The Epic Center For Healthy Lifestyles, Corporation-Business Proposal - 2012

Epic Center for Healthy Lifestyles, Corp.
Epic Center for Healthy Lifestyles, Corporation
Helping Build Foundation For Healthier Families and Communities 21st Century Health~Wellness~Maintenance~Prevention~Products~Services ~One-Stop~Conceptual Model
Confidential
EPIC CENTER FOR HEALTHY LIFESTYLES, CORP TABLE OF CONTENTS

I. EXECUTIVE SUMMARY.........................................................................................................................4 Success Factors............................................................................................................................................5 Unique Investment Metrics..........................................................................................................................5 Financial Projections, Strategy, Needs and Exit Strategy...........................................................................5 Projected Profit and Loss.............................................................................................................................8 Facility Occupancy: ..................................................................................................................................10 Funding Requirements...............................................................................................................................10 II. Company Overview.................................................................................................................................11 What is Epic Center For Healthy Lifestyles?............................................................................................11 1. Outpatient Services Center for the 21st Century...................................................................................12 2. Healthy Eating for Families Shopping Center.......................................................................................12 3. Health and Wellness Fitness Center......................................................................................................13 4. Brain and Stress Center..........................................................................................................................13 5. Outer and Inner Beauty Health Center..................................................................................................13 6. Knowledge, Preventive, and Educational Need Center.........................................................................14 7. Healthy Eating Out Food/Court Center.................................................................................................14 8. Healthy Employees Wellness Promotion Programs..............................................................................14 III. Management Team and advisors..........................................................................................................15 Management Team....................................................................................................................................15 IV. Market Analysis and Need for Epic Center For Healthy Lifestyles, Corporation..........................21 v. Industry Analysis......................................................................................................................................22 VI. Target Market Analysis.........................................................................................................................23 Health, Wellness and the Baby Boom Generation ...................................................................................23 VII. Competitive Analysis ..........................................................................................................................26 Competition Overview...............................................................................................................................26 Competitors ...............................................................................................................................................27 Barriers to Entry ........................................................................................................................................27 Strengths and weaknesses..........................................................................................................................27 What is the Company Greatest Strengths..................................................................................................28 Advantages Over Competition ..................................................................................................................28 What is the Company Greatest Weaknesses?............................................................................................28 Sectors of the Health Care Market.............................................................................................................29 VIII. Marketing Plan and sales Strategy....................................................................................................29 Marketing Communications .....................................................................................................................29 Corporate Identity .....................................................................................................................................29 Media Advertising ....................................................................................................................................29
On Line Advertising ................................................................................................30 Other Advertising ....................................................................................................31

Sales Strategy ............................................................................................................................................31 IX. OPERATIONS.......................................................................................................................................31 Facilities ....................................................................................................................................................32 Accounting ................................................................................................................................................32 Safety and Health ......................................................................................................................................32 Technology ...............................................................................................................................................32 HIPAA Compliance Policy .......................................................................................................................32 Company Philosophy ................................................................................................................................33 Community Involvement ..........................................................................................................................33 X. Technology/Site Development Plan........................................................................................................34 Initial Site Functionality State of the Art...................................................................................................35 XI. Financial Plan.........................................................................................................................................35 Revenue Model..........................................................................................................................................35 Funding To Date........................................................................................................................................35 Funding Requirements/Use of Funds........................................................................................................35 Financial Projections..................................................................................................................................36 XII. Appendix: .............................................................................................................................................36 APPENDIX A: Financial projections Year 1-5 monthly..........................................................................37 APPENDIX B: Financial Projections Detailed Key Assumptions...........................................................45 APPENDIX C: Projected Personnel Operational Budgets........................................................................49 APPENDIX D. Management Team ..........................................................................................................50 APPENDIX E. Product and Service Plan .................................................................................................51 APPENDIX F. Industry Market Research ...............................................................................................52 APPENDIX G. Detailed Budget Time line/Use of Proceeds...................................................................53 APPENDIX H. Operational Plan ..............................................................................................................54
Disclaimers The Epic Center for Healthy Lifestyles, Corporation has prepared this business plan (BP). The information contained herein is confidential and proprietary and by accepting a copy of this confidential proprietary BP, the recipient agrees not to copy, reproduce, distribute or permit disclosure to others of this BP, in whole or in part, without the prior written consent of The Epic Center for Healthy Lifestyles, Corp (the Company) and that it will keep confidential all information contained herein not be issued to public and will use this BP solely for the purpose of evaluating a possible investment to the Company or raising funds to the Company and for no other purpose whatsoever. The projections and pro forma results contained in the BP represent the best estimates of management by the Company made based on information presently available. They are subject to judgments, assumptions, and contingencies, many of which are beyond the Company ability to control and actual results may vary significantly from projections. None of the information, data, forecasts, projections, or descriptions contained herein is warranted. Representations and warranties will make only in a definitive investment agreement to be negotiated and executed between the Company and an investor or lender. Accordingly, the Company shall not be liable for any misstatement contained herein and for the omission of any information, which may be material. This BP shall remain the property of the Company and shall be returned upon the request of the Company.
EPIC CENTER FOR HEALTHY LIFESTYLES, CORP
I. EXECUTIVE SUMMARY
The Company The Epic Center for Healthy Lifestyles is a Northern Virginia based corporation company that specializes in the provision of a complete range of health services and products for the mind, body, soul, and spiritual health through prevention, awareness, and maintenance all under one roof. The Company will consist of a number of different mini centers that focus on every aspect of health from preventative medicine to outpatient services, rehabilitation, and general well-being. The Epic Center will essentially become a point of destination for todays busy consumers who can workout, shop, visit their doctor and fill their prescriptions in one visit. The Center will have broad appeal across a wide demographic. Todays generation are constantly reminded of the need to eat better, sleep better and exercise more, to ensure a fuller, healthier and longer life. For many, this is not a reality, the high cost of medical insurance and drugs means that they do not visit a doctor unless something is seriously wrong with them and in some cases, this is often too late. Research has shown that regular check ups, healthy eating, and exercise can help prevent many of our deadliest diseases. Epic Centers business model also offers medical professionals and retailers the opportunity to purchase services and products more efficiently through volume buying and special agreements with manufacturers. The uniqueness of this business model is that the Company's partnership with large health companies, manufacturers and retailers means that these cost savings can be passed on to consumers by providing them with a comprehensive one-stop-shop concept and model total health service that is more affordable to everyone. The Company business model will encourage better preventative health care and help build a foundation of healthier families and healthy communities through its comprehensive range of affordable products and services. The goal is steady expansion by this unique business concept initially statewide, eventually offer our unique Epic's Blueprint passport to health, wellness, and prevention lifestyleTM franchising concept nationwide; and increasing profitability, and free cash flow; and in the process maximizing long-term shareholder value. This a unique business offering a complete range of health care products and services under one roof gives the Company an wide open window of opportunity and entrance into a profitable niche in the this fast- growing $2 trillion health care market. Further, the Company plans to earn significant revenues from the baby bloomers population worldwide THE COMPANY'S MISSION AND VISION The Company's vision is to become the most widely used premier point of destination for todays busy consumers who can workout, shop, visit their doctor and fill their prescriptions in one visit. The Company mission is steady expansion by development and constructing this unique business concept initially statewide, and eventually franchising nationwide.
Success Factors Epic Center For Healthy Lifestyles, Corporation is uniquely qualified to succeed due to the following reasons: Entrepreneurial track record: Epic Center CEO and team have over 50 years of combined experience in the health care and construction industry. Key milestones completed: Epic Center For Healthy Lifestyles, Corp founder have invested $600,000 to-date, site plan approval from the County, key management team, Board of Directors in place, business and building valuations and feasibility study completed. Unique Investment Metrics The Epic Center For Healthy Lifestyles, Corp investment opportunity is very exciting due to the health care industry rapid growth and with a window of opportunity of entrance into a profitable niche in the $2 trillion health care market. The Epic Center has the ability to earn revenues from its innovative and efficient way of serving the health, wellness, and preventive services needs of the local community by offering a complete range of health related products and services for the mind, body, soul, and spirit, all under one roof. Financial Projections, Strategy, Needs and Exit Strategy Epic Center For Healthy Lifestyles financial projections are based on conservative assumptions of capturing just a 0.5% market share, the Companys projected revenues are $17.3M in year 1, and $24M and $28.6M in years 2 and 3, and $43M in year 4, and $54M in year 5. Net profit is expected to be positive $5M in year 1, increasing to $6M in year two, and positive $6.9M in year three, and 8.5M in year four and 10.5M in year five. Yearly Financial Projections
Projected 5-Year Sales Forecast Per Center
Projected Sales Forecast

Sales Forecast 2013 Sales Healthy Eating Shopping Center Health & Wellness Fitness Center Brain & Stress Center Outer & Inner Beauty Center Knowledge/Prev & Educ. Need Ctr. Food Court Wellness Promotion Programs Tenant Leasing Total Sales Direct Cost of Sales Healathy Eating Shopping Center Health & Wellness Fitness Center Brain & Stress Center Outer & Inner Beauty Center Knowledge/Prev & Educ Need Ctr. Food Court Wellness Promotion Programs Subtotal Direct Cost of Sales $1,193,635 $2,453,583 $1,145,440 $2,257,960 $2,695,647 $539,346 $311,710 $6,750,000 $17,347,322 2011 $809,019 $1,213,529 $752,653 $1,254,975 $1,617,388 $188,771 $155,855 $5,992,191 2014 2,345,153 4820593 2211661 4436248 2695647 1059662 311710 6750000 $24,630,675 2012 1589493 2384239 1478749 2465668 1617388 370882 155855 $10,062,275 2015 2983013 6131749 2802272 5642867 2695647 1347880 311710 6750000 $28,665,138 2013 2021820 3032730 1880956 3136307 1617388 471758 155855 $12,316,814 2016 5295075 10884320 4943069 10016516 2695647 2392589 311710 6750000 $43,288,928 2014 3588884 5383326 3338839 5567183 1617388 837406 155855 $20,488,882 2017 7075858 14544819 6591942 13385164 2695647 3197239 311710 6750000 $54,552,380 2015 4795859 7193789 4461721 7439478 1617388 1119034 155855 $26,783,125
Projected 5-Year Pro Forma Profit and Loss
Projected Profit and Loss

Pro Forma Profit and Loss Sales Direct Costs of Goods Cost of Goods Sold Gross Margin Gross Margin % Expenses Payroll Marketing/Promotion Other Operating Expenses Payroll Taxes Total Operating Expenses Profit Before Interest and Taxes Interest Expense Taxes Incurred Net Profit Net Profit/Sales 2013 $17,347,32 2 $5,992,191 -----------$5,992,191 $11,355,13 1 65.46% 2014 $24,630,67 5 $10,062,27 5 -----------$10,062,27 5 $14,568,40 0 59.15% 2015 $28,665,13 8 $12,316,81 4 -----------$12,316,81 4 $16,348,32 4 57.03% 2016 $43,288,92 8 $20,488,88 2 -----------$20,488,88 2 $22,800,04 7 52.67% 2017 $54,552,380 $26,783,125 -----------$26,783,125 $27,769,255 50.90%
$1,589,598 $346,946 $1,734,732 $158,960 -----------$3,830,237 $7,524,894 $0 $2,257,468 $5,267,426 30.36%
$2,682,101 $492,614 $2,463,068 $268,210 -----------$5,905,992 $8,662,408 $0 $2,598,722 $6,063,686 24.62%
$3,287,270 $573,303 $2,293,211 $328,727 -----------$6,482,511 $9,865,813 $0 $2,959,744 $6,906,069 24.09%
$5,480,839 $865,779 $3,463,114 $548,084 -----------$10,357,81 6 $12,442,23 1 $0 $3,732,669 $8,709,562 20.12%
$7,170,357 $1,091,048 $3,273,143 $717,036 -----------$12,251,583 $15,517,672 $0 $4,655,302 $10,862,371 19.91%
Projected Five Year Pro Forma Cash Flow
Pro Forma Cash Flow 2013 Cash Received Cash from Operations Cash Sales Subtotal Cash from Operations Additional Cash Received Sales Tax, VAT, HST/GST Received New Current Borrowing New Other Liabilities (interestfree) New Long-term Liabilities Sales of Other Current Assets Sales of Long-term Assets New Investment Received Subtotal Cash Received Expenditures Expenditures from Operations Cash spending Bill Payments Subtotal Spent on Operations Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out Principal Repayment of Current Borrowing Other Liabilities Principal Repayment Long-term Liabilities Principal Repayment Purchase Other Current Assets Purchase Long-term Assets Dividends Subtotal Cash Spent Net Cash Flow Cash Balance 2014 2015 2016 2017
$17,347,322 $17,347,322
$24,630,675 $24,630,675
$28,665,138 $28,665,138
$43,288,928 $43,288,928
$54,552,380 $54,552,380
$0 $0 $0 $0 $0 $0 $0 $17,347,322 2010
$0 $0 $0 $0 $0 $0 $0 $24,630,675 2011
$0 $0 $0 $0 $0 $0 $0 $28,665,138 2012
$0 $0 $0 $0 $0 $0 $0 $43,288,928 2013
$0 $0 $0 $0 $0 $0 $0 $54,552,380 2014
$1,589,598 $9,460,880 $11,050,479
$2,682,101 $10,514,864 $13,196,965
$3,287,270 $20,865,903 $24,153,173
$5,480,839 $20,810,636 $26,291,475
$7,170,357 $38,821,777 $45,992,134
$0 $0 $0 $0 $0 $0 $0 $11,050,479 $6,296,843 $6,296,843
$0 $0 $0 $0 $0 $0 $0 $13,196,965 $11,433,710 $17,730,553
$0 $0 $0 $0 $0 $0 $0 $24,153,173 $4,511,966 $22,242,518
$0 $0 $0 $0 $0 $0 $0 $26,291,475 $16,997,453 $39,239,972
$0 $0 $0 $0 $0 $0 $0 $45,992,134 $8,560,246 $47,800,218
Break-Even Analysis
Facility Occupancy: over 60% of facility will be utilized by the medical parent company, and 40% leased to other medical professionals and retailers, for which there has been strong interest expressed and will commit to leases upon funding. The Company will generate revenues from the 60% owner occupancy business entities in the newly constructed medical building. Funding Requirements The Company total funding requirements are estimated to be $60,000,000. The Company's is seeking to raise in this offering $60,000,000. The principals will contribute approximately $6,000,000 in addition to the $650,000 already spent to-date. The company is seeking a net funding amount of approximately $60,000,000 equity for capital/start-up expenses, website development, land acquisition and development,
construction and working capital, requirements as it grows its business in line with its business plan. A. 30-45 days Seed Stage: first draw down of $15,000,000 USD B. 4-6 months Early Stage second draw down of $35,000,000 USD C. 6-12 months Final Stage third draw down of $10.000.000 USD Assuming full financing, we plan to use the net proceeds from the financing as follows: (a) equipment purchases and leases for the Company's business operations and further implementation of our business plan ($500,000); (b) direct marketing expense ($300,000); (c) professional and consulting fees ($200,000); and (d) general working capital ($4,000,000); (e) development and construction (45,000,000); (f) and build out, equipment purchases and leases for building and operational budget ($10,000,000) The Company's Business Valuation projections which indicate the fair market value of the Company conducted by Halas and Associates are remarkable and put the Company in the position to offer investors after the project completion a profitable return of investment. Upon request we will provide the comprehensive Business Valuation for investors to review. The table listed below is the values of the business from 2008-2012.
Exit Strategy The companys Exit Strategy will be for total return of investment with ROE of over 24% within 10 years and to repay annual interest on debt starting one year after the completion of the project. Ratios and comparative trend analysis of the projected Balance Sheet and Income Statement indicates the company is in a good position to obtain the projects Exit Strategy based on debt and equity funding. If a Joint Venture (debt/equity) structure is not viable, the company is seeking straight debt financing with an annual interest rate of 4-6%, and term of loan for 120 months. II. COMPANY OVERVIEW What is Epic Center For Healthy Lifestyles? The project development site selection is located at 16732 River Ridge Boulevard, Woodbridge, VA 22193 on 17.33 acres. The Epic Center for Healthy Lifestyles will provide consumers with all of their health and wellness needs, which will include generalized preventative health, wellness, nutrition,
supplements, products, and outpatient health care services. The Epic Center is a unique business concept in that it will be comprised of eight centers offering specialized products and services for all aspects of health and well-being in one convenient location. Each mini center will have a number of retail outlets that will complement the services being offered at its eight centers 1) 2) 3) 4) 5) 6) 7) 8) Healthy Eating for Families Shopping Center Health and Wellness Fitness Center Brain and Stress Center Outer and Inner Beauty Health Center Outpatient Services Center for the 21st Century Knowledge, Preventive, and Educational Need Center Healthy Eating Out Food Court Healthy Employees Wellness Promotion Programs
1. Outpatient Services Center for the 21st Century The Epic Center for Healthy Lifestyles is committed to providing excellence in services and products to its customers by offering high quality outpatient medical services with over 70,000 square footage of medical out patient services. The goal is to provide a range of services that allows the entire family to seek health, wellness, and preventive care appointments under one roof. This medical professional center will accommodate at least ten medical suites which will be occupied by dentists, optometrists, obstetricians, and Gynecologists, plastic surgeons, internal medicine, cardiac specialists as well as endocrinologists and pediatricians. 2. Healthy Eating for Families Shopping Center The Epic Center will have a food shopping center where customers can shop for a wide range of healthy, organic, and natural foods. The center will sell fresh meat, fish and produce as well as its own range of healthy prepackaged foods. It will also specialize in providing nutritional education and will sell individualized healthy school lunches for all ages (pre-school, middle school, high school, and college) and ethnic backgrounds. As parents today become more aware of the dangers of childhood obesity, it is envisioned that these nutritional programs will be very popular. Provider will work with Food store staff to ensure there patients are eating healthy and medical prescribed meal plans. If a patient go to the store with a prescription for 1800 calorie America Heart Association diet he/she gives it to the dietitian at the food store and they will help the patient with section of items to purchase and the patient's provider will get a consultation write up to give to patient's provider.
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The Company will provide several drive through window so that consumers can buy healthy quick meal instead of going to unhealthy fast food drive through. This will allow one to make healthy choices. 3. Health and Wellness Fitness Center The Epic Center for Healthy Lifestyles will include a state-of-the-art fitness facility and health and wellness center for the whole family. The fitness center will be membership based and will include a gym, swimming pool, sauna and steam room. This Center will also provide a child care center where parents can leave their younger children while they work out. It will provide family exercise classes and special classes for senior citizens. This center will also provide specialized and individualized health and fitness needs for people suffering from any type of burden and/or disability. 4. Brain and Stress Center The Epic Center will incorporate an innovative and technologically advanced center for mental health. This center will focus on preventive therapy and rehabilitation services that focus on relieving the stresses of everyday life and maintaining a clear and balanced state of mind. This center will also incorporate a Full-Service Medical Spa that will offer a comprehensive range of stress reducing and rehabilitative services. The Brain and Stress Center will cater to the needs of those who may require Chiropractic, Podiatry, Pain Management, Massage Therapy and Physical Therapy related services and products for overall mind, body, soul, and spiritual health. 5. Outer and Inner Beauty Health Center Addressing beauty from within will be another unique feature of the Epic Center for Healthy Lifestyles. This center will market a comprehensive inner and outer body health and wellness concept never seen before. This unique center will provide customers of all ages, gender and ethnic backgrounds individualized hair, nails, skin, and foot health; wellness and nutritional products for maintaining outer and inner beauty; preventive care education; and an overall passport for living a healthy and active lifestyle that will encourage self-esteem and make customers feel good inside and out. The uniqueness of this center is the range of specialized services and products it will provide for all ages and
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gender. Womens health needs are different from men health needs, so there will be three specialized mini-centers to cater for women, men, teenagers, and children. There will be over ten retail stores within this center, offering customers a wide range of shopping options from clothes and lingerie to cosmetics and perfumes, accessories and jewelry. 6. Knowledge, Preventive, and Educational Need Center This center will include Outpatient Pharmacy Services, a Medical Equipment and Supply Store, and a complete Health, Wellness, Preventive Service Book Store that will cater to all ages. The center will have a state-of-the-art interactive innovative IMAX Theater to educate consumers on a wide range of health and wellness related topics.
The theater will be made available to community groups, schools, and local hospitals in an effort to promote better community health. The medical supply store will be the first of its kind in the area; it will stock everything from wheelchairs to ambulatory aids, safety products and daily living aids. Typically many of these items need to be special ordered or are only available through hospitals and medical care centers, the fact that they will be readily available for purchase at the Epic Center will facilitate the needs of both medical practitioners and their patients who would otherwise have to travel to another location for their medical supply needs. 7. Healthy Eating Out Food/Court Center The food court will serve the dining needs of Epic Center visitors, patients, and staff. It will offer a wide range of healthy eating choices that will appeal to consumers of all ages and ethnic backgrounds. Management will focus on meeting the dining needs of the local community by providing a broad range of ethnic food as well as traditional American fare. We are a fast food nation who for the most part chooses convenience over nutritional value. This specialized food court will be geared toward educating individuals and families so they can eat out and make healthy choices while consuming great tasting meals and snacks. This is consistent with the companys mission of helping build a foundation of healthier families and communities through education and prevention.
8. Healthy Employees Wellness Promotion Programs
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The National Business Group of Health reports that employers can achieve a potential return on investment of 3 to 1, or $300 for every $100 spent per employee, on implementing preventive services and health improvement programs for their employees. The Healthy Employees Wellness Promotion Programs will offer health screenings, reduced deductibles and co pays; on-site fitness facilities discounts; weight management programs; workshops and on-site health fairs. III. MANAGEMENT TEAM AND ADVISORS Epic Center For Healthy Lifestyles founding team includes entrepreneurs and managers with a track record of success and a history of successfully working together. Management Team At The Epic Center for Healthy Lifestyles, Rosalind will adopt a hands-on management approach, overseeing all aspects of the business from hiring staff to ordering inventory, managing daily operations and ensuring sales targets are met. Rosalind brings extensive management and health care industry expertise to The Epic Center for Healthy Lifestyles, which she will use to promote and achieve the growth goals of the company over the next number of years. To help ensure early success, we have aligned ourselves with an advisory board through our Chamber of Commerce, and meet periodically with these local business owners to draw on their expertise and experience in this market.
Rosalind holds a Masters in Nursing Administration, MSN, from George Mason University. Rosalind holds a Ph.D Advanced Degree in Public Policy and Public Management with a special focus on Social Theory and Social Policy, George Mason University. Rosalinds passion for wanting to gain knowledge and experience on public policy issues gave her the will to gain more knowledge and to become an expert in public policy, public management, social policy and public administration, she took additional studies in pursuing her second Ph.D (c) advanced course work in Public Administration, Madison University. Her Dissertation work focused on Welfare Reform Policy and Health care Policy. Rosalind served as a United States Army Officer as well as a U.S. Air Force Officer.
Cortez Quarles Co- Founder and Vice President is a business consultant who has accumulated a broad range of experience in the corporate world since graduating from Florida Agricultural and Mechanical College in 2002 with a Bachelor of Science Degree in Accounting. In addition, Cortez holds a Lean Six Sigma Green Belt certification from BearingPoint, Inc. Cortez is currently employed at BearingPoint, which is based in Alexandria Virginia. He currently supports the Intelligence Community with a specialization in process redesign, streamlining processes, delivering improves results,
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and managing and controlling engagement teams. Before his employment with BearingPoint, Cortez was employed at Accenture, which is based in Reston Virginia for 4 plus years. During his 4 years with the firm. Cortez managed a team of twelve hiring and orientation specialists in an operations environment that served a large government agency. Cortez is a dedicated professional who possesses strong interpersonal skills, his financial background, team developer, and customer service expertise will be a great asset to The Epic Center for Healthy Lifestyles where he will primarily focus on Sales and Marketing, but will also offer advice and assist in the day-to-day operations of the company. Cortez main goal is to build and maintain a solid customer base through the implementation of sales incentives, customer based loyalty programs, and creative marketing strategies. Cortezs business background will perfectly complement Rosalinds knowledge and expertise in the health care industry. Together they provide a strong management team whose primary goal will be to make The Epic Center for Healthy Lifestyles a household name in the health care industry.
Board Members, Advisors and Consultants Fred L. Greene, Board Member, and Advisor. Mr. Greene is the founder and President/CEO of FLGA LLC. He has over 20 years of high level public and private sector experience. As Planning Director for Washington, DC for close to a decade, Mr. Greene managed growth and development with a focused emphasis on building the downtown as a desirable place to live, work and conduct business. His vision was an 18hour downtown integrated with the proper balance of housing, office development, retail, and entertaining uses. The Gallery Place project, with 14 movie theaters, 275 new condominium-housing units, 300,000 square of retail and entertainment uses, 400,000 square feet of new office space, and 1,000 parking spaces, represents that balance. Its success will set the tone for future in-town mixed-use destinations, both within DC, and within cities throughout the United States as well. Fred Greene specializes in community relations, urban economics, and planning. He has over two decades of public and private sector experience in planning, zoning, and real estate development. During his tenure as Planning Director and a cabinet level appointee, Mr. Greene represented the District of Columbia on major prestigious boards and commissions such as the National Capital Planning Commission, the Pennsylvania Avenue Development Corporation, the Fine Arts Commission, the Federal City Council and the National Capital Planning Commission, the Urban Land Institute and the American Planning Association Mr. Greene was appointed as Planning Director for Annapolis Maryland and served as Director of Planning and Development for the Montgomery County Department of Housing and Community Development. His private sector experience includes positions of Vice President of First American Title Insurance Company and Associate with the Morton Hoffman Company, an urban-economic consultant firm, based in Baltimore, Maryland.
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A. Roy Heron, M.D., Vice Chairman of the Board of Director, Advisor and Companys Medical Officer. Dr. Heron studied nutrition and created his moderately low carbohydrate diet in 1981-years ahead of the current trends in weight loss. He is past president of the Alexandria Medical Society in year 2000, and in 1992, was appointed to the State Board of Health of the Commonwealth of Virginia where he served four years. In 2005, Dr Heron trained and became the first bar iatric specialist in the country to master the laser procedure for removal of cellulite and love handles non-surgically with no down time Despite all his accomplishments, Dr. Heron feels there is no greater personal reward than seeing his patients joy as they realize their weight loss goals and achieve the figure that they have desired all their lives. Dr. Roy Heron is a Medical Director who comes from a family of physicians. He has extensive experience treating the entire familys health needs. In the 1980s, he was the only physician in the area who made house calls. Dr Heron treats patients using humanistic approach with a strong emphasis on quality care. In addition, he has extensive experience in trauma cases and appearing in courts in Virginia, Washington, D.C., and Maryland, He has worked and testifying at times for either the plaintiff and or the defendants (IM examiner). Appointed by Governor Robb in 1982 to serve on the Emergency Medical Council for the State of Virginia. Was one of five physicians who set the policies for all hospitals, emergency rooms, ambulances, urgent care centers and medical offices to follow in regard to administering proper medical care. Recommended by the Medical Society of Virginia and appointed by Governor Doug Wilder in 1992 to be one of two physicians to oversee and serve citizens of the Commonwealth Of Virginia as a senior member of the State Board of Health. Served in this capacity for a period of four years. Toured different parts of the state every six weeks, prepared papers, made recommendations and testified in Richmond before various government committees. Reported directly to the Health Commissioner of The State, which resulted in setting health policies for hospitals, nursing homes and all health facilities in the Commonwealth of Virginia regarding the health needs of citizens. 1992 -1996. Mr. Andy Lauer serves on the Companys Board of Director and Advisor. Lauer is Vice President, a third generation Washingtonian, has been with Tetra Partnerships since 1998 and serves as the firms principal broker. Mr. Lauer is actively involved in the firms brokerage, commercial development and residential land activities and oversees the religious organization division. Prior to Tetra, Mr. Lauer spent three and a half years with Grubb and Ellis specializing in market research. Mr. Lauer is a graduate of the University of North Carolina at Wilmington where he majored in political science. Mr. Lauer is a member of National Association of Industrial & Office Properties
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(NAIOP), Legislative Co-chair of Loudoun County, Northern Virginia Building Industry Association (NVBIA), Legislative Committee. Mr. Lauer Community Affiliations is Habitat for Humanity, member of the Land Committee. Mr. Lauer brings to the Company years of experience of working in a family business which is in line with the Companys President. Mr. Lauers of his extensive expertise in constructions, development, leasing, sales, retail, commercial and residential development. Winner of 2007 NAIOP Best Industrial Building, Winner of 2006 NAIOP for Best Mixed-Use Project 2006 Dulles Regional Award for Best Small Company, Integrity & Experience. Endless Possibilities. Mr. Lauer brings extensive experience and knowledge on land brokerage, development build-to-suit projects, property management, construction management, leasing, sales, consulting, local market expertise, structuring public/private partnerships. Mr. Lauer is Chair of Religious Organizations to work closely with religious organizations in the area, draws upon past experience from advising clients such as Reston Bible Church and employs a professional team approach that brings together all real estate disciplines. Help assist these organizations with all their development, relocation and property management needs.
Ms. ALISON R. GUINASSO serves on the Companys Board of Director and Advisor. Alison Guinasso is a Senior Consultant to the Federal Government. She is responsible for and involved in a wide range of consulting assignments covering the methodology, solution development and delivery for Change Management Solutions and the delivery of these solutions to public sector clients. Ms. Guinasso has over three years of case management experience and over two years of training development and delivery experience. She has worked primarily in the information security and personnel security industries, but has additional experience in sales, marketing and design. She is a team player with excellent interpersonal and communication skills. She has demonstrated strong client management skills. She has the ability to meet goals in a timely and efficient manner. Alison is a Holistic Health Counselor providing individual and group wellness counseling. She received her training to practice Health Counseling at the Institute for Integrative Nutrition in New York City, which is the only nutrition school integrating all the different dietary theoriescombining the knowledge of traditional philosophies with modern concepts. Additionally, Alison is a Masters Degree candidate at the Tai Sophia Institute in their Applied Healing Arts program. This groundbreaking degree program is designed for both established and developing health care professionals, business executives, educators, and community leaders. Graduates gain the knowledge and skills necessary to create positive change in their personal lives, in the workplace, and in the larger world. As a result, they are equipped with solutions-based models to stimulate healing and creative influences.
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Alison is passionate about working with people using a holistic approach to help them achieve their health and wellness goals. M r . D a v i d R o u t r e e serves on the Companys Board of Director and Advisor Mr. Rountree is an accomplished real estate professional with experience in commercial and residential real estate services and real estate firm development with core competencies in: Strategic planning, lease negotiations, asset valuation, staff supervision, property management and operating/budgeting. Mr. Rountree is Sr. Consultant, Real Estate Services and was recruited by firm in a declining market to assist with growing the metropolitan area business. Led Transition team when firm assumed new ownership and Generated Revenue of 100M+ over 5 years. Part of grass roots team in place to introduce private real estate firm Visions Realty Professionals to the Washington Metro area. Identified marketing, and new/current business development needs and opportunities for areas of responsibility, including assuming the lead in key business venture negotiations. And Oversaw Direct marketing campaigns and marketing events. Mr. Rountree holds AA Business Administration, Chesapeake College, Wye Mills, MD, and US Military - Various technical and mechanical courses (i.e...Hazardous materials, Ground Based/Air Radar Systems and repair, Aircraft Recognition, Satellite Uplink) and Business Administration, Texas Tech, Lubbock, TX. Mr. Rountree is member Northern Virginia Association of Realtors (NVAR). He has Real Estate Licenser in VA/MD/DC. He is active in the community in U.S. Marine Corps. Toys for Tots and Swans Creek Elementary, Volunteer Parent Mike Kenny serves as the Companys Business Planning Consultant and Advisor. Mr. Kenny is Senior is the Consultant and CEO for KCI Business Finance. Mr. Kenny assisted with the development of the Companys Business Plan that needed the expertise, skills and experience that were vital in the implementation of the feasibility analysis, financial market analysis, market comparison analysis, National Industry Research, reports and studies and the National Marketing Databases etc. Mr. Kenny has over 25 years experience as a Finance executive advising small and medium size business. He is an expert in executive advising small and medium size business. He is an expert in business capital, strategic planning, financial management, and business restructuring. Mike graduated from the Institute of Technology, Athlone, Ireland. A member of the Chartered Institute of Management Accountants since 1991, Mike has earned the FCMA (Fellow Chartered Management Accountant) designation. He is also a member of the National Association of Equipment Lease Brokers. . Kenny will continue to provide consultant and advisory services to help the Company with its business planning and strategic growth and expansion. We founded KCI Business Finance to help companies get the capital they need that is appropriate for them while at the same securing the most competitive deals possible. Caroline Kenny serves as the Companys Business Planning Consultant and Advisor. Mrs. Kenny is the Senior Consultant and CFO for KCI Business Finance. has over 20 years experience as a Finance executive advising small and medium size
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business. Caroline brings a strong business planning and finance background to the Company. She carries a unique perspective, having worked in the banking industry for many years prior to launching her small business consultancy. Mrs. Kenny graduated from the Institute of Technology, Athlone, Ireland. She is also a member of the National Association of Equipment Lease Brokers. Kenny is an experts in business planning and financing, strategic planning, financial management, E-business strategies, organizations, development and structure, negotiation strategy and business restructuring. The Kennys Consultancy and Advisory expertise brings to the Company their broad, global perspective, based on extensive experience gained in the U.S., U.K., Europe, the Middle East and South East Asia. The Kenny team has worked with clients ranging from start-ups to companies with decades of operating history. They have worked with businesses in nearly every major industry, with clients ranging from nearly all businesses entities. The Kenny team will bring a passionately commitment to the Management team, Employees and the Company. While working with the Kenny Team it was proven to be true as stated you will discover that you have a dedicated team on your side, which is in line with the Companys. Mrs. Kenny assisted with the development and implementation of the Companys Business Plan that needed the expertise, skills, and experience that were vital in the feasibility analysis, financial market analysis, sales strategy, target markets, risk assessment, forecasts, and market comparison analysis, National Industry and Trends Research, reports and studies, and the National Marketing Databases etc. The Kenny team will help the Company succeed by providing, Management Consulting services, Finance and Operations, Executive Development and Advising, Organization Structure, Performance, Business Planning, Contract Negotiation, Internal and Business Controls. Christopher J. Mathews, CPA Consultant and Advisor Chris Mathews obtained a bachelors degree in accounting from the University of Maryland and began his career in public accounting in 1987. After passing the CPA exam in 1989 his search to be associated with a top notch local Washington DC accounting firm employing high caliber principals and staff came to fruition and he began work with John Squire and Susan Lemkin. Chris became a Partner of Squire, Lemkin + Company, LLP in 1999. Chris has concentrated his emphasis on structuring business tax strategies, key employee retirement funding programs and analysis of business efficiency and profitability matters. His personal hands-on approach in assisting clients to reach their cultural and financial goals has fostered growth and rewarding merger and buy-out opportunities for clients he has served. His many years of experience include working with professional service, retail and construction firms. Chris is member of the American Institute of Public Accountants (tax division), the Maryland Association of Certified Public Accountants and spent a number of years as an active member of the Mount Airy Rotary.
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IV. MARKET ANALYSIS AND NEED FOR EPIC CENTER FOR HEALTHY LIFESTYLES, CORPORATION In an analysis of its target market, The Epic Center for Healthy Lifestyles has broken its market down by number of households per county as well as number of households in the independent cities of Alexandria, Falls Church, Fairfax, and Mananas. Over 2 million people live in this area, and as mentioned above, is one of the wealthiest regions in the United States. The region is home to a number of diverse ethnic groups, all with different health and wellness needs.
The Center will be centrally located within easy access of all major metropolitan centers in its target market area with ample parking for customers. It will appeal to young families with children who want to make an outing to the dentist or doctor a fun day out with shopping and lunch included. For older people, the convenience aspect of the Epic Center will be extremely attractive, they will not have to drive too far to visit their General Practitioner or Medical Specialist, and they can undergo therapy, fill their prescriptions, and enjoy a healthy lunch or dinner in one single visit to the Epic Center for Healthy Lifestyles. The following table illustrates the buying power of The Northern Virginia market, which reinforces the need for such a one-stop center that can fulfill the health and wellness needs of this very lucrative market. For local businesses and corporations, the Epic Center will offer their staff a central location that will meet not only their dining and shopping needs but will also offer them a sanctuary from the stresses of the corporate world. It will be somewhere where they can go to work out at lunchtime or after work, attend specialized health care programs, visit medical professionals, and get advice on all aspects of health care. The Northern Virginia region is home to over 12,623 technology companies that employ over 310,000 people, the regions above average growth must also be attributed to the gains in federal contracting and professional services located there, that support the federal government. These high-value added services, which set apart Northern Virginias economy from the rest of the state, will continue to support higher wages and stronger job growth in the region for the near future.
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V. INDUSTRY ANALYSIS According to a forecast summary from the Center for Medicare & Medicaid Services (CMS), health care spending in the United States was projected to reach $2.1 trillion in 2010. Of that total, $67 billion, or 3.1%, was estimated to be spent on government public health activities. Of the approximately $2 trillion that the United States spends as a nation on health care, industry estimates say only 1% to 5% of that total is spent on prevention. According to the forecast, many preventive measures save money by delaying the onset
or reducing the impact of disease. They cost money, but the value of these preventative measures has been shown to be well worth the costs.
The Company' believes that many of the leading causes of illness, injury, and death are preventable. We know that every dollar invested in building healthier communities and healthier families..will reduce the burden and demand on our health care system, and ensure that more people will be healthier for longer periods of their life. We owe it to our families; we owe it to our kids. The Company's concept and model will help aid in the prevention of this generation likelihood to live a shorter life span than their parents. Investing into the Epic Center for Healthy Lifestyles, Corp., will be an investment into our children and grandchildren to start the twenty first century investment in building healthier families and healthier communities.
Costs of an Aging Population One hundred million Americans are currently being treated for some sort of degenerative disease at a health care cost of more than $700 billion per year. To make an impact on health care in this country and in the world, we must focus on the degenerative diseases of aging. If we can slow aging through prevention, maintenance, and education we can eliminate more than 50% of all disease overnight. Baby boomers are likely to face a multitude of health and medical issues, the most common including:
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Orthopedic - hip and knee problems Obesity - weight related conditions such as diabetes, hypertension, heart disease, and stroke Preventive care and maintenance - cancer screening, mammograms, diagnostic testing Anti aging issues - cosmetic and plastic surgery, anti aging and aging maintenance Mental health - stress management, depression Cardiac care
VI. TARGET MARKET ANALYSIS Epic Center for Healthy Lifestyles will initially target residents, workers, and visitors to Northern Virginia; the company is currently looking for a suitable location as the site for its first Epic Center. Once successfully established, the company plans to expand its operations to other metropolitan areas and eventually nationwide. Northern Virginia is one of the fastest growing and wealthiest regions in the United States. It has a strong government contracting market, which provides economic stability for the region; it is also home to the nation's second largest technology sector providing unlimited opportunity for growth. Northern Virginia has one of the highest per capita household incomes in the country, with 4.4% of households having incomes in excess of $150,000. It is an exceptional trade area offering a combination of visibility, accessibility, and strong retail demographics. Health, Wellness and the Baby Boom Generation
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(source:http://www.chroniccareca.org)
For the past 20 years, the health and wellness market has seen exceptional growth, as a result of increased awareness of the benefits of good health, wellness, nutrition, and dietary supplements. This can be attributed in a large part to a graying of the baby boom generation. This generation (those 40 and older) comprises 42% of the U.S. population and control more than $7 trillion in wealth in the United States (or 70% of all U.S. wealth). Todays boomers bring in $2 trillion in annual income, and account for 50% of all discretionary spending.
They are fixated on youth and staying younger longer by living a healthier more active life than their parents live. While previous generations entered middle age without much fuss, many boomers appear to be trying to create a new model of adulthood, a midlife stage focused on renewal. They are reenergizing businesses that range from food and cosmetics to pharmaceuticals and biotechnology. By creating a model of midlife rejuvenation, baby boomers are looking for a graceful way of aging, as well as for a way to prevent aging diseases such as Alzheimers, heart disease, cancer, osteoporosis, and arthritis. They take supplements, detoxify their bodies, and indulge in spa treatments to relieve the stress of aging and to prevent the onset of degenerative diseases. Baby boomers are naturally concerned about the availability of healthcare services in the future. Rising healthcare costs, longer wait times, higher deductibles, and an increasing number of physicians hesitant to add new patients to their already overburdened patient rosters leave many seniors facing a health care dilemma. (source:
http://www.1888articles.com/author-johnson-author-12186.htm)
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The Power of Wellness and Prevention- Chronic disease . . . the public health Challenge of the 21st Century Research shown that the the United States spends significantly more on health care than any other nation. In 2006, our health care expenditure was over $7,000 per person, more than twice the average of 29 other developed countries. We also have one of the fastest growth rates in health spending, tripling our expenditures since 1990. Yet the average life expectancy in the United States is far below many other nations that spend less on health care each year. As a nation, more than 75% of our health care spending is on people with chronic conditions. These persistent conditionsthe nations leading causes of death and disabilityleave in their wake deaths that could have been prevented, lifelong disability, compromised quality of life, and burgeoning health care costs. The facts are arresting: 7 out of 10 deaths among Americans each year are from chronic diseases. In 2005, 133 million Americansalmost 1 out of every 2 adultshad at least one chronic illness. About one-fourth of people with chronic conditions have one or more daily activity limitations. Health disparities in chronic disease incidence and mortality are widespread among members of racial and ethnic minority populations. For example, heart disease death rates are higher among African Americans than whites, and diabetes rates are substantially higher among American Indians and Alaska Natives than whites. Mental illnesses and chronic diseases are closely related. Chronic diseases can exacerbate symptoms of depression, and depressive disorders can themselves lead to chronic diseases. The scope and disease problem has attention. More than believe that the U.S. place more emphasis preventive care, and (84%) favor public funding for such prevention programs. severity of the chronic not escaped the publics two-thirds of all adults health care system should on chronic disease more than 4 in 5 Americans
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(source: http://www.cdc.gov/chronicdisease/pdf/2009-)Power-of-Prevention.pdf )
The Chronic Disease Price Tag Estimated Annual Direct Medical Expenditures* Cardiovascular disease and stroke $313.8 billion in 2009 Cancer $89.0 billion in 2007 Smoking $96 billion in 2004 Diabetes $116 billion in 2007 Arthritis $80.8 billion in 2003 Obesity $61 billion in 2000
VII. COMPETITIVE ANALYSIS This section of the business plan provides an overview of the competitive landscape, discusses both indirect and direct competitors and then details the Company's competitive advantages. Competition Overview The Company will focus on providing Northern Virginia residents with a point of destination health and wellness center offering a complete range of health related products and services all under one roof will make it unique in the competitive landscape. There are many big box retailers across the country selling a wide range of nutrients, supplements, health and beauty products, and pharmacy services. However, there is no one company that specializes in combining products and services that promote an overall healthier lifestyle. The Company's alliances with key players in the health care industry to supply and market their products and services, will mean that the Company's products will cost significantly less which will ultimately result in cost savings to the consumer. The Companys competitive pricing, personalized health programs, state of the art facility, and extensive range of products and services will differentiate it from any competitors and provide a unique solution for those who want to look and feel better, and enjoy a healthier, longer life.
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Competitors The Company will fill a clear gap in the market for a business that provides a total health care solution for people of all ages and circumstances. As the company develops its business model, it anticipates competitive pressure at some time from on-line resellers as well as health and wellness clubs and on-line weight management companies, among others. Research has indicated that many consumers use the Internet to shop and compare; but they ultimately want to do business locally for immediate gratification, service, and customer support. Barriers to Entry It is relatively difficult for new companies to enter into the health care market. The lack of brand recognition and the capital costs involved with the development of such a project as The Epic Center for Healthy Lifestyles in the Northern Virginia area could be seen as a deterrent. Substantial start-up costs are also involved with site selection, design and establishing operations. Sourcing reliable suppliers and providers for health care goods and services is crucial to the success of any health related business. External factors such as a downturn in the economy resulting in fluctuations in disposable income or changes in federal regulations relating to Medicare and/or Health care Service Providers could also have an adverse affect on the market for the Company's products and services. Strengths and weaknesses The Epic Center for Healthy Lifestyles greatest strength lies in its innovative business model. The fact that it will be the first business of its kind to offer a total solution to health, wellness, and preventive care under one roof will set it apart from anyone else in the industry. Another major strength lies in the expertise and vision of its founder, Rosalind Greene and its management team with over 50 years expertise commercial real estate. Rosalind is a dedicated health care professional with over 20 years experience in the industry. She understands the health and wellness needs of todays consumers. Throughout her career, Rosalind has built strategic relationships with key players in the health care industry, which can be used as a source of supply for quality products and services and as a business resource she can refer to as she develops her business, model for The Epic Center for Healthy Lifestyles.
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What is the Company Greatest Strengths Advantages Over Competition

Advantages Over Competition Generally the competitive advantages the Company will have over any competitors are: A. Innovative business model B. Comprehensive product and service offering C. Competitive pricing D. Convenient Location/ State of the Art Facility-family oriented E. Personalized Health Programs
F. Building foundation for healthier families and communities G. Extensive range of educational material H. Coordinated, consistent, marketing and sales programs I. Business-orientated, experienced management with extensive networks J. Consistent high quality service K. Continuous research and development of new products and services L. First business of its kind to offer a total solution to health, wellness, and preventive care under one roof will set it apart from anyone else in the industry M. major strength lies in the expertise and vision of its founder, Rosalind Greene and its management team with over 50 years expertise and experience in commercial real estate and health care. Generally the The primary marketing focus for the launch of Epic Center for Healthy Lifestyles will be to build awareness of the center amongst its target customers, initially in Northern Virginia. The Company exceeding its sales forecasts and the number of repeat customers and referrals it receives will ultimately determine success. It can also be measured by quality, service and company awareness; public recognition and several others agreed upon metrics.
What is the Company Greatest Weaknesses? A. It is relatively difficult for new companies to enter into the health care market. B. the lack of brand recognition and the capital costs involved with the development of such a project as The Epic Center for Healthy Lifestyles in the Northern Virginia area could be seen as a deterrent. C. Substantial start-up costs are also involved with site selection, design and establishing operations. Sourcing reliable suppliers and providers for health care goods and services is crucial to the success of any health related business. D. External factors such as a downturn in the economy resulting in fluctuations in disposable income or changes in federal regulations relating to Medicare and/or Health care Service Providers could also have an adverse affect on the market for the Company's products and services. And these weakness mentioned will allow us to plan accordingly
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Sectors of the Health Care Market The Company specifically competes in the community-based health care market. While players in this market represent direct competitors, the Company faces indirect competitors in the following markets: A) B) C) D) Community-Based Physician Offices Community-Based Day/Medical Spas Community-Based Super Stores that provides cookie cutter health care services Traditional Out Patient Centers
VIII. MARKETING PLAN AND SALES STRATEGY The Company's marketing plan includes the following: Marketing Communications There are several key considerations for marketing communications as it relates to the launch of The Epic Center for Healthy Lifestyles: A. the Company is launching a new and unique business concept. B. the focus of the Companys communications will initially be residents, workers, and visitors to the Northern Virginia area. C. The Company need to enable its staff with tools to effectively and consistently communicate its products and service offering to prospective customers. Corporate Identity With the launch of the Company, we will be running a promotion campaign. The primary objective of the campaign will be to position the company in the market place, as having a primary focus on the fact that it is the first and only one-stop-shop for all health and wellness related products and services. Media Advertising Traditional print advertising will be a core part of the marketing mix in the initial launch of the Company. The .company has allocated a significant amount of their advertising budget to build awareness of the center within the community using advertising in local newspapers, community publications, medical journals and tourist and travel publications. It will also run a direct mail campaign directed at residents, local businesses, medical offices, sports organizations, and community groups.
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On Line Advertising The Company will have a corporate website, which will play an integral part in the companys overall marketing strategy. It will be an informative, interactive site that will have a state of the art web based ordering management system. The site will allow members to build a personal profile, order prescriptions, learn about new products, get advice, and interact with other Epic Center members. In order to maximize its website exposure the company will also use affiliate advertising on medical, health and fitness related websites in the form of banner advertising to direct traffic to its website and to increase its exposure to an ever-expanding on-line health care market. The Company will initiate pay-per-click advertising campaigns on Google and Yahoo! in order to inexpensively drive traffic to the our website site. Specifically, the Company believes it can drive qualified traffic to the site and achieve an additional 20% market share member conversion rate, thus generating members at a cost of spending an average of $500 per month on product and services per member and increase our membership related services by 25%. The Company's experienced sales and marketing department will accomplished this by the following: Driving targeted traffic inexpensively to the Company by: A) Conducting thorough keyword research and advertising on appropriate keywords and keyword groups B) Creating advertising text that maximizes click through rates C) Creating landing pages that maximize conversions while maintaining the highest Google AdWords quality score possible D) Closely monitoring conversions to quickly stop and/or modify unprofitable campaigns Utilizing a two-step enrollment process. People often hesitate to join a new website due to lack of time, skepticism, etc. To overcome this, we will initiate a two-step process as follows: A) Newsletter sign-up: the Company has developed a system for automatically sending daily emails to individuals who sign up for the Company and or any health care provider's specific newsletters. That is, when an individual signs up for the newsletter they automatically receive an email each day with any new updates, sales, promotions, health related information. An example would be pandemic of the influenza, most people run to the emergency room because they do not know what to do. . Getting individuals to enter their email address to join the newsletter is much easier than getting them to join a site where they have to create a username, select a password, etc. As such, step one will be to get visitors to sign up for provider -specific newsletters. Once on the newsletter distribution list, members will constantly receive messages (embedded in their daily newsletter) regarding
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the benefits of participating with the Company's health care providers, services and produces B) Active Company Membership: the constant reminders regarding the Companys value proposition in the daily newsletters will influence members to participate more actively on the site (e.g., customize their profile, visit the center more often, etc.). Other Advertising The Epic Center for Healthy Lifestyles is launching a brand new concept in health care and as such, wants to create a buzz and an air of excitement about the opening of the center. The Company will host an opening event where members of the media and health care professionals will be invited to attend and experience the center first-hand. A charity auction will also be held at the center that will benefit local charities and educational establishments. The goal is to secure advertising in the form of write-ups in the local media, or a mention on local radio/ TV stations and in health care circles that will promote The Epic Center for Healthy Lifestyles as the place to go in the Northern Virginia area for all your health care needs. The Company's founder Rosalind Greene, has enjoyed a very successful career in the health care industry and will use the many contacts she has made over the years, to build awareness of The Epic Center for Healthy Lifestyles, Rosalind will rely on word of mouth which she believes to be the best form of advertising, to promote her business. Other forms of advertising will include local radio advertising, billboards, and business networking. Sales Strategy The Epic Center for Healthy Lifestyles sales strategy will be based on addressing customer needs and building a rapport with them to attain customer loyalty and to ensure that they have confidence-recommending Epic Center for Healthy Lifestyles to others. Its sales strategy is based on the following fundamentals A. It will be a point of destination for the customers it targets B. Its policies are geared toward total customer satisfaction and retention C. It will create a casual and friendly environment giving customers personal attention and advice if necessary, without making them feeling uncomfortable. D. Its employees will be well trained and will have extensive knowledge of the centers product and service offerings E. It will work with customers who have special needs in a caring and sensitive manner F. It will ensure that the highest standards of hygiene are maintained by staff at all times G. It will encourage customer feedback and reward customer loyalty IX. OPERATIONS
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Facilities The Epic Center for Healthy Lifestyles is currently looking at a number of suitable locations in the Northern Virginia area as the site for its future Epic Center, its requirements are a location with high visibility, ample parking, that is easily accessible to the Greater Virginia and Washington DC Metropolitan area. Accounting The Company will maintain its own accounting program and will produce weekly and monthly cash flow reports and operating statements (P&L). The Company will be audited annually and will use the services of financial and tax consultants to manage the companys accounts and tax affairs. The Chief Financial Officer of the Company will sign off on all expenditures and will approve all financial control procedures implemented in the Company and work collaboratively with the CEO and the Board of Directors. Safety and Health The officers of the company will ensure that working conditions are safe, employees take all mandated health and safety training, and that a culture of safety first is instilled in the organization. Technology Each Center within The Epic Center for Healthy Lifestyles will be equipped with specialized point of sale equipments including software, hardware, and related equipments that will cover all aspects of the centers operations. It will also use a number of third party software products to run its operations. HIPAA Compliance Policy The Health Insurance Portability and Accountability Act have as one of its general objectives to protect the health information of individuals against access without consent or authorization. Covered entities are required to become HIPAA-compliant. Becoming HIPAA-compliant requires combining the security functionality that technology can provide with appropriate policies and procedures. The Epic Center for Healthy Lifestyles agrees that client confidentiality is of utmost importance and will adopt strict guidelines and procedures covering access to and the storage of confidential client information. We have provided in the (see appendix for research article on EMR) on the urgent of investing into our health care medical record system. This will decrease health care costs, improve quality of care and access to care. The Company is committed to making a positive contribution to society by encouraging better preventative care and helping build a foundation of healthier families and communities through its comprehensive range of affordable products and services. It is committed to being a good corporate citizen in all of its actions.
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Recognizing its responsibilities, the company has adopted a number of operational policies, these policies reflect the reality that it is still a small Company and its primary efforts are directed towards building and growing a GREAT healthy business and Company. Company Philosophy Reflecting its desire to be a good corporate citizen, The Epic Center for Healthy Lifestyles has adopted the following Company Philosophy: We will as a company and as individuals, take responsibility for our actions. We will as a company and as individuals, deal fairly and honestly with our customers, investors, partners, suppliers, the public, and each other. When making decisions, we will, as a company and as individuals, consider the impact of our decisions on others and on the environment. We will consistently try to provide our customers and our partners with the highest quality products. We recognize that without profits our company cannot survive, so we will make our best efforts to increase the profitability of our company within an ethical and honest framework. We will give back to our community and society and make a positive commitment to its health and well-being. We will respect our co-workers and recognize their needs as employees and as human beings. We will listen to each other.
Community Involvement The Epic Center for Healthy Lifestyles is in the process of developing a formal community involvement program. It plans to first look to identify ways in which it can use its corporate strength (given its limited time and financial resources) to make a meaningful contribution to the local community. It is particularly interested in working with organizations and community groups that engage in health education for children and teens. The Company is in the process of the formation of an Advisory Board which will represent and consist of health care providers and citizens from the community, to include all field of medicines, race and ethnics, age, and genders that will truly represent their communities to work closely with our Board of Directors and the Management Team.
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We have provided Market Research on Healthy People 2010 and planning underway for Healthy People 2020, strategies for creating healthy communities. What Are the Healthy People 2010 Goals? Healthy People 2010 is designed to reach two important goals: Goal 1: Increase quality and years of healthy life The first goal of Healthy People 2010 is to help individuals of all ages to increase life expectancy and improve their quality of life. Goal 2: Eliminate health disparities The second goal of Healthy People 2010 is to help our nation eliminate health disparities among different segments of our population. To reach these goals, Healthy People 2010 and 2020 is supported by U.S. Department of Health and Human Services Office of Disease Prevention and Health Promotion. www.healthypeople.gov According to Alyssa Easton, PhD, MPH, researcher for CDC, in 2007, more than 80% of Steps communities had at least 1 private-sector partnership; the average was five. Among the Steps communities that collaborated with private-sector partners, funding amounts (direct and in-kind) ranged from $25 to $140,000 per partner and from $2,500 to $360,000 per community in 2007. Financial support is important in establishing and sustaining new health promotion activities, but it is especially beneficial when private-sector partners also provide their expertise and take an active role in planning, promoting, and implementing community-based activities. Financial support is important in establishing and sustaining new health promotion activities, but it is especially beneficial when private-sector partners also provide their expertise and take an active role in planning, promoting, and implementing community-based activities. (source: http://www.cdc.gov/pcd/issues/2009/apr/08_0212.htm. Long-Term Goals The Epic Center for Healthy Lifestyles plans to grow rapidly over the next five years becoming the premier point-of-destination health and wellness center, initially in the Northern Virginia area, then through franchising this unique business concept, it will expand statewide and eventually nationwide. Strategies for Achieving Goals To accomplish this, the company plans expansion activities every year, adding new customers, services, and expanding its product offerings. The Epic Center for Healthy Lifestyles will launch an aggressive marketing campaign to establish and communicate the center to its target market. It will utilize significant public relations activities, print advertising, internet advertising, and community networking and launch related advertising. Milestones Milestone Acquire Financing Site Selection Commence Construction Build Out Order Inventory Recruit Staff Launch Advertising Campaign Commence Business Start Date 1/6/2009 7/1/2007 01/30/12 12/01/14 02/01/14 10/1/2007 01/25/12 01/04/12 End Date ongoing 12/01/07 12/31/15 11/30/15 4/31/2015 ongoing ongoing ongoing
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Invite-A-Friend The Company has plans to creat an aggressive invite-a-friend/member referral program. In doing so, we are following the lead of social movie community, Flixster, which grew to 5 million members within 10 months. It did this by encouraging members, during their initial registration process, to upload and send an invitation to multiple contacts in their email address books. The technology to develop this process is fairly complex and we expect to use the funding to roll out this program. Creating/Distributing Buzz worthy/Viral Content The Company plans to have several buzz worthy/viral articles (i.e., content that people would want to email to their friends since it is funny, interesting, health related,. etc.) on the site each day. With a single click, visitors will be able to send these articles to social bookmarking sites such as Face Book etc., where these articles could receive widespread attention. In addition to our traditional news stories, the Company will also periodically create special health and wellness and prevention reports/features in order to satisfy our members and visitors and to try to get widespread exposure. Super Fans/Street Team Development: The Company also plans to recruit super fans. Super fans are individuals who are passionate about a building healthy community and will actively contribute articles and/or comments on the Company. We will recruit these fans, reward them with status (e.g., adding a trophy image to their profile page) and encourage them to more aggressively promote the site by: Submitting more news to the Company Commenting on more articles on the Company Growing the Company community around their favorite health related topic and or community topic by actively recruiting new members to join the site (such as actively posting the Company related comments on their Face Book and or MySpace pages, on other healthy lifestyles forums, etc.) Public Relations: Upon financing, the Company will hire a public relations firm to help us get mentions in media sources ranging from magazines, newspapers, radio, television and blogs. We will hire two personnel to start at the early stage. An effective PR firm will enable the Company to quickly reach a wide audience. X. TECHNOLOGY/SITE DEVELOPMENT PLAN This section provides a brief road map of the initial and future Electronic Medical Record/Data services of of the company.
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Initial Site Functionality State of the Art The initial Company website will include the following features: Member Functionality Ability to submit and comment on healthy food grocery shopping list; order grocery on-line Ability to access health record, tests and procedures results on-line Ability to create user profiles and make appointments on-line to all services provided by the Company Ability to communication with their health care providers Ability to order all prescriptions on-line and refills Ability to talk with health care provider via webcam for minor home visits Ability to email all businesses within the Company Ability to receive customized individual news and email alerts related to their health care condition and need
XI. FINANCIAL PLAN Revenue Model During the construction phrase the Company will primarily generate revenues from selling lease contracts/space , which tenant will pay two months advance and security deposit. However those funds will go into Escrow Account. Funding To Date To date, the Company's founder has invested $650,000 in the company, with which we have accomplished the following: completed site plan stage with county's approval to start development preliminary conceptual floor plan and site plan preliminary construction documents Hired and trained several of our core management team (we currently maintain a 3-person full-time team) and will pay them out of the offering proceedings completed Comprehensive Business Valuation; A Self Contained Report on property and Building and Market Assessment Report Established Board of Directors Funding Requirements/Use of Funds The Company total funding requirements are estimated to be $60,000,000. The Company's is seeking to raise in this offering $60,000,000. The principals will contribute approximately $6,000,000 in addition to the $650,000 already spent to-date. The company is seeking a net funding amount of approximately $60,000,000 equity for capital/start-up expenses, website development, land acquisition and development,
34
construction and working capital, requirements as it grows its business in line with its business plan. The breakdown of the $60,000,000 proceeds will be used as $5,000,000 in equity capital for the seed capital that will provide the capital for land acquisition and development, working capital, management team placement, and the Board of Directors compensation. This process will be followed up to raise in this offering $45,000,000 for early stage project funding will be used for development and construction. The Use of Proceeds will be used as follows: Assuming full finance, we plan to use the net proceeds from the project funding as follows: (a) equipment purchases and leases for the Company's business operations and further implementation of our business plan ($500,000); (b) direct marketing expense ($300,000); (c) professional and consulting fees ($200,000); and (b) general working capital ($4,000,000); (e) development and construction (45,000,000); (f) and build out, equipment purchases and leases for building and operational budget ($10,000,000)
Proceeds from Offering (1) Less: Selling Expenses Net Proceeds to the Company Application of Net Proceeds: Marketing and website development Equipment purchases and leases Headquarters Office Professional and consulting fees Purchase of office equipment & furniture Working Capital General Development and construction Build out, equipment and leases, operational costs Total Use of Proceeds Maximum $6,000,000.00 $1,500,000.00 $58,500,000.00 $250,000.00 $300,000.00 $200,000.00 $250,000.00 $4,000,000.00 $45,000,000.00 $10,000,000.00 $60,000,000.00
Financial Projections Below is an overview of Companys Financial Projections for the next five years. Please see the Appendix for the full financial projections and key assumptions. XII. APPENDIX:
35
APPENDIX A: Financial projections Year 1-5 monthly
36
Financial Projections Year 2 Monthly Statements
37
38
39
40
41
42
43
APPENDIX B: Financial Projections Detailed Key Assumptions

AssumptionsWe assume the number of Households Served will be 677,857 (see Excel Sheet for County Breakdown) and we assume a strong economy regarding heathcare growth, especially wellness and preventive services and products, without major recession. We assume that our market share is based on conservative assumptions, which is currently 1% Market share = 2777 potential customers 0.5% Marketshare = 1389 potential customers. Revenue & Expense Assumptions Net Sales Revenues-over the projected 5 years, Future net sales Revenues are projected to grow at an estimated, compound average annual rate of over 7%, starting from a base amount of $ 17,347,322 and growing to $24,630,675 in second projected and $54,552,380 in projected year 5. Total Cost of Goods Sold-the projected 5 years has averaged 60.46% of Net Sales Revenues for each year, the first year 65.46%. Total Cost of Goods Sold projected first year has been projected to be $5,992,191 and $10,062,275 second year and 50.90% of Net Sales Revenues or Total Cost of Goods Sold has been projected to be $26,783,125. Total Selling Expenses-the projected 5 years averaged 3.38% of Net Sales Revenues for each year. Total Selling Expenses have been projected to be $1,734,732 of Net Sales Revenues in first projected year and $ $2,463,068 in second projected year and $3,273,143 in projected year 5. Total General & Administrative Expenses-are projected to decreased at a compound average annual rate of 2% starting from base amount of $3,830,237 and growing to $5,905,992 in the second year and $12,251,583 in projected year 5. Assumed that Operating Expenses 10% of sales in year one and 2 and 8% year 3 and 4 and 5% in year 5. Future Projected Notes Payable Assumptions-payable to Inbank and Partners in the amount of 18% of pretax yearly installment payments from the projected Profit of $7,524,894 year one and 18% of pretax Profit payment projected to be in the amount of the $8,662,408 in year two and 18% of pretax Profit payment projected to be in the amount of $15,517,672 in year 5. Fixed Asset Purchase Financing Assumptions-In projected year 1, year 2 and year 3 fixed asset purchases ($3,750,000) would be financed . This loan would have an interest rate of 10.0% and would be repaid in 60 monthly installments. The installments consist of equal payments where the principal and interest portions of the payment vary with each installment. In projected year 4 and 5, 40% of total fixed asset purchases (1,250,000) would be financed and new loan in the amount of $400,000 would be added in that year. This loan will have interest rate of 10.0% and would be repaid in 60 monthly installments. Healthy Eating Shopping Ctr. Grocery Assume 1389 Customers (0.5%) market share
44
Avg Spent Grocery $50 Assume 50% of customers eat in Eat in customers avg. spent $8 Month 1 1389 grocery customers @ $50 689 Eat in customers @$8 Months 2-12 increase number of customers by 5% each month Cost of Goods Sold Grocery 70%, Eat in Food 40% Used Whole Foods as reference Health and Wellness and Preventive Fitness Center Assume 1389 Customers (0.5%) market share Family membership $100 per month 40% of members visit retail stores = 555 customers Avg spent in retail stores is $15 10% of members visit rehab = 139 customers Rehab cost is $100 per visit Treatment = 6 visits to rehab per customer Over a year = $50 per month Month 1 1389 Memberships @ $100 555 Retail customers @ $15 139 Rehab customers @ $50 Months 2-12 increase number of customers by 5% each month Cost of Goods Sold Membership 50%, Retail 40%, Rehab 50% Used stock symbols CLUB and LTM as reference
Brain and Stress Center Office Space 2500 sq ft available Lease rate is $23.08 per sq ft Retail Assume 1389 Customers (0.5%) market share Avg Spent $35 Medical Spa 20% of retail customers will visit spa = 278 customers Avg spent $60 50% of spa customers will purchase products Avg spent on products is $30 Month 1 1250 sq ft leased @ $23.08
45
1389 Retail customers @ $35 278 spa customers @ $60 139 spa product customers @ $30 Months 2-12 increase sq footage and number of customers by 5% each month Cost of Goods Sold Retail 75%, Spa Services 50%, Spa Products 60% Months 2-12 increase sq ft leased by 5% per month Outer and Inner Beauty Center Assume 1389 Customers (0.5%) market share 60% will be women, 30% men and 10% children Will spend $70, $40 and $30 respectively on retail products 70% of these will visit Beauty Center for services = 972 customers 70% will be women, 20% men, 10% children Will spend $80, $30 and $25 respectively on services Month 1 1389 retail customers (spending as above) 972 beauty services customers (spending as above) Months 2-12 increase number of customers by 5% each month Cost of Goods Sold Retail 60%, Hair/beauty Services 50%.
Knowledge/Preventive and Educational Needs Center. Medical/Equipment and Supply = 1400 sq ft @ expected sales of $1000 sq/ft Annual Sales $1.4m Monthly sales $116,667 Other Retail Bookstore, Vitamins, Pharmacy, Mattress Ctr = 3800 sq ft @ expected sales $701 sq/ft Annual Sales $2.6m, monthly sales $222,044 Month 1 Discount sales by 50% = Medical/equipment supply $58,333, Other Retail= $111,022 Months 2-12 increase sales volume by 5% each month Cost of Goods Sold All 60% Healthy Eating Out Food Court Assume 1389 Customers (0.5%) market share 60% will be families, 40% will be singles Families spend an average of $34, Singles spend $10 Month 1 833 families spending $34 556 singles spending $10 Months 2-12 increase number of customers by 5% each month Cost of Goods Sold All 35% Health and Wellness and Prevention Programs/Conferences
46
Conferences - 4 per year, 250 participants @ $200 ea Seminars 4 per year, 50 participants @ $50 ea Health Fairs 2 per year, 100 participants @ $750 Results in revenue of $470,000 per year or $39,167 per month Month 1 Discount revenues by 50% = $19,583 Months 2-12 increase revenues by 5% each month Cost of Goods Sold - 50% Tenant Leasing We assume that the average complete build-out least rates of the 150,000 sq ft @ will average around $2035NNN. Plus we will offer complete build out program and would be fixed costs added to the lease amount. This will give the Company the increased interest paid back on the loan facility tenant borrowed for space design and complete build out etc.
47
APPENDIX C: Projected Personnel Operational Budgets
48
EPIC CENTER FOR HEALTHY LIFESTYLES, INC Annual Headquarters Operating Budget and Capital Budget
2012-2013
General Notes and Assumptions

<Document key financial planning assumptions here.>***collect security deposit s for 80,000SQFTof leaseable retail/office space by Q3 @ 42NNN /mos the net cash flow will be $ 3280,000 . @ 2mos security deposit= $560,000.***Q4 collect security deposit for 2 months for 100,000SQFT leasable space@42NNN=$700,000 or @38NN=$600,000 ***Before Grand Opening of Epic Center projected net profit for lease security deposit for approx 140,000SQFT @38NNN/mos for 2mos/$840,000.00***this doesn't include buildout cost to clients. For 3mos security deposit @42NNN/mos=1,470,000.
Key Model Inputs
1. Fringe Rate for Labor 2. Number of Years for Straight-Line Depreciation of Capital Assets 3. Tax Rate 4. Annual Financial Plan Revenue per Employee 5. Fringe Rate for Labor for Board of Directors
25% 5
30% $ 225,000 3%
49
EPIC CENTER FOR HEALTHY LIFESTYLES, INC

Annual Headquarters Operational and Capital BudgetsExpenses by Business Unit 2012-2013 Gray cells are calculated for you and generally should not be altered. All currency amounts are in thousands. Business Unit BudgetsOperations, Sales and Marketing, and General and Administrative A. Operations and Capital Budgets Operations Expenses: Q1 Q2 Q3 $ 131.13 $ 131.13 $ 131.13 Labor $ 32.78 $ 32.78 $ 32.78 Fringe benefits (benefits, training, etc.) $ 16.25 $ 16.25 $ 16.25 Depreciation Supplies $ 4.00 $ 3.00 $ 4.00 General and miscellaneous/bonus $ 6.00 $ 2.00 $ 10.00 $ 190.16 $ 185.16 $ 194.16 Total Operations Expenses Operations Head Count Analysis by Role: Vice president Director Project Manger Project Construction Assist Assist Project Manager TBD Total Operations Head Count Operations Labor Expense Breakdown by Role: Annual Cost Vice President Business Management $ 154.50 Director of Operation $ 110.00 Project Manger $ 90.00 Project Construction Assist $ 65.00 Assist Project Manager $ 65.00 TBD $ 40.00 Total Operations Labor Expense CAPITAL ASSETS AND EQUIPMENT Beginning Balance Machinery and equipment $ 50.00 IT (servers, network hardware, computers, etc.) $ 200.00 Office furniture, other capital equipment $ 75.00 $ 325.00 Total Capital Equipment Depreciation Base B. Sales and Marketing Sales and Marketing Expenses: Labor Fringe benefits (benefits, training, etc.)
&rRev: &d
Q4 Annual Total $ 131.13 $ 524.50 $ 32.78 $ 131.13 $ 16.25 $ 65.00 $ 16.00 $ 5.00 $ 28.00 $ 10.00 $ 195.16 $ 764.63
Number of Full-Time Employees (FTEs) 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 6 6 6 Q1 $ 38.63 $ 27.50 $ 22.50 $ 16.25 $ 16.25 $ 10.00 $ 131.13 Q1 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 325.00 Q2 $ 38.63 $ 27.50 $ 22.50 $ 16.25 $ 16.25 $ 10.00 $ 131.13 Q2 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 325.00 Q3 $ 38.63 $ 27.50 $ 22.50 $ 16.25 $ 16.25 $ 10.00 $ 131.13
1 1 1 1 1 0 5
1 1 1 1 1 0 5
Q4 Annual Total $ 38.63 $ 27.50 $ 22.50 $ 16.25 $ 16.25 $ 10.00 $ 131.13 $ 154.50 $ 110.00 $ 90.00 $ 65.00 $ 65.00 $ 40.00 $ 524.50
Q3 Q4 Annual Total Purchases (Dispositions) $ 50.00 $ 0.00 $ 0.00 $ 200.00 $ 0.00 $ 0.00 $ 75.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 325.00 $ 325.00 $ 325.00 $ 325.00
$ 325.00
Q1 $ 113.00 $ 28.25
Q2 $ 127.00 $ 31.75
Q3 $ 132.25 $ 33.06
Q4 Annual Total $ 132.25 $ 504.50 $ 33.06 $ 126.13
50
Marketing programs Public relations Travel and entertainment Supplies Website development General and miscellaneous/bonus Total Sales and Marketing Expenses Sales and Marketing Head Count Analysis by Role: Vice President Marketing and Sales Director of Research and Development Marketing and Product Manager Marketing analysts Sales/leasing representatives Account managers Retail/Inventory Officer TBD Total Sales and Marketing Head Count
$ 5.00 $ 1.00 $ 0.00 $ 4.00 $ 10.00 $ 2.00 $ 163.25
$ 5.00 $ 5.00 $ 4.00 $ 4.00 $ 3.00 $ 5.00 $ 184.75
$ 10.00 $ 5.00 $ 4.00 $ 6.00 $ 1.00 $ 10.00 $ 201.31
$ 10.00 $ 5.00 $ 5.00 $ 6.00 $ 1.00 $ 10.00 $ 202.31
$ 30.00 $ 16.00 $ 13.00 $ 20.00 $ 15.00 $ 27.00 $ 751.63
Number of Full-Time Employees (FTEs) 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 1 1 0 0 0.5 6 7 7.5 Q2 $ 38.00 $ 23.75 $ 22.50 $ 8.75 $ 11.25 $ 8.75 $ 14.00 $ 0.00 $ 127.00 Q3 $ 38.00 $ 23.75 $ 22.50 $ 8.75 $ 11.25 $ 8.75 $ 14.00 $ 5.25 $ 132.25
1 1 1 1 1 1 1 0.5 7.5
1 1 1 1 1 1 1 0.5 7.5
Sales and Marketing Labor Expense Breakdown by Role: Q1 Annual Cost Vice president $ 152.00 $ 38.00 Director of Research and Development $ 95.00 $ 23.75 Marketing and Product Managers $ 90.00 $ 22.50 Marketing analysts $ 35.00 $ 8.75 Sales/leasing representatives $ 45.00 $ 11.25 Account managers $ 35.00 $ 8.75 Retail/Inventory Officer $ 56.00 $ 0.00 TBD $ 42.00 $ 0.00 $ 113.00 Total Sales and Marketing Labor Expense C. General and Administrative General and Administrative Expenses: Labor Fringe benefits (benefits, training, etc.) Other depreciation Office Lease Attorney fees/legal services Insurance Professional services Dues and subscriptions Bank charges Telephone Recruiting Postage Interest Administrativetravel and entertainment Administrativeother supplies
&rRev: &d
Q4 Annual Total $ 38.00 $ 23.75 $ 22.50 $ 8.75 $ 11.25 $ 8.75 $ 14.00 $ 5.25 $ 132.25 $ 152.00 $ 95.00 $ 90.00 $ 35.00 $ 45.00 $ 35.00 $ 42.00 $ 10.50 $ 504.50
Q1 $ 237.63 $ 59.41 $ 2.40 $ 18.50 $ 50.00 $ 1.00 $ 5.00 $ 1.00 $ 3.00 $ 3.00 $ 2.00 $ 1.00 $ 2.00 $ 5.00 $ 10.00
Q2 $ 237.63 $ 59.41 $ 2.55 $ 18.50 $ 20.00 $ 1.00 $ 5.00 $ 1.00 $ 3.00 $ 3.00 $ 2.00 $ 1.00 $ 2.00 $ 5.00 $ 2.00
Q3 $ 343.88 $ 85.97 $ 2.70 $ 18.50 $ 20.00 $ 1.00 $ 5.00 $ 1.00 $ 3.00 $ 3.00 $ 50.00 $ 1.00 $ 2.00 $ 5.00 $ 2.00
Q4 Annual Total $ 343.88 $ 1,163.00 $ 85.97 $ 290.75 $ 2.85 $ 10.50 $ 74.00 $ 18.50 $ 120.00 $ 30.00 $ 4.00 $ 1.00 $ 20.00 $ 5.00 $ 4.00 $ 1.00 $ 12.00 $ 3.00 $ 12.00 $ 3.00 $ 84.00 $ 30.00 $ 4.00 $ 1.00 $ 8.00 $ 2.00 $ 20.00 $ 5.00 $ 16.00 $ 2.00
51
General and miscellaneous/bonus Total General and Administrative Expenses
$ 2.00 $ 402.93
$ 5.00 $ 368.08
$ 10.00 $ 554.04
$ 10.00 $ 544.19
$ 27.00 $ 1,869.25
Number General and Administrative Head Count Analysis by Role: of Full-Time Employees (FTEs) Chief executive officer 1 1 Chief financial officer 0 0 Director of information technology 1 1 Vice president of human resources 0 0 Administrative staff 1 1 Human resources director 0 0 Human resources staff/PR 1 1 Information technology manager 1 1 Information technology analyst 0 0 Finance director or controller 1 1 Consultant fees 1 1 Consultant fees 1 1 TBD/Adm/SQ 0 0 8 8 Total General and Administrative Head Count General and Administrative Labor Expense Breakdown by Role: Q1 Annual Cost Chief executive officer $ 225.50 $ 56.38 Chief financial officer $ 145.00 $ 0.00 Director of information technology $ 148.50 $ 37.13 Vice president of human resources $ 85.00 $ 0.00 $ 61.50 $ 15.38 Senior exective administrator Human resources director $ 40.00 $ 0.00 Human resources staff/PR $ 65.00 $ 16.25 Information technology manager $ 80.00 $ 20.00 Information technology analyst $ 70.00 $ 0.00 Finance director or controller $ 120.00 $ 30.00 Consultant fees $ 150.00 $ 37.50 Consultant fees/Management $ 150.00 $ 25.00 TBD/Adm/SQ $ 85.00 $ 0.00 $ 237.63 Total General and Administrative Labor Expense OTHER DEPRECIABLE ASSETS Buildings CEO Company Car Other Total Other Depreciable Assets Depreciation Base D. Board of Directors Board of Directors Expenses: Labor
&rRev: &d
1 1 1 1 1 1 1 1 1 1 1 1 1 13 Q3
1 1 1 1 1 1 1 1 1 1 1 1 1 13
1 1 1 1 1 1 1 1 1 1 1 1 1 13
Q2 $ 56.38 $ 0.00 $ 37.13 $ 0.00 $ 15.38 $ 0.00 $ 16.25 $ 20.00 $ 0.00 $ 30.00 $ 37.50 $ 25.00 $ 0.00 $ 237.63 Q2 $ 0.00 $ 3.00 $ 0.00 $ 3.00 $ 51.00
Q4 Annual Total $ 56.38 $ 36.25 $ 37.13 $ 21.25 $ 15.38 $ 10.00 $ 16.25 $ 20.00 $ 17.50 $ 30.00 $ 37.50 $ 25.00 $ 21.25 $ 343.88 $ 225.50 $ 72.50 $ 148.50 $ 42.50 $ 61.50 $ 20.00 $ 65.00 $ 80.00 $ 35.00 $ 120.00 $ 150.00 $ 100.00 $ 42.50 $ 1,163.00
$ 56.38 $ 36.25 $ 37.13 $ 21.25 $ 15.38 $ 10.00 $ 16.25 $ 20.00 $ 17.50 $ 30.00 $ 37.50 $ 25.00 $ 21.25 $ 343.88 Q3 $ 0.00 $ 3.00 $ 0.00 $ 3.00 $ 54.00
Q1 Beginning Balance Purchases (Dispositions) $ 0.00 $ 0.00 $ 45.00 $ 3.00 $ 0.00 $ 0.00 $ 45.00 $ 3.00 $ 45.00 $ 48.00
Q4 Annual Total $ 0.00 $ 3.00 $ 0.00 $ 3.00 $ 57.00 $ 0.00 $ 57.00 $ 0.00 $ 57.00 $ 57.00
Q1 $ 80.20
Q2 $ 80.20
Q3 $ 80.20
Q4 Annual Total $ 80.20 $ 320.80
52
Fringe benefits (benefits, training, etc.) Other depreciation
$ 2.41 $ 0.00
$ 2.41 $ 0.00
$ 2.41 $ 0.00
$ 2.41 $ 0.00
$ 9.62 $ 0.00
&rRev: &d
53
2013-2014

Key Model Inputs
25% 5
30% $ 225,000 3%
54

&rRev: &d
Q4 Annual Total $ 131.13 $ 524.50 $ 32.78 $ 131.13 $ 16.25 $ 65.00 $ 16.00 $ 5.00 $ 28.00 $ 10.00 $ 195.16 $ 764.63
1 1 1 1 1 0 5
1 1 1 1 1 0 5
Q4 Annual Total $ 38.63 $ 27.50 $ 22.50 $ 16.25 $ 16.25 $ 10.00 $ 131.13 $ 154.50 $ 110.00 $ 90.00 $ 65.00 $ 65.00 $ 40.00 $ 524.50
$ 325.00
Q1 $ 127.00 $ 31.75
Q2 $ 127.00 $ 31.75
Q3 $ 132.25 $ 33.06
Q4 Annual Total $ 132.25 $ 518.50 $ 33.06 $ 129.63
55
$ 5.00 $ 1.00 $ 0.00 $ 4.00 $ 10.00 $ 2.00 $ 180.75
$ 5.00 $ 5.00 $ 4.00 $ 4.00 $ 3.00 $ 5.00 $ 184.75
$ 10.00 $ 5.00 $ 4.00 $ 6.00 $ 1.00 $ 10.00 $ 201.31
$ 10.00 $ 5.00 $ 5.00 $ 6.00 $ 1.00 $ 10.00 $ 202.31
$ 30.00 $ 16.00 $ 13.00 $ 20.00 $ 15.00 $ 27.00 $ 769.13
1 1 1 1 1 1 1 0.5 7.5
1 1 1 1 1 1 1 0.5 7.5
&rRev: &d
Q4 Annual Total $ 38.00 $ 23.75 $ 22.50 $ 8.75 $ 11.25 $ 8.75 $ 14.00 $ 5.25 $ 132.25 $ 152.00 $ 95.00 $ 90.00 $ 35.00 $ 45.00 $ 35.00 $ 56.00 $ 10.50 $ 518.50
Q1 $ 291.38 $ 72.84 $ 2.40 $ 18.50 $ 50.00 $ 1.00 $ 5.00 $ 1.00 $ 3.00 $ 3.00 $ 2.00 $ 1.00 $ 2.00 $ 5.00 $ 10.00
Q2 $ 343.88 $ 85.97 $ 2.55 $ 18.50 $ 20.00 $ 1.00 $ 5.00 $ 1.00 $ 3.00 $ 3.00 $ 2.00 $ 1.00 $ 2.00 $ 5.00 $ 2.00
Q3 $ 343.88 $ 85.97 $ 2.70 $ 18.50 $ 20.00 $ 1.00 $ 5.00 $ 1.00 $ 3.00 $ 3.00 $ 50.00 $ 1.00 $ 2.00 $ 5.00 $ 2.00
Q4 Annual Total $ 343.88 $ 1,323.00 $ 85.97 $ 330.75 $ 2.85 $ 10.50 $ 74.00 $ 18.50 $ 120.00 $ 30.00 $ 4.00 $ 1.00 $ 20.00 $ 5.00 $ 4.00 $ 1.00 $ 12.00 $ 3.00 $ 12.00 $ 3.00 $ 84.00 $ 30.00 $ 4.00 $ 1.00 $ 8.00 $ 2.00 $ 20.00 $ 5.00 $ 16.00 $ 2.00
56
$ 2.00 $ 470.12
$ 5.00 $ 500.89
$ 10.00 $ 554.04
$ 10.00 $ 544.19
$ 27.00 $ 2,069.25
&rRev: &d
1 1 1 1 1 1 1 1 1 1 1 1 1 13 Q3
1 1 1 1 1 1 1 1 1 1 1 1 1 13
1 1 1 1 1 1 1 1 1 1 1 1 1 13
Q2 $ 56.38 $ 36.25 $ 37.13 $ 21.25 $ 15.38 $ 10.00 $ 16.25 $ 20.00 $ 17.50 $ 30.00 $ 37.50 $ 25.00 $ 21.25 $ 343.88 Q2 $ 0.00 $ 3.00 $ 0.00 $ 3.00 $ 51.00
Q4 Annual Total $ 56.38 $ 36.25 $ 37.13 $ 21.25 $ 15.38 $ 10.00 $ 16.25 $ 20.00 $ 17.50 $ 30.00 $ 37.50 $ 25.00 $ 21.25 $ 343.88 $ 225.50 $ 145.00 $ 148.50 $ 63.75 $ 61.50 $ 30.00 $ 65.00 $ 80.00 $ 70.00 $ 120.00 $ 150.00 $ 100.00 $ 63.75 $ 1,323.00
$ 56.38 $ 36.25 $ 37.13 $ 21.25 $ 15.38 $ 10.00 $ 16.25 $ 20.00 $ 17.50 $ 30.00 $ 37.50 $ 25.00 $ 21.25 $ 343.88 Q3 $ 0.00 $ 3.00 $ 0.00 $ 3.00 $ 54.00
Q4 Annual Total $ 0.00 $ 3.00 $ 0.00 $ 3.00 $ 57.00 $ 0.00 $ 57.00 $ 0.00 $ 57.00 $ 57.00
Q1 $ 80.20
Q2 $ 80.20
Q3 $ 80.20
Q4 Annual Total $ 80.20 $ 320.80
57
$ 2.41 $ 0.00
$ 2.41 $ 0.00
$ 2.41 $ 0.00
$ 2.41 $ 0.00
$ 9.62 $ 0.00
&rRev: &d
58
2014-2015

Key Model Inputs
25% 5
30% $ 225,000 3%
59

&rRev: &d
Q4 Annual Total $ 131.13 $ 524.50 $ 32.78 $ 131.13 $ 16.25 $ 65.00 $ 16.00 $ 5.00 $ 28.00 $ 10.00 $ 195.16 $ 764.63
1 1 1 1 1 0 5
1 1 1 1 1 0 5
Q4 Annual Total $ 38.63 $ 27.50 $ 22.50 $ 16.25 $ 16.25 $ 10.00 $ 131.13 $ 154.50 $ 110.00 $ 90.00 $ 65.00 $ 65.00 $ 40.00 $ 524.50
$ 325.00
Q1 $ 127.00 $ 31.75
Q2 $ 127.00 $ 31.75
Q3 $ 132.25 $ 33.06
Q4 Annual Total $ 132.25 $ 518.50 $ 33.06 $ 129.63
60
$ 5.00 $ 1.00 $ 0.00 $ 4.00 $ 10.00 $ 2.00 $ 180.75
$ 5.00 $ 5.00 $ 4.00 $ 4.00 $ 3.00 $ 5.00 $ 184.75
$ 10.00 $ 5.00 $ 4.00 $ 6.00 $ 1.00 $ 10.00 $ 201.31
$ 10.00 $ 5.00 $ 5.00 $ 6.00 $ 1.00 $ 10.00 $ 202.31
$ 30.00 $ 16.00 $ 13.00 $ 20.00 $ 15.00 $ 27.00 $ 769.13
1 1 1 1 1 1 1 0.5 7.5
1 1 1 1 1 1 1 0.5 7.5
&rRev: &d
Q4 Annual Total $ 38.00 $ 23.75 $ 22.50 $ 8.75 $ 11.25 $ 8.75 $ 14.00 $ 5.25 $ 132.25 $ 152.00 $ 95.00 $ 90.00 $ 35.00 $ 45.00 $ 35.00 $ 56.00 $ 10.50 $ 518.50
Q1 $ 291.38 $ 72.84 $ 2.40 $ 18.50 $ 50.00 $ 1.00 $ 5.00 $ 1.00 $ 3.00 $ 3.00 $ 2.00 $ 1.00 $ 2.00 $ 5.00 $ 10.00
Q2 $ 343.88 $ 85.97 $ 2.55 $ 18.50 $ 20.00 $ 1.00 $ 5.00 $ 1.00 $ 3.00 $ 3.00 $ 2.00 $ 1.00 $ 2.00 $ 5.00 $ 2.00
Q3 $ 343.88 $ 85.97 $ 2.70 $ 18.50 $ 20.00 $ 1.00 $ 5.00 $ 1.00 $ 3.00 $ 3.00 $ 50.00 $ 1.00 $ 2.00 $ 5.00 $ 2.00
Q4 Annual Total $ 343.88 $ 1,323.00 $ 85.97 $ 330.75 $ 2.85 $ 10.50 $ 74.00 $ 18.50 $ 120.00 $ 30.00 $ 4.00 $ 1.00 $ 20.00 $ 5.00 $ 4.00 $ 1.00 $ 12.00 $ 3.00 $ 12.00 $ 3.00 $ 84.00 $ 30.00 $ 4.00 $ 1.00 $ 8.00 $ 2.00 $ 20.00 $ 5.00 $ 16.00 $ 2.00
61
$ 2.00 $ 470.12
$ 5.00 $ 500.89
$ 10.00 $ 554.04
$ 10.00 $ 544.19
$ 27.00 $ 2,069.25
&rRev: &d
1 1 1 1 1 1 1 1 1 1 1 1 1 13 Q3
1 1 1 1 1 1 1 1 1 1 1 1 1 13
1 1 1 1 1 1 1 1 1 1 1 1 1 13
Q2 $ 56.38 $ 36.25 $ 37.13 $ 21.25 $ 15.38 $ 10.00 $ 16.25 $ 20.00 $ 17.50 $ 30.00 $ 37.50 $ 25.00 $ 21.25 $ 343.88 Q2 $ 0.00 $ 3.00 $ 0.00 $ 3.00 $ 51.00
Q4 Annual Total $ 56.38 $ 36.25 $ 37.13 $ 21.25 $ 15.38 $ 10.00 $ 16.25 $ 20.00 $ 17.50 $ 30.00 $ 37.50 $ 25.00 $ 21.25 $ 343.88 $ 225.50 $ 145.00 $ 148.50 $ 63.75 $ 61.50 $ 30.00 $ 65.00 $ 80.00 $ 70.00 $ 120.00 $ 150.00 $ 100.00 $ 63.75 $ 1,323.00
$ 56.38 $ 36.25 $ 37.13 $ 21.25 $ 15.38 $ 10.00 $ 16.25 $ 20.00 $ 17.50 $ 30.00 $ 37.50 $ 25.00 $ 21.25 $ 343.88 Q3 $ 0.00 $ 3.00 $ 0.00 $ 3.00 $ 54.00
Q4 Annual Total $ 0.00 $ 3.00 $ 0.00 $ 3.00 $ 57.00 $ 0.00 $ 57.00 $ 0.00 $ 57.00 $ 57.00
Q1 $ 80.20
Q2 $ 80.20
Q3 $ 80.20
Q4 Annual Total $ 80.20 $ 320.80
62
$ 2.41 $ 0.00
$ 2.41 $ 0.00
$ 2.41 $ 0.00
$ 2.41 $ 0.00
$ 9.62 $ 0.00
&rRev: &d
63
APPENDIX D. Management Team
64
Cortez D. Quarles
DC Specialist Senior Deloitte Consulting LLP Alexandria - Duke St. Tel: +1 571 882 7402 Mobile: +1 571 309 5732 Summary of Experience and Qualifications Mr. Quarles is a DC Specialist Senior within the Federal Government Services Practice. He has over 8 years of experience in human capital management including competency and position description development, performance management, policy development, workforce planning and analysis, strategic planning, process improvement and other strategic human resources consulting services. Mr. Quarles is currently working on the Army Intelligence DCIPS Implementation team. He is focused on implementing an interim performance-based bonus program with supporting administrative support tools to prepare the agency for awarding bonuses. Mr. Quarles holds a Bachelors degree from Florida A&M University and an active TS/SCI clearance. Deloitte Experience Industry: Public Sector Service Area: Human Capital Service Line: Total Rewards (HC) Task Lead; 14 months. Department of Defense Intelligence Agency/Army Intellgience Defense Civilian Intelligence Personnel System (DCIPS) Implementation Assist in the implementation of the five components of the Defense Civilian Intelligence Personnel System (DCIPS): a new occupational structure, a common pay banding system, an enhanced performance management process, enhanced career management and performance based pay-outs. Role: Mr. Quarles served as a task lead for occupational structure and conversion to pay bands. Mr. Quarles developed DCIPS conversion guidance that was used to assist the Army Civilian Human Resource Agency (CHRA) with the conversion of all employees from the General pay plan to pay bands. He also researched HR policies and adapted the guidance accordingly as decisions and policy updates were made. He identified conversion discrepancies and potential issues and proposed mitigation strategies to address those risks. In addition, Mr. Quarles consistently provided outstanding, highquality subject matter expertise of DCIPS to his client, Army Intelligence for performance management communications materials and new and revised instructions. He also coordinated the identification of key stakeholders across Army Intelligence, and the DoD CHRA organization including their DCPDS IT systems team to execute the conversion to pay bands and to create various analytical reports. He also provided critical project updates to the client through written weekly reports. Mr. Quarles also developed a workforce analysis tool and assisted in the development an analysis for the pay pool structure strategy. The workforce analysis tool provided a snap shot of potential pay pool structures for each command across Armys Community. The analysis provided potential pay pool structure options that were developed through research, interviews and data analysis. The documents purpose was to to support decision making processes in the Army commands when developing their pay pool structure.
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Page 2 of 4
Technical Environment: Microsoft Word, Excel, PowerPoint, Project, PeopleSoft Industry: Public Sector Service Area: Human Capital Service Line: HR Service Delivery BASS - Civilian Consultant/Task Lead; 15 months. Department of Defense Intelligence Agency/Defense Intelligence Agency (DIA) Defense Civilian Intelligence Personnel System (DCIPS) Implementation Competency and Position Description Development, Implementation of Pay for Performance Role: Task Lead Assisted in developing an enhancement performance management process which serving as a DCIPS liaison to ensure the appropriate people from across the Human Capital organization were involved in the tasks being performed. Assisted in developing enterprise-wide, managerial, and occupation-specific workforce competency models for an entire agency at 4 different levels of proficiency. Conducted a large-scale analysis of jobs and developing 1200+ new position descriptions that accurately capture the work and scope of the positions across all occupational groups. Developed a tool that was used to track the mapping of billets and employees from the general scale position description to the equivalent pay band position description. Worked with the technical team in developing functional requirements for the PeopleSoft eZHR system to support the transition to DCIPS. Responsible for leading the conversion of all agency positions and employees to new competency-based position descriptions. Conducted briefings and trainings on various elements of a pay for performance system to include occupational structure, performance management, pay banding and career management. Technical Environment: Microsoft Word, Excel, PowerPoint, Project, PeopleSoft Previous Experience
Copyright 2007 Deloitte Development LLC. All rights reserved. (r.v.. 9.1)
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Accenture Functional Lead; 20 months. Transportation Security Administration (TSA) Role: As a Functional Lead, Mr. Quarles managed 12 Hiring and Orientation specialists in a call center environment serving a large government agency of 55k plus to meet client expectations and achieve all service metrics. In addition, he teamed extensively to create, teach, and implement eOrientation, transforming a manual Orientation process into an online, multi-media experience, effectively reducing the cost of delivering required Orientation content for a government client. Mr. Quarles functioned as a Subject Matter Expert for eOrientation as the process became baselined, assisting both internal and external clients with the process and related systems. He also was involved in the early stages of adapting the Federal E-Verify system for the Transportation Security Administration. Developed and implemented SOP improvements such as the reinstatement of TSO new hire process and HQ and Non-TSO new hire processes. Managed team workflow to maximize productivity and support the service centers line balancing initiative to meet the program goal of a two day cycle time and eliminate all three day or older backlog. Provided direction and motivation to team members to enhance performance and further professional development. Trained and directed fellow team members to maximize quality of output to increase productivity to a utilization of 85%. Interacted with clients to understand their needs to identify and fill critical service gaps to provide first class customer service. Served as liaison between TSA HQ Hiring Coordinators and Hiring and Orientation Team. Technical Environment: Microsoft Word, Excel, PowerPoint, Project, Visio, PeopleSoft, Siebel
Accenture Workflow Coordinator; 24 months. Transportation Security Administration (TSA) Role: As Workflow Coordinator, Mr. Quarles performed a broad range of tasks within area of specialization with minimal supervision. Mr. Quarles worked extensively with the Siebel database to run queries to capture and distribute daily workload. He also coordinated with team members to ensure all client service level agreements were met. He developed and implemented operational procedures to provide structure to the Special Handling Team processes. He reviewed and monitored employee data for discrepancies. Mr. Quarles identified, documented, and reviewed opportunities for team improvement in procedures, processes, and standards to gain cost-effectiveness and efficiency. He also produced weekly client and internal reports.
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System Experience General Tools: Project experience in Microsoft Excel, Word, Power Point, Project, Visio, PeopleSoft Recruit Workforce, PeopleSoft eZHR, SAP, Siebel. Education Bachelor of Science, Accounting Florida A&M University Professional Affiliations / Certifications
Lean Six Sigma Green Belt (LSS, GB)
Internal References Mary McCall, Alexandria - Duke St., +1 202 231 1389, mmccall@deloitte.com Carole Cimitile, Alexandria - Duke St., +1 703 981 2706, ccimitile@deloitte.com Ellen Rudofsky, Alexandria - Duke St., +1 202 231 1389, erudofsky@deloitte.com
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David C. Rountree
Page 1
David C. Rountree
17535 Wayside Drive Dumfries, VA 22026 Home: 703.221.1476 Mobile: 703.585.9216 davidrountree@mac.com
Business Development and Sales Professional Residential and Commercial Real Estate Services
Accomplished real estate professional with experience in commercial and residential real estate services and real estate firm development with core competencies in: Strategic Planning Staff Supervision Lease Negotiations Property Management Asset Valuation Operating/Budgeting
PROFESSIONAL EXPERIENCE
Keller Williams, Alexandria, VA August 2008 to present
Sr. Consultant, Real Estate Services Recruited by firm in a declining market to assist with growing the metropolitan area business Currently responsible for 7 Jr. Sales Associates NVAR Top Producer Visions Realty Professionals Washington, DC October 2004 to August 2008
Sr. Consultant, Business Development and Marketing, Real Estate Services Led Transition team when firm assumed new ownership Generated Revenue of 100M+ over 5 years Agent of the Year 4 years in a row Part of grass roots team in place to introduce private real estate firm Visons Realty Professionals to the Washington Metro area Identified marketing, and new/current business development needs and opportunities for areas of responsibility, including assuming the lead in key business venture negotiations. Oversaw Direct marketing campaigns and marketing events. Managed a team of 45 realtors across the Washington Metropolitan area NVAR Top Producer Covanta Energy, Lorton, VA Instrumentation and Electrical Engineer Responsible for the plant electrical maintenance and repair Publish weekly reports on plant electrical issues Maintain changes/corrections to plant schematics on electrical wiring and design Supplemental Waste Operator Dispose of medical waste and confidential government materials Responsible for updating and keeping daily waste file records and hazardous materials inventory current in MS Office Perform chemical testing of hazardous materials to ensure that it meets ozone regulations Perform minor repairs on Energy System Set guidelines for other Ogden Sites based on findings and analysis May 1999 to October 2004
69
US Army, Ft. Bliss, TX
March 1996 to March 1999
Communications Technician Team lead of four military personnel in field testing Responsible for electronics communications and electro-mechanical diagnosis Identify, troubleshoot, and resolve communication problems Survey air/ground communications for detection of enemy aircraft and systems, hackers, utilizing encryption devices to protect signals during transmissions Responsible for weekly and quarterly reports in PowerPoint Ability to diagnose and interpret data on schematics, wiring diagrams and technical manuals Equipment and communications systems include: Ground base Radar Systems, Sentinel GBS, simplified handheld equipment, terminals, and wiring communication equipment
EDUCATION AND TRAINING
AA Business Administration, Chesapeake College, Wye Mills, MD US Military - Various technical and mechanical courses (ie...Hazardous materials, Ground Based/Air Radar Systems and repair, Aircraft Recognition, Satellite Uplink) Bachelor Business Administration, Texas Tech, Lubbock, TX
CERTIFICATIONS, MEMBERSHIPS, AND AFFILIATIONS Northern Virginia Association of Realtors (NVAR) Real Estate Licensensure, VA/MD/DC U.S. Marine Corps. Toys for Tots Swans Creek Elementary, Volunteer Parent
70
2231 SLUICE CHANNEL PLACE WOOD BRID GE, VIRGI NIA 221 92 P H O N E : 7 0 3 - 8 6 8 - 9 6 8 6 E - M A I L : R G R E E N E E @ M S N. C O M
Rosalind Greene, RN, MSN
PROFILE A highly, dedicated and creative healthcare provider with more than twenty years of progressive hospital and outpatient experience. Highly accomplished visionary, innovated, self-motivated with high energy, results oriented, outcomes focused, and well qualified Project and Program Management, Staff Development/Training, Healthcare Educator/Manager with over ten years of management experience. Experience reflects a strong background in special program management projects, planning, and implementation. An innovative leader who has a proven track record in excellent problem solving skills, computer skills, excellent interpersonal communication skills, team player, evaluating, planning, project management, organizing cost effective strategies for staff development. Has a proven record of reliability and responsibility. Strive to work well with people of diverse cultures and all educational levels. Keen insight into the importance of relationship building with colleagues, patients, and other members of healthcare team. Strive to excel in leadership, service excellence, patient care, communication, organizational development, and community. SIGNIFICANT ACCOMPLISHMENTS PROJECT MANAGEMENT AND STAFF DEVELOPMENT
Directed and coordinated the operational restructuring and the relocation of a pediatric clinical service to an adult medical surgical service and reduced direct hours of care by 5.6; saving over $300,000 in labor cost per year. Managed, developed, and implemented a hospital-wide standard pediatric and newborn two days training program. Approved for 25 CEUs, over 200 nurses, technicians and physicians attendedsaved over $200,000 in training cost. Designed and implemented a hospital wide focused cross training tool for the successful cross training of clinical nursesimproved quality patient care, productivity and utilization of staff. Chaired and organized the first Tri-service Junior Leadership Conferenceimproved leadership and communication, over 200 nurses attended from U.S. Army, Air Force, and Navy. Redesigned and Revamped the Quality Assessment and Quality improvement Program for the hospital that contributed to a successful JCAHO survey. Created and implemented the first In-Service on Wheels program for Registered Nurses and Technicians to develop skills and update clinical competenciessaved over $50,000 in training costs in the first year. Directed and organized the Family Practice Clinic Health Fair and screening programs for breast, colon, skin, and prostate cancer, attracted 230 participants. Developed, designed, coordinated and implemented the processes of incorporating a MS Units Staff Development Educator Nurse to include the implementation and development of: completed Staff Development and Education Program; hospital wide uniformed staff educational and developmental folders for all staff members; a staff development and education Library; and a comprehensive continuing education program to include mandatory CEUs/training requirements. Successfully developed, coordinated and implemented a comprehensive Employee Recognition Program to include: employees appreciation wall (plaques, etc), staff members picture board, customers service, motivational and inspiration wall (pictures), peer-driven day-to-day recognition board (thank you cards) and peer-driven recognition and rewards program for employee of the month for Medical-Surgical Unit. Redesigned and implemented an improved documentation system that improved compliance with regulatory standards in maternal child services using flow sheets and clinical care plans. Coordinated and planned the seminars, presentations, meetings, and luncheons for guest speakers, staff, and experts on various health topics and drugs.
MANAGEMENT EXPERIENCE
Nurse Manager for sub acute and skilled nursing facilities. Oversaw quality improvement programs, policy, and procedures. Nurse Manager for Gastroenterology Clinic. Managed operations and budgets for endoscopy support team providing support service for 20-30 procedures per day. Extensive Charge Nurse and Resource Nurse experience for medical surgical, pediatric, and maternal services. This included coaching, counseling, management of conflict and evaluating performance.
71
Managed and designed a quality tracking and evaluation database for tracking patients with abnormal Mammograms and Pap smearsadded to productivity, quality of care, follow up care for tracking over 800 clients. Managed and chaired the Process Action Task Force in the redesign and implementation of a telephone triage and advice system that improved unnecessary same day visits, access to care while improving both physician and patient satisfaction. Facilitated problem solving with implementation and training issuesmonitored implementation and reported on projects and staff development issues. Supported and provided feedback to director and staff. Assisted in the development of marketing strategies for the DOD Tri-Care medical/insurance plans, as a liaison for managed care clients. Coordinated and launched a monthly educational forum, such as Meet, Greet and Learn, to increase staff participation, medication updates, JACHO standards, organizational issues, educational and staff development.
PROFESSIONAL EXPERIENCE Medical Staffing Network, Springfield, VA 2005-present
Clinical Nurse for ICU, ER, Psychiatric, Medical- Surgical, Telemetry, IMCU, PCU, CCU, Medical -Surgical Trauma
Registered Nurse for local hospitals Virginia and Maryland

Clinical nurse for Emergency Room, ICU, Tele, Medical-surgical and Psy
Culpeper Regional Hospital, Culpeper, VA Director, Medical-Surgical Department
2005-2007
Maintained and managed 24-hour responsibility for overall financial and operational integration of the Medical-Surgical Unit into the hospital philosophy, vision, and mission of care. Maintained the operation of the Medical-Surgical Unit through the procurement and maintenance of supplies and equipments. Conferred and Collaborated with physicians and other hospital departments in area of patient care and treatment regime on an immediate, short and long-term basis to assure quality patient care. Managed over 47 FTEs resources effectively in relation to personnel issues, communication, staff development, and education. Improved nursing and clinical excellence by implementing a Patient Satisfaction MS Unit Educator/Resource Nurse and Meditech training. Developed cross-training tool to include the MS, ICU SD, and ICU Units. Developed and implemented unit competencies list for PSA/CNAs, LPNs, RNs and US Identified areas within the patient satisfaction survey to improve patient satisfaction scores. Improved scores from 64% to 98-100% in most areas. Improved service/clinical excellence by sending CNAs to advanced technician skills training course/certification. (IVs, Blood glucose monitoring, EKG, basic wound care, blood draws etc). Provided leadership and motivation to help twelve RNs on the Medical-Surgical Unit to take the MedicalSurgical Nursing Certification examination May 5, 2007. Arranged for the examination to be given at the hospital that helped control cost and to stay within budget. Enhanced patient safety by reducing patient falls by 10%. Declined in falls by 8%. Implemented a new and patient safety program and policy. Developed and implemented a pamphlet for patients, families, community, and visitors. Welcome to our Medical-Surgical Neighborhood. Developed, organized, and implemented a Patient Satisfaction Resource Book.
INOVA Alexandria Hospital, Alexandria, VA Clinical Registered Nurse, Central Float Pool
1992-2004
72
Accomplished nursing assignments in the med/surgical, pediatric, medical oncology, ER, ICU, CCU, MS ICU, PCU, Psychiatric, Mother-infant unit, and Dialysis and Orthro/neuro units. Accomplished nursing assignments in the Radiation Oncology Center-providing care to patients receiving radiation, chemotherapy, and High Dose Radiation treatment.
Malcolm Grove Hospital, Andrews AFB, Clinton, MD U.S. Air force Officer, Captain, RN, C, MSN, Clinical Nurse
1996-2000
Chaired the committee for utilizing recruitment and marketing strategies to increased military nurses pool by 200%. Managed and coordinated the restructure of front office flowimproving incoming calls for advice nurse, retrieval of patient demographics, insurance eligibility, and access to care. Increased hospitals revenue and budget by researching new patient care product decreased cost and improved patient care. Participated with the pilots of case management implementation on medical-surgical and VIP nursing units; increased census, reduced average length of stay and reduced budget. Acted as a liaison nurse and supported a formal case management program targeted to reduce top ten DRGS. Revised and implemented the policy and procedure manuals for the VIP and medical surgical services. Developed and designed clinical pathways for CHF, MI, Stroke, and Pneumonia and reduced average length of stay. Provided clinical skills training including emergency care, triage, infection control, JACHO standards, IV infusions, injections, phlebotomy, respiratory treatments, cardiac monitoring, minor surgical/orthopedic procedures, and transport services for critically ill patients
Dewitt Army Hospital, Ft. Belvior, VA U.S. Army Officer, Lieutenant. RN, BSN, Clinical Nurse
1994-1996
Assessed patients and their family needs and identified high-risk familiescoordinated patient care needs with social services and other member of the health care team. Implemented new nursing assessment tools for newborns, postpartum and antepartum patients and served as Lactation Consultantpromoted breastfeeding and nutrition.
Dewitt Army Hospital, Ft. Belvior, VA U.S. Army Officer, Lieutenant. RN, C, BSN, Clinical Staff Nurse
19921994
Performed specialized IV infusions, chemotherapy to medical oncology patients. Designed and implemented a computerized 12 hours shift scheduledimproved staff shortage and efficiency.
EDUCATION 1999-2003 Fairfax, VA 1992-1996 Fairfax, VA 1989-1991 Clarksville, TN 1986-1987 Madisonville, KY

LPN: Licensed Practical Nurse
George Mason University
Completed all Advance Graduate course work in Ph.D. program for Public Policy and Public Management
George Mason University Austin Peay State University Vocational Training School
Masters: Masters in Nursing Administration
BSN: Bachelor of Science: Nursing
Management Workshops:
Facilities, IS Security; finance and budgeting; Leadership Rounding & Foundation; PI, Risk Management and Employee Wellness; Employee Recognition; and ACT Virginians for Appropriate Care Measures (Feb/ Oct 2006)
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74
APPENDIX E. Product and Service Plan
75
APPENDIX F. Industry Market Research
76
Confidential
77
10
Confidential
78
11
Confidential
79
12
Confidential
80
13
Confidential
81
14
Confidential
82
15
Confidential
83
16
Confidential
84
17
Confidential
85
18
Confidential
86
19
Confidential
87
20
Confidential
88
APPENDIX G. Detailed Budget Time line/Use of Proceeds
89
APPENDIX H. Operational Plan
90
EPIC Center for Healthy Lifestyles

Woodbridge, Virginia, USA g , g ,
May 26, 2009
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May 26, 2009
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May 26, 2009
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May 26, 2009
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May 26, 2009
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May 26, 2009
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Brain and Stress Center
Medical Offices
Fitness Center
Fourth Level Plan First (Grade) Level Plan

Receiving
Education, Beauty and Retail Center
Parking
Third Level Plan

Entrance
Lower Level Plan
Urgent Care Imaging Health Food Shopping Center
Second (Entrance) Level Plan May 26, 2009
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FLOOR AND LAYOUT PLANS
98
THE EPIC CENTER FOR HEALTHY LIFESTYLES
99

100 SITE PLAN

GROUND FLOOR PLAN 101

FIRST FLOOR PLAN 102

SECOND FLOOR PLAN 103

BASEMENT FLOOR PLAN 104

FRONT ELEVATION FRONT ELEVATION

105

3D VIEWS 106

3D VIEWS 107

3D VIEWS 108

3D VIEWS 109

3D VIEWS 110

3D VIEWS 111

3D VIEWS 112

3D VIEWS 112

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Epic Center for Healthy Lifestyles, Corp.

Epic Center for Healthy Lifestyles, Corporation

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP TABLE OF CONTENTS

On Line Advertising ................................................................................................30 Other Advertising ....................................................................................................31

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

Projected 5-Year Sales Forecast Per Center

Projected Sales Forecast

Projected 5-Year Pro Forma Profit and Loss

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

Projected Profit and Loss

$1,589,598 $346,946 $1,734,732 $158,960 -----------$3,830,237 $7,524,894 $0 $2,257,468 $5,267,426 30.36%

$2,682,101 $492,614 $2,463,068 $268,210 -----------$5,905,992 $8,662,408 $0 $2,598,722 $6,063,686 24.62%

$3,287,270 $573,303 $2,293,211 $328,727 -----------$6,482,511 $9,865,813 $0 $2,959,744 $6,906,069 24.09%

$5,480,839 $865,779 $3,463,114 $548,084 -----------$10,357,81 6 $12,442,23 1 $0 $3,732,669 $8,709,562 20.12%

$7,170,357 $1,091,048 $3,273,143 $717,036 -----------$12,251,583 $15,517,672 $0 $4,655,302 $10,862,371 19.91%

Projected Five Year Pro Forma Cash Flow

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

$1,589,598 $9,460,880 $11,050,479

$2,682,101 $10,514,864 $13,196,965

$3,287,270 $20,865,903 $24,153,173

$5,480,839 $20,810,636 $26,291,475

$7,170,357 $38,821,777 $45,992,134

$0 $0 $0 $0 $0 $0 $0 $11,050,479 $6,296,843 $6,296,843

$0 $0 $0 $0 $0 $0 $0 $13,196,965 $11,433,710 $17,730,553

$0 $0 $0 $0 $0 $0 $0 $24,153,173 $4,511,966 $22,242,518

$0 $0 $0 $0 $0 $0 $0 $26,291,475 $16,997,453 $39,239,972

$0 $0 $0 $0 $0 $0 $0 $45,992,134 $8,560,246 $47,800,218

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

8. Healthy Employees Wellness Promotion Programs

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

What is the Company Greatest Strengths Advantages Over Competition

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

APPENDIX A: Financial projections Year 1-5 monthly

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP

Financial Projections Year 2 Monthly Statements

EPIC CENTER FOR HEALTHY LIFESTYLES, CORP