Slide 1: Management Presentation July 2023
Exhibit 99.1 Management Presentation July 2023
Slide 2: Disclaimer (1/2)
Disclaimer…(1/2) This presentation contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include all statements that are not historical facts, and further include, without limitation, statements reflecting our curr
Slide 3: Disclaimer (2/2)
…Disclaimer (2/2) Use of Projections This Presentation contains financial forecasts for the Company with respect to certain financial results for the Company’s fiscal years 2020 through 2025. Neither WWAC’s nor Company’s independent auditors have audited, studied, reviewed, compiled or performed any
Slide 4: Executive Summary – Today's Presenters
Executive Summary – Today’s Presenters P A Sudhir Ajay Khare Daniel Webb Chief Revenue Officer, COO - US CEO and Director Group Chief Executive Officer 30+ years experience in auditing, consulting, Extensive business operations experience and Previously a technology investment banker at M&A, busines
Slide 5: Aeries Scores 10/10 on all Acquisition Criteria
Aeries Scores 10/10 on all Acquisition Criteria 1 Market Leading Platform with Differentiated Product Offering Sustainable Growth Opportunity 2 3 Large and Addressable Market 4 Attractive Unit Economics 5 Data Directed Decision Making 6 Purpose-Driven with High Ethical Standards 7 Visionary Manageme
Slide 6: Transaction Summary
Transaction Summary Transaction Overview Illustrative Pro Forma Valuation • Worldwide Webb Acquisition Corp. (Nasdaq: WWAC) intends to complete a business combination with Aark Singapore Pte Ltd, and its subsidiary (“Aeries Technology” or 89% Redemptions “Aeries”), a leading a global professional se
Slide 7: Bonus Shares Are Being Issued To Incentivize Non-Redemption
Bonus Shares Are Being Issued To Incentivize Non-Redemption • Bonus shares effectively lower the cost basis for public investors that do not redeem at deSPAC • 2,713,000 bonus shares remain available for those who don’t redeem • Sponsor promote has been reduced to help fund bonus shares • There were
Slide 8: Key Stats
Key Stats RULE OF 60 39% Growth | 21% EBITDA Margin in CY23E We Transform the Cost Experienced and We Are Experts at Structure of Our Customers Tenured Employee Base Scaling Quickly 53% $50mm >1500 2.2x ~65% Revenue CAGR CY22E Revenue Annualized Customer Hiring average 80+ per month Increase in Hiri
Slide 9: Market Leading Platform with Differentiated Offering
Market Leading Platform with Differentiated Offering The “Old Way” Tech-Enabled Services The Aeries Way ‘Purpose Built’ & ‘Future Ready’ Outsourcing – Vendors Flexible, less expensive labor pool Flexible and least expensive labor pool (NOTE: in our assessment, compared to leading technology outsourc
Slide 10: Data Directed Decision Making
Data Directed Decision Making WELL DEFINED GOVERNANCE PROVEN PROCESSES SOFTWARE & AUTOMATION IT PROCESSES & & COMMUNICATION MATRIX STANDARDIZATION Transparent yet robust tracking and Documented processes across entire Internally developed applications for Certified customer data integrity & reportin
Slide 11: Land and Expand Approach
Land and Expand Approach STAGE 1 STAGE 2 STAGE 3 STAGE 4 Ramp Up Initiation Expand Stabilization and (5 – 6 months) (4 – 5 Months) Opportunities Digital Solutions - New Age Tech, Analytics, Consulting Collaborate to help build Business Strategies BPM Services RPA, Automation, ERP, Tech Strategy & ac
Slide 12: Our Model Creates a Flywheel of Growth
Our Model Creates a Flywheel of Growth The cost economics and Part of the playbook for value creation for More value creation Lower cost efficiencies that the “Aeries Stakeholders e.g. PE & Portfolio Companies Way” delivers along with cost for stakeholders structure and subsequent network effects ef
Slide 13: Value creation for Aeries stakeholders
Value creation for Aeries stakeholders We have free organic growth as we get As other PE partners acquire our clients, Strong Net Promoter Score helps us As key employees from clients implemented into each new PE we have the opportunity to show our gain client referrals and move companies, they brin
Slide 14: Large and Addressable Market
Large and Addressable Market Bottom-Up TAM Top-Down TAM (c) ~$420 Billion ~$504 Billion Global IT Spend $ 5.3 trillion US IT Spend in 2022 PORTFOLIO TAM (33% of global IT spend) COMPANIES (a) ~$34 Billion of PE firms $ 1.8 trillion Software + IT Business TAM MID-MARKET Services spend (b) COMPANIES ~
Slide 15: Sustainable Product Led Growth
Sustainable Product Led Growth BUILDING ‘MOAT’ ACCELERATE CROSS & UPSELL AROUND OUR BUSINESS MODEL § Renewed focus on selling products & solutions § Continue to build on success in PE community – to existing clients expand NETWORK EFFECT § Vertical Heads & SET champion in place § Hiring dedicated se
Slide 16: AI & Digital Transformation Capabilities
AI & Digital Transformation Capabilities Natural Cloud Business Cognitive Machine Generative Language Infrastructure Systems RPA Learning AI Processing Chatbots Predictive Analytics Anomaly Detection A Dedicated Falcon Code Review Generative AI Virtual Assistants Research & LLaMA Forecasting Models
Slide 17: Digital Transformation Scope
Digital Transformation Scope We help clients drive their Digital Strategy by upskilling with Technology, Automation and Best Practices ENHANCE MODERNIZE ENABLE Customer Experience Operational Processes New Business Models • Customer Acquisition Automation • Business Systems (ERP, CRM, HCM) • Consult
Slide 18: Attractive Unit Economics – Improving LTV / CAC
Attractive Unit Economics – Improving LTV / CAC CY 21 CY 22 $2.3mm $0.14mm $1.7mm $0.17mm Lifetime Value Lifetime Value Customer Acquisition Cost Customer Acquisition Cost 10.1x 15.9x CY 21 and CY22 calculations are based on estimated financials LTV = Average Contract Value x Average Gross Margin x
Slide 19: Revenue Growth Drivers
Revenue Growth Drivers 53% PRIVATE EQUITY RELATIONSHIPS CAGR Diversify Private Equity Investor Relationships to target Portfolio $116.8 Companies REVENUE RETENTION High Visibility on Significant Ready Pipeline for Same Store 26% $68.7 y-o-y Growth Growth $49.6 CUSTOMER ACQUISITION FRAMEWORK $39.4 Fo
Slide 20: EBITDA Growth & Increased Cash Flow Drivers
EBITDA Growth & Increased Cash Flow Drivers $40.0 35% 30% 30% INCREMENTAL REVENUE GROWTH $30.0 25% $35.0 22% Focused efforts on Revenue augmentation 20% 17% $20.0 (cross-sell and upsell) to lead profitable growth 16% 15% 10% $10.0 $14.8 5% $8.3 $6.2 DIGITAL REVENUES (EMERGING TECH) $0.0 0% CY21 CY22
Slide 21: Visionary Senior Executive Team with Proven Track Record
Visionary Senior Executive Team with Proven Track Record Raman Kumar 2 DECADES OF WORKING TOGETHER! Chairman Accomplished serial entrepreneur with an established track record of building successful technology companies. Founder & former Chairman / CEO of NASDAQ-listed M*Modal. P A Sudhir Chief Execu
Slide 22: Comparable Companies Analysis
Comparable Companies Analysis 22
Slide 23: Comparable Companies Analysis
Comparable Companies Analysis • Aeries is priced at a discount to peers despite projecting significantly higher growth and higher margins • Bonus shares effectively lower the purchase price for non-redeeming shareholders. Assuming 89% redemptions and 2.7mm bonus shares the implied entry multiple is
Slide 24: Appendix - Supporting Slides
Appendix - Supporting Slides 24
Slide 25: Management Team
Management Team Brian McCann Narayan Shetkar Jai Shankar Vishwakarma Piyush Maheshwari Sheetal Sawant Business Development Chief Strategy Officer Product Development Chief of Staff, Office of CEO Human Resources Senior advisor to Aeries, an important 22 years of rich experience in Over 18 years of e
Slide 26: Digital Transformation Offerings – Engineering & Service Delivery
Digital Transformation Offerings – Engineering & Service Delivery Aeries Technology Delivery team acts as a Digital Transformation CoE for our clients. The team collaborates with Aeries R&D Innovation Group to identify and build productized and re-usable IP for Aeries. Data Sciences Robotic Process
Slide 27: Digital Transformation Offerings - IT Infrastructure
Digital Transformation Offerings - IT Infrastructure Industry and function agnostic with ability to setup/deliver IT Services & Security Managed Services Modern IT Infrastructure Managed Cloud Services SOC & GRC 24/7/365 • AI OPS, SDWAN • Cloud Contact center Sol • Infrastructure Management • Build|
Slide 28: Collaborative Approach to Governance
Collaborative Approach to Governance Functions Performed Level of Participation VISION STRATEGIC Steering Committee § Provide relationship vision & leadership Overall direction setting, § Provide thought leadership Exec Team Exec Team approvals and leadership § Promote partnership and growth Weekly/
Slide 29: AI based Analytics - Customer Churn Propensity Analysis
AI based Analytics - Customer Churn Propensity Analysis ABOUT THE CLIENT: The client is a US-based leading provider of managed services, delivering unified communications, managed IT & network connectivity. HIGH-LEVEL PROJECT OBJECTIVE BACKGROUND INFORMATION/CONTEXT RESULTS Develop a churn prope
Slide 30: Custom Solutions - Global Tax Compliance Solution for a Telco Company
Custom Solutions - Global Tax Compliance Solution for a Telco Company ABOUT THE CLIENT: The client is a global technology company, that markets and sells to communications service providers and to enterprises. CHALLENGES SOLUTION OUTCOMES The client was facing the following • The workflow Aeries bui
Slide 31: Next Gen Tech – Blockchain based lending using Smart Contracts
Next Gen Tech – Blockchain based lending using Smart Contracts ABOUT THE CLIENT: The client is a leading mobile-based lending platform. CHALLENGES SOLUTIONS OUTCOMES To build a secure peer Aeries built a blockchain based solution which uses Distributed Ledger enabled Digital Tokens using Smart • Cli
Slide 32: Robotic Process Automation - Automated Accounts Payable Process
Robotic Process Automation - Automated Accounts Payable Process ABOUT THE CLIENT: The client is a mid-sized technology company in e-commerce space with F&A under Shared Service supporting its decentralized global operation. CHALLENGES SOLUTIONS OUTCOMES • Traditionally, the client would manually • C
Slide 33: Customer Experience
Customer Experience In 2021, we engaged Aeries to assist us with Aeries has been a strategic partner for us since establishing a cross-functional ‘Center of 2015. We started with an engagement for Excellence (COE)’ for our Engineering, Product Engineering and R&D across all of our product Management
Slide 34: Talent Acquisition: Differential Strategy
Talent Acquisition: Differential Strategy BEST PRACTICES EXPERT RECRUITERS • Well Defined and flexible Hiring Process/ Policy • Experienced domain specialists assigned to each BU • Emphasis on “Hire Right” - assessment on both technical and behavioral fitment • Trained on interviewing skills, behavi
Slide 35: Building High Performance Culture and Providing Growth for Retention
Building High Performance Culture and Providing Growth for Retention Growth L&D and Innovation • Create opportunities by • Learning and development plan internal position movement aligned with biz requirements • Create opportunities through • Access to platforms such as performance management. Linke
Slide 36: Aeries Talent Pool
Aeries Talent Pool 8% 56% > 1500 Employees as on Dec 2022 2020-22 Attrition at Aeries Engineers Hiring average 80+ per month [compared to CY2021 market average of 15%) rd 9yrs 3 100 + Average years of industry experience Of our employees are in senior critical 125 of our employees were promoted for
Slide 37: Purpose-Driven with High Ethical Standards
Purpose-Driven with High Ethical Standards Our core Values hold us together as an organization and help us in achieving our Goals I work with my colleagues at Aeries as well I aim to provide pioneering services and I am honest and open in my business dealings, transactions and as with my client coun
Slide 38: Environmental, Social, and Governance (ESG)
Environmental, Social, and Governance (ESG) Aeries is committed to a holistic approach to sustainability that covers managing risks and opportunities towards environmental, social and governance parameters. Profile Factors Environmental Social Governance Aeries considers the protection of Striving f
Slide 39: Value creation for stakeholders - Clients
Value creation for stakeholders - Clients For Clients – Owners and management stakeholders Margin Expansion: § Providing Cost Savings through global resource utilization and process optimization Operational Excellence: § Providing best in class talent, best practices Business Expansion: § Ability to
Slide 40: Lower Cost Structure
Lower Cost Structure Lower cost structure – sustained throughout full relationship, not one time § Unique engagement model provides cost transparency & discipline for clients § Best in class talent with lowest cost structure for clients. § In our internal analysis and based on client feedback, we ha
Slide 41: Adjusted EBITDA Reconciliation
Adjusted EBITDA Reconciliation Adjusted EBITDA $ in million CY2021 CY2022 CY2023 CY2024 Adjusted EBITDA is a non-GAAP financial measure. We present Adjusted EBITDA as a supplement measure of our performance. This measurement is not recognized in accordance with GAAP and should not be viewed as an al
Slide 42: Thank You
Thank You Global Locations THE AMERICAS INDIA UAE ASIA Raleigh Raleigh Mumbai Dubai Singapore Dubai Guadalajara India Guadalajara Hyderabad Bangalore Singapore www.aeriestechnology.com +1 919 228 6404 info@aeriestechnology.com