CEO LEADERSHIP FIELD GUIDE

CV-19 Crisis Liquidity Management and Scenario Planning

Interactive Session5 May 2020 12h00-13h00

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INTERACTIVE EVENT SCHEDULEAUGMENT FIELD GUIDE WITH LIVE Q&A WITH SEASONED CEO’S

APRIL MAY JUNE

Weekly sessions after the launch for CEO’s, founders and leadership providing industry knowledge and advice

Weekly upload of new content onto the Leadership Field Guide platform

5 May

Session #2 Crisis Liquidity ManagementCEOs

12 May

Session #3Managing the payroll dilemma

28 April

Session #1 Leading with clarity & speed through the crisis

19 May

Session #4Managing tough contractual issues

26 May

Session #5Topic TBC

2 June

Session #6Topic TBC

Fund Managers

23 April 12/13 May

Session #2Supporting scenario planning & cost cutting decisions

21 May

Session #3Topic TBC

Session #1Using the Field Guide to support CEO’s

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Agenda

1. The Panel

2. Setting the Scene

3. Webinar Ground Rules

4. Burning questions, polls and Q&A

5. Next steps

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THE PANEL

Jason Goldberg

CEO 10X-E

Wayne Hartmann

CEO Mentor, Program Director

10X-E

Nwabisa Gage

Product Manager10X-E

Richard Bicker-Caarten

CFO Edge Growth

Richard Angus

CEOThe Finance Team

SETTING THE SCENE

• Access The Ultimate CEO Field Guide to beating COVID-19 here: [LINK]

• A structured journey, practical guidance and implementable tools

• FREE, forever. No strings. No ads. No fine print.

• Access via FNB app in SA

• Panellists bios: [LINK]

• Previous webinars and schedule of upcoming sessions: [LINK]

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VIRTUAL Q&A APPROACH

• Interactive session: 90% Q&A with seasoned SME CEOs & CFOs

• Post questions throughout

• Click “Panellists and attendees” button so everyone can see your message

• 2-3 polls so you can ‘gauge the field’

• Please share feedback / request specific topics

TOP BURNING QUESTIONS

LIQUIDITY MGMT & SCENARIO PLANNING: TOP BURNING QUESTIONS

1 How many months of runway should we plan for?

How does one manage payroll cuts?2

When should I engage my lenders around rescheduling/debt relief? (too early - lose credibility; but if I wait, it might be too late)

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What are three sensible cashflow scenarios (good, bad and ugly)? (how conservative should assumptions be)

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What should be the trigger points to execute on different scenarios?5

When cutting R&D / Capex / Consultants, how do I balance short term resilience, with ability to recover post-Covid?

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TOP BURNING QUESTIONS

1 How many months of runway should we plan for?(poll)

POLL 1

What runway length have you started planning for?

1. I haven’t started planning yet

2. 1 month

3. 3-6 months

4. 6-12 months

5. 12-24 months

6. 24 months and more

TOP BURNING QUESTIONS

1 How many months of runway should we plan for?

How does one manage payroll cuts?(poll)

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FROM THE LEADERSHIP FIELD GUIDE

POLL 2

What are you planning with respect to right-sizing your business?

1. Reduce head count

2. Reduce salaries

3. Both: Reduce head count and reduce salaries

4. Neither

TOP BURNING QUESTIONS

1 How many months of runway should we plan for?

How does one manage payroll cuts?2

When should I engage my lenders around rescheduling/debt relief? (If too early, could lose credibility asking for deferrals when the impact of Covid has not materialised; but if I wait, it might be too late)

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Q&A

TOP BURNING QUESTIONS

What are three sensible cashflow scenarios (good, bad and ugly)? I.e. how conservative should modelling assumptions be)(poll)

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FROM THE LEADERSHIP FIELD GUIDE

POLL 3

How far are you with Covid-19 response scenario planning?

1. Just heard about scenario planning now!

2. Researching scenarios

3. Scenarios are defined

4. Scenarios + flags/ triggers are in place

5. Above + actively monitoring flags

TOP BURNING QUESTIONS

What are three sensible cashflow scenarios (good, bad and ugly)? I.e. how conservative should modelling assumptions be)

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What should be the trigger points to execute on different scenarios?

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FROM THE LEADERSHIP FIELD GUIDE

TOP BURNING QUESTIONS

What are three sensible cashflow scenarios (good, bad and ugly)? I.e. how conservative should modelling assumptions be)

4

What should be the trigger points to execute on different scenarios?

5

How do I balance short term resilience, with making sure that I can recover after Covid? (I.e. the trade off of cutting R&D/Capex/Consultants/new hires now to manage cashflow, but impacting growth plans)

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FROM THE LEADERSHIP FIELD GUIDE

Q&A

NEXT STEPS

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INTERACTIVE EVENT SCHEDULEAUGMENT FIELD GUIDE WITH LIVE Q&A WITH SEASONED CEO’S

APRIL MAY JUNE

Weekly sessions after the launch for CEO’s, founders and leadership providing industry knowledge and advice

Weekly upload of new content onto the Leadership Field Guide platform

5 May

Session #2 Crisis Liquidity ManagementCEOs

12 May

Session #3Managing the payroll dilemma

28 April

Session #1 Leading with clarity & speed through the crisis

19 May

Session #4Managing tough contractual issues

26 May

Session #5Topic TBC

2 June

Session #6Topic TBC

Fund Managers

23 April 12/13 May

Session #2Supporting scenario planning & cost cutting decisions

21 May

Session #3Topic TBC

Session #1Using the Field Guide to support CEO’s

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ACCESS THE FIELD GUIDE

Access platform (see link in chat)

Attend interactive sessions (answers from veterans)

Lean on Investors for support

Consider CEO Mentor(seasoned Co-Pilot)

C O N TA C T S

Jason Goldberg

Co-Founder, Director

+27 83 675 5358

jgoldberg@edgegrowth.com

Wayne Hartmann

Business Development Director

C+27 64 857 8899

whartmann@edgegrowth.com