Breakthrough Trust Overview

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TABLE OF CONTENTS

BREAKTHROUGH GROWTH CORPORATION 3

5 PHASES THAT DEFINE OUR APPROACH 4

METHODOLOGY AND IMPLEMENTATION 5

SHORT BIO OF MARK RIVERS 6

APPENDICES 7

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BREAKTHROUGH GROWTH CORPORATION

We are a boutique strategic thinking – business transformation advisory services firm that has an established

and unrivalled record of being the catalyst for realizing quantum leaps in enterprise value, performance and

profitability in accelerated time frames. Our results tend to be defined and realized over an 18 month to 36 month period and to date our minimum performance increase has been 300% increase in enterprise value.

We achieve these through a unique methodology that combines Leadership Development, qualitative and

quantitative analysis, creative thinking and decision making with a select group of internal and external

subject matter experts, strategic thinkers and process managers. This team is made up of leaders who are vested in the success of the outcomes

The heart of our methodology is our “Dynamic Dialogue System” This provocative hypothesis driven debate is

the core of the process that cultivates a safe place for difficult discussions – from these discussions we uncover the natural core competencies and unique embedded value creation capabilities of individuals and the

corporation and align those with the unmet or frustrated needs of the buyer community – the customers,

employees and suppliers. Appendix 3 provides the framework for our proprietary management solutions approaches, which includes the Strategic Connections Framework and the 20/08 Deployment Model.

The result is typically a rapid rate of buy in by employees, customer adoption and deployment of the strategies and substantial increase in revenue, market share and profitability organically. When the leadership

is truly prepared to discuss and listen and is motivated to work through the difficult discussions the productive energy created and the quality of decisions made is exciting to see and experience not to mention the results

that are realized. For further reading and understanding our approaches and philosophy behind our

methodology, please refer to Appendix 2 for a summary of Fierce Conversations: Achieving Success at Work & in Life, One Conversation at a Time.

What seems to separate us from most of the organizations that use similar language and processes but

deliver average to disappointing results is a combination of the Founders approach, background and ability to

connect the dots uniquely in an accelerated time frame and facilitate the buy-in and courage of the key leaders in the organization to see the changes through

We are … unlike the old IBM advertisement are committed to being a part of the deployment and where

possible appreciate tying our compensation appropriately to the outcomes

Our background is rooted in twenty five years of hi-disclosure exposure and involvement with over 3000

leaders of some of the best run organizations in North America as the founder of Canada’s largest facilitated community of leaders and advisor and co-founder/advisor/partner of three of Canada’s most recognized

Leadership recognition communities; Canada`s 50 Best managed Companies Network, KPMG`s Quantum Shift Program and the Government of Ontario`s Wisdom Exchange – these unique forums two of them designed

and led by our founder have given him an ongoing inside access to some of Canada`s and North America

greatest leaders as well as frequent voice as their advisor, coach and strategist on a monthly basis for over 25 years. The business models, the strategies, the challenges and situations that he has been involved in are

diverse and immense. He has founded four different businesses including an investment bank, a Strategy consulting firm and has been engaged by shareholders and pension funds across North America to lead

shareholder activist work and lead the restoration of value in several public companies, he has served as

chairman and executive chairman and CEO of three different public companies listed on the TSE, he has taken companies private and has successfully led the turnaround in value and performance of extremely distressed

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companies in the defense, software, Aerospace, naval and Transportation industries, in his consulting and coaching capacity has facilitated strategies and leadership teams to projects that have achieved increases in

value of the companies of no less than 300 percent and several in excess of tens times their starting value inside 18 months with no acquisitions – achieved purely through strategies that drove organic growth

Many of those clients will credit him with having facilitated the creation of numerous millionaires and many

multi-millionaires

One person described him as having a special niche and ability to facilitate breakthroughs in champions

5 PHASES THAT DEFINE OUR APPROACH

The definition of insanity has been described by Albert Einstein as doing the same things over and over again and expecting different results. Arriving and achieving breakthrough results fits this: most organizations

approach these transitions and challenge with conventional one size fits all strategies.

At BGC, our methodology focuses on a set of principles that guarantees break through results 100% of the time if the leadership has the patience and courage to persist in the thinking process and then follow through.

We generally implement a phased approach that encompasses 5 Phases

Phase 1: Diagnostic A business model and internal financial performance analysis incorporating a diagnostic evaluation of the organization and its team, customer feedback, competitor assessment, market

segmentation, and disruptive and non-traditional competition and opportunities. The central output from this

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process is a core conflict the central issue that is holding back breakthrough performance and a hypothesis for converting that conflict into a breakthrough

Phase 2: Decision Making Is the information processing and decision-making phase, a portion of which – the philosophical foundation- can be staggered but done parallel to the diagnostic phase. The Hypothesis is

the catalyst and context for the discussions

There are three parts to the decision-making phase:

Philosophical Foundation

Strategic framework and decisions

Business model and validation

Phase 3: Leadership Development: Is completely parallel and that is the leadership coaching and development program for the CEO and senior executive – our proprietary “Leadership Vitality Road Map”

coupled with Facilitated Peer Advisory Learning and the actual thinking and decision making process itself are

the key pillars in our leadership development process (Please refer to Appendix 3)

Phase 4: Performance Management: Once the decision-making is complete and the initial direction has

been determined, the design and implementation of a performance measurement and management system is necessary for effective communication and implementation and management of the plan to ensure success –

this process visually articulates the decisions, the priorities and the responsibilities

Phase 5: Deployment: The real test to whether the team has truly comprehended and embraced the

changes in thinking and behavior is when they hit their first roll-out decisions. The discussions may have been

challenging and tense – but wait till the decisions have to made in real life not in the board room away from resisting staff and long term customers, or your team arrive at the precipice of stopping doing something that

has been agreed to but is almost cultural in its position and roll in the business (the way we have always done it). Another test and key transition is in communicating effectively to customers and staff the changes. A true

test of the leadership commitment is when a key long term player – a customer or a manager is one of the

changes that stands between breakthrough or not – These are areas where we are effective and valuable in supporting the roll out and changes - our roll at these points are often pivotal in experiencing the changes in

results or not

METHODOLOGY AND IMPLEMENTATION

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Optimum performance and value comes from harmony between leadership, the market drivers and needs and

the organizations responses, and the long-term needs of those responsible for delivering the responses – we support the life of the leader and help organizations optimize their intrinsic business value.

Our beliefs lead us to focus on:

Healthy Relationships – quality thinking and breakthrough results (Refer to Appendix 2 for PEO profile) if there is unstated hostility or conflict in a team the discussions necessary for business breakthrough can’t

happen – some can happen as a result of the process some – there has been too much water under the bridge!

Difficult Conversations in Safe Places - we are not looking for safe conversations but a safe place to have difficult conversations. Safe thinking usually produces dysfunctional conclusions; conflicted relationships and

sub-optimal results (Refer to Appendix 4 for ancillary information)

Achieving Breakthrough Insights - it is not about new or original thinking but about discovering,

articulating and aligning the unique truths embedded in every organization and the breakthrough insights hidden in the intuitive behavior that already exists. Innovation and breakthrough isn’t about doing something

totally new it’s about being better and “becoming a truly more original and authentic and relevant you” individual or corporation – most organizations fail or underperform because they innovate from their incompetence not their core competence -

Performance Management - The Balanced Scorecard - One of the keys to successful deployment and

realization of a plan is the ability to communicate and measure consistently and concisely the decisions. Most organizations have well developed historical and financial reporting capabilities, however in most cases the

reports and information reported on these do not inform management or those responsible for deploying the kind of forward looking insights required to act proactively, or even to correctly discern the cause or effect of

the results in the business. The challenge for every executive is to create systems and tools that allow the

people responsible for getting the job done to view and understand the business in similar ways that the senior executives see the business, and intuitively align their thinking, decisions and behavior with the intent

of the business overall

At BGC we use this proven system to guide the realignment exercise once the strategic decisions have been

made and then as a communication and roll-out tool to inform and empower the new strategy and the people responsible for implementing the new decisions

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SHORT BIO OF MARK RIVERS, CEO OF BGC

Mark Rivers can best be described as a visionary, a true Renaissance Man. He is the founder of PEO and a

pioneer in the concept of peer group leadership development. Mark is described by his peers and business associates as an exceptional leader and mentor. Mark has worked with over 3,000 senior executives during his

20 plus year career in teaching senior executives to think creatively through an open conversation as

individual leaders or as leaders in their respective organizations.

Today Mark is involved in leadership roles in several Canadian as well as International Companies He is the founder of Breakthrough Growth Corporation (BGC) and CEO Capital, companies focused on driving enhanced

organizational growth through groundbreaking strategic thinking and execution. BGC is a consulting group and CEO Capital deals with Mergers and Acquisitions as well as private equity investments.

Mark is originally from New Zealand but relocated to Canada almost 20 years ago. His Canadian career began with the founding and management of The 50 Best Managed Companies in the CEO Network for Arthur

Andersen (now run by Deloitte Consulting). As well, he is responsible for, launching the Government of Ontario's Wisdom Exchange. Mark had the privilege of working with Reader's Digest in the design and

implementation of the LITE Exchange (Leaders Influencing Today's Education) program helping identify,

recognize, and support best practices for educators across Canada.

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APPENDICES

APPENDIX 1: BGC proprietary management solutions: Strategic Connections, 20/08 Deployment Model, and

Leadership Vitality Framework

APPENDIX 2:

Overview of Presidents of Enterprising Organizations (PEO)

APPENDIX 3: A Leader’s Framework for Decision Making

BY: David J. Snowden and Mary E. Boone

APPENDIX 4: Summary of Fierce Conversations: Achieving Success at Work & in Life, One Conversation at a

Time BY: Susan Scott

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APPENDIX 1

BGC proprietary management solutions: Strategic Connections, 20/08 Deployment Model, and

Leadership Vitality Framework

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20/08 DEPLOYMENT MODEL

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BGC PROPREITARY LEADERSHIP VITALITY MODEL

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APPENDIX 2

Overview of PRESIDENTS OF ENTERPRISING ORGANIZATIONS (PEO)

WWW.PEO.NET

CONNECT with the leaders who are successful, driven, and like you, have an appetite for continuous learning and development. THINK with like-minded leaders in a safe environment where you and your peers will

challenge each other to solve existing issues and explore new ideas and opportunities. GROW by challenging,

or confirming, your own thinking and leveraging the experience of your peers and Advisors to become what you are capable of becoming.

PEO facilitates a skilled learning process and expands career networks. In an environment of growth, PEO’s

dynamic community of leaders guide companies committed to leadership excellence and organizational performance. They have been recognized in Canadian business through repeated selection as Best Managed

Companies, Entrepreneur of the Year and Canada’s Best Employers.

Even so, PEO’s vision is to improve the way leaders lead. PEO is committed to driving executive performance

through the right Connections, Thinking and Growth. The process is a proven success.

To sustain professional and business growth, PEO provides one of the most effective sounding boards for a

leader's toughest decisions with members challenged as never before. At PEO, connecting means that senior executives expand skills and learning, manage professional and personal journeys and overcome psychological

barriers, while emphatically improving organizational performance. With PEO, it’s never ‘lonely at the top.’

A sample of some of our members:

http://www.peo.net/

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APPENDIX 3

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APPENDIX 4

Breakthrough Trust Overview

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