As our educational system evolves new and improved software and innovative technologies become ever more necessary to allow teachers and administrators to continue to deliver quality education amidst budget constraints and increasing measurement requirements. At July's Second Thursday event, Trends in Educational Technology, entrepreneurs and experts presented their models, ideas, and thoughts on the rapidly evolving use of technology in all facets of education.

2. Education Technology
Gregg Lallier
Welcome:

3. Education Technology
Joe DeMartino
Event Co-Chair:

4. How well did they communicate their
idea?
• Steps to access pitch-card:
– Use Mobile/Tablet/Laptop devices
– Click on Web browser
– Type-in Link Address:
http://bit.ly/ScoreMyPitch
– Give feedback during ‘Pitches’

5. Christina Balotescu
Founder
Contact
christina@360alumni.com

6. $9B Donated
8.2% Participation Declining
Up 17%
National Alumni Support
Up to 63.7% Participation
Alumni Support at the Top Ten
Christina Balotescu christina@360alumni.com (203) 253-5860
Nostalgia Gratitude Generosity Connections Careers

7. Christina Balotescu christina@360alumni.com (203) 253-5860

8. The Constituent Pyramid
Top Donors:
Very Engaged
Avg gift of $1,206 (overall)
30,000 Alumni
10% give $50 / yr = $150K
2x frequency = $300K
2x participation = $600K
Christina Balotescu christina@360alumni.com (203) 253-5860

9. Jim
Jarvie
Marketing
Stephanie
Covino
Dev / Ops
Christina
Balotescu
Founder
Head of Customer
Conversion, Priceline
IBM, Hyperion, IntelExperienced Entrepreneur
Alumni Coordinator
Technologist, Marketing,
Strategy
360Alumni, Inc
Stamford, CT
Christina Balotescu christina@360alumni.com (203) 253-5860

10. Ryan Schwartz
Co-Founder & CEO
Contact
Ryan@campuscene.com
CAMPUSCENE

11. CAMPUSCENEConnecting Student Engagement to Enrollment

12. 22%
decline in yield
over last 10
years
Fit
Rankings
Revenue

13. Boost & Track
Engagement
Predict & Grow
Yield
Consolidate
Interactions1
2
3
CAMPUSCAMPUSCENECENE

14. 85%
say improving
yield is a top
priority
$23B
spent on
admissions &
marketing

15. Charlotte Creech
Co-Founder
Contact
ccreech@combat2career.com

16. Investor Pitch Deck – rev. 7.7.14
AS SEEN IN:
PROPRIETARY AND CONFIDENTIAL 16

18. Product Overview
For $3,500/per year/per
program, colleges can license
a turnkey recruitment tool to
convert prospective students
from site visitor to enrolled
student
GI BILL TUITION CALCULATOR
Simple Net Price
6 simple inputs yield
immediate output to show
Veterans the net cost to
attend the school on the GI
Bill
Direct Contact
Veterans can submit their
calculator results & contact
information to the school.
Our software tracks metrics
on usage to measure
conversion rates.
◉
◉
PROPRIETARY AND CONFIDENTIAL 18
COLLEGE SEARCH
Customized Search,
Transparent Data
◉

19. CONTACT US
Join us in connecting Veterans and higher education
info@combat2career.com
1-800-984-4582
PROPRIETARY AND CONFIDENTIAL 19

20. Michael Rachkovsky
Founder & CEO
Contact
Mrachkovsky@comcast.net

21. 17-year old students Early 1970s 2008
The reading test average 285 286
Math Score 304 306
*Robert J. Samuelson. School reform's meager results.
The Washington Post, Sep. 6, 2010
The ‘Inconvenient Truth’
21
Since the 1960s the US government’s waves of
"reform“ in public education haven't produced
achievement gains at the national scale.*

22. Intelligent Educational Suite (IES)
Reform Based on Artificial Intelligence (AI)
and Cognitive Science
22
Major component of IES:
- The Intelligent Tutor
- The Parent Support System
- The Teacher Support System
- The School Administrator Support System
IES Demonstration Sites in Connecticut
World market for IES – 1 billion students

23. (1)Identifies root causes of knowledge
gaps and misunderstandings
(2)Provides precisely focused remedial
intervention, guarantees success
(3)A personal teacher for every student –
in school and at home
(4)Feeds other support systems
The Intelligent Tutor
Effectiveness and Justice in Public Education
New Haven
Student Jackie
is doing her
homework
23

24. Use of Proceeds and Projections
24
We seek $10 million series A investment.
First installment, $1 million will allow us to finish
development and testing the beta version of
software and proving the concept – 12 months.
Second $9 million installment will fund
development and testing of the first commercial
product as well as initial marketing – 12 months.
Projected revenue in 2020 (the 4th
year of sales) –
$4.4 billion

25. Solving the STEM problem…
Yvonne Kielhorn, PhD
Founder & CEO
Contact
Yvonne.kielhorn@whyscience.com

26. What is Why Science?
1
• Currently in use in schools
• Supports teaching & learning through
stages of inquiry
• Meets Common Core requirements
• Can be used for all grades
• Provides continuous, real-time metrics
based monitoring of student progress.
• Provides assessments to help
teachers increase teaching
effectiveness.
• Provides learning modules customizable by teachers or allows them to
develop new modules themselves.
Stages of Inquiry
Online platform and methodology for teaching and learning

27. Why Science AdvantageWhy Science Advantage
2
No other system or content provider provides
content, inquiry methodology AND course management

28. Demonstrated Measureable Results
3
Sample size
250 students
22% improvement in test scores after 3 month’s use

29. Team
Professional Management team with over 40 years combined experience
in STEM education/management consulting and software development.
Yvonne Kielhorn, Ph. D.
•Founder and Interim CEO
•Faculty at Rensselaer Polytechnic Institute, Chemistry & Chemical Biology
•B.A. Physics & Chemistry (High Honors), Ph.D. Polymer Science & Engineering
Peter Hagen
•Interim CFO
•Extensive investment and commercial banking experience with small business
•B.S. USMA, MBA Stanford GSB
Doug Schwan
•Director, School & Customer Relations
•Extensive experience with internal and external sales and operations mgmt.
Lou Gasco, Marketing Partner
•Principal of MüTō Performance Corp.
4

30. Why Why Science?
5
• Currently generating revenue
• Demonstrated measureable student improvement
• Empowers Teachers: Welcomed as an aid to teachers and
teachers assistants
• Empowers Students: Increases critical thinking, problem
solving skills, science literacy and numeracy of students
• Empowers Schools: Improves student performance on
standardized tests
• Proprietary cloud-based system currently in use in schools
• No directly competing product
• Highly scalable business with increasing margins
• Potential for diversifying into similar, much larger markets

32. Jean Hammond
Education Technology
Keynote Speaker:

33. Trends in Edtech Industry and Investing
Jean Hammond
Launchpad, Golden Seeds, & Hub
LearnLaunch
jean@jph-associates.com

34. Education is at a Crossroads
34
Cost
Pressure
Personalized
Learning
GlobalizationAccountability
Physical to
Digital

35. 35
Edtech = Digital Learning & Innovative Solutions
• Digital learning is disruptive
…and demanded by students,
educators, and parents
• Innovative solutions in education
can create great growing and
profitable businesses
• Massachusetts and Boston huge
education focus
• Edtech employment sector: well
suited to Boston
92% of teachers would like to use more
edtech in the classroom
Source: May 2013 Harris poll of teachers

36. Edtech Market Growing Fast
36
Source: GSV Advisors, Education Sector Factbook 2012

37. Edtech Market Growing Fast - US
37Source: GSV Advisors, Education Sector Factbook 2012
Edtech now less than 5% of U.S. education market
U.S. Education Spending U.S. eLearning Spending
2012-2017 CAGR
Education eLearning
Other 6% —
Corporate /
Government
4% 5%
Higher Ed 5% 18%
K-12 4% 20%
Total 5% 15%
U.S. $
Billion
U.S. $
Billion

38. Edtech Market Growing Fast - Global
38
Source: GSV Advisors, Education Sector Factbook 2012
Globally, edtech is growing at an even faster rate
Global Education Spending Global eLearning Spending
2012-2017 CAGR
Education eLearning
Other 18% —
Corporate /
Government
8% 8%
Higher Ed 8% 25%
K-12 6% 33%
Total 7% 23%
U.S. $
Billion
U.S. $
Billion

39. VCs and Angels Ramping Up Edtech Investment
39
Source: TechCrunch, based on CrunchBase data
Edtech VCs & Angels topped $500 million in Q1 2014
Number of investment
rounds, right axis
2009 2010 2011 2012 2013 2014

40. Many Recent Edtech Exits
40
Source: Capstone Partners

41. Leading Acquirers
• Pearson Education
– 2013: Learning Catalytics; ExamDesign
– 2012: Global English ($90 million), Embanet Compass ($650 million)
– 2011: Connections Education ($400 million)
• Houghton Mifflin Harcourt
– 2013: School Chapters; Tribal Nova; Choice Solutions
• Rosetta Stone
– 2013: Lexia Learning; Livemocha
• McGraw Hill Education
– 2014: Engrade
– 2013: ALEKS
– 2012: Key Curriculum
• MacMillan New Ventures
– 2013: Late Nite Labs
• Desire2Learn
– 2013: Knowillage; Wiggio, Degree Compass
• Hobson’s
– 2013: National Transcript
– 2012: Beat the GMAT
• Plato Learning
– 2012: Archipelago Learning ($300 million)
• Blackboard
41

42. Innovation Capital Available to Scale
Venture Capital (# of edtech companies in
portfolio)
– Atlas (4), Bessemer (3), New Atlantic (3), Flybridge (1),
Spark (1), Catamount (1), NextView (1)
42

43. Boston
Accelerators: Key Role at the Seed
Stage
Silicon Valley
43
PhiladelphiaMidwest
New York CityBoston
Washington, D.C.

44. Characteristics of an Acquisitive
Industry
End user market wants changes
End users can implement new products
Solution architecture is understood
Product review machinery exists
Market size is large
Established players have substantial turf to protect
There are growing players who also can acquire
There are aggressive attackers
Innovation opportunities both incremental & disruptive
Acquisition ecosystem (bankers etc. exist)
Early stage investors exist, follow-on capital identified
44

45. Characteristics of an Acquisitive
Industry
End user market wants changes +++
End users can implement new products +
Solution architecture is understood +
Product review machinery exists +
Market size is large +++++
Established players have substantial turf to protect ++++
There are growing players who also can acquire +++
There are aggressive attackers +++
Innovation opportunities both incremental & disruptive +++++
Acquisition ecosystem (bankers etc. exist) +++
Early stage investors exist, follow-on capital identified ++
45
Edtech Market

46. Boston's only co-working space
dedicated to edtech startups
Campus
Boston's edtech accelerator program
Institute
Expanding Boston’s education innovation ecosystem
Non-profit dedicated to connecting and
educating Boston's edtech community
Accelerator

47. Boston’s Edtech Institute, Campus and Accelerator
LearnLaunch is dedicated to connecting, educating, and growing New
England’s ecosystem of edtech entrepreneurs, educators, investors,
companies, and policy leaders to drive innovation and transform learning
Jean Hammond
LearnLaunch
jean@jph-associates.com

48. 48
Edtech Investing
Q1 2014
•$500 million
•Seed/angel deals are 30% of
money and 50% of deals
Last few years:
•$1.1 billion
•~250 companies
•Many VC players
Large increase compared with 2003-2010
Words of Wisdom
In most categories there are
5 -15 startups …
Eco-system knowledge is
key…
Accelerators & a few leading
players are getting a more
complete view of playing
field

50. For example: K-12 Marketing and Sales = Complex
• Private and Charter: might move faster but
– Less than 10% of students
– Not a reference for a district
• ELL and Special Needs are regulated
• Size of district varies … MD vs. MA
• Infrastructure … all over the map
• 25% use tablets “some”
– 10M iPad in US
– One to one, blended, cart, flipped
• Aps free for all
– Teachers selling to teachers

51. K-12
District
Count
% of Total
Districts
District
Enrollment
Percent of
Student
Population
6,100 46% < 999 5%
3,510 25% 1000 - 2499 11%
2,073 15% 2500 - 4999 16%
1,039 7% 5000 - 9999 14%
819 4%
10,000 -
24,999
20%
338 2% >25,000 34%

52. Higher Ed
Institution Size Institution Count
Less than 5,000 3307
5000+ 994
4 Year Residential 629
Large For-Profit ~45 ??
• Hundred State and Land-Grant
Schools represent 40% of Students

53. New England Edtech Economic Cluster
Early Stage
Companies
(240 +)
(sample)
VC-backed
Companies
Growth
Companies
Social
Enterprises
Strategics
Ed Consultants
Recent Exits

54. 54

55. Boston’s Edtech Institute, Campus & Accelerator,
Jean Hammond
LearnLaunch
jean@jph-associates.com

56. Christopher L. Curran

57. July 2014
Education Growth
AdvisorsPresented by Christopher L. Curran
Prepared for:

58. Current Market Dynamics in Higher
Education

59. Pressure on Institutional Costs & Outcomes
Market Introduction
…as a result, institutions are cost-
conscious and transitioning to
outsourced services
•Services are generally non-core to
teaching and day-to-day instruction
•They tend to focus on increasing
student enrollment, student
engagement, retention and improve
graduation and employability
Continued pressures on postsecondary
education included increasing costs and
lower enrollments…
•Approximately $490 billion in expenditures,
representing a 5% CAGR since 2000
•20.5 million enrolled students, down
approximately 2% from 2011
Each bullet represents a significant monetization opportunityEach bullet represents a significant monetization opportunity
•Lead Generation
•Institutional Branding
•Recruitment /
Enrollment
Management
•College Readiness
and Prep Services
•Application
Processing
•Financial Aid
•Academic Program
Delivery
•Online Curriculum &
Content Resources
•Retention and
engagement
•Social Platforms
•Course Scheduling
•Academic Records
•Student Services
•Financial Aid
•Alumni Relationship
Management
•Fundraising
Management
•Continuing & Prof.
Education
•Academic
Enrichment
•Pre-hiring skills
credentialing
•Skills Assessment
Higher-Ed Services for the Student LifecycleHigher-Ed Services for the Student Lifecycle
12
14
16
18
20
22
24
$200
$250
$300
$350
$400
$450
$500
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Enrollment
(millions)
Expenditures
($ billion)
Postsecondary Expenditures1 and Enrollment:
2000-2013
Expenditures
Enrollment
1Postecondary expenditures represents total expenditures by postsecondary, degree granting institutions as
defined by the NCES

60. Significant Growth in Online Education
Market Introduction
• Importantly, online courses have been shown to reduce instruction costs by 20% or more vs. on-
ground courses1
• A shift has occurred where by 2020 almost 50% of students are projected to be enrolled either in
fully-online programs or will take some form online courses1
• In 2013:
 Almost 70% of educators now believe that online education is an important part of their school's
long-term strategy (up from less than 50% in 2002)1
 77% of academic leaders rated learning outcomes of online education as the same or superior
to those of traditional instruction (up from 57% in 2003)1
1
The statistics on this slide are from the 2013 BMO Education and Training Report
22%
25%
53%
Student Enrollm
Fully Online
Some Online
No Online
3%
7%
90%
15%
17%
68%
22%
25%
53%
Student Enrollment
Fully Online
Some Online
No Online
2002 2013 2020 (proj.)

61. Significant Growth in Online Education
Online Courses and Mobile Learning
• Over 6.7 million post-secondary students (32%
of all students), were enrolled in at least one
online course in 2011 (latest data available)1
• Over 3.2 million students were enrolled in fully-
online courses in 20132
• Nearly 70% of educators believe online
education is important to their institution’s long-
term strategy1
• In 2013, nearly 40% of all post-secondary
students owned a tablet, compared to 2011
when only 7% of students owned a tablet (an 6x
increase)3
• Over 75% of college students now own a
smartphone3
• Many institutions recognize that they do not
possess the personnel or technological
resources necessary to implement a successful
online learning strategy and need to outsource
Both students and educators are continuing
to realize the benefits of on-demand and
accessible online education. Significant
opportunity to capitalize on this dynamic by
enabling faculty to create, publish and deliver
online content across platforms and on any
mobile device.
Both students and educators are continuing
to realize the benefits of on-demand and
accessible online education. Significant
opportunity to capitalize on this dynamic by
enabling faculty to create, publish and deliver
online content across platforms and on any
mobile device.1
Sloan Consortium’s 2012 annual survey tracking online education
2
Eduventures
3
Pearson’s 2013 Student Mobile Device Survey: National Report on College Students
1.6 2.0 2.3
3.2 3.5
3.9
4.6
5.6
6.1
6.7
7.6
0%
25%
50%
75%
100%
0
2
4
6
8
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012E
%ofTotalEnrollment
NumberofStudents
millions Online Course Enrollment
Interoperability is key…

62. StudentStudent
Year of the MOOC and Open Education Resources
Traditional Higher Education Institutions Are Seeing A Significant Transformation to Their Business Model
Provide online learning platform
and partner with postsecondary
institutions to facilitate design and
delivery of open and free
postsecondary-level courses for
global, large-scale user base
Fully accredited postsecondary institutions
employing competency-based and/or
mastery-based learning models
Deliver free or low-
cost online courses
and structured
learning experiences
Provide online learning platform to
postsecondary institutions or
content publishers; launching
programs to help institutions
create courses with MOOC-like
attributes
Deliver open and free online content
and instructional resources; generally
not structured as a course or inclusive
of direct instruction
Deliver low-cost or tuition-
free online programs that
carry sufficient recognition
to be considered in place
of, or alongside, tradi-
tional postsecondary
pathways
Free Content
Resources
Affordable
Courses
Learning
Platforms
MOOC
Players
Economical
University
Competency-based
Programs

63. OPM Services Are Becoming A Mission Critical Component for Institutions
Online Program Management (OPM) Market Overview
1
EGA market research and proprietary estimates.
Note: The Learning House includes much smaller partners/clients (e.g.,
community colleges); although they service over 250 online degree programs.
Online Enablers # of Partners Illustrative Partner
100+
40+
35
26+
20
14
10
7
5
4
2
1
OPM providers continue to expand their market
presence and core capabilities:
•OPM providers listed to the right offer services to over
250 partner colleges and universities (primarily all non-
profit)
•Comprehensive OPM capabilities include providing
partners with everything from lead gen and enrollment
management at the beginning of the value-chain, to
career services and employability at the end
•These services include, but are not limited to:
‑ Lead generation
‑ Enrollment management and marketing
‑ Retention services
‑ Academic support
‑ Online curriculum development and delivery
‑ Teaching and assessments
‑ Financial aid support and accounting
‑ Career guidance and counseling
•OPM providers are becoming embedded into the work-
stream and across the student lifecycle
•Current OPM players are estimated to have generated
$675mm in revenue in 2013, representing a 20% 10-year
CAGR, and an accelerating 37% 4-year CAGR1

64. 1. The revenue share model is under pressure
• Share percentages are shrinking over time
• Firms seeking to lock University partners into expensive, long-
term revenue-sharing contracts is not sustainable
• Some universities reject the model outright
2. Based on this pricing pressure, OPM providers are spending more
money and time on retention and enrollment, and some vendors are
having trouble delivering high quality courses on schedule
• Multiple reports of dissatisfied faculty, universities looking for
additional help developing content, etc.
• Content delivery is not compatible or mobile across all devices
3. Faculty members are struggling to work with today’s course
authoring tools and develop their own content
Problems and Opportunities within the OPM Market
Online Program Management (OPM) Market Overview

65. 07/14/14 65
v b
v b
Alumni Management
Instruction
& Retention
Retention &
Student
Services
Graduation
Market Research
Creative Services
Traditional Media
Recruiting Analytics
Interactive Marketing
Course Design
Course / Curriculum
Development
Faculty Training & Support
Online Learning Tools
Learner AnalyticsLearner Support
Retention Analytics
Referral EnginesCareer Services
Online Learning Tools
Post-grad Analytics
Academic Advising
Financial Aid
Post-grad Career Services
Online Program Management Process Overview
Program Management Overview

66. DRIVER
Institutional
Pressures
New Service
Delivery
Models
Penetration /
Saturation
IMPACT ON
NEW ENTRANT DETAILED FACTORS
• Many institutions will continue to be capital constrained and will seek out financial partners to launch new programs
• Postsecondary institutional market is experiencing declining enrollments, climbing student debt, lackluster graduation rates, and a tighter funding environment
• These factors have impacted how how higher education leaders are managing their institutions – focusing on student engagement and outcomes, improving cost management, and evaluating recruitment and enrollment strategies
66
• Institutions are applying technologies and methodologies to expand access,
decrease costs or grow revenue, and improve learning outcomes
• A number of new service delivery models are emerging that require new
competencies of institutions and support from their trusted partners
• Institutions are, however, becoming more sophisticated in negotiating with OPM
providers to ensure that contracts facilitate shared risk/return more flexibly
• While the OPM market expands and institutional penetration increases, a question
as to what “full market penetration” looks like must be answered
• Market penetration of OPM was 5% in 2011 and 11% in 2013 – how much more is
there that is addressable?
Overview of Online Program Management Drivers
Primary OPM Drivers
Medium
High
High

67. Any Questions?

68. Appendix – OPM Market Size

69. Embanet
(Pearson)
Academic
Partnerships
2U
Bisk
Deltak
Learning House
IPD
Synergis
Hobsons
Other
$-
$100
$200
$300
$400
$500
$600
$700
$800
2003 2007 2011 Today
Millions
CAGR
30%+
CAGR
20%
CAGR
14%
$675
Sources: Parthenon; EGA analysis
69
Online Program Management Market, 2003-Today
$360
$175
$105
Online Program Management Market Is Growing
Rapidly and Estimated to Be More than $675M

70. 70
Online Program Management
Strategic
Planning
Marketing
Student
Recruitment
Course
Development &
Instructional
Design
Faculty Training
& Support
Retention
& Advising
Analytics
& Reporting
Program
Delivery &
Platform
Learning
• Provide
training
and
support to
faculty to
help them
acquire/im
prove
online
pedagogy
• Faculty/sta
ff recruiting
• Student
support
ranging from
prior learning
assessments,
registration
support, online
learning
training,
identification of
at-risk
students,
tutoring
services,
course
completion
strategy,
career
advising, and
course/progra
m evaluations
and feedback
• May include
predictive
analytics to
identify at-risk
students
• Utilization of
data for
course,
program, and
enterprise level
analysis
• Report and
analyze such
metrics as
student
performance/e
ngagement,
enrollment,
faculty/student
satisfaction,
and retention
• May include
predictive
analytics
• The more
robust offering
integrates
findings into
future strategy
• Assess
institutional
readiness,
i.e.
infrastructur
e in place to
support
higher
enrollments
• Plan and
assess
program
readiness
• Conduct
market
research,
feasibility
studies, and
competitive
analysis
• Perform
branding
and
marketing
on behalf of
the
institution,
program,
and/or
course
• Pursue
multi-
channel
outreach
and lead
gen
• Conversion
outreach
• Application
processing
• Onboarding
/Enrollment
processes
• May include
predictive
analysis for
student
success
• Determine
order of
courses
within
program
• Develop
curriculum
aligned to
learning
objectives
• Provides
content to
students
• Develops
the
structure,
and type, of
course
component
s
• Provides in-
house, or
outsourced,
host for
course
content
delivery
• Integrates
with LMS
OPM Providers Bundle Services across this Value Chain
OPM Value Chain

71. • Limited differentiation
among providers in
delivery of courses
• Most providers
support various
delivery methods and
dynamics (e.g.,
synchronous/asynchr
onous, social
networking)
• Course development
and instructional
design varies, with
some players
providing guidance on
the conversion to
online, and others
offering
comprehensive
curriculum
development support
Manual;
Limited
Services
Predictive
Capabilities;
Expansive
Services
Retention & Advising
Open/
Agnostic
Proprietary/
Prescriptive
Platform/Delivery Model
Low Touch High Touch
Course Development & Instructional Design
71
Competitors Are Investing in Different Ways along the Learning Segments
Investing in Learning Segments of OPM Value Chain

72. Q & A

73. Education Technology
Gregg Lallier
Closing Remarks:

74. Upcoming Events
Three Summer Networking Parties!
August 14, 4:30PM
Hartford, New Haven, and Stamford!
Social Media and Mobile Tech
September 11, 4:30PM
Stamford
Technology Transfer
October 9, 4:30PM
Hartford

75. Sponsors