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

Page 22006 Global Long Range PlanConfidential

Evolution of NSGSkill- Center of excellence - Identify, Evaluate, Develop and Commercialize New Business Ideas- Skill transfer across the organization

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

- A balancing act between the two- Will have implications on the areas of focus and the NSG organization

NSG

2005-$0-Focus: Team, Process

2006-$8 Million-Focus: Institutionalization

2004-$0-Focus: Mission

2007-$38 Million-Focus: Managing the Balancing Act

2008 and beyond

BEFORE

PAGE 32006 GLOBAL LONG RANGE PLANCONFIDENTIAL

Skill• Center of excellence• Identify, evaluate,

develop and commercialize new business ideas

• Skill transfer across the organization

2004

Business• Business built around

Lifestyle brands and passion categories

• Growth platforms in Margaritaville, skybarand Zarafina

• New growth platforms in the pipeline

• > $480 million in cumulative revenue over the next 5 years

Evolution of NSG

Balancing Act• Will have implications

on the areas of focusand the NSG organization

NSG

AFTER

Page 42006 Global Long Range PlanConfidential

22° Beer At-Home Testing Results

Chill Tap has been prioritized for launch in 2009 given it’s strong emotional appeal – “Cool Acquisition” and “Fun to Own”

6 out of the 10 product concepts tested received strong scores on Appeal, Purchase Interest and Uniqueness

CHILL TAPCHILL TAP

BEFORE

PAGE 52006 GLOBAL LONG RANGE PLANCONFIDENTIAL

22° Beer At-Home Testing Results

6 out of the 10 product concepts tested received strong scores on Appeal, Purchase Interest and Uniqueness

DeckMate 22™

Red, White & 22™

Cold Round 22™

SuperCooler 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”

AFTER

6

Faxed sketch for the following slide…BEFORE

7

… and a 100% loss to CDO2!MBS CDO CDO2MBS CDO CDO2

Source: The Kitces Report, 10/08 ©2008 Michael Kitces

TIER 1 (70%)Tranche

TIER 1 (70%)Tranche

TIER 3 (10%)TIER 3 (10%)

TIER 4 (5%)TIER 4 (5%)

TIER 5 (5%)TIER 5 (5%)

TIER 2 (10%)TIER 2 (10%)

TIER 1 (80%)Tranche

TIER 1 (80%)Tranche

TIER 2 (10%)TIER 2 (10%)

TIER 3 (5%)TIER 3 (5%)

TIER 4 (3%)TIER 4 (3%)

TIER 5 (2%)TIER 5 (2%)

TIER 1 (70%)Tranche

TIER 1 (70%)Tranche

TIER 3 (10%)TIER 3 (10%)

TIER 4 (5%)TIER 4 (5%)

TIER 5 (5%)TIER 5 (5%)

TIER 2 (10%)TIER 2 (10%)

6%

20%

= Toxic Waste

AFTER

8

Fax for the following slide…BEFORE

9

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:

What is a Mortgage-Backed Security?

Source: Bloomberg News

BANK

WALL STREETHome buyer gets mortgage from bank or mortgage-lending service.

Bank could sell mortgages to mortgage guarantors Freddie Mac and Fannie Mae.

Freddie Mac and Fannie Mae bundle the mortgages into securities.

Wall Street may repackage mortgage-backed securities with other debt into collateralized debt obligations (CDOs), which are sold to institutional investors, such as:• Pension funds • Mutual funds • Hedge funds

Securities are sold to Wall Street.

Bank could sell mortgages to Wall Street investment bank for bundling.

AFTER

10

Original input for the following slideBEFORE

11

Missing even one day from each calendar year can have a dramatic effect on investment performance

Why “Market Timing” Doesn’t Work

Sources: Standard & Poor’s Corporation; Copyright ©2008 Crandall, Pierce & Company. All rights reserved.

$188.74 $166.89 $147.92$220.12

$151.31$105.97

$337.00

$207.68Less Worst 15 daysEntire PeriodLess Best 15 days

Less Worst 10 daysEntire PeriodLess Best 10 days

Less Worst 5 daysEntire PeriodLess Best 5 days

Less Worst 25 daysEntire PeriodLess Best 25 days

5 Years2003 - 2007

10 Years1998-2007

15 Years1993-2007

25 Years1983 - 2007

Endi

ng V

alue

$100

$200

$300

$400

$500

$600

0

The Standard & Poor’s 500 Stock IndexCapital appreciation shown for $100 invested at each period inceptionEntire Period includes every day in the time period shownLess Worst removes the worst day from EACH calendar year in the period shownLess Best removes the best day from EACH calendar year in the period shown

$3,132.41

$1,044.06

$461.73

$578.36

. .

. .

. .

. .

. .

. .

. .

.

AFTER

12 © 2007 Spansion Inc.

32GB Spansion®

EcoRAM™ DIMM

Delivering More in the Same Power Envelope

10 watts power*

* Average DIMM power consumption

8x Capacity10x Reliability

4GB DRAM DIMM 10 watts power*

BEFORE

13 © 2007 Spansion Inc.

32GB Spansion®

EcoRAM™DIMM

Delivering More in the Same Power Envelope

* Average DIMM power consumption

8x Capacity10x Reliability

4GB DRAM DIMM

10 watts power*

10 watts power*

AFTER

Renalee Pflug‐Strategic Planning Director, Sr. Partner

Tiffany Srisook‐ Planning Supervisor

June Lee‐Media Planner

Marnie Mills‐Planning Supervisor

Charlotte Cochrane‐Associate Media Director

Steve Piluso‐Director ‐ Content Strategy, Senior Partner

Tata Sato‐Managing Partner, Insights

Larry Davis‐Swing Senior Partner, Business Director

Michele Pirri‐Senior Partner, DirectorAdvanced Competitive Intelligence

Harry CaseManaging PartnerDirector Media Analytics and Technology

Sarah Rounkles‐Account Manager‐ Kinetic

Autumn Nazarian‐Director‐ Performance

Karen KaufmanManaging Partner,North American Director,(ATG)

Sandy Constan, Managing Partner, General Manager

Los Angeles New York BEFORE

CharlotteCochraneAssociateMediaDirector

Tata SatoManagingPartner,Insights Larry

Davis‐Swing 

SeniorPartner,BusinessDirector

Harry CaseManaging PartnerDirector, MediaAnalytics andTechnology

MichelePirriSenior

Partner,Director,Advanced

Competitive Intelligence

StevePilusoDirector,ContentStrategy,

SeniorPartner

KarenKaufman

ManagingPartner,North

AmericanDirector (ATG)

AutumnNazarianDirectorPerformance

MarnieMills

PlanningSupervisor

RenaleePflugStrategicPlanningDirector,

Senior Partner

SarahRounkles

AccountManager,

KineticSandy

ConstanManagingPartner,GeneralManager

JuneLee

MediaPlanner

TiffanySrisookPlanning

Supervisor

AFTER

191919

20

The Microsoft U.S. TeamThe Microsoft U.S. Team

Microsoft Microsoft

2121

942 911 960 962 911

886759 793 779 796

-61 -51 -54 -53 -57

7464

69 66 68

-250

0

250

500

750

1000

1250

1500

1750

2000

2250

JAN FEB MAR APR MAY

Net Interest IncomeNet Interest Income

1718175417681683

1841

Capital CreditCapital Credit

Interest Income DepositInterest Income Deposit

Interest Income LoansInterest Income Loans

Other ExpensesOther Expenses

Total (Net )Total (Net )

22

The 3 Stages of Building a Planning Practice