Taskus, Inc. · NASDAQ:TASK
Taskus — Corporate Update (September 2018)
52 slides from Taskus's corporate update, September 2018
Slide 1: Client Advisory Board
Client Advisory Board
Slide 2: Agenda
TIME [PST] TOPIC DISCUSSION LEADER Welcome 1:00-1:15 PM ● Why are we here? Jarrod Johnson, CCO ● Expectations of the CAB? 1:15-1:45 PM CAB Member Introductions CAB Members 1:45-2:00 PM State of the Business Bryce Maddock, CEO 2:00-2:15 PM NETWORKING BREAK 2:15-2:45 PM Everest: CXM, Trust & Safety, r
Slide 3: Client Advisory Board Members Introduction
01 Client Advisory Board Members Introduction
Slide 4: TaskUs Client Advisory Board Members
TaskUs Client Advisory Board Members Brendan Nugent Camille Dredge Todd McReynolds Director, Partner Success Head of Ride Hailing VP, Customer Experience Etsy Waymo LegalZoom Derek Kan Lori Stewart Robert Robles Vice President, Global Director, Customer Experience Sr. Director, Platform Services Sup
Slide 5: TaskUs Executive Team
Bryce Maddock Jaspar Weir CEO/Co-Founder President/Co-Founder TaskUs TaskUs TaskUs Executive Jarrod Johnson Stephan Daoust Chief Customer Officer Chief Operations Officer Team TaskUs TaskUs Linda Comp-Noto Mike Serpan SVP Client Services SVP Client Services TaskUs TaskUs TaskUs Customer Advisory Board
Slide 6: State of the Business
02 State of the Business
Slide 7: TaskUs Customer Advisory Board 2024
2008 TaskUs Customer Advisory Board 2024
Slide 8: Talent Agility Results
Our Approach We invest millions in the employee experience. We have world class office space, Talent provide industry leading benefits and support the coolest companies in the world. This approach enables us to attract and retain the best talent. Agility Our clients are growing exponentially. To deliv
Slide 9: Our Journey
Our Journey Legend HC 49, 500 51,700+ Revenue 48, 200 Midpoint guidance $1,000 40,100 960 965 924 760 $750 23,600 18,400 13,800 8,500 478 $500 7,000 360 1700 810 254 300 500 $250 220 117 85 160 7 77 57 $0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 TaskUs Cus
Slide 10: State of the BPO Industry
State of the BPO Industry TaskUs Customer Advisory Board 2024
Slide 11: Our 2025 Investment Strategy
Our 2025 Investment Strategy Client Advisory Board | CONFIDENTIAL
Slide 12: Digital Customer Experience: Assist AI, Prompt AI, Call AI
Our TaskGPT platform powers a range of tools that support TaskUs teammates and client customer service teams to drive higher CSAT. Decrease AHT, Reduce Human Error, Boost Accuracy, Increase Consistency, Raise Quality, Lower Costs, Ensure Security AssistAI PromptAI Digital AssistAI augments teammates
Slide 13: Global Accounts
Global Accounts Gagan Mehta SVP, Operations Behezad Piero Bruni Jill Alingod DVP, Global Accounts VP, Global Accounts Anklesaria VP, Global Accounts Arijit Basu Anne Cunanan Andrew Wright VP, Global Accounts VP, Global Accounts VP, Sales Ricardo Urroz Angeli Cabrera Angela Rickman VP, Global Account
Slide 14: Trust & Safety
Trust & Safety 120 Expertise Wellness specialists, including PhD researchers, coaches, Irene Huang counselors, and wellness leaders Phil Tomlinson Sr. Director Wellness & SVP, Global Offerings Resiliency Vina Paglicawan Rachel Lutz Guevara Sr. Director, Wellness & 90 14,801 DVP, Trust & Safety Resil
Slide 15: AI Services
AI Services Leadership 2025 Investments 850,000+ 110+ 125+ Taskers Countries Languages Brennan Smith Operations ● Quality Leader VP, AI Operations ● Delivery Leader ● Quality IC TaskVerse is our proprietary people All kinds of specialists ● Operations IC management and task platform including: Spenc
Slide 16: Risk + Response
Risk + Response Leadership 2 2 COEs ACE Certifications Tech For Teammates in For R+R Work Pragya Agarwal Partnerships R+R Programs Vice President of 3,900+ 2024 Risk + Response Dedicated Surekha Nagpal Teammates 3 Industry Leaders and Senior Director of Risk + Response Strategy 30 Clients in SMEs / P
Slide 17: Sales & Lead Generation
Sales & Lead Generation Operating in Leadership 20 sites Multilingual Major Capabilities campaigns include: Phil Hernandez VP, Sales & Lead Gen 6,000+ across 8 countries supporting languages such Dedicated as English, Spanish, Services ● Inside Sales Teammates 50+ Clients across Mandarin, German, Fr
Slide 18: My Questions
My Questions Why do you choose to work with Us? What is on your operations and product If there was one thing you would insist we not change what would it be? roadmap for 2025? Where can we be better? Where are you on your company’s If you were starting a What is the most frustrating thing about AI
Slide 19: TaskUs Customer Advisory Board 2024
TaskUs Customer Advisory Board 2024
Slide 20: Networking Break
.—l Oc OS Networking Break
Slide 21: Everest: CXM, Trust & Safety, recent research
04 Everest: CXM, Trust & Safety, recent research
Slide 22: Everest Group at a glance
Everest Group at a glance Research analysts Trusted partner to the world’s largest around the world with companies, Everest Group focuses on Founded in offices in North America, technology, business processes, and engineering 90% 1991 Europe, and India through the lenses of talent, sustainability, r
Slide 23: Discussion points for today
Discussion points for today T&S and CXM market Forward-looking trends strategies for 2025 Rise of generative AI in CXM and T&S Q&A TaskUs Customer Advisory Board 2024 +
Slide 24: Organizations increasingly focus on revenue and customer satisfaction amid risks
Organizations are increasingly focusing on growing their revenues and improving customer satisfaction while dealing with increased risks, regulations, and new technologies Key business goals for enterprises Overall market; percentage of enterprises that ranked these Growing sales/ Adapting to change
Slide 25: Imperative to adopt new technologies is driving demand for digital CXM
Clear imperative to adopt new technologies is driving demand for digital CXM in the market Global CXM market split 2019-23; percentage of the overall market XX-XX CXM – outsourced market spend XX-XX% CAGR 2019-23; revenue in US$ billion in 2019-23 109-111 112-114 101-103 COVID-19 16-18% 86-88 89-91
Slide 26: Demand for AI support services will drive enterprise T&S spend
26 The demand for value-added services to support AI models coupled with the need to moderate accelerated production of complex obnoxious content and compliance with regulations will drive enterprise T&S spend T&S services1 Enterprise T&S BPS spending – key drivers Enterprise BPS outsourcing spend;
Slide 27: Enterprises shifting from technology-first to problem-first approach
Leading enterprises are now shifting from a technology-first mindset to a problem-first approach, focusing on solving business challenges rather than simply adopting the latest technologies, including gen AI Implementation Deploy, integrate, and Solution design optimize chosen Evaluate potential sol
Slide 28: Interest in generative AI is progressively increasing
The interest in generative AI is progressively increasing, reflected by the increase in enterprise investments in 2024, as the results and impact are getting proven and realized Enterprises’ actual and planned investments in generative AI for CX CX functions where they plan to deploy gen AI 2023 2024
Slide 29: Internal use-cases swiftly moving to production
Internal use-cases such as post call automation, agent training, and quality management are swiftly moving to production Use case Key technologies used Use case progress Investigating Piloting Prod Agent assist Quality management Self service Post call automation Analytics Translation TaskUs Custome
Slide 30: Providers piloting gen AI-based solutions for T&S
30 While service providers are mostly focusing on piloting gen AI-based solutions for internal operational efficiency and enterprise T&S requirements, their pilot projects in annotation, translation, transcription, and AIGC detection tools have moved toward production stage Current maturity of gen AI
Slide 31: Balanced approach combining human expertise with technology
In the near- to mid-term, a balanced approach combining human expertise with technology will be crucial for delivering optimal experiences, particularly for complex issues where technology alone may not suffice Empathy and emotional intelligence Personalized solutions through empathetic interactions
Slide 32: Actions for enterprises to navigate through 2025
Actions for enterprises to navigate through 2025 Be selective about areas of investment – must align with business strategy while balancing short- and long-term needs Capitalize on a global service delivery model for both volume and value Increase awareness around the potential of gen AI – high-valu
Slide 33: Stay connected
Stay connected Dallas (Headquarters) Bangalore Delhi London Toronto info@everestgrp.com india@everestgrp.com india@everestgrp.com unitedkingdom@everestgrp.co canada@everestgrp.com +1-214-451-3000 +91-80-61463500 +91-124-496-1000 m +1-214-451-3000 +44-207-129-1318 Website Blog Follow us on everestgrp
Slide 34: Group Discussion: Getting honest about AI
05 Group Discussion: Getting honest about AI: What's working and not? What should providers do? What do teammates need and want?
Slide 35: Networking Break
Networking Break me TaskUs™
Slide 36: TaskUs Geo Footprint: Today and Tomorrow
07 TaskUs Geo Footprint: Today and Tomorrow
Slide 37: Current Capacity
Region Country Site Current Capacity Americas CO Cali CO Cali - South Region Country Site CO Medellin SEA MY Petaling Jaya CO Medellin 2 MY Kuala Lumpur City MX Tijuana PH San Fernando MX Tijuana - Temp Region Country Site PH Angeles City US New Braunfels EMEA GR Thessaloniki PH Imus GR Zefirus - Tem
Slide 38: Potential New Locations/Expansions
Potential New Locations/Expansions Region Country Site Date Month EMEA SA South Africa Q1 Jan Region Country Site Date Month EG Egypt Q1 Jan Americas CO Barranquilla Q1 Jan GR Thess 2 Q3 Sep Medellin Phase 2 (Eternal CO Q4 Oct GR Athens Q4 Nov Springs) MX Puebla Q4 Nov CO Garden (basement) Q1 Jan US
Slide 39: Group Discussion: Investment Priorities
08 Group Discussion: Investment Priorities
Slide 40: Closed Client Feedback Session
09 Closed Client Feedback Session
Slide 41: Closing
10 Closing
Slide 42: TaskUs Customer Advisory Board 2024
TaskUs Customer Advisory Board 2024
Slide 43: Appendix
1 Appendix OS TaskUs”
Slide 44: cNPS eNPS
cNPS Q2 2024 eNPS H2 2023 SLT | AUGUST 2024 CONFIDENTIAL
Slide 45: Overall results
Overall results How likely are you to recommend TaskUs to a friend or colleague? Q4 2023 75 NPS Score 81% Promoters 123 Net 6% Detractors 80 74 Promoter Score: 76 (Count:12) 50% Response Rate Q2 2024 213 Responses Received 60 Target: 72 424 Surveys Sent 40 79% Promoters 30 4% Detractors Q2 2024 Detr
Slide 46: By revenue group
● Top 10 decreased due to more Detractors & Passives this cNPS ● Slight decrease in Top 11-20 due to higher Passive percentage ● Rise in the scores of Top 21-30 due to more responses and low Passive percentage By revenue group From Q2 2023 to Q4 2023 Client Comments: Collaboration & Support Consiste
Slide 47: By campaign
● Noticeable rise in Deliveroo due to no Passive ● Noticeable decline in Doordash due to Detractor responses ● Noticeable decline in Uber due to Passive responses By campaign ● Noticeable rise in Etsy due to no Passive and less Detractor responses Response Q2 6 4 27 4 1 2 12 4 5 Count 2024 Q4 5 4 28
Slide 48: By geo
● Noticeable decrease in Europe due to Detractor responses for Doordash ● Noticeable increase in LATAM due to no Detractor response ● Slight decrease for SEA & North America due to decrease in Promoter percentage By geo NAM breakdown SEA breakdown Mexico PH USA India SITE CLIENT COMMENTS Proactive C
Slide 49: By country
● Noticeable increase in Colombia & Taiwan due to no Detractor response ● Noticeable increase in Mexico due to decrease in Passive score responses ● Noticeable decrease in Greece due to rise in Detractor & Passive responses By country ● Decrease in Philippines & USA due to rise in Passive responses
Slide 50: Historical cNPS | 2022-2024 surveys
Historical cNPS | 2022-2024 surveys Response Rate | *Top 30 breaks the uptrend Decreasing trend | 2022-2024 surveys Accounts with at least 1 Detractor, and lowest Top 30 trend in cNPS this survey period scores when combining all cNPS since 2022 No Detractor but still Accounts with at least 1 decreas
Slide 51: Key follow ups
Key follow ups Review feedback Strategic alignment & What about No for follow up exec partnership Responses? Vertical Leaders to drive to boost growth Key accounts where there action planning and follow CS, Operations, and Exec Sponsors were no survey responses - support goals through innovation thr
Slide 52: eNPS H2 2023
eNPS H2 2023 TaskUs Customer Advisory Board 2024