase income

Driving better payment performance and faster payoff of loans.

Earlier upsell opportunity through generation of positive equity and improving payment history

Reduce delinquencies helps improve pricing and risk profiles for loans

Under 40 employees powered by technology delivers significant revenue growth

Withthesupportofcapitalmarkets,otherconsumerplaPormsexistforacquisi0ontherebygrowingfasteracrossNorthAmerica

NextSlideEvidenceofSuccess

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Proven success As of Q4 2017 (US$)

8

$7 MMRevenue

$1.2 MMEBITDA

$400+ MM

42,000+consumers using the service

$4+ MMdeposited with our banking partners every two weeks for set payments to lenders

NY, NJ, PAcurrent market base

140+auto dealership partners

350+lending partners

outstanding loan balances processed on behalf of consumers

0.50% vs. 1.46%Delinquency with Uptempo versus national average

NextSlideBusinessModel

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Business model

9

Current focus – auto loans

2. Payments are collected from consumers where Uptempo acts as an intermediary and holds cash with FDIC insured bank partners.

Payor Payee Intermediary

Consumer Lender

3. Payments are then released per consumer-defined payment schedule. (Remittances are sent via ACH (electronic funds transfer) or cheque from bank partners with all relevant account detail.)

1. Uptempo develops a new payment schema for consumers that is customized to their personal cash flow needs.

4. An immutable (blockchain) record of all outstanding balances, amortizations, payment history and fees is housed with Uptempo to be leveraged for data mining and data monetization benefits.

Uptempo Bank Partners

UptempoData

Uptempo

NextSlideHowitworks

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How it works

10

Current focus – auto loans

Step One

Step Two

Step Three

Step Four

Step Five

Step Six

1

2

3

4

5

6

Consumer acquires a car

Payment disintermediation

occurs

Restructured cash sweeps occur using pre-paid card network and partner bank balance

sheets

Financial data is housed by Uptempo for data mining

and future upsell

PROBLEMAll loans are set on a

fixed payment date for APR and delinquency

disclosures

SOLUTIONDealer offers Uptempo payment concierge and

consumer subscribes

~$400per auto customer paid over 6 months

REVENUEOne time sign up fee

shared with auto dealership

$1.95per auto payment processed for ~

$4.00 / month / auto customer

REVENUERecurring transaction

fees

Consumer improves payment history, reduces amortization,

pays loans on time

NextSlideConsumerExperience

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Consumer experience – automotive

MARCH S M T W T F S

25 26 27 28 1 2 3

4 5 6 7 8 9 10

11 12 13 14 15 16 17

18 19 20 21 22 23 24

25 26 27 28 29 30 31

1 2 3 4 5 6 7 30

$450

MARCH

9$113

MARCH

16$113

MARCH

23$113

MARCH

Uptempo enables consumers to set their own payment schema to best suit their cash flow needs.

Uptempo expedites the total payment amount to the lender on the normally scheduled payment date.

30$113

MARCH

11

NextSlideGrowthPlan

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Three phase growth plan

12

1

Establish platform and scale with cash infusion

PHASE

Ignite earnings through loan cross-sell and

customer acquisitions

Supercharge growth with bank/lender embedded

partnerships

2PHASE

3PHASE

2018 2019 2019

NextSlidePhase1Details

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Growth focus

13

Phase 1

Marketing Channel expansion

•  Auto loans Expand auto dealer penetration geographically across the United States

•  Student loans Partner with student loan providers

•  Mortgage Partner with regional banks

•  Cross-sell Target existing customers for retention and cross sell of other channel offerings

Technology

•  Blockchain as a platform Build a NEO based internal blockchain for accumulating financial data for future data mining benefits including evidencing credit performance for lenders.

•  Launch consumer facing app Build consumer facing app as a tool to stay connected with consumers by providing transaction records and to add other loans with relative ease

Add sales resources in other

states.

Dramatically increase volume and customer

additions.

Increase monthly revenue per

customer from $4 to $10-$15 by servicing more loans for them

NextSlidePhase1Market

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Market potential

14

Phase 1

Current penetration of .025% (20 million market size)

Immediate target (4.5 million market size)

There are 90 million consumers within the assumed target

market of hourly paid workers across the U.S.

90 million

CustomersBased on a conservative 0.25% target market penetration across most states. Over 40,000 customers today and growing by >2% monthly with no investment

hourly workers in the U.S.

42,15052,543

88,150

143,869

234,808

2017 2018 2019 2020 2021

Withacquisi@ons2021canbe2019adding200,000consumersper

annum

CustomerCountAccelera0onthroughTransac0on

NextSlidePhase12019Projec0on

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2019 picture (with transactions) Phase 1 (US$)

15

234,000+consumer customers adding 240,000 annually

$40 MMdeposited with our banking partners every two weeks for set payments to lenders

US nationwidemarket base

~$60 MMRevenue

+$8.0 MMEBITDA

$2.7 Boutstanding loan balances processed on behalf of consumers

Adding20,000consumerspermonthdriveshighenrollmentandrecurringfee’sbeyondanyofour

forecasts.

NextSlidePhase2

LeveragingDatatoUpsellLoans

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Leveraging consumer payment performance data

16

Phase 2 – Upselling loans (off balance sheet – funded and serviced by lenders)

•  Using data mining and machine learning, data captured in the blockchain reveals patterns of behaviors based on consumer characteristics (ie: loan amounts, balances, interest rates, term, amortization, propensity to pay, difficult weeks for payments)

•  We will know who is in positive equity on a vehicle and when they are likely to borrow next. We will present these consumers to lenders to bid and take a fee for closed loans. Lenders have expressed interest in this tried and true origination technique

Additional revenue channel with lenders paying an average fee of 4% of loan

value for each loan funded

Average of $10,000 per loan x 10,000 sales x 4% = $4MM EBITDA incremental to phase 1 estimates for 2019

NextSlidePhase3AddingBankLenderRela0onships

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Why will banks and lenders work with us?

•  Allows consumers to re-arrange their payments to their cash cycle reducing NSFs – why?

•  Once a lending contract is signed it cannot be changed. Lenders have APR/Cost of Money disclosures that are based on the loan advance date and without ‘breaking’ the loan the deal cannot be changed. In ‘flight’ contracts are even more difficult to change.

•  That loan advance date (and each payment cycle there after) is often inconvenient for the consumers cash flow and causes NSFs and losses to lenders – one missed payment leads to a slippery slope of many missed payments as consumers struggle to ‘catch up’.

•  All lender reported treasury metrics are based on that ‘loan’ advance date and if the loan is securitized (most are) it is even more difficult for a lender to change that loan payment without buying it back from their funder (for penalties) and then issuing a new loan.

•  We move deposits back onto banks balance sheets and they charge us fee’s to submit payments on our behalf significantly increasing FEE income in their lending portfolio’s.

17

NextSlidePhase3LendingDelinquency

IssuesPhase 3 – Embedding our service into lender loans at source.

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•  Reduce cost: more efficient loan process; reduce administration cost (from checks to ACH records)

•  Reduce risk: reduces delinquency rates; better loan pool performance and less need to build risk into pricing

•  Improve credit quality: more data means better loan application assessment

18

Lending delinquency issues

The working example: •  Industry delinquency rate has been

climbing with longer loan terms

•  Uptempo average delinquency rate of 0.5% is well below the industry average of 1.46%

•  uptempo: -  First line of defense for consumer in trying to prevent a delinquency

-  Improves delinquency rate for finance company

-  Shortens loan terms

Significant improvement in loan performance using the Uptempo platform

NextSlidePhase3CarLoanDelinquencyis

up

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Car loans specifically….

0%

20%

40%

60%

80%

100%

Q3 2017

% of Vehicles with Financing

New Used

•  Delinquency rate is up

•  Auto loan terms getting longer: from 60 months to 75 months

Source: Experian

$1.2 trillion

•  Auto loan market growth: 8% YOY

•  Lender makes decisions based on good data and experience

•  Average credit score: •  For new vehicle 716 •  For used vehicle 659

21% are sub-prime loans Source: Experian

Source: Improving Fundamentals in Auto Loan Market, 2017

NextSlidePhase3Lenderswepaytoday

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We already pay over 340 lenders today! Top lenders are our current targets

Well over 37 LARGE targets already receiving payments from us. We have commenced strategic discussions with several lenders for our embedded payment curation platform experience.

Hundreds of smaller payee’s in our database (340+)

NextSlidePhase3ourcustomer

loca0onswithoneofourbanks

Weexpecttoembedoursolu@onintonewloans‘atsource’withinthelendersloan,receive

paymentforourservicesfromthelenders,andhavethelendersofferitatnocosttoconsumersaspartofeachloanasamethodforlenderstoreducedelinquenciesandreducecapitalatrisk.

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Embedded lender offering economics Blue Sky Opportunity – In discussion with lenders ‘now’

•  Uptempo is in discussions with several of the banks and lenders it pays today and there is a growing appetite to embed our services in their loans to improve delinquency and reduce their selling price of money.

•  Scenario A cash flow assumes service fee’s are paid up front to uptempo as an indirect cost (IDC) for the loan. Scenario B assumes income and cash earned over time.

•  uptempo has secured an ex-Risk VP from Wells Fargo to exclusively focus on developing these channels.

21

NextSlidePhase3TimingofBank/Lender

wins

Any one win could cause material positive revenue and earnings momentum

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Bank / lender partnerships timing

22

•  We expect to have our lenders embed the service in each loan because it improves their credit quality.•  This manifests as a ‘free’ service to consumers paid for by the lender as an amortized cost ‘into the loan’ which is offset by

reduced delinquency and loss rates – with no impact to their net interest margin.•  We believe lenders can reduce their fee for the consumer in addition to paying us our fee.•  This gives us access to Millions of lender customers with no acquisition cost.

Supercharge earnings and growth

Shop the services to banks and lenders and close

Architect the links to lender systems to receive new customers

LedbyourCEOandVPLendersandBanks,ex-Wells

FargoRiskVP.

Inprocessaspartofoursystemsupgrade

Win1dealin2018onaroundIPO0meline,addothers

through2019+

NextSlidePhase3AddingTogethertheNumbers

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Three phased investment strategy

23

1 CLOSED February 2018

Up to $500,000 CDN bridgeAttractive Terms90 days

1.  Conclude consolidation of US companies and assets to prepare for equity raise.

2.  Provide interim liquidity to push originations up.

2 Closing May & June 2018

Up to $4,000,000 CDN equity raise (Private)Pricing $.47/share

1.  Build out leadership.2.  Expand marketing and sales.3.  Conclude 1-2 transactions

with originators.4.  Build out consumer APP and

establish NEO blockchain platform

5.  Test digital marketing strategy6.  Add regional banks.

3 Closing Q4 2018

Potential Go publicTwo Shell’s identified.

Building backlog of news flow, wins and earnings.

NextSlideInvestmentStructure

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Post closing capital structure

24

Management78%

NewMoney(PostRaise)

15%

StockOp@ons7%

Management 42,986,623NewMoney(PostRaise) 8,510,638StockOptions 3,800,000FullyDiluted(excludingbrokerwarrants) 55,297,262

•  The company current has no conver0ble debt orpreferredsharesissuedandoutstanding.

•  NewMoneyat$4.0MMCDNat$.47

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Uptempo Inc. share offering

Contact the Company for Details.

Jason Ewart Head of Capital Markets: [email protected].

25

NextSlideCapitalStructure

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Appendix Leadership

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Board of directors

27

Complete board names and bios will be revealed shortly

Banking ExecutivePlanned appointment Retired Head of Global Operations Canadian Bank

Wall Street ExecutivePlanned appointment

Legal and Regulatory ExecutivePlanned appointment

Michael A. HilmerChairman and Chief Executive Officer

Jason EwartDirector and Executive Vice President, Capital Markets

FinTech Executive Planned appointment

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Management team

28

Michael HilmerChairman and Chief Executive Officer

Robert ParentChief Financial Officer

Chris CicoliniChief Operating Officer

As Chief Operating Officer, Mr. Cicolini brings years of experience in developing technology operations for start-ups, turnarounds and rapidly growing companies. Prior to joining Uptempo, Mr. Cicolini was Managing Director for JV Holdings LLC, a investment firm focused on mobile and financial technology, and was the founder of Spartan Interactive LLC, a mobile platform company. He also played an active role in the financing and operating of The Card Collaborative International (TCCI). Previously, Chris served as EVP of Operations for United Payroll Systems, LLC, a prepaid financial services and payment in company, where he spearheaded the development of a middleware platform that allowed the use of multiple banks and processors through a single platform. Earlier in his career, Mr. Cicolini was responsible for Mergers and Acquisitions in the Telecommunications and Prepaid Financial space for Draper Holdings Business Trust. Mr. Cicolini is a graduate of the University of Maryland College Park.

As Chairman and Chief Executive Officer, Michael brings 30 years of banking, technology, fintech and lending experience to the company. Having raised over $1 B for recent ventures that became dominant market players within 2 years of launch, Mr. Hilmer understands the governance, discipline and relationships that come together in a rapidly scaling environment.   Mr. Hilmer’s open banking vision is underpinned by the fundamental belief that new regulations create more opportunity for innovation around the customer experience. The value of data collected through the experience will be returned back to the consumer for the first time in their historical banking history, and the benefits of their transactional data history will result in lower consumer banking and borrowing costs over time.   Partnering with banks to increase their deposits and fees, while taking responsibility for the consumer experience through innovative and valuable toolsets, provides for unique consumer experiences the market has never seen before.

As Chief Financial Officer, Mr. Parent guides Uptempo’s financial and capitalization strategy, and leads the firm’s governance, reporting and analysis functions. Mr. Parent has extensive background as a senior executive in financial company operations and retail banking, savings and investment products and services that help customers become financially independent. He worked as a senior product manager with Scotiabank where he was responsible for project scope, budget, schedule and objectives for a number of high profile projects and marketing campaigns for retail banking products: “SCENE”, Canada’s first loyalty rewards program; the development and launch of the Tax Free Savings Account (TFSA); “Let the Savings Begin” program; the “Bank the Rest” savings program; the “Fly Free with Scotia One”; and tele-banking account open options. He also served the role of high net worth investment advisor within the bank for some of Canada’s wealthiest individuals.   Mr. Parent holds an MBA from Queen's University. He has 6 years of Ph.D. work in computational physics and M.Sc. in laser physics from University of Ottawa. He also has a B.Sc. in Mathematics and Physics from University of New Brunswick; and a diploma in Space Science from the International Space University.

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Management team

29

Jason EwartExecutive Vice President, Capital Markets

Mike TrimarcoExecutive Vice President, Corporate Development

Shawn CardenSenior Vice President, Compliance & Risk

As Senior Vice President of Compliance, Mr. Carden brings over 17 years of senior management experience including building compliance teams, custom back office operations, customer cash settlement operations, reconciliation teams and customer support teams. Shawn manages all regulatory and compliance execution matters and is the final approver and products and consumer solutions being released. Previously, Mr. Carden served as Founder and President of TCCI (The Card Collaborative International). Throughout his career, Mr. Carden has held senior leadership roles at MasterCard International, NetSpend, Central Bank of Kansas City, Electronic Funds Source, LLC, MetLife, and Citi Home Mortgage. Mr. Carden is a FinCEN roundtable participant on various settlement and reconciliation issues.

Mr. Ewart is a corporate director who was the co-founder and the former Chief Executive Officer and Chief Operating Officer of Fountain Asset Corporation from 2003 until October 2017. Previously, he was a market analyst with A&E Capital Funding Inc. and Bradstone Equity Partners Inc. between 1998 and 2002 and Vice President of Quest Investment Corporation between 2002 and 2003. He has experience with bridge financing, financial analysis, quantitative modeling, equities trading and mergers and acquisitions. Mr. Ewart holds an economics degree from McGill University.   Mr. Ewart is a member of the Institute of Corporate Directors (ICD) in Canada and a Director for the non-profit Northumberland Community Futures Development Corporation, which provides financing and strategic guidance to entrepreneurs.   As EVP, Corporate Development for Uptempo, Mr. Ewart leads the transaction/deal team working with management to evaluate strategic opportunities and acquisitions.

As Executive Vice President of Strategy and Business Development, Mr. Trimarco brings 25 years of banking and fintech experience to the company. He was the original founder of Uptempo’s core payment management business, providing capital and expertise to launch the enterprise in 2006.   Previously, he has held positions with GE Capital and Lehman Brothers where he led the charge on financial engineering of complex structures while utilizing cutting-edge technology. He also applied his financial expertise in successful securitizations and tax arbitrage/derivative structures. Additionally, as one of the first few employees at IPREO, Mr. Trimarco identified key areas of opportunity for the company to build out its technology foundation that is now the standard platform that most equity and debt issues in the US now run on today. Using proprietary finance operations and marketing technology platforms, Mr. Trimarco has further leveraged his skills in finance and technology as founder of two of the largest US distributors of telecommunication/TV, which he successfully built out and sold.   Mr. Trimarco is a board member of Clover Fund Solutions and holds a BS in Economics from Cornell and an MBA from Harvard University.

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Management team

30

Patrick FergusonVice President, Technology

Lynda CarrollVice President, Marketing

Ms. Carroll is a seasoned marketing and communications professional with a background in helping transform companies through periods of high growth or change. Her areas of specialization include corporate branding, rebranding and communications during company acquisitions and integrations, corporate and vertical level marketing, pr and media relations and investor relations support. Ms. Carroll has held the positions of Vice President, Corporate Marketing and Communications for ECN Capital; Vice President, Corporate Marketing and Communications for Element Financial; Vice President Corporate Marketing for Newcourt Credit Group; and Managing Director for Altius Marketing. Ms. Carroll holds an Honours B.Sc degree in Marketing and Communications from Canisius College University.

As Vice President of Technology, Mr. Ferguson brings a 20+ year career highlighted by delivering stable, scalable solutions in the telecom, financial and gaming industries. Mr. Ferguson is a veteran system architect, designer and software developer with a strong talent for identifying and implementing innovative technology solutions that align with the business objectives and corporate goals. Prior to joining Uptempo, Mr. Ferguson operated a successful consulting business developing SAAS and PAAS infrastructures for gaming, entertainment, fintech and telecom companies. Earlier in his career, Mr. Ferguson was both CTO and CIO for subsidiaries of Draper Holdings Business Trust, where we created and managed systems that acquired 100,000+ ISP customers. In 2004, Mr. Ferguson developed a VoIP platform managing international voice traffic that received a valuation of $33M just four years after inception. He’s also led the development of other telecom platforms that still route voice traffic of over 1 billion minutes a month. More recently, Mr. Ferguson has built blockchain networks on NEO, Ethereum and BitCoin.   Patrick Ferguson has also been both Cisco Network and Xamarin Mobile Developer certified.

Helen ChingVice President, Products and User Experience

As Vice President of Products and User Experience, Ms. Ching brings years of technology expertise and her experience has spanned a wide range of industries, including fintech, publishing, media and entertainment, non-profit, email marketing, and live chat. She is a well-rounded technology and business executive, and has held positions in product management, client success, marketing, business development, and technology strategy. Prior to joining Uptempo, Ms. Ching held the positions of Vice President, Product Management for Bamboo Cricket; Vice President, Client Services and Vice President, Marketing for Digital Connexxions; Director of Marketing and Product Manager for Spectra Securities, and worked with a number of financial companies such as TD GreenLine, Royal Bank, and CIBC. Ms. Ching holds a B.A.Sc. degree from the University of Toronto, is a Professional Engineer, and holds an MBA from the Lazaridis School of Business & Economics at Wilfrid Laurier University.

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Thank you


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