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1 ©2013 Textura Corporation Image: Hudson Yards Redevelopment, New York, NY – a project managed using Textura Construction Collaboration Solutions Patrick Allin Chairman, CEO, Co-founder

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  • 1 2013 Textura Corporation

    Image: Hudson Yards Redevelopment, New York, NY a project managed using Textura Construction Collaboration Solutions

    Patrick Allin Chairman, CEO, Co-founder

  • 2 2013 Textura Corporation

    Safe Harbor

    This presentation includes forward-looking statements, including statements regarding Textura's future financial performance, market growth, demand for Textura's solutions, and general business conditions. Any forward looking statements contained in this presentation are based upon Textura's historical performance and its current expectations and projections about future events and financial trends affecting the financial condition of its business. These forward-looking statements should not be read as a guarantee of future performance or results, and will not necessarily be accurate indications of the times at, or by, which such performance or results will be achieved. These forward-looking statements are based on information currently available to Textura, and are subject to risks and uncertainties that could cause actual performance or results to differ materially from those expressed in or suggested by the forward-looking statements. Important factors that could cause such differences include, but are not limited to, trends in the global and domestic economy and the commercial construction industry; our ability to effectively manage our growth; our ability to develop the market for our solutions; competition with our business; our dependence on a limited number of client relationships for a significant portion of our revenues; our dependence on a single software solution for a substantial portion of our revenues; the length of the selling cycle to secure new enterprise relationships for our CPM solution, which requires significant investment of resources; our ability to cross-sell our solutions; the continued growth of the market for on-demand software solutions; our ability to develop and bring to market new solutions in a timely manner; our success in expanding our international business and entering new industries; and the availability of suitable acquisitions or partners and our ability to achieve expected benefits from such acquisitions or partnerships, including our acquisition of PlanSwift in January 2013 and our acquisition of Latista in December 2013. Forward-looking statements speak only as of the date hereof and we assume no obligation to update forward-looking statements to reflect actual results, changes in assumptions or changes in other factors affecting forward-looking information, except to the extent required by applicable laws. If we update one or more forward-looking statements, no inference should be drawn that we will make additional updates with respect to those or other forward-looking statements. Further information on potential factors that could affect actual results is included under the heading Risk Factors in our Annual Report on Form 10-K filed on November 26, 2013, and our other reports filed with the SEC.

    In addition to U.S. GAAP financial information, this presentation includes certain non-GAAP financial measures. These historical and forward-looking non-GAAP measures are in addition to, not a substitute for or superior to, measures of financial performance prepared in accordance with GAAP. A reconciliation between GAAP and non-GAAP measures is included at the end of this presentation and is also included in Texturas Q4 2013 Earnings Release on the Companys Investor Relations website at
  • 3 2013 Textura Corporation

    Investment Highlights

    Global market opportunity

    Compelling client value proposition

    CPM no competition

    High EBITDA margin potential

    Exceptional revenue growth



  • 4 2013 Textura Corporation

    Current Business Processes Complex, Error Prone, Inefficient

    Banks / Insurers

    Title Company

    Owner / Developer

    Sub-contractors Engineers


    General Contractors


    Architects Financing

    Companies Insurance


    Owner/ Developer


    Prime Sub Prime Sub


    Material Supplier

    Sub Sub Sub

    Sub-tier Sub-tier



    . . . Material Supplier

    Material Supplier

    . . .

    Sub . . .

    Prime Sub . . .

    Title Companies

    Engineers . . .

    Design Pre-

    qualification Bid Contracting Construction Close-out

  • 5 2013 Textura Corporation

    Textura Solutions Addressing the Project Lifecycle

    Design Pre-

    qualification Bid Contracting Construction Close-out


    PlanSwift Submittal Exchange


    PQM Submittal Exchange

    Construction Collaboration Solutions

    Latista BidOrganizer

  • 6 2013 Textura Corporation

    Risk management

    Cost efficiencies

    Process management

    Significant Benefits to our Clients

    Faster payment

  • 7 2013 Textura Corporation

    Client Case Study #1 Strong ROI

    Denver-based General Contractor Internal Study Findings:

    Textura CPM saves 260-330 hours a month

    Time savings for our risk administrator and the project managers

    Improves accuracy of paperwork

    Greatly improves subcontractor relations

    Creating capacity is essential to avoid having to hire additional staff

    General Contractor ROI:

    Estimated savings: $360,000 annually

    Estimated by the general contractor to cost them 4 basis points of construction value: $74,000 annually

    Estimated Total Network Revenue to Textura:

    ~$300,000 annually

    75% of subs already CPM users Textura CPM eliminates

    15 out of 20 process steps

  • 8 2013 Textura Corporation

    Client Case Study #2 Broad Relationships, Very Sticky

    General Contractor o $2 million annual

    network revenue

    Textura is integrated with their mission-critical business processes

    Enterprise-wide implementation - all projects

    Adding 10 to 15 new projects a month no Textura sales activity

    Switching back to manual processes would be . . . difficult stickier than a subscription

    4,055 monthly invoice cycles

    32,044 electronic payments

    $3.43 billion


    655 active users

    4 years on


    475 projects


    8,862 sub-


    ERP system


  • 9 2013 Textura Corporation

    Sustainable Competitive Advantages Protect CPM

    Patent portfolio

    Installed user base

    Complex functionality

    Integration to client systems

    Neutral 3rd party SaaS offering

    41 patents for CPM and 50 pending

    300 GCs and Owners 80,000 subcontractor organizations

    Configurable by project 250,000 major ways

    300+ interfaces to client ERP systems

    No significant competitor exists as a SaaS neutral collaboration platform

  • 10 2013 Textura Corporation

    Over $28 billion of Total Addressable Market

    Market Expansion

    Monetization Huge Total

    Addressable Market

    Target Global

    Markets >$4.8t

    Current Markets >$1.3t

    Current Solutions ~30 bps

    Total Addressable

    Market >$28.0b

    Current Markets

    and Solutions


    Global Platform ~50 bps

    Key Strategies: North America market

    penetration Global expansion to Asia

    and Western Europe

    Key Strategies: Cross-sell solutions Strategic acquisitions Solution expansion Solutions to platform Pricing


    Potential for long term very high revenue growth rates

    Target Global

    Opportunity ~55-60 bps Current

    Opportunity ~34 bps

    Mobile +510 bps

    Mobile +4 bps


    Mobile +$0.5b



  • 11 2013 Textura Corporation

    Multiple Long-term Growth Opportunities

    Market penetration

    Cross-sell solutions

    Global expansion

    Related markets

    Strategic acquisitions

    New products


    US, Canada, Australia

    Western Europe,

    Developed Asia


    Oil and Gas




    Approx. 8% penetration

    7 primary solutions

    Few multi-product clients

    Bundled sales/ pricing

    Platform strategy

    Project lifecycle from design to operation

    Integrated solution suite

    Submittal Exchange




    PlanSwift Submittal Exchange





  • 12 2013 Textura Corporation

    Financial Overview

    Image: Denver International Airport South Terminal Redevelopment, Denver, CO

    a project managed using Textura Construction Collaboration Solutions

    Jillian Sheehan EVP and CFO

  • 13 2013 Textura Corporation

    Financial Highlights

    Strong growth

    Predictable highly visible


    High operating leverage

    Investing for growth

  • 14 2013 Textura Corporation

    Consistently High Growth Rates





    FY10 FY11 FY12 FY13

    90% 75% 106% 64%

    Year-over-year change


    $4.5 $5.2

    $5.7 $6.3 $6.8

    $8.5 $9.4


    Sep 11 Dec 11 Mar 12 Jun 12 Sep 12 Dec 12 Mar 13 Jun 13 Sep 13

    77% 110% 119% 109% 92% 51% 65% 65% 72%

    Year-over-year change

    Organic growth Organic growth

    77% 76% 74% 70% 60% 45% 46% 38% 45% 90% 75% 69% 44%

  • 15 2013 Textura Corporation

    Revenue Model Broad Base of Paying Customers

    Revenue from all users

    Fees are invoiced and collected in advance

    Highly sticky, recurring, and visible



    Submittal Exchange




    Owners/GCs Subscription fees based on

    project portfolio total number of projects/construction value

    Subcontractors Project usage fee varies by

    value of contract


    Primarily organization annual subscription fees

    Fees based on: Construction volume,

    number of offices/subcontractors



  • 16 2013 Textura Corporation

    CPM Revenue Model Providing Value to All Participants

    Sub Tier

    ($2 million)

    Owner/ General Contractor ($25 million project)

    Prime Subcontractor

    ($7 million)

    Prime Subcontractor

    ($6 million)

    Prime Subcontractor

    ($2 million)

    Prime Subcontractor

    ($5 million)

    Sub Tier

    ($1.5 million)

    Sub Tier

    ($1 million)

    Sub Tier

    ($1 million)

    Sub Tier

    ($2 million)

    Sub Tier

    ($1 million)

    Sub Tier

    ($.5 million)

    Sub Tier

    ($.5 million)

    Project Fee Plus Monthly Subscription Fee

    (Based on Project Size)

    Usage Fees

    (15 basis points of

    Full Contract


    Flat $50 Fee

  • 17 2013 Textura Corporation

    Implementing Clients Drive Predictable Multi-period Growth







    Active projects








    Steady revenue ramp

    Business growth

    Case Study Client #1 Case Study Client #2

    Steady revenue ramp

    Business growth

    In Implementation Fully

    Implemented In Implementation

    Fully Implemented

  • 18 2013 Textura Corporation

    Continued Success Implementing Clients

    Dec 12 Mar 13 Jun 13 Sep 13




    New Projects Added

    1,048 1,245

    1,467 1,511

    Dec 12 Mar 13 Jun 13 Sep 13




    Construction Value Added


    $10.6 $7.3


    Dec 12 Mar 13 Jun 13 Sep 13

    Number of Organizations

    10,114 8,210

    6,997 5,412

  • 19 2013 Textura Corporation

    Long-term Operating Model Yields Highly Attractive Margins

    FY2012 FY2013 3 -4 Year


    Revenue Mix Activity-driven Organization-driven

    88% 12%

    79% 21%

    70% 30%

    Non- GAAP Gross Margin 73% 78% 87% - 90%

    Non-GAAP operating expenses as % of revenue General and Administrative Sales and marketing Technology and development Total Non-GAAP operating expenses

    40% 26% 49%


    48% 28% 40%


    12% - 15% 17% - 20% 15% - 17% 45% - 52%

    Adjusted EBITDA (43)% (38)% 35% - 45%

  • 20 2013 Textura Corporation

    Image: World Trade Center Transportation Hub, New York, NY a project managed using Textura Construction Collaboration Solutions

    Questions . . . and Thank You

  • 21 2013 Textura Corporation

    GAAP to Non-GAAP Reconciliation

    Fiscal Year Ended September 30, 2012 Fiscal Year Ended September 30, 2013

    GAAP Pro-Forma


    Pro-Forma Operating Expenses % GAAP

    Pro-Forma Adjustments

    Pro-Forma Operating Expenses %

    (in thousands)

    Revenues 21,681 0 21,681 100.00% 35,534 0 35,534 100.00%

    Operating expenses

    Cost of services 6,152 (203) 5,949 27.44% 11,754 (3,793) 7,961 22.40%

    General and administrative 11,105 (2,329) 8,776 40.48% 23,479 (6,328) 17,151 48.27%

    Sales and marketing 5,995 (298) 5,697 26.28% 12,707 (2,779) 9,928 27.94%

    Technology and development 11,123 (587) 10,536 48.60% 18,148 (4,004) 14,144 39.80%

    Depreciation and amortization 4,080 (4,080) 0 4,525 (4,525) 0

    Total operating expenses 38,455 (7,497) 30,958 142.79% 70,613 (21,429) 49,184 138.41%

    Loss from Operations (16,774) 7,497 (9,277) -42.79% (35,079) 21,429 (13,650) -38.41%