Our Nominees Bring the Experience and Skills Missing on the Board

Each of OneMove's four nominees has been chosen to fix a specific, named failure at Sylogist. Together, they rebuild the operating, governance, capital allocation, and shareholder-alignment capabilities this Company has lost.

Rhonda Bassett-Spiers

Rhonda Bassett-Spiers

Enterprise software turnarounds & margin recovery

What She Brings

  • 25+ years scaling enterprise software; strategic exits of $210M to $1.25B+
  • CEO of Vispero, Telestream, and iTradeNetwork: margin expansion and GTM rebuilds at scale
  • Led product rationalization at Telestream (13+ acquisitions unified into a single platform)
  • Lead Independent Director at BigFix, StreetLight Data, and Quorum
  • Rebuilt go-to-market motions and expanded partner networks at three consecutive turnarounds

What She Fixes at Sylogist

  • Sylogist's Adjusted EBITDA margin collapsed from 52% to 14% over 5 years. Rhonda has rebuilt margin in three consecutive software turnarounds at the same scale.
  • Sylogist's CEO transition requires active Board-level oversight. Rhonda has extensive experience coaching and overseeing CEOs as Board Chair.
  • Sylogist needs a credible CEO transition and operating rigor. Rhonda has installed KPI-driven management teams at every CEO seat she has held.
Mary Filippelli

Mary Filippelli, FCPA/FCA

Governance, audit & financial oversight

What She Brings

  • Audit Committee Chair, Canadian Western Bank (TSX: CWB), 2020-25; Director, Ontario Power Generation
  • Vice Chair and Managing Partner, Deloitte Canada
  • Group Audit Director, Lloyds Banking Group; Senior Partner, KPMG Canada (25+ years)

What She Fixes at Sylogist

  • Sylogist has repeatedly set, withdrawn, and missed financial guidance. Mary will bring the disclosure clarity and reporting governance required to rebuild shareholder trust.
  • Sylogist's Board has lacked the governance rigor a public company requires. Mary brings the blue-chip background needed to restore it.
  • Sylogist's go-to-market and customer-facing teams need transformation. Mary led customer-experience and commercial transformations at Deloitte that were adopted globally as a Center of Excellence.
Jonny Franklin-Adams

Jonny Franklin-Adams

Capital markets, M&A advisory & strategic alternatives

What He Brings

  • 25+ years advising listed technology and financial services companies on IPOs, takeovers, and strategic M&A
  • Managing Director of Technology, Cavendish Capital Markets (2015-present)
  • Registered Nominated Adviser (Nomad) — the leading financial adviser on AIM
  • MBA, Cranfield School of Management

What He Fixes at Sylogist

  • Sylogist was built as a VMS consolidator and the current Board abandoned that strategy. Jonny has spent 25 years executing the exact transactions that rebuild a consolidation pipeline.
  • Sylogist needs a credible strategic review. Jonny is uniquely qualified to chair the Strategic Alternatives Committee OneMove's nominees are committed to establishing.
  • Sylogist has lost institutional trust in capital markets. Jonny brings direct Board-level credibility with listed-company investors.
Tyler Proud

Tyler Proud

Vertical market software & shareholder alignment

What He Brings

  • 15+ years building and scaling SaaS software companies, including integrating mature teams acquired through M&A and building teams from the ground up
  • Co-founded two software technology businesses, including a publicly-listed company where he served as a senior executive and brings extensive Board and strategy experience
  • MBA, University of Toronto

What He Fixes at Sylogist

  • Sylogist's execution falls short of best-in-class VMS peers. Tyler brings deep product, technology, and operator experience from building software companies, with firsthand understanding of the VMS operating model.
  • Sylogist's capital allocation has failed. Tyler's dual operator-and-investor lens in VMS brings direct accountability to every dollar spent.
  • Sylogist's Board is not aligned with shareholders. OneMove owns 15% of the Company and its economic outcome is directly tied to every shareholder.

Our Directors Met With Every Incumbent. The Answers Were Alarming.

Our nominees conducted in-depth meetings with all five current Sylogist directors, the Interim CEO, and the CFO. After extensive questioning across every critical area of the business, the responses they received fell far below the standard expected of public company directors who have served on this Board for more than two years.

1

Root Cause: The Board Didn't See the Problem Until We Raised It

When pressed on the drivers of underperformance — failed prioritization, undisciplined spending, a go-to-market model that adds cost without adding revenue — the Board acknowledged these issues. But it was clear these problems were not apparent to them until OneMove raised the alarm. After more than two years overseeing this business, directors should not need an outside shareholder to explain what is broken.

2

Go-to-Market: No Diagnosis

Limited clarity on what is specifically breaking down across pipeline, conversion, pricing, or segmentation. This suggests a lack of diagnostic rigor and weak operating visibility. The Board cannot fix what it has not measured.

3

Product & Market Fit: Still Being Assessed — Months Later

A product and market assessment was described as "in progress" with a readout expected the following week. That conversation took place in early 2026. Nothing has changed since. The Board does not appear to fully understand the data, and after years of overseeing this business, is still in the early stages of evaluating AI impact with limited AI or product depth at the Board level.

4

Data & Visibility: Flying Blind

Limited visibility into pipeline, forecasting, and KPIs. A lack of transparency from the former CEO — limited engagement with leadership. Fundamental gaps in operating cadence, reporting, and leadership discipline.

5

"Value Creation" Priorities: Foundational at Best

Current focus: budgeting, product & market assessment (pending), leadership assessment. These are table stakes — not a value creation plan. After three years and 75% value destruction, the Board is still conducting assessments.

The Verdict

Every topic our nominees raised — go-to-market, product-market fit, leadership, cost structure, operating visibility — the Board acknowledged the problem but had no concrete answer. They are conducting assessments and building budgets. These are foundational tasks that should have been completed years ago. This is a Board that recognizes the house is on fire but is still deciding whether to call the fire department.

Annual and Special Meeting — May 12, 2026

Vote FOR Gold