Catapult Sports Ltd. · ASX:CAT
Catapult Sports — Investor Day (November 2021)
76 slides from Catapult Sports's investor day presentation, Nov 9, 2021
Slide 1: Investor Day
INVESTOR DAY November 9, 2021 1
Slide 2: Important Notices and Disclaimers
INTRODUCTION IMPORTANT NOTICES AND DISCLAIMERS This document may contain forward looking statements including plans and objectives. Do not place undue reliance on them as actual results may differ and may do so materially. They reflect Catapult’s views as at the time made, are not guarantees of futu
Slide 3: Agenda and Presenters
INTRODUCTION AGENDA AND PRESENTERS § Welcome § Our Industry § Assessing The Market Opportunity § Catapult Is Uniquely Positioned § Our Strategy Will Lopes, CEO Hayden Stockdale, CFO § Business Model § Looking Ahead § 5-minute Break § Q&A Chris Cooper, COO Andrew Keys, Investor Relations 3
Slide 4: Video
VIDEO 4
Slide 5: Our Vision: Unleash the Potential of Every Athlete and Team on Earth
OUR VISION UNLEASH THE POTENTIAL OF EVERY ATHLETE AND TEAM ON EARTH 5
Slide 6: The Leading Vertical SaaS Solution for Elite Athletes Globally
THE LEADING VERTICAL SAAS SOLUTION FOR ELITE ATHLETES GLOBALLY 6
Slide 7: Our Goal: Improve Decision-Making Capacity Related to Performance
OUR GOAL HELP TEAMS, LEAGUES, AND ATHLETES IMPROVE DECISION-MAKING CAPACITY RELATED TO PERFORMANCE 7
Slide 8: And Our Numbers Tell That Story
INTRODUCTION AND OUR NUMBERS TELL THAT STORY KEY METRICS SCALE QUALITY GROWTH CASH GENERATING $67.3M $58.8M 43% 74% REVENUE* ACV ACV GROWTH GROSS MARGIN* 5X 4.1% 50% 45% LARGER THAT THE #2 ACV CHURN MULTI-VERTICAL CONTRIBUTION MARGIN PLAYER IN PERFORMANCE CUSTOMER GROWTH WEARABLES $40+B 5.5 YEARS 29
Slide 9: Today's Key Takeaways
TODAY’S KEY TAKEAWAYS WE HAVE A LARGE WE ARE UNIQUELY WE HAVE A ADDRESSABLE MARKET POSITIONED TO TAKE SOPHISTICATED ADVANTAGE OF IT EXECUTION STRATEGY § $2.6B Pro TAM § Leaders in Performance § Strong product strategy Technology § $1.4B Pro SAM is available § Go-to-market with many today without R&D
Slide 10: Our Industry
€CATAPULT OUR INDUSTRY
Slide 11: Sports Tech Industry Landscape
OUR INDUSTRY SPORTS TECH INDUSTRY LANDSCAPE TALENT PREPARATION & TEAM MANAGEMENT GAME DAY COMMERCIALIZATION IDENTIFICATION PERFORMANCE Athlete Management Live Data & Video Analysis Media Engagement Live - Onboarding & testing Officiating Secondary viewing Player Registration Tactics & Coaching - Com
Slide 12: Two Separate Segments to the Global Sports Tech Market
OUR INDUSTRY TWO SEPARATE SEGMENTS TO THE GLOBAL SPORTS TECH MARKET § The key drivers of growth are enriching fan engagement (including social media and gambling), and improving team performance and ROI decisions § Data is at the core of both PRO + PROSUMER ELITE TEAMS AMATEUR AND RECREATIONAL ATHEL
Slide 13: The Global Pro Sports Tech Market Is Large and Growing
OUR INDUSTRY THE GLOBAL PRO SPORTS TECH MARKET IS LARGE AND GROWING $40.2B $40.2B 2026 market size expected by 2026, a CAGR of 17.5% from $17.9B in 2021 $17.9B 2021 Source: Marketsandmarkets, Sports Technology Market with COVID-19 Impact - Global Forecast to 2026, April 2021 13
Slide 14: Sports Analytics and Wearables Is Fastest Growth Sector
OUR INDUSTRY SPORTS ANALYTICS AND WEARABLES IS FASTEST GROWTH SECTOR § Within the larger sports technology market our core market segment of sports analytics and wearables is expected to reach $16.6bn in 2026. Sports Analytics and Wearables Market Segment 2018-2026 (US$M) (excludes consumer uses) 18
Slide 15: The Growth for Sports Analytics Is Global
OUR INDUSTRY THE GROWTH FOR SPORTS ANALYTICS IS GLOBAL Europe 2021: $0.6B 2026: $1.6B CAGR: 24.1% TOTAL 2021: $2.0B 2026: $6.4B North America 2021: $0.7B CAGR: 26.4% 2026: $1.9B CAGR: 21.6% APAC 2021: $0.4B 2026: $1.9B RoW CAGR: 33.4% 2021: $0.3B 2026: $1.0B CAGR: 29.7% Source: Marketsandmarkets, Sp
Slide 16: Our Core Competencies Within Analytics Provide a Strong Future
OUR INDUSTRY OUR CORE COMPETENCIES WITHIN ANALYTICS PROVIDE A STRONG FUTURE Sports Analytics Market Growth $2,500 35% 30% $2,000 25% $1,500 20% $ million 15% $1,000 10% $500 5% $- 0% Player Analysis Team Performance Data Analysis & Health Assessment Video Analysis Fan Engagement Others Analysis Inte
Slide 17: With Growth Centered in the Sports We Service
OUR INDUSTRY WITH GROWTH CENTERED IN THE SPORTS WE SERVICE § The five largest sports are expected to contribute the large majority of market growth Sports Technology Market Growth by Sport $14,000 25% $12,000 20% $10,000 15% $8,000 $ million $6,000 10% $4,000 5% $2,000 $- 0% Soccer Baseball Basketba
Slide 18: The Global Consumer Wearables Market
OUR INDUSTRY THE GLOBAL CONSUMER WEARABLES MARKET $88.3B $88.3B 2026 market size expected by 2026, a CAGR of 20.3% from $35.1B in 2021 $35.1B 2021 Sources: Marketsandmarkets, Sports Technology Market with COVID-19 Impact - Global Forecast to 2026, April 2021 Grand View Research, Fitness Tracker Mark
Slide 19: Consumer Wearables for Sports Applications - Market Growth by Region
OUR INDUSTRY CONSUMER WEARABLES FOR SPORTS APPLICATIONS - MARKET GROWTH BY REGION Europe 2021: $4.2B 2026: $12.0B CAGR: 23.1% TOTAL 2021: $17.1B 2026: $45.2B North America 2021: $6.9B CAGR: 21.4% 2026: $17.7B CAGR: 20.6% APAC 2021: $4.7B 2026: $12.5B RoW CAGR: 21.5% 2021: $1.3B 2026: $3.0B CAGR: 18.
Slide 20: Number of People Expected to Track Fitness
OUR INDUSTRY NUMBER OF PEOPLE EXPECTED TO TRACK FITNESS Number Of Athletes Tracking Fitness Number Of People Tracking Fitness 250 500 Millions Millions 200 400 150 300 100 200 50 100 - - 2021 2022 2023 2024 2025 2026 2021 2022 2023 2024 2025 2026 NAM Europe APAC Rest Of World NAM Europe APAC Rest Of
Slide 21: Assessing the Market Opportunity
ASSESSING THE MARKET OPPORTUNITY 21
Slide 22: The Sports Pyramid by Numbers
MARKET OPPORTUNITY THE SPORTS PYRAMID BY NUMBERS Pro Teams and Leagues Pro (c.20,200 teams) Competitive Prosumer Teams (c.8.7M teams) Competitive Prosumer Athletes (c.652M athletes) Source: Catapult Internal Estimates & Analysis 22
Slide 23: We Break Customer Segments into Distinct Addressable Groups
MARKET OPPORTUNITY WE BREAK CUSTOMERS SEGMENTS INTO 5 DISTINCT ADDRESSABLE GROUPS § We break our TAM into five core customer tiers that we believe are Tier Team Count Inclusions NAM EMEA APAC LATAM addressable based on sport, location, disposable income, and technology propensity Top leagues by reve
Slide 24: Team Performance Technology Has 4 Distinct Verticals
TEAM (PRO + PROSUMER) MARKET OPPORTUNITY TEAM PERFORMANCE TECHNOLOGY HAS 4 DISTINCT VERTICALS Performance Technology Performance & Health Tactics & Coaching Management Professional Services 24
Slide 25: Calculating the ACV Potential by Teams in Each Vertical
TEAM (PRO + PROSUMER) MARKET OPPORTUNITY CALCULATING THE ACV POTENTIAL BY TEAMS IN EACH VERTICAL On-Field Monitoring ACV/team $26.8k On-Field Monitoring is a value pool within the Performance & Health vertical. Value Pool 10 $0.8k A team wants to collect information about Value Pool 9 $1.2k their at
Slide 26: TAM Calculation
TEAM (PRO + PROSUMER) MARKET OPPORTUNITY TAM CALCULATION Bottoms up exercise completed for 7,200 different value pool combinations Vertical Sport Geography Segment ACV/team $26.8k Rugby Value Pool 10 $0.8k Prof Serv LATAM Level 4 Value Pool 9 $1.2k Ice Hockey Off-Field Planning $2.0k Baseball Value
Slide 27: We Have a $2.6B TAM in Performance Technology for Teams
TEAM (PRO + PROSUMER) MARKET OPPORTUNITY WE HAVE A $2.6B TAM IN PERFORMANCE TECHNOLOGY FOR TEAMS § Catapult generates $58.8M in ACV from an existing $2.6B serviceable available market (SAM) of $1.4B from teams TAM (c.4.3% penetration) § We can grow into the $1.4B SAM today without further investment
Slide 28: Each Vertical Is Exciting on Its Own
TEAM (PRO + PROSUMER) MARKET OPPORTUNITY EACH VERTICAL IS EXCITING ON ITS OWN Performance & Health Tactics & Coaching Management Professional Services Total TAM Size: $1.7B TAM Size: $620M TAM Size: $165M TAM Size: $68M TAM Size: $2 . 6B Value Pools: 10 Value Pools: 10 Value Pools: 10 Value Pools: n
Slide 29: Assessing the Prosumer Individual Athlete Market
INDIVIDUAL MARKET OPPORTUNITY ASSESSING THE PROSUMER INDIVIDUAL ATHLETE MARKET 652M+ global sports* players 205M+ players in Addressable Market (smart phone and credit card filters) 39M+ players in Serviceable Available Market (income, geography and sports filters) * In the sports of American footba
Slide 30: We Have a $41B TAM in Individual Prosumer Athletes
INDIVIDUAL MARKET OPPORTUNITY WE HAVE A $41B TAM IN INDIVIDUAL PROSUMER ATHLETES $41B § We estimate our addressable market to include $39M TAM prosumer players globally § We estimate the average prosumer athlete is willing to spend $200 ACV for performance technology $7.8B SAM Source: Catapult Inter
Slide 31: And We Also Have Large Adjacent Markets
ADJACENT MARKET OPPORTUNITY AND WE ALSO HAVE LARGE ADJACENT MARKETS High Performance Media eSports (non-sports) 2,400k US military, $44.6B Annual Sports Rights 1 $1.7B Market Size 2 700k US police, 330k US firefighters 3 1 SportBusiness, Global Media Report 2020, January 2021 2 Marketsandmarkets, Sp
Slide 32: Catapult Is Uniquely Positioned
CATAPULT IS UNIQUELY POSITIONED 32
Slide 33: Performance Is Core to an Athlete's Pathway
CATAPULT’S UNIQUENESS PERFORMANCE IS CORE TO AN ATHLETE’S PATHWAY § Player development is at the heart of the sports eco-system with 4 stages of career progression on the path to being an elite professional Elite Team (100,000’s) Physical capability Technical capability Tactical game understanding M
Slide 34: 1. Performance Is Core to Our Value Proposition
CATAPULT’S UNIQUENESS 1. PERFORMANCE IS CORE TO OUR VALUE PROPOSITION Technical ability at sport specific skills § The 5-point performance model is a Tactical game Physical standard concept that teams build capability / understanding their performance plan around capacity PLAYER PERFORMANCE Mental s
Slide 35: And We Are Leading the Way
CATAPULT’S UNIQUENESS AND WE ARE LEADING THE WAY § Catapult is the undisputed champion in the global sports tech universe • 3,250+ teams globally • Significant presence in all regions, with teams in 150+ countries • 5x the size of the #2 player in elite performance wearables • Wearable market remain
Slide 36: 2. We Work with the Very Best Teams and Leagues Globally
CATAPULT’S UNIQUENESS 2. WE WORK WITH THE VERY BEST TEAMS AND LEAGUES GLOBALLY HIGHLIGHTS 3250+ TEAMS GLOBALLY 40+ SPORTS GLOBALLY 150+ COUNTRIES 36
Slide 37: And Have a Long History Doing So
CATAPULT’S UNIQUENESS AND HAVE A LONG HISTORY DOING SO § We pioneered wearable performance technology in sports, and have remained the industry leader ever since Formula 1 Catapult - Number of Pro Customers Atlanta Falcons through SBG Acquisition 3500 32nd NFL Customer Collaboration with 3000 French
Slide 38: 3. We Have a Growing Portfolio of High-Value Solutions
CATAPULT'S UNIQUENESS 3. WE HAVE A GROWING PORTFOLIO OF HIGH-VALUE SOLUTIONS Performance & Health Tactics & Coaching Management Professional Services Media & Engagement Catapult Vector Catapult Thunder Catapult AMS Catapult Professional Catapult Licensing (models: S, X, T, & G) Services Catapult Vis
Slide 39: 4. We Are Deeply Embedded Across Sports and Regions
CATAPULT'S UNIQUENESS 4. WE ARE DEEPLY EMBEDDED ACROSS SPORTS AND REGIONS DISTRIBUTION MARKET TRUST EMBEDDED § Enterprise sales direct to teams § Average lifetime duration with § Video tools used daily by coaching teams of 5+ years staff § Global footprint in 40+ sports § Historically low ACV Churn
Slide 40: Our Strategy
€CATAPULT OUR STRATEGY
Slide 41: Our Goal: Improve Decision-Making Capacity Related to Performance
OUR GOAL HELP TEAMS, LEAGUES, AND ATHLETES IMPROVE DECISION-MAKING CAPACITY RELATED TO PERFORMANCE 41
Slide 42: 1. Create a Unified & Sophisticated Sport Platform
OUR STRATEGY 1. CREATE A UNIFIED & SOPHISTICATED SPORT PLATFORM Data Fluency Solutions Platform Data Insights Daily Workflows SOLUTIONS Machine Learning Algorithms Coaching Decisions DATA CUSTOMER VALUE Prescriptive Analytics CONTEXTUALIZATION Dynamic Real Time Simulations Predictive Analytics Perfo
Slide 43: 2. Utilize Our Platform to Drive New Solutions - Expanding Our TAM
OUR STRATEGY 2. UTILIZE OUR PLATFORM TO DRIVE NEW SOLUTIONS – EXPANDING OUR TAM 9,000 P&H T&C Management Professional Services 8,000 § The platform spans across all verticals and underlies all TAMs 7,000 § Each TAM requires distinct solutions, but all support the same team 6,000 3.2x outcome: improv
Slide 44: 3. Utilize Data to Build Blueprints That Drive Impact
OUR STRATEGY 3. UTILIZE DATA TO BUILD BLUEPRINTS THAT DRIVE IMPACT COMPREHENSIVE C O § Multi-Sport M L PR § Largest Volume U TF EH C EN PA IMPACTFUL SI IM V • Predictive E • Prescriptive PERFORMANCE PERSONALIZED BLUEPRINT • Customized • Longitudinal C PE FI SCIENTIFIC RS TI N O IE Sport Science Expe
Slide 45: Land and Expand with Professional Sports
EXECUTING ON GROWTH LAND AND EXPAND WITH PROFESSIONAL SPORTS Performance & Tactics & Professional Media & Management Health Coaching Services Engagement § Establish beachhead relationships with new customers § Cross sell other solutions into those customers § Upsell to established customers with mor
Slide 46: Land and Expand: NCAA Customer Example
EXECUTING ON GROWTH LAND AND EXPAND: NCAA CUSTOMER EXAMPLE § We have been successful in our land and expand strategy Added new video solution Added multiple video solutions, and upgraded $500k Expanded wearable breadth of P&H solution Added then solutions PQD expanded Recruit (expansion) opponent an
Slide 47: Continue to Aggressively Penetrate Customer Segments
EXECUTING ON GROWTH CONTINUE TO AGGRESSIVELY PENETRATE CUSTOMER SEGMENTS Tier Level 1 Level 2 Level 3 Level 4 § We still have significant greenfield opportunities in the higher levels of # Teams 2,814 4,810 12,625 161K the sports pyramid § We have a granular plan to penetrate each level <30% Penetra
Slide 48: Continue to Aggressively Penetrate Regions
EXECUTING ON GROWTH CONTINUE TO AGGRESSIVELY PENETRATE REGIONS EMEA 6,221 PRO Teams § Key to success is the ability to Penetration support various regions 10% § We see the penetration of regions North America as opportunity to improve ACV. Entering a new region 9,413 PRO Teams APAC improves our abil
Slide 49: And Continue to Aggressively Penetrate Unique Sports
EXECUTING ON GROWTH AND CONTINUE TO AGGRESSIVELY PENETRATE UNIQUE SPORTS § Similarly key to success is the ability to support various sports § We see the penetration of sport as opportunity to tailor our solutions creating deeper impact and increase LTD Am Football Ice Hockey Penetration Penetration
Slide 50: Key to Success: Support Key Stakeholders in Weekly Workflow
EXECUTING ON GROWTH KEY TO SUCCESS: SUPPORT KEY STAKEHOLDERS IN WEEKLY WORKFLOW § We aim to provide a compelling value proposition and solve the key pain points for the key decision makers across our customer teams § We want to be strongly positioned at the points of key value generation and key dec
Slide 51: Video
VIDEO 51
Slide 52: Make Our Sales and Marketing More Efficient and Sophisticated
EXECUTING ON GROWTH MAKE OUR SALES AND MARKETING MORE EFFICIENT AND SOPHISTICATED § Data driven § Scalable cost-effective § Make cross-selling efficiencies in model with low-tech a core competency qualifying leads sales mechanism for of the company lower levels 52
Slide 53: Expanding Inorganically
EXECUTING ON GROWTH EXPANDING INORGANICALLY Assessing M&A Opportunities No. 1 Priority: Deliver value to shareholders HIGHLY DISCIPLINED APPROACH TO M&A M&A IS VIEWED THROUGH A NARROW LENS CATAPULT'S UNIQUE POSITION MATTERS IN WITH HIGHLY SPECIFIC ATTRIBUTES FUTURE M&A OPPORTUNITIES § It is signific
Slide 54: Use Our Competitive Advantages to Deepen Our Strategic Moats
EXECUTING ON GROWTH USE OUR COMPETITIVE ADVANTAGES TO DEEPEN OUR STRATEGIC MOATS COMPETITIVE ADVANTAGES STRATEGIC MOATS Multi-solution Unique Largest base of elite teams one-stop performance platform insights and algorithms Leadership in performance analysis Ability to Unique ability to contextualiz
Slide 55: Business Model
€CATAPULT BUSINESS MODEL
Slide 56: Moving to Full Subscription
BUSINESS MODEL MOVING TO FULL SUBSCRIPTION § In FY19 we began to move our business model to subscription sales Subscription Revenue % of Total Revenue § Completely discontinued capital sales for Performance & Health from January 2021 § Very limited number of capital deals will remain • Stadium insta
Slide 57: Subscription Economics
BUSINESS MODEL SUBSCRIPTION ECONOMICS P&L Subscription Economics A leading indicator of revenue. ACV Revenue measures what subscription revenue ACV will likely be generated over the coming 12 months SaaS Metrics – A leading Variable Cost indicator • COGS – Declines with scale • S&M – Declines and be
Slide 58: Key Metrics for Growth
BUSINESS MODEL KEY METRICS FOR GROWTH 1. ACV Growth 2. ACV Churn 1. Lifetime Duration Usage 2. Multi-Vertical Customers Efficiency 1. Contribution Margin § As the company is still transitioning from Capital Sales to all subscription sales, these metrics will not be presented until mid FY2 58
Slide 59: SaaS Business Model: Margins at Scale
BUSINESS MODEL SAAS BUSINESS MODEL: MARGINS AT SCALE Our long-term ambitions are: Indicative Metrics as a ACV % of Sales 1. To grow our ACV with gross margins at 90%+ (at different ACVs) $50M $100M $200M $300M $400M $500M 2. To narrow our variable costs from c.30% to <25% as scale and cross-sell eff
Slide 60: SaaS Business Model: Margins at Scale
BUSINESS MODEL SAAS BUSINESS MODEL: MARGINS AT SCALE 100% Key inflection points: 1. Contribution margin outpaces the 80% cost of run (G&A). EBIDTA turns positive and continues to expand with ACV growth 2 60% 2. Contribution margin outpaces cost of run (G&A) and cost of growth 1 margin (% of ACV) (R&
Slide 61: Performance Against Metrics
BUSINESS MODEL PERFORMANCE AGAINST METRICS Metric FY 19 FY 20 % Change FY 21 % Change 1H FY 22 % Change ACV 38.0 41.5 9.3% 48.4 16.5% 58.8 42.7% Growth ACV Churn (%) 6.5% 6.4% -1.5% 5.5% -14.1% 4.1% -39.7% Lifetime Duration 6.2 6.5 4.8% 5.8 -11.5% 5.5 -11.9% (years) Expand Multi-vertical 126 216 71.
Slide 62: Powerful Unit Economics Favor Margin Expansion
BUSINESS MODEL POWERFUL UNIT ECONOMICS FAVOR MARGIN EXPANSION 100% § High gross margins in core and growing 90% verticals of P&H and T&C 80% § High contribution margins provide significant operating leverage and long- 70% term cash-generating ability and profits § Establishing favorable unit economi
Slide 63: Looking Ahead
€CATAPULT LOOKING AHEAD
Slide 64: We Are Just Getting Started
LOOKING AHEAD WE ARE JUST GETTING STARTED Best of Breed, Cloud-Based Vertical Software Digital Marketing & Design & Motion Spend Management Customer Relationship Creativity Management Sports Performance eCommerce Business Financial & Human Video Communications Capital Management Communications 64
Slide 65: We Are Assembled: An Experienced World-Class Team
CATAPULT'S UNIQUENESS WE ARE ASSEMBLED: AN EXPERIENCED WORLD-CLASS TEAM § We have assembled a world class executive team with the skills, passion, and common vision to grow value Will Lopes, CEO Matt Bairos, CCO Chris Cooper, COO Param Hegde, CTO Zoe Rumford, CPO Hayden Stockdale, CFO Ex CRO, Audibl
Slide 66: We Have Multiple Growth Levers
OUR STRATEGY WE HAVE MULTIPLE GROWTH LEVERS Catapult has multiple levers available to achieve long-term, ACV growth and solidify its position as the leading Sports Leading SaaS company Sports SaaS Company Targeted Customer Prosumer Analytics Cross-Sell Land & Regional Lifetime Product Strategic Capa
Slide 67: Today's Key Takeaways
TODAY’S KEY TAKEAWAYS WE HAVE A LARGE WE ARE UNIQUELY WE HAVE A ADDRESSABLE MARKET POSITIONED TO TAKE SOPHISTICATED ADVANTAGE OF IT EXECUTION STRATEGY § $2.6B Pro TAM § Leaders in Performance § Strong product strategy Technology § $1.4B Pro SAM is available § Go-to-market with many today without R&D
Slide 68: A Bold New Catapult in Years
LOOKING AHEAD A BOLD NEW CATAPULT IN 5 YEARS PRO § 5000+ Pro Customers PROSUMER § 500K+ Athletes § Best-in-class Sports Data § Best-in-class Training/Education platform Platform for amateur athletes 68
Slide 69: Catapult Financial Strategy: 10X ACV
LOOKING AHEAD CATAPULT FINANCIAL STRATEGY $58.8 ACV $41.5 ACV 48.4 10X ACV We set this growth ambition at the end of FY20 FY20 FY21 1H FY22 ACV 69
Slide 70: Unleash Potential
UNLEASH POTENTIAL • CATAPULTSPORTS.COM
Slide 71: Appendix
€CATAPULT APPENDIX
Slide 72: TAM Opportunities: Performance & Health
APPENDIX TAM OPPORTUNITIES: PERFORMANCE & HEALTH 6,000 5,657 Opportunities: 5,000 New Vale Pools in Vertical 3.3x • Additional 6 out of the 10 27.0% identified value pools 4,000 CAGR New Product Development $ million • New tracking mechanisms; 3,000 refined tracking metrics/ analytics 2,000 1,711 1.
Slide 73: Growth Opportunities: Tactics & Coaching
APPENDIX GROWTH OPPORTUNITIES: TACTICS & COACHING 2,000 1,941 1,800 Opportunities: 1,600 1,400 3.1x New Value Pools in Vertical 25.6% • Additional 4 out of the 10 CAGR identified value pools 1,200 $ million 1,000 New Product Development • Contextualize performance data 800 over video, expand solutio
Slide 74: Growth Opportunities: Management
APPENDIX GROWTH OPPORTUNITIES: MANAGEMENT 400 370 350 Opportunities: 300 2.2x 17.5% New Value Pools in Vertical CAGR • Additional 7 out of the 10 250 identified value pools $ million 200 New Product Development 165 • Simpler athlete database, video and performance data 150 integration 1.9x 100 90 30
Slide 75: Growth Opportunities: Professional Services
APPENDIX GROWTH OPPORTUNITIES: PROFESSIONAL SERVICES 180 160 153 Opportunities: 140 2.2x 120 17.5% New Product Development CAGR • Support teams with training 100 setups, post season reviews, $ million customized systems 80 68 60 2.1x 40 32 20 0 0 ACV SAM TAM TAM FY21 FY26 FY26 TAM calculated by appl
Slide 76: TAM Definitions
APPENDIX TAM DEFINITIONS Value Pools. Each vertical has multiple value pools. A value pool is an end-to-end solution that a customer is Vertical willing to pay for to solve a unique problem. Each value pool has its own potential ACV. TAM Size. Total Addressable Market. The total size of the global m