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Endeavor Insight Spotlights Scaleup Ecosystems in Bangladesh and Uganda

As part of a series of reports focused on scaleup ecosystems worldwide, Endeavor Insight has analyzed the impact of scaleup companies on the economies of two emerging markets: Bangladesh and Uganda. Entitled “The Critical 5 Percent” (Bangladesh) and “The […]

March 24th, 2015 — by admin

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Argentina’s Onapsis Raises Nearly $10 Million; Endeavor Catalyst Participates in Funding Round

Onapsis Inc., founded by Endeavor Entrepreneurs Mariano Nuñez Di Croce and Victor Montero, recently announced that it has secured a $9.58 million Series B financing round led by Boston-based VC firm .406 Ventures and supported by […]

June 19th, 2014 — by admin

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Wamda Entrepreneur of the Week: Endeavor Entrepreneur Firat Isbecer of Turkish mobile solution company Pozitron (video)

Reprinted from Wamda. Original article here.

This week’s entrepreneur of the week is Firat Isbecer of Pozitron, an Endeavor Turkey company. Here he describes how he landed his first big client, despite competing with a Finnish company backed by Nokia, discusses how mobile payments are on the rise in Turkey and the MENA region, and explains why an entrepreneur working in the mobile space will need to focus. “If you want to have a sustainable, but not that scalable business, go B2B, but if you have a really good idea and a very strong team to execute that idea, gaming is very competitive… Arabic is spoken by 600 million people, so online gaming and mobile gaming is where there is huge growth,” he says. [Apologies for the pixelated video; this was filmed during the week with internet blackouts in Lebanon.]

Demystifying e-commerce: How to offer competitive customer service

Reprinted from Wamda. Original article here.

By Nader Museitif

A customer service strategy for an online store is as critical as it is for a brick and mortar. Some may start with the misguided perception that having the online storefront shields the business from the dreaded encounters with customers that physical stores have. But anyone with the least experience in e-commerce would agree that customer encounters can be very challenging at times – especially if not handled with a clear process and a precise approach.

It might be useful here to define customer service broadly as encompassing moments when customers seek contact with the business for matters beyond the scope of browsing the store, adding goods to cart, or checking out. Customer service is the interaction that happens between the business and the customer, at the customer’s request, to address a certain queries or issues. Yet one can still look at it in the traditional model of two parts: pre-sale and post-sale service.

Pre-sale Customer Service

Pre-sale isn’t usually a very challenging interaction; this is where potential or return buyers are asking questions about the products, prices, shipping methods, or other aspects that relate to a probable order they want to make. The key factors for whoever is handling the “ticket” are

1. Having the proper knowledge to address the query professionally. This is about training and preparing the customer service staff on the various aspects of the business and giving the right access to information when they need it to address queries.

2. Addressing the query within a guaranteed time window and as fast as possible. This metric is about capacity and clear SLA’s to the customer service team while managing the customer service expectations (for example, responding to e-mails within 24 hours).

3. Having the right attitude and approach to engaging the customer and converting his/her query into an interactive experience, thereby increasing the chances of a sale and registering a positive point with the customer for future purchases.

Post-sale Customer Service

Post-sale is where the action is. These are customers that placed orders and are calling, e-mailing, or posting on Twitter or Facebook for specific concerns, queries, complaints, or, if you’re lucky, praise. These will increase, in correlation with the number of orders on the site, and it’s important to build capacity to handle the growing influx of customer contact. The customer service team must have visibility on order status and a deep knowledge of the business model, specifically the supply chain. The systems they use must be designed to provide such knowledge and manage a rigorous workflow that results in resolving customer issues. It is redundant to stress the importance of the attitude of call-centre staff or the tonality of the e-mails going to customers. The more the customer comfortable the customer feels about the person handling their query, the more they are likely to accept delays or inconveniences (to an extent). Therefore it is crucial to empower agents and give them the tools to act rather than just taking notes.

The channels that an online store makes available for customer contact are also worth planning and designing specific approaches for. The ones we see in the region are telephone, customer service e-mail, and social media (facebook fan pages and twitter). Some use live chat but that isn’t a big trend yet. Clearly social media is adopted by many customers who will post with immense passion about an experience. Opening up such a channel must have the right skills standing by to handle these public posts under a customer service and branding strategy. So be prepared and use the posts to bring the customer closer.

Customer service for an online store should evolve and be viewed as part of the overall user experience. It becomes a competitive advantage in the face of growing competition and increases return purchases by happy customers. So make sure there are clear policies on the site regarding warrantees, returns, exchanges, shipping times, fees, etc. Also expect that no matter how clear the policies are, customers will want to enforce their own. How the business manages these policies becomes a secret sauce that either kicks off with customers or simply turns them off.

After experience in aerospace, logistics and M&A, Nader’s work in e-commerce and belief in the region’s online potential are his top passion at Aramex. You can reach him at nader.museitif@aramex.com

Seems awkward, ignores the rules, but brilliant: Meet the maverick job candidate

Reprinted from Wamda. Original article here.

In a paper recently published in the British Journal of Psychology, Elliroma Gardiner, an organizational psychologist at the London School of Economics and Political Science, found that employees with maverick personalities could be secret weapons for making businesses successful. Gardiner’s research interests are in the role of individual differences in an organizational setting.

By encouraging creative, independent thinkers to come up with innovative, brilliant ideas and giving workers the support and time to pursue their projects, companies could introduce their next Angry Birds or Google News to the marketplace. In an economic climate where employees might be asked to do more with fewer resources, she says, hiring that maverick employee may be the way a company can increase their profits.

An edited transcript of the conversation follows after the jump.

Seth Godin: “Take this simple marketing quiz”

Reprinted from Seth Godin’s Blog. Original article here.

Not so simple, actually, and about more than just classical marketing:

There are a hundred people in a room, perhaps a trade show or a small theatre. What’s your choice:

1. Sit in the back, watch, listen and learn.
2. Cajole your way onstage so you can make a slick presentation that gets everyone on their feet, buzzing and excited, eager to do business with you or hire you.
3. Set up a booth in the lobby that energizes and engages 12 of the people enough that they tell their friends, while it disturbs or mystifies two of the others and is ignored by the rest.
4. Provide a service (like cookies and juice in a box at the exit) that many of the people there are appreciative of but few remember or talk about.

Most people say they choose #2. In fact, most marketers actually do #1 or #4, and it’s only #3 that gives you the best chance–create a remarkable product or service, don’t depend on getting picked to have a lucky break on stage, and gradually spread your purple cow among people who are truly interested.

Apple and Nike and Starbucks are trotted out again and again as marketing gold standards, because they are beloved by many and ignored or distrusted by few. But these are the outliers, the .0001% that don’t represent what actually happens when successful ideas reach the marketplace.

The mass market is no longer. There is almost no room left for the next Procter & Gamble or Google. Instead, you are far more likely to do your best work if you are willing to delight a few as opposed to soothe the masses.

Endeavor Entrepreneur company Wizards Productions, a Jordan-based gaming studio, pivots into mobile

Reprinted from Wamda. Original article here. This story features Endeavor Entrepreneurs Hussam Hammo, Afif Toukan and Sohaib Thiab‘s company, Wizard Productions.

By Nina Curley

2012 marks a new era for Wizards Productions, which today announced a publishing agreement with 6waves, a leading international social and mobile games publisher.

Wizards Productions, has historically focused on massively multiplayer online (MMO) games, yet now intends to publish its first mobile game, Aqua Jam, in 4 weeks for iOS and later this year for Android.

“We believe that the gaming industry is shifting towards mobile and we believe that there is great potential in it,” says newly anointed CEO Sohaib Thiab. “Mobile also allows us to publish our games globally.”

With a regional mobile penetration rate of 96% in the Arab World, higher than the global average of 82%, thanks to outliers like Saudi Arabia (whose mobile penetration rate may approach 132%), it’s easy to see why a regional gaming company would go mobile. The shift also makes makes sense given the sense of Wizards Production’s Amman studio. “Mobile games are smaller in scale and can be developed very quickly,” Thiab says.

The gaming company, which was founded in Amman in 2008, is also switching CEOs, as original CEO Afif Toukan steps down and COO Sohaib Thiab steps into the lead role. The shift is purely for personal reasons and not due to team conflicts, notes Thiab; Toukan will still be a stakeholder and partner but not a working partner.

Wizards Productions began its gaming career localizing concepts like “Hitman’s Life” with online game “Arabian Hitman,” also launching popular battle game “Operation Arabia,” the first 3D MMO developed entirely locally in the Middle East, which, at its peak, had 220,000 monthly active users.

Aqua Jam, however, will focus on a younger audience, from 8 to 20 years old, with a simple storyline- a family is seeking to recover the other half of its members, who we kidnapped. The game will initially be published in English, but then will be likely be localized in Chinese, thanks to 6waves’s presence in Hong Kong, and then Arabic as well. While Wizards will no longer focus on localization, it will continue to push to publish its games in Arabic, and will port some of its previously published Arabic games to mobile, says Thiab.

The shift follows the trend across the gaming sector in the region- as companies like Wixel Studios in Beirut shift to publishing mobile games in English, and TakTek Games signing a deal with U.K.-based mobile publishing giant Chillingo in April to publish simple language-less games with a global appeal as well.

While some lament the lack of games that truly capture the spirit of the region, it seems gaming companies are prioritizing profitability over local flavor, taking the fastest route to going global.

The trend is not exclusive to the region, however. Social gaming MMO publisher Kabam also pivoted towards producing mobile games early this year, moving away from publishing primarily on Facebook. The jury is still out on whether this has been a successful shift, yet many are following suit, looking to mobile as the future of gaming.

eMBA field report: lights, camera, asado!

Montevideo, Uruguay

Adrian Garcia is an MBA candidate at ESADE Business School in Barcelona, Spain. He is interning with Endeavor Entrepreneur company Salado Media in Uruguay through Endeavor’s eMBA Program.

Within half an hour of stepping off the plane in Montevideo, I found myself at a restaurant table with the managing director of Salado Media, Endeavor Entrepreneur Andres Ameglio, conversing and sharing ideas on how his business could successfully grow in the U.S. market. This was your normal business meeting, just not with iced tea and something light to eat. Quickly our ideas flowed just like the juices from what seemed like a 2-pound steak on my plate, which Andres suggested that I order. By the end of the meal, I was in quite the food coma, but Andres kept talking strategy and about the future of the company with the voracity of a T Rex. There is a type of professional/family atmosphere here that is not contrived nor processed. It is the essence of Salado Media.

The scope of my project is to create a US market entry strategy for Salado Media, a film and commercial audiovisual production company. The thing is that they are so well positioned to enter that at first I was taken back by the numerous amount of viable avenues for them. In my previous professional experiences and projects, I was accustomed to working with companies that were trying to make up for their lack of talent or capabilities and therefore had limited choices. Now, I have all the tools one could ask for; it’s just a matter of analyzing and seizing the opportunities in the most strategic manner. The executive team already has some great ideas that are more traditional, but I have been able to add value by bringing in more innovative ones along with a structured approach that stems from experiences with other colleagues, my MBA education, and working in different business cultures and industries in the past. Together, the execs and I have been coming up with a strategy recipe that is a mix of the traditional, the new, and the creative.

Life outside of work has been just as dynamic. I share an apartment with another Endeavor eMBA , Tony, who is working for PedidosYa.com and studies at NYU Stern. It’s good to have a “partner in crime” with whom to trek around town, enjoy countless asados, and attempt to run off the provoletas and empanadas with, and also to bounce ideas off of concerning our respective projects.

Right now, I’m writing from Salado’s Buenos Aires office and have had the chance to meet more genuinely nice and accommodating people while also getting the chance to discover a new city. All together, my eMBA project has helped me to grow professionally, personally, and around my waistline.

eMBA field report: a fresh approach to fast growth and seaside splendors in Uruguay

PedidosYa entrepreneur Alvaro Garcia and eMBA Anthony Musso

Anthony Musso is an MBA candidate at NYU’s Leonard N. Stern School of Business. He is interning with Endeavor Entrepreneur company PedidosYa.com in Uruguay through Endeavor’s eMBA Program.

I am coming into the homestretch of my eight week internship with PedidosYa (online food delivery leader in Latin America) based in Montevideo, Uruguay and I am delighted to report that it has been an incredibly positive and transformative experience for me. Working and living in Montevideo has given me a strong appreciation for the Uruguayan culture and its wonderful people. Well educated and extremely friendly, my colleagues and I have become fast friends. I feel very fortunate to have landed in such a welcoming environment.

I have also had the opportunity to travel, visiting Punta del Este, Colonia and Buenos Aires. Although I went during the off season, I had an absolute blast in Punta. I have never seen a city filled with so much residential construction and absolutely no industry to speak of, aside from tourism. It truly is a resort city, built to enjoy. Colonia, the oldest settlement in Uruguay, is a charming town with cobble stone streets and a rich history. Across the river is Buenos Aires, which can only be described as…simply the best.

Working with three distinct, highly intelligent entrepreneurs at PedidosYa has been terrific! They have provided me with valuable business lessons and helped me clarify many of my own professional aspirations. Upon arrival, my assigned objective was fairly broad: help us grow in the best way possible. For me, this important task and full access to a fast growing company in an exploding industry was a dream job. I divided my time in two areas. First, focusing internally, I researched industry best practices and developed a road map for automating order processing. Second, I performed an in-depth analysis of the competitive landscape in Brazil, PedidosYa’s largest and most promising market, and with cofounder Alvaro Garcia devised a completely novel marketing strategy.

Looking back, I have learned and experienced a great deal in such a short period of time. I am extremely happy that I took the leap and joined Endeavor’s eMBA program.

eMBA field report: spreading innovative design from Lebanon to Saudi Arabia

A demonstration of Nada Debs’ hand-crafted design in the Nada Debs Gallery in Beirut during Beirut Design Week

Abulaziz Baroum is an MBA candidate at Babson College’s F.W. Olin Graduate School of Business. He is interning with Endeavor Entrepreneur Nada Debs in Lebanon through Endeavor’s eMBA Program.

The Land of Entrepreneurs

Lebanon is a colorful country with resilient, highly independent, and self-made people.  I am working in Lebanon with an entrepreneur, Nada Debs, who employs an entrepreneur, who, himself, has an entrepreneur reporting to him (!).

Applying to Endeavor’s eMBA Program

I come from the Middle East with a corporate background from Procter & Gamble.  Given the challenges we are facing in the Middle East – a high unemployment rate and a young population – entrepreneurship stands out as the single greatest remedy to our region’s crisis.  Hence, my decision to join Babson, the number one school for entrepreneurship, where I learned about Endeavor and its efforts in supporting high impact entrepreneurs.  And it was at Babson where a colleague of mine brought the eMBA position at Nada Debs to my attention.

About Nada Debs

Nada Debs is an inspiring and creative entrepreneur.  She discovered that designs for modern, Middle Eastern furniture were almost non-existent and created her company, East and East, which concentrates on designing, manufacturing and selling her own furniture and home accessory lines.

My Project Scope

In light of the rapid business growth and brand awareness that Nada Debs has achieved, the management team has decided to increase the company’s global presence; and with the unprecedented development and real estate boom taking place in Saudi it was only natural to grow into the Saudi market.  My project is mainly focused on defining the Saudi Arabia market entry strategy.

A Venture from the Inside

My journey so far has been enlightening, to say the least.  I’ve been reading and learning about entrepreneurship and startups throughout my year at Babson.  What I’ve been taught has definitely come in handy, but nothing matches a view from the inside. Almost everything here is an opportunity-driven team effort, something you can’t really teach in a classroom.

In Lebanon, burning tires is a popular sign of protest, which has been banned recently. This picture was taken during Beirut Design Week (June 25-30, 2012). It was a creative display by a Lebanese fabric designer. The smoke was artificial of course; otherwise, wouldn’t have been so creative after all.

3 things that investors and entrepreneurs can do to avoid an eternal war

Reprinted from Wamda. Original article here.

By Ayman Abou Hend.

Apple is the most valuable company around the world. Google is the search titan and the innovative platform in the tech industry. Microsoft is the world biggest software company. Pinterest was recently valued at 1.5 billion. Instagram has been acquired by Facebook for an obnoxious sum, and now, Facebook has finally gone public.

When all these stories are mentioned, the first thing that comes up to my mind is the relationship between the entrepreneur, the investors involved, and how it all came together in the first place. I ask: Was it easy? Was it hard? How it can be done? Can these stories be repeated?

Often, the relationship between entrepreneurs and investors is filled with subtle tensions.

You might notice this in an entrepreneur’s article describing that VCs “never listened,” “were pushy,” or alleging that “all they care about is the money.” On the other hand, you will find some investors claiming that entrepreneurs “are stubborn” or “know nothing about the business world,” sniping, “we can’t always be leaving money on the table for them.”

Entrepreneurs might see investors as “vampires”, the rich nobles that suck the blood out of their victims (entrepreneurs!). And investors might deal with the Entrepreneurs as though they are “lycans,” creatures that have strong supernatural powers but use them savagely and waste the good and the green (the money!).

In old legends, they say that the war between the vampires and the lycans is eternal. They also said that any kind of truce between the two races is a figment of the imagination.

However, when it comes to entrepreneurs and investors, there are three things that both and entrepreneurs could do to understand each other better. This may help each party get to know the reasons why sometimes its counterpart acts in a manner that seems to frustrate.

I was originally a venture capitalist, so I have lived the tension of this “war” myself. Yet when I tried to found a company, I tried the life of an entrepreneur and from here I began to sense the pressure on both sides.

First, the Investors: Here are three points that may aid you when dealing with The Entrepreneurs:

1. Understand the feelings of an entrepreneur

First, you need to understand that this company or venture in which you are investing is everything to the entrepreneur. It is his or her dream, hope, target and future. The entrepreneur senses that this company is his own child. He or she has likely risked most of his or her capital, career, and even personal life to make it succeed. So don’t be surprised if they acted aggressively sometimes, if they feel the investor is trying to take control.

2. Communicate Positive and Healthy Vibes

As business professionals, you need to exhibit leadership, communicating to the entrepreneur that you both have common point of interests. You will sometimes need to give him his space and allow him to make the decisions. I have known venture capitalists that interfere in every single decision the entrepreneur takes and this is not right. In the end, the investor’s role is to monitor the results, audit, give assistance and interfere when required or when necessary if the venture is off-track or an action might jeopardize the investment.

3. Remember: it’s all about the human capital

In the end, you should remember that your main investment is in the entrepreneur, not the venture. Only the entrepreneur will be the shareholder most invested in making the venture succeed because originally it was his or her main idea and investment. So it’s best to encourage his or her enthusiasm, rather than considering it as a threat.

Now, the Entrepreneurs. I consider myself blessed because most of my life I have been surrounded by entrepreneurs. I have learned a lot from them, and they make life less boring and give me the sense that something about tomorrow is going to be exciting. They are always active, thoughtful and hungry for more.

Entrepreneurs, Here are three points that may help you deal with investors, specifically venture capitalists:

1. Understand the life of a venture capitalist.

Being a venture capitalist is demanding. From the moment we construct the fund to the moment we close a deal, we are subject to intense pressure. We conduct road shows, present strategies, follow on legalities, source opportunities and try to raise capital from Limited Partners. We have to justify every penny we burn in each new venture, calculate the risk and return, and decide how much are we going to invest and what the average lifetime of our investment is. So don’t be surprised when we act pressured.

2. If you fail, we fail too!

As investors, we don’t doubt your abilities as entrepreneurs, but you should know that the most critical part of the life cycle of any venture is its early stage. Any wrong move during this period will lead to the failure of the company, and only one or two out of ten start ups survive. We want to support you and help the company evolve and succeed.

3. It is not only you, nothing personal…Just business!

Take into consideration that each venture capitalist doesn’t only follow your company but rather tracks up to five companies at the same time. The error margin for any venture capitalist is very low. Imagine yourself justifying to the limited partners why you have “pulled the plug and written down a company.” So, yes, sometimes we interfere, not because we want to seize control over the venture, but because we are simply trying to add value to the company.

In the end, we all know that the market has become more aggressive, more swift, and merciless. Our error margin is nearly null and we need cooperation between both sides to make start ups succeed. But with these tips, perhaps the “vampires” and the “lycans” can find a truce.

Ayman is entrepreneurial capitalist, and Member of Venture Capital and Private Equity investing in Canada, acting as a MENA Representative. He is involved on finding, deciding on new investment opportunities and exciting current ones. He is also responsible for following the business side of and managing a number of Cartel Ventures portfolio companies. Ayman’s investment track record over the last years includes the execution of successful transactions in technology, biomedical, Real estate, Pharmaceuticals and financial services. He has been through all stages in Venture Capital cycle: fundraising, investing, value creation and exit realization. He earned his BS in communication and electronics engineering from the Faculty of Engineering, Cairo University, and became Chartered from the CFA institute at 2011.

Endeavor Catalyst invests in AirTies as first MENA region company

Please see the original press release below.

Endeavor Catalyst Invests in Turkey’s Airties; First Catalyst Investment in MENA region

NEW YORK, July 18, 2012 — Endeavor, the world-wide leader in selecting, mentoring and accelerating high-impact entrepreneurs, announced that it has closed an investment round with AirTies, an innovative Turkish developer of wireless networking equipment with worldwide sales, as the third investment of Endeavor Catalyst.

Endeavor Catalyst is a revolutionary and high-impact initiative that uses donated capital to allow the organization to co-invest in Endeavor Entrepreneurs in a neutral, unbiased way. The main goal of this program is to use the returns of the investment both to support Endeavor’s operations and to be reinvested into Catalyst to provide funding for other Endeavor Entrepreneurs.

The investment is the first for Endeavor Catalyst in an Endeavor Entrepreneur in the MENA region and is part of a larger financing round led by international investment firm Invus which has headquarters in New York.  It follows closely on investments in Argentine IT outsourcing leader Globant and Brazil’s Minha Vida health advisory website. Today, Catalyst investments total nearly $3.5 million.

The pioneering supporters of Endeavor Catalyst have each pledged $1MM to the investment vehicle, citing it as an innovative new model of philanthropy. The founding members of this Entrepreneurs’ Circle include Michael Ahearn, Chairman of True North Venture Partners; Edgar Bronfman, Jr., Former Chairman of Warner Music Group; Michael Cline, Managing Partner of Accretive LLC; Reid Hoffman, Partner of Greylock Partners and Co-Founder of LinkedIn; Arif Naqvi, Founder and Group CEO of Abraaj Capital; Pierre Omidyar, Founding Partner of Omidyar Network, Founder and Chairman of eBay.

“With this investment in AirTies, Catalyst becomes a truly global investment vehicle as we move beyond Latin America and into the Middle East, where we see significant opportunity,” says Linda Rottenberg, Co-Founder and CEO of Endeavor Global. “We are thrilled to align Endeavor more closely with AirTies’ success. AirTies’ Founder & CEO Bulent Celebi is an extraordinary Endeavor Entrepreneur and role model in the region, who also serves as an Endeavor Turkey board member and mentor to other entrepreneurs.”

Endeavor is leading the global high-impact movement to catalyze long-term economic growth around the world. With operations in 15 countries throughout Latin America, Africa, Southeast Asia and the Middle East, Endeavor has screened more than 30,000 entrepreneurs and selected 708 individuals leading over 443 high-impact companies. These Entrepreneurs have created over 180,000 jobs, generated over $5 billion in revenues in 2011 and inspire future generations to innovate and take risks.

“Endeavor supported AirTies in its early stages, by helping me secure financing in Turkey and through providing strategic introductions to world-class leaders,” says Bulent Celebi. “Catalyst further aligns AirTies with an organization I care about. Through Catalyst and my role on the Endeavor Turkey board, I am proud to give back to Endeavor and support the next generation of entrepreneurs.”

After a 20-year career in Silicon Valley, Celebi co-founded AirTies in 2004 to provide wireless solutions for the residential and small business market in the Europe, Middle East and Africa (EMEA) region. Developing, producing and marketing network and wireless routers, set top boxes and accessories, AirTies is the leading company to wirelessly distribute multiple HD video streams to multiple TVs with its innovative MESH networking technology.

About Endeavor:

Hailed by New York Times columnist Thomas Friedman as “the best anti-poverty program of all,” Endeavor is leading the global movement to catalyze long-term economic growth by selecting, mentoring, and accelerating the best high-impact entrepreneurs around the world. To date, Endeavor has screened more than 30,000 entrepreneurs and selected 708 individuals leading 443 high-impact companies, who then inspire future generations to innovate and take risks. Headquartered in New York City, Endeavor currently operates in 15 countries throughout Latin America, Africa, Southeast Asia and the Middle East. As the high-impact movement expands globally, Endeavor will continue to prove that anyone with a big idea can succeed, from Silicon Valley to Latin America, the Middle East, and beyond.

About AirTies:

AirTies Wireless Networks, the innovative wireless home networking & Set-Top-developer to the digital TV industry. AirTies designs and develops its own hardware and the embedded firmware. Technology innovations include award winning wireless video distribution to multiple TV’s, wireless coverage range extension, and network setup at a touch of a button. Through its comprehensive product range, including 4 fundamental services (high speed internet access/xDSL, Wireless LANs, internet based telephony/VoIP, and internet based television/IPTV/OTT & DVB C, S & T STB’s).

AirTies was founded in February 2004 by a senior management and technical team from the Silicon Valley, USA, with the strategic intent to become the market leader in wireless distribution within the connected home. AirTies has thus far more than 8 million installed base world-wide. More information is available on their website at www.airties.com.

About Invus:

Since 1985, Invus has been an equity investor in companies who seek to transform their industries. Invus partners with owner-managers of private and public companies to help them achieve extraordinary business performance. Over its 20+ year history, Invus has achieved both cash on cash multiples and annual internal rates of return that are at the very top of the private equity industry. Today Invus manages assets over $4 billion through an evergreen fund structure and has offices in New York, London, Paris and Hong Kong. Invus has invested in companies across a wide range of industries including consumer products and services, food, specialty retail, software, biotech, medical devices and products and services to professionals. To learn more about Invus, please visit www.invus.com.

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