Orange County Public
Tennis Centers
July 18, 2023
Cynthia McDonald
What is a Tennis Center?
• In addition to public tennis courts, nets and windscreens, usually has • Pro Shop with rackets, strings and stringing equipment, clothing, shoes, bags, etc. • Restrooms
• Showers
• Locker Room/Changing Area
• Air-Conditioned Recovery Area
• AED
• Shaded Seating
• Bleachers or Step Seating for Spectators on Main Court, Chairs at Other Courts
• Café or Refreshments
• Ice Machine and Water Containers on Courts
• Instructors for Individual and Group Lessons (Beginner, Intermediate and Advanced), Cardio, Live Ball, Fitness, Cross-Training
• Social/Promotional Events
• Senior/Junior/Youth/Summer Programs
• Clinics for Instructors and Players
• League Play and Tennis Ladder
Mission Viejo
Felipe Tennis Center
• Built in the 70s, but recently remodeled and
upgraded including restrooms
• 6 tennis courts, 4 pickleball courts, public
and private restrooms, courtyard (rentable
for small parties) and multipurpose room
3 centers with
tennis facilities,
2 are only for tennis
and pickle ball
Open to residents
and nonresidents
Offers membership
and hourly use
Participates in
wellness programs,
e.g., Silver Sneakers
Classes, clinics,
lessons, live ball,
socials and league
play
Adaptive programs
for handicapped and
autism
Felipe Tennis Center
Mission Viejo
• Marguerite Tennis Pavilion
• 8 tennis courts
• Picnic area
• Spectator viewing area
• Shaded seating
• Multipurpose room with full kitchen
• Lockers
• Changing area
• Ball machines
• AED
• Ice machine
• Snacks/drinks
Marguerite Tennis Pavilion
Marguerite Tennis Pavilion
Marguerite Tennis Pavilion
Fountain Valley
• Fountain Valley Tennis Center
• 11 tennis courts 4 pickle ball courts (some
courts are set up for temporary pickle ball)
• Open to residents and nonresidents
• Day use (no membership)
• Senior rates
• Fees higher after 6 p.m.
• 72-hour advance reservation of courts (no drop
in)
• Private lessons, leagues, tournaments, cardio
• Hitting wall
• Ball machines
• Pro shop sells their own line of tennis apparel
but no water or snacks
Fountain Valley Tennis Center
• Tiny office
• Tiny rest area
• No air conditioning
• No ice machine
• Restrooms are for
baseball fields and
tennis courts (no
changing area)
• Office closed and
courts locked weekdays
for four hours (12 pm
– 4 pm)
• Windscreens need replacing
• Courts were observed on two different days
to have dust and leaves
Anaheim
Anaheim Tennis Center
• 10 tennis courts, 10 pickleball courts
• Open to residents and nonresidents
• Offers membership and day use
• Built in 1925 and remodeled in 2020
• Lounge/multipurpose room with kitchen
• Restrooms with showers
• Lockers
• Pro shop
• Leagues, lessons, tournaments, tennis ladder
• Ball machines
• Courtyard/patio shaded by historic tree
Anaheim Tennis Center
Fullerton
Fullerton Tennis Center
• 11 tennis courts
• Open to residents and nonresidents
• Offers membership and day use
• Pro shop
• Snack bar
• Lounge
• Warmup/workout room
• Restrooms
• Locker rooms with showers
• Private and group lessons
• Tournaments and clinics
• Ball machines
• No shade structures on courts
Costa Mesa
Costa Mesa Tennis Center
• 12 tennis courts
• Open to residents and nonresidents
• Day use
• Pro shop/lounge
• Snacks, cold drink and ice cream machines
• Restrooms
• Private and group lessons
• Kids programs
• Tennis ladder
• Tournaments and clinics
• Ball machines
• Handicap access
Costa Mesa Tennis Center
• Old restrooms (circa 1970)
• Toilets were replaced about 10 years ago
• Candles are burnt and doors are left open to disperse bad smell
Costa Mesa Tennis Center
• AED
• Metal bleachers
• No shaded seating on or off courts,
except for picnic area
• No water containers on courts
(there used to be some but they
went away during COVID)
• Water bottles must be refilled from
hose spigot
• No airconditioned rest area
• No lockers
• No showers
• No changing area
• No multipurpose room
Costa Mesa Tennis Center
• Despite court resurfacing years ago, general
condition of courts are good and cleaned
daily
• One net need replacing
• Wind screens are missing on many courts
• The lighting system is old and problematic
Summary:
The City of Costa Mesa
needs to update the
Costa Mesa Tennis
Center to be considered
competitive with other
city-owned tennis
centers
FIRE STATION NO. 4
TRAINING TOWER AND
FACILITY RECONSTRUCTION
City Council Meeting
Tuesday, July 18, 2023
2 BACKGROUND
• Fire Station No. 4 rescue and training grounds is located at 2300 Placentia Avenue and is used for critical training for the Fire & Rescue team. • The training tower was constructed during the mid-1960s and has exceeded its useful life and is no longer compliant with current standards. In addition, the tower is subject to periodic structural inspections and repairs. • On March 21, 2023, the City awarded a design services contract to PBK for the replacement of the existing training tower and reconstruction of the training grounds.
3 Assemblymember Cottie Petrie-Norris secured a
$2.5 million earmark to the City to rebuild Fire
Station No. 4 training tower into a state-of-the-art
Regional Training Facility. This project includes:
Reconstruction of the training tower.
Enhanced water recovery through modern
water reclamation technology by re-utilizing
water waste as part of the training exercises.
Upgrades to existing lighting to include energy
efficient LED fixtures with solar-powered
back-up energy.
The funding has been allocated in the adopted FY
2022-23 Capital Improvement Program (CIP) budget,
including $1.1 million from the Capital Improvements
Fund.
FIRE STATION NO. 4 FUNDING
4 The project is divided into two phases:
• Phase 1 will include the purchase of a pre-fabricated training tower, together with its installation inside the grounds of Fire Station No. 4.
• Phase 2 will include a separate structure with
restrooms and showers, station grounds to be newly
constructed with a concrete slab on grade
pavement, and a water recirculation system for
onsite operations.
FIRE STATION NO. 4 TRAINING FACILITY
Phase 1:
Tower Structure
Phase 2:
Training Grounds & Restrooms.
5 FIRE STATION NO. 4
TRAINING TOWER FEATURES
• The design consultant has completed Phase 1 of the
design (Training Tower).
• Fire Department staff reviewed and approved the
Training Tower design.
• Key features of the Training Tower, which has 3 main
sections, include:
5-Story Enclosed Stair Tower, 154 ft high structure, with 2 flat roofs and 10 rappelling anchors
2-Story Residential/Industrial section with attic space, balcony and a Class A burn room
1-Story Annex with Class A kitchen stove prop
6 FIRE STATION NO. 4
TRAINING TOWER SOURCEWELL CONTRACT
Training Facility
Phase 1: Training Tower
Sourcewell Contract
Phase 2: Training Grounds
& Restrooms
General Contractor
• Sourcewell’s National Cooperative Agreement with
WHP Trainingtowers meets all procurement
requirements, expediting the project schedule and
facilitating the fabrication and installation process.
7 Sourcewell Contract Award and Funding Summary
Award for Fire Station No. 4 –
Training Tower
• Authorize Sourcewell’s National Cooperative Agreement with WHP Trainingtowers • Sourcewell Contract Amount: $2,178,190
• Additional ten percent (10%) contingency, for a total not-to-exceed amount of $2,396,009 8 Questions?
EXCEPTION TO THE 180 DAY WAIT PERIOD
FOR REHIRE OF EMERGENCY SERVICES
MANAGER BRENDA EMRICK
July 18, 2023
Background
• Emergency Services Manager Brenda Emrick retired from the City of Costa Mesa effective July 14, 2023.
• Her continued services are necessary because of critical needs related to the City’s emergency services and disaster
preparedness properties.
Analysis
• Section 7522.56 of the Government Code requires that post- retirement employment commence no earlier than 180 days after the retirement date.
• A public agency may hire a retired annuitant prior to the expiration of the 180 days if the appointment is necessary to fill a critically needed position and the City is recruiting for a permanent appointee.
Analysis (continued)
• A recruitment to fill the Emergency Services Manager position was opened in March 2023, however, the selected candidate from this recruitment declined the position. The Human
Resources Division is continuing to recruit for this position. • While this position is vacant, Ms. Emrick’s services are required to provide vital services for the City’s emergency services and disaster preparedness programs including
maintaining the City’s Emergency Operations Plan and the City’s Emergency Operations Center (EOC).
Recommendation
• Adopt a resolution granting an exception to the
180-day wait period pursuant to Government
Code Sections 7522.56 and 21221(h).
• This item supports the City Council’s goal to
Strengthen the Public’s Safety and Improve the
Quality of Life.
QUESTIONS?
Fairview Park
Destroying native plants
Destroying Habitat
The Birds Watched
And they watched
So did multiple police and park rangers
The white glider plane landed in the
brush outside of the marked area
July 18, 2023
Costa Mesa
Tennis Center Operator
Request for Proposals
2 Background
The Costa Mesa Tennis Center (CMTC) is a city-
owned public facility located at TeWinkle Park, 880
Junipero Drive.
The two-acre tennis center includes twelve (12)
lighted courts, a pro shop, a courtyard, and
landscaped walkways.
The City Tennis Center is a community asset that
generates approximately $1.0 million in revenues
per year.
3 Background
The Costa Mesa Tennis Center was previously operated by Hank Lloyd (Hank Lloyd Tennis) for 24 years.
An interim operator (Top Seed Tennis Academy) was selected while staff conducted a Request for Proposals (RFP) procurement process.
4 Community Outreach
• In an effort to ensure that the CMTC is successful in meeting the needs of the community, staff conducted community outreach requesting feedback on facility improvements and program enhancements. This outreach included the following:
• Community meetings
• Received 205 online surveys
• Community discussion
• Parks Arts and Community Services Commission
o March 24, 2022
• City Council direction on September 20, 2022
• RFP released on December 8, 2022
Costa Mesa RFP
(Request for Proposal)
Process
6 Rules Surrounding Government Contracts
• All Government contracts, by law, are subject to an open and competitive process.
• This is done to ensure unbiased, fair and equitable results. • These guidelines are contained in both State and local laws, regulations and procedures.
7 Procurement Laws and Codes
California State Government Code
Title 1. General
• CHAPTER 18. Bidding and Outreach Programs [7400 - 7401] ( Chapter 18 added by Stats. 2016, Ch. 870, Sec. 2. )
• ARTICLE 1. General Provisions [14835 - 14844] ( Article 1 heading added by Stats. 1998, Ch. 917, Sec. 1. ) 14838.
State of California Public Contract Code, 2023 Edition 8 Procurement Laws and Codes
• Municipal Code, Chapter V., Article 2, Section 2-160 through 2-172.2 purchasing system:
A purchasing system is hereby established for the purpose of setting forth efficient procedures for the purchase of supplies, services and equipment, at the lowest possible cost commensurate with quality needed, to exercise positive financial control over purchases, and to clearly define authority for the purchasing function. 9 Procurement Laws and Codes
Municipal Code, Chapter V., Article 2, Section 2-162 Purchasing division – Purchasing Officer (c) Except as provided by this Code, no city officer or employee shall order the purchase of any supplies, equipment, materials, or contractual services, or make any contract within the purview of this Code, other than in accordance with the provisions of this Code, the regulations and procedures established by the city manager and with the approval of the purchasing officer. Any purchase or contract made contrary to this Code shall be null and void. (d) The purchasing officer shall be the head of and have general supervision of the purchasing division. (e) The purchasing officer shall have the powers and duties as follows:
(1) Purchase or contract for supplies, services and equipment required by any city department or agency in accordance with purchasing procedures prescribed by this article, such administrative regulations as the purchasing officer shall adopt for the internal management and operationof the purchasing division and such other rules, regulations or purchasing manual as shall be prescribed by the purchasing officer and approved by the city manager. (2) Negotiate and recommend execution of contracts for the purchase of supplies, services and equipment. (3) Act to procure for the city the needed quality in supplies, services and equipment at the least expense to the city. (4) Utilize vendor sourcing to obtain as full and open competition as possible on all purchases. (5) Prepare and recommend to the city council rules governing the purchase of supplies, services and equipment for the city. (6) Prepare and recommend to the city council revisions and amendments to the purchasing rules. (7) Keep informed of current developments in the field of purchasing, prices, market conditions and new products. (8) Prescribe and maintain such forms as are reasonably necessary to the operation of this article and other rules and regulations. (9) Supervise the inspection of all supplies, services and equipment purchased to ensure conformance with specifications. (10) Recommend the transfer of surplus or unused supplies and equipment between departments as needed and the sale of all supplies and equipment which cannot be used by any city department or agency or which have become unsuitable for city use. (11) Maintain a bidder’s list, vendor’s catalog file and records needed for the efficient operation of the purchasing division. (12) Such other powers as established by rules, regulations or purchasing manual as prescribed by the city manager and resolutions of city council. (13) Execute contracts and documents provided for in California Government Code section 40602 whenever such contracts and documents are within the purchasing officer’s purchasing authority or have been approved by the city council for execution by the purchasing officer by resolution, motion, minute order or other appropriate action. Such power shall not be delegated. (Ord. No. 20-01, § 1, 2-4-20) 10 Procurement Laws and Codes
Municipal Code, Chapter V., Article 2, Section 2-172.2 Ethics (a) Statement of policy. City employees shall discharge their duties impartially so as to ensure fair competitive access to city procurement opportunities by responsible contractors.
11 Procurement Laws and Codes
• Per Municipal Code Section 2-162, there is one person that is designated as the expert in the City procurement, which is the Purchasing Officer. • The Purchasing Officer is the monitor of the interaction and process to ensure fairness.
• A Buyer is also assigned to each procurement process. • A panel is then selected from multiple departments (Finance, City Manager’s Office, Parks and Community Services, and Public Works) to provide comprehensive input and ensure no one department is exclusively in charge of decision making. • These provisions and compliance therein is subject to formal audit by the City’s independent outside auditors each year. This is done to ensure that there is a fair, equitable and open competitive process for City contracts. • The City contracts with Davis Farr, LLP for its annual financial statement and internal control audit services.
Tennis Center
Procurement Process
and Overview
13 Tennis Center Procurement Process
Scope of Services
• On September 20, 2022, the proposed scope of services for a selection of a Tennis Center Operator was reviewed and approved by City Council with direction regarding the differentiation of responsibilities between the City and the potential operator and flexibility with the revenue structure.
• RFP was issued on December 8, 2022. The Scope Of Services included criteria to allow for a fair and transparent evaluation process. 14 Procurement Schedule
Dates Action item
December 8, 2022 Tennis Center Operator Bid was posted on PlanetBids on December 21, 2022 Mandatory pre-bid meeting was held on January 4, 2023 Questions from the vendors to the City where due back to the City of January 11, 2023 City Response to the vendor
January 25, 2023 Proposals due
January 26, 2023 Evaluation process started
February 15, 2023 Evaluations turned in to purchasing staff March 21, 2023 Clarifying financial questions sent to top three bidders May 23, 2023 Interviews held for top three bidders
15 Procurement Process (Phase I)
• Experience of the Firm: years of experience in operating a tennis center, methods of supporting the local community, charities, civic organizations and events
• Key Personnel: provide adequate experienced professional staff capable of managing the operations of the tennis center • Method of Approach: project scope of service, innovations/creative approaches that will benefit the City
• Cost Proposals: fee schedule/pricing information for the project 16 Procurement Process (Phase 1)
• Nine (9) proposals submitted and evaluated based on qualitative factors:
• Three (3) of the proposals received higher scores, therefore were qualified to continue into next procurement phase:
Evaluation Criteria Weight
Qualifications of Key Personnel ( Proposer/Organization ) 30% Qualifications of the Firm Experience 30%
Method of Approach 20%
Cost Proposal ( Cost Sharing) 20%
Proposals Score
Hard Court Sports 2,020
Agape Tennis Academy 1,995
Top Seed Tennis 1,980
17 Procurement Process (Phase 2)
• During the interview phase, all proposers were asked to make their last, best and final offers, and to bring any and all information and key staff to assist in the decision making process. Below are the interview evaluation criteria and weight:
Interview Evaluation Criteria Weight
Grasp of the project 15%
Approach 25%
Qualifications and Experience 35%
Communication 15%
Quality of Presentation 10%
18 Procurement Results
• Based on the total tally of the information provided in all areas, Agape Tennis Academy received the highest score in Phase 2 and overall.
Proposers Proposal Scores Interview Scores Total Rank
Agape Tennis Academy 1,995.0 2,187.5 4,182.5 1st Hard Court 2,020.0 1,527.5 3,547.5 2nd Top Seed 1,980.0 1,230.0 3,210.0 3rd RFP NO. 23-04 Tennis Center Operator Services
Agape Tennis
Academy
20 Agape Tennis Academy
Agape Tennis Academy founded in 2012 with a mission to enrich lives and communities through a tennis mission that drives their team to improve the quality of life in the communities they serve whether through coaching young
leaders on the courts or collaborating with the community with service events.
Operates 4 tennis centers as a national and local operator Excellent reference from a local Orange County city
21 Agape Tennis Academy
• Agape Tennis Academy was deemed the most qualified Tennis Center Operator based on the following:
Qualifications of Key Personnel-
• Key Tennis Operations Management Personnel:
• 20 Years (Freeman), 5+ Years (Huynh and Harkless)
• Tennis Center Instructors:
• 12+ Years (Mr. Eduardo Reyes), 24+ Years (Nguyen), 6+ Years (Gokhale), • 4 Years (Ton), and 1.5 Years (Tran and Callihan)
Agape Tennis Academy has show a strong tennis teaching experiences along with business personnel in place to start operations immediately. Agape Tennis Academy will also look to recruit, hire, or retain existing Tennis Center staff.
22 Agape Tennis Academy
Qualifications of the Firm Experience
• Agape Tennis Center has over a decade in operating and managing tennis facilities. With a deep understanding of the City’s objectives for the operation of the Tennis Center, Agape has the capacity to run the Tennis Center and meet the needs of the community.
Agape uses the proper accounting and record keeping mechanism to report financial and other information to the City relevant to the Tennis Center operation.
Method of Approach
• Agape Tennis Academy offered innovative opportunities that make the proposal unique; based on their national exposure.
• Provided a maintenance plan and programming plan
• Club Automation software as a facilities management tool. Agape will use Club Automation to manage all sales, reservations, registrations, and payments. Club Automation allows guests to register and make payments online.
Cost Proposal
• Agape has proposed three cost proposal options
23 Agape Tennis Academy
Operator Accomplishments:
• Kindness Award (2022)
• Pickleball Provider of the Year (2023)
• Host of ESPN LA / CAPA / West Regionals (2021-2023)
• Sanctioned USTA tennis tournaments (13 in 2022 at FV with over 1,600 participants) • Unsanctioned tennis tournaments and events
• Sanctioned and unsanctioned pickleball tournaments
• Hosted the USTA, USTA Southern California Championships, USTA JR Sectionals (upcoming)
• CAPA, ESPN LA, USA Pickleball
• Agape had over 2,360 unique tournament participants in 2022 24 Closing
• Thank you Council for your patience during this process • This is the first time in 25 years that the City has undergone a formal RFP for the City’s Tennis Center Operator
• The procurement process was unbiased and based on California statute and the City’s Municipal Code
• Based on this analysis, staff recommends Agape Tennis Academy • City Council is the ultimate authority and can direct staff to work with this operator or a different operator; or reject all proposals and provide alternative direction.
Questions?
Permit Processing System
A one-stop-shop customer
friendly public portal
TESSA
TESSA will Go Live in
August!
TESSA provides for online
submittal and tracking of:
○ Building Permits
○ Planning Applications
○ Business Licenses
○ Community requests through
Costa Mesa 311
○ And much more
Citywide Launch
Replacing 25 year old technology and updating 25 year
old processes
2 TESSA
Past System
3 • Inaccessible - No access or visibility for the
applicant or the public
• Inefficient - Requires all plan checkers in all
departments to review plans for the same project
multiple times
• Records - Difficult to access historical records
which are stored in a different system than the
permit software
• Disconnected - Application submittals require
discussion with and submittal to multiple
departments and systems individually
• Communication - Difficult to know the status
or who is currently working on your project
• No Tracking- no tracking systems or reporting
mechanisms to track status or ensure
timeliness across a large volume of complex
projects
TESSA
Objectives
Customer-Friendly
Is this use permitted?
What do I need to
submit? How?
Coordination
Which Department do I
need to talk to?
Transparency
Where is it? Who has it?
What’s next?
Streamlined
How long will this take?
Accountability
It has been with staff for
a while. What is going
on?
4 TESSA
Customer Friendly
7 Steps to Apply
All applications have
seven easy steps
Auto Emails
Applicants will receive emails
when action is required
From A to Z
TESSA will take you from
application submittal to final
approval.
Access to Public
Records
Any member of the public
can search records
5 TESSA
Coordination
All in One
The system connects
all departments
Real Time Data
Data allows for more
efficient communication
Remote Access
Allows for in field and in
office functions to
coordinate better
eReview
All review will be done in
a group session with
color coded mark-ups
6 TESSA
Transparent
Web-based
System is based on
HTML but data is
stored on premises
Paperless
All applications and
plans are electronic
Real Time Status
Public portal presents
information in real time
Identified Staff
Applicants dashboard shows
which staff are working on
their project
7 TESSA
Streamlined
Changed Policies
Reducing total number of steps
for more direct applications
Consolidating Steps
Automating actions
previously done by staff
Cover Sheet
New applications will have a
standardize cover sheet to ensure
critical information is collected
Tracking
System stores all documents
and actions so the history of a
project is clear
8 TESSA
Accountable
Commitments
Correspondence has
time commitments
Documentation
Documentation
consolidated in one place
Escalations
Inactivity results in
notifications going to
direct supervisors
Reports
Advanced searching
and reports helps
leadership guide staff
9 TESSA
Costa Mesa 311
CEO
10 TESSA
Next Steps
Next several weeks will be busy!
11 • TESSA Website and FAQ
• Flyers
• Social Media Platforms
• A series of online “How To” Videos
• Stakeholder Group Demos
• Information Q & A Sessions
• July 25th @ 3:00 PM Council Chambers
• July 27th @ 3:00 PM Council Chambers
Outreach
TESSA
12 Demo
Thank you
TESSA
Business Model
There is an opportunity for success
Fortify
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De-Marginalize
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Recycle
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14 TESSA
Market Opportunity Option 1
$1B
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○ Fusce posuere, magna sed pulvinar
ultricies, purus lectus malesuada
libero, sit amet commodo magna eros
quis urna
$2B
○ Lorem ipsum dolor sit amet,
consectetuer adipiscing elit.
Maecenas porttitor congue massa
○ Fusce posuere, magna sed pulvinar
ultricies, purus lectus malesuada
libero, sit amet commodo magna eros
quis urna
15 TESSA
Market Opportunity Option 2
$3B
Opportunity to Build
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$2B
Freedom to Invent
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$1B
Few Competitors
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16 TESSA
Competition Option 1
Our Company
○ Main point goes here
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elit. Maecenas porttitor congue massa
• Fusce posuere, magna sed pulvinar ultricies, purus
lectus malesuada libero, sit amet commodo magna
eros quis urna
Competitor
○ Main point goes here
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elit. Maecenas porttitor congue massa
• Fusce posuere, magna sed pulvinar ultricies, purus
lectus malesuada libero, sit amet commodo magna
eros quis urna
17 TESSA
Competition Option 2
Convenience
Inconvenient
Expensive Affordable
18 TESSA
Growth Strategy
How will we scale in the future
Phase 1
Month, Year
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consectetuer adipiscing elit.
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massa.
• Nunc viverra imperdiet enim.
Fusce est. Vivamus a tellus.
Phase 2
Month, Year
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massa.
• Nunc viverra imperdiet enim.
Fusce est. Vivamus a tellus.
Phase 3
Month, Year
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• Nunc viverra imperdiet enim.
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19 TESSA
Traction
Forecasting for success
Vendors Users Gross
Revenue
Company
Revenue
20YY 0 0 $0 $0
20YY 10 100 $6,750 $1,013
20YY 50 500 $33,750 $5,063
20YY 200 2000 $135,000 $20,250
20YY 400 4000 $270,000 $40,500 $0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
20YY 20YY 20YY 20YY 20YY
Gross Revenue
20 TESSA
Financials
Year 1 Year 2 Year 3
Detailers 5,000 40,000 160,000
Users 50,000 400,000 1,600,000
Sales 500,000 4,000,000 16,000,000
Average Price per Sale 75 80 90
Revenue @ 15% 5,625,000 48,000,000 216,000,000
• Cost of Revenue 0 0 0
Gross Profit 5,625,000 48,000,000 216 000,000
Expenses
• Sales & Marketing 5,062,500 38,400,000 151,200,000 70% • Customer Service 1,687,500 9,600,000 21,600,000 10%
• Product Development 562,500 2,400,000 10,800,000 5%
• Research 281,250 2,400,000 4,320,000 2%
Total Expenses 7,593,750 52,800,000 187,920,000
EBIT -1,968,750 -4,800,000 28,sx080,000 13%
21 TESSA
Funding
Fund Category
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Fund Category
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Fund Category
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$82,000
$32,000
$14,000
$12,000
Fund Category
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22 TESSA
Testimonial
It was a pleasure working with
this team.
“ ”
Mirjam Nilsson, Head of Marketing
No-one was ever late for a
meeting, not even once!
“ ”
Alexander Martensson, Head of Client Service
Everything worked seamlessly!
“ ”
Ian Hansson, Head of Technical
23 TESSA
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