Phicon Management Review & Workshop

Saturday May 1st 2010

04/21/23Ben Madugu

Where we are , want to be and How we will get there

Objectives

A common understanding of PHICON Corporation’s business

Strategies, goals and objectives. A common understanding of how the different parts are

knit together and how the team (s) work (s). An appreciation of each individual role and contribution Convergence of business ideas for synergy

04/21/23Ben Madugu

Agenda and Ground Rules

Preliminaries Business Review – Where we are, want to be and How we will

get there  Recess Workshop – Functional missions and Current Key Thrusts Round table business discussion /Questions Next steps, Round Up and Closing

04/21/23Ben Madugu

Everyone participates Speak briefly, no speeches we need to focus on the topical

areas. Be open and honest. It is okay to present problems; however, focus on solutions. Be specific and talk about your own experiences.

PHICON Vision

We will be a major corporate contender in the US health information industry by improving the functionality, efficiency and accuracy of clinical systems and practices. Consequently, we will reduce overall population health care cost, and bridge the gaps in health care disparities in the United Sates, thus providing the much needed boost to the health care delivery and economics to all

04/21/23Ben Madugu

PHICON Mission

We will employ technological ingenuity, proprietary methodologies and affordable information technology tools to improve standards in healthcare delivery for our clients and consumers.

04/21/23Ben Madugu

PHICON Mission Objectives

Within the next 5 years we aspire: 1.     To command up to a 20% market share of

ePersonal Health Record accounts in the United States.

2.     To own up to 5% of total market share of the ambulatory electronic medical record market (in dollar amounts).

3.     To develop and network PHICON’s products and services into a Regional Health Information Network.

4.     To develop the most competitive clinical decision support applications across the regional network.

5.     Service clients in up to 20 States

04/21/23Ben Madugu

Phicon Business Blueprint(Putting it all Together)

The map that all the organization elements will be built to:

Business CaseStrategic FrameworkValues & CultureOrganization (Roles and Responsibilities)Performance TrackingBest PracticesBusiness Support (Systems / Apps / Tools)LinkagesFacilities, Equipment and Delivery Vehicle

04/21/23Ben Madugu

Product Value Financial Overview (phiconEMR, phiconEBS, eIntakeForm)

ASSUMPTIONThese products adopt a similar Marketing & Sales approach.With 20 Sales representatives & Each Sales rep nailing accounts totaling 4 practitioners a month50% use our phiconEBS

04/21/23Ben Madugu

FINANCIAL VALUE of PRD GRP

Estimated Annual Sales : $9 millionEstimated earnings per share: 35 cents

Product Value Financial Overview (phiconPHR)

ASSUMPTIONSuccessful Mass Market Approach.Successful use of partnerships & deals for penetration300,000 subscribers

04/21/23Ben Madugu

FINANCIAL VALUE of PHR

Estimated Annual Sales : $10 millionEstimated earnings per share : 40 cents

Product Value Financial Overview (Training & Consulting Services)

ASSUMPTIONPhicon training center is up & running Train 10 - 20 participants a month

04/21/23Ben Madugu

•High Level Brand Awareness •Provides Foundation

•Estimated Annual Sales : $0.5 million•Estimated earnings per share : 5 cents

VALUE of Training & Consulting Services

Business Case

If everything works out as planned:

We should build a capacity to generate an annual Sales of $10 million within a year

Progress to and an annual Sales of $20 million within 2 years. This should increase exponentially thereafter.

Earnings per share should approach 80 cents by the third year.

04/21/23Ben Madugu

04/21/23Ben Madugu

Profitability / Performance based Models

Design and implement business and financial models that outline cost and profitability by service, product, market segmentation and effort.

Products & Services that “Wow” the CustomerphiconEMR, phiconEBS, phiconPHR, eIntakeForm, Superb Training , BPRTangible savings in costs, time and effort. Improves Healthcare quality and compliance. Satisfies Meaningful use requirements.

Operational Alignment (streamlining & synergies)Align operations and resources to efficiently support customer. and delivery efficienciesOptimized structures, dynamic sales machinery, use of power tools and world class methodologies

E-CommerceImplement IT Systems and e-Commerce platforms tailored to the Healthcare industry and customer segmentation.

Complementors / PartnersLeverage complementor and strategic partnership relationships.

KPI’sImplement a set of metrics (KPI’s) measuring tier / customer specific performance.

Value StreamingUse Value Streaming and Lean Methodologies in operational processes

Employee Development

Develop a world class employee training development program

Key Thrusts

Ingenuity, Creativity & InnovationDevelop product ,service and revenue initiatives in collaboration with customer and internal/external Complementors to chart new paths in healthcare delivery and support.

Strategic FrameworkBuild an organization of resources and systems that support our mission

(Tying it all together)

PHICON Values, Culture & Differentiating Competencies(Business Imperatives for Excellent Performance)

04/21/23Ben Madugu

Drive, Resilience & Tenacity Self Starter, Clarity of Goals,

Accountability Focus on tangible Delivery Customer Orientation Effective Communication Transparency Team Leadership, Team Commitment External & Business case Orientation Practical Creativity, Ingenuity Research & Analytical Power Learning and skills development

Organization(Roles, Responsibilities & Reporting lines)

04/21/23Ben Madugu

C h ie f M e d ic a l D ire c to rD r. W a yn e W e lls (E L T)

R e g io na l S a les (N E )R e g io na l S a le s M gr

E d w a rd B ro w n (E d d ie )

R e g ion a l S a lesR e g io na l S a le s M gr

S a le s O p s /A d m inS a les O ps /A dm in S p ec

T B D

R e g io na l S a les (N E )R e g io na l S a le s M gr

T B D

S a lesA ss .D ir o f S a les

E d w in R ic h a rd s o n (C h u ck)

P u b lic R e la tio nsS M P ub lic R e la tio ns

T e rica S c o tt

B ra nd in g & C rea tive A rtsB rd & C rt A rts S p e c ia list

A n ge la Joh ns on

M a rke tingA ss D ir o f M a rk e ting

T B D

IT In fra s truc tu reS M IT In fra s tru c tu re

K e nn y K u ku

A p p lic a tion s D e ve lo p m e ntW e b A p p lica tio ns A rch ite ct

T B D

D a tab a se A d m in is tra t ionD A ta ba se A d m in is tra to r

T B D

In fo rm a iton S ec u rityIn f S e c . a n d C om p M gr

A p p lic a tion s D e ve lo p m e ntW e b A p p lica tio ns A rch ite ct

T B D

IT S up p o rt S e rv ic esS u p p ort M gr

T e c h no lo gyC h ie f Te c h no lo g y O ffice r

T itu s O lo w oke re (E L T)

B u s in es s S tra te gyA ss D ir S tra te gy

T B D

P h icon T ra in in g C e n te r

In n ov a tio n & D e ve lo p m e nt

B u s ine s s E xc e lle n ceD ire c to r o f B u s in e ss E x ce lle n ce

E la in e A llison

Q u a lity A s su ra n ceQ u a lity A s s u rn ace M gr

T B D

P la n ing & P ro g re s s ing

S u pp lies

O p e ra tio nsA ss D ire c to r o f O p era tio ns

D e a n T o m lin s on

Im p P ro je c t M gr

Im p S p ec ia lis t / L e adN ke m U c he

Im p S p ec ia lis t / L e ad

Im p le m e n ta tionA ss D ir o f Im p lem e nta tion

S M M e d ic a l B illingA sh a O sazu w a

M e d ic a l B illingA ss D ir o f M e d ica l B illing

M a ria C a rlos

C u s tom e r S e rv iceC u s to m e r S e rvice M gr

S e rv ice D e live ryD ire c to r o f S e rv ic e D e liv e ry

TBD

A cco u n tingA cc ou n tin g M gr

F in an ce & A d m inA ss D ir o f F ian c e & A d m in

T B D (E L T )

H u m an R e so u rc esA ss D ir H R

C h ie f O p e ra tin g O ff ice rB e n M a d ug u (E L T)

P re s ide n t & C E OD r A n th o n y O lo n i

(E L T C h a ir)

A m in istra tiv e E x e c O ffic e rG e m m a C a lim e ri

L e ga l A ffa irsL e g a l A dv is er

S a m ue l A nd re w s

E xe L e ad e rsh ip T e am

PHICO N BO ARD O F DIRECTO RS

Administration

04/21/23Ben Madugu

Documented Business Policies, Processes & Procedures

Job Descriptions Clear Reporting lines Authority Schedules Documented Periodical Reports Performance Indicators Personal & Departmental Work plans Personal Development Plans Performance Reviews / Evaluation Disciplinary Procedures Incentive Awards

Performance Tracking(Use of Key Performance Indicators)

04/21/23Ben Madugu

Financial Operational Growth Developmental Relational Creativity

Tangible Measurable Achievable Assessable Integral Time bound

Best PracticePHICON Methodology

our system of excellent ways of doing things

04/21/23Ben Madugu

Business Support - Power Tools of the Business

(Systems / Apps / Productivity Tools)

04/21/23Ben Madugu

Linkages

04/21/23Ben Madugu

The Management of Linkages and interfaces can spell the difference between corporate success and failure.

Disconnects must be minimized Duplication of efforts and working at cross

purposes must be avoided entirely. Factors that impact the quality of linkages

include Communication, Structure, Process design, Training, Interface functions, Administrative procedures Support tools. (IT)

Functions directly responsible are: IT Business Excellence Operations HR COO

Facilities, Equipment and Delivery Vehicle

04/21/23Ben Madugu

Office Space IT Infrastructure – Servers, Modems, Routers. Computers Presentation equipment Telephone Internet presence, Online facilities Marketing Print materials / Business cards

Key Strengths & Accomplishments to date

04/21/23Ben Madugu

Enthusiasm & Commitment Viability of Products Caliber of Skills, Talents & Competencies Synergetic Collaboration of our knowledge &

skills Functionality operations despite our disperse

locations Corporate and Professional Approach. Space for Training Noticeable level of Brand Awareness Achieved all this on a shoe string budget. Moving forward despite high Turnover

Challenges still to overcome

04/21/23Ben Madugu

Complete Documentation of Processes and Key activities

Still building up the departments. Full fledged Office space Total Harmonization as a going concern. Finalize Implementation of ERP Everyone trained Generate Cash Flows

Short Recess

04/21/23Ben Madugu

04/21/23Ben Madugu

•Business Excellence (to include discourse on SMART)•Technology •Operations•Service Delivery / Implementation•Marketing •Sales

WorkshopDepartmental missions and Current Key

Thrusts

Business Excellence

04/21/23Ben Madugu

We will

Dept Mission

1

2

3

4

Current Key Thrusts

Technology  

04/21/23Ben Madugu

We will

Dept Mission

1

2

3

4

Current Key Thrusts

Operations

04/21/23Ben Madugu

We will

Dept Mission

1

2

3

4

Current Key Thrusts

Service Delivery

04/21/23Ben Madugu

We will

Dept Mission

1

2

3

4

Current Key Thrusts

Marketing

04/21/23Ben Madugu

We will

Dept Mission

1

2

3

4

Current Key Thrusts

Sales

04/21/23Ben Madugu

We will

Dept Mission

1

2

3

4

Current Key Thrusts