Optimizing Your Board Deck for Effective Board Meetings

Board Deck Template Board Deck Template 2021

Board Decks 101 Your Board deck is a tool that should allow you to derive the most value from your Board by equipping them with the information they need to actively contribute and add value during your quarterly Board meetings. Board meetings are not just about updating the Directors and investors about what you ve done so far. They are an opportunity to create structured communication to solve problems and move the business forward, leveraging experienced professionals with third-party perspectives. Good Boards often use 50%+ of the allocated meeting time to discuss major issues or strategic decisions for the business. Although the Board deck will be used to present during the meeting, it is important to treat it as a stand that can be understood by Board members ahead of the meeting. Having details, context and, time to review, ahead of the meeting, allows Board members to offer thoughtful insight and guidance. stand- -alone alone document There is no one-size-fits-all for Board decks! Your Board agenda and deck should be unique to your company and reflect the metrics, strategic initiatives and governance items that are the most important for your business. While this template is not exhaustive, it suggests a flow and sections that you could follow - feel free to modify to your specific needs. Preparing the Board deck is also an opportunity for you as the company leadership to take a step back and evaluate the business as a whole, get a big picture view, and recalibrate on priorities take advantage of this! 2 Intended solely for recipient

Agenda Agenda 1. Big Picture Action Items/Follow Ups from last Board CEO Update, Highlights, Lowlights and Macro Overview 2. Year/Quarter in Review Financial Performance Operations and People Partnerships and Key Initiatives 3. Looking Ahead Strategic Direction Product Roadmap Partnerships and Key Initiatives Financial Projections Working Session 4. Governance Board Decisions, Housekeeping 5. AOB 3 Intended solely for recipient

Big Picture/CEO Update Big Picture/CEO Update 15 mins

The Big Picture / CEO Update The Big Picture / CEO Update 15 mins This section kicks off the Board meeting and should focus on giving the Board the most important updates that have happened over the last reporting period. Company leadership should use these 15 minutes to set the scene around the highlights and lowlights of the previous quarter, using some key data points to illustrate and contextualize. What are some things that have gone well? What were some of the challenges you faced? What information or context would be helpful to the Board as they digest some of the more detailed performance information on the following slides? This section is also the opportunity to provide the wider macro sector and geography updates to frame the performance of the previous quarter within the market enviroment. Additionally, it is an opportunity to update the board on any notable transactions that have taken place in the sector and updates on the competitive landscape. Addtionally, this section should also be used for housekeeping to present an update on the key action items from the last Board, these are usually recorded in the minutes of the meeting. This is important to ensure that there is follow - through on Board decisions with oversight and accountability over the mangement team. 5 Intended solely for recipient

Action Items Action Items What are the follow up items from the last quarterly board meeting? Use this opportunity to approve the previous Board minutes. Item Status Comments Deadline Employment Contracts New format employment contracts adopted Completed N/A Trademark Filing Currently waiting for response from Trademark registration office expected timeline is 3-6 weeks 31st July 2021 In Progress Debt Restructure Pending feedback from Bank on alternate financing proposal 31st December 2021 Not Started 6 Intended solely for recipient

Big Picture Big Picture Highlights Lowlights What were some highlights of the last reporting period? What were some challenges of the last reporting period? These can include traction, financial performance, new hires, new product launches, partnerships etc. These can include operational road blocks, expansion setbacks, lower than expected performance, recruitment challenges etc. Think about the most exciting things that happened for the business. Macro Overview / Sector Outlook What are the key macro drivers in your sector? What are some of the key trends that you are seeing in the space? How do these trends affect your Company? Notable Transactions? Updates to competitive landscape? 7 Intended solely for recipient

Quarter/Year in Review Quarter/Year in Review 25 mins

Quarter in Review 25 mins This section is focused on the Company s results from the last reporting period. These slides should consider the important financial metrics, operational KPIs, HR updates, product launches, partnerships PR & Media updates and impact metrics (where relevant). This template is illustrative. Focus on the metrics that are important for your business, do deep dives by business line, and detailed KPI breakdowns. It is important to be able to understand the drivers behind the performance, seasonality and anomalous data. For financial performance and operational KPIs, it is important to present the contextualized performance of the business around the budget and the same period last year the Board needs to understand how the business has performed compared to its targets and understand growth from the same period last year. You can add several pages on financial performance and operational KPIs. Consider that a Board will review the information presented ahead of the meeting you will not need to go through it one slide at a time, but rather use it as a reference point for specific questions raised by the Board. Remember to equip the Board with the requisite information to offer an external perspective of on company performance and the best way to address challenges you faced. 9 Intended solely for recipient

Financial Performance Financial Performance US$ 000 QX 202X Budget vs. Budget (%) Same Period Last Year vs. Same Period Last Year (%) Commentary What were the headline financial metrics for the last reporting period? GMV 2,000 1,900 +5% 800 +150% What are some of the important operational KPIs for the business? Revenue 500 500 0% 300 +67% How do these compare to the budget and the same period last year or the Contexualizing numbers is very important. Are you on target to meet your FY numbers. Gross Profit 150 170 -12% 72 +110% last quarter? EBITDA 10 10 0% (5) +300% What are the drivers behind improved performance or less than expected performance? Consider both revenue and cost drivers. No. of Users 500 600 -17% 100 +400% ARPU 1 0.8 +20% 3 -67% Was there anything unexpected? Comment re: mitigation plans. Retention Rate 60% 60% 0% 70% -17% Burn Rate (100) (100) 0% (50) +100% 10 Intended solely for recipient

Financial Performance/KPI Dashboard Financial Performance/KPI Dashboard Use visual representations of the Company s performance data and offer a second level of analysis i.e. sales bridges, breakdown by revenue stream, patterns in user behaviour, seasonality, country/product specific user performance Revenue Bridge Revenue Bridge Relevant Operational KPI Relevant Operational KPI 6 160 20 140 5 140 20 120 4 100 100 3 80 2 60 40 1 20 0 0 UAE KSA Other Actual QX 202X Item 1 Item 2 Budget QX 202X Commentary Commentary Revenue Breakdown Revenue Breakdown What are the details around why the Company surpassed or missed its budget? What are the trends in revenue and no. of users, customers by country or product? Product 1 Product 2 Product 3 Product 4 What was revenue by business line? Is there a particular concentration? What is the progression of unit economics? CAC and relevant metrics. 11 Intended solely for recipient

Financial Performance (Detailed P&L Update) Financial Performance (Detailed P&L Update) US$ 000 US$ 000 - -6 months 6 months - -5 months 5 months - -4 months 4 months - -3 months 3 months - -2 months 2 months - -1 months 1 months Today Today +1 months +1 months +2 months +2 months +3 months +3 months Budget Budget Actual Actual Budget Budget Actual Actual Budget Budget Actual Actual Budget Budget Actual Actual Budget Budget Actual Actual Budget Budget Actual Actual Budget Budget Actual Actual Budget Budget Budget Budget Budget Budget Revenue Revenue XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX - Revenue Stream 1 XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX - Revenue stream 2 XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX - MoM Growth XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX COGS COGS XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX Gross Profit Gross Profit XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX Expenses Expenses XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX - HR XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX - Marketing XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX - Other XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX EBITDA EBITDA XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX 12 Intended solely for recipient

Financial Performance (Cash Position) Financial Performance (Cash Position) US$ 000 US$ 000 - -3 months 3 months - -2 months 2 months - -1 months 1 months Today Today +1 months +1 months +2 months +2 months +3 months +3 months Budget Budget Actual Actual Budget Budget Actual Actual Budget Budget Actual Actual Budget Budget Actual Actual Budget Budget Budget Budget Budget Budget Average Monthly Burn Average Monthly Burn Cashflow from ops Cashflow from ops XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX US$ XXm Cashflow from Investing Cashflow from Investing XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX Cashflow from financing Cashflow from financing XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX Cash in Bank Cash in Bank Opening Cash Opening Cash XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX US$ XXm Increase/Decrease in Cash XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX Closing Cash Closing Cash XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX XX Months of Runway Months of Runway XX months Cashflow Bridge Cashflow Bridge 160 70 140 140 130 20 120 100 Target date for next raise Target date for next raise 100 80 mm-yyy -40 -60 60 40 20 0 New markets Actual Item 2 Budget Benefits increase Defferred Expenses Projected 13 Intended solely for recipient

Operations and People Operations and People Commentary QX 202X Budget vs. Budget (%) Same Period Last Year vs. Same Period Last Year (%) What are some operational KPIs that are relevant for your business? KPI 1 XX XX XX% XX XX% Include commentary to show progress. tables, graphs and KPI 2 XX XX XX% XX XX% Remember to contextualize around previous and performance. expected KPI 3 XX XX XX% XX XX% KPI 4 XX XX XX% XX XX% Relevant Operational KPI Relevant Operational KPI 6 5 4 3 2 1 0 Jan Apr Aug Dec Mar May Jun Jul Oct Nov Feb Sep UAE KSA Other Actuals Budget 14 Intended solely for recipient

People People Commentary Headcount Female Female Total Total Male Male How many people are in your team? Female Male 100 60 40 What is the breakdown by sector and team? Do you have the most optimised team you could have? Breakdown UAE KSA Egypt Kenya Other Provide an organisational chart illustrating how it s evolving with the strategic direction. Sales XX XX XX% XX XX% Operations XX XX XX% XX XX% Share diversity breakdowns. The board is a helpful place to discuss challenges to recruitment. Tech XX XX XX% XX XX% diversity + Other XX XX XX% XX XX% What are some key hires missing in the organisational structure? Key Hires Key Hires Hiring Challenges Hiring Challenges CTO Struggling to grow salesforce What are some updates on new hires? Head of product Limited engineers available What are some of the challenges you have to talent acquisition and retention? Country Manager Nairobi Still searching for CMO 15 Intended solely for recipient

Partnerships and Other Updates Partnerships and Other Updates What are some other updates from the previous quarter? Any Partnerships worth mentioning? New integrations API? Products launched? Media coverage? What are some key impact metrics that you measure? Partnerships and Intergrations Products Launched Product 1 Product 1 Launched new product with XX customers onboarded by the end of XX Partnership 1 Partnership 1 Launched new partnership with financing partner Product 2 Product 2 Launched new product with XX customers onboarded by the end of XX Partnership 2 Partnership 2 New API integration with XX PR, Media and Awards Awarded fastest growing Awarded fastest growing startup Link here startup in MEA in MEA Featured in Forbes Featured in Forbes Link here Chosen partner for regional government Chosen partner for regional government Link here Featured in Entrepreneur Featured in Entrepreneur Link here Impact KPIs XX Female EmploymentXX XX Devices Deployed XX Jobs Created XX Solar Power Generated Lives Touched 16 Intended solely for recipient

Tech Update Tech Update Progress Challenges What have you delivered on? What were some challenges durring the last tech sprint? Share more details on specific optimisations - modifications etc These can include delays, recruitment challenges etc. Proposed Corrective Actions What are some the steps you will take to overcome the tech challenges? 17 Intended solely for recipient

Looking Ahead Looking Ahead 60 mins

Looking Ahead 60 mins This section of the board deck should focus on the company s plans going forward and where it is in its wider strategic roadmap. Try to use this section to foster structured strategic conversations around areas to focus on for the next quarter/year, and the bigger picture. Giving an update to the product roadmap and where you are with certain milestones is helpful for the Board to understand what lies ahead. While the Board should not make operational or product feature prioritization decisions, they can offer advice on shifting resources, optimizing operations or prioritizing selected initiatives. Don t forget to build in asks to your Board around these strategic topics such as introductions to strategic partners or further in-depth sessions around their expertise. Make sure that there are clear takeaways and action points to follow up on after the Board. 19 Intended solely for recipient

Strategic Direction Strategic Direction What are you focused on going forward? What is the overall strategic direction of the business? How does this line up with your cash needs and future capital raising rounds? This should be a big picture view to help the Board understand sub-focus areas / priorities. Area Strategic Objective Strategic Initiatives Target Timeframe Responsible Launch in 2 new markets US$ 100M 6 months (Short Term) CEO International Expansion Define new market selection process N/A 18 months (Long Term) Head of Strategy Sales Increase B2B Product 1 3 months (Short Term) CPO Launch XX offering Product 2 18 months (Long Term) CPO Product Launch 2.0 CTO Update platform Improve integrations Outsource tech - US$ 200K 6 months (Short Term) Cut overhead costs Operations Talent 20 Intended solely for recipient

Financial Projections Financial Projections Projections Chart 2 - Users Projections Chart 1 - Revenue 14 12 10 8 6 4 2 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Actuals Budget Actual Budget Commentary What are your targets for the next 6-12 months? Have you reforecasted expectations for the year? Have any changes in strategic decision resulted in a more optimistic/pessimistic outlook? How much cash runway do you have? When is your next financing round? 21 Intended solely for recipient

Product Roadmap Product Roadmap JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC MILESTONE 1 Apr 10 MILESTONE 2 24 Aug Product 1 55% Jan 3 Feb 15 Product 2 25% Jan 25 Mar 27 Feature 3 46% Mar 27 May 2 Feature 4 60% Feb 24 20 Apr Step 5 April 20 Jun 28 Step 6 Jun 28 Oct 1 Step 7 Oct 1 Nov 28 Commentary Where are you currently in the product roadmap? Are all products, features and updates going be delivered on time? Does your product roadmap progress tie up with your fundraising milestones? What are some challenges you are facing? 22 Intended solely for recipient

Partnerships and Key Initiatives Partnerships and Key Initiatives Key Initiative 1 Key Initiative 2 What Key Initiatives will you be focused on this quarter? Why is this a key focus plan for the business in the coming period? What impact will these have on the business? Weight the importance and cost of each initiative How much time/cash/resources will this take up? Be clear about the intended outcome of each set measurable targets that can be revisted Partnerships What partnerships do you have in the pipeline, if any? How will these benefit the business? What is neeeded to get this Partnership across the line? 23 Intended solely for recipient

Working Sessions Working Sessions What are some key strategic items that you d like the Board to deliberate over/ weigh in on? Use this session to deep dive on a particular functional area, a large partnership opportunity, a business challenge, company goals and product challenges etc. Share a description, background, information regarding the area / decision / topic, If there is optionality, describe the different options and their impact both if the company does go this way, and if the company chooses to do something different / defer a decision. This can also be input on whether the Company should be spending time/money./resources on innovation and exploration. Business impact of each option, recommended option by the management and the clear clear asks asks to to the the board board. . 24 Intended solely for recipient

Governance Governance 10 mins

Governance 10 mins This section covers the important oversight functions of the Board including ensuring that proper governance is followed around important board decisions, financial audits, litigation and other material items that fall under the responsibility of the Board and its fiduciary responsibility to the Company and its shareholders. This section can also act as the catch all for miscellaneous items and administrative tasks. 26 Intended solely for recipient

Board Reserved Matters Board Reserved Matters What are some of the key decisions that you need formal decisions from the Board on? The matters that the Board needs to vote on should be outlined in the transaction documents signed at your last round. These approvals can be done in person during the meeting or via circulation if further materials need to be shared. All of these decisions should be recorded in the minutes. Board Reserved Matter Approval Deadline Approval of US$ XXm working capital loan In person 31/03/2021 Approval for increase in CEO remuneration Via Circulation 30/04/2021 Changes to ESOP plan Via Circulation 30/04/2021 27 Intended solely for recipient

Housekeeping Housekeeping Other important governance and reporting items such as: Any litigation or open legal items Formal approval of budget Financial audit Approval of previous Board minutes Key dates including future Board meetings, committees (Audit, RCA, Remuneration) Reminder/overview of who makes up the relevant board sub-committees 28 Intended solely for recipient

AOB AOB 5 mins

Appendix Utilize this section to provide all relevant supplementary information and clarifications that enables the Board to have a full and detailed understanding of the topics presented. The annexes are intended to allow for a comprehensive board discussion and avoids allocating time to explain the calculation of metrics, terms of partnerships and other ancillary inputs to decision making. Examples of supplementary material may include: a- P&L for each business line b- Definitions and formulas used to calculate Company KPIs c- Terms of agreement on key partnerships, initiatives or providers d- Compensation terms for key hires e- Timeline for strategic projects f- Industry benchmarks g- Other information previously requested for inclusion by a Director 30 Intended solely for recipient