FeelGood’s Growth Strategy

Prepared October 2009

FeelGood’s Growth Strategy – prepared October 2009

 Index

Objective of the Forecast _______________________________________________ 3

Development of the Forecast ____________________________________________ 3
Underlying Assumptions _______________________________________________ 3
Forecast Summary, FeelGood’s Value Proposition ____________________________ 5
Revenue Analysis___________________________________________6
Expenditure Analysis ________________________________________9
University Team_____________________________________________________ 9
Academy Team _______________________________________________________10
Management Team______________________________________________________12
Overhead___________________________________________________________ 14
Conclusion ___________________________________________________________ 14

FeelGood’s Growth Strategy – prepared October 2009

 OBJECTIVE OF THE FORECAST

This eight year forecast provides an evaluation of FeelGood’s future ability to empower a generation
of changemakers, engage millions in a new dialogue about our common humanity and mobilize
substantial resources for the sustainable end of poverty. This is intended to provide a credible
assessment of investment needed to reach financial sustainability and increase our current ROI by
40%. Our hope is that these projections are conservative estimates of the impact FeelGood can have if
properly managed and financed.

DEVELOPMENT OF FORECAST

FeelGood’s vehicle for creating change is our non-profit, student-run delis, known as FeelGood Delis,
or FG Delis. At these Delis, not only is revenue generated, students are empowered to create a
partnership with their fellow human beings in the two-thirds world for a future free from hunger, a goal
that, when achieved, will ensure prosperity for every living thing. In developing this forecast, the
revenue stream was based on four key assumptions explained in the next section. The rest of the
assumptions for revenue and expenses are on the following pages.

DELI PROFITS:
100% of a FeelGood Chapter’s Deli profits are invested in FeelGood Certified organizations
employing an empowerment model of development. FeelGood Certified organizations work in
authentic partnership with the people in the two-thirds world to address the root causes of hunger and
to ensure that all people have the chance to lead healthy and productive lives. FeelGood Chapters bank
with their university and at the end of each semester, their university writes FeelGood a check on their
behalf, 100% of which is invested in a FeelGood Certified organization.

UNDERLYING ASSUMPTIONS

As discussed above, revenue was forecasted based on the following underlying assumptions:

1. Launch of the FeelGood Changemaker Academy: In the Fall of 2009, FeelGood launched our
FeelGood Changemaker Academy to ensure the success of new and ongoing FeelGood chapters by taking
the Best Practices among the leading FeelGood chapters in three key areas—personal growth and global
awareness, empowerment models of development, and social entrepreneurship—and then mapping these
Best Practices to the four phases of a chapter’s development: Launch, Start-up, Consolidation and
Autonomy.

This forecast assumes FeelGood secures the funding to launch our FeelGood Changemaker Academy in its
entirety, enabling us to fully develop the technology and methodology to transfer these Best Practices (see
Table 1) to new and existing chapters in order to maximize their educational and financial potential as they
move through each phase.

FeelGood’s Growth Strategy – prepared October 2009

 Table 1
Phases & Best Practices
Launch Start-Up Consolidation Autonomy
min # of Effective Leaders 1 2 4 6
min # of Summit Attendees 1 4 8 15
# Meetings per Month 1 2 4 8
Min # of Members 10 15 25 40
min # of FG sponsored visits per
year 1 1 2 3
Deli Type Table Table Kiosk Kiosk
Approved Location no yes yes yes
Advisor/Administration not active active active very active
Sponsors 1 2 5 10
Days per Month 1 4 8 12
supporting materials speak with speak without supporting outreach
Communication Skills only materials materials presenters
Sense of Community School Local FG movement World
Events per Year 0 1 2 4

2. Chapter Performance: Today, for every $100 invested in a FeelGood chapter, an average of $120 is
generated through the FeelGood Delis, and invested in a FeelGood Certified organization working for the
sustainable end to hunger—a 20% return on investment.

However, some FeelGood chapters perform at a much higher level, in some cases generating significantly
more than a 40% return on investment from their deli operations. Further, a deli’s financial success is also
one measure of, and likely a result of, its effectiveness in engaging its university population in a more
systemic conversation about the causes/solutions to poverty and our responsibilities as global citizens, as
every sandwich sold represents a conversation begun (and likewise, every conversation begun is a sandwich
sold).

This wide range in deli financial performance and customer engagement is due to a variety of factors that
we have found break into three primary areas: global awareness, understanding empowerment models of
development, and the skills of social entrepreneurship. Over the last 4 years of experience, FeelGood has
identified a “Best Practices” approach for each of these three areas, and now is looking to develop curricula
as well as the technology and implementation processes to make them widely available to all new and
existing chapters, thus empowering FeelGood’s ongoing growth and success.

This forecast assumes the following performance for each phase of a Chapter’s development (see Table 2,
below).

Table 2
Phase & Performance
Launch Start-Up Consolidation Autonomy
ROI <0% >0% >20% >40%
$ Raise 2000 5000 12,500 35,000
# Changemakers 11 17 29 46
# Conversations 667 1667 4167 11,666
Volunteer Hours 480 1584 3968 8320

3. Chapter Distribution: In order to calculate the average income per chapter, we calculated a
weighted average income of $13,475 based on the chapter distribution in Table 3, below.

FeelGood’s Growth Strategy – prepared October 2009

 Table 3
Chapter Distribution
Launch Start-Up Consolidation Autonomy
$ Raise 2000 5000 12,500 35,000
Chapter Distribution 30% 20% 25% 25%
Weighted Income 600 1000 3125 8750

4. Chapter Growth: To forecast our Chapter Growth, FeelGood assumed that each summer, students
from existing, active chapters recruit one new student from another university to start a FG chapter
in the fall. Therefore, the number of Chapters at the beginning of the school year is twice that of
active chapters at the end of the prior school year. We are assuming that throughout the year, 25%
of the chapters at the beginning of the year will become inactive. Thus we have an opportunity to
improve not only the performance of established Chapters, but also to create a formula for making
sure that everyone whose ambition it is to bring FG to their campus is successful. For this forecast,
we calculated chapter income based on active chapters only. See Table 4.

Table 4
Chapter Growth
2009 2010 2011 2012 2013 2014 2015 2016
Chapters at Beginning of the
School Year 30 60 90 135 203 304 456 683
Chapters Becoming Inactive 0 15 23 34 51 76 114 171
Total Active Chapter 30 45 68 101 152 228 342 513

FORECAST SUMMARY

This forecast makes a compelling case for FeelGood’s value proposition – investing in FeelGood
yields a return in the form of changemakers, conversations and investment in the sustainable
eradication of poverty – aka Deli Profits (see Table 5). This forecast also makes a case for FeelGood’s
future financial sustainability, which will be achieved in 2012. Below is a definition of each
component of our value proposition:

Changemakers – students who graduate from FeelGood’s Changemaker Program by

completing 2-4 years of our Changmaker Curriculum. For every student who graduates from
our Changemaker Program, there are 3 students enrolled in the program.

Conversations – represents a new dialogue about our common humanity that has taken place
between a trained FeelGood Student and a FeelGood customer.

Deli Profits – profits the students generate at their delis. This money is managed by a
Chapter’s University Bank and is distributed to FeelGood each semester. 100% of this money
is then invested in FeelGood Certified Organizations.

FeelGood’s Growth Strategy – prepared October 2009

 Table 5
FeelGood’s Value Proposition
2009 2010 2011 2012 2013 2014 2015 2016
Changemakers 300 450 675 1,013 1,519 2,278 3,417 5,126
Students Enrolled 1,200 1,800 2,700 4,050 6,075 9,113 13,669 20,503
Conversations 50,000 202,125 303,188 454,781 682,172 1,023,258 1,534,887 2,302,330
Deli Profits $150,000 $606,375 $909,563 $1,364,344 $2,046,516 $3,069,773 $4,604,660 $6,906,990

This forecast also makes the case for the effectiveness of our Changemaker Program. As you can see
in Table 6 FeelGood has two ROIs - Organization ROI and Student ROI. Our organizational ROI
calculates the money the students generate at their delis as a return on every dollar invested in
FeelGood, even if that money is invested in FeelGood’s self-sustaining initiatives (i.e. The FeelGood
Restaurant Program) not the students. Our Student ROI calculates the money the students generate at
their delis as a return on every dollar specifically invested in their growth and is more representative of
the profitability and success of the students’ social enterprises.

Table 6
FeelGood’s ROIs
2009 2010 2011 2012 2013 2014 2015 2016
Student ROI -47% 18% 20% 30% 45% 56% 65% 69%
Organizational ROI -62% -30% -23% -11% -3% 10% 22% 28%

REVENUE AND EXPENDITURE ANALYSIS

Sources of Revenue:
FeelGood has six important sources of revenue that reflect the priorities of the organization. These six
sources fall into two categories: Self Sustaining Income and Investment Income.

Self Sustaining Income: Always asking ourselves “what’s missing?” FeelGood believes that what is
missing in the non-profit world is a loving business model that can fund itself while simultaneously
enhancing its mission; in turn creating an inspiring model for for-profit companies. That is why, from
day one, FeelGood has been committed to being a self-sustaining organization changing the way
business is done.

To this extent, we have created three significant income streams that, by 2012, will sustain our
programs, operations and growth (see table 7).

Table 7
Self Sustaining Income
2009 2010 2011 2012 2013 2014 2015 2016
Cheese World $27,000 $54,000 $101,250 $430,313 $645,469 $968,203 $1,452,305 $2,178,457
Branded Products $10,000 $10,000 $10,000 $787,500 $1,102,500 $1,260,000 $1,575,000 $2,205,000
Restaurant Prog. $10,000 $40,000 $80,000 $202,500 $303,750 $455,625 $683,438 $1,025,156
TOTAL $47,000 $104,000 $191,250 $1,420,313 $2,051,719 $2,683,828 $3,710,742 $5,408,613

Cheese World: Cheese World is an innovative, online incentive program whereby students are
able to earn virtual “cheese points” for the completion of the Changemaker Curriculum and
FeelGood’s Growth Strategy – prepared October 2009
 associated Changemaker Challenges. These points, supported by corporate sponsorships, can
be cashed in for products and travel opportunities relating to chapter needs and objectives. For
corporate sponsors, Cheese World is an innovative high-impact, low-cost on-line marketing
tool that offers a unique costumer engagement with their brand both on and off-line.

The majority of our self-sustaining income will come from the corporate sponsorships of
Cheese World. We launched Phase 1 of Cheese World’s online platform September 1st, 2009 at
the SoCap Conference in San Francisco. Phase 2 and 3 will be completed by December 15th.
Our forecast for income from these corporate sponsorships is based on the assumption of
successfully soliciting the following sponsorships each year:

 2009: 30% of University Investment Capital

 2010: 40% of University Investment Capital
 2011: 50% of University Investment Capital
 2012-2016: 100% of our University Investment Capital and 50% of our Academy
Program Expenses by 2012.

We believe these assumptions to be conservative based on preliminary conversations we have

had with potential corporate sponsors like Prudential and Gap.

Branded Products: Since our inception, FeelGood has partnered with premier advertising
agency, Quaker City Mercantile*, to prepare FeelGood as a lifestyle brand ripe for licensing.
Quaker City Mercantile is an expert in creating consumer products and intellectual content that
can grow and sustain a brand. Enticed by the simplicity and message of the FeelGood concept
and logo, they have very generously taken FeelGood under their wing and have embarked on
an intentional campaign to prepare the FeelGood brand for marketization. Their prediction,
based on many years of brokering successful licensing agreements, is that by 2016 they will be
ready to sign licensing deals for FeelGood that will guarantee $315,000 annually per contract.
By 2016, with seven contracts signed, FeelGood will be generating a solid $2M through our
brand while simultaneously spreading our message of unleashing the human spirit.

For the next three years, FeelGood will continue to pilot the marketization of our brand by
creating private label products with companies specializing in quality, everyday products that
have a strong mission to engage in social change through their products and services. We
currently have three products on the market - 1) an organic, locally roasted coffee from Equator
Estates; 2) an artisan, organic chutney from McQuade's Celtic Chutney; and 3) an apparel line
with boutique designers at Art in the Age. With the distribution channels of our students and
our partner companies, FeelGood has the potential to generate substantially more revenue than
the $10,000 forecasted in Table 7.

Restaurant Program: The FeelGood Restaurant Program was born as a partnership between
local restaurants and FeelGood as a way to engage a larger audience in the “ending of hunger
through a grilled cheese.” It is a simple program where restaurants put a “FeelGood Grilled
Cheese” on their menu and donate a portion of the proceeds to FeelGood. The restaurant
customizes their recipe to fit their fare and determines the percentage invested in FeelGood.
FeelGood provides participating restaurants with promotional materials to powerfully engage

*
Previously known as Gyro Worldwide
FeelGood’s Growth Strategy – prepared October 2009
 their customers. 100% of the proceeds from our Restaurant Program are invested in FeelGood’s
growth.

On average, restaurants that sign up for the FeelGood Restaurant Program raise $2,000
annually for FeelGood. With an aggressive PR campaign to be launched in 2010 that will
include top chefs around the country and a recipe book featuring the leading FeelGood
Restaurant Program participants, FeelGood is forecasting that by 2012, each FeelGood chapter
will sign up local restaurants to participate with ease. In addition to FeelGood’s effort to make
the Restaurant Program an irresistible PR strategy for restaurants, FeelGood will train students,
through the FeelGood Changemaker Academy, how to successfully secure such partnerships.
Below is a forecast of the number of participating restaurants (see chart 1)

Chart 1
Forecast of Participating Restaurants

600
500

400
300
200
100
0
2009 2010 2011 2012 2013 2014 2015 2016

# of Restaurants

Investment Income: The three sources of investment income – aka donations - are; The In My Lifetime
Campaign, Individual Donors and Startup Funds. As we grow, we will depend less and less on income
from donations (see Table 8)

Table 8
Investment Income
2009 2010 2011 2012 2013 2014 2015 2016
IMLC $30,000 $40,000 $50,000 $80,000 $70,000 $70,000 $60,000 $50,000
Individual Donors $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000
Startup Fund $276,400 $679,100 $895,600
TOTAL $346,400 $759,100 $985,600 $120,000 $110,000 $110,000 $100,000 $90,000

The In My Lifetime Campaign: Launched in 2007 by one of FeelGood’s Board Members in

an effort to raise substantial money for both FeelGood and The Hunger Project, The In My
Lifetime Campaign (IMLC) is a bold commitment to raise $5 Million from high net worth
individuals by 2016. 90% of the money raised via IMLC - $4.5M - will be directly invested in
The Hunger Project’s Epicenter Strategy in Africa mobilizing 100,000 people out of chronic
persistent hunger and into lives of self-reliance. The remaining 10% - $500,000 – is being
directly invested in FeelGood. The forecasted income in Table 8 is based on investors making
$500,000 commitments over five years and 10% of that money coming to FeelGood, while the
FeelGood’s Growth Strategy – prepared October 2009
 other 90% goes directly to The Hunger Project. Because the money this campaign generates for
The Hunger Project is not based on our core business of empowering college students to run
successful social enterprise delis, we have decided to not include it in our total donations for
the end of hunger. Thus our Organizational ROI for the end of hunger is actually
underestimated in our forecast. If we were to take into consideration the total dollars FG
mobilizes for FG Certified organizations sustainably eradicating hunger, our forecasted ROI
would be:

Organizational ROI Including IMLC Money Mobilized for The Hunger Project
2009 2010 2011 2012 2013 2014 2015 2016
IMLC Money to THP $270,000 $360,000 $450,000 $720,000 $630,000 $630,000 $540,000 $450,000
Student Donations Invested
in FG Certified Orgs $150,000 $606,375 $909,563 $1,364,344 $2,046,516 $3,069,773 $4,604,660 $6,906,990
Total Money Invested in FG
Certified Orgs. $420,000 $966,375 $1,359,563 $2,084,344 $2,676,516 $3,699,773 $5,144,660 $7,356,990
Expenses $393,400 $683,100 $926,850 $1,246,075 $1,826,063 $2,472,644 $3,418,316 $4,887,073
ROI 7% 41% 47% 67% 47% 50% 51% 51%

Individual Donors: Forecasted income from Individual Donors is based on maintaining our
current loyal donor base.

Startup Funds: In the coming months, FeelGood is seeking $1,851,100 in start-up funds to be
pledged over three years (see table 8 for distribution of pledges in 2009, 2010, 2011). These
startup funds will allow us to scale-up our proven business model and accelerate our activities
towards a goal of reaching self-sufficiency by 2012. With this funding we will be able to
systemize and implement the FeelGood Changemaker Academy, a critical initiative to
properly support and empower chapter growth and our students’ transformation as
changemakers. This funding will also enable us to reach profitability with our three self-
sustaining initiatives: Cheese World, Nationally Branded Products and The FeelGood
Restaurant Program.

Expenses: FeelGood’s results to date have been realized on an annual budget of just $100,000 and a
full-time staff of two (one of whom joined in the last 10 months). Additionally, FeelGood has grown
solely through word-of-mouth.

Having proven our business model our need now is to scale our program to continue to empower
students as social entrepreneurs and global citizens. Our goals are to have profitable, changemaker-
creating FG chapters on 100 college campuses by 2012, and 20% of all universities in the US by 2016.
In order to do this, our expenses will dramatically increase. To clearly account for this increase in
expenses, we have categorized our expenses into 4 departments: University Team, Academy Team,
Management Team and Overhead.

University Team: The FeelGood University Team is responsible for the management,
expansion and success of the students’ FeelGood Chapters and their Delis. The FeelGood
University Team empowers students to open and scale the operations of their Delis by
providing support in business consulting, investment capital and implementing the formalized
education curriculum developed by the FeelGood Changemaker Academy, aka the
Changemaker Curriculum.

FeelGood’s Growth Strategy – prepared October 2009

 Personnel: The University Team accounts for the majority of FeelGood’s total
personnel. There are three positions within The University Team; University Director,
University Executive Assistant and Regional Director. In order to ensure the success of
each chapter and our growth projections to 513 new universities, The University Team
needs to grow exponentially from one staff person in 2009 to 22 in 2016 (see table 9).
Below are the descriptions of each position:

University Director: The FeelGood University Director is responsible for the

development, management and operations of the regional directors, university
partnerships, and quality and logistics of Deli Operations.

University Executive Assistant: The University Director will have one direct
support staff or executive assistant.

Regional Directors: Regional Directors serve up to 25 FG Chapters at the

University level. Regional Directors empower Chapter operations by offering
the following services: 1-1 management consulting, supplying marketing and
educational materials, advising on relationships with University administration
and local business partners, gathering weekly and monthly reports and updates,
and facilitating leadership development and team building.
Table 9
University Team Personnel Forecast
2009 2010 2011 2012 2013 2014 2015 2016
# of University Directors 1 1 1 1 1 1 1 1
Total Cost 40,000 70,000 70,000 70,000 70,000 70,000 70,000 70,000
# of University Executive Assistants 0 0 1 1 1 1 1 1
Total Cost 0 0 40,000 40,000 40,000 40,000 40,000 40,000
# of Regional Directors 0 1 2 4 6 9 13 20
Total Cost $0 $40,000 $80,000 $160,000 $240,000 $360,000 $520,000 $800,000
Total Personel $40,000 $110,000 $190,000 $270,000 $350,000 $470,000 $630,000 $910,000

Budget: To carry out its mission, the University Team has a budget for travel,
educational materials and investment capital for the students, 100% of which will be
earned by the students through FeelGood’s incentive program, Cheese World (see table
10). By 2012 100% of these investment costs will be covered by Cheese World
sponsors. Below are the assumptions used to forecast these expenses:

Travel: $1,000 per employee

Investment Capital: $3,000 per chapter
Educational Materials: $200 per chapter
Table 10
University Team Budget
2009 2010 2011 2012 2013 2014 2015 2016
Travel 1,000 2,000 4,000 6,000 8,000 11,000 15,000 22,000
Investment Capital 90,000 135,000 202,500 303,750 455,625 683,438 1,025,156 1,537,734
Educational Materials 6,000 9,000 13,500 20,250 30,375 45,563 68,344 102,516
Total Budget $97,000 $146,000 $220,000 $330,000 $494,000 $740,000 $1,108,500 $1,662,250
FeelGood’s Growth Strategy – prepared October 2009
 Academy Team: The Academy Team is responsible for the technology infrastructure and
curriculum development of all six of the FeelGood Changemaker Academy program elements.
The Academy Team is also responsible for implementation of five of these six elements. The
personnel and budget expenses for the Academy Team are as follows:

Personnel: The FeelGood Changemaker Academy is the educational heart of the

FeelGood process. Students develop a core set of social entrepreneurial skills while
forging a deep connection to each other, to their community, and to the world at large—
all of which are essential to becoming a lifelong agent of positive change. There are five
positions within the Academy Team critical to ensuring the success of the FeelGood
Changemaker Academy. The forecast of the Academy Team personnel and costs are
below (see table 11):

Table 11
Academy Team Personnel Forecast
2009 2010 2011 2012 2013 2014 2015 2016
# of Academy Directors 1 1 1 1 1 1 1 1
Total Cost 40,000 70,000 70,000 70,000 70,000 70,000 70,000 70,000
# of Academy Executive Assistants 0 0 0 1 1 1 1 2
Total Cost $0 $0 $0 $40,000 $40,000 $40,000 $40,000 $80,000
# of Program Directors 0 1 1 1 1 1 1 1
Total Cost $0 70,000 70,000 70,000 70,000 70,000 70,000 70,000
# of Program Assistants 0 1 1 1 1 2 3 5
Total Cost $0 40,000 40,000 40,000 40,000 80,000 120,000 200,000
# of Technology Director $0 0 1 1 1 1 1 1
Total Cost 0 0 70,000 70,000 70,000 70,000 70,000 70,000
Total Personel $40,000 $180,000 $250,000 $290,000 $290,000 $330,000 $370,000 $490,000

Budget: The FeelGood Changemaker Academy —delivered in a variety of interrelated

and interactive peer-to-peer learning environments—engages students in a series of
explorations around three areas essential to their development as changemakers: global
citizenship/personal growth, empowerment models of development, and social
entrepreneurship. The FeelGood Changemaker Academy has six interrelated program
elements. Below are the description and budget assumptions for each program element
forecasted in Table 12.

 Changemaker Curriculum –accessed through FeelGood’s on-line resource

center, and facilitated peer-to-peer at the students’ weekly FeelGood chapter
meetings. The Changemaker Curriculum is developed by the Academy Team and
implemented by the University Team. Assumptions: $500/month for content
creation (includes travel for interviews). $1,000/month for production.
 Cheese World - an innovative, online incentive program whereby students are
able to earn virtual “cheese points” for the completion of the Changemaker
Curriculum and associated Changemaker Challenges. Assumptions: $20,000
upfront costs and $6,000 year for hosting and maintenance.

FeelGood’s Growth Strategy – prepared October 2009

  Changemaker Summits - intense weekend of changemaker training for
FeelGood’s most active students. Assumptions: $1,000/chapter
 Changemaker Boot Camps – summer camp that equips student leaders for the
upcoming school year. Assumptions: $600/chapter
 Changemaker Internships - FeelGood offers Changemaker Internships both
within FeelGood as well as with our partner organizations and companies.
Assumptions: $100/chapter
 Changemaker Service Trips- For every $10,000 in profits that a FeelGood
chapter generates, two student leaders from that chapter are eligible for an
international Changemaker Service Trip. Assumptions: $800/Chapter

Table 12
Academy Team Budget
2009 2010 2011 2012 2013 2014 2015 2016
Curriculum Content 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000
Curriculum Production 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000
Cheese World Platform 20,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000
Changemaker Summits 30,000 45,000 67,500 101,250 151,875 227,813 341,719 512,578
Changemaker Boot Camps 18,000 27,000 40,500 60,750 91,125 136,688 205,031 307,547
Changemaker Service Trips 24,000 36,000 54,000 81,000 121,500 182,250 273,375 410,063
Changemaker Internships 3,000 4,500 6,750 10,125 15,188 22,781 34,172 51,258
Program Total $113,000 $112,500 $168,750 $253,125 $379,688 $569,531 $854,297 $1,281,445

Management Team: FeelGood’s Management Team is comprised of four departments. Each

department is run by a team of directors. The department descriptions and personnel forecast
(see table 13) are below:

 Business & Product Development: Designs and executes FeelGood’s Self-

Sustaining Initiatives: Cheese World Sponsors, Nationally Branded Products and the
Restaurant Program. Also creates and manages all fundraising strategies.
 Marketing & Communications: Creative engine that researches, designs and
implements innovative tools and campaigns to effectively communicate FG’s message
for all FeelGood Departments.
 Finance: Manages FG’s corporate value, budgets, reporting, payroll, accounting,
handles local, state and national taxes.
 Human Resources: Serves FG World’s personnel by facilitating strategies that allow
for each individual within FeelGood to reach their potential.

FeelGood’s Growth Strategy – prepared October 2009

 Table 13
Management Team Personnel Forecast
2009 2010 2011 2012 2013 2014 2015 2016
# of MKT & Comm. Directors 1 1 1 1 1 1 1 1
Total Cost 40,000 70,000 70,000 70,000 70,000 70,000 70,000 70,000
# of Bus Development Directors 1 1 1 1 2 2 2 2
Total Cost 40,000 70,000 70,000 70,000 140,000 140,000 140,000 140,000
# of Finance Directors 1 1 1 1 1 1 1
Total Cost 70,000 70,000 70,000 70,000 70,000 70,000 70,000
# of HR Directors 0 0 0 0 1 1 1 1
Total Cost 0 0 0 70,000 70,000 70,000 70,000
Total Personel $80,000 $210,000 $210,000 $210,000 $350,000 $350,000 $350,000 $350,000

Budget: The assumptions for the Management Team’s Budget (see table 14) are as follows:

Market & Communications:$1,000 per Chapter

HR: $100 per FeelGood Employee
Travel: $2,000 per Management Team Personnel
Table 14
Management Team Budget
2009 2010 2011 2012 2013 2014 2015 2016
MKT & Communications 6,000 45,000 67,500 101,250 151,875 227,813 341,719 512,578
HR 1000 300 300 300 500 500 500 500
Travel 2,000 6,000 6,000 6,000 10,000 10,000 10,000 10,000
Total Budget $9,000 $51,300 $73,800 $107,550 $162,375 $238,313 $352,219 $523,078

Overhead: To calculate overhead, FeelGood used an average of $300/employee/month. This

number is taken from an average of shared office spaces that provide rent, utility and
equipment. As is seen in Chart 2, FeelGood’s overhead grows from $10,800 in 2009 with 4
employees to $126,000 in 2016 with 37 employees.

FeelGood’s Growth Strategy – prepared October 2009

 Rent, Utilites Equipment

$140,000

$120,000

$100,000

$80,000

$60,000

$40,000

$20,000

$0
2009 2010 2011 2012 2013 2014 2015 2016

Rent, Utilites Equipment

CONCLUSION

In conclusion, we feel this forecast gives an exciting outlook at the potential for FeelGood to
significantly contribute to a generation of changemakers and a world free from hunger. Further,
because this forecast is based on many conservative assumptions we believe there is significant room
for growth and improvement.

FeelGood’s Growth Strategy – prepared October 2009