CARBYNE - MILESTONE

CARBYNE - MILESTONE 2018-2011 •• ••• ••• • • ••• ••• • •• • •• • •• ••• • • •••• . •••• •• •• • •••• ••• ••• . .. •• ••• . • • . • • . •• •••• ••• •• • EFTA00798601 2 CEO To Carbyne Employees, In the face of significant challenges, we made significant progress. I thank you for your continued commitment and all that you do to deliver our mutual GLOBAL MISSION. While there is much work to do and there are further challenges ahead, we end 2017 stronger and better able to serve customers and clients. We continued throughout the year to extend our product offering, to establish our internal & external processes, to build the company global structure, and to plan the execution for the upcoming year. As a stronger, more straightforward company better organized to serve our customers and clients, we should build deeper relationships with the industry, earn the profits our shareholders expect, and be prepared for our Growth Stage. EFTA00798602 3 CEO Goal H1 H2 Note Global Sales $1m MRR AND/OR 652 CT Seats - Min 2500$ Per Seat Business Focus Focus on: Singapore, EU (France, UK), South America via America Movil And U.S. Keep Sales Org Focus. Build — Stop — Sale. Different opportunities will be measured according to the qualification of the lead Fixed Cash Burn Up to 600k US 5 - 12M 5 Round - 18 Month. Measure the execution / Clear Funnels and Matrices. Ongoing improvement cycle process for the management (On a monthly basis). The KPIs will be defined on a quarterly basis. Use the infrastructure to create valuable matrices in order to set exact KPIs and Goals for 2019. Decisions will be based on DATA and MARKET RESEARCH. Infrastructure: Sales: Sales Force Operation: Zendesk HR: Comeet Marketing: Pradot Development: Jira Transparency • Improve Company Communication Dual Month Report to Board of directors. Quarterly update to company employees. Weekly management meetings. KPI's Board — Present Company High Level KPIS 24/7. Finish 3" ROUND & Preparation for the 4th round Up to April 1" Preparing materials for the Growth round — Co. Valuation > $100m Based on the Company performance Strategic Partnerships —Clear Goals and KPI's America Movil — Set KPIS & Goals. Accenture — To be signed up to April 1" General Dynamics —To be signed up to April 1" Another 1 distribution channel — 1 For Asia Set 3r4 office in Europe Based on execution in EU. Established our 3'd office in France / London. End of Q2. Based on the company performance Help company managers to achieve their goals Weekly 1:1 status meeting. Every meeting should start with Actual Vs. Year Goal. EFTA00798603 CTO Goal HI. H2 Note Call Taking MVP Required Features Prime Call Taking Features Global Deployment HTTP — 2 Region HA RT HA Call Center Start Deployment Full Transition WebRTC Video Over WebRTC Audio Over WebRTC toT Gateway (NG911 as a Service) NENA Approval Production Deployment Under assumption business able to bring connections Patents 2 2 Under assumption we have a real value of issuing a patent EFTA00798604 5 VP FINANCE Goal HI. H2 Note Ensure proper financial reporting and keeping the company Cashburn under control. Closing the month and sending financial report by 101" of each month. Deviance from projected budget to actual number should be in 10% rate. With Actual budget the Forecast for 2 months will be presented to the company CEO and BOD. Closing the month and sending financial report by r of each month. Deviance from projected budget to actual number should be in 5% rate. More user-friendly employee hours control system and start using Priority Accounting system in 2018. Should hire bookkeeper in H2-2018 in order to meet the H2 goal. Improve company processes and policies Establish billing and collection process for the company customers(Q1-18). Observe company internal controls and improve at least one process each month. Prepare internal controls checklist (02/18). Ensure the Company meets the stated goals and KPIs. Monitoring the cross department KPI on monthly basis for valuable inputs and adjustment the company strategy based on those inputs. Testing the sales and operation departments assumptions in the projected I, based on actual Performed Quarterly. This KPI will be included in the dashboard, which will be presented to the CEO and Company management each month. Each month 1-2 topics will be observed in details for strategic inputs(Topics such as cost per CT calculation, Pricing strategy for region, Competition Landscape) EFTA00798605 6 U.S OFFICE Goal H1 H2 Note 26 employees 1 HR manager 1 VP Sales 1Strategic Partnership Manager 2 sales reps 2 Inside sales 2 Pre•sale 2 Integration engineer 1 architect (NENA) 1 Marketing 2 sales 2 Inside sales 2 Pre•sale 1 Integration engineer 1 Client success Build an execution and delivery team Hire 21 People Georgia 8 Signed Contracts 2 Signed Contracts Establish a local Presence Targeted marketing NJ 1 Signed Contracts 21 Signed Contracts (Through Channel) My personal account Targeted marketing Work with two Prime GDIT Accenture Partner California Partner New Jersey Partner with two cad Vendors Tritech — Full integration and partnership Superion — Full integration and partnership Partner and offer an end to end solution together Verizon, Indigital Define a pilot on which Carbyne will provide the NGCS While Verizon will build the ESINET Go after a statewide deployment together Kickoff the conversation this year Federal presence Work with APCO to go after federal grants Win federal grant and recognition by the capitol hill End the year with several grant rules composed by Carbyne in regards to NG 911 EFTA00798606 7 SALES Goal H1 H2 Note US market — prime focus 8 paying clients Add. 9 paying clients One major reference MRR 12'18 @ 400,000 USD CT 157 seats Singapore SPF / SCDF Successful paid trial Agreement on next steps / integration PO for live MRR 12'18 @ 540,000 USD CT 120 seats CALA (MX, Honduras, Brazil, others) MX, Honduras — Live Brazil - trial Brazil — Live others MRR 12'18 @ 545,000 USD CT 285 seats Europe (France, Austria, UK, others) First reference (2) paying clients MRR 12'18 @ 225,000 USD CT 90 seats IL MRR @ 70,000 USD TI CT Price per CT MRR New Contract Value H1 H2 Emergency (Direct) 20 $1,500 $30,000 $720,000 1;) 1;) Municipality (Direct) 12 $1,500 $18,000 $432,000 6 6 ED (LADPC) 15 51.050 $15,750 $378,000 5 10 City (LADPC) 6 $1,050 $6,300 $151,200 6 Totals 53 $70,050 $1,681,200 )1 32 EFTA00798607 8 VP Goal 111 Note HR recruitment plan 11 positions This is subject to frequent changes Monitoring service / StA measurement Service up and running and we can clearly state our SIA level. Be able to measure 10 tech KPIs Be able to measure 3 more Business KPIs Be able to measure 6 more Business KPIs Be able to measure 10 more tech KPIs This depend on the application to supply the information Production SLA - XX.XXX% 99.995% uptime by 01/07/2018 99.999% uptime by 01/01/2019 Will be measured using the new monitoring tool PI to hold scope and deadline s is measured by comparing plan vs done each sprint and vs Roadmap long goals Scope which was defined was released on time per sprint and per roadmap Scope which was defined was released on time per sprint and per roadmap This is subject to frequent changes and hard to monitor Will be measured per person per team Planned vs done (25% difference allowed) EFTA00798608 9 PRODUCT Goal H1 H2 Note Define Product Market Fit End of 01 Reduce call duration By at least 40% comparing to customer previous call duration analytics. Prime Call Taking capabilities to increase the clients scale Integration to PBX and allowing call-takers to: forward a call, conference a call and return or initiate a new call By Q2s 2018. ANI/ALI integration by Q2 2018. Role Management by Q2 2018. Trainer mode by Q2 2018. Integration with CAD including ongoing updates of event type and event description during a call by Q4. Increasing enhanced calls usage Success funnel — setting user conversion to broadcasting over 50% (Location and Video). Increase the success funnel by at least 20%. Can be done only by call-taker manual VLR, marketing efforts, B2B efforts Redefine product process and Funnels. Detailed Road Map by features to be clear for company employees By O12018. 80% commitment roadmap by Q2 2018. Dual monthly management updates and feature grooming by 01 2018. Public version of the feature roadmap to be shared with clients with fully commitment. Improve product TTM Detailed feature plan and accurate sprint planning to include balanced departments need to eventually provide reliable delivery date. 20% error margin for release dates 5% error margin for release dates Collaboration with ■ Successful feature plan with wide acknowledge. All teams aware for next release content by: Internal release notes. Shared feature list. Product show. EFTA00798609 10 Global brand appearance Create a shared knowledge base and aligned visual vision to the Creative both in NY and TLV for creating a seamless visual environment. Product UX performance Keep on User testing for mobile / CPE to achieve 4.5/S and above user scoring. Maintain score from HI and above. Design Team professionalism Enhance Des <> Dev collaboration for Web environment by dedicated tools Data driven decisions Implement analytics in VLR and CPE. Monthly report to determine Most used feature and least used feature. HR Creating a new global team structure with established communication to improve delivery commitment. Planning, Daily and Weekly meetings by beginning of 2018. Task sharing in the global team by Q12018. Enhance NY studio with Video and UI capabilities and have the ability of sharing product tasks. by Q3 2018. HR Recruitment for Head of Product Collaboration of MR & EFTA00798610 11 VP OPERATION Goal Hi H2 Note Projects success measurements - Company Goal 70% Conversation from Pilot to deployment Project (focus on tier 1 to bring conversion rates to 80%) 80% Conversation from Pilot to deployment Project Based on product stability, maturity Pilot onsite efforts Tier 1: 1-2 onsite planning visits, 2-4 onsite execution visits Tier 2-3: 0-1 onsite planning visits, 1.2 onsite execution visits Tier 1: 1-2 onsite planning visits, 2.3 onsite execution visits Tier 2-3: 0.1 onsite planning visits, 1.2 onsite execution visits Need to have local presence in US/France to reduce travel costs SIA coverage Provide service to the dients according to the 24.7 StA. 80% of the tickets are handled according to SLA 90% of the tickets are handled according to SLA. Once NOC is up and running for tier 1.2 Pilot platform Define (With Product/ a web pilot platform to a ow customers to download and create a pilot environment with minimal Reporty's intervention Required to be ready in early 2019 to support large scale pilots executions in parallel Production maintenance Reduce reactive maintenance activities of the integration engineers from 20% to 10% (and move it to the Customer support engineer only). °Ticketing system to maintain Global Operations tasks and measure the execution/support efforts should be added once we have 4 Integration engineers. Reduce reactive maintenance activities of the integration engineers from 10% to 5% (and move it to the Customer support engineer only) Customer Success tool to be added once we have 4 paying customers. Require product technical improvements, proactive monitoring capabilities and c-Panel to ease and streamline installation and maintenance tasks. HR Planning Build a team that can deliver on time all required Pilots and Integration Deployments. Recruit according to the plan and based on the pipeline demand — New 8 positions Recruit and train according to the plan and business needs Department structure as per the proposed plan (to include the Deployment and Customer Success/Support teams) EFTA00798611 12 Department growth — Dedicated roles and Customer Success tool in Require monitoring Team Structure and responsibilities for the following: place (TBD tools to be available for supporting tools & Customer Success, Customer Gainsight/Totango) — Design the NOC to start procedures support (+N0O and Project management, tools and in Q1 and Go Live in Q2. providing service Procedures are in place (for SF, Zendesk) — Design in Q4, 2017 and Go Live in 01. Budget sustainable Manage department budget to be align with the approved budget with up to 10% approved deviation Deviation is based on recruitment needs (projects demand) EFTA00798612 13 MARKETING Goal H1 H2 Notes / KPI's Department Goals- Brand awareness Generate high quality leads Build & maintain a consistent and personalized customer journey for all communities - B2C & B2B On-going On-going Generate 670 82B leads for the top of the sales funnel Marketing Automation Software — Automate company B2B marketing process across multiple channels Full implementation & live campaigns - Feb 2018 On-going operation & increase in the following measurements - • 40% increase in email subscribers • 60% increase in website leads • 30% increase in qualified leads generated by Marketing • 15% decrease in length of sales cycle Target & nurture new prospects Deliver high quality leads & increase conversion rates from new leads to qualified leads improve customer journey - right message to the right person at the right time Global PR Agency — Build brand awareness among the global business community & help create new leads On-going On-going Monthly items on media platforms (both online & offline) Identify potential partnerships identify relevant conferences/industry contests Support operations and awareness with opinion articles & blogs EFTA00798613 14 Share the Knowledge — Create & share company knowledge through accessible online assets - Website, Landing Pages, Blogs, Webinars, Ted conferences (written & video) • 3 Webinars (every 2 months) • 12 Blogs • 4 White papers • Updated website & live SEO campaign — Feb 2018 • Landing page for All C products • 3 Webinars (every 2 months) • 12 Blogs • 4 White papers • Updated website & live SEO campaign — ongoing • Landing page for All C products Position Carbyne as the global leader for public safety technology Position Carbyne as a leader in knowledge and not only technology Emphasis on product marketing — transparency and accessibility Focus on Product Marketing — c-ALL Launch 10-15% conversion rate from SMS to app download 20% conversion rate from SMS to app download Use all marketing channels to optimize product reach for 828 Create an effective & optimized remarketing mechanism for 82C to promote the download of the app, for the full c- NOW experience Success achieved through combined efforts from Operation, Product & Marketing Presence in Global Touchpoints — Presence in relevant contests, conferences, trade shows, programs Feb — Sheriff NSA March — APCO WRC April —Texas PSC / EENA June — NENA / Hexagon July — Nat HIS Conf. Aug — APCO November — Smart City Expo At least 35 leads from each conference Enter all leads & status on SF in order to see ROI Marketing Communication - Support all departments in their marketing communication needs On-going On-going Product - one page product definitions HR - empower employee branding Sales - presentations, translations, market research Operation - manuals, training kits, workbooks B2C — Customer Journey & Retention On-going On-going Personalized campaigns for users - right message at the right time through the right channel (email campaigns, push campaigns, surveys after report) Increase community engagement through social channels EFTA00798614 15 Global Marketing Budget On-going On-going Track marketing expenses Automate ROI Plan company marketing spend quickly and easily Headcount 01 - Recruit Director of Marketing position for the US market 01 - Define content team, to support all marketing activities (in-house or outsourcing) EFTA00798615 16 HUMAN RESOURCE Goal Hi H2 Note Meeting the recruitment numbers Q1-16 EMPLOYEES Q4 OPTIMAL- 103 EMPLOYEES Building measurable processes - Calculate Cost for Hire - Building Recruitment fannel- how many people we need to interview to recruit an employee?etc.- after closing each position. 30%- Agens (today: Israel-15.8% NY-0%) "Referral program"-Q1 Building a strong HR practices in NY office -HR Manager visit to NY Office-01 - Welfare activities- Building a welfare Gantt with a set budget (with the new office manager)-Q1 -Recruiting TA Manager-02 - Reducing the time to hire number (Based on the Funnel) •Meetup-Q3 (6) -Participating in 8200 Networking conference -June 2018 -Meetup (Costs money (6) - Professional recruitment campaign (Paid) (6) • Meetup• Q4 (?) Improvement of the onboarding process KPI• checking the first month onboarding meeting talk -"Employee handbook"-company's procedures, information on each department, company structure, etc- End: Q2 Quality of hires 1.90% recruitment success after 6 months (also manager's responsibility not only HR). Strengthening the communication between the Israeli /NY/Kiev office-ongoing -NY/Kiev team visit-Q1 -Building solid work processes and responsibilities of the teams (immediate)- Shares doe with responsibilities, Knowledge sharing, process etc-Q2 Visit to Klev-tech- Q4 EFTA00798616 17 Constructing an evaluation process and setting goals for Company employees. -Performance review: November/December 2018 -OKR- Beginning of the implementation process- Amir to the Management -C11. -Performance review: May/June 2018 Establishment of a structured compensation plan in the Company (with Stas) that based on the Performance review. - Percentages of wage increases- how do we decide how much for each employee gets -what are the criterions- O2 Bonus plan-Q3- Depends on Company - revenue Defining share option plan after- - .Fundraising with Stas/Amir Employee satisfaction - 5% of resigned- attrition rate. Employee development -Improving the recruitment skills of hiring managers: Interviews workshop for Managers-01 -Mapping the "key employees" in the company and building them a "retention plan" -Encouragement of transparency (OKR/Business Updates /Road Map ): Business updates to the company- once in a quarter. KPI- conclusions from the Performance review: May/June 2018 -Workshop for all company's managers: Motivating Employees/ Management skills/Time management-O3 KPI- conclusions from the Performance review: May/June 2018 HRIS (Human resource management system) Implementation of HR System- Q3 Requires research time Setting company core values based on company DNA and goals (O3/O4) EFTA00798617