Sagility Limited · NSE:SAGILITY
Sagility — Investor Day (March 2026)
76 slides from Sagility's investor day presentation, Mar 25, 2026
Slide 1: Exchange submission letter for Investor Presentation
Date: March 25, 2026 To, The Manager The Manager Listing Department Listing Department National Stock Exchange of India Limited (NSE) BSE Limited (BSE) Exchange Plaza, 5th Floor Phiroze Jeejeebhoy Towers Plot No. C/1, G-Block Dalal Street Bandra-Kurla Complex Mumbai - 400 001 Bandra (E), Mumbai - 40
Slide 2: Powering Payers, PBMs, and Providers to operate smarter, faster, and at scale
Powering Payers, PBMs, and Providers to operate smarter, faster, and at scale.
Slide 3: Certain statements in this release concerning Sagility’s future growth prospects may be seen as
Certain statements in this release concerning Sagility’s future growth prospects may be seen as forward-looking statements, which involve a number of risks and uncertainties that could cause the actuals to differ materially from such statements. Sagility does not undertake to update any such stateme
Slide 4: Ramesh Gopalan
Ramesh Gopalan Group CEO and Managing Director
Slide 5: Agenda
1:30 PM – 2:15 PM Registration & Welcome Refreshments 2:15 PM – 3:00 PM CEO Presentation & Business Overview 3:00 PM – 3:30 PM U.S. Healthcare, Practice and AI led Solutions 3:30 PM – 4:00 PM Payer-Provider Ecosystem Expertise (includes demo) 4:30 PM – 5:00 PM Deep Clinical Expertise and Value Deliv
Slide 6: Broad and Deep Domain Expertise
Broad and Deep Domain Expertise Service Portfolio Tech-led & Transformative in medical, pharmacy, and dental Covers most of the payer value chain inclusive of AI-led orchestration, BPaaS, platforms, business segments both administrative and clinical workflows point solutions, RPA, and Analytics Stro
Slide 7: Analyst Recognition
Everest PEAK Matrix Avasant RadarView • Leaders Quadrant in Intelligent Payer Operations • Leaders Quadrant in Payer Operations • Major Contender in Clinical CCM Services • Major Contender in UM Services • Major Contender in Payment Integrity Services • Major Contender in BPaaS Payer Operations • Ma
Slide 8: Analyst Recognition
Everest PEAK Matrix Avasant RadarView • Leaders Quadrant in Intelligent Payer Operations • Leaders Quadrant in Payer Operations • Major Contender in Clinical CCM Services • Major Contender in UM Services • Major Contender in Payment Integrity Services • Major Contender in BPaaS Payer Operations • Ma
Slide 9: Payer & PBM Practices and Provider Practice
Payer & PBM Practices Provider Practice Member Provider Claims Clinical Payment Lifecycle Lifecycle Provider RCM Management UM/CM Integrity Management Management • Benefit Configuration • Provider Credentialing/ • Claims Intake • Clinical Triage • Prospective (Prepay) • Benefit verification Re-crede
Slide 10: Navigating Disruption and Winning in Healthcare Operations
| Navigating Disruption and Winning in Healthcare Operations Nsagility
Slide 11: Industry disruptions: policy, utilization and GenAI adoption
• Signed in July 2025, this legislation includes significant Medicaid spending reductions and One Big Beautiful Bill related policy changes affecting eligibility, financing, and program operations. • This could potentially result in drop in membership in Medicaid heavy plans. Rising Medicare • CMS C
Slide 12: Margin recovery, cost discipline, and utilization management are key priorities
93% 91% 92% 86% 89% 87% 88% 90% 90% 86% 88% 87% 89% 90% 88% 88% 88% MLRs are continuing to rise 83% 84% 82% 83% 84% 82% 81% for top payers resulting in depressed margins UHC Humana CVS Aetna Elevance Cigna HC Centene ● CY22 ● CY23 ● CY24 ● CY25 Margin recovery, cost discipline, and utilization manag
Slide 13: Despite Industry Pressures, Sagility Continues to Execute and Grow
Despite Industry Pressures, Sagility Continues to Growth is diversified and resilient, driven by sustained YoY expansion in our Top 5 payers* Execute and Grow Top 5 Payer Groups $148.7M $134.6M $135.8M Why and how we are growing $130.7M $125.9M $115.3M • Look to take advantage of lower cost with par
Slide 14: Capabilities Powering the Growth
Capabilities Powering the Growth GenAI-Augmented Operations Digital Enablement Process Business Impact Improvement • Task Automation • Improved task automation Streamlined and optimized • Business Intelligence • Faster Knowledge retrieval business processes • Productivity uplift • Automated document
Slide 15: Structural Complexities in U.S. Healthcare
_ Structural Complexities in U.S. Healthcare Nsagility
Slide 16: U.S. Healthcare Operations
Clinical Judgment Complex Stakeholder Embedded in Operations Relationships Regulatory Density & Fragmented Data & Legacy Compliance Oversight Technology Infrastructure U.S. Healthcare Operations
Slide 17: Regulatory Density & Compliance Oversight
Regulatory Density & Compliance Oversight U.S. Healthcare Operations
Slide 18: Healthcare is Governed by Multi-Layer Regulatory Oversight
Healthcare is Governed by Multi-Layer Regulatory Oversight Key Oversight Agencies Major Regulatory Frameworks Health Insurance Portability Centers for Medicare & and Accountability Act Implication Medicaid Services (CMS) Patient privacy and data protection Healthcare decisions must be auditable, exp
Slide 19: Clinical Judgment Embedded in Operations
Clinical Judgment Embedded in Operations U.S. Healthcare Operations
Slide 20: Healthcare administrative processes require clinical interpretation
Healthcare administrative processes require clinical interpretation. Whole-Person Context Regulatory Accountability Experts decode the complex interplay of CMS mandates that care decisions remain Implication genetics, social barriers, and personal explainable and reviewable, ensuring that goals that
Slide 21: Complex Stakeholder Relationships
Complex Stakeholder Relationships U.S. Healthcare Operations
Slide 22: Healthcare Payments Are Governed by Complex Payer-Provider Contracts
Healthcare Payments Are Governed by Complex Payer-Provider Contracts Multiple Stakeholder Operational Friction Incentives Across Parties Payer, provider, plan sponsor and member Interoperability gaps and handoff issues Implication decisions all shape cost, reimbursement slow payment decisions and ex
Slide 23: Fragmented Data & Legacy Technology Infrastructure
Fragmented Data & Legacy Technology Infrastructure U.S. Healthcare Operations
Slide 24: Disconnected legacy platforms and fragmented data flows
Healthcare operations rely on disconnected legacy platforms and fragmented data flows across the ecosystem. Complex Legacy Platforms Disparate Systems of Record Claims, membership, billing and clinical Provider, member, clinical and operational Implication workflows often run on aging systems that d
Slide 25: Sagility's Unique Position and Execution of Strategy
Sagility’s Unique Position and Execution of Strategy Ssagility
Slide 26: U.S. Healthcare Operations
Clinical Judgment Complex Stakeholder Embedded in Operations Relationships Regulatory Density & Fragmented Data & Legacy Compliance Oversight Technology Infrastructure U.S. Healthcare Operations
Slide 27: Sagility's Unique Position
Clinical Judgment Complex Stakeholder Embedded in Operations Relationships Regulatory Density & Fragmented Data & Legacy Compliance Oversight Technology Infrastructure Sagility’s Unique Position Human-Centered, Deep Clinical and Proprietary Tech & AI Flexible Pricing AI-Embedded Regulatory Knowledge
Slide 28: Capabilities Powering the Growth
Capabilities Powering the Growth GenAI-Augmented Operations Digital Enablement Process Improvement Business Impact • Task Automation • Improved task automation Streamlined and optimized • Business Intelligence • Faster Knowledge retrieval business processes • Productivity uplift • Automated document
Slide 29: Capability Evolution: Fueling Strategic Market Expansion
Capability Evolution: Fueling Strategic Market Expansion Lifecycle Operations Agentic AI-Embedded Operations GenAI-Augmented AI-led Workflow Operations Orchestration delivering Digital Enterprise-wide impact. Rapid process transformation Enablement with Human + AI working model. • Synchrony Lifecycl
Slide 30: Deep Domain, Tech-led Transformation, Strategic Market Expansion
Deep Domain Tech-led Transformation & Strategic Market Practice & Solutions Partnership ecosystem Expansion • Managed Services model • Domain-rich tech solutions • Continued expansion within top • Payer-PBM-Provider Synergy • SmarTec, AI-embedded accounts • Synchrony Lifecycle Operations platforms •
Slide 31: Roopam Narayan
Roopam Narayan Executive Vice President, Practice & Solutions
Slide 32: Deep Domain Expertise Driving Growth
Deep Domain Expertise Driving Growth Client Outcomes Sagility Outcomes • Committed Savings at Enterprise Level • Scope addition of previously client retained Managed Services / • Speed to Value: Accelerated Outcomes onshore delivery Structured Deals • No-Black-Box: Transparent Models, Often • Contro
Slide 33: Example of a current deal: client and Sagility outcomes
Example of a current deal: Scope Provider Data, Claims, Provider Calls for a line of business 25M 20M Client Outcomes • Committed Savings of $25M (5 years) • Speed to Value: Savings from Day-1 • No-Black-Box: Transparent Model, driven by $13.5M Sagility as a trusted partner with 10+ years Client in
Slide 34: Outcome-focused solutions and growth drivers
Driver for growth in current year and has a large growth headroom for next 3-5 years: Rise in Consumerism Population Complexities Regulatory Interventions • GLP-1 drugs • Elderly population increase • UM Process (Augment AI and make High MLR • Genetic Testing • Uptick in Behavior Health services mor
Slide 35: Synchrony Solutions Components
Components AI-led Domain knowledge Curated, Sophisticated Orchestration applied end-to-end domain-aligned contractual workflows partner network arrangements • Synchrony Medicare Advantage Lifecycle (part of E&B) • Synchrony Payment Integrity Solutions • Synchrony Claims Lifecycle • Synchrony Appeals
Slide 36: Srikanth Lakshminarayanan
Srikanth Lakshminarayanan Senior Vice President, Healthcare Practice
Slide 37: Delivering Managed Services Through Domain-led Transformation
Delivering Managed Services Through Domain-led Transformation Our Managed Services framework measures the operational efficiency and maturity at an enterprise level – cutting across different functions and lines of business – to identify gaps and implement state-of-the-art digital solutions to cut d
Slide 38: Slide 38
Slide 39: Lifecycle Operations
Lifecycle Operations Value to Clients AI-led workflow • Faster, credible, scalable orchestration of Medicare plan design, launch to Advantage Lifecycle member acquisition for Operations that brings small and mid-market MA together partner ecosystem plans. across MA plan design, CMS • Unifies fragmen
Slide 40: Ssagility
Ssagility
Slide 41: Krithika Srivats
Krithika Srivats Senior Vice President, Clinical Practice
Slide 42: Abigail DeYoung: Problems and the Numbers
Problems + The Numbers • Typical cases require 2-3 years of ongoing care • 6-12 weeks average time to getting each episode • >$43,000-$75,000 for her treatment Abigail DeYoung • Over 75M of such Abigails needing care Age: 67 Location: Santa Monica, CA • $1.2T Avg yearly cost of managing Medicare mem
Slide 43: MLR reduction from redesigned UM process
MLR reduction from redesigned UM process: Human Expertise Meets Algorithmic Precision to Reduce Waste in Healthcare Prior Authorization Workflow - MLR Reduction $200 – $300B opportunity Provider submits Portal triggers Case fails initial criteria Downgraded – Case is routed for prior auth request fo
Slide 44: Integrated Solutions Across the Care Continuum
After her back surgery, Sagility Gen AI and predictive models identified the right post-operative support, enabling a safe discharge home with appropriate equipment, therapy, follow-up care, and home health services. Integrated Solutions Across the Care Continuum Preventive Measures Long Term Integr
Slide 45: Utilization Management and Aging in Place impact
Utilization Management Bundled Service (Case Payment) + $ 5.1 Million + $ 7.4 Million BH + Non-Frail (15%) BH + Frail (34%) 1.1 0.5 BH ($ 24.0K / $ 22.0K) ($ 63.3K / $ 121.3K) HH Services: $10.6K HH Services: $15.4K 3248 756 2912 156 + $ 24.4 Million (16.7%) Utilization Management Aging in Place (CM
Slide 46: Proof of Value - Examples
Proof of Value- Examples Nsagility
Slide 47: Case Study | SmarTec Nurse Assist
Case Study | SmarTec Nurse Assist Impact 25-35% reduction in clinician workload Issue Action 80% boost in quality Care delays tied to prior SmarTec Nurse Assist authorization. transformed t through an agentic Improved Compliance Clinicians were overwhelmed by ecosystem of automation and with 96% AI
Slide 48: SmarTec Nurse Assist
arTec Nurse Assist
Slide 49: A proactive path to maintain independence at home
A proactive path to maintain independence at home. Multidisciplinary Multidomain Whole Person Care Whole-Person Personalized Care Optimized Utilization Targeted Omni-Channel Risk Profiling Coordination at Scale Management Interventions 12% 18% 10 Direct Star Measures 22% 98% 87% Reduction in ER visi
Slide 50: Madan Moudgal and Ram Mohan Natarajan
Madan Moudgal Ram Mohan Natarajan Executive Vice President, Senior Vice President, Chief Digital Officer Business Transformation
Slide 51: Technology & AI Investment Strategy
Technology & AI Investment Strategy Partnering for Modular Solutions Enterprise Systems Sagility builds domain-rich, reusable, configurable Where enterprise systems are required, Sagility pursues components that enhance enterprise technology and a partnership-first strategy with trusted vendors. acc
Slide 52: Portfolio of technology assets
Years of investment across multiple waves of technology have created a rich portfolio of assets designed for distinct industry needs. Domain Specific Data Predictive Models & Point Solutions & Automation Bots Models Advanced Analytics Platforms • Claims processing • Member data model • Propensity Mo
Slide 53: Portfolio of technology assets
Years of investment across multiple waves of technology have created a rich portfolio of assets designed for distinct industry needs. Domain Specific Data Predictive Models & Point Solutions & Automation Bots Models Advanced Analytics Platforms • Claims processing • Member data model • • • • • Overp
Slide 54: Strategic Platform and SI Partners
Strategic Platform Partners SI Partners Capabilities Partners Hyperscale Partners
Slide 55: Agentic AI and Human Synergy
Agentic AI and Human Synergy System of Engagement System of Engagement System of Record Value of Synergy SmarTec Agent Human • Single point of responsibility • Choose best of breed components Members and Providers Interaction • Speed of execution with Operations and Platforms Technology teams under
Slide 56: Agents and Humans working together: Decisioning
A Factory or Assembly Line of Agents and Humans working together harmoniously Case Care Management Orchestrator Case Generator Authorizer Extractor System Case Creation Prior Auth OCR Doc NLP Faxed in Prior Auth Outreach Agent contains: Summarizer Eligibility Verifier Anatomy of an Agent • Authoriza
Slide 57: Admin cost benchmarking for payer appeals
G&A is a significant function for any payer since it can impact a payer in multiple ways – administrative cost leakage, operational inefficiencies but more importantly can directly impact key stakeholder relationship and experience – providers and members. Admin Cost Benchmarking Potential Business
Slide 58: Ssagility
Ssagility Feoplty Pot | pe The Sroka in Healthcare — ore 6 ow
Slide 59: Chris Shiffert
Chris Shiffert Executive Vice President, Chief Growth Officer
Slide 60: Pipeline Accelerators
01 02 03 Continued Expansion Expand Small New Service Offerings within Top Accounts & Mid-Market Accounts Across Clients & Prospects • Build on legacy client Expand current capabilities into Build adjacent healthcare retention rate, accelerate small and mid-market clients capabilities that extend in
Slide 61: Continued Expansion within Top Accounts
25 7 18 97% Years of Experience of the top 10 Average Client Client in Healthcare payers served Tenure in Years Retention Rate 01 Top Claims Clinical Payment Continued Expansion Accounts Member LCM Provider LCM Management UM/CM Integrity within Top Accounts Client 1 ● ● • Build on legacy clien
Slide 62: Expand into Small & Mid-Market
30 13 02 Existing BP Client Portfolio and New Logo Mid-Market Clients Accounts Through New Logos in FY26 the BP Acquisition Expand into Small & Mid-Market Expand current capabilities Mid-Market Clients $166.0M into small and mid-market clients (Acquired through BroadPath) Only 1 Practice 63% (30 Cli
Slide 63: New Services
03 Medicare Acquisition E2E Payment Integrity Synchrony • Medicare • Prospective • Synchrony Medicare Advantage (Prepay) Advantage Lifecycle New Services • Med Sup • Retrospective (Post • Synchrony Claims Build adjacent Lifecycle healthcare capabilities • Medicare Part D Pay Audits) that extend into
Slide 64: Interactive Q&A with Management
Interactive Q&A with Management Nsagility
Slide 65: Raise hand to ask a question
01 Raise hand to ask a question. Once the microphone has been handed to you, 02 please announce your full name and institution, followed by your question.
Slide 66: Thank you
RN sagility Thank you CHCTGIO)
Slide 67: Financials
Ssagility Financials
Slide 68: Long Term Financial performance snapshot
Long Term Financial performance snapshot FY25 YoY% TTM Dec YoY% Adjusted EBITDA* FY25 YoY% TTM Dec YoY% FY25 YoY% TTM Dec YoY% Adjusted PAT Revenue ($M) ($M) 14.9% 22.6% 25.9% 22.2% ($M) 34.8% 39.0% $773.6 $199.2 $658.3 $173.6 $162.9 $122.1 $630.9 $572.9 $137.8 $95.8 $87.9 $71.1 FY24 FY25 TTM Dec 24
Slide 69: Other Financial Indicators
Other Financial Indicators Adjusted EPS (in INR) Adjusted ROCE % 2.27 54.9% 53.5% 1.76 1.38 47.0% FY24 FY25 TTM Dec 25 FY24 FY25 TTM Dec 25 Cash Conversion (%) Net Debt 87.2% 89.7% ₹25,000 ₹21,678 $260.0 M 2.50 80.5% 70.8% ₹20,000 2.00 49.7% ₹15,000 1.9x 1.50 39.7% $122.0 ₹10,433M ₹10,000 ₹6,426 $71
Slide 70: Q3 FY26 P&L summary
Amt in USD M Particulars Q3 FY26 Q2 FY26 Q3 FY25 YoY% QoQ% 9M FY26 9M FY25 YoY% Revenue from Operation 222.0 189.4 172.0 29.1% 17.2% 591.8 476.5 24.2% Employee benefits expense 137.5 115.0 99.5 365.6 284.0 Other expenses^ 26.7 24.7 23.5 75.5 67.3 Adjusted EBITDA** 57.7 49.8 48.9 18.1% 16.0% 150.7 12
Slide 71: Adjusted EBITDA and Adjusted PAT reconciliation
Adjusted EBITDA Adjusted PAT (USD M) FY2023 FY2024 FY2025 9M FY26 (USD M) FY2023 FY2024 FY2025 9M FY26 Revenue from operations 518.2 572.9 658.3 591.8 Revenue from operations 518.2 572.9 658.3 591.8 (INR 42,184 M) (INR 47,536 M) (INR 55,699 M) (INR 51,686 M) (INR 42,184 M) (INR 47,536 M) (INR 55,699
Slide 72: Debt repayment and non-cash cost schedule
Amt in USD M Particulars FY25 FY26 FY27 FY28 FY29 FY30 Closing Debt position 93.8 63.1 Debt Repayment 29.4 26.7 63.1 Interest Payment 8.9 6.1 3.2 Share based Payment awards 13.4 1.3 1.5 0.8 0.4 Earnouts Cost - DCI / Birch/ BroadPath 6.8 5.8 0.1 Intangibles Amortisation (A) 16.5 16.5 16.5 16.5 16.5 1
Slide 73: Quarterly financial summary
Amt in USD M Particulars Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY24 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25 Q1 FY26 Q2 FY26 Q3 FY26 Revenue from Operation 135.8 131.9 150.8 154.4 146.6 157.9 171.9 181.8 180.4 189.4 222.0 Employee benefits expense* 77.4 80.5 94.7 95.4 90.2 94.3 99.5 109.3 113.1 115.0 137.5 Other expens
Slide 74: Balance sheet
Amt in USD M Particulars Dec 25 Mar 25 Property, plant and equipment 46.7 43.3 Capital-work-in-progress 0.0 0.0 Right-of-use assets 55.4 64.6 Goodwill 691.1 706.0 Other intangible assets 221.3 238.1 Trade receivables and Unbilled 184.3 148.1 Cash and cash equivalents 64,4 40.2 Deferred tax assets (n
Slide 75: Cash flow summary
Amt in USD M Particulars 9M FY26 FY25 Profit before tax for the period/ year 99.8 89.8 Adjustment for Non-Operating and Non-Cash items 45.4 82.5 Adjustment for working capital (30.5) -8.4 Income taxes paid (net of refunds) (37.9) -20.5 Net cash flows generated from operating activities (A) - OCF 76.
Slide 76: Thank you
RN sagility Thank you CHCTGIO)