Smith, Brackett W. (Council) From: Grant, Schannette (COUNCIL) Sent: Wednesday, January 31, 2018 3:23 PM To: 'tim.fitzgibbon@ ' Subject: Draft Business Strategy Development Plan Attachments: business plan.docx Dear Tim, Thank you very much for taking the time to speak with me today. Please find my draft business strategy development plan attached. Please feel free to make any changes you feel are necessary. I look forward to hearing from you. Jack Office of The Honorable Jack Evans Councilmember, Ward 2 1350 Pennsylvania Avenue, NW Suite 106 Washington, DC 20004 202.724.8058 202.724.8023 fax 50
Business Development Strategy Jack Evans Introduction The Business Development Strategy memo that follows demonstrates my professional background, relationships, and a plan to originate new government relations and legal business for Nelson Mullins. In short, that strategy begins by 1) contacting my network of business relationships developed as an elected official, as the Chairman of WMATA, and through my professional and personal affiliations and relationships; 2) partnering with other professional services firms whose clients could benefit from my insight and relationships; and 3) crossmarketing my relationships and influence to Nelson Mullins clients. Experience In detailing my tenure, accomplishments, and stature in Washington, DC politics and business circles, The Washington Post said, If there were such a thing as a Vice Mayor, Jack Evans would be perfect for it. DC Councilmember: I was first elected to the Council of the District of Columbia in a 1991 special election and have been re-elected seven times since then, most recently in 2016. I am the longest serving Councilmember in the history of the District of Columbia. In that time I have been instrumental in the creation of Washington s economic and cultural renaissance. For instance, I spearheaded the development of a professional sports arena in downtown Washington. I fought for, and won, approval to build and finance a new Major League Baseball stadium, and Major League Soccer arena. Since 1999, I have chaired the DC Council s Committee on Finance and Revenue. In that role, I oversee all legislation related to taxes, financial incentives, budgets, the DC Lottery, the Office of the Chief Financial Officer, industrial revenues bonds, the establishment of business improvement districts, payment in lieu of taxes (PILOTs), arts and humanities, convention, tourism and marketing, and all things fiscal and financially-related. My legislative record demonstrates that I have been a stalwart champion of recruiting and retaining new technology companies, creating a regulatory environment friendly to business, and countering policies counter to these aims. Chairman, Washington Metropolitan Transportation Authority: As Chairman, I oversee the management of the nation s second largest subway system, its $3 billion budget and 13,000 employees. Notably, I am the driving force behind a plan in DC, Maryland, and Virginia to create a dedicate funding source to restore stability to WMATA s fiscal operations and long-term capital plan. Given the centrality of the subway system to the economic well-being of the tri-state region, I am very well connected to political and business leaders across the area. 1
Personal and Professional Associations: Personal Associations: My personal associations and membership are as follows: Economic Club of Washington, DC Georgetown Club Chevy Chase Club Metropolitan Club American Civil Liberties Union Sierra Club DC Democratic State Committee Democratic National Committee Gertrude Stein Democratic Club Legal Practice: From 1978-1984, I was an attorney with the Securities Exchange Commission in the Division of Enforcement. I was an Of Counsel attorney at the Squire Patton Boggs law firm from 2001-2015. There I was part of a thriving practice in Government Relations advocacy and strategy. In October 2015, I became Counsel to the law firm of Manatt, Phelps & Phillips where my practice focused on firm-wide business development and government relations. DC Political and Economic Background Washington, DC is among the strongest municipal economies in the world. It s budget of over $14 billion is larger than 19 states; a surprising sum for a city of less than 700,000 people. That population is growing by 1,000 each month, largely driven by millennials and young families drawn to the area for its excellent jobs, universities, hospitals, amenities, including neighborhood restaurant and retail and improving public schools. The reputation of the District as a stale, government town is long-gone. Metropolitan Washington is hip, young, and home to the strongest economy in the United States. And the local government is spending to keep it that way: the city spends $4 billion per year on goods and services, a figure that excludes millions spent to recruit new business to the District. It s not all sunny for businesses, however, as the policy environment here is one of the most liberal anywhere. Still, as the center of the country s strongest regional economy, there is tremendous opportunity to help businesses gain a foothold here and keep them in good standing. Overseeing all of this is the flattest political organization in the country. There are just 15 elected officials in the city: one mayor, 13 councilmembers, and one attorney general. A contract, bill, or regulation can go from idea to consummation in a matter of months. This flat organization represents a critical opportunity for businesses who want to establish a base in the Nation s Capital, test out policy ideas, or launch promotional campaigns. Marketing this reality to the firm s existing clients could be tremendously successful. Despite this fertile ground, no local firm has yet to establish itself as the Go-To government relations firm. The opportunity to claim this mantle is clear. 2
Strategy I plan to originate government relations and legal business for Nelson Mullins in three ways: 1) by contacting my network of business relationships developed as an elected official, as the Chairman of WMATA, and through my professional and personal affiliations and relationships; 2) partnering with other professional services firms whose clients could benefit from my insight and relationships; and 3) cross-marketing my relationships and influence to Nelson Mullins clients. Business Development Plan I have compiled a good faith business development strategy plan that I will execute if I am to join Nelson Mullins. The plan lays out three tactics for originating business: leveraging my contacts; partnering with professional services firms to assist their clients; and cross-marketing to Nelson Mullins clients. Leveraging my contacts and relationships: Given my tenure and standing in business and political circles here in DC and the region, I believe that I will be able to identify and contact potential clients who are seeking government relations and legal assistance. In the first few months of my hire, I will schedule and take meetings as follows. Note that this list is by no means exhaustive since, on a weekly basis, I am introduced to business leaders entering the DC market for the first time, or confronted by new problems facing DC businesses. 1) Colonial Parking Rusty Lindner, Owner and CEO 2) Washington Nationals Gregory McCarthy, VP of Community Engagement 3) Monumental Sports Randall Boe, Executive Vice President and General Counsel 4) Oracle Glen Dodson, Senior Vice President 5) Trammell Crow Chris Roth, President of Eastern Operations Partnering: 1) Arent Fox Jon Bouker, Government Relations Partner 2) Harmon & Wilmot David Wilmot, Partner 3) Venable Thomas Quin, Legislative and Government Affairs Partner 4) Holland and Knight Janene Jackson, Public Policy and Regulation Partner Cross-Marketing: As a national law firm, corporate clients of Nelson Mullins could be greatly benefitted by having insight into local Washington, DC. As noted above, the City is a thriving business environment that provides access to a booming population, strong economy, stable government, and the prestige of the Nation s Capital. I am uniquely positioned to create a cross-marketing plan that could be very successful. With the support of the firm leadership, I would like to embark on business development meetings to each of the firm s offices in an effort to identify clients that would benefit from my hiring and develop, with the responsible attorney, a pitch to engage them. 3
Conclusion My business, political, professional and personal contacts, and legal experience would match up well with Nelson Mullins. I can be very successful developing business for a firm through my many contacts who lead large national corporations, in addition to my many contacts among businesses of all sizes here in Washington, DC. Coupled with the opportunity to partner with other professional services firms, and to cross-market my capabilities to Nelson Mullins clients, I believe that I will be able to generate business for the Firm. At your convenience, I am available to discuss this in more detail. 4