Welcome, Introduction and Overview Mike Durney · Welcome, Introduction and Overview Mike Durney...
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6/15/2015 1 Welcome, Introduction and Overview Mike Durney President and Chief Executive Officer Forward-Looking Statements This presentation contains forward-looking statements. You should not place undue reliance on those statements because they are subject to numerous uncertainties and factors relating to our operations and business environment, all of which are difficult to predict and many of which are beyond our control. Forward-looking statements include information without limitation concerning our possible or assumed future results of operations, including descriptions of our business strategy. These statements often include words such as “may,” “will,” “should,” “believe,” “expect,” “anticipate,” “intend,” “plan,” “estimate” or similar expressions. These statements are based on assumptions that we have made in light of our experience in the industry as well as our perceptions of historical trends, current conditions, expected future developments and other factors we believe are appropriate under the circumstances. Although we believe that these forward-looking statements are based on reasonable assumptions, you should be aware that many factors could affect our actual financial results or results of operations and could cause actual results to differ materially from those in the forward-looking statements. These factors include, but are not limited to, competition from existing and future competitors in the highly competitive market in which we operate, failure to adapt our business model to keep pace with rapid changes in the recruiting and career services business, failure to maintain and develop our reputation and brand recognition, failure to increase or maintain the number of customers who purchase recruitment packages, cyclicality or downturns in the economy or industries we serve, failure to attract qualified professionals to our websites or grow the number of qualified professionals who use our websites, failure to successfully identify or integrate acquisitions, U.S. and foreign government regulation of the Internet and taxation, our ability to borrow funds under our revolving credit facility or refinance our indebtedness and restrictions on our current and future operations under such indebtedness. These factors and others are discussed in more detail in the Company’s filings with the Securities and Exchange Commission, all of which are available on the Investor Relations page of our website at www.diceholdingsinc.com, including the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2013, under the headings “Risk Factors,” “Forward-Looking Statements” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations.” You should keep in mind that any forward-looking statement made by the Company or its representatives herein, or elsewhere, speaks only as of the date on which it is made. New risks and uncertainties come up from time to time, and it is impossible to predict these events or how they may affect us. We have no obligation to update any forward-looking statements after the date hereof, except as required by federal securities laws.
Transcript of Welcome, Introduction and Overview Mike Durney · Welcome, Introduction and Overview Mike Durney...
6/15/2015
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Welcome, Introduction and Overview
Mike Durney President and Chief Executive Officer
Forward-Looking Statements
This presentation contains forward-looking statements. You should not place undue reliance on those statements because they are
subject to numerous uncertainties and factors relating to our operations and business environment, all of which are difficult to predict and
many of which are beyond our control. Forward-looking statements include information without limitation concerning our possible or
assumed future results of operations, including descriptions of our business strategy. These statements often include words such as
“may,” “will,” “should,” “believe,” “expect,” “anticipate,” “intend,” “plan,” “estimate” or similar expressions. These statements are based on
assumptions that we have made in light of our experience in the industry as well as our perceptions of historical trends, current
conditions, expected future developments and other factors we believe are appropriate under the circumstances. Although we believe
that these forward-looking statements are based on reasonable assumptions, you should be aware that many factors could affect our
actual financial results or results of operations and could cause actual results to differ materially from those in the forward-looking
statements. These factors include, but are not limited to, competition from existing and future competitors in the highly competitive market
in which we operate, failure to adapt our business model to keep pace with rapid changes in the recruiting and career services business,
failure to maintain and develop our reputation and brand recognition, failure to increase or maintain the number of customers who
purchase recruitment packages, cyclicality or downturns in the economy or industries we serve, failure to attract qualified professionals to
our websites or grow the number of qualified professionals who use our websites, failure to successfully identify or integrate acquisitions,
U.S. and foreign government regulation of the Internet and taxation, our ability to borrow funds under our revolving credit facility or
refinance our indebtedness and restrictions on our current and future operations under such indebtedness. These factors and others are
discussed in more detail in the Company’s filings with the Securities and Exchange Commission, all of which are available on the Investor
Relations page of our website at www.diceholdingsinc.com, including the Company’s Annual Report on Form 10-K for the fiscal year
ended December 31, 2013, under the headings “Risk Factors,” “Forward-Looking Statements” and “Management’s Discussion and
Analysis of Financial Condition and Results of Operations.”
You should keep in mind that any forward-looking statement made by the Company or its representatives herein, or elsewhere, speaks
only as of the date on which it is made. New risks and uncertainties come up from time to time, and it is impossible to predict these
events or how they may affect us. We have no obligation to update any forward-looking statements after the date hereof, except as
required by federal securities laws.
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Who We Are
We are the leading provider of specialized websites and
services focused on select professional communities
We provide employers and recruiters with access to the most
qualified professionals in select and highly-skilled
occupations through our websites, products and services
We help professionals manage their careers by finding
relevant job opportunities and by building their knowledge
through original and community-shared content
Our Portfolio of Brands
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Goals for Today
Reintroduce the Company
Describe Our Strategic Initiatives
Update on Our Key Verticals
Articulate Our Growth Drivers
The Team
Tenure:
Mike Durney, President and Chief Executive Officer October 2013
John Roberts, Chief Financial Officer October 2013
Pam Bilash, SVP Human Resources January 2014
John Benson, Chief Strategy Officer June 2014
Klavs Miller, Chief Technology Officer January 2014
Howard Lee, Chief Executive Officer, Work Digital October 2012
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The Team — Brand Leaders
Shravan Goli, President, Dice March 2013
James Bennett, Managing Director, eFinancialCareers January 2008
Bob Melk, President, Rigzone November 2014
Bryan Bassett, Managing Director, Health eCareers January 2014
Jim Finn, Managing Director, Hcareers November 2013
Evan Lesser, Managing Director, ClearanceJobs March 2005
Josh Goodwin, Managing Director, Biospace January 2014
Gaurav Kuchhal, Managing Director, Slashdot Media February 2014
Topics
Our Transition
The Landscape
Our World View
Strategic Roadmap
Key Takeaways
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Initial Objectives (Q4 2013)
Improve Dice product, sales and marketing
Productize and monetize Work Digital assets
Expand market opportunity by extending product offerings
Create a culture of innovation
Leverage data and analytics to maximize vertical advantage
Improve our mobile offerings
What We‘ve Done
Enhanced our team
o Roughly one-third of employees worldwide joined over the
past year or so
Strengthened Dice product, sales and marketing
Invested in technology
Built a culture of high performance and innovation
Launched data and analytics products
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A New Name
Rationale for Name Change
Have evolved from purely being a tech-focused job board
with the addition of new brands and new markets
Now deliver products and services that extend beyond
traditional job posting and resume database services
Allows for new avenues of growth
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What DHI Represents
Evolution from one brand to a
multi-brand organization
Unifies all of our brands under
one umbrella
Embodies our focus on
Delivering Hire Insights to
employers and professionals
Provides Dice with its own
identity to serve tech market
DHI: Specialized, Vertical Leader
Specialized Focus
o Provide employers and professionals with products and services catered to
their specific industries and positions
o Save employers and professionals from having to ―sort through the clutter‖
Clear, Multi-Brand Business Strategy
o Today: Six distinct verticals
Tech, security clearance, financial services, energy, healthcare and
hospitality
Distinguished in our Core Businesses
o Leaders in each of our verticals
o Suite of innovative products and services
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The Landscape
HCM Industry: Three Core Functions
Source: Shea & Company HCM market analysis
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Talent Discovery & Acquisition Landscape
Pri
mari
ly
People
Searc
h &
matc
h
Pri
mari
ly
Job S
earc
h
Generalist Specialist
Large Opportunity for Complementary Growth
Source: Shea & Company HCM market analysis; Bulger HCM Industry Overview
Talent Acquisition
Job Boards
Sourcing
Social Sourcing
Contingent Labor
Recruiting & Onboarding
Assessments Virtual Interview
Screening
Onboarding
Applicant Tracking
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Broader and More Competitive Landscape
How We Compete
Provide the most efficient solution for recruiters
and employers
Deliver the most relevant career content in our
verticals
Utilize data and analytics to deliver specialized
insights
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Our World View
Our Belief of the Future
Greater competition for professional talent
Sourcing of talent will become more mainstream
Continued professional interest in career brands specific to
industry and skills
Talent attraction and retention becomes more of a strategic
priority for companies
o Need for more sophisticated and efficient recruitment and
talent management processes
Increased usage of Data and Analytics and need for Insights
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Core Focus
Areas Where We Can Win
Talent Acquisition
Sourcing Management
Career Management
Area of Focus: Talent Acquisition
Core of our businesses today
Continue to improve efficiency and effectiveness
of services
Increase value proposition through new products
and services
o Open Web, concierge services, skills data,
analytics, assessment (culture fit and skills), &
recruitment advertising network
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Area of Focus: Sourcing Management
Next generation recruitment product
Sourcing tools & talent pipeline management
Recruitment CRM
Combine talent sourcing and contact updating
with ongoing communication management
Area of Focus: Career Management
Assist Professionals Through the ‗Arc of Their Career‘
o Skills/industry-specific career management tools &
information
o Skills/industry-specific data & analysis
o ‗Career Turbo‘ app developed for tech pros
Engage professionals earlier in their career
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Strategic Roadmap
Strategic Goals
Increase efficiency, effectiveness, value & relevance in our core Talent
Acquisition products
Develop deeper, higher-value relationships with our customer and user
base
Enter the Sourcing Management market with unique combination of
Acquisition/Sourcing and Management/Pipelining
Pursue international expansion in select verticals
Productize our people-data marketing services
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Increase Reach, Efficiency and Effectiveness
Build Revenue Opportunity and Customer Loyalty
o Continue to improve product performance & capability
o Continue to improve and launch new versions of Open
Web and derivative products
o Pursue/develop businesses that increase recruiter
efficiency
o Continue to focus on mobile improvements
Deeper, Higher-Value Relationships
Help organizations find, engage with and recruit professional talent
working in specialized sectors or with specialized skills
o Enhance product appeal with actionable data & depth of analysis
o Provide services that make recruiters more effective
o Add services that focus on the ―right hire‖ in addition to the ―right
skills‖
Help professionals throughout their career lifecycle, not just with
finding a job
o Create products/services geared towards personalized career
management
CareerTurbo currently in development (Dice brand)
Includes salary information, career progression charts,
training options, matching jobs to skills, etc.
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Sourcing Management Market
Expand Sourcing Capabilities
o Launch versions of Open Web in other verticals
o Combine sourcing tool into talent pipeline
management
o Launch shift-focused product in healthcare
o Pursue/develop businesses that access
freelance and contingent/shift talent
International Expansion in Select Verticals
Rebrand and re-platform The IT Job Board onto Dice
Expand tech into other European markets and Asia
Pursue global expansion for other verticals, including Hospitality
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Leverage People-Data
Leverage people-data assets to develop marketing
and data services
Leverage existing client relationships &
strengthen B2B lead generation service with
people-data
Develop data enhancement services with the
FreshUp product
Key Takeaways
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Key Takeaways
Sufficient initiatives/opportunities in key brands for
near-term growth
Expanding Open Web important for further growth
Sourcing Management will provide opportunity to expand
market share
Data services an opportunity to grow outside
recruitment
Innovation Demo: Open Web
Howard Lee Chief Executive Officer, WorkDigital
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Elizabeth Schillo Senior Vice President of Sales, Dice
Shravan Goli President, Dice
Topics
Snapshot
Key Developments
Our World View
Growth Roadmap
Key Takeaways
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Dice Snapshot
1Q15 average monthly revenue per recruitment package customer: $1,076
(up 5% year-over-year)
1Q15 annual Open Web customers: 712
(up 251% year-over-year)
~ 86,000 job postings as of the end of May 2015
Searchable resumes: ~2.1 million (average daily count for Q1 2015)
~ 2.5 million unique monthly visitors (average for Q1 2015)
2014 Dice Revenue: ~ $116 million
89%
9%
2%
Recruitment Packages
Classifieds
Advertising
For FY 14
Revenue Distribution by Product Line
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Key Developments
Renewed Focus
Product Development: Modernize and innovate
Marketing: Lower acquisition costs, drive
engagement and increase brand awareness
Sales: Redefine overall sales approach, structure
and product portfolio
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Product: Modernize Core Products
Responsive site design
Improved user
experience
Mobile-first approach
Unified search and
profiles with Dice Open
Web and resume
Combined
Open Web
and resume results
Simple, accessible
contact information fits
into the recruiter‘s
workflow
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Q1 2014 Q1 2015
Applications
Up 35% Y/Y
Q1 2014 Q1 2015
Registrations
Up 47% Y/Y
Product: Modernized Experience Leading to
Better Engagement
Product Innovation: #Dice141 (Recruitment
Marketing)
Mobile-friendly
Social and viral
Utilizes big data
Results: 2x reach and
12x click-thru vs.
display
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Q1 2014 Q1 2015
Cost Per App
Down 8% Y/Y
Q1 2014 Q1 2015
Cost Per Reg
Down 24% Y/Y
Marketing: Driving Performance at Lower Cost
Increase Adoption
Webinars
Renewal Campaign
Online Marketing
CS & Account Mgmt.
Social/ Blogger
Outreach
Analytics and
Insights
Marketing: Driving Engagement for Open Web
Lifecycle marketing
programs
Comprehensive
feedback loop
New multi-point
renewal campaign
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Sales: Redefined the Team and Processes
Restructured sales organization and sales
leadership
Customer optimization strategy
Focus to provide strategic ROI to customer base
Sales solutions focused on solving customer needs
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Restructured Sales Organization and Sales
Leadership
Leadership focused on rep coaching and account
strategy
Modernized sales compensation
Increase in key metrics: director-level meetings,
product demos and account growth
Customer Optimization Strategy
Optimal Account Value Program o How does Dice fully address your tech recruiting needs?
o What is the value that Dice provides? What is the financial opportunity for Dice upon solving those needs?
Targeted approach: Fortune 1000 and Staffing 200 o How to maximize ROI to top opportunities
o How to engage users to find deeper value as they increase usage
Solution-based approach to align with client need and
metrics for success
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Drive Strategic ROI to Customer Base:
Integration into Customer Workflows
Over 135 Customer Integrations Completed!
Sales Solutions: Open Web
Access to new and
different candidates
Ability to validate skills
and engage with a
differentiated message
Strong focus on pipelining
talent
Over 700 customers
including:
Q1 2015 Q1 2014
Open Web Customers
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New Sales Solutions for Incremental Growth
Sourcing Concierge: Outsource pipelining to Dice‘s
tech specialists
Brand Max: Promote your tech employment brand
with your positions
Featured Jobs: Elevate key positions in
competitive markets
Sales Strategy Aimed at Growth
Growth via segmented sales strategy and
increased value
Re-productizing to align with customer measures
of success and ROI
Short-term experiences to grow long-term
customers
Investing in the right customers, the right way
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Staffing Direct Hire Collect as many candidates as possible
Success based on the quantity of potential applicants
Collect only the best candidates
Success based on the ideal fit for a specific role
Sales Strategy by Segment and Market
Specialize sales team to sell to staffing or direct hire
Increase penetration of large and mid-sized direct hiring companies
Build out global relationships with Fortune 1000 clients
Short-Term Experiences to Grow Long-Term
Customers
2-3 Month
Customer
Programs
Optimal
Value Trials
Business
Insights
Pay Per
Click Jobs
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Business Insights and Customer Education
REPORT Insights Details
Customer Success Management
Platinum, gold and silver
Engagement, product preview and onsite training
offered based on tier
Open Web subject matter experts
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Sales Key Takeaways
Deepen focus on solution selling by market to solve
customer needs and prove ROI through user workflow
Employer insights on the tech market is large
opportunity to educate and engage customers in new
ways
Optimize value that Dice provides across core product
and new products
Our World View
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U.S. Market: Tech Pro Demand is High
Unemployment Rate: 1.5% (lowest recorded since Apr. ‗07)
Highly Competitive Market
o High levels of turnover
o Candidate‘s market
o Importance of the negotiation process
Skills-based Market
o More important than ever to adopt new skills and drop old ones
o Match specific tech skills with a company that values them
Tech recruiting gaining momentum outside major tech hubs
Competitive Landscape is Evolving
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+30%
Direct Sourcing
-25%
Job Boards
-30%
Career Fairs,
Print, Walk-in
-30%
Referrals
Trends in Hiring
+90%
Corporate Site
Source: Source of Hire Survey Career Xroads Fall 2014
Sourcing will be the Dominant Paradigm
Growth Roadmap
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Job & Opportunity Discovery
Performing on the Job
Career Development
Strategy for Tech Pros: Focus on Arc of Their
Career
Continue to strengthen the core user experience o e.g. better, faster search and opportunity details
Introduce career management tools focused on the arc of their
career o Skills base and salary tools
o Career Turbo
Expand the perception of Dice to be a trusted name for tech pros
For Tech Pros: Strategic Priorities
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Learn how skills interrelate with
similar skills
Dice jobs data provides a window
Into the popularity of specific skills
over time
With Career Turbo, tech
pros can find new
opportunities, expand their
skills and discover their true
market value based on real
hiring data
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For Employers: Strategic Priorities
Increase Open Web penetration, adoption and retention
Grow the sales team to pursue opportunities in key markets
Expanding into HR value chain with new products
Evolve job advertising into recruitment branding and marketing
Expand the perception of Dice to stand for ALL technology
function roles
Scale the product portfolio to international markets
Open Web aligns with the
workflow of recruiters
There‘s a Chrome plugin
which provides access to
candidates right in the
browser and an iPad and
iPhone application
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New ROI-focused
dashboards allow customers
to see performance for job
posts, recruiting and
sourcing activities
Dice International Expansion
Rebrand The IT Job Board to Dice in all markets:
UK, Germany, the Netherlands and Belgium
Expand and grow Open Web
Utilize data and insights to improve the client
value proposition
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Future Growth: 3-Year View
Core products
o Talent match growth in single digits via customer acquisition
o Job postings model to evolve from slots to pay per performance
New products: Open Web, Sourcing Concierge and branding to
experience double-digit growth
New products: Sourcing management and recruitment marketing
solutions to drive additional growth
International: Expect to grow by scaling products from the U.S.
market into new markets
Key Takeaways
Strong demand expected to continue for tech professionals driven by broad-
based industry demand on a global scale
Competitive environment is more fragmented than ever before
Focusing on long-term engagement of tech professionals is key for continued
differentiation
Our strategy to invest in products for sourcing, sourcing management and
recruitment marketing will be key bets for growth
Dice is well-positioned to remain the best resource for:
o Technology professionals to accelerate their careers
o Employers to efficiently identify and attract top tech talent
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James Bennett Managing Director, eFinancialCareers and Data Services
Topics
Snapshot
Refocusing the Organization
Growth Roadmap
Key Takeaways
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Snapshot
Strong traffic ~1.4 mm unique visitors per month
(average for Q1 2015)
~9,300 job postings as of the end of May 2015
~1.4 mm searchable resumes (average for Q1 2015)
~1,500 annual recruitment and classified package
customers as of the end of May 2015
2014 Finance segment revenue: ~$37 million
Revenue Distribution by Product
For FY 14
70%
24%
[PERCENTAGE] Recruitment Package
Classified
Branding
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Global Footprint
Leadership in major financial centers
Operate across 20 markets in four languages
Offices in London, Singapore, New York, Hong
Kong, Shanghai, Frankfurt and Dubai
Market Conditions
UK
Steady improvement over the last two
years
Asia
Positive in the major financial
centers including Hong Kong,
Singapore, mainland China
U.S.
Better demand levels over last 18
months
EMEA
Environment mixed through 2014 and
2015
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The Recruitment Environment
Uncertainty surrounding regulation has eased
Levels of voluntary turnover increasing
Recruiter segment continues to be pressured as companies
look to reduce costs / source directly
Broadly, large direct employers have increased service
levels in-line with demand
Demand / hiring volumes stronger through 2014 and
continuing into 2015
Competitive Landscape
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Refocusing the
Organization
Functioning More Globally and Strategically
Team reorganization around global functional structure
Concentration around major financial services hubs
Investment in developing strategic markets, starting
with China
Marketing team restructuring
o Drive client performance
o Deliver client solutions
o Increase engagement
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Strengthening and Enhancing our Product Suite
Re-built platform from the ground up around service-based
architecture
Standardized core infrastructure to bring products to market
faster
Introduced Concierge Service (Q1 2014)
Launched Mandarin language site (Q4 2014)
Launched stand-alone Open Web platform for FinTech (Dec.
2014)
Sales: Data-Driven Approach
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Sales: Data-Driven Approach
Growth Roadmap
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Market Focus & Opportunity
HK, Singapore
France, Germany
Gulf
Opportunity
Dom
estic -
---
Inte
rnatio
na
l
India
China
Italy
Australia
Canada
Russia Ireland
South Africa
Nordics
UK US
Benelux
Switzerland
Brazil
Malaysia
Dom
estic -
---
Inte
rnatio
na
l
Requires language localization No presence currently
Regional Growth: 3-Year View
UK: Expect to maintain high single-digit growth
APAC: Expect higher growth rates than in the UK as
markets mature and we penetrate the opportunity in
China
US: Expect higher growth rates than in the UK as we
leverage the better environment and further penetrate
the opportunity
EMEA: Expect lower single-digit growth, with most growth
likely to come from Germany and France
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Growth Strategy: Core Markets
Further develop the U.S. market, particularly outside New York
Build out global relationships with key clients
Increase penetration of large and mid-sized direct hiring and
recruitment agencies
Develop small to mid-sized direct hiring and recruiting firms
Customer acquisition opportunity is large
o Large and mid-sized recruitment agency sector
o Professional services, insurance, wealth management and
Fintech are all under-developed
Growth Strategy: Under-Penetrated Markets
Strengthen positions in France and Germany
o Bulk of European opportunity
o Dominance in these markets will benefit other
Continental European markets
Develop mainland China beyond ‗international‘ talent
Develop additional products
o Help clients manage their employment brands
o Target talent ‗wherever they are‘
o Increase efficiency and extend recruitment resources
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Key Takeaways
Competitive environment is more fragmented than before the financial crisis
Adding additional products and services for professionals and customers is key
Strengthening and expanding our market reach, both in our core and under-
penetrated markets, is crucial
Data and insights present big opportunity
eFinancialCareers is well-positioned to continue to be the best resource for:
o Financial Services professionals to chart and further their careers
o Financial Services firms to efficiently engage and recruit the best talent
Break
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Customer Panel
Innovation Demo: FreshUp, Event Graph and
Workforce Analytics
Howard Lee Chief Executive Officer, WorkDigital
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Data Services Business Review
James Bennett Managing Director, eFinancialCareers and Data Services
Supporting Innovation across DHI
Discover and engage with hard-to-find talent
Update and re-engage with inactive professionals
Develop and understand industry skills
Support and strengthen new product initiatives
o getTalent
o Workforce Analytics
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Driving Value Beyond Talent
Customer Data Enrichment
o Update stale customer data
o Append additional data
o Add social media handles
Lead Generation and Social Media Targeting
Event Monitoring and Insights
Case Study: Large IT Services Vendor
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Case Study: CRM Platform
Case Study: Tech Market Research Event
Extracted the Twitter handles of 25,000 IT decision makers based in the UK, DACH, France, Benelux and Nordic countries
Built targeted Twitter campaign to generate interest in the client‘s event
The campaign generated 12,000 impressions and 560 clicks
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Case Study: EventGraph
EventGraph monitored the check-ins at Westgate Las Vegas
during CES 2015
160K real-time insights (Tweets)
37.8K unique profiles discovered
4,760+ attendees with more than two social media profiles
o 53% of attendee profiles had company information
o 97% of attendee profiles had job titles
o 48% of of attendee profiles shared personal interests
Key Takeaways
Rich profile data has multiple uses
Supports existing recruitment verticals and offers a
route into new ones
Amount of publicly-available data is continually
increasing
Significant opportunity to leverage people-data, both
within and beyond recruitment
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Bob Melk President, Rigzone
Topics
Snapshot
Market Conditions
Positioning for the Longer-Term
Key Takeaways
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Snapshot
~ 1.35 million unique monthly visitors for the month of May
Over 11.5 million monthly page views
~6,300 job postings as of the end of May 2015
~1.9 million searchable CV/Resumes as of the end of March 2015
~700 Career Center customers as of May 2015
2014 Energy Segment Revenue: ~$30 million
Company Overview
Largest oil and gas recruitment database in the world with
the March integration of OilCareers into the Rigzone
platform
Deliver news, content, data, advertising and career
services to employers, recruiters and professionals
Operate in all major oil and gas markets across the globe,
with offices in Houston, Aberdeen, London, Singapore
Dubai, and Perth
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Revenue Distribution by Product
For FY 14
67%
17%
7% 5% 4%
Career Center
Advertising
Data Services
Events
Other
Largest Oil & Gas Recruitment Database in
the World
As of the end of Q1 2015
xxx
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Competitive Landscape
Recent Enhancements
Integrated Rigzone and OilCareers (March 2015)
Improved the user experience and user
engagement with brand refresh and new site
design
Grew data services business through global
product and sales development
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Market Conditions
Poor Market Conditions Negatively Impacting
Recruitment
Job cuts have now reached 120,000 (Swift)
Global Offshore Rig count down ~8% since October, with
potential to drop another 30% by May of 2016
(Rigzone/Riglogix). NA Onshore Rig counts have dropped
by 53% since October (Baker Hughes)
M&A activity continues
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Adjustments Due to Market Volatility
Source: Rigzone June 2015 Global Hiring Survey
Impact of Market Conditions on Our Business
Historically, significant changes in the price of oil have
caused the industry to dramatically curtail recruitment
Continue to see negative impact on recruitment and
recruitment advertising activity from further deterioration
in the overall market
Continue to receive announcements on contract deferrals
Brand advertising and data services have been relatively
stable
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Commitment to Long-Term Position
Well-positioned to capture long-term growth when market
conditions and recruiting activity starts to recover
Remain confident in our overall opportunity in the
marketplace longer-term despite cyclical headwinds
‗The Great Crew Change‘ leading to a skills gap and shortage
of supply
Client feedback suggests expectation for recovery of
recruitment activity when market stabilizes
o Anecdotal customer feedback has become incrementally
more positive regarding 2016 recruitment plans
Positioning for the
Longer-Term
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Strategic Business Priorities
Strengthening core products o GEO location
o Responsive site design
Improve client retention and new business opportunities
o Enriching our client offering with data analytics
Launch our own version of the Open Web product
Create high-value products and services
o Leveraging both existing and new data sets
Execute content syndication and distribution plan
o Including social media and further mobile app development
Expanding the Data Services Product Suite
Further enhancements to RigLogix
RigOutlook preview edition released with new landing
page
Rollout of a new data service product, RigVantage
(October 2015)
o Unique view of the rig market based on equipment
capabilities
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RigLogix at a Glance
RigOutlook at a Glance
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Growth Strategy
Build Rigzone Brand in OilCareers‘ Markets
Partnership Development o Exclusive agreements with key industry associations in both core and growth
markets
Extend Career Content and Expand International Editorial Coverage
o Through realignment and modest resource growth, Rigzone expects to
increase international coverage by 20% year-over-year in 2015
Strengthen Sales & Marketing
o Enhanced localized engagement within APAC and ME
o Enablement of customized data analytics for global sales team
Key Takeaways
Market conditions continue to negatively impact recruitment and
advertising activity
Remain confident in the overall opportunity in the energy sector
longer-term
Continue to focus on positioning the business for the longer-term
o Strengthening the core
o Building our data services offerings
Continue to serve as a lead recruitment and career resource for oil
and gas employers and professionals
o Largest oil and gas recruitment database in the world
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Bryan Bassett Managing Director, Health eCareers
Snapshot
Refocusing the Organization
Growth Roadmap
New Products
New Branding
Key Takeaways
Topics
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Healthcare Segment: Health eCareers + HealthCallings + BioSpace
2014 Healthcare Segment Revenue: ~$27 million
OnTargetJobs acquisition (Nov. ‘13)
May 2015: 703 clients with contracts above $3k
Monthly Metrics: ~ 13k jobs, 670k unique visitors, 5.6 apps per job
100 medical association partnerships
Snapshot
Revenue Distribution by Product
For FY14
89%
4% 5% 2%
Job Postings
Resume access
Advertising
Other
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0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
Jan '1
0
Apr
'10
July
'10
Oct
'10
Jan '1
1
Apr
'11
Jul '1
1
Oct
'11
Jan '1
2
Apr
'12
July
'12
Oct
'12
Jan '1
3
Apr
'13
Jul '1
3
Oct
'13
Jan '1
4
Apr
'14
Jul '1
4
Oct
'14
Jan '1
5
Apr'15
Healthcare: Unemployment Rate (2010-2015)
Growth in 110 of last 112 months
Decline in unemployment rates since
recession
Impact of the Affordable Care Act
o 10 million net newly insured
(WSJ June ‘15)
Aging population
Aging medical workforce
Market Consolidation
o Hospitals employ nearly 50% of
physicians
o 19% of hospitals & 22% of beds
owned and/or managed by 25
systems
Overall Attractive Market Landscape
Specialist
brand, relevance
Social
outreach, scale,
data, engagement
Channel
100% association focused
Aggregator
pay for performance
Competitive Landscape
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Refocusing The
Organization
Built a new team with:
o New Marketing, Product, Software Development
and Partnership roles
o Broad outside experience
o Deep functional expertise
o Strong customer focus
New Leadership Team
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Sales Restructuring and Refocusing
Drive performance with marketing
support and metrics
Collaborate in product roadmap
Align royalty agreements to partner
value and capability (up or down)
Exit unproductive partnerships
Business development focus on marquis
brand partners
Realigned Association Partnerships
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Growth Roadmap
Conducted customer research to better address market needs
o Recruiters‘ perspective:
Effective way to target association members
Produced good results
Utilized for hard-to-fill positions
Too expensive for all positions
Sought better ROI data
Need better branding opportunities
o Professionals‘ perspective:
Desire large, relevant inventory & local selection
More employer detail
Easy apply with feedback loop
Customer Insights Customer Insights
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Customer Segments:
U.S.
Hospitals
Ambulatory Care
Nursing Homes & Residential care
Retail Pharmacy
Full time/ part time and 1099 employment
Four Professional Segments
Clinical Non-Clinical
Where not to play:
International
Insurance
Pharma & Device
Related Industries
1.Physician, Advance Practice
Nursing and Physician Assistant
2.Nursing & Allied Techs,
Therapists, Pharmacists and
Other Clinical
3.Executive Management
4.Administration, Operations,
Facilities and Other Non-Clinical
Educati
on L
evel >
Addressable Business Segments
1
2
3
4
Physician
Advance Practice Nursing
Physician Assistant
Nursing & Allied
Techs & Therapists
Pharmacists
Other Clinical
Executive Manager
Administration
Operations
Facilities
Other Non-Clinical
Segment Strategies
Association Channel Partners
SEO
Education Channel Partners
UX & Brand
Temp Product
Temp Product
SEO
Education Channel Partners
Association Channel Partners
UX & Brand
Improve apply process (ATS)
Cross Post to DHI
Association Channel Partners
SEO
UX & Brand
Cross Post to DHI
SEO
UX & Brand
Improve apply process (ATS)
Strategies to Address Key Business Segments
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Revise Pricing Model to Capture All Jobs
Provide Robust Employer Branding Tools
Support Temp Staffing Needs
Deliver Qualified Applies
Make it Easy
Be Preferred Partner for All Health Jobs
New Products
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CUSTOM DESIGN GREAT PLACES TO WORK! MULTIMEDIA PROFILE
Spotlight: Employer Branding Suite Rich employer content for job seekers
Health Professionals
Locum tenens, travel nurses, per
diem and contract workers
Customers
Free to post; pay-per-apply
Set monthly contract-level and/or
shift-level spend limits
Shift: Mobile Platform for Temp Hires
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Soft Launch:
3,500 shifts
3,000 registered
healthcare
professionals
Shift: Pilot Performance
Premium position in pay for performance model
Pay only for candidate applies that match minimum requirements.
PPQA: Pay Per Qualified Applicant
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Health eCareers verifies applicant qualifications on every apply. If the apply does not
meets criteria, the employer is notified but does not receive the application.
Non-qualified applicants receive an email notification with links to appropriate jobs.
PPQA: Pay Per Qualified Applicant
New Branding
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Health eCareers 2015 Healthcare Monthly Business Review 22
Home Page Design
CONFIDENTIAL - For Internal Use Only
Brand Repositioning: Health eCareers
Growth: 3-Year View
Expect healthy growth to continue driven in part by
favorable market conditions
Expansion of nursing/allied/admin segment is a primary
driver
Significant contribution from temporary staffing segment
Pricing impact contingent on ability to drive results
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Healthy market environment: low
unemployment rates, high need
Building a high performing organization
Capitalizing on strong market opportunities
Developing a robust product pipeline to
address customer needs
Key Takeaways
Innovation Demo: getTalent
Shravan Goli President, Dice
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STRATEGIC TALENT
PIPELINING A DHI Service
Shravan Goli
President, Dice
Presentation for
FARMING TALENT PLAYS THE LONG GAME
ARE YOU A FARMER OR ARE YOU A FIREFIGHTER
?
TALENT SOURCING: THE LONG GAME VERSUS
SHORT STRATEGIC SOURCING REQUIRES THE NURTURING OF CANDIDATES
156
Farming talent means building and marketing your brand, not just a single job opening.
Your pre-applicant recruiting strategy needs to focus on initiating and nurturing
relationships with candidates prior to talent needs, not in response to job openings.
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The modern web provides
candidates with almost
unlimited information about
which companies are out
there
CANDIDATES HAVE CHOICES
c
ARE YOU EFFECTIVELY SELLING YOUR COMPANY? MARKETING TO CANDIDATES IS ABOUT MORE THAN JOB ADVERTISEMENTS
157
Candidates are always judging potential
employers based on their brand and
communications, which in turn influence
career decisions
IT’S A CANDIDATES’ MARKETPLACE
Companies that focus hiring
messages only on candidates who
have already applied for jobs miss
opportunities to talk to other career-
minded candidates
GO BEYOND JOB APPLICANTS
By engaging with pre-application
candidates, companies create
opportunities to sell their culture,
brand, value, and benefits
TALENT FARMING IS ABOUT RELATIONSHIPS
Building meaningful interactions
with career-minded candidates over
time turns qualified prospects into
job applicants and hires
CONVERT CANDIDATE LEADS TO HIRES
Build Your Talent Pipeline
Import candidates from any
source and getTalent will
build full profiles for each
candidate from Open Web
technology
Understand And Segment Your Pipeline
Search, group, and organize
your talent pipeline into
meaningful categories;
Open Web refreshes
candidate info
Engage To Keep Your Talent Pool Warm
Send targeted emails to
smart lists and track results;
and coming soon, engage
with candidates via social
channels
Analyze Campaign Results in Detail
Review campaign results,
compare metrics against
similar employers, predict
future campaigns’ success
FOUR KEY SERVICE ELEMENTS POWERFUL TOOLS BUILT FOR STRATEGIC TALENT PIPELINE MANAGEMENT
1
5
8 158
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Chief Financial Officer
Financial Overview
John Roberts
Topics
Overview of Business Model
Financial Performance
Investing for Growth
Capital Allocation
Key Takeaways
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Overview of Business Model
Consistent, subscription-based model
Diversified portfolio of brands
High EBITDA margins even while investing for growth
Mid-90‘s incremental margin
Strong, consistent cash flow generation
Financial Performance
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Revenue and Adjusted EBITDA Profile
$52.1
$77.6 $77.4 $72.6 $84.3 $77-$82
$129.0
$179.1
$195.4
$213.5
$262.6 $263-$271
2010A 2011A 2012A 2013A 2014A 2015E
Adjusted EBITDA Revenue
($mm)
Note: Revenues and Adjusted EBITDA not adjusted for acquisitions.
Growth Through Strategic Acquisitions
$129.0
$179.1 $195.4
$213.5
$262.6
2010A 2011A 2012A 2013A 2014A
FY09 Base Revenue from Acquired Companies
($ mm)
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Revenues by Segment
$129.0
$179.1
$195.4
$213.5
$262.6 $263-$271
2010 2011 2012 2013 2014 2015E
Tech & Clearance Finance Energy Healthcare Hospitality Corp & Other
($ mm)
Investing for Growth
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Investments in Acquisitions
Rigzone (2010)
o Expansion into the energy business
Slashdot (2012)
o Expansion into the media business
Work Digital (2012)
o ‗Acqui-hire‘
The IT Job Board (2013)
o Scale Dice into international markets
onTargetjobs (2013)
o Expansion into healthcare and hospitality verticals
OilCareers (2014)
o Expand Rigzone presence in non-US markets
Investments in the Core Business
Dice
o Product, technology, sales and infrastructure
Work Digital
o Open Web
o Product development
o Scaling innovation across our brands
Healthcare
o Building the management team
Product development
o Shift
o PPQA
o Data Services
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Investing for Growth
Mid-to-high single-digit revenue growth
Leverage from sales growth
Investment spending levels off
Adjusted EBITDA margin in the mid-30s
How Do We Get There?
Strengthen core products and services
o Improve customer ROI and increase engagement
o International expansion (i.e. - Dice and HCareers)
o Expand Open Web and other current offerings
New products and services to expand our addressable market
o Expand sourcing products and capabilities
o Healthcare Shift product
Expand into Data Services beyond Talent
Leverage from investments already made
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Capital Allocation
Capital Allocation Strategy
Reinvest in our core business and pursue M&A opportunities to
create value and generate growth
Ongoing evaluation of liquidity needs to protect against
downturns or take advantage of opportunities
Continue to deploy excess cash to shareholders
Business is capital-light and generates strong cash flow, which
allows for flexibility to reinvest, return cash to shareholders
and pursue acquisitions
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Strong Free Cash Flow Generation
$42.4
$56.7
$48.8
$38.8
$46.8
2010A 2011A 2012A 2013A 2014A
($mm)
Continue to Return Cash to Shareholders
Repurchased
~$186 million
worth of stock
vs. ~$208 million
in free cash flow
cumulatively
through the end
Q1 2015
17% decline in
the number of
shares from 2011
to 2014
-
10.0
20.0
30.0
40.0
50.0
60.0
70.0
2011A 2012A 2013A 2014A
Buyback Free Cash Flow
($ mm)
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Setting the Acquisition Bar Higher
Bar is higher than it has been historically
Larger company today – takes more to move the
needle
Acquisition focus on: o Expanding deeper into the recruitment funnel
o Complementary products and technologies
o Geographic expansion
KEY TAKEAWAYS
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Key Takeaways
Investments focused on driving organic revenue
growth
Investment spending leveling off to provide expanding
margins heading into 2016
Strong free cash flow generation
Acquisitions remain a priority but the bar is higher
Summary
Mike Durney President and Chief Executive Officer
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Sufficient initiatives/opportunities in key brands for
near-term growth
Expanding Open Web important for further growth
Sourcing Management will provide opportunity to expand
market share
Data services an opportunity to grow outside
recruitment
Key Takeaways
Lunch and Q&A
