What specific problem does Fewzion solve for mining companies?

Fewzion addresses the lack of accountability and efficiency in shift management. According to the deck, mining operations often rely on 'clunky spreadsheets' and 'tiresome whiteboards' that fail to bridge the gap between high-level planning and on-the-ground execution. They also point out that expensive consultant-led systems ($1M-$2M) are rarely sustained, whereas Fewzion provides a digital tool for supervisors to track 'actuals' in real-time.

Who are the founders and what is their contact information?

The founders listed on Slide 1 are Alex Retzlaff and Paul Moynagh. The final slide provides Paul Moynagh's email address and a phone number (0431 74 84 94), along with the company's website and Gust profile link. This direct access is typical for 2013-era decks looking for immediate investor follow-up.

What is the current state of Fewzion's sales pipeline in the deck?

The sales pipeline is robust for an early-stage firm. As of Slide 7, they have paying contracts with AngloAmerican and Peabody Energy. They also have active proposals with Xstrata, Barrick, and BHP Billiton. Furthermore, they cite interest from non-mining sectors, specifically Caltex (Oil & Gas) and Laing O'Rourke (Construction).

Does the deck include a specific funding request or valuation?

No, the provided slides do not include a specific 'Ask' slide detailing the amount of capital being raised, the valuation, or the intended use of funds. While Slide 8 mentions it is a 'Great Investment,' the technical details of the round are omitted from this version of the presentation.

Fewzion Pitch Deck: 23-Slide Breakdown

See all 23 slides of the Fewzion pitch deck, with a slide-by-slide teardown of what the deck does well and where it falls short.

Fewzion’s pitch deck is a focused exercise in industrial B2B value proposition. By identifying a specific, high-cost pain point—the $1M to $2M cost of consultants to design management systems that are 'seldom sustained'—Fewzion positions itself as a permanent, software-driven alternative. The deck excels at quantifying the stakes, claiming that just 10% of a production improvement is worth approximately $1M per week. While the visual design is dated, the traction slide is exceptionally strong for an early-stage company, listing active contracts with AngloAmerican and Peabody Energy. The deck…

Key takeaways

Fewzion identifies its core users as shift supervisors, aiming to put plans directly in their hands for better accountability (Slide 1).
The 'Problem' is visualized through outdated hardware and manual processes, specifically 'clunky spreadsheets' and 'tiresome whiteboards' (Slide 2).
The company highlights a failed alternative: consultants who charge $1M to $2M for systems that are rarely sustained (Slide 3).
A production chart from June 2012 to March 2013 shows output more than doubling, with 10% of that improvement valued at $1M per week (Slide 4).
The product follows a four-step management cycle: Plan, Execute, Review, and Improve (Slide 5).
The 'Review' phase utilizes a touch-screen interface for entering actuals, which the company claims holds staff accountable (Slide 6).
Traction is significant, with paying contracts from AngloAmerican and Peabody Energy, and proposals out to Xstrata, Barrick, and BHP Billiton (Slide 7).
The deck indicates expansion potential into Construction and Oil & Gas, citing interest from Caltex and Laing O'Rourke (Slide 7).

Fewzion Pitch Deck Analysis: The Industrial Efficiency Play

Fewzion’s 2013 pitch deck, presented at Slingshot, is a masterclass in identifying a high-value niche and attacking it with specific, quantifiable ROI. The deck focuses on the mining industry, a sector notorious for high capital expenditure and complex logistics, where even marginal gains in efficiency translate to millions of dollars in profit. By positioning their software as the 'accountability layer' for shift supervisors, Fewzion moves beyond simple task management into the realm of operational excellence.

Slide 1: Title and Mission

The cover slide immediately identifies the target audience: shift supervisors. The tagline, "Puts a plan in the hand of shift supervisors and holds them accountable for executing it," is highly functional. It avoids vague tech jargon in favor of a clear operational promise. The background image of hands holding a large piece of coal anchors the deck in the mining industry. Founders Alex Retzlaff and Paul Moynagh are listed, along with the company's Gust profile and website.

Slide 2: The Problem - Analog Inefficiency

Slide 2 uses a classic 'Before' visualization. It juxtaposes an image of an ancient beige desktop computer running a spreadsheet with a photo of miners standing in front of a whiteboard. The labels "CLUNKY SPREADSHEETS" and "TIRESOME WHITEBOARDS" identify the status quo as the enemy. This slide effectively argues that while the industry has modernized its heavy machinery, its management tools are stuck in the past.

Slide 3: The Failed Alternative

This is a strategic 'wedge' slide. It addresses the common solution mining companies use: expensive consultants. Fewzion claims the "COST FOR CONSULTANTS TO DESIGN AND IMPLEMENT THESE SYSTEMS" ranges from "$1m – $2m." The critical blow is the orange banner stating these systems are "VERY SELDOM SUSTAINED!" This positions Fewzion not just as a cheaper alternative, but as a more durable one.

Slide 4: Quantifying the Value Proposition

Slide 4 is the 'Money Slide.' It features a line graph showing production more than doubling between June 2012 and March 2013. The most compelling text on the slide is: "10% OF THIS IMPROVEMENT IS WORTH APPROX $1M / WEEK." In the footer, they show their work: "50 shears, 1600 tonnes / shear, at $150 / tonne x 10% = $1.2m." By showing the math, Fewzion makes a massive claim feel grounded and achievable.

Slide 5: The Management System Framework

Fewzion introduces its product logic using a standard four-part cycle: 1. PLAN, 2. EXECUTE, 3. REVIEW, 4. IMPROVE. This slide uses a background of industrial gears to reinforce the idea that the software is a component of the larger operational machine. It’s a simple conceptual model that helps non-technical investors understand how the software actually functions within a mine's workflow.

Slide 6: Product Deep Dive - The Review Phase

This slide focuses on step 3 of the cycle: Review. It shows a screenshot of the software interface, specifically a touch-screen keypad for entering data. The text "ENTERING ACTUALS INTO A TOUCH SCREEN HOLDS THEM ACCOUNTABLE" highlights the core value of the product. By capturing data at the source (the shift supervisor), the software eliminates the lag and errors associated with manual reporting.

Slide 7: Traction and Pipeline

This is arguably the strongest slide in the deck. Fewzion demonstrates they are already working with the biggest players in the industry. They list "PAYING CONTRACTS WITH TOP TIER MINERS ALREADY," specifically AngloAmerican and Peabody Energy. They also list proposals with Xstrata, Barrick, and BHP Billiton. Finally, they show horizontal expansion potential into Oil & Gas ( Caltex ) and Construction ( Laing O'Rourke ). For a 2013 startup, this level of enterprise traction is exceptional.

Slide 8: The Conclusion

The deck ends by reiterating its strengths: a "BLUE CHIP PIPELINE," "GLOBAL SCALE," and "SAFE HANDS." It provides direct contact information for Paul Moynagh. While it lacks a specific 'Ask,' the slide functions as a strong closing argument for the company's stability and growth potential.

What Works in This Deck

Specific ROI: The calculation on Slide 4 ($1M per week) is the kind of figure that stops an investor from skimming. It turns a software tool into a profit engine. · Enterprise Validation: Listing AngloAmerican and BHP Billiton provides immediate credibility. In heavy industry, nobody wants to be the first customer; Fewzion proves they are already past that hurdle. · Clear User Persona: The deck repeatedly mentions 'Shift Supervisors.' This shows the founders understand the actual hierarchy of a mine and who needs to use the tool for it to be successful. · Competitive Positioning: By attacking the 'Consultant' model, they frame themselves as a high-margin software solution replacing a high-cost, low-sustainability service model.

What Is Missing

The Team Slide: While the founders are named, there is no information about their backgrounds. In industrial tech, investors look for 'founder-market fit'—did these individuals work in mines? Do they have software engineering backgrounds? · The Ask: The deck does not state how much money is being raised or what the milestones for the next 18 months are. · Unit Economics: While we see the value to the customer, we don't see the value to Fewzion. What is the ACV (Annual Contract Value)? What is the implementation time? · Competition: The deck ignores other software competitors, focusing only on spreadsheets and consultants. A modern deck would need to address other EAM (Enterprise Asset Management) or ERP (Enterprise Resource Planning) integrations.

What Founders Should Copy

The 'Show Your Work' Footer: If you make a big claim about ROI, put the formula in the footer. It builds trust instantly. · The Status Quo Visuals: Using photos of the actual 'bad' way of doing things (the whiteboard photo on Slide 2) is much more effective than just writing 'manual processes' in a bullet point. · Segmented Pipeline: Slide 7 is a great way to show traction. Don't just list logos; categorize them by 'Paying,' 'Proposals,' and 'Interest' to show the movement through the sales funnel.

Frequently asked questions

What specific problem does Fewzion solve for mining companies?: Fewzion addresses the lack of accountability and efficiency in shift management. According to the deck, mining operations often rely on 'clunky spreadsheets' and 'tiresome whiteboards' that fail to bridge the gap between high-level planning and on-the-ground execution. They also point out that expensive consultant-led systems ($1M-$2M) are rarely sustained, whereas Fewzion provides a digital tool for supervisors to track 'actuals' in real-time.
How does Fewzion quantify the financial impact of its software?: On Slide 4, Fewzion provides a production chart showing that output more than doubled over a 12-month period. They calculate that just 10% of this production improvement is worth approximately $1M per week. This calculation is based on a formula provided in the footer: 50 shears, 1600 tonnes per shear, at $150 per tonne, with a 10% efficiency gain equaling $1.2M.
Who are the founders and what is their contact information?: The founders listed on Slide 1 are Alex Retzlaff and Paul Moynagh. The final slide provides Paul Moynagh's email address and a phone number (0431 74 84 94), along with the company's website and Gust profile link. This direct access is typical for 2013-era decks looking for immediate investor follow-up.
What is the current state of Fewzion's sales pipeline in the deck?: The sales pipeline is robust for an early-stage firm. As of Slide 7, they have paying contracts with AngloAmerican and Peabody Energy. They also have active proposals with Xstrata, Barrick, and BHP Billiton. Furthermore, they cite interest from non-mining sectors, specifically Caltex (Oil & Gas) and Laing O'Rourke (Construction).
Does the deck include a specific funding request or valuation?: No, the provided slides do not include a specific 'Ask' slide detailing the amount of capital being raised, the valuation, or the intended use of funds. While Slide 8 mentions it is a 'Great Investment,' the technical details of the round are omitted from this version of the presentation.

Cover slide of the Fewzion pitch deck — Fewzion pitch deck, slide 1

Fewzion pitch deck: the facts

Company: Fewzion
Slides: 23

Fewzion pitch deck PDF

The full Fewzion deck is embedded on this page and can be read slide by slide in the browser — no download or account required. Each slide is covered in the breakdown above.

What the Fewzion (now Commit Works / CiteOps) pitch deck was used for

This deck is the “Fewzion at Slingshot 2013” presentation hosted on Slideshare, used when Fewzion participated in the Slingshot accelerator program around 2013. Fewzion at that time offered a work management and shift-planning system to replace paper, whiteboards, and spreadsheets in mining operations, digitizing short-interval control and frontline planning. The deck appears to position the company as an early-stage, accelerator-backed SaaS provider targeting global mining clients, likely pitching for seed or early venture funding and commercial pilots with large mining houses. Later materials show the product integrated into the Commit Works business and rebranded as CiteOps, live at BHP and South32 underground mines, but those outcomes postdate the 2013 deck.

Business model: Enterprise software sold to mining and heavy industry companies for frontline work management, short-interval control, and shift planning, originally under the Fewzion brand and later rebranded as CiteOps under Commit Works.

Founders: Alex Retzlaff, Paul Moynagh

Headquarters: Brisbane, Australia (Commit Works, the successor company to Fewzion, is described as a Brisbane-founded company; Fewzion previously listed an address in Newcastle, NSW, Australia).

Industry: Mining and metals operations software / short-interval control and work management platforms for heavy industry.

What happened after the Fewzion (now Commit Works / CiteOps) deck

The 2013 Slingshot deck represented Fewzion as an early-stage mining work management platform aimed at replacing manual planning systems; in subsequent years the business rebranded as Commit Works, evolved the Fewzion product into the cloud-native CiteOps platform, secured a major investment to expand globally, and achieved deployments at significant underground mines operated by BHP, South32 and

Fewzion evolved into Commit Works, with the business officially rebranding in 2017 while continuing to offer the Fewzion
The Fewzion product was later renamed CiteOps, and Visual Ops was renamed CiteVis; Commit Works describes CiteOps as a f
Commit Works reports that CiteOps (formerly Fewzion) is live at major BHP and South32 underground mines, and its plannin
Commit Works announced a "major investment" in 2018 to expand its global footprint, highlighting backing for its mining

What the Fewzion (now Commit Works / CiteOps) deck got right

Clear articulation of pain point around manual, fragmented planning tools. The deck’s focus on replacing ‘clunky spreadsheets’ and ‘tiresome whiteboards’ is strongly supported by later descriptions of Fewzion as a work management system designed to be far easier and more intuitive than paper and spreadsheets, clearly articulating a concrete, relatable pain point for mining operations.
Demonstrated enterprise adoption validating operational accountability claims. Externally documented deployments at major underground mines (BHP, South32, Fitzroy Australia’s Carborough Downs) validate the deck’s emphasis on high-ROI operational accountability and show that the product scaled beyond pilots into real-world use in large enterprises.
Strong grounding in recognized short-interval control and frontline planning practices. The product is anchored in short-interval control (SIC), shift-level scheduling, and integrated work management, which are recognized methodologies in mining operations and are consistently referenced across Fewzion, Commit Works, and CiteOps materials, giving the deck a credible methodological foundation.
Comprehensive feature set for planning, scheduling, and mobile execution. Later product descriptions (Planning Board, Scheduler, My Shift Resourcing, mobile SIC apps) confirm that the platform offers a comprehensive feature set for shift planning and resource allocation, supporting the deck’s positioning as a full work management solution rather than a narrow point tool.
Evidence of sustained product and brand evolution beyond the accelerator stage. The evolution from Fewzion to Commit Works and then to CiteOps as a cloud-native, fully hosted solution with mobile applications suggests that the company followed through on a long-term product roadmap, which strengthens investor confidence in the team’s ability to execute beyond the 2013 accelerator stage.
Close collaboration with major mining operators shaping product design. Collaboration with large mining companies such as Anglo American during development, and later deployments at BHP, South32 and Fitzroy Australia, support the deck’s targeting of global mining giants and indicate that customer feedback from major operators helped shape the product.

What could have been stronger

Lack of externally verifiable commercial and financial details tied to the 2013 deck. Outside of the Slideshare listing, there is no publicly accessible version of the deck providing verified details on the company’s then-current revenue, customer count, pricing model, or funding history, which makes it harder for investors to assess commercial traction, business model robustness, or capital efficiency purely from verifiable materials.
Limited contemporaneous evidence tying early enterprise traction directly to the 2013 raise. Although later case studies show deployments at specific mines (e.g., BHP, South32, Fitzroy’s Carborough Downs), those references appear in Commit Works-era materials and not in contemporaneous 2013 fundraising announcements, limiting the ability to confirm which traction claims in the deck were already realized versus aspirational at the time.
Unknown funding round terms and raise outcome for the specific deck. No public sources detail the Slingshot 2013 funding outcome for Fewzion (investment amount, lead investor, valuation), so an investor assessing this deck today would need to treat the raise status as unknown and focus instead on later company milestones and product adoption.
Limited externally visible context on team positioning in the 2013 presentation. Founder and team biographies are documented in later Commit Works material, but are not clearly linked to a 2013-era deck narrative in public sources, meaning investors cannot externally verify how the founders’ mining and software experience was framed at that time.

How an investor would read this deck

What draws attention

Verify how the 2013 deck framed the shift from ‘clunky spreadsheets’ and ‘whiteboards’ to integrated work management and short-interval control, and compare it to later product descriptions (Planning Board, Scheduler, My Shift Resourcing) to understand product evolution and differentiation.
Map the company’s trajectory from Fewzion to Commit Works to CiteOps, including branding changes and expansion into broader mining and metals operations, to ensure continuity of IP, customer contracts, and revenue attribution.
Cross-check any enterprise traction claims in the deck (e.g., pilots with global mining giants) against later case studies and press coverage confirming deployments at BHP, South32 and Fitzroy Australia to separate early pilots from scaled rollouts.
Assess how the deck positioned the company’s pricing and deployment model (on-premises vs. cloud-native) relative to later descriptions of CiteOps as a fully hosted, cloud-native platform with mobile applications, to gauge technical and commercial progress since 2013.
Understand the operational pain points addressed (short-interval control, shift planning, accountability at the coal face) and benchmark Fewzion/CiteOps against competing SIC products such as Deswik.OPS and RPMGlobal’s XECUTE.

Risks that stand out

Limited publicly available information about the specific Slingshot 2013 investment round (amount, investors, valuation) introduces uncertainty regarding early capitalization and dilution, requiring direct clarification from founders or accelerator records.
Because the Fewzion brand has been fully absorbed into Commit Works and the product rebranded as CiteOps, investors need to confirm IP ownership, contractual continuity, and how historical performance metrics are reported to ensure there is no ambiguity between legacy Fewzion and current Commit Work
Competition in short-interval control and mining operations software—including platforms such as Deswik.OPS and RPMGlobal’s XECUTE—means investors must evaluate whether CiteOps retains a clear technological and commercial edge or has become one of several comparable offerings.
The mining and heavy industry focus concentrates revenue exposure in cyclical sectors, so investors need to understand how commodity price cycles, capital spending cuts, or regulatory changes could affect demand for operations planning and SIC tools.
Public sources emphasize operational benefits (accountability, productivity, digital planning) but provide limited granular financial or usage metrics (ARR, churn, user adoption rates), raising the need for rigorous internal data review during diligence.

Questions this deck invites

What, if any, investment or convertible notes did Fewzion receive through Slingshot 2013, and what were the exact terms (amount, valuation cap, discount, lead investor)? No public sources currently provide these details.
How many mines and industrial sites were live on Fewzion at the time of the Slingshot 2013 deck, and what were the size and duration of those contracts? Later materials show deployments at BHP, South32 and Fitzroy Australia, but do not spec
How did Fewzion initially price its solution (license, subscription, per-site, or per-user) and how has that pricing evolved in the transition to Commit Works’ CiteOps platform? Public materials describe the product but do not outline histo
What were Fewzion’s key technical and operational milestones between 2013 and the 2017–2018 rebrand/investment period, including any major product releases, cloud migration, and mobile app launches that led to the current cloud-native CiteO
What is the current ownership structure of Commit Works (formerly Fewzion), including any major investors associated with the 2018 "major investment" announcement, given that public materials highlight the capital infusion but do not detail

What founders can take from the Fewzion (now Commit Works / CiteOps) deck

A highly specific operational pain point—replacing paper, spreadsheets and whiteboards with integrated shift planning and short-interval control—can anchor a compelling SaaS proposition in heavy industry when it is clearly tied to productivity and accountability improvements at the coal face.
Early accelerator decks for industrial SaaS should highlight concrete use cases and target customers (e.g., underground mines) that can later be validated through case studies and deployment announcements, building a bridge between pitch claims and externally verifiable outcomes.
Brand and product evolution (Fewzion to Commit Works to CiteOps) illustrates how industrial software companies may re-position and rename offerings as they scale, and underscores the importance of maintaining clear continuity in messaging about the core value proposition.
Embedding short-interval control and real-time progress tracking directly into frontline tools and mobile devices can move management systems from being back-office reporting tools to practical daily systems used by supervisors and crews in the field.
Collaborating closely with large mining houses (such as Anglo American and later BHP, South32, and Fitzroy Australia) can accelerate product-market fit for operations software, but startups must translate such collaborations into clearly documented deployments to substantiate traction claims in futu
Operating in a niche such as mining operations SIC shows that focusing deeply on one vertical can create defensible expertise, provided the company continues to enhance the product (e.g., cloud-native hosting, mobile apps) in line with that vertical’s evolving needs.

Fewzion (now Commit Works / CiteOps) pitch deck: common questions

What does Fewzion (the company in the Slingshot 2013 deck) actually do?

Fewzion was originally an operations planning and work management platform built for mining and heavy industry, designed to replace paper-based, spreadsheet and whiteboard planning with an integrated shift-planning and short-interval control system. It digitized and centralized frontline work plans so supervisors, crews, and managers could see and execute a unified shift plan.

What happened to Fewzion after the Slingshot 2013 pitch deck?

In 2017 the Fewzion business was renamed **Commit Works**, with the Fewzion product later rebranded as **CiteOps** and the Visual Ops product as **CiteVis**. Today, Commit Works markets CiteOps as its flagship short-interval control and operations planning platform for mining and metals.

Which industries and customers was Fewzion targeting in this deck?

Fewzion’s software was designed for mine operations and related heavy industry sites, supporting planning and execution across underground and surface mines and associated projects. Commit Works materials describe deployments at major underground mines operated by BHP and South32, and at sites such as Fitzroy Australia’s Carborough Downs mine, confirming a focus on mining operations.

Was the Slingshot 2013 deck tied to a specific funding round, and is the round size known?

A public Slideshare entry titled “Fewzion at Slingshot 2013” indicates the deck was used as part of the Slingshot accelerator program in 2013. Slingshot is an accelerator that typically helps startups refine their proposition and seek seed or early-stage funding; however, no public record identifies a specific investment amount or named investors from that event for Fewzion.

Did Fewzion gain real traction after the 2013 pitch deck, and with whom?

Fewzion’s technology evolved into Commit Works’ CiteOps platform, which has been implemented at major underground mines including sites operated by BHP, South32 and Fitzroy Australia. These later deployments suggest the deck’s claims about replacing spreadsheets and whiteboards with integrated digital planning saw real-world adoption, but the specific traction figures shown in the 2013 deck are not publicly available.