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1. Lifestyle Investment/Viola Family Legacy

1.1. Viola Main Farm House (less than two hours door to door from NYC)

1.2. Support St. Elias/Teresa Viola Racing Operations

2. Why Are We Pursuing This Deal?

2.1. Earn a return on investment

2.1.1. Possible syndication of part of the operation down the road

2.1.2. Utilize WPT assets

2.1.3. Bring our collective business acumen into play to improve efficiencies, reduce costs and increase profits

3. Metrics

3.1. What is success?

3.1.1. Taking superior care of the horses in our care

3.1.2. Provide a extraordinary level of customer care and service

3.1.3. Operate a profitable, sustainable company whose team members enjoy the work they do and are constantly learning and developing

3.2. How do we measure success?

3.2.1. 15% net profit on revenue

3.2.2. Retention rate for clients above 90%

3.2.3. Employee retention and 360 survey results

4. Kentucky Operation

4.1. Corporate Structure

4.2. Rehab center

4.3. See Florida Nodes

5. Florida Training Center

5.1. Is it profitable?

5.2. What synergies does it bring to Kentucky?

5.3. How good is the staff?

5.4. Resale value in three to five years?

5.5. Capex needed now?

5.6. Pricing/day rate issues? How high can we go?

5.7. Competition?

5.8. Current client roster?

5.9. Close stallion station?

5.10. Industry perception of the job they do?

6. Buying Vinery

6.1. Developing a Vision Statement

6.2. Valuing Kentucky and Florida farms

6.3. Valuing Stallion Share Portfolio

6.4. Do Financial Modeling

6.5. Valuing the Racing/Breeding Stock

6.6. Legal/Accounting/Tax Considerations

6.7. Role of TPF in the venture

6.8. Does Tom Simon stay on as a minority partner?

7. New York Leases

7.1. Is it profitable?

7.2. Quality of staff

7.3. What are the synergies with the Kentucky operation

7.4. Do we need two farms?

7.5. Cost of closing down operations?

7.6. Current stallon roster??

7.7. Breeders Awards Program

8. Operating The Farms

8.1. Personnel

8.2. Adminstration

8.3. Finance and accounting

8.4. Farm Management/Operations

8.5. Technology

8.5.1. Current status?

8.5.2. Where can we improve operations and cut costs?

8.6. Marketing

9. Creating Value

9.1. New Stallion prospecting and Acquisition

9.2. Sales Consignment/Private Sales/Boarding

9.3. Horse Acquisition

9.3.1. Claiming mares off the track to breed to our stallions

9.3.2. Purchase well bred Derby/Oaks Prospects

9.4. Building the Brand

9.5. Client Acquisition/retention

9.6. Vinery Racing Stable Management

9.7. Top to bottom review of revenue, expenses and operation

9.7.1. Emphasis on payroll

9.7.2. Emphasis on Insurance costs

9.8. Incentivize the team

10. Synergies

10.1. Synergies between St. Elias and Vinery

10.1.1. Reduce costs of training and boarding SE. Horses

10.1.2. Various opportunities for investment

10.2. Synergies between West Point and Vinery

10.2.1. WPT now able to offer a full range of services/opportunities to clients and prospects (offered thru Vinery)

10.2.2. Admin support from Vinery Staff

10.2.3. "Everyone we meet is a potential client for something"

10.2.4. Relationship provides more hands on interaction with Vinery CEO

11. Churchill Downs Suite on the Finish Line

11.1. For use with key clients/prospects on special days

11.2. Derby/Oaks plan

12. Tom Ludt

12.1. Breeders Cup Chairmen

12.2. Good energy

12.3. Development as a CEO?

12.4. Senior staff?

12.5. Commercial Operation

12.6. Is he focused enough?

12.7. Financial reporting

12.8. Has dealt with a hands off owner the entire time he's run Vinery.

12.9. Technology