1. Slide Samples from Melinda Breitmeyer
The following slides are samples of work I have done
for a variety of clients, from advertising agencies to
high tech companies to financial institutions. The
first section includes before and after examples.
Unfortunately these samples lose a bit of impact in
translation to pdf images, including the animations,
so please keep that in mind, and thanks for looking.
I can start from PowerPoint files that are rough drafts,
Word documents with content only, faxed sketches,
or just conversations about concepts, and frequently
use net meetings to make distance irrelevant.
melindab@melindab.com (505) 989-1143
1

2. BEFORE
Evolution of NSG
Skill 2004
- A balancing act
-$0
- Center of 2005
between the two
-Focus: Mission -$0
excellence - Will have implications
-Focus: Team, Process
- Identify, Evaluate, on the areas of focus and
Develop and 2006
the NSG organization
-$8 Million
Commercialize
-Focus: Institutionalization
New Business
Ideas
- Skill transfer 2007
across the -$38 Million
organization -Focus: Managing the Balancing Act
2008 and beyond
NSG
Business
- Business built around Lifestyle brands and passion categories
- Growth platforms in Margaritaville, skybar and Zarafina
- New growth platforms in the pipeline
- > $480 million in cumulative revenue over the next 5 years
Confidential 2006 Global Long Range Plan Page 2

3. AFTER
Evolution of NSG
Skill Business
• Center of excellence • Business built around
Lifestyle brands and
• Identify, evaluate,
passion categories
develop and
commercialize new • Growth platforms in
business ideas Margaritaville, skybar
and Zarafina
• Skill transfer across
the organization • New growth platforms
in the pipeline
• > $480 million in
cumulative revenue
over the next 5 years
Balancing Act
• Will have implications
on the areas of focus
and the NSG organization
2004
NSG
CONFIDENTIAL 2006 GLOBAL LONG RANGE PLAN PAGE 3

4. BEFORE
22° Beer At-Home Testing Results
6 out of the 10 product concepts tested received strong scores on Appeal,
Purchase Interest and Uniqueness
CHILL TAP
Chill Tap has been prioritized for launch in 2009 given it’s strong emotional
appeal – “Cool Acquisition” and “Fun to Own”
Confidential 2006 Global Long Range Plan Page 4

5. AFTER
22° Beer At-Home Testing Results
6 out of the 10 product concepts tested
received strong scores on Appeal,
Purchase Interest and Uniqueness
Cold Round 22™ DeckMate 22™
Chill Chamber 22™ Chill-Tap 22™
Chill-Tap 22™
Chill-Tap 22 has been
prioritized for launch in 2009
given its strong emotional
appeal – “Cool Acquisition”
and “Fun to Own”
SuperCooler 22™ Red, White & 22™
CONFIDENTIAL 2006 GLOBAL LONG RANGE PLAN PAGE 5

6. BEFORE
Faxed sketch for the following slide…
6

7. AFTER
… and a 100% loss to CDO2!
MBS CDO CDO2
TIER 1 (80%) TIER 1 (70%) TIER 1 (70%)
Tranche Tranche Tranche
TIER 2 (10%) TIER 2 (10%)
TIER 2 (10%) TIER 3 (10%) TIER 3 (10%)
20%
TIER 3 (5%) TIER 4 (5%) TIER 4 (5%)
6% TIER 4 (3%)
TIER 5 (5%) TIER 5 (5%)
TIER 5 (2%)
= Toxic Waste
Source: The Kitces Report, 10/08 ©2008 Michael Kitces
7

8. BEFORE
Fax for the following slide…
8

9. AFTER
What is a Mortgage-Backed Security?
Rising defaults in the housing market helped plunge mortgage lenders, banks
and institutional investors – all connected by mortgage-backed securities –
into illiquidity. Here’s how mortgage-backed securities are created:
Bank could sell Freddie Mac and
mortgages to mortgage Fannie Mae bundle
guarantors Freddie Mac the mortgages into
and Fannie Mae. securities.
BANK
Securities
are sold to
Wall Street.
WALL STREET
Home buyer gets
mortgage from
bank or mortgage-
lending service.
Bank could sell Wall Street may repackage mortgage-backed
mortgages to Wall securities with other debt into collateralized
Street investment debt obligations (CDOs), which are sold to
bank for bundling. institutional investors, such as:
• Pension funds • Mutual funds • Hedge funds
Source: Bloomberg News
9

10. BEFORE
Original input for the following slide
10

11. AFTER
Why “Market Timing” Doesn’t Work
Missing even one day from each calendar year can
have a dramatic effect on investment performance
The Standard & Poor’s 500 Stock Index $3,132.41
...............
Capital appreciation shown for $100 invested at each period inception
Entire Period includes every day in the time period shown
Less Worst removes the worst day from EACH calendar year in the period shown
Less Best removes the best day from EACH calendar year in the period shown
$1,044.06
$578.36
$600
Ending Value
$461.73
$500
$400 $337.00
$300
$220.12 $207.68
$188.74 $166.89
$200 $151.31
$147.92
$105.97
$100
0
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5 Years 10 Years 15 Years 25 Years
2003 - 2007 1998-2007 1993-2007 1983 - 2007
11
Sources: Standard & Poor’s Corporation; Copyright ©2008 Crandall, Pierce & Company. All rights reserved.

12. BEFORE
Delivering More in the Same Power Envelope
4GB
10 watts power*
DRAM DIMM
8x Capacity
10x Reliability
32GB Spansion®
EcoRAM™ DIMM 10 watts power*
* Average DIMM power consumption
12 © 2007 Spansion Inc.

13. AFTER
Delivering More in the Same Power Envelope
4GB 10 watts power*
DRAM
DIMM
8x Capacity
10x Reliability
32GB
Spansion® 10 watts power*
EcoRAM™
DIMM
* Average DIMM power consumption
13 © 2007 Spansion Inc.

14. BEFORE
Los Angeles New York
Renalee Pflug‐ Autumn Nazarian‐ Marnie Mills‐ Tata Sato‐ Karen Kaufman
Strategic Planning Director‐ Performance Planning Supervisor Managing Partner, Managing Partner,
Director, Sr. Partner Insights North American
Director,(ATG)
Tiffany Srisook‐ Planning Charlotte Cochrane‐ Sandy Constan, Managing Harry Case Steve Piluso‐
Supervisor Associate Media Director Partner, General Manager Managing Partner Director ‐ Content
Director Media Analytics Strategy, Senior Partner
and Technology
June Lee‐ Sarah Rounkles‐ Larry Davis‐Swing Michele Pirri‐
Media Planner Account Manager‐ Kinetic Senior Partner, Business Senior Partner, Director
Director Advanced Competitive Intelligence

15. AFTER
Tata Sato Karen
Managing
Kaufman
Partner,
Michele Managing
Insights
Steve Larry
Pirri Partner,
Piluso Davis‐
North
Senior
Director, American
Swing
Partner,
Harry Case
Content Director (ATG)
Director, Senior
Strategy, Managing Partner
Advanced Partner,
Senior Director, Media
Competitive Business
Partner Analytics and
Intelligence Director
Technology
Renalee
Pflug
Strategic
Sarah
Planning
June Rounkles
Director,
Lee Senior Partner Account
Charlotte
Marnie
Media Manager,
Cochrane
Planner Kinetic
Mills
Sandy Associate
Tiffany Planning
Constan Media
Supervisor
Srisook Director
Managing
Planning Partner,
Supervisor General
Manager Autumn
Nazarian
Director
Performance

19. 19

20. The Microsoft U.S. Team
Microsoft 20

21. Net Interest Income
2250
2000 74
69 66 68
64
1750 1841
1768 1754 1718
1683
1500
Total (Net )
886 793 779 796
759 Capital Credit
1250
Interest Income Deposit
1000
Interest Income Loans
750 Other Expenses
500 960 962
942 911 911
250
0
-61 -51 -54 -53 -57
-250
JAN FEB MAR APR MAY
21

22. The 3 Stages of Building a Planning Practice
22