HR.com Ltd

Agenda

1. Introductions and background on Next Chapter's advisory practice
2. Learn about Debbie's vision for HR.com and where she sees the company heading
3. Understand HR.com's current business model — community, events, certifications, media
4. Explore what a successful next chapter looks like for Debbie personally
5. Discuss market dynamics in HR technology and what's changed since 1999
6. Outline how Next Chapter works with founders when the time is right

Objectives ☐

• Understand Debbie McGrath's personal goals — is she thinking about an exit, a partner, or scaling further?
• Map HR.com's revenue streams: subscriptions, events, sponsorships, certifications, licensing
• Gauge how dependent the business is on Debbie's personal relationships and brand
• Identify whether inbound acquisition interest has already come in (domain alone attracts attention)
• Assess timeline — is this a 6-month conversation or a 2-year relationship?
• Earn the right to a second meeting

Talking Points

• HR.com has built something rare — a 27-year-old brand that owns the category name as a domain. That's an asset class of its own.
• The HR technology market has crossed $30 billion and strategic buyers are actively consolidating community and media platforms
• Two-letter .com domains in high-value verticals have commanded extraordinary premiums — the domain alone positions HR.com uniquely
• Next Chapter works exclusively with founders who've built something meaningful — we only take on companies where we genuinely believe there's a premium story to tell
• We've seen companies with strong community assets and thought leadership platforms attract buyers who value distribution as much as revenue
• Our role is to make sure founders like Debbie control the process, the timing, and the narrative

Questions to Ask

1. Debbie, you founded HR.com in 1999 — what was the original vision, and how has it evolved over 27 years?
2. How is the business structured today? What are the primary revenue drivers?
3. What's the size and engagement level of the HR.com community? How do members interact with the platform?
4. Have you had inbound interest from buyers or investors over the years? How did those conversations go?
5. If you could design the perfect outcome for HR.com's next chapter, what would that look like?
6. How involved are you day-to-day in the business? Is there a leadership team that operates independently?
7. What's your biggest concern when you think about the future of the company?
8. Are there parts of the business you feel are undervalued or misunderstood by the market?
9. How do you think about the domain itself as an asset relative to the operating business?
10. What would need to be true for you to seriously consider a transaction in the next 12-18 months?

What We Bring

• Next Chapter is a boutique M&A advisory firm focused on founder-led businesses in specialized verticals
• We represent owners exclusively — we never represent buyers against our clients' interests
• Our process is designed to create competitive tension among qualified buyers to maximize value
• We have mapped the HR technology buyer landscape including strategic acquirers like Paychex, Workday, SAP SuccessFactors, and ADP, as well as PE firms active in the space
• We work on a success-based fee structure aligned with the founder's outcome
• We understand that for a 27-year founder-led company, the cultural fit of a buyer matters as much as the price

Danger Zones

• Do NOT quote specific valuation numbers — this is discovery, not a pitch. If asked, say we'd need to do proper diligence first.
• Do NOT mention any specific buyer names — never reveal we've already mapped targets
• Do NOT imply the company should be sold — let Debbie lead on timing and intent
• Do NOT reference that revenue and employee count are undisclosed — it signals we couldn't find data
• Do NOT compare HR.com to competitors or suggest the market is passing them by
• Do NOT bring up the domain valuation independently — let her raise the domain's value if she sees it that way
• Do NOT rush to next steps — this is a relationship meeting, not a close

If Positive → Next Steps

• Send a personalized follow-up email within 24 hours thanking Debbie and recapping key themes
• Prepare a confidential preliminary market overview showing buyer appetite in HR tech (no valuations yet)
• Schedule a second meeting to go deeper on financials and discuss what an engagement would look like
• Begin quiet outreach to 2-3 buyer contacts to validate market appetite without naming HR.com
• Draft a proposed timeline and scope of engagement for Debbie's review

If Not Ready → Next Steps

• Thank Debbie for her time and position Next Chapter as a long-term resource, not a one-call pitch
• Ask permission to check in quarterly — keep the relationship warm without pressure
• Send one high-value piece of content (market report or comparable transaction summary) as a leave-behind
• Add HR.com to the 12-month nurture track — founders who say 'not now' often mean 'not yet'
• Note any specific triggers she mentioned (partner retirement, market shift, health) for future re-engagement timing