Exhibit I Listing And Summary Of Applicable: Fill & Download for Free

TL;DR Being a recruiter is almost exactly like being a candidate.The best way to digest the answer I'm about to give to this question is to think about a recruiters' experience with processing candidates similarly to how an iOS Engineer working at Twitter might feel about recruiters reaching out to him/her.There is a lot of noise.I'm going to tread carefully because the last thing any recruiter should be complaining about is "too many candidates." I think one of the challenges with modern day recruiting is filtering through the candidates who simply are not qualified or not a good match for what we're looking for and identifying the really good/relevant ones. Similarly, if you're a top Sales Development Representative or a top Engineer (heck even if you're just a mediocre one), you're going to be receiving a lot of emails and outreach from recruiters interested in your profile. The hard part is filtering through all those messages to find the opportunities that actually interest you. So candidates, we're just like you!As much as I love Facebook (heh) and use it quite a bit for work, a lot of recruiters haven't seemed to make that jump, and still view Facebook as a highly personal part of their digital footprint. Hopefully that will change more as recruiters start using FB more as a sourcing tool. I gather some recruiters may think it weird to receive an initial reach out from a candidate in that way. Just know that if you aren't friends with the recruiter, that message is going into their "other inbox" which may or may not be checked very regularly. Facebook does give you the option to send a message to someone's regular inbox for $1. It's pretty cool.LinkedIn is something I have a love/hate relationship with. It's probably one of the better platforms at many recruiters' disposal right now, which is annoying because it's really not that great. It's not particularly intuitive or well designed in my opinion. It's kind of clunky, sends you a lot of SPAM or emails you care nothing about. LinkedIn's also getting all out of its swim lane by introducing super annoying features like birthdays and endorsements (No offense, but I really don't care if it's your birthday if you're not my personal friend). More and more recruiters I talk to view LinkedIn as a necessary evil. I paint that picture to say we're not exactly thrilled to be in this tool every day, and therefore shenanigans from candidates (i.e. anything other than, "Hi, my name is XXX and I'm interested in XXX position can you help me by XXX?") are less likely to be tolerated or even paid attention to.Maybe I'm an anomaly. I don't know. Other recruiters reading can chime in, but on peak days, I can receive 30-40 LinkedIn connection requests. Even 5-10 a day is a low average for me. Maybe it's because I work for a "Name brand" company. If a recruiter's stock (in the proverbial sense) is high because of where they work, candidates reach out very frequently. I currently have 245 LinkedIn connection requests waiting for my response and ~185 messages. Managing LinkedIn can easily take up a lot of we recruiters' day/week. So it's not that I don't like being approached. We are not recruiters if we don't have good candidates. What I don't like is low relevancy outreach from candidates.Although I have really high numbers for requests and messages, those are only the ones I haven't responded to yet because I couldn't figure out the relevancy. Messages and connection requests that are immediately relevant to me receive my fullest and most prompt attention.Low RelevancyI'll give a few examples.Exhibit A - "Wrong Department/Function"So I happen to be an Engineering Recruiter. Thus, my scope right now and probably for the last six years of my career has been hiring engineers. I make this explicitly clear in my LinkedIn profile. So if someone reaches out to me because they are interested in a marketing role, that is low relevancy for me. Chances of responding? Low.How can someone who is interested in marketing roles increase their relevancy for me?They can mention a mutual connection or relationship.They can include a link to a specific job opening in which they are interested.They can tell me exactly what they need me to do to help them.They can not reach out to me at all and instead reach out to someone who is a marketing recruiter.Recruiters are busy! Often we are connecting with many people throughout the day. You are raising the barrier of entry for yourself if you're not allowing us to read your email and take quick action. This also applies in other areas of your life, right? If you're sending an email out to a mailing list in order to get people to "like" your business' new Facebook page, you'd include a link to the page in the email. Why would you do that? Because no one is going to meander on FB and then try to FIND your business' page. And then what if they do go look for it and they think they find it, but they find the wrong page? You have added 3-5 more steps for everyone and you just lost 75% of your audience who is never going to like your new Facebook page.Exhibit B - "In Search of Internship"If I were to categorize the types of outreach I receive on LinkedIn/Quora/Email, I would say that 65% of the messages I receive are from students looking for internships. Awesome. So glad this up and coming generation is being pro-active, because many are in for some tough times ahead in this market and some of this college career center advice being dispensed is super sketch. That said, I am not a University Recruiter. So try as I might to forward along these messages to the best of my ability, I fail, and I fail often. So why take a risk on someone like me? Instead, if you are a student or a soon to be graduate, find/research the University Recruiters ---also sometimes known as "Campus/College Recruiters"--- at any given company and reach out to THOSE people. Those are the people who can help you.Exhibit C - "Requests for Placement"I receive emails from candidates asking me to "place" them. I don't work at an agency! I'm not a headhunter or a search firm. Also in this category are ambiguous outreach emails saying "I'm interested in opportunities" but nothing specific listed...I guess on the hope that I can read their profile and figure out which opportunities might be right and then respond? Tall order, my friend. Don't risk it. This is your career at stake. Make it count.Exhibit D - "Informational Interviews/Request for information"I receive a lot of emails from people telling me they are interested in opportunities at my company and asking if they can set up an informational interview with me. Why are people still doing this? It's 2015. Few people in recruiting are going to just give you 30 minutes of their time because you're interested in the company. I'm interested in Tesla and SpaceX. I'd love to pick someone's brain who works there. But If I want to know more about those companies, I'll do my homework and certainly wouldn't expect someone at those companies to spend time with me unless I had a relevant reason and the right qualifications. I'm all for informational interviews, but only with candidates with high relevancy per those four areas of relevancy I listed above. In my mind, a request for "informational interviews" is code for "the candidate wants to sell his or herself on the phone."Exhibit E - "How can we help each other?"Oh gosh. These are the absolute WORST because they are often messages masquerading as offers to help or partner, but really they are entirely self serving. My favorite "meme" that's going around lately and needs to be stopped with intense quickness is the one that starts with, "One of my new years' resolutions is to reach out more to my current connections to see how we can help each other.....blah blah blah proceeds to talk about how awesome they are and hard sell their abilities." Can we all collectively throat punch the person who started that trend? Because it's yucky. I don't like it. Makes me feel slimed. It's clickbait.So in summary, we recruiters like to be approached, but only when it's relevant. So the best advice I can give to candidates is INCREASE YOUR RELEVANCY by doing more research. If you want to get your LinkedIn/Facebook/Quora/Carrier Pigeon message read and actioned by recruiter, do these things:DO list the specific opportunities you're interested in if there are jobs posted on that company's website. OR specify the exact type of role you're after. Even better to include links.DO reach out to the right type of recruiter for the type of role you want. This is not a good time to shotgun approach it. If you're in infrastructure, figure out who might be working on recruiting those types of people. A little Googling should dig it up.DO try to reference something that connects you to the recruiter, be it a person, a place, or a thing. But don't make this up. If you're reaching out cold, that's fine. Be authentic.DO give the recruiter a specific action/how you need help, and do it in the first few sentences. Something like, "Can you please pass along my resume to the person responsible for hiring XXX?" or "I recently applied for XXX and I'm trying to get a status update on my application. Would you mind checking for me?"Keep it short.Keep it brief.Keep it brief and short.Hope this helps!

Of course. That’s exactly what “due diligence” is all about. How thorough an investor will be depends to some extent on the professionalism of the investor, the size of the investment, and the stage of the company, but the checking will almost certainly entail requesting and reviewing all of the startup’s financial accounts and projections, customer contracts, cap table, IP filings, etc. (That’s one reason that a platform like Gust Launch can be so useful, because it ensures that everything is appropriately tracked and recorded.)Here is a typical business diligence checklist for an angel or venture investment:Company OverviewArticulate the “equity story” here (i.e. why the company is on to something and why its stock will appreciate greatly). Is it compelling?Does the company engage in thorough business planning?Does management have a clear understanding of the challenges it faces and a realistic plan to address them?Are there any skeletons in the company’s closet from previous activities (e.g. outstanding liabilities, unassigned IP)?Management TeamAre all resumes and personal references available?What key strengths does the management team have collectively and individually?What holes are there in the team and how/when might they be filled?Have there been any disgruntled employees and, if so, why? Do these employees cause any tangible risk going forward?What strengths does the Board bring to the company? How might it be augmented?Is there a Board of Advisors, and, if so, how active is it?MarketingDoes the company have a well-defined sense of what its true market is?·Is this market sufficiently large and fast-growing to be attractive?Is the company’s market generalized or niche?If generalized, does the company stand out from competitors?If niche, will the company dominate sufficiently to either build attractive cash flow or be bought by a larger firm?Is the company the leading firm in its market? Market share?What barriers to entry does the company enjoy? How long lasting are they?Does management understand the key metrics to measure its business and does it track its progress effectively? How do the metrics compare to similar firms?Does the company have a sensible business model?SalesDo customer reference calls bear out claims management make about demand for their products/services?Is the company pipeline attractive? What is the probability that it will hit its targets?Does the sales strategy make sense? What could be done to improve it?Can the company acquire customers profitably?Is the company’s sales cycle better or worse than its competitors and is it attractive?CompetitionDoes the company know who its competitors are, including indirect competitors?Where does the company stack up vs. competitors? Can it win business from them?Has the company focused its business plan narrowly enough to limit its competition?How well-funded is the competition?Product DevelopmentIs the product a need-to-have, a nice-to-have, or a luxury? Does it solve a critical problem or enable growth (if B2B)/provide entertainment (if B2C)?Describe the customer demand in detail?Has the company proven adept at product development? Does it have an adequate technical team?Did product development flow from perceived (or better yet researched) customer demand or from some other impetus? Explain.Intellectual PropertyDoes the company have an appropriate IP strategy? Explain.Are there any issues relating to patents or intellectual property?Production / Operations (HR, Customer Support, Fulfillment, Returns, Distribution Logistics)Do the management team and other employees enjoy appropriate incentives to run the company for the long term?Are the interests of management aligned with ours?Are total labor costs appropriate?Does the company have a realistic plan for managing its back office and customer support? Will it be able to handle customer growth while maintaining customer satisfaction?Financing StrategyIs the valuation attractive? What is the projected times money returned and IRR (if calculable)? Is the risk-adjusted return attractive?Does the company have a thorough plan as to what it will do with our money? Is it sensible?Is the company raising the right amount of money?What financing risk exists in the business plan? How much additional money must they raise and how flexible (in amount and timing) can they be in raising it?FinancialsDoes the company have a realistic set of projections based on reasonable assumptions?Are the projections bottom-up (good) or top-down (not so good)?Does the company have good operating leverage?Are the margins attractive (absolutely and relative to competitors)?Has the company met, exceeded or fallen short of its previous budgets? Analyze variances.Assets and PropertyAre there any issues here?Customer ReferencesWrite up summary of reference calls.Do customer reference calls bear out claims management make about demand for their products/services?Are there any issues flagged by customers? Does management recognize and admit to (without prompting) these issues?Contracts and AgreementsReview all contracts with legal counsel and flag any issues, risks or omissions.Corporate DocumentsReview all corporate documents with legal counsel and flag any issues, risks or omissions.TaxesReview company tax situation and analyze effects on cash flow over next several years.InsuranceAssess adequacy of insurance coverage and analyze risk to investment thesis of any insurance gaps.And here’s the legal/financial due diligence checklist that would accompany it in the case of a full venture or strategic round:“Please furnish for our review copies of the following documents or indicate in writing on a copy of this list that none exist. In addition, please provide a written summary of each oral agreement or arrangement which is responsive to the requests set forth below. Any documents identified as originals will be returned to you promptly.Unless otherwise indicated, (i) all requests are for any matters which are currently existing and in effect or which occurred at any time since the Company’s incorporation but which are not now existing or in effect, and (ii) each request applies to all past and present direct or indirect subsidiaries (if any), and all predecessors, whether corporations, partnerships or joint ventures. For purposes of this request, all such entities are included in the term “Company.” Where there is no information responsive to the request, please so indicate by writing “N/A” or the equivalent in the margin.I. Corporate Records.Chart showing, or a narrative description of, the corporate, partnership, limited liability company structures (parents, all subsidiaries and other financially or legally related entities) and ownership (including the number of shares and/or percentage of ownership) of the Company.Copies of the certificates of incorporation, by-laws, partnership agreements, operating agreements and other similar organizational documents of the Company.Stock record books and copies of all stock certificates, including reverse sides, of the Company and affiliates.List of all subsidiaries and affiliates of the Company, if any.List of jurisdictions in which the Company is qualified or has applied for qualification to do business and evidence of such qualification or application.List of jurisdictions where the Company has substantial contacts (e.g., real or personal property owned or leased, employees, sales representatives, etc.).List of the Company’s current shareholders, the numbers of shares owned and the consideration paid for such shares.Warrants, stock options, agreements relating to any warrants or options to purchase securities, any convertible security and other rights to subscribe for or purchase securities.Schedule of all outstanding stock options and warrants, including name of individual, grant date, expiration date and exercise price, of the Company.Voting agreements, voting trusts, shareholder agreements or other similar arrangements with or among shareholders or equity owners of the Company.Stock purchase and repurchase agreements.Stock restriction agreements.Registration rights agreements.Minutes or other records of meetings of the Board of Directors, committees of the Board of Directors or shareholders of the Company.All materials distributed to members of the Board of Directors, committees of the Board of Directors or shareholders of the Company since incorporation or organization (or written consents in lieu of meetings).II. Employee Benefit Plans and Other Employment Matters.Employment, consulting, compensation or other agreements or arrangements to which any director, officer or employee of the Company is a party.Copies of any provisions of any contract or arrangement, pursuant to which any director or officer (or other applicable principals, partners or members) of the Company is insured or indemnified in any manner against liability.All documents relating to pension, deferred compensation, stock option (including SARs), profit sharing and any other similar plans of the Company, all IRS determination letters relating to the foregoing and the most recent actuarial report for any defined benefit pension plan for the Company.All other employee compensation, bonus, incentive, benefit (e.g., life or health insurance) or similar plans of the Company, including plan evaluation and actuarial evaluation reports.Any standard form employment agreements used by the Company as well as any agreements that deviate in any material respect from such standard forms, and all severance or special termination agreements with senior management of the Company.Information with respect to any pension benefit plan subject to Title IV of ERISA maintained by an entity other than the Company which is, or was within the past five years, in a single controlled group with the Company.All collective bargaining agreements to which the Company is a party or by which it is bound, including any side letters.Any policy manuals or materials with respect to trade or employment practices of the Company.Confidentiality, proprietary rights, and non-competition agreements (i) between the Company and any officer, director, employee, consultant, representative, supplier or customer or (ii) which the Company’s employees or consultants have entered into with a prior employer.Information as to employment arrangements and/or compensation plans where any benefits or rights are triggered by a change in control of the Company, including any so called “golden parachute” or similar arrangements.Information as to employment arrangements and/or severance plans where any benefits or rights are granted upon severance or termination of an employee, whether or not in connection with a change in control of the Company.Any contracts for consulting or management services.III. Regulatory MattersAll applications, filings, findings, reports, registration statements, correspondence, complaints, consent decrees, determinations, orders, etc., relating to federal regulatory agencies and all foreign, state and local agencies performing similar functions. Include all exhibits for all filings, unless duplicative of material requested elsewhere.IV. Properties, Assets, and Leases.List of all real property owned, leased (as lessee or lessor) or used by the Company including all documentation of ownership, leasehold interest, any encumbrances or restrictions against transfer on such property, and any title insurance policies or title searches.List of all intangible or intellectual property e.g., patents, trademarks, copyrights, trade names, trade secrets and customer lists owned, leased, licensed or used by the Company and any patent or trademark registrations or similar documents in any domestic or foreign jurisdiction. Please include any required permits, licenses, approvals, related regulatory reports, or agreements and any actual or threatened claims of infringement or misappropriation.List of all fixed assets, personal property and equipment owned, leased or used by the Company including all documentation of ownership, leasehold interest or any encumbrances or restrictions against transfer of such property.With respect to all of the properties and leases described in this Item IV, please identify any officers, Directors, shareholders or employees of the Company holding an interest in such properties or leases.V. Material Agreements and Financing Documents.Loan agreements, lines of credit, indentures, revolving credit agreements, note purchase agreements, notes, other evidence of indebtedness and all related documents concerning any debt financing.Venture capital financing documentsAny agreements in principle or otherwise with respect to mergers, acquisitions, divestitures or sales of material assets of the Company, whether or not consummated.Mortgages, security agreements, pledges and other evidence of liens or letters of credit securing any obligations of the Company.Corporate and personal guarantees of any obligations and powers of attorney executed in the Company’s name.Schedule and copies of all contracts, agreements, arrangements or understandings under which the Company (i) has any surviving representations or warranties or any ongoing obligation to indemnify, defend or hold harmless any party, (ii) is subject to any other material commitment, contingency or liability or (iii) which restrict in any manner the right of the Company to conduct its business or to compete with any partyList of bank accounts belonging to the Company and its affiliates.Correspondence and internal memoranda relating to any documents requested in this Item V.VI. Marketing, Sales and Operations.Licensing agreements (including inter-company).Patents, patent applications, trademarks, trademark applications and copyrights (domestic and foreign), service marks (domestic and foreign) and documents relating to know-how, trade secrets, and other proprietary information used by the Company.Promotional material, sales literature and other advertising documents distributed to potential customers.Agreements with any educational institutions or relating to the Company’s provision of private student loans.Joint venture, partnership and limited partnership agreements.Agency, commission, distribution, franchise or sales representative agreements.Governmental contracts, agreements or purchase orders.Agreements under the which the company is obligated to provide or purchase a material amount of goods or servicesAll other contracts (including executory contracts) material to the Company.VII. Accounting, Financial and Insurance Matters.2004 annual and 2005 year to date monthly financial statements (including balance sheet and income statement).All documentation relating to any transaction between the Company and any director and officer including any loans or similar arrangement.Budgets, fiscal projections and strategic plans, together with a review of or comparison with actual results, if available.Summary of federal, state, local and foreign income tax status, including consents and agreements with any tax authority or any pending or threatened disputes concerning tax matters and all audit papers and communications between the Company and the Internal Revenue Service.Any documents relating to liabilities and obligations, including material contingent liabilities, write-downs or write-offs of notes or accounts receivable, incurred otherwise than in the ordinary course of business since formation.Copies of all insurance policies and a history of insurance claims, with details of any pending claims or incidents which may arise in claims.VIII. Legal Proceedings.List and description of all material litigation, administrative proceedings, arbitration proceedings, investigations, claims or disputes (including pending or threatened litigation or claims) involving the Company or any principal shareholder, officer, director, principal, partner or member of the Company as a plaintiff or defendant.All consent decrees, judgments, other decrees or orders, settlement agreements, injunctions or similar matters (continuing or contingent) to which the Company is a party or involving any person in his capacity as a shareholder, officer, director principal, partner, member or employee of the Company.Documentation with respect to any pending or threatened disputes with any governmental agency to which the Company is or may become a party.All correspondence dealing with actual or alleged infringement of patents, trademarks and copyrights.Any waivers or agreements canceling claims or rights of substantial value other than in ordinary course of business.IX. All other materials and documents involving the Company, not otherwise covered by the foregoing items, which, in your judgment, may be material to the business of the Company or which should be reviewed in making disclosures regarding the business and financial condition of the Company.”

I cannot speak to what may or may not happen to Obama or Hillary on the basis of the Nunes memo. At this stage I don’t think anyone can say what will happen. They can only give their opinion for what that may be worth.I can lay out my own case for the memo, keeping in mind the memo is a summary of the findings of the House Permanent Select Committee on Intelligence. By far, the majority of answers to questions such as your seem to go the route of wholesale accusation of lies and made up conspiracies on the part of Nunes, as well as attacks upon his personal character - as though that disproves the facts that are presented.The Democrats are in the process of producing their own memo which is fine. The House will release that memo using the same process as the Nunes memo. I have no doubt the vote to release will be near 100% and I have no doubt President Trump would then reveiw and okay the release. I have sitting next to me a printed copy of Nunes’ memo, and when the Democratic memo is released I’ll have a printed copy of that one as well.Let’s begin a bit with Nunes himself. The claim of what Nunes did at the beginning of Trump’s presidency is irrelevant to the contents of the memo. Likewise, the claims that Nunes and other Republicans have fabricated everything in the memo are also patently false.Exhibit 1: Nunes co-wrote the memo with Trey Gowdy as one in a position of knowledge of the facts contained therein. Nunes is Chairman of the House Permanent Select Committee on Intelligence. Yes, he is a Republican. Yes, The majority of the committee is Republican. Here is a link to a list of all members of the committee. United States House Permanent Select Committee on Intelligence - Wikipedia Scroll down to the table for 115 Congress.As chairman, Nunes was present at every single interview with every single witness. As chairman, Nunes has access to every single transcript of every single interview. Likewise, every member of that committee, both majority and minority have access to that same material. To claim Nunes has fabricated a pack of lies requires a total suspension of disbelief.Exhibit 2: The Nunes memo limits itself to a summary of abuse of the FISC. I find it interesting so many answers to this and similar questions want to assume the FBI and DoJ are so full of integrity that it is impossible for any human being within that organization to be corrupt or that the FISA request is so complex it is impossible to obtain a warrant fraudulently.It is this very thing the Nunes memo attempts to lay out for the American people.The memo lays out facts within the following timeline. Every one of these facts are matters of public record and are founded upon the testimony given by those involved to the committee. That facts may be omitted is granted. That facts may be mis-interpreted is granted. But these are facts nonetheless -Late July 2016 - Pete Strzok opens an investigation into Papadopolous.July 26, 2016 - Carter Page travels to Moscow. The memo does not say which of these two events happened first. No evidence of cooperation or conspiracy between Page and Papodopolous exists.Sept 23, 2016 - Yahoo News runs a story focusing on Page’s July 26, 2016 trip to Moscow. The memo states this story is not independent confirmation of the Dossier on account it was Steele, the author of the Dossier, who passed the information to Yahoo. This quote from the memo:Steele has admitted in British court filings that he met with Yahoo News - and several other outlets - in September 2016 at the direction of Fusion GPS.At this point we can only surmise the other outlets. NYT? Washington Post?Oct 21, 2016 - The first FISA application against Carter Page is submitted. The FISA application claims Steele did not supply information to Yahoo News. The memo does not state the date of the British court filings regarding Steele’s testimony, so it’s possible the FBI did not know that it was a false statement.NOTE: By law a FISA warrant must be renewed every 90 days and each renewal requires a separate finding of probable cause. In otherwords, a warrant cannot be renewed strictly on the finding of probable cause of the previous warrant.Oct 30, 2016 - Steele talks to Mother Jones and the FBI terminates him as a source citing violation of unauthorized disclosure to the media. The memo opines that Steele should have told the FBI about his disclosure to Yahoo. But the point remains: Steele admitted that he disclosed the information to Yahoo and that Yahoo did not obtain the information independently.Early Jan, 2017 - FBI Director briefs President Trump on the existence and content of the Dossier. In Director Comey’s words, it was “salacious and unverified” (emphasis mine).The memo states Assistant Director Bill Priestap affirmed that when the first FISA application was submitted Oct 21, 2016, corroboration of the Dossier was in it’s “infancy”.Mid January 2017 - This would be the period for the 1st renewal of the Carter Page FISA warrant. (This is not contained in the memo, but is my statement based upon the requirements of the law.)Mid April 2017 - Period for 2nd renewal of FISA warrant. (This is not contained in the memo, but is my statement based upon the requirements of the law.)June 2017 - Comey testifies he told Trump the contents of the Dossier to be “Salacious and unverified”. At that time he does not change his description.Mid July 2017 - The period for the 3rd renewal of the Carter Page FISA warrant. (This is not contained in the memo, but is my statement based upon the requirements of the law.)December 2017 - Andrew McCabe affirms to the HPSCI that without the Dossier, no surveillance warrant would have been sought.That in essence is a summary of the Summary. Every single fact stated in the memo can be quickly verified as true or false by consulting the transcripts of proceedings and interviews. What any one makes of these facts I suppose depends upon their frame of mind. If it becomes verified that McCabe did indeed affirm that the dossier was the primary source of the FISA warrant against Carter Page, then we have the FBI presenting false testimony to the FISC at least 3 times. However, we won’t know for certain what the FBI represented to the FISC until the documents for original application and the proceeding 3 renewals are declassified and released.My own personal opinion is that given that the dossier is for all intents and purposes a fraudulent, partisan document without corroboration, that any investigation dependent or grounded upon said dossier is itself an investigation grounded upon fraudulent claims.What happens next, we’ll just have to wait and see.