for personal use only - asx · 2015-06-02 · 13. adn...

1

For

per

sona

l use

onl

y

2

Investor Day Agenda

• 9:30 Welcome Tod Bottari Sr. Dir., Communications & IR

• 9:40 Opening remarks Leigh Jasper Chief Executive Officer

• 10:00 Chairman’s remarks Adam Lewis Chairman of the Board

• 10:15 R&D strategy Rob Phillpot SVP, Product & Engineering• Co-‐founder

• 11:15 Break All

• 11:30 Global SaaS platform David Chatterton Chief Information Officer

• 12:00 Customer success Steve Stavrou Commercial Director• Hickory Group

3 June 2015 – 101 Collins Street, Level 42, Rooms 10-‐11

For

per

sona

l use

onl

y

3

Investor Day Agenda, continued

• 12:30 Lunch All Aconex – 96 Flinders Street

• 13:30 Sales & service delivery Paul Perrett Chief Operating Officer

• 14:00 Regional marketsPaul ANZ, Asia Paul Perrett Chief Operating Officer

EMEA Henry Jones SVP, EMEA & Global AccountsAmericas Chris Dobbyn SVP, Corporate Development

• 15:00 Closing remarks Steve Recht Chief Financial Officer•

• 15:15 Networking All

3 June 2015 – 101 Collins Street, Level 42, Rooms 10-‐11

For

per

sona

l use

onl

y

4

• 4 years on Aconex board• 15 years as investor• McKinsey & Co., Southern Innovation, Palette, FIIG Securities, Grattan Institute

• MBA Finance, University of Illinois at Urbana-‐Champaign, Bachelor Engineering and Electronics, Curtin University of Technology

• 8 years at Aconex• 17 years industry experience• L.E.K Consulting, Melbourne IT• B.Chemical Engineering, University of NSW

• 15 years at Aconex• 17 years industry experience• McKinsey & Co, A.T. Kearney• Dual B. Engineering (Hons), B. Science, Modern Languages (French) DiplomaUniversity of Melbourne

The company is led by a long-‐term, experienced and aligned management team

Leigh JasperCEO and Co-‐Founder

• 3 years at Aconex• 30 years industry experience• Director Sizmek (NASDAQ)• CFO Shutterfly, Glam Media, Delivery Agent, Allegis, NetGravity; COO SkyStream Networks; CEO Brience

• Director Modius, Marimba• MBA Wharton, A.B. Stanford

Steve RechtCFO

• 15 years at Aconex• 18 years industry experience• Brookfield Multiplex, Deloitte• B.Commerce, B. Planning & Design (Hons), M. Building, University of Melbourne

Rob PhillpotSVP Product & Engineering and Co-‐Founder

Paul PerrettCOO

Adam LewisChairman

For

per

sona

l use

onl

y

5

• 7 years at Aconex• 21 years industry experience• HubOnline, Melbourne IT, Ernst & Young

• Chartered Accountant, B. Business, Ballarat University

• 8 years at Aconex• 21 years industry experience• Adacel Technologies, RLM, and Silicon Graphics

• Ph.D., B. Computing, B. Science, Monash University

• 1 year at Aconex• 20 years industry experience• Axiom Global, Satmetrix Systems• MBA Imperial College Business School, BS Edinburgh University

Chris DobbynSVP, Corporate Development

David ChattertonCIO

Henry JonesSVP EMEA, Global Accounts

• 1 year at Aconex• 15 years industry experience• KXEN (SAP), Salesforce.com, PeopleSoft. webMethods, Goldman Sachs

• B.S. in Mathematics, M.B.A., UCLA

• 7 years at Aconex• 15 years industry experience• Accenture, Hewlett-‐Packard• B. Laws, B. Science in Applied Mathematics, Monash University

Andy SavitzChief Marketing Officer

James CookGeneral Counsel

The company is led by a long-‐term, experienced and aligned management team

For

per

sona

l use

onl

y

6

Investor Day -‐ 3 June 2015

R&D Strategy

Rob PhillpotSenior Vice President, Product & Engineering, and Co-‐Founder

For

per

sona

l use

onl

y

7

• Why do we exist? What problems do we solve? (Plus demo)

• “Big Bang” launch update

• Product strategy & future trends

• What is on the roadmap?

AgendaF

or p

erso

nal u

se o

nly

8

What normally happens on a project?Customer

Architect

Services Consultants, Geotechnical Engineers,Wind Engineers, etc

Builder

Engineer

QuantitySurveyor

TownPlanners

Subcontractors Subcontractors Subcontractors Subcontractors

Internal system

For

per

sona

l use

onl

y

9

Information is difficult to manage on projects

Costly Inefficient

Risky Unstructured

For

per

sona

l use

onl

y

10

The Venetian Hotel & Resort, Macao

15,000 capacity stadium

3,000 luxury hotel suites2,000 person capacity, 3-‐storey site shed

Participating organizations 290Users 7,873Total mail transactions 19.9 millionTotal drawings/controlled docs 9.5 million

3 concrete trucksper minute at peak

For

per

sona

l use

onl

y

11

Why we do what we do…

• Build 5 hospitals for the same price as 4

• Build more schools to educate more children

• Help iterate on design to make more beautiful spaces and buildings to work and play in

• Help construction workers get home earlier to see their families

• Eliminate unfair advantages over the little guys

• Less costly court cases where only the lawyers win

• Minimise conflict and stress on projects

This is why we get excited about our work

Transform the way project teams work together.Make the process fairer, easier and more efficient for everyone.“

”

For

per

sona

l use

onl

y

12

Demo

Alderon Iron Ore Corp | US$1.27B project, Labrador, Canada

For

per

sona

l use

onl

y

13





AgendaF

or p

erso

nal u

se o

nly

14

Major release of new product modules in October 2014:

O&M Handover Dynamic

Connected BIM

Mobile: Mark-ups & Annotations

Mail Forms

Field Checklists

Aconex Certified Program

Business IntelligenceEnterprise Security Integration

Big Bang Launch – Progress Update

Launched

Launched

Launched

Launched

Launched

Launched

Launched

LaunchedF

or p

erso

nal u

se o

nly

15





AgendaF

or p

erso

nal u

se o

nly

16

We have a multi-‐faceted approach to prioritisation

How do we prioritise?

Balanced & Holistic Roadmap

Strategic Objectives

Customer Needs Internal Needs Competitive

Differentiation Future Trends1

How many people will it / does it affect?

What is the impact? (cost saving / revenue)

Business Value / Size of Opportunity2

Cost to deliver & support

Opportunitycost3

For

per

sona

l use

onl

y

17

What is our product strategy & how will it shift?

Future additionalfocus

Mobility

BIM & connected data

Big Data & analytics

Connected platforms

Lifting SaaS security

What’s been our focus?

Mobility

BIM & connected data

Big Data & analytics

Connected platforms

Uncompromising security

Network

Social & informal collaboration

Cost & Payments

Schedule

Over the next 3 years…

Table stakes…

Currentfocus

Deepen capability for Big 500 Continue to deepen capability

Usability & reducing friction

Scalability

Usability & reducing friction

Scalability

For

per

sona

l use

onl

y

18

Where does cost fit in our vision?

Significant risk or complexity

Low risk orcomplexity

Manyorganizations

communicating

Mostlyinternal

communicationERP / Cost

Multi-‐ CompanyProject Collaboration

Email

InternalEDMS

Connected Cost

Connected Cost is the missing bridge between internal cost systems and project wide collaboration

Aconex’ssweetspot

Committed costs & payments

Docs, Mail, Workflows, Variations, Claims, RFIs & potential cost

impacts

For

per

sona

l use

onl

y

19

Most solutions are internal systems focussed on one organisation. We can disrupt that.

Where does cost fit in our vision?

1. Opportunity is large Managing cost is a huge problem and focus area for all projects.

2. Ripe for disruption Aconex removes the “many-‐versions-‐of-‐the-‐truth” problem for docs and mail…We can do the same for contracts, variations, claims and payments.

Connected to your project team

Connected to your GL

Connected Cost

For

per

sona

l use

onl

y

20





AgendaF

or p

erso

nal u

se o

nly

21

1. Babylon Mail, Docs, Workflows, Tenders, Supplier Docs, Directory…2. Babylon B* Forms / workflows / routing / structured collaboration3. Babylon C* Packages & design changes4. Security Enhanced security for enterprise customers5. Impulse Indexer improvements & FCS (file contents searching)6. Optimus Reducing friction. User experience.7. Catalyst Scalability & Availability8. BIM & O&M Connected BIM & enriching models, plus handover9. Field Field Inspections & checklists10. Reporting Leveraging data, benchmarking, analytics, Big Data11. Collaborative Cost* Contracts, Budgets, Change Orders, Claims, Payments12. External apps iPhone, iPad, Android, Outlook Connector, Revit Connector, etc13. ADN Integrations, Partnerships, Developer ecosystem14. LCPA Local Copy & Project Archives15. BidContender Estimating, bidding & winning work16. Triage Investigate bugs17. Regression testing Test, test & test

Our development teams…

* Hiring underway

For

per

sona

l use

onl

y

22

Key Themes…

• Deepening capability around forms / mail / docs / packages / workflows / search

Meeting the needs of the Big 500

• Continually improve user experience & reduce friction • Because “Every second counts”

Improving intuitiveness and flow

• Integrations to internal systems• Start to position for user portability and value outside project

Improvenetwork value

• Make it even easier to get started on AconexEasy Start & Commercialization options

• Mobile & field based applications• BIM & Connected data

Building on key trends

• Big Data & analytics• Enterprise SaaS security

• Cost/Contracts Admin• Schedule• Social

Search for technology add-‐ons to enhance offering

• Informal collaboration• Add on apps (site diary, meeting minutes…)

• Meet the needs of growing volumes and transactions• Achieve uptime and performance targets

Scale infrastructure & security

• Identify & manage project costs from earliest possible stage• Streamline claims and payments• Connect collaborative cost flows to internal ERP systems

Build or buy Cost offering

For

per

sona

l use

onl

y

23

Featured Project:Dubai International Airport | US $4.5B Value

Trusted by the world’s largest projects

Questions

For

per

sona

l use

onl

y

24


Delivering a Global SaaS Platform

David ChattertonDavid ChattertonChief Information Officer

For

per

sona

l use

onl

y

25

For the customer For Aconex

No software to installUsers only need a web browser or smart phone

One version of software to maintainNo need to provide support for customers on old versions

No infrastructure to provision and manageManaging hardware is not core to their business

Distribute infrastructure investment costsEach customer contributes to scaling our business

Project up and running in weeks, not monthsHighly configurable, no lengthy and costly implementation

Enables collaboration between customersCommon neutral platform supports effective

and efficient sharing of information

Why Software as a Service (SaaS)?

DisasterRecovery

AconexInstance

For

per

sona

l use

onl

y

26

SaaS in RegionAconex instances supporting each region

For

per

sona

l use

onl

y

27

Infrastructure and Software-‐as-‐a-‐Service Partners

• We will continue to look for benefits for Aconex and our customers from other Infrastructure-‐as-‐a-‐Service and Software-‐as-‐a-‐Service vendors

• Like Aconex, within their domain, they can provide a better and more cost effective service, replacing non-‐core operations

• Aconex can focus on the core business, while enabling additional services to our customers and driving down costs

Leveraging the IaaS and SaaS ecosystem

• Akamai’s Content Delivery Network (CDN) improves the response and download speeds for Aconex customers anywhere in the world.

• Aconex is now enabling some of Akamai’s security products which are cheaper for Aconex than building and maintaining these services internally.F

or p

erso

nal u

se o

nly

28

Security in LayersThe Aconex Security Model

For

per

sona

l use

onl

y

29

Backup and Disaster RecoveryMaintaining multiple copies in two different geographies

For

per

sona

l use

onl

y

30

Performance and Availability

• 24x7x365 on-‐call operations team– Real time monitoring and alarming– Engineers based in Denver,

Melbourne, Bangalore and London– On-‐call engineer can escalate to

incident manager to coordinate response and communications

• Capacity planning– Maintain buffer to allow time to

provisioning additional capacity

• Change management– Maintenance scheduled outside of

business hours

Ensuring customers have access to their information when they need it

For

per

sona

l use

onl

y

31

Summary

• A SaaS delivery model provides many benefits to customers and to Aconex

• Aconex has the infrastructure, people and monitoring in place to support customers and their largest projects in all our regions, 24 hours a day, every day of the year

• Aconex can recover from the loss of a data centre with minimal disruption to our customers

• As Aconex continues to grow we can scale the infrastructure and security that supports our products and secures our customer’s information

• Where possible, we will partner with leading IaaS and SaaS vendors to enable Aconex to cost effectively deliver our services worldwide

Delivering a Global platform

For

per

sona

l use

onl

y

32

Featured Project:The CEZ Wind Farm, Romania


Questions

For

per

sona

l use

onl

y

33


Building a Global Sales and Service Platform

Paul PerrettChief Operating Officer

For

per

sona

l use

onl

y

34

42 Sales / Service Locations Worldwide

Aconex has four regionally focused businesses, supported by a global sales and service delivery infrastructure.

ANZ8

ANZ8

Europe5

Europe5

Americas12

Americas12

MEA7

MEA7

Regional Head OfficeSales & Service Office

Asia10Asia10

AmericasSales FTE= 29Service FTE= 19

AsiaSales FTE= 25Service FTE= 19EMEA

Sales FTE= 23Service FTE= 23

ANZSales FTE= 33Service FTE= 30

Head Office*Sales FTE= 19Service FTE= 20

Melbourne / Bangalore*

Total Sales FTE= 139Total Service FTE= 111

For

per

sona

l use

onl

y

35

Section #1 – Global Sales and Marketing

Dubai Airport Concourse 3 | Project size: US$4.5B | Location: Dubai, U.A.E. | Industry: Aviation & Port

Building Aconex’s Global Sales and Marketing Engine

For

per

sona

l use

onl

y

36

E&R Asset Owners

A common playbook and approach to target segments and projects

G&I Asset Owners

R&C Developers / Owners General Contractors

Global EPC / Ms

Prioritize Projects that are “Just Right” for the Aconex Value PropositionDimension “Goldilocks” Project

Geography In a region with existing Aconex projects

Project size Mid to large (>$50m)

Project phase Early phase

Vertical Sub-‐vertical markets with strong Aconex references and fit – mining, power, oil & gas, and large infrastructure (airports, transports, hospitals)

Project risk High project risk (e.g. Bigger, higher profile, more international, more compliance)

Project structure Complex structure

Process / system maturity Low project process maturity

Buyer role Buyer has authority / mandate to make a decision

For

per

sona

l use

onl

y

37

• Email campaigns• Online targeting

The Aconex Sales Engagement Model

Marketo (Marketing Automation)

Tools

IP Data Mining

Back-‐end Demand Gen (Bangalore)

Teams

Salesforce.com(CRM)

Activities

Customer Lifecycle

• Nurturing• Cold calls• Webinar

• Nurturing• Field events

• Direct sales• Account coordination

SDR (appointment setting)

Marketing – Online Direct Sales

Marketing – Field Key Account Team

Account Management

Project Profiling / Org Insight

Revegy(Account Planning)

Suspects Prospects

Third partyAconex

Qualified Opportunities

Fulfilment

• Engagement mgt• Provisioning

Resources, tools and customer experience tailored to customer buying cycle

For

per

sona

l use

onl

y

38

Aconex Sales Methodology

Unique prospecting strategy integrating 10 leading global

lead databases

Lead Generation

Opportunity Management

Structured Opportunity Management process in

Salesforce.com

Integrated and advanced Opportunity to Order management process

OrderManagement

Well developed Account Management practices

AccountManagement

In-‐depth Reporting

Sophisticated reporting and in-‐depth data analysis across all

functions

Significant focus on generating and leading through Customer

insights

Insight Generation

For

per

sona

l use

onl

y

39

Lead Generation

Prospecting and Lead GenerationA unique fully automated process where projects over $20M are imported into Salesforce.com from major Lead databases globally.

Each project is reviewed monthly and the regional managers decide which projects should be pursued. These are then converted to early stage opportunities for prospecting purposes.

In-‐depth tracking of opportunity coverage globally Reports & Dashboards to show traction with prospecting

Australia NZ China Global E&R ME UK

Canada US Latam India Asia

For

per

sona

l use

onl

y

40

Structured Opportunity ManagementOpportunity ManagementA structured best-‐of-‐breed opportunity management process is followed with stringent

stage-‐gates and formal escalation mechanisms as opportunities progress through the pipeline

§ Clearly defined sales process embedded into the CRM -‐Salesforce.com

§ Intuitive guided selling incorporated for each stage

§ Well-‐defined and followed opportunity qualification criteria

§ Simple but effective stage-‐gate mechanism for opportunity progression

§ Escalation tracking and approvals embedded in the sales process

§ Integrated approach for opportunity planning

For

per

sona

l use

onl

y

41

Integrated Order Management

The Order management process is tightly integrated to the opportunity process within Salesforce.com. Orders are processed after they have undergone a full, thorough review and only after all the required approvals are in place.

§ Well defined and structured order management process

§ Clear visibility on approvals and escalations for every deal

§ Approved orders tied in to implementation and fulfilment

OrderManagement

§ Significant focus on data integrity and accuracy

For

per

sona

l use

onl

y

42

Account Management

A meticulous Account planning, management and reporting process is followed within Salesforce.com with clear visibility of account priority, ownership, opportunities and revenue. Account plans are created for all major accounts.

§ Well defined and clearly understood account prioritisations

§ Meticulous tracking of the engagement and customer lifecycle across all channels

§ Embedded Account planning processes including use of Revegy

§ Reporting and tracking of all touch points including website, support central, helpdesk and sales

AccountManagement

For

per

sona

l use

onl

y

43

In-‐depth Reporting

In-‐depth Analytics and Reporting

Significant focus on data analysis and reporting with a complex reporting architecture that comprises an SQL Data Warehouse and an internal Reporting portal with 400+ reports.

“Report Central” Internal Reporting Portal

Extensive Dashboards and Reports in Salesforce.com

For

per

sona

l use

onl

y

44

Insight Generation

Insights as effective sales toolConsiderable focus on leveraging the learnings from successful project delivery across the globe. Significant focus on generating insights to assist customers and for use in sales situations.

A major Engineering Firm

List of projects to date in this segment

Project Profiler – A tool that simulates a customer project based on prior projects delivered on the platform

Organisation Profiler – A tool that indicates all the touch points and engagement of an organisation to date.F

or p

erso

nal u

se o

nly

45

Section #2 – Global Service Delivery

Unparalleled experience and commitment to supporting our customers projects to be more

successful

For

per

sona

l use

onl

y

46

Users (2014)

Dedicated Staff

Aconex Service Delivery Overview

1,058,133 Total users163,590 new users

Support (2014)

69,285 calls / 103,565 cases1,012,863 page views

(online support)

21,935 total projects3,491 new projects

ProjectsImplementations (2014)

1,276 projects implemented

System

630 million docs registered846 million mail forms

Dubai Airport Concourse 3 | Project size: US$4.5B | Location: Dubai, U.A.E. | Industry: Aviation & Port

111 across 42 offices

For

per

sona

l use

onl

y

47

Supporting our customers globally

Mexico City Airport(Mexico) Miral Developments

(Abu Dhabi)

King Faisal Hospital (Jeddah)

Rentel NV Wind Farm(Belgium)

Turcot Interchange(Montreal)

Slovakia Motorway D1

Valley VTA(San Francisco)

Santiago Metro(Mexico)

New World Convention Centre(Shenyang)

Don Sahong Hydropower(Laos)

Sunrise project(Singapore)

Dept. Corrections(NZ)

A snapshot of last months’ implementationsSelected customers

For

per

sona

l use

onl

y

48

Aconex delivery – scaleable and consistent quality and experienceProvisioning – enabling dispersed service delivery

What’s been purchased What needs to be delivered Tasks and timelines

Provides a safety net to ensure nothing is missed

Order Fulfilment Products

Sales Client Operations

Fulfilment – delivering what we have sold

For

per

sona

l use

onl

y

49

Aconex Certified

• Structured and self-‐paced• Learning content is free• Paid for assessments• Associate & Professional

Global learning and certification program

For

per

sona

l use

onl

y

50

Online Support / Global Contact Centre

• Videos• Training webinars• Step-‐by-‐step

Comprehensive options available 24/7

User Stats (6 months to April 2015) Total

Total unique visits 113,900

Avg. unique visits per month 18,983

Avg. unique videos watched per month 17,272

Melbourne

Bangalore

San Francisco

Follow The Sun

24/7 web, email and phone supportTier 1 and 2 Support Levels

3000+ 3500+ 500+

For

per

sona

l use

onl

y

51

Industry StandardisationOur customers are increasingly looking to Aconex for advice on “best practice”

For

per

sona

l use

onl

y

52

The Result – driving adoption across projects Project Ecosystem of Major Global Engineering Firm

For

per

sona

l use

onl

y

53

Featured Project:The Wroclaw West Bypass, Poland


Questions

For

per

sona

l use

onl

y

54


Regional and Vertical MarketsPaul Perrett (ANZ, Asia)Chief Operating Officer

Henry Jones (EMEA)SVP, EMEA, Global Accounts

Chris Dobbyn (Americas) SVP, Corporate Development

For

per

sona

l use

onl

y

55


Australia and New Zealand Business OverviewPaul Perrett

Chief Operating Officer

For

per

sona

l use

onl

y

56

In 1H FY15 enterprise and new customer wins continue to drive growth and profitability

New Air Combat Capability (R8000 Facilities)

Wheatstone LNG project

Revenue up 14%

North West Rail Link

ANZNew Enterprise AgreementsKey Project Wins

15.1

17.2

9.7

11.6

1HFY14 1HFY15

ANZ

14%

Half on Half Financial Performance$ millions

21%11.2

16.9

Contribution up 21%

For

per

sona

l use

onl

y

57

Agenda for today: Provide context on our ANZ business

A snapshot of the impact on Australian construction industry

Strategic Overview

Account Management

Profile of our Account Management function for Enterprise Clients

International Developers

Opportunities to drive further penetration

Focus Segments

BidContender

Adding value to the Network

Strategic focus on ANZ market

Aconex in Action

A case study – working with international Chinese developers

For

per

sona

l use

onl

y

58

Experienced Team

Strategic Overview: Continue to transform the way projects are delivered in the ANZ construction industry

7 Offices with 63 staff

Sales: 33Service / Support: 30

• Continue to drive penetration in core ANZ market• Further embed Aconex in key enterprise accounts• Expand “share of wallet” through of new product set• Continue refining the sales model using a mix of Key account selling, inside sales, account management and a sophisticated marketing operation

• Set the regional benchmark for the quality and efficiency of service delivery

Strategy Overview

(1) Excludes $4.6 million BHP mining contract in ANZ.

Powerful Network

28,890 Companies11,904 Projects275,169 Users

For

per

sona

l use

onl

y

59

Aconex Account Management: A core capability to deliver to our enterprise customers

Objectives of the Account Management Service is to:• Ensure the commercial and operational success of the engagement• Drive the longevity of the partnership • Drive uptake of additional products and services

Strategic

• Corporate toolkit• Regular Meetings/ Feedback

• Standardisation• Success Measures

Engagement

• Approved Process• Escalation matrix• Implementation and training plans

Operational

• Risk , Issues and Concerns

• Agreement Management

• Product development updates

Commercial/Legal

• Project Value Consumption

• Agreement variations

• Project and Revenue reviews

4 Main Focus Areas

A snapshot of Account Management Function:• 104 Managed Accounts• 4,000 Open / Active Projects

• 8 dedicated Account Managers• A predictable and significant contribution to Aconex ANZ revenue

For

per

sona

l use

onl

y

60

Since 2010, BidContender has built a national network for collaboration through the bidding / tendering process

• Builders manage distribution of critical information to price project • Subcontractors respond if interested or not, and provide quotes • Organisations can find and connect with each other • Post award, integration with core Aconex platform (end to end tendering)

Rapidly Growing Network

• Over 48,000 registered (and ABN validated) organisations

• Over 1,000 organisations are paying for premium services

• Over 2 million unique connections across the networkF

or p

erso

nal u

se o

nly

61

1

2

3

4

5

Major infrastructure projects

Continue to drive enterprise engagements with T3 and T4 contractors

Key long term asset owners (local councils, utilities, retail)

Operations phase of major E&R programs

International developers and EPC firms

Focus segments to drive further penetrationF

or p

erso

nal u

se o

nly

62

Focus on Chinese Developers and EPCs in Australia, with some notable recent wins

Shayher Group(Taiwanese Dev.)

Wanda second largest developer in China

For

per

sona

l use

onl

y

63

Port of Melbourne Developments

Ongoing developments of Australia’s largest container port, 411 users, 278 organizations

Sunshine Coast University Hospital

$1.8 billion PPP, 20ha state-of-the-art tertiary teaching facility, 766,715 documents*

Eagle Downs Coal Project

Joint venture underground mine, potential to produce 8 million tonnes of coking coal annually

Christchurch City Council

Building consents and inspections project, 1,312 users, 613,226 documents*

* Documents, files, correspondence, decisions

Aconex in Action: A diversified set of projects and customers across every sector

For

per

sona

l use

onl

y

64

Featured Project:Roy Hill Mine, Newman, Australia | US $10B Value


Questions

For

per

sona

l use

onl

y

65


Asia Business OverviewPaul Perrett

Chief Operating Officer

For

per

sona

l use

onl

y

66

Asia accounts around 30% of the total global construction market, with a number of key high growth markets.

Need tight focus

• Complex (Large + # parties)• High perceived risk (JV, International, “first time”)

Collaboration Adoption CurveTop 10 Global Construction Markets*(USD Trillion 2013)

* Source: Global Construction 2025

Hong Kong

Singapore

Australia

KoreaChina

India

MalaysiaJapan

For

per

sona

l use

onl

y

67

Aconex has built a strong base of high profile customer references over 10 years.

Marina Bay Sands, Singapore

Singapore’s first casino, 2,500 hotel rooms, 3 entertainment venues, 38,593,093 documents*

Hong Kong International Airport

Midfield and North Satellite concourses, 109 organizations, 1,288,677 documents*

Delhi Airport Metro Express

$626 million train line from Indira Gandhi International Airport to City Centre, 607,601 documents*

Raffles City, Chongqing, China

Shopping mall with eight office, residential and hotel towersCompletion in 2017, $3.6bn value

* Documents, files, correspondence, decisions

For

per

sona

l use

onl

y

68

Operationally, Asia consists of 3 sub-‐regions with specific market focus.

Strategic Intent

1. Elevated strategic, operational and executive focus on China

2. Drive deeper into key ASEAN markets of SGP and Malaysia and actively target international investment into Indonesia

3. Continue targeting of international / Tier 1 targets in two key distinct segments:– Global North Asia EPCs– Regional O&G projects

Market Focus

North Asia

Greater China

South Asia

• 44 staff across YY offices

• 10 years in the regionFor

per

sona

l use

onl

y

69

China: Aconex has been in China since 2006 and has delivered many iconic projects.

For

per

sona

l use

onl

y

70

China is critical to the long-‐term growth and global positioning of Aconex for three reasons.

# 1Size of the market

# 2 Influence of Chinese developers on O/S

projects

# 3 Global importance of Chinese construction /

EPC firms

• Largest construction market in the world @ $1,800bn

• China overtook the USA in 2010

• Accounts for 18% of total global construction

• Housing sector slump, but infrastructure outlook strong

• Developers cashed up and casting net aggressively overseas

• More than $6bn of investments into US and Australia in 2014

• R&C sweet spots Australia, US, Canada, SG

• G&I / E&R focus in developing markets (i.e. Africa mining + Nicaragua Canal)

• Increasing execution influence on major global infrastructure projects

• China has the 4 largest contractors in the world and 7 of the top 20

• Now deliver $80bn annually of work outside their home markets, the most of any country

For

per

sona

l use

onl

y

71

We are executing against 3 targeted sales initiatives to drive long-‐term sales growth in the Chinese market.

Systematic Program to Target International

Projects

Focused Domestic Direct Sales Effort

Build a partner ecosystem

• Natural entry point for Aconex with strong VP

• Right time, given outbound trends

• Target both Chinese developers and EPCs (infrastructure projects)

• Diversify away from high-‐end residential

• Focus on “accessible segments”

• Maintain in-‐country operational hubs to support strategy

• Recently launched initiative

• Most SaaS businesses heavily partner driven in China

• Have recruited specific expertise to drive

For

per

sona

l use

onl

y

72

North Asia -‐ we have a narrow strategy to focus on the international projects of key T1 contractors / EPCs.

• Japan and Korea have disproportionate numbers of EPCs / Contractors that play major roles internationally – Large infrastructure and O&G– Heavy market involvement in ME, SE Asia and increasingly Australia

• Aconex strategy is to focus on this narrow customer segment on international projects

• High alignment with Tier 1 target account strategy• Utilising local partner mix and direct sales effort

Outbound EPC Focus

For

per

sona

l use

onl

y

73

Oil and Gas Segment Focus -‐ a lower oil price presents opportunities in Asia within specific segments.

• Many Asia producers are vertically integrated (insulated from price vertically)

• Lower oil price drives demand for fuel (refining) and competiveness of petrochem industry (plastics, polymers and paints)

• Additionally, lower energy prices positive for manufacturing export industries

Petro Chem

EPCs

Offshore

Pipelines

Positive outlook

Negative outlook

For

per

sona

l use

onl

y

74

Featured Project:Marina Bay Sands Casino Resort, Singapore


Questions

For

per

sona

l use

onl

y

75


Europe, Middle East and Africa Business OverviewHenry Jones

Senior Vice President, EMEA & Global Accounts

For

per

sona

l use

onl

y

76

Europe & Africa is currently a low growth market but opportunities exist with large contractors working globally

Market Environment• European construction growth is mixed but

overall slow – UK is leading the way but still low single-‐digit growth is expected

• Significant infrastructure investment required in Germany – opportunity to drive growth

• Africa is mixed – difficult conditions in South Africa but other countries growing over 10%, e.g. Mozambique, Angola, Kenya, Nigeria

• Significant international investment into for key infrastructure projects from China, Middle East and Turkey

Turkey

France

SpainItaly

UK

Algeria

South Africa

Primary Secondary

Partner

Aconex in EA• Started in the UK in 2003• 18 team members Germany

OpportunisticEurope & Africa: Growth Opportunities, Market Strategies

For

per

sona

l use

onl

y

77

Focus on the UK, infrastructure and global contractors

Current Focus for growth• UK• Large Infrastructure projects backed by

private foreign investors in Africa• European global construction leaders, e.g.

Dragados, Salini Impregilo, Hochtief, etc.

TurkeySpainItaly

UK

Algeria

Industry Segments

Germany

Primary Secondary

Partner OpportunisticEurope & Africa: Vertical Markets, Regional Focus

South Africa

For

per

sona

l use

onl

y

78

The Middle East has significant growth opportunities

Aconex in MEMarket Footprint

Market Environment in ME• Government spending is increasing• Lower oil price and stability concerns

tempering project spending• Large current account surplus• Population is growing• Large investment for Qatar World Cup

and Dubai Expo 2020• Commitment for investment in transport

and domestic infrastructure• 2015 predicted to be a record year for

new contract awards -‐ $172bn (MEED)

Iraq

EgyptKSA

Yemen

Oman

UAE

Qatar

Kuwait

Syria

Jordan

Lebanon

Excluded

• Started in the UAE in 2005• 39 team members

Primary Secondary

Remote OpportunisticMiddle East: Growth opportunities, Market strategies

For

per

sona

l use

onl

y

79

The UAE and Saudi are the key focus markets, with increasing enterprise customer wins

Industry Segments

Market Footprint

Current Focus for Growth• Maintain market leadership in UAE/Qatar• Continue to build penetration in Saudi

Arabia• Continued increase % of enterprise deals• Key agencies, e.g. GACA, Ashghal, MPW,

Qatar Rail• Key developers, e.g. Aldar, Meraas• Key contractors, e.g. SBG, Samsung, Hyundai

IranIraq

EgyptKSA

Yemen

Oman

UAE

Qatar

Kuwait

Syria

Jordan

Lebanon

C&R G&I E&R

Excluded

Primary Secondary

Remote Opportunistic

Middle East: Vertical Markets, Growth Drivers

For

per

sona

l use

onl

y

80

Featured Project:Battersea Power Station, London, U.K. | US $13.6B Value


Questions

For

per

sona

l use

onl

y

81


Americas Business OverviewChris Dobbyn

Senior Vice President, Corporate Development

For

per

sona

l use

onl

y

82

Americas accounts for 24% of global construction market, growing at 3-‐4% per annum

$1.1t*

$0.3b*

$0.5b*

Source: *Global Construction 2025^ BCG North American Infrastructure Leadership Forum, October 2014

Market Outlook• Expecting 3-‐4% CAGR across North & South America 2013-‐2018^

Strategic Intent• Replicate ANZ market penetration model over time

• Rigorous focus on:– Regions: Penetrate deeply into existing

regions -‐ Canada, US, Chile, Peru– Sectors: Tier 1 Infrastructure, Energy &

Resources, Power, Commercial– Global accounts: Become the standard

for key global leaders e.g. large EPCs, asset owners

– Projects: Begin with large complex projects to gain traction / demonstrate value in each sector with target accounts.

Americas Staff

Sales & Marketing: 30Client Operations: 18F

or p

erso

nal u

se o

nly

83

Driving success across key sectors

Commercial Construction• Retail; Hospitality; Mixed use• Developers; Tier 1 GCs• Westfield, MGM, McDonalds

Infrastructure• Transport; Airports; Health; Water• Authorities; Tier 1 EPCs & GCs• Denver RTD, VTA / Bechtel; Parsons -‐Mexico City Airport, Kiewit

Power• Traditional; Renewables• Large utilities; Tier 1 EPCs & GCs• AECOM/ URS, Manitoba Hydro, First Solar

Energy & Resources• Oil & Gas / Mining• Owners, Tier 1 EPCs• ExxonMobil, ConocoPhillips, Fluor, Enbridge, BHP, Glencore, Freeport McMoran

We are also leveraging our global footprint to target foreign investors developing projects in the Americas

For

per

sona

l use

onl

y

84

Positive market trends in play

Business Transformation

Fragmented Collaboration Market

Technology Trends

• SaaS & Cloud increasingly accepted

• BIM driving disruption • Mobile driving field productivity gains

• Increasing competitive pressures both locally and from international players

• Consolidation across EPC / Contractor Sector

• Generational workforce change

• Drive for enterprise efficiency, standardisation and insight

• Market remains open, no single dominant provider

• Legacy software / no system still largely the norm, large volume of manual practices still used

Aconex awareness in the market has dramatically increased over the last 4-‐5 years

For

per

sona

l use

onl

y

85

Strong team in place to execute

Marketing Client OperationsSales

• Strong sales management layer

• Good mix of Aconex, industry and software sales experience

• Emerging pre-‐sales consulting discipline

• Coordinated global key account management program

• Inside sales reps driving efficient demand generation

• CMO ex Salesforce.com• Strong online and field

marketing demand generation focus

• Senior industry product marketing expertise (ex Autodesk)se

• Senior long term Aconex leadership layer

• Good mix of industry and software capability

• Critical to driving initial project adoption and enterprise deals

For

per

sona

l use

onl

y

86

• Large and growing market• Rigorous focus on regions, segments and organisations• Significant and growing referencbility across all sectors with

global leaders• Experienced and capable team in place to execute

Platform for growth in the AmericasF

or p

erso

nal u

se o

nly

87 Trusted by the world’s largest projects

Featured Project:Seattle Tunnel State Route 99, U.S.A | US $1.4B Value

Questions

For

per

sona

l use

onl

y

88

For

per

sona

l use

onl

y