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Balanced Scorecard SummaryNote: Results exclude YODA beta test results

Financial MetricsFinancial Objectives Metric Type Measures Analysis:

Q1 Nov Dec Jan Q2 Q3 Q4 Annual Q1 Nov Dec

1.) Increase price per billable session Lagging Price Per Unit (Assessments and Billable Sessions Delivered)

25.74$ 26.78$ 27.53$ 27.34$ 27.25$ 27.61$ 26.96$ 27.19$ 37.33$ 27.74$ 33.29$

2.) Increase number of billalble sessions delivered Lagging Billable Sessions 21,867 19,650$ 23,801$ 27,172$ 70,623$ 144,794$ 129,075$ 368,675$ 13,481 4,268 5,189

3.) Meet revenue targets Lagging Services Revenue 622,487$ 526,185$ 655,335$ 742,766$ 1,924,286$ 3,998,257$ 3,480,332$ 10,025,362$ 557,137$ 127,445$ 185,844$

4.) Meet gross margin benchmarks Lagging Gross Margin as a % of Revenue 29.5% 85.3% 78.0% 11.3% 54.2% 55.9% 54.0% 54.0% 18.2% 6.9% 10.2%

5.) Improve company profitability Lagging EBITDA as a % of Revenue -254% -38% -20% -77% -47% 6% 4% -21% -259% -455.9% -321.2%

6.) Improve company cash flow Lagging Cash Burn Rate (Gross) (2,397,248)$ (839,658)$ -$ -$ -$ -$ -$ -$ (2,068,086)$ (860,349)$ (801,054)$

Customer Acquisition Metrics (Sales and Marketing)Sales & Marketing Objectives Metric Type Measures Analysis:


1.) Increase number of customers Lagging Number of New Accounts Closed 9 3 3 3 9 15 15 48 13 1 4

2.) Increase market presence and brand awarness Leading Qualified Leads Generated 189 63 63 63 189 189 210 777 84 15 14

3.) Increase revenue by customer Leading Average Contract Booking Value 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ 194,256$ 157,708$ 156,558$

4.) Develop total pipeline to achieve revneue targets Leading Toal Value of Active Sales Pipeline (EOP) > 30M > 30M > 30M > 20M > 30M > 40M > 40M ########## 11,339,808$ 10,376,345$

5.) Improve sales team closing ratio Lagging % of Opportunities Closed Won > 15% > 15% > 15% 15% 15% 15% 15% 22.0% 28.0% 33.8%

6.) Shorten sales cycle of an opportunity Leading Average days for an opportunity to close < 90 < 90 < 90 > 75% > 75% > 75% NA 124 143

Internal Business Process MetricsInternal Business Process Objective Metric Type Measures Analysis:


1.) Maximize teaching expense efficiency Lagging Student Teacher Staffing Efficiency % using contract requirements (HE / K12 / SO)

In Process In Process In Process 80% 80% 80% In Process In Process In Process

2.) Improve customer service levels Lagging Students not matched as % of Completed Sessions

< 1% < 1% < 1% < 1% < 1% < 1% 1.5% 1.7% 0.8%

3.) Have enough teachers Leading Number of Active and Seasonal Teachers (EOP)

396 442 487 582 582 860 834 834 351 355 298

4.) Increase student program attendance Leading Student No Show % (HE / K12 / SO) < 25% < 25% < 25% < 25% < 25% < 25% 33% / 36% / 11% 29% / 22% / 14%

5.) Increase AIU Student Participation Rates Leading AIU Student Participation Rate % (YTD) > 30% > 30% > 30% > 32% > 35% > 35% 20.1% 19.6% 20.0%

6.) Increase K12 completion rates Leading K12 Session Conversion Rate % (YTD) NA > 85% > 85% > 85% > 85% > 85% > 85% NA 5.8% 0.0%

7.) Increase profitability of fixed price contracts Leading Fixed Price Avg Completed Sessions per Enrollment

< 6 Sessions < 6 Sessions < 6 Sessions < 6 Sessions < 6 Sessions < 6 Sessions 3.36 3.36 4.00

8.) Maximize call center utilization rates Lagging Call Center Labor per Service Ticket < $6.00 < $6.00 < $6.00 < $5.50 < $5.25 < $5.15 7.94$ 10.01$ 13.26$

9.) Decrease call center service time Lagging Avg ticket edit time (Minutes) < 5 Min < 5 Min < 5 Min < 5 Min < 5 Min < 5 Min < 5 Min 4.70 5.61 6.93

10.) Improve customer satisfaction Lagging Avg Instructor quality score 2.6 2.6 2.6 2.7 2.7 2.7 2.7 2.7 2.7

11.) Increase contract profitability Lagging Unbillalble no-shows/late cancels/late reschedules as % of total billable sessions

< 5% < 5% < 5% < 5% < 5% < 5% In Process In Process 36.1%

Customer MetricsCustomer Objectives Metric Type Measures Analysis:


1.) Improve student outcomes and customer satisfaction Lagging Avg Grade Level Equivancey Gain NA > 2 Grade Levels > 2 Grade Levels> 2 Grade Levels> 2 Grade Levels > 2 Grade Levels > 2 Grade Levels > 2 Grade Levels NA 1.51 NA

2.) Improve student outcomes and customer satisfaction Lagging Avg Number of Mastered Skills per Session NA >2 per Session >2 per Session >2 per Session >2 per Session >2 per Session >2 per Session >2 per Session NA 1.45 NA

3.) Improve student outcomes and customer satisfaction Lagging Avg Lessons Completed per Student In Process In Process In Process In Process In Process In Process In Process In Process In Process In Process In Process

4.) Improve customer ROI Lagging Client academic progress (as defined in implementation plan)

In Process In Process In Process In Process In Process In Process In Process In Process In Process In Process In Process

5.) Improve customer ROI Lagging % of students who pass with EO sessions In Process In Process In Process In Process In Process In Process In Process In Process In Process In Process In Process

People MetricsPeople Metrics Metric Type Measures Analysis:


1.) Retain employees Lagging Voluntary Employee Turnover % In Process In Process In Process In Process In Process In Process In Process In Process In Process In Process In Process

2.) Maximize profit per employee Leading EBITDA per Full Time Employee 3,773$ 9,567$ 11,915$ 13,505$ 34,987$ 72,696$ 63,279$ 182,279$ 3,410$ 2,236$ 3,260$

Actuals

Actuals

Actuals

Budget

Budget

Budget

113 new leads generated with total value of $4.0m YTD. 84 in K12 with a total value of $3.3m and 29 in HE with a total value of $0.8m.

Budget Actuals

Budget

Actuals

Chicago in school and Milwaukee programs at 173.4% and 44.7%, respectively.

4,801 teacher sessions in December with 18 formal evaluations and 18 spot checks.

30 total opportunities closed YTD. Average contract value excluding Milwaukee ($2.7m), AIU ($0.6m), and Chicago ($0.4m) equals 33k.

Higher Education closing ratio 45.3%, Institutional K12 closing ratio 23.3%.

Increased cost per ticket due to lower volume of service tickets in December (2,919).

2,919 ticket edits in the month of December with total edit time of 337 hours.

34 instances of a student not being matched to a teacher for the month of December of which 24 were due to student early log out or connectivity.

New Accounts closed in December include Waco ISD, Baltimore PQS, The Bridge School and Highlands County (FL).

0.9m and 0.5m moved to closed won and closed lost respectively in the month of December.

Chicago Inschool (63%), Montgomery (57%), Flatonia (60%), Austin ISD (100%). Majority of Higher Education No Shows are billable related to AIU.

49 Terminations from 11/25 to 12/12. Hiring goal of 395 teachers is 54% completed. 212 teachers have accepted offers and are completing onboarding

YTD metric for all current year contracts. Milwaukee and Chicago contracts commenced in late November.

1304B Math and English Particpation increased to over 60%

Broward and Fayetteville State contracts average 10+ completed sessions per enrollment offset by lower current completion rates for active contracts.

Higher Education: 143, Institutional K12: 134, All Closed Won: 118

Metric General Definition of Metric Source of Data Who Provides the Information? Monthly Due Date

1.) Price Per Unit Total revenue divided by total assessments delivered and billable sessions per month

Financial Statements and Session query file Finance Day 20

2.) Billable student sessions Total Billable Student Sessions per month Session query file Finance Day 1

3.) Total Services Revenue Revenue excluding revenue from the sale of equipment Financial Statements Finance Day 20

4.) Gross Margin as a % of Revenue Gross Margin as a % of total revenue Financial Statements Finance Day 20

5.) EBITDA as a % of Revenue EBITDA excluding product development CAPEX as a % of Total Revenue Financial Statements Finance Day 20

6.) Gross Cash Burn RateMeasures cash burn rate defined as OPEX expenses, cash interest, cash taxes

and CAPEX including product development. Excludes non recurring expenses.

Financial Statements Finance Day 20

7.) Number of New Customer Accounts Closed Number of contracts signed related to a new customer Sales Force Closed Won Report - New vs Renewal Marketing Day 5

8.) Qualified Leads Generated Number of new opportunities with an opportunity create date during the month

Sales Force Create Date Opportunity Report Marketing Day 5

10.) Average Contract Booking Value Average booking amount of all closed contracts in salesforce Sales Force Closed Won Report Marketing Day 5

11.) Total Value of Active Sales Pipeline (EOP)Total Value of all opportunities in lead qual, sponsor qual, power sponsor

qual, proposal development, verbal commit, and pending contract at the end of each month.

Sales Force Active Pipeline Report Marketing Day 5

12.) % of Opportunities Closed Won % of closed won opportunities as a total of all closed won and lost opportunities YTD

Sales Cycle Metrics Report Finance Day 15

13.) Average days for an opportunity to close Avg Days from opportunity create date to close date for all closed won and lost opportunities

Sales Cycle Metrics Report Finance Day 15

14.) Client Renewal % % Accounts of new customers closed in FY2014 that close a second new opportunity.

Sales Force Report - Finance to Build Customer Roll Forward Schedule Finance Day 10

15.) Student Teacher Ratio Staffing Efficiency Student to Teacher ratios as a % of max contract ratios (Get definition from Education team as to specific calculation used)

Channel Ratios Report - Finance reviewing calculation Education Day 1

16.) Students not matched % of not matched student sessions as a % of completed sessions for the month

SDC Report Education Day 15

17.) Number of Active and Seasonal Teachers Number of active and seasonal teachers staffed SDC Onboarding Report Human Resources / Education Day 15

18.) Student No Show % Total number of no show sessions as a % of total billable sessions SDC Report Operations Day 1

19.) AIU Student Participation Rate % YTD % of AIU Enrollments who completed at least one session for Cohort starts in current fiscal year.

Session query file Finance Day 1

20.) K12 average session conversion % Total completed sessions as a % of total maximum sessions in program. FY 2014 Contracts. Excludes Sylvan Online & Elkhart Sessions.


21.) Fixed Price Contract Completed Sessions per Enrollment Tuition based contract total completed sessions divided by total enrollments YTD. Excludes prior year contracts.


22.) Unbillalble no-shows/late cancels/late reschedules as % of total billable sessions

Total unbillable no show, late cancel and late reschedule as a % of total billable sessions. Excludes Tuition based and billable NS / LC / LRS Contracts.


23.) Call Center Labor per Service Ticket Total part time and supervisor call center labor divided by number of service tickets

Financials and Call Center ticketing report from footprints Finance / Call Center Manager Day 5

24.) Avg ticket edit time Average edit ticket time per service ticket. Call center edit ticket report Call Center Manager Day 5

25.) Avg Grade Level Equivancey Gain Avg grade level improvement for students who completed a pre and post assessment. Negative Growth = 0 in calcuation.

Learning Analysts - Tracy Walter and Melissa Robbins Education / Learning Analysts Day 5

26.) Avg Number of Mastered Skills per Session Avg number of mastered skills from instruction per session Learning Analysts - Tracy Walter and Melissa Robbins Education / Learning Analysts Day 5

27.) Avg Lessons Completed per Student Total number of lessons per student Learning Analysts - Tracy Walter and Melissa Robbins Education / Learning Analysts Day 5

28.) Client academic progress (as defined in implementation plan) % of implanmentation plan academic progress goals met (CHECK WITH MEGAN)

Implementation and Education Implementation and Education Day 5

29.) % of students who pass with EO sessions % of Students who pass course with EO sessions tracked against institution baseline / target

Implementation and Education Implementation and Education Day 5

30.) Voluntary Employee Turnover % Total voluntary terminated employees as a % of total active employees EOP. Excludes employees terminated by RIF and involuntary terminations

Financial Statements and Ultipro Finance / Human Resouces Day 5

31.) Revenue per Full Time Equivalent Employee Total revenue divided by full time salaried employee Dynamics GL detail and Ultipro employee census Finance / Human Resouces Day 5

Business Metric Definitions

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