SSC Proposal Deck 817

SSC – Potential VS3 Vendor Presentation ViaSat Headquarters 2502 Gateway Road Carlsbad, CA 92009 July 12, 2017

Confidential Information – Not for Distribution

About SSC

2 Selective Site Consultants, Inc. History • Founded in 1997 – APT/Aerial PCS Initial Build Out • Initial Regional Expansion – St. Louis, 2001 • Latest Expansion – Dallas, 2017 Services • Program Management, Consulting and Deployment • Real Estate and Regulatory Management Services • Design and Engineering Services • Construction Management • Construction Services Customers • “Big 4” Wireless Carriers • Regional Wireless Providers • Third-Party Operators Ø Tower Owners Ø Small Cell Infrastructure Owners Ø i/oDAS Operators • Wireline / Fiber Infrastructure Providers

About SSC

3 Selective Site Consultants, Inc. Executive Team • Firm Principals: Larry Louk; Jim Steele; Terry Super • David Saab, Vice President - Development • Jeff Westra, Vice President - Finance • Mike Owens, Vice President - Engineering / Director - Macro Services • Trevor Wood, Vice President - Real Estate / Director - Small Cells • Marcus Thomas, Director - Managed Services • Steve Wilson, Director - i/oDAS Services Firm Structure & Processes • SSC is organized around project types, focusing experience and knowledge around dedicated program teams • All programs are assigned a multi-disciplinary program manager • Program teams are comprised of discipline experts, each with exposure to other disciplines, but focus on specific clients needs • In-house professionals include program and project managers, attorneys, real estate brokers, architects and engineers, construction managers and field personnel

About SSC

4 Selective Site Consultants, Inc. (SSC) Finances • Founded in 1997, SSC is a Kansas corporation. We weathered the ups and downs of the telecommunications industry with flexibility and a demonstrated openness to problem solving • $4M Backlog with $6.5M additional projected through 2017 • Banking Partner – UMB Bank of Kansas City • Credit Line • Loan Partner for BTS through Selective Site Development Litigation / Disputes / Violations • SSC is not currently a party to any litigation, dispute or violation in any of the operations areas • Single case of litigation, dismissed with no finding of liability Differentiators • Holistic approach to project execution • Multidisciplinary team-based project organization • 20-Year history

Subcontractor Management

5 Subcontractor Management

• SSC keeps 95% of its substantive pre-deployment services in house Ø Program Management Ø Real Estate Ø Design and Engineering Ø Construction Management • SSC’s outsourced needs are limited to specialized services: Ø Environmental and Historical Reporting, Mitigation and Remediation Ø Geo-Technical services Ø Survey services • SSC sets clear expectations Ø Long-term business relationships Ø Clear and concise contractual terms Ø Clear scoping and expectations Ø Clear divisions of responsibility • SSC actively manages subcontractor partners Ø Management oversight begins immediately Ø Daily, weekly, and task-based reporting is required Ø Evaluation upon project completion provides future guidance Ø Use of BQE, Siterra, or other management tools required

Key Subcontractor Partnerships

6 Construction Services: Mercury Construction • • • •

Long-term relationship with SSC Headquartered in St. Louis, MO Internal construction crews Experience with large site counts

Geotechnical Services: Terracon • • • •

Partners since SSC’s founding in 1997 Headquartered in Kansas City Offices throughout the United States Capacity to handle all project sizes

Regulatory Compliance Services: ResCom • • • •

Based in Michigan; experience in the target region Successful past partnerships with SSC High-quality Work product and ethic Environmental, NEPA, SHPO and FAA

Project Team Environmental Company Logo

7

Geographic Reach Corporate Headquarters: Kansas City, Missouri Regional Offices • St. Louis, MO (proposed ViaSat program office) • Minneapolis, MN • Omaha, NE • Denver, CO • Dallas and Houston, TX • ViaSat field offices as required Current Operational Areas • Midwest • Rocky Mountains • Southwest • Great Lakes • Middle Atlantic • South

Geographic Reach

8 ViaSat Target Areas: • • • • • • • • •

Illinois Michigan Wisconsin Indiana Kentucky Tennessee Ohio West Virginia Pennsylvania

Project Experience • • • •

T-Mobile Greenfields 2015 – 2016 T-Mobile Gulf Coast Development 2008 - Present Verizon Great Plains NSB 2008 – Present Crown Castle Site Development

SSC Quality Plans

9

MIKE TO COMPLETE VIASAT GUIDLEINES NOT YET ADDRESSED: • Risk Awareness • Quality approach and certifications held • How do you measure yourself?

• Internal and external quality measurements • Subcontractor management • How do you measure vendors?

• Key quality and project performance metrics • Benchmarking • What would your other customers say?

The SSC Approach – Personnel Flow

10

ViaSat Network Design

DESIGN COORDINATION

CONFIG ISSUES

ViaSat Equipment Team

ViaSat Program Lead

Non-MLA Landlord

REPORTING ESCALATIONS

LANDLORD ISSUES

SSC Sr. Program Manager

3rd Party Vendor (if other)

GUIDANCE & DIRECTION ESCALATIONS

SSC Sr. Construction Manager

MATERIAL AVAILABLITY

MATERIAL PLAN

SCHEDULE DIRECTION

REPORTING ESCALATIONS

LANDLORD ISSUES

Benefits

MLA Landlord

SSC Sr. Entitlements Manager

SCHEDULE DIRECTION

REPORTING ESCALATIONS

SSC Construction Managers

SSC A&E Design Teams

(BOM / Equipment)

(schedules, performance, issues)

(design & documentation)

GUIDANCE DIRECTION

CONSTRUCTION ISSUES

SSC Construction Partners (internal and subcontract)

• Ensure proper oversight of project scopes, at all levels, by those best-suited (closest) to “the action”

LANDLORD ISSUES

SSC Procurement Coordinators

BOM PROCESS

• Maintain ViaSat guidance, control, and leadership as necessary to ensure project success

ACCESS / SCHEDULING

• Allow SSC to effect positive project direction within project constraints as defined by ViaSat • Provide single-source responsibility f or project tasks, and ensure quick resolution and adjustments based on project demands throughout project lifecycle

The SSC Approach – Personnel Flow

11

ViaSat Network Design

DESIGN COORDINATION

CONFIG ISSUES

ViaSat Equipment Team

ViaSat Program Lead

Non-MLA Landlord

REPORTING ESCALATIONS

LANDLORD ISSUES

SSC Sr. Program Manager

3rd Party Vendor (if other)

MLA Landlord

LANDLORD ISSUES

LANDLORD ISSUES

GUIDANCE & DIRECTION ESCALATIONS

SSC Sr. Construction Manager

MATERIAL AVAILABLITY

MATERIAL PLAN

SCHEDULE DIRECTION

REPORTING ESCALATIONS

Senior Program Manager Todd Richardson, PMP

SCHEDULE DIRECTION

SSC A&E Design Teams

(BOM / Equipment)

(schedules, performance, issues)

(design & documentation)

CONSTRUCTION ISSUES

SSC Construction Partners (internal and subcontract)

•

Responsible for the evaluation of real-time data regarding status, run times, risks and opportunities for success

•

Responsible for day-to-day management, evaluation of program focus and process and adjustment as required

•

Gather and deploy assets as needed throughout project timeline, and ensure program consistency during development process (entitlements / A&E / construction / integration / handover)

REPORTING ESCALATIONS

SSC Construction Managers

GUIDANCE DIRECTION

Program team leader and single-point-ofcontact for all ViaSat escalations and external project stakeholders

SSC Sr. Entitlements Manager

SSC Procurement Coordinators

BOM PROCESS

•

ACCESS / SCHEDULING

The SSC Approach – Personnel Flow

12

ViaSat Network Design

DESIGN COORDINATION

CONFIG ISSUES

ViaSat Equipment Team

Non-MLA Landlord

REPORTING ESCALATIONS

LANDLORD ISSUES

SSC Sr. Program Manager

3rd Party Vendor (if other)

MLA Landlord

LANDLORD ISSUES

LANDLORD ISSUES

GUIDANCE & DIRECTION ESCALATIONS

SSC Sr. Construction Manager

MATERIAL AVAILABLITY

MATERIAL PLAN

SCHEDULE DIRECTION

Senior Entitlements Manager

ViaSat Program Lead

REPORTING ESCALATIONS

Nate Miller

SSC Sr. Entitlements Manager

SCHEDULE DIRECTION

REPORTING ESCALATIONS

SSC Procurement Coordinators

SSC Construction Managers

SSC A&E Design Teams

(BOM / Equipment)

(schedules, performance, issues)

(design & documentation)

BOM PROCESS

GUIDANCE DIRECTION

CONSTRUCTION ISSUES

SSC Construction Partners (internal and subcontract)

•

Hub of the leasing and design process

•

Sets expectations and oversees site acquisition and design teams, including completion of work by vendors (MLAs, landlords, 3rd parties), and maintains quality standards throughout process

• Provides real-time status reports to Senior Program Manager for analysis and adjustment, and coordinates with Senior Construction Manager to ensure that construction management team completes pre-NTP construction tasks • Provides guidance and support to landlords; ensures issue resolution and project success

ACCESS / SCHEDULING

The SSC Approach – Personnel Flow

13

ViaSat Network Design

DESIGN COORDINATION

CONFIG ISSUES

ViaSat Equipment Team

ViaSat Program Lead

Non-MLA Landlord

REPORTING ESCALATIONS

LANDLORD ISSUES

SSC Sr. Program Manager

3rd Party Vendor (if other)

GUIDANCE & DIRECTION ESCALATIONS

SSC Sr. Construction Manager

MATERIAL AVAILABLITY

MATERIAL PLAN

SCHEDULE DIRECTION

REPORTING ESCALATIONS

LANDLORD ISSUES

Senior Construction Manager Tom Oren

SCHEDULE DIRECTION

REPORTING ESCALATIONS

(BOM / Equipment)

(schedules, performance, issues)

(design & documentation)

SSC Construction Partners (internal and subcontract)

Responsible for providing guidance and setting expectations for the construction team, which includes receiving daily reports from construction management team; evaluating these reports, and providing plan adjustments as required

•

Serves as the next-level escalation point for construction issues and coordinating resolution on issues which require input from other partners (RF / Landlords / Executive Team)

SSC Sr. Entitlements Manager

SSC A&E Design Teams

CONSTRUCTION ISSUES

• LANDLORD ISSUES

SSC Construction Managers

GUIDANCE DIRECTION

Serves as hub of the construction management process

MLA Landlord

SSC Procurement Coordinators

BOM PROCESS

•

ACCESS / SCHEDULING

14

The SSC Approach – Preliminary Project Schedule

PROJECT KICKOFF UPON SITE SELECTIONS

APPS

28DAY LEASE PROCESS

SITE WALKS (75/WK)

7DAY

300 SITE DEPLOYMENT

Assume (4) crews completing (1) site each day.

200 DAYS TO CONSTRUCTION COMPLETION

Coordination is critical between analysis and document schedules.

MAPPINGS IF REQUIRED (ASSUME 100 - 20/WK) STRUCTURAL ANALYSIS IF REQUIRED (50/WK)

7DAY

Early utility coordination and power set-up will avoid back-end delays.

CONSTRUCTION DOCUMENTS (50/WK)

7DAY

It is critical to have cooperative landlords. Additionally, it is important to standardize terms with landlords to facilitate quick leasing.

UTILITY COORDINATION / FINAL NETWORK DESIGN

7DAY

ZONING & PERMITTING

7DAY

LEASE COMPLETE

21DAY FROM SA / DOC SUBMISSION

BOM / ORDER MATERIAL

7DAY

FINALIZE CONSTRUCTION PARTNER SELECTIONS & ASSIGNMENTS

Wk 1

Wk 2

Wk 3

Wk 4

Wk 5

Wk 6

Wk 7

Wk 8

Wk 9

Wk 10

Wk 11

Wk 12

Wk 13

Wk 14

Wk 15

15

The SSC Approach – Preliminary Project Schedule 7DAY

300 SITE DEPLOYMENT

BOM / ORDER MATERIAL

LEASE COMP

200 DAYS TO CONSTRUCTION COMPLETION

FINALIZE CONSTRUCTION PARTNER SELECTIONS & ASSIGNMENTS PERMIT RECEIPT

28DAY REVIEW PERIOD FROM SUBMISSION

LL NTP RECEIPT

7DAY

MATERIAL RECEIPT

28DAY RECEIPT WINDOW

COMMENCE CIVIL WORK

NOTE: Schedule is based upon general project requirements and may adjust based upon specific project constraints.

Wk 6

Wk 7

CONSTRUCTION (20/WK @ 2/WK/CREW) – THRU WK 28

14DAY

Assume minimum (13) crew requirement to achieve 15week construction schedule, accommodating issues.

COMMISSIONING & INTEGRATION – THRU WK 29

7DAY

NOTE: Schedule may be compressed through accelerated material delivery and additional construction crew utilization.

Wk 5

Phased material receipt will ensure proper equipment delivery and reduce storage requirements.

14DAY

Wk 8

Wk 9

Wk 10

Wk 11

Wk 12

Wk 13

Wk 14

PROJECT CLOSE-OUT DOCUMENTS – THRU WK 30

Wk 15

Wk 16

Wk 17

Wk 18

Wk 19

The SSC Approach – Risks & Opportunities

16 Initial Due Diligence • • • • •

Complete initial site selections with 60 days Complete scrub to identify “issue” sites (LL, structural, utility) Prioritize site schedules based upon issues Identify landlord leads; develop landlord schedule commitments Finalize standard configurations as soon as possible

Entitlement Process • • • • • • • • •

File applications immediately (all accepted within two weeks) Complete all site walks within (4) weeks Identify mappings within (1) week; complete within (5) weeks Finalize configurations upon receipt of site walk information Start structural analysis by week (2); complete within (6) weeks Start construction docs by week (2); complete within (6) weeks File for permits with Rev A drawings; start by week (4) Begin lease execution by week (6) – typical MLA 45-60 days Expedite execution process (standard terms – quick signatures)

Materials Develop standard BOMs as quickly as possible Order lead-time items quickly Develop logistics plan (cross-docks / local warehousing) Complete BOMs upon completion of dependent tasks (passing structural / final CDs / lease approval) • Work towards max 28-day BOM-to-ultimate receipt schedule • • • •

Construction Process • Finalize construction partners (CPS) quickly using typical configuration / g-max pricing • Begin utility coordination day 1 • Involve CPs in material logistics plan • Provide CPs “pre-NTP” packages (structural analysis / CDs / BOM) as early as possible to begin OOS scrub and construction requirements (cranes / special certifications / etc.)

• Provide NTP packages to CPs within (1) week of receipt of LL NTP, work towards (4) week backlog per crew • Develop centralized “war-room” for construction issues • Work max 5-day schedule per site

The SSC Approach – The First 60 Days

17 Days 1-30

Staff Required: Senior Program Manager and Senior Entitlements Manager The focus of the first 30 days of the project will be assisting in the finalization of the program specifics and the development of the preliminary plans and processes that will guide the project. A working list of the program’s “primary gating issues” will be developed and action plans identified. The initial staff will assist ViaSat personnel with the specific tasks required to move the program towards the point of “project kick-off”

Days 31-60 Staff Required: Senior Program Manager, Senior Entitlements Manager, Senior Construction Manager, and required Construction Managers The focus of the second 30 days will be the completion of the pre-kickoff tasks required to begin the project fully informed and ready to “hit the ground running”. Final plans and processes will be codified so that all team members are aware of roles and responsibilities. Initial schedule and pricing commitments will be obtained and set from the tower owners. Initial site visits will be completed to identify site issues and resultant site priority lists will be developed. The culmination of the second 30 days will be the official “project kick-off”, at which point all necessary staff and vendors are mobilized and gating project tasks are begun.

Initial ViaSat Scope Review

18 ViaSat Pre-Deployment Statement of Work Comments

3.1.5 – Verification of fiber may be difficult during a SCIP walk if fiber is not at the site 3.2.4.2 – Landlord Approvals (Zoning) Unless this is required by the governing authority, this seems unnecessary and potentially schedule impacting. ViaSat business decision 3.2.4.5 – Landlord Approvals (Permitting): Unless this is required by the governing authority, this seems unnecessary and potentially schedule impacting. ViaSat business decision 3.3.1 – A&E Site Walk: It is indicated that (1) site visit should be completed for both design and utility coordination (power & fiber). This may not be feasible as coordination of utility representatives is notoriously difficult. Three (3) site visits is a realistic count.

3.3.1.3 – A&E Site Walk: Scope indicates verification and documentation of fiber. Related to the item above, this can be done but will likely require the utility coordination to be complete (i.e. additional site visit).

3.6.1 – The Database scope appears to require that Contractor provide and maintain a database as a common repository for files, forecasting, scheduling and tracking, services, deliverables, standards, templates, and forms. Please clarify the ViaSat needs, security issues and ownership of data concerns.

Other SSC Services

19 Construction Services • SSC provides comprehensive construction and construction management services throughout operations area, in conjunction with other deployment • Construction-related activities are sourced through AIS, an SSC affiliate performing construction, integration, and maintenance • Strategic partnerships are maintained with capable construction subcontractors to manage large-volume projects

Build to Suit Services • Selective Site Development (SSD) is the asset ownership and management affiliate of SSC • SSD has a growing infrastructure portfolio • SSD BTS services is capable of providing ViaSat with options for greenfield development

Staffing Services • SSC’s professional staff placement services provide solutions-based management models and service supplemental staffing needs • Staff requirements, management services, and associated compensation models are tailored to the client’s goals

Wrap-Up

20 ViaSat & SSC…Strategic Partners

q SSC has the experience, expertise, and capacity to support ViaSat’s deployment plans from start to finish. q SSC’s multidisciplinary professionals, located throughout the United States, take a comprehensive and customer-focused approach to project planning, execution, and delivery. q SSC maintains the necessary subcontractor relationships with valued and capable partners, allowing it to perform and scale as necessary, accommodating volume and location. q SSC’s extensive experience includes serving both small and large clients throughout ViaSat’s target development region. q The SSC Solution is a flexible and scalable methodology that addresses customer requirements, goals, constraints, and metrics to develop project plans, resources, processes, tools, and schedules that exceed initial project expectations. q SSC’s ability to provide full-project lifecycle services, from deployment planning to on-air, including Build-to-Suit and construction, is a good fit for this project. SSC’s size and organization provide ViaSat with a responsive partner focused on each point of delivery while maintaining focused responsibility and an eye toward the finish line.