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1 ©2013 Textura Corporation Image: Hudson Yards Redevelopment, New York, NY – a project managed using Textura Construction Collaboration Solutions Patrick Allin Chairman, CEO, Co-founder

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1 ©2013 Textura Corporation

Image: Hudson Yards Redevelopment, New York, NY – a project managed using Textura Construction Collaboration Solutions

Patrick Allin Chairman, CEO, Co-founder

2 ©2013 Textura Corporation

Safe Harbor

This presentation includes forward-looking statements, including statements regarding Textura's future financial performance, market growth, demand for Textura's solutions, and general business conditions. Any forward looking statements contained in this presentation are based upon Textura's historical performance and its current expectations and projections about future events and financial trends affecting the financial condition of its business. These forward-looking statements should not be read as a guarantee of future performance or results, and will not necessarily be accurate indications of the times at, or by, which such performance or results will be achieved. These forward-looking statements are based on information currently available to Textura, and are subject to risks and uncertainties that could cause actual performance or results to differ materially from those expressed in or suggested by the forward-looking statements. Important factors that could cause such differences include, but are not limited to, trends in the global and domestic economy and the commercial construction industry; our ability to effectively manage our growth; our ability to develop the market for our solutions; competition with our business; our dependence on a limited number of client relationships for a significant portion of our revenues; our dependence on a single software solution for a substantial portion of our revenues; the length of the selling cycle to secure new enterprise relationships for our CPM solution, which requires significant investment of resources; our ability to cross-sell our solutions; the continued growth of the market for on-demand software solutions; our ability to develop and bring to market new solutions in a timely manner; our success in expanding our international business and entering new industries; and the availability of suitable acquisitions or partners and our ability to achieve expected benefits from such acquisitions or partnerships, including our acquisition of PlanSwift in January 2013 and our acquisition of Latista in December 2013. Forward-looking statements speak only as of the date hereof and we assume no obligation to update forward-looking statements to reflect actual results, changes in assumptions or changes in other factors affecting forward-looking information, except to the extent required by applicable laws. If we update one or more forward-looking statements, no inference should be drawn that we will make additional updates with respect to those or other forward-looking statements. Further information on potential factors that could affect actual results is included under the heading “Risk Factors” in our Annual Report on Form 10-K filed on November 26, 2013, and our other reports filed with the SEC.

In addition to U.S. GAAP financial information, this presentation includes certain non-GAAP financial measures. These historical and forward-looking non-GAAP measures are in addition to, not a substitute for or superior to, measures of financial performance prepared in accordance with GAAP. A reconciliation between GAAP and non-GAAP measures is included at the end of this presentation and is also included in Textura’s Q4 2013 Earnings Release on the Company’s Investor Relations website at investors.texturacorp.com.

3 ©2013 Textura Corporation

Investment Highlights

Global market opportunity

Compelling client value proposition

CPM – no competition

High EBITDA margin potential

Exceptional revenue growth

Experienced

team

4 ©2013 Textura Corporation

Current Business Processes – Complex, Error Prone, Inefficient

Banks / Insurers

Title Company

Owner / Developer

Sub-contractors Engineers

Architects

General Contractors

Suppliers

Architects Financing

Companies Insurance

Companies

Owner/ Developer

GC

Prime Sub Prime Sub

Sub

Material Supplier

Sub Sub Sub

Sub-tier Sub-tier

Sub-tier

Etc.

. . . Material Supplier

Material Supplier

. . .

Sub . . .

Prime Sub . . .

Title Companies

Engineers . . .

Design Pre-

qualification Bid Contracting Construction Close-out

5 ©2013 Textura Corporation

Textura Solutions – Addressing the Project Lifecycle

Design Pre-

qualification Bid Contracting Construction Close-out

CPM

PlanSwift Submittal Exchange

GradeBeam

PQM Submittal Exchange

Construction Collaboration Solutions®

Latista BidOrganizer

6 ©2013 Textura Corporation

Risk management

Cost efficiencies

Process management

Significant Benefits to our Clients

Faster payment

7 ©2013 Textura Corporation

Client Case Study #1 – Strong ROI

• Denver-based General Contractor Internal Study Findings:

• “Textura CPM saves 260-330 hours a month”

• “Time savings for our risk administrator and the project managers”

• “Improves accuracy of paperwork”

• “Greatly improves subcontractor relations”

• “Creating capacity is essential to avoid having to hire additional staff”

General Contractor ROI:

• Estimated savings: $360,000 annually

• Estimated by the general contractor to cost them 4 basis points of construction value: $74,000 annually

Estimated Total Network Revenue to Textura:

• ~$300,000 annually

• 75% of subs already CPM users • Textura CPM eliminates

15 out of 20 process steps

8 ©2013 Textura Corporation

Client Case Study #2 – Broad Relationships, Very Sticky

• General Contractor o $2 million annual

network revenue

• Textura is integrated with their mission-critical business processes

• Enterprise-wide implementation - all projects

• Adding 10 to 15 new projects a month – no Textura sales activity

• Switching back to manual processes would be . . . difficult – stickier than a subscription

4,055 monthly invoice cycles

32,044 electronic payments

$3.43 billion

disbursed

655 active users

4 years on

CPM

475 projects

on-system

8,862 sub-

contracts

ERP system

integration

9 ©2013 Textura Corporation

Sustainable Competitive Advantages Protect CPM

Patent portfolio

Installed user base

Complex functionality

Integration to client systems

Neutral 3rd party SaaS offering

• 41 patents for CPM and 50 pending

• 300 GCs and Owners • 80,000 subcontractor organizations

• Configurable by project • 250,000 major ways

• 300+ interfaces to client ERP systems

• No significant competitor exists as a SaaS neutral collaboration platform

10 ©2013 Textura Corporation

Over $28 billion of Total Addressable Market

Market Expansion

Monetization Huge Total

Addressable Market

Target Global

Markets >$4.8t

Current Markets >$1.3t

Current Solutions ~30 bps

Total Addressable

Market >$28.0b

Current Markets

and Solutions

>$4.4b

Global Platform ~50 bps

Key Strategies: • North America market

penetration • Global expansion to Asia

and Western Europe

Key Strategies: • Cross-sell solutions • Strategic acquisitions • Solution expansion • Solutions to platform • Pricing

Result:

• Potential for long term very high revenue growth rates

Target Global

Opportunity ~55-60 bps Current

Opportunity ~34 bps

Mobile +5–10 bps

Mobile +4 bps

~$3.9b

Mobile +$0.5b

~$24.0b

+$4.0b

11 ©2013 Textura Corporation

Multiple Long-term Growth Opportunities

Market penetration

Cross-sell solutions

Global expansion

Related markets

Strategic acquisitions

New products

Future

US, Canada, Australia

Western Europe,

Developed Asia

Mining

Oil and Gas

Data

Financing

Price

• Approx. 8% penetration

• 7 primary solutions

• Few multi-product clients

• Bundled sales/ pricing

• Platform strategy

• Project lifecycle from design to operation

• Integrated solution suite

Submittal Exchange

GradeBeam

PlanSwift

CPM

PlanSwift Submittal Exchange

GradeBeam

PQM

BidOrganizer

Latista

12 ©2013 Textura Corporation

Financial Overview

Image: Denver International Airport South Terminal Redevelopment, Denver, CO

– a project managed using Textura Construction Collaboration Solutions

Jillian Sheehan EVP and CFO

13 ©2013 Textura Corporation

Financial Highlights

Strong growth

Predictable highly visible

growth

High operating leverage

Investing for growth

14 ©2013 Textura Corporation

Consistently High Growth Rates

$6.0

$10.5

$21.7

$35.5

FY10 FY11 FY12 FY13

90% 75% 106% 64%

Year-over-year change

$3.3

$4.5 $5.2

$5.7 $6.3 $6.8

$8.5 $9.4

$10.9

Sep 11 Dec 11 Mar 12 Jun 12 Sep 12 Dec 12 Mar 13 Jun 13 Sep 13

77% 110% 119% 109% 92% 51% 65% 65% 72%

Year-over-year change

Organic growth Organic growth

77% 76% 74% 70% 60% 45% 46% 38% 45% 90% 75% 69% 44%

15 ©2013 Textura Corporation

Revenue Model – Broad Base of Paying Customers

• Revenue from all users

• Fees are invoiced and collected in advance

• Highly sticky, recurring, and visible

CPM

PlanSwift

Submittal Exchange

GradeBeam

PQM

Activity-driven

• Owners/GCs • Subscription fees based on

project portfolio – total number of projects/construction value

• Subcontractors • Project usage fee – varies by

value of contract

Organization-driven

• Primarily organization annual subscription fees

• Fees based on: • Construction volume,

number of offices/subcontractors

BidOrganizer

Latista

16 ©2013 Textura Corporation

CPM Revenue Model – Providing Value to All Participants

Sub Tier

($2 million)

Owner/ General Contractor ($25 million project)

Prime Subcontractor

($7 million)

Prime Subcontractor

($6 million)

Prime Subcontractor

($2 million)

Prime Subcontractor

($5 million)

Sub Tier

($1.5 million)

Sub Tier

($1 million)

Sub Tier

($1 million)

Sub Tier

($2 million)

Sub Tier

($1 million)

Sub Tier

($.5 million)

Sub Tier

($.5 million)

Project Fee Plus Monthly Subscription Fee

(Based on Project Size)

Usage Fees

(15 basis points of

Full Contract

Value)

Flat $50 Fee

17 ©2013 Textura Corporation

Implementing Clients Drive Predictable Multi-period Growth

0

100

200

300

400

500

Active projects

0

50

100

150

200

250

300

Steady revenue ramp

Business growth

Case Study Client #1 Case Study Client #2

Steady revenue ramp

Business growth

In Implementation Fully

Implemented In Implementation

Fully Implemented

18 ©2013 Textura Corporation

Continued Success Implementing Clients

Dec 12 Mar 13 Jun 13 Sep 13

Mill

ion

s

New Projects Added

1,048 1,245

1,467 1,511

Dec 12 Mar 13 Jun 13 Sep 13

Mill

ion

s

Construction Value Added

$13.6

$10.6 $7.3

$23.7

Dec 12 Mar 13 Jun 13 Sep 13

Number of Organizations

10,114 8,210

6,997 5,412

19 ©2013 Textura Corporation

Long-term Operating Model Yields Highly Attractive Margins

FY2012 FY2013 3 -4 Year

Target

Revenue Mix Activity-driven Organization-driven

88% 12%

79% 21%

70% 30%

Non- GAAP Gross Margin 73% 78% 87% - 90%

Non-GAAP operating expenses as % of revenue General and Administrative Sales and marketing Technology and development Total Non-GAAP operating expenses

40% 26% 49%

115%

48% 28% 40%

116%

12% - 15% 17% - 20% 15% - 17% 45% - 52%

Adjusted EBITDA (43)% (38)% 35% - 45%

20 ©2013 Textura Corporation

Image: World Trade Center Transportation Hub, New York, NY – a project managed using Textura Construction Collaboration Solutions

Questions . . . and Thank You

21 ©2013 Textura Corporation

GAAP to Non-GAAP Reconciliation

Fiscal Year Ended September 30, 2012 Fiscal Year Ended September 30, 2013

GAAP Pro-Forma

Adjustments

Pro-Forma Operating Expenses % GAAP

Pro-Forma Adjustments

Pro-Forma Operating Expenses %

(in thousands)

Revenues 21,681 0 21,681 100.00% 35,534 0 35,534 100.00%

Operating expenses

Cost of services 6,152 (203) 5,949 27.44% 11,754 (3,793) 7,961 22.40%

General and administrative 11,105 (2,329) 8,776 40.48% 23,479 (6,328) 17,151 48.27%

Sales and marketing 5,995 (298) 5,697 26.28% 12,707 (2,779) 9,928 27.94%

Technology and development 11,123 (587) 10,536 48.60% 18,148 (4,004) 14,144 39.80%

Depreciation and amortization 4,080 (4,080) 0 4,525 (4,525) 0

Total operating expenses 38,455 (7,497) 30,958 142.79% 70,613 (21,429) 49,184 138.41%

Loss from Operations (16,774) 7,497 (9,277) -42.79% (35,079) 21,429 (13,650) -38.41%