Ethan Starke × CSU Dominguez Hills · Confidential Partnership Briefing

1

How closely does the longer-term opportunity described in the proposal reflect what you and Kim would like CCPE to build? *

Select one

Very closely; this is substantially the direction we envision. Closely; the direction is right, with some refinement. Partially; some elements extend beyond what we currently envision. Our primary interest is in the initial executive programs rather than the larger platform. We see a different opportunity that we would like to discuss.

2

If this partnership were highly successful three years from now, which outcomes would matter most to CSUDH? *

Select up to 3

Major corporations regularly sending executives and leadership teams to CSUDH. CSUDH becoming recognized as a destination for premium executive development. Long-term relationships with major employers. Significant recurring executive-education revenue. A substantial portfolio of premium executive programs. A strong executive coaching capability. Greater utilization and visibility of CCPE's facilities. A continuing executive community associated with CSUDH. Clear differentiation from competing universities. Corporate leadership academies and private organizational cohorts. Expansion of the model beyond its initial CSUDH implementation. Other.

3

Based on the proposal, which starting scope currently appears most appropriate? *

Select one

Initial Program Validation: one flagship program. Founding Portfolio Validation: the three-program founding portfolio. Extended Platform Validation: two cycles of the founding portfolio. We would prefer another configuration. We need additional information before selecting a validation scope.

4

What are the principal considerations behind your preferred validation scope? *

Written response

5

Which of the proposed founding programs currently appear strongest for the executive market CSUDH wants to reach? *

Select all that apply

Decision-Making Under Pressure Strategic Leadership: From Execution to Enterprise Thinking Organizational Alignment for Executive Teams All three appear comparably important. We would like to discuss different or additional program territories.

6

Is there an executive-development need or audience you believe the founding portfolio should address that is not currently represented?

Written response · optional

7

Which elements of the Ethan Starke platform do you believe would contribute most to making this partnership distinctive? *

Select up to 4

Ethan personally leading executive development. Ethan Starke executive advisory and coaching capability. Proprietary leadership methodologies and intellectual property. Executive program architecture. Ethan Starke brand positioning. Published thought leadership. Digital executive-development environment. Corporate and business-development capability. Organizational advisory capability. International perspective. Continuing executive relationship architecture. The larger future executive-development ecosystem.

8

Which CSUDH capabilities should play a significant role in making the partnership successful? *

Select all that apply

Institutional brand and standing. CCPE facilities. Institutional marketing. Public relations and communications. Corporate relationships. Alumni relationships. Executive recruitment. Registration and administration. Credentialing. Sponsorship development. University and community relationships. Other.

9

Which of these capabilities could CSUDH commit most strongly during the validation phase? *

Select up to 4

Institutional brand and standing. CCPE facilities. Institutional marketing. Public relations and communications. Corporate relationships. Alumni relationships. Executive recruitment. Registration and administration. Credentialing. Sponsorship development. University and community relationships. Other.

10

How important is establishing CSUDH as a destination where major employers send executives and leadership teams to campus? *

Select one

Central to what we want to build. Very important. Important, but one objective among several. Secondary to individual executive enrollment. Not currently a priority.

11

How would you characterize CSUDH's current ability to introduce the partnership to major corporate employers? *

Select one

Strong; we have relationships that could be activated relatively quickly. Meaningful; several existing relationships could be developed. Emerging; some relationships exist, but substantial development would be required. Limited; the partnership would need to build most corporate relationships. We need to assess this internally.

12

Which factors, if any, could materially affect CSUDH's ability to pursue the partnership at the level described? *

Select all that apply

Internal approval requirements. Investment and budget considerations. Market-demand uncertainty. Institutional marketing capacity. Corporate-development capacity. Operational capacity. Timing. University policy. Branding requirements. Contracting and procurement requirements. Program structure. None currently apparent. Other.

13

What would you need to see, understand, or resolve regarding Ethan Starke or the proposed platform before you would feel comfortable moving into the next stage? *

Written response

14

Assuming the validation phase performs strongly, how should the relationship ideally evolve? *

Select one

Expand the number and frequency of Ethan Starke executive programs at CSUDH. Develop a broader recurring Ethan Starke × CSUDH executive platform. Build major corporate relationships and private organizational programs. Develop CSUDH into a flagship institutional home for the Ethan Starke executive platform. Explore broader institutional opportunities beyond the initial CSUDH implementation. We prefer to determine this only after validation. Other.

15

After reviewing the proposal together, is there anything Kim or you would like Ethan to understand before he develops the commercial and operating structure for the next stage?

Written response · optional

Partnership Direction Review

Ethan Starke × CSUDH

Thank you.