Momentum Group Limited · JSE:MTM
Momentum — UBS Financial Services Conference 2025
32 slides from Momentum's conference presentation, Oct 9, 2025
Slide 1: Thriving of the Most Adaptable
Thriving of the Most Adaptable Innovating within a federated operating model Ravi Govender, Group Digital and Technology Officer UBS Financial Services Conference 9 October 2025
Slide 2: Our federated operating model
Our federated operating model
Slide 3: Benefits and challenges to federation
Benefits and challenges to federation Benefits Speed of Specialised delivery… Effective and business units making some efficient capital aligned to duplicative allocation market needs costs acceptable Challenges AI delivery in Coordination of Consistent data silos multiplies digital foundations to c
Slide 4: Federation versus Centralisation
How do you find the optimal trade-off between the two? Federation VERSUS Centralisation Federation Federation Centralisation
Slide 5: Finding the sweet spot between federation and centralisation
It is by finding the appropriate sweet spot between the two We believe there is actually quite a large sweet spot Federation SWEET SPOT Centralisation
Slide 6: Delivering this is key to our Impact Strategy
Delivering this is key to our Impact Strategy
Slide 7: Our shift from Federation to Federation 2.0
Our shift from Federation to Federation 2.0 Federation Federation 2.0 Role of a small but active centre …supporting, accelerating and amplifying delivery across the Group Business Units
Slide 8: Client/adviser need a unifying north star across entire Group
Client/adviser need a unifying north star across entire Group
Slide 9: Horizons of delivery are key to understanding how we execute
Horizons of delivery are key to understanding how we execute and avoid duplication Best delivered in the BU or Centre depending Best delivered in the Business Unit on how general it is Centre RUN GROW TRANSFORM Solving for Solving for the Delivering known and attraction and today’s client anticipate
Slide 10: The “height of the base camp” guides the central requirement
The “height of the base camp” guides the central requirement MARKET REQUIREMENT “How much specific adaptation and Business Unit Capability integration needed to make this work for client and advisers?” Application “Base Camp” Group Capability “Based on applications how Delivery generalisable is the
Slide 11: AI costs need to be well understood across the phases
AI Costs need to be well understood across the phases AI cost categories over time Ongoing costs High COST Experimentation costs Initial rollout costs Low 2024 2027 2030 2024Source: Gartner.
Slide 12: How do you go bankrupt? Two ways…gradually, then suddenly
…or in the words of Hemingway… ”How do you go bankrupt? Two ways…gradually, then suddenly” Ernest Hemingway
Slide 13: The growth of “AI” in financial services
The growth of “AI” in financial services 1990 - 2004 2005 - 2009 2010 – 2015 2016 – 2019 2020 – 2024
Slide 14: AI’s evolution mirrors the brain…just MUCH faster
AI’s evolution mirrors the brain…just MUCH faster Cognition, Motivation Agentic AI and Feedback Dynamic balancing of Language and visual creation Executive Control/Salience Higher-order perception, Transformer Capabilities language, reasoning Neocortex trained on Deep Learning specialist sensory str
Slide 15: The Hype Cycle is ever-present for new technologies
The Hype Cycle is ever-present for new technologies Peak of inflated expectations EXPECTATIONS ment Plateau of productivity n lighte n o fe pe Slo Innovation Trough of trigger disillusionment TIME
Slide 16: And allowing us to flatten the curve
And allowing us to flatten the curve Peak of inflated expectations EXPECTATIONS ment Plateau of productivity n lighte n o fe pe Slo Innovation Trough of trigger disillusionment TIME
Slide 17: AI offers the opportunity to disrupt our value chains
AI offers the opportunity to disrupt our value chains ACQUISITION, PRODUCT SALES AND PRICING AND OPERATIONS CLAIMS DEVELOPMENT DISTRIBUTION UNDERWRITING NON-CORE ACTIVITIES
Slide 18: Biometric Screening and Life Returns
Biometric Screening and Life Returns Myriad Life Returns Opportunity The life insurance market in South Africa heavily relies on in-person interactions, which leads to lost benefits for clients and challenges for insurers in improving risk selection. This leads to low client engagement and adviser f
Slide 19: A clearly client-centric value proposition
A clearly client-centric value proposition Initial Ongoing Discount % screening screening Up to 35% About 3 minutes on About 10 minutes on upfront average average per year to premium maintain/improve Biometric facial discount discount screening (90 seconds) + a few Biometric facial mandatory screeni
Slide 20: Advances both our capabilities and our brand positioning
Advances both our capabilities and our brand positioning
Slide 21: Positive results to date
Positive results to date 1 20 000 clients screen annually (40% conversion on new business) 2 11 000 reassessments completed (50% uptake) 3 Clients saved more than 25 000 hours and retained R40 million in premium discounts 4 R58m saving to date 5 Impact: Faster, fairer, sustainable underwriting and r
Slide 22: AI solving for increased operational scale requirements
AI solving for increased operational scale requirements Direct application QA using AI Opportunity Solution • Direct-to-client life product • 3 months to develop, test and acquisition leads to 10x the number deploy AI capability into Myriad of applications acquisition journey • Requires a digital an
Slide 23: AI helping to better manage client risk
AI helping to better manage client risk Metropolitan propensity to pay Opportunity Solution • How do avoid over-selling to • Metropolitan data science and clients with low propensity to pay? technology teams worked closely together to deliver risk indicators using data such as CPB • Solving for this
Slide 24: We have a long way to go…and anticipate an exciting climb
We have a long way to go…and anticipate an exciting climb
Slide 25: Amara’s Law still holds firmly true for AI
Amara’s Law still holds firmly true for AI… ”We tend to to overestimate the effect of a technology in the short run, and underestimate it in the long run” Roy Amara
Slide 26: Developing excellence in these areas is a non-negotiable
Developing excellence in these areas is a non-negotiable How humans think about the future How technology-driven productivity develops High Underestimate The “Oh Heck” Moment Amazement and IMPACT OF TECHNOLOGY then Anxiety Overestimate Disappointment Low TIME
Slide 27: An easier way to remember...
An easier way to remember... ont, ~
Slide 28: Two final examples
Two final examples Venture Capital Investments Our approach to India
Slide 29: Digital and Technology are strategically crucial to our future
Digital and Technology are strategically crucial to our future Our Our Brands Advisers and and Products Clients Guarantor
Slide 30: Technology with a human touch…
Technology with a human touch…
Slide 31: …in order to deliver on our Group Purpose
…in order to deliver on our Group Purpose
Slide 32: Thank you
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