Neogoma Engagement and Commercials (27092023

Engagement &
Commercials
27th September 2023
© 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This presentation, including all supporting materials,
is proprietary to Gartner, Inc. and/or its affiliates and is for the sole internal use of the intended recipients. Because this presentation may contain information that is confidential,
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❑ Executive Summary
❑ Gartner Analysts & Tech CEO Framework
Agenda ❑ Gartner Resources
❑ Commercial Options
❑ Next Steps
RESTRICTED DISTRIBUTION
2 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved.
Executive Summary
2023 Focus
1. Understanding the landscape to execute more effective Positioning, Competitive Differentiation, and Decision-making
2. To increase Demand generation, New business acquisition and Knowledge with Gartner
3. EFFECTIVE Marketing, Go-to-Market, and Expansion
4. How to position in front of enterprises, and access growing opportunities within an evolving landscape
Outcomes with Gartner Advisory

❑ Fundraising & Go-To-Market Strategy
❑ Competitive Intelligence and Market Insights
• Product launch (Tool Kits and Analyst Insight)
• Website and deck alignments
❑ Revenue Growth
• Sales approach to new logos
• Positioning in the market and increase in sales efficiency
❑ Market Differentiation and Positioning (Messaging and being in line with buyer profile)
• Guidance in positioning and messaging based on market conditions and criteria – especially for decision makers within small-mid, and
eventually large Enterprises
• Identifying differentiation and positioning in market to ensure they are well-expressed in sales and corporate Decks
• Ensuring decision makers resonate with the messages being put out
✓ LOW HANGING FRUITS AND OPPORTUNITIES**:

• How to target + monetize market effectively and built presence within enterprises
• Consistent revision of materials and positioning
• Customer segmentation
• Generating Demand to maximize client acquisition + accelerate growth
Gartner Analysts &
Tech CEO Framework
What are End-users asking Gartner?
Common Inquiry Questions
80% of Fortune 500 companies are Key vendors in the market?

Gartner clients and our role is to How to select the right vendor?
ensure we give vendors visibility Where should we be spending our IT Initiative budget?
into their customers’ needs/wants Please help us evaluate Vendor XX in the market?
Gartner’s Analysts Technology Analysts
Support on the following;
• Segment buyer needs

• Market timing
• Awareness
• IT Services
• Sourcing
• Technology trends
• Competitive insights
• Industries
What?
Technology
Market (Vertical) Analysts Technology CEO(Go-to-Market)

Support on the following; Support on the following;
• Market conditions How? • Growth decisions

• Customer priorities Where? • Scaling for Growth
Strategy &
• Customer pain points Market • Merger & Acquisition
Execution
• Forecasts / spending trends • Positioning & Messaging
• Competitive landscape • Product/Portfolio Management & Marketing
• Routes to market (channels)
• Sales enablement strategies
Gartner ROI & Outcomes
Present Neogoma’s offerings to the right analysts (Metaverse, AR/VR, MR/XR)
Present Neogoma’s offerings to the right analysts (Website review, Messaging, GTM, Channel Partnership, Demand Gen, Fundraising)
Present Neogoma’s offerings to the right analysts (Fundraising)
Use Cases
USE CASES
Reference Story
Singapore SaaS platform provider
“Partner” is a local Singapore SaaS Platform Provider that emphasized on growing their platform & Value-Added service offerings
GOAL: Grow existing business by 50% with a focus on Value-Added services within a 2 year timeline
Gartner and Partner Enterprise-Level Wins

Product Development/ In 2018 “Partner” won their
Gartner Market Validation first Multinational Partner
in the region
Insights 1. Leveraged Vendor Analysts, to identify the
1. Partner leveraged Gartner analysts’ technical capabilities they offered which filled a
experience, knowledge, and resources GAP in market
Revenue Growth
to have a clear understanding of these
blue chip vendors as well as their 2. Utilized Gartner’s Positioning Framework in 2018 vs 2017: -10%
conjunction with the support of analyst Neil
strengths and weaknesses
McMurchy to reduce the sauce in their 2019 vs 2018: 75%
Business messaging in order to differentiate their solution
2. Partner evaluated target industries
Challenges with Gartner analysts and realized that 3. Partner was provided insights by our
there is an issue with their positioning dedicated experts who only specializes in Positioning And
▪ Being a start-up, differentiating from and messaging communication advising their targeted industry Messaging
channels
Blue Chip Vendors in Singapore & the 1. “Partner” significantly reduced
region was important time-to-market(Phillipines &
3. Partner was given a detailed
analysis of the targeted industry and Indonesia)
▪ Clearly understanding what
what these End User clients were 2. Developed content strategy for
organizations(end-users) needed from
seeking for
Q3 2019 demand generation
mid-sized companies like them
3. “Partner’s’ website” was
reviewed by to ensure seamless
▪ Unclear view of potential ROI in
identified target industries & markets communication channels in
Q2 2019 messaging
Return on Investment
Q2 2018 “Without Gartner we would have never been able to convey our value proposition in a way
that would differentiate us from our competitors in the targeted market segments.” – CEO/
RESTRICTED DISTRIBUTION Co-Founder
Typical Startup heat map (<10m Revenue)
Cost to go-it- Cost of Cost

Services Impact yourself consultancies compounded
Building awareness + demand
generation
Positioning and Messaging 100k – 1m
(10% of ARR)
Understanding buyer persona
+ journey Urgent “While Gartner was perceived for years as a luxury service
for corporates, it’s now becoming an essential tool for
High
50 – 400k monthly early-stage startups. Gartner can be the lighthouse that
Fundraising strategy
Low helps small startup boats navigate the stormy ocean of
Per project: Total: vendors and technologies” – Liad Churchill, TechSee
50 – 100k 300-600K 800k-5m
(5-10% of ARR)
Competitive whitespacing
200k – 2m
Product strategy (pivot, scale) (20% ARR)
Building functional teams 100k – 1m
(per function per
GTM strategy market)
*Cost to startup can be spread across a number of years, depending on how aggressively it pushes these initiatives
Management/Leadership Framework provides access to research and
insights relevant to the Organization's overarching mandate
Product Strategy & Launch Customer Acquisition
Awareness
Competitive Pricing and Segmentation Messaging and
Market Research Product Strategy Product Launch and Demand
Intelligence Packaging and Positioning Storytelling
Generation
Develop and refine Prioritize segments Use channel, content
Determine market Develop a compelling Create and refine Create messaging
Identify gaps in repeatable and and define ideal and best practices to
attractiveness, needs product strategy licensing, pricing and and stories that
competitive solutions scalable launch customer profiles and aid customer
and whitespace and roadmap packaging options resonate w/ buyers
practices personas acquisition
Sales
Market Expansion
Effectiveness
Identify and execute Develop and evolve

expansion to adjacent, sales strategies,
vertical and geo processes and
markets enablement
Business Models and Partner and

Ecosystems Channel Strategies
Build and participate in Loïc Kobes Build, manage and

ecosystems and enable strategic,
alliances to drive CEO channel and
growth technology partners
Customer Customer
Attract and Key Performance Influencer
Exit Strategies Cost Management Managing Culture References and Retention and
Retain Talent Indicators Engagement
Advocacy Growth
Evaluate and Identify ways to Understand data Track and improve Build and cultivate Leverage customer Develop and refine
Implement strategies
prepare for M&A, manage costs to and trends in upon key operational customer success best strategies to
and actions to improve
IPO and other exit drive towards employee hiring and financial references and practices to retain evangelize to
employee performance
options profitability and retention benchmarks advocates and grow accounts influencers
15 Corporate
© 2022 Gartner, Develop.
Inc. and/or its affiliates. All rights reserved. Business Performance Management
First 90 Days (Focus Area)
Selling the problem that you are solving Shaping Gartner analyst view and its Exploit new markets/ Identify new use
product and services cases/ Product Development
Gartner
New Use
Cases ?
Healthcare Government
Banks Telco
Public
Sector
Tech
Oil &
Gas
Retail
Suggested first 90-Days Engagement Plan (*Tentative)
Oct 5th Dec 29th
Portal Walk Mapping The Next
Thru with th 3-months Priorities
Nov 30
Onboarding with Avi
Team 60-day Check-in
with Avi
Oct 9th
Sep 27th Website / content
Commercials Nov 20th
review with Adrian Dec 11th
with Avi Lee Oct 27th Nov 6th Differentiation
Positioning and Quantifying Dec 28th
(Sr Dr Analyst) Market maturity and Competitive Analysis Value proposition
appetite with Evan with Anushree Messaging in metaverse value
Brown (AP Analyst) Verma (Dr Analyst) Competitive Markets with with Marty Resnick strategy with Tuong
Derry Finkeldey (VP Analyst) Nguyen (Dr Analyst)
(VP Analyst)
October November December
Oct 30th Nov 27th Dec 18th

30-day Check-in Product roadmap review Channel partnership and
with Avi with Tuong Nguyen (Dr scale strategy with Neil
Analyst) McMurchy
Oct 23rd (VP Analyst)
Fundraising strategy Dec 4th
review with Customer
Raymond Paquet segmentation &
(DVP Analyst) profiling with
Oct 2nd Nov 13th Hank Barnes (DVP
Oct 16th Analyst)
Service Kick-off Demand generation
Customer buying planning with Mark
meeting requirements and
with Avi Stanyer (Sr Dr
challenges with Marty Analyst)
Resnick (VP Analyst)
*Subject to review and changes based on each one of your KPIs, milestones and availability.
Gartner Resources
Your Gartner Resources
Gartner Portal Gartner Experts Gartner Partner Finder Tool Gartner Events
1) Core Technology Research

1) Vendor Briefings(1-way)
2) Tech CEO Research 1) Finding Strategic Partners in different 1. One Gartner Summit
2) Inquiries(2-way)
3) Go-to-market Reports Region for expansion. ticket/year
3) Document Reviews
4) Market Landscape Reports 2. Priority Access to events
Gartner Peer Insights Gartner Account

Webinars Gartner Quote Team
Director
Listing your company on Gartner.com to get
19 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. reviews.
Aids in vendor evaluation decision making process
Commercial Options
Gartner Pricing / Payment Guideline
❑ Multi-year subscription model

❑ Seat-holder basis (Log-ins)
❑ Price increase YoY at 10% to 12%
❑All Pricing are exclusive of GST
❑ Standard Annual invoice terms of 30 days
❑ Gartner service starts on 1st of every month
Gartner Startup CEO Program
Deliverables Un-Metered Offering

Analyst Access Unlimited
Report Access Unlimited
Webinars Yes
Summit Event Access 1 Complimentary Pass
Vendor Briefing Yes
Peer Insights Yes
Partner Finder Yes
Approved Commercial Options for
Gartner for Gartner
StartupService
CEOs (Single Seat)
• Unmetered access to all research for CEO Year 1 Year 2 Year 3

Agreement Term
• Unlimited inquiry privileges with all Analyst for CEO Investment Investment Investment
• Peer Networking/ Peer Insights
• 1 Summit Ticket 3 Years USD 70,000 USD 75,000 USD 80,000
Approved Engagement Option for Neogoma (1 Complimentary Seat)

Gartner Service
• Unmetered access to all research for CEO Year 1 Year 2 Year 3

Agreement Term
• Unlimited inquiry privileges with all Analyst for CEO Investment Investment Investment
• Peer Networking/ Peer Insights
• 1 Summit Ticket 3 Years USD 60,000 USD 65,000 USD 70,000
- USD 30k + USD 75k (extra seat) savings

- 1 Extra Seat (Valued USD 25k Annually)
23 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. **2023 Pricing Approval Expires – 4th October 2023, Wednesday
Preferential Commercial Options for
Approved Engagement Option for Neogoma (1 Complimentary Seat)
Gartner Service Year 1

Agreement Term
• Unmetered access to all research for CEO Investment
• Unlimited inquiry privileges with all Analyst for CEO
• Peer Networking/ Peer Insights 1 Year USD 60,000
• 1 Summit Ticket
- 1x extra seat valued at USD 25k

**Preferential, customised pricing approval only granted for 1st October start date
- 2x High Tech News and Insights valued
at approx. USD 10k each
- Customised 1-year preferential pricing
Appendix
Client Reference (Video)
Discoverhow
Discover data.world’s
howdata.world’s
COO,Head
COO, HeadofofProduct
Product
Marketing
Marketingand andDirector
Directorofof
Product
ProductManagement
Management
leveraged
leveragedTechTechCEO’s
CEO’s
insights
insightsand
andadvice
advicetogether
together
and
andwith
withtheir
theirindividual
individual
teams.
teams.
Watch the Video
Watch the Video
http://vid.gartner.com/watch/RNHJBC
SNPG8B5oTupo6aMS?
Example Impact
Assessment
(Quarterly Report)
Executive Summary
Business Initiatives
Corporate Objectives Gartner Support
and Priorities/Challenges
1. Customer Acquisition via Demand Generation

- How can we elevate the conversation?
60% of our decision makers are; CFOs/COOs/CEOs • Lead generation best practices, ongoing data benchmarking
▪ Refining and cementing the - How can feed more effectively into marketing channels where and pivoting from traditional events
market positioning for K7 the C’suite is present? • Quarterly CFO benchmarking data and analysis
Challenge: “we’re bringing majority of leads ourselves” • Enterprise-wide executive engagement best practices with
▪ Devising K7’s offerings - How can we increase our pipeline? stakeholder specific mandates and content
differentiation factors and align - How to proactively assess verticals with the greatest
them to the right Product Market opportunities?
fit
2. Improving Sales Effectiveness
• Step by step services best practice in building a scalable sales
▪ Increasing Efficiency in Sales - How can we build a sales process and model?
process to accelerate your time to revenue in the current
Channels Challenge: referrals not as prominent as before
environment
- How can we de-risk our recurring revenue?
• Channel partner incentivisation tactics
▪ Improving Messaging in various Currently: 20-25% is repeat business, annually
• Monthly deals workshop to innovate and reprioritise business
Marketing Channels - How can we drive greater contributions from channel partners?
development efforts
Challenge: 40% of leads come from vendors
• Peer insights
3. Positioning and Messaging
• Access to analysis who cover emerging tech services players the
- How can we improve on the current flow of messaging
region
- How can we magnetise our marketing channels?
• Pricing intelligence specific to your sector to optimise margins
Value Delivered Additional Opportunities to Maximize Value
• Brand Awareness - Research feature • Vendor briefings with feedback loops

• RFP reviews
• Demand Generation Elevation
• Industry Insights
• Effective Messaging and Positioning – Competitive landscape
Past Engagements
Topic to be discussed. Owner Date Outcome
Relationship Review with CMOs Vijai, Ram 4-Feb-20 Next steps with Marketing team
Website Relook with team with a deadline to

Molly Beams on Website Review (Ref# 12599690) Vijai, Ram 11-Feb-20 complete changes.
To have a call with Peter Stekenas based on

Sent Tech CEO research + Suggested Peter Stekenas Puru, Kesevar 19-Feb-20 research and insight into market
Nat Smith on selling in this climate (Ref #12734248) Puru 27-Mar-20 Rework sales tools
Better understanding of the Covid

Marketing: Selling in COVID Emailed Vijai, Ram 7-Apr-20 environment. Relook at low hanging fruits
Gartner Framework for CEO Clients Emailed all 13-Apr-20 Continue to next steps
Pivot Forward Action Plan: Review Positioning and Messaging
Objective Critical Steps Client Activities Gartner support Timing Outcome
Review and ❑ Establish Owner: Marketing Leader Inquiry #1: Review of client’s priorities, Week 1 Gartner understanding of goals
edit product baseline ▪ Share information about current messaging challenges and goals and priorities in line with client
positioning strategy including: Top messaging priorities, current state
Challenges and Product marketing goals
to ensure it Inquiry #2(a): Market review of buyers’ needs Understand buyer needs and
resonates in ▪ Review Forecast Analysis: Global Recession and pain points pain points
new market Scenario & Forecast Alert for Market or Industry #2(b) Buyers’ tech requirements & problems
dynamic ▪ Review: Tech Professionals Planning Guides, overview with Tech Professionals experts
Solution Paths
❑ Review best ▪ Take High Tech CEO Score: Positioning, Client Document Review: Score module Week 2 Shared understanding of best
practices Messaging and Storytelling review and discussion on current view of practice approach and
Client positioning and messaging foundational research
▪ Review 4 Steps to a Differentiated Messaging
Team Foundation
❑ Analyst Deep ▪ Complete and submit Gartner Positioning Client Document Review: Week 2 Detailed feedback on existing
Dive on Framework for review by Gartner analyst Discuss client’s positioning framework also positioning. May require review
CEO, Positioning review notes from Inquiry #1 in preparation for and iterate follow up for
Marketing a thorough custom feedback session refinement.
Lead, ❑ Improve ▪ Submit sales and marketing collateral (draft or Client Document Review: Week 3 New positioning statement and
Product messaging final) that reflects messaging strategy. We suggest Client collateral provided and customized recommendations for cascading
Lead first meeting sales presentation. feedback session is conducted. through to messaging and
(Topics include: Persona messaging, Authentic storytelling
▪ Review written feedback, updated client collateral
for follow up. Submit client collateral for client storytelling, Portfolio messaging and Combining
document review as needed messages after M&A)
A parallel session can include Tech
Professional analysts’ perspectives as a final
VOC review
❑ Follow up ▪ Provide revised messaging and aggregated client Inquiry #3: Re-evaluate the new Messaging Ongoing Revised positioning based on
(ongoing) feedback and revise as needed. feedback and evolving market
developments
30 ▪ Schedule
© 2022 Gartner, Inc. and/or its affiliates. All rights reserved. follow-ups as needed
Tech CEO Action Plan: Demand Generation
Objective Critical steps Client activities Gartner support Timing Outcome
Use channel Define • Outline the objectives for this demand gen Inquiry #1: Review objectives & plans Week 1 Objective refinement,
content and Objectives activity viability and feasibility
best • Questions to answer: what (activity), when
practices to and for what intended result?
aid in
customer Segmentation • Define the buyer segments answering key Inquiry #2: Review segmentation outline/plan Week 2 Revised segmentation with
acquisition questions: Why? What? How? When? Who? more precise detail
• Review: Enhance Segmentation & Demand
Generation Efforts by Putting A Focus On
Target Audience Data
Develop the • Submit key demand generation collateral Client Document Review #1: customized Week 3-4 Minimum required content
content that creates the hook, draft value story, with feedback on client content first with the Tech CEO revised and ready for
targeted role/company from segmentation team and then with the ITL/CIO team launch
Client Inquiry #3: Discuss overall mkt needs with buyer
Team side Tech Professionals analysts
Inquiry #4: Discuss message relevance,
Marketing resonance, relation, results components, clarity,
Leader/ conviction, compulsion, content, creativity,
CMO comparison, commitment and congratulations!
Identify the • Determine outreach methods Inquiry #5: Review and recommend prioritizations Week 5 Who/how/when finalized
channels • Review: How Tech CEOs can Find Relevant (channel/method)
Channel Partners
Determine • Revisit objectives, hone objectives into Inquiry #6: Review results, suggested Week 6 Campaign initiative — kick
success metrics shorter term target goals improvements for next time off, review, lessons learned
& execute • Kick off and track progress
Review the • Continuous tracking of progress on: volume Inquiry #7: Review results, suggested Week 7 & Program
results of output/outreach, connection made, improvements for next time Ongoing refinements/adjustments,
opportunity identified, solution developed, Inquiry #8: weekly/monthly updates on progress, next efforts
RESTRICTED DISTRIBUTION deal qualified check-in calls
Tech CEO Action Plan: Competitive Intelligence
Identify gaps Current • Share information about direct and indirect Inquiry #1: Review of client’s understanding of Week 1 External competitive
in competitive competition competitors; expand to include indirect and landscape views
competitive position • Review Invest in the Critical Competitive substitute competition – with both Tech CEO &
solutions Intelligence Your Product Strategy Needs Tech Professionals analysts
Identify key • Review All related/relevant evaluation Inquiry #2(a): Discuss competitive landscape and Week 1 Strengths and
competitor research, including Magic Quadrant, Market key competitors weaknesses of
positions Share, Market Guides, Competitive #2(b): Discuss broader market unmet needs with competitors
Landscapes Tech Professionals analysts
• Review Gartner Peer Insights reviews
Client Analyze • Review and apply Inquiry #3(a): Discuss competitive landscape Week 2 Detailed feedback on
Team competitors Tech CEOs Must Improve the Quality of analysis; review notes from Inquiry #1 in current launch plan
Their Competitive Intelligence preparation for a thorough feedback session
CEO, Toolkit: How Tech CEOs Can Objectively #3(b): Discuss overall mkt landscape with buyer
Product Evaluate Competitors side Tech Professionals analysts
Lead,
Marketing Review and • If available, submit client competitive Client Document Review: Customized feedback Week 3 Actionable and defensible
Lead iterate competitor analysis/overview session on the following topics: competitor analysis
analysis • Performing SWOT analysis content assets
• Attacking weaknesses
• Mitigating strengths
First with the Tech CEO analyst & then with a
buyer Tech Professional analyst
Follow up • Schedule follow-ups as needed Inquiry #4: Evolution of competitive landscape and Ongoing Continued strengthening
(ongoing) • Provide periodic updates competitive action plans of product strategy
Page 1 of 2
Tech CEO Action Plan: Segmentation & Positioning
Prioritize Define criteria for how • Submit Segmentation Criteria: Sweet spot/target entity, Inquiry #1: discuss and review Week 1 Recommendations for
segments & to segment Buyer needs & wants, Reasons to buy, Competitive segmentation criteria with an establishing
create & alternatives, Identify differentiation; Internal Data Sources analyst segmentation/improving and
refine ideal targeting plans; Internal Data
customer • Review: A Practical Guide to Market Segmentation & Use Client Document Review: #1 Sources listed
profiles/ Narrow Segmentation to Compete Against Large Review segmentation criteria;
personas Providers as a Tech CEO Internal data sources
compendium
• Review Ignition Guide to Defining Customer
Client Segmentation as a Tech CEO
Team
Define the target • Build customer database and enhance/clean data using Inquiry #2: Reviewing notes Week 2 Segmentation approach
customer clientele demographics & most appropriate role from step 1, review common finalized
CEO,
threads across segments,
Product
• Create multiple segmentation views from firmographic finalize segmentation
Lead,
Marketing data and use case information to find common threads
Leader
Build solution-specific • Identify specific roles for desired/prior buyer including Inquiry $3: Review Week 3 Detailed feedback plan and
segmentation specified industries, company sizes and target roles segmentation plans next iteration
(this can create market
• Define questions to answer for personas and buying cycle research,
streams messaging/storytelling and/or
customer reference and
advocacy spin outs)
Page 2 of 2
Tech CEO Action Plan: Segmentation & Positioning

Expand into competitor • Submit target buyers, content questions and Client Document Review #2: Week 4 Target audience identified,
alternatives, addressable answers per buyer Buyers by industries, size per role; content Q&A developed
market and enhance • If using the Ignition Guide, Submit Persona content questions and answers Finalized Enterprise and
target roles/personas Design Tool Results Individual Persona
• Review: Tech Go-to-Market: Introducing Client Document Review #3:
Gartner's New Enterprise Personality Profiles Enterprise and Individual, Persona
for Improved Market Planning and Design Tool Results
Segmentation & Tech Go-to-Market:
Positioning Revisited
Develop and test • Test statements by role-specific, vertical and Client Document Review #4: Week 4-5 Positioning/Value statements
positioning statements contextualized Positioning statement with an developed
• Submit Positioning/Value statements by role, analyst; test for unique value
vertical proposition (UVP) & gaps if any
Establish the refinement ▪ Goal is to go beyond positioning statement Inquiry: Review and feedback: get Week 6 Feedback mechanism
process and keep momentum evolving specificity in results (for whom, by (internal and external) for how
when) positioning is resonating with
target segmentation
How Gartner Supports you on Product Launch?
Gartner’s GTM Toolkits : A Snapshot of what’s available ( Product Launch)
“No two provider organizations are the same, so this Toolkit is intended to
be directional rather than something "set in stone." The time frame and
scope of product launches will vary greatly based on the magnitude of the
launch, the maturity of the market you are targeting and even the type of
solution you are bringing to market.”
Some Analyst Support on your Product Launch?
Successful Product Launch
Market Entry Strategy and Validation

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Engagement &

27th September 2023

Outcomes with Gartner Advisory

✓ LOW HANGING FRUITS AND OPPORTUNITIES**:

Common Inquiry Questions

80% of Fortune 500 companies are Key vendors in the market?

• Segment buyer needs

Market (Vertical) Analysts Technology CEO(Go-to-Market)

• Market conditions How? • Growth decisions

Gartner and Partner Enterprise-Level Wins

Cost to go-it- Cost of Cost

Identify and execute Develop and evolve

Business Models and Partner and

Build and participate in Loïc Kobes Build, manage and

October November December

Oct 30th Nov 27th Dec 18th

1) Core Technology Research

Gartner Peer Insights Gartner Account

❑ Multi-year subscription model

Deliverables Un-Metered Offering

• Unmetered access to all research for CEO Year 1 Year 2 Year 3

Approved Engagement Option for Neogoma (1 Complimentary Seat)

• Unmetered access to all research for CEO Year 1 Year 2 Year 3

- USD 30k + USD 75k (extra seat) savings

Approved Engagement Option for Neogoma (1 Complimentary Seat)

Gartner Service Year 1

- 1x extra seat valued at USD 25k

1. Customer Acquisition via Demand Generation

Value Delivered Additional Opportunities to Maximize Value

• Brand Awareness - Research feature • Vendor briefings with feedback loops

Topic to be discussed. Owner Date Outcome

Website Relook with team with a deadline to

To have a call with Peter Stekenas based on

Better understanding of the Covid

Objective Critical steps Client activities Gartner support Timing Outcome

Objective Critical steps Client activities Gartner support Timing Outcome

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