Intellect Design Arena Ltd · NSE:INTELLECT
Intellect Design Arena — Investor Day (July 2019)
188 slides from Intellect Design Arena's investor day presentation, Jul 30, 2019
Slide 1: Intimation to stock exchanges under Regulation 30(6)
intellect® • • Design for Digital Intellect/SEC/2019-20 July 30'·, 2019 1. National Stock Exchange of India Ltd., SCrip Code: th Exchange Plaza, 5 Floor, Plot No. Cl1, G Block, Bandra Kurla INTELLECT Complex, Bandra (E), Mumbai -400 051. 2. BSE Ltd. SCrip Code: 1st Floor, New Trade Ring, Rotunda Bui
Slide 2: Contextual and Digital: Leading the Transformation Agenda
CONTEXTUAL AND DIGITAL Leading the Transformation Agenda INVESTOR AND ANALYST SUMMIT 2019 July 30, 2019
Slide 3: Safe Harbor Statement
Safe Harbor Statement Certain statements in this release concerning our future prospects are forward-looking statements. Forward-looking statements by their nature involve a number of risks and uncertainties that could cause actual results to differ materially from market expectations. These risks a
Slide 4: Agenda
INVESTOR AND ANALYST SUMMIT 2019 Agenda 01 Market Opportunity 02 Intellect Journey 03 FY 19 - Promise Delivered 04 Four Elements 05 Our Confidence about the Future
Slide 5: Designed to deliver the Digital promise
Designed to deliver the Digital promise Addressing transformation needs of Banks, Insurance and FinTech Companies Global Fintech product Right-sized powerhouse Partner for Digital Transformation World's first full Differentiating by spectrum platform Design Thinking for financial institutions 4
Slide 6: Market Opportunity
MARKET OPPORTUNITY Who do we compete with... Consumer Banking: Temenos, Finastra, Software spend in FinTech - $300 Bn TCS, Finacle and Oracle Transaction Banking: Finastra, ACI Worldwide, CGI and Bottomline 50% growth in product business i.e. $20 Bn to $30 Bn between FY19 to FY23 Risk, Treasury and
Slide 7: Our Winning Digital Strategy
OUR WINNING DIGITAL STRATEGY We address the global technology What problems requirements of do we solve • Banks – Corporate and • Complexity of multiple generation of Retail Platforms • Financial Institutions – • Banking systems which are built on Central Banks, Non 90’s technology with Band-aid Dig
Slide 8: Dimensions of Complexity
Dimensions of Complexity Dimension 1 Dimension 2 Dimension 3 Dimension 4 Dimension 5 Complexity of Complexity of Data Complexity of Complexity of Complexity of disparate Management and Innovation and Changing Security, aligning multiple Architectures Integration across multitude of Products Regulati
Slide 9: Intellect's Product Story
INTELLECT’S PRODUCT STORY Why do customers rely on Intellect? 8
Slide 10: What is our product story – Intellect's roadmap
WHAT IS OUR PRODUCT STORY – Intellect’s roadmap 5 steps to drive sustainable It takes 3 years to move and scalable Product from Step 2 to step 4. Business • Step#1 : Building a product around an identified market need Over 60% of our product investments • Step#2 : Winning first reference deliver to
Slide 11: Intellect 1.0 – 2015-2018
INTELLECT 1.0 – 2015-2018 Phase of growth and investment – Several Products were in Steps # 2 and # 3 – Investments in Product development – Investments in Sales & Marketing – Brand building, gaining Market acceptance, winning Analyst endorsements – Investments in building Leadership bandwidth and b
Slide 12: Intellect 2.0 – 2018-2021
INTELLECT 2.0 – 2018-2021 Industrialization, Monetization and Customer Centricity – Aim is to move more Products to Steps # 4 and # 5 – Industrialization – Scaling Making processes robust and repeatable Ensuring D-3 OTIF , defect free delivery – Monetization – Unlocking the value of IP investmen
Slide 13: What we said at Investor Summit 2018
What we said at Investor Summit 2018 01 15 Product Portfolio is designed for predictability and sustainability 04 License revenues and average deal value moved up since last year Sequential Maturity of each business Market opportunities and our unique 02 FY 19 - iGTB FY 20 - iGCB FY 21 - Intellect S
Slide 14: Promise Delivered 2018-19
2018-19 PROMISE DELIVERED 65 % of Revenue License Growth - 67.4% YoY License Value Per from Advanced deal $ 947K up from Market* $ 579 K in FY 18 04 Top 20 customers yield EBITDA Growth 03 05 an average Revenue of - Rs.148.50 Crs INR 42.13 Cr as against (Up by 144.16%) INR 31.9 Cr in FY 18 02 06 Rev
Slide 15: Where do we stand on the Four Elements?
Having delivered in FY19, where do we stand on the Four Elements ? Growth Moat Assurance Margins Cash 14
Slide 16: Four Elements: Moat
Four Elements Moat Growth Assurance Margins Cash 15
Slide 17: Moat – The Golden Quad
4 ELEMENTS OF Moat MOAT – THE GOLDEN QUAD Technology Leadership Brand End Customer 16
Slide 18: Moat: Technology
Moat TECHNOLOGY 17
Slide 19: Cloud Native, API Ready, Microservices based Open Architecture
Cloud Native. API Ready. Microservices based Open Architecture Powered by AI & ML 18
Slide 20: Culture comes first...
Culture comes first... 19
Slide 21: World view of banking from first principles
We developed our World view of banking from ‘first principles’ More Customers Per Product MCP LOWEST COST-TO-INCOME MPC More Products Per Customer RATIO MTC More Transactions Per Customer 20
Slide 22: Laws of Design Thinking
And defined 3 Laws of Design Thinking... Design Thinking Law # 1 Less is More Design Thinking Law # 2 Design Thinking Last 2% is 200% Law # 3 Theory of 1000gm, 100gm & 10gm 21
Slide 23: Mapping of Four Cs
... To address the mapping of Four Cs Complexity Continuous Comprehensiveness Change Cost 22
Slide 24: A 5 Step Process
We came with a 5 Step Process 1.1. Design Design Thinking Thinking 5. 2. Developing Observing API Ready Patterns and Contextual Developing Products Frameworks 3. 4. Roadmap for Delivery Developing a Excellence Robust and Agile Product 23
Slide 25: Design Thinking
1. Design Thinking 24
Slide 26: What is Design Thinking?
1. What is Design Thinking? Design Thinking Source: IDEO
Slide 27: What is Design Thinking?
1. What is Design Thinking? Design Thinking Source: The Design of Business, Roger Martin, 2009
Slide 28: What is Design Thinking?
1. What is Design Thinking? Design Thinking Stated Understanding Requirements Unstated Patterns Observing Anti-patterns Within the Box Connecting The Dots Outside the Box Unearthing Don’t know what I Blind spots Don’t know 27
Slide 29: Five Growth Enablers - SEPIA
Five Growth Enablers - SEPIA Skill Expertise Perspective Idea Alignment 28
Slide 30: Five Friction forces - DCAFE
Five Friction forces - DCAFE Doubt Ego Conflict Fear Anger 29
Slide 31: Three forces to watch - VAL
Three forces to watch - VAL Vulnerability Limiting Beliefs Appreciation 30
Slide 32: Observing Patterns and Developing Frameworks
2. Observing Patterns and Developing Frameworks 31
Slide 33: Using Design Thinking, we came up with Frameworks
2. Observing Patterns and Using Design Thinking, we came up with Frameworks Developing Frameworks Observe and Understand Identify Connect Stated and Patterns The Dots Unstated needs 32
Slide 34: Frameworks
2. Observing Frameworks Patterns and Developing Frameworks • Frameworks are required to attack the Complexity and simplify the landscape • They also ensure comprehensiveness of the Solution to the problem statement Framework 1 Framework 2 Architecture Knowledge COPARIS L0/L1 33
Slide 35: Framework 1 – Architecture - COPARIS
2. Observing Framework 1 – Architecture - COPARIS Patterns and Developing Frameworks We knew that to make Bank 2.0, Bank 3.0 or Bank 4.0 to work we need fundamental rethinking on Architecture 1. Architecture of Customer Experience C 4. Architecture of Decision support Analytics A 5. Architecture of
Slide 36: Framework 2 – Knowledge - L0 / L1
2. Observing Framework 2 – Knowledge - L0 / L1 Patterns and Developing Frameworks Our challenge was to ‘Connect the dots’ Banking is extremely complex and has between various knowledge packets huge a knowledge base spread around Products, Operations and Technologies We were inspired by Chemistry’s P
Slide 37: L0 - Global Universal Banking
2. Observing Patterns and L0 - Global Universal Banking Developing Frameworks 36
Slide 38: L1 - Level 1
2. Observing Patterns and Developing Frameworks L 1 - Level 1
Slide 39: L1 – Intellect Digital Core - IDC
2. Observing Patterns and L1 – Intellect Digital Core - IDC Developing Frameworks 38
Slide 40: L2 - Level 2
2. Observing Patterns and Developing Frameworks L 2 - Level 2
Slide 41: L2: Remote Deposit Cheque – User Journey
2. Observing Patterns and L2: Remote Deposit Cheque – User Journey Developing Frameworks Persona Scenario Process Flow Brittany is 30 years old and Brittany received a cheque from Steps works as a telecom engineer. one of her friend and she The bank receives the She then enters cheque doesn’t have t
Slide 42: L3 - Level 3
2. Observing Patterns and Developing Frameworks L 3 - Level 3
Slide 43: L3: Remote Deposit Cheque – Confluence Documentation
2. Observing Patterns and L3: Remote Deposit Cheque – Confluence Documentation Developing Frameworks 42
Slide 44: Roadmap for Developing a Robust and Agile Product
3. Roadmap for Developing a Robust and Agile Product 43
Slide 45: Roadmap to develop a Robust and Agile Product
3. Roadmap for Roadmap to develop a Robust and Agile Product Developing a Robust and Agile Product • We realized that coding was the biggest source of defects, instability and rigidity • So to build a robust and agile product, we needed low coding technologies that would minimise code • We therefore
Slide 46: 6 Low Coding Platforms
3. Roadmap for 6 LOW CODING PLATFORMS Developing a Robust and Agile Product • We designed and invested in 6 Low Coding Banking Technologies on which we built our Products 1 2 3 4 5 6 Digital Canvas Digital Inside Intellect Big Data Purple Fabric for Olive fabric ARX for Technology for Hub technology
Slide 47: Delivery Excellence
4. Delivery Excellence 46
Slide 48: Delivery Excellence
4. Delivery Excellence Delivery Excellence • Delivery was considered a mystery, prone to defects, failures scope/ time/ cost over-runs • So, we developed a robust Delivery Excellence Framework • To deliver our Brand Promise of D-3 OTIF 47
Slide 49: Delivery Excellence - D-3 OTIF
4. Delivery Excellence - D-3 OTIF Delivery Excellence 48
Slide 50: Implementation certainty and Model Bank
4. Implementation certainty and Model Bank based on Delivery Excellence Best in Class User Journeys • Our Products integrate Business, Operations and Technology and bring value add in terms of Business Benefits, Operational saves and contemporary technology • Delivery Excellence and Support models e
Slide 51: Developing API Ready Contextual Products
1. Design Thinking 5. Developing API Ready Contextual Products 50
Slide 52: API first and Contextual Products
API first and Contextual Products 5. Developing API Ready Connecting to API lead architecture and AI/ML Contextual Products
Slide 53: How Design Thinking approach Benefits Intellect
How Design Thinking approach Benefits Intellect Drive Shorter Design More License Implementation time Thinking compared to implementation revenue One third was license in 2016 and now it is 50% - 60% license in current deals
Slide 54: Moat: Leadership
Moat LEADERSHIP 53
Slide 55: Leadership Teams
Moat LEADERSHIP TEAMS • Designing the Business for the Best-in-Class people • Stable Leadership Team. High retention • 100 + leaders from Financial and Technology world of each with around 25 years of experience • Diversity and Inclusiveness. Nationality Agnostic. 54
Slide 56: Moat: Brand
Moat BRAND 55
Slide 57: Product Acceptance in Leadership Quadrant
Product Acceptance in Leadership Quadrant Intellect’s cutting-edge digital technologies and products have been recognized by renowned global analysts and research firms IBS ranks Intellect no. 1 Aite Group has profiled Intellect Intellect has been recognized Novarica recognized iGTB rated as LEADER
Slide 58: Fifth iGTB Oxford School for Transaction Banking
Fifth iGTB Oxford School for Transaction Banking Fifth iGTB Oxford School of Transaction Banking proved a phenomenal success with overwhelmingly positive feedback, an unprecedented NPS score of 94.4% and an average 4.6/5 session rating. This senior, by- invitation school, with a curriculum including
Slide 59: Moat: End Customer
Moat END CUSTOMER 58
Slide 60: Focus on Advanced Markets
Focus on Advanced Markets 2 65% ADV. FY 19 Revenue from MARKETS JAS, Europe, Americas from 55% in FY 15 35% 65% GROWTH MARKETS JAS : Japan, Australia, Singapore
Slide 61: World's Best Banks 'Bank On' Intellect
WORLD’S BEST BANKS ‘BANK ON’ INTELLECT 240 + Over 240 Customers 91 Serving clients in 91 countries 60
Slide 62: Rely on Intellect
RELY ON INTELLECT One of the Top 3 Financial Institutions in Advanced /Growth Markets 61
Slide 63: Top customers yield average revenue over INR 40 Cr
42.13 31.9 25.23 In FY 19, Our Top 20 in INR Cr 18.62 23.94 customers yield an average Revenue of Over INR 40 Cr 62
Slide 64: Four Elements: Growth Assurance
Four Elements Growth Moat Assurance Margins Cash 63
Slide 65: Highest CAGR amongst IT Product Companies
Highest CAGR amongst IT Product Companies 228 345 194 1459 170 1069 206 144 907 109 807 156 605 126 86 FY 15 FY 16 FY 17 FY 18 FY 19 FY 15 FY 16 FY 17 FY 18 FY 19 FY 15 FY 16 FY 17 FY 18 FY 19 Revenue (in INR) License Revenue AMC Revenue 64
Slide 66: Healthy Pipeline
Healthy Pipeline Active Pursuits – Q1FY20 • The current funnel of Intellect is around INR 3580 Cr ($ 515 Mn), out of which INR 3275 Cr ($ 474 Mn) is accounted by 133 opportunities • Average deal size in Q1FY20 stands at INR 16 Cr ($ 2.3 Mn) against INR 12.5 Cr Destiny Deals ($ 1.8 Mn) in Q1FY19 41 D
Slide 67: Active Pursuits
Active Pursuits Q4 FY19 Q1 FY20 High value active pursuits Active Won Lost Added Active Remarks 40+ Pursuits Pursuits 6 deals from Q4 FY19 6 - - 1 7 1 new deal added 1 deal Won • 7 pursuits are of value more than INR 50 Cr each 1 deal Lost 14 1 1 2 14 12 deals from Q4 • 14 pursuits are of value betw
Slide 68: Strong Order Backlog
Strong Order backlog Q1 FY20 Q4 FY19 License Based License Based (License, AMC*, Implementation, etc.,) (License, AMC*, Implementation, etc.,) INR 1128 Cr INR 1135 Cr Subscription/Cloud Based Subscription/Cloud Based INR 300 Cr INR 295 Cr INR 400 Cr (Excluding order backlog of GeM project) (GeM proj
Slide 69: Four Elements: Margins
Four Elements Growth Moat Assurance Cash Margins 68
Slide 70: Annual FY19 – Registering 36.4% growth
Annual FY19 – Registering 36.4% growth FY 19REVENUE (INR) FY 19 REVENUE (US $) EBITDA (INR) GROSS MARGIN (INR) 1458.7 Cr 36.4% $ 208.27 Mn 25.5% 148.50Cr 144.16% 721.56 Cr 38.63 % FY 19 1458.7 Cr FY 19 $208.27 Mn FY 19 148.50Cr FY 19 721.56 Cr FY 18 1069.48 Cr FY 18 $ 165.93Mn FY 18 60.82 Cr FY 18 5
Slide 71: SG&A and R&D costs as percentage of revenue
SG&A costs now at 31.21% of revenue in FY19 From 35.22% in FY18 and 43.62% in FY 17 Research, Engineering and Product development costs now at 14.91% of revenue in FY 19 From 17.18% in FY18 and 18.88% in FY17 We have invested additional INR 7 Cr in research proactively in FY 19 to support our destin
Slide 72: Total Revenue & Cost Trend
Total Revenue & Cost Trend Deep Market Beginning Product Development of Payoff Investment Investment Cycle INR Cr 450 400 397.5 383.1 377.9 343.38 350 342.1 345.5 302.9 300.1 336 331.13 300 266.1 263.84 286.7 244.9 247.9 282.4 250 240.9 236.6 218 254.6 246.7 229.4 234.7 224.7 225 Cost Revenue 200 20
Slide 73: Four Elements: Cash
Four Elements Growth Moat Assurance Margins Cash 72
Slide 74: Collections
Cash Collections 376 338 329 314 302 291 290 270 256 252 231 212 210 185 184 Q3 FY 16 Q4 FY 16 Q1 FY 17 Q2 FY 17 Q3 FY 17 Q4 FY 17 Q1 FY 18 Q2 FY 18 Q3 FY 18 Q4 FY 18 Q1 FY 19 Q2 FY 19 Q3 FY 19 Q4 FY 19 Q1 FY 20 *INR Cr 73
Slide 75: Confidence About the Future
CONFIDENCE ABOUT THE FUTURE 74
Slide 76: Key Business Developments
Key Business Developments Global Transaction Banking Global Government Consumer e Marketplace Banking Business at Intellect Treasury Wealth Qube and Capital Markets Intellect SEEC Intellect SEEC
Slide 77: Promise Delivered
Promise Delivered Top of the League in Has 25% market Branding and Thought Set for Stage 5 of the coverage in target Leadership Product Cycle – winning segment of 300 chosen Premium pricing and Banks with 80+ installs marquee deals Has acquired 04 Leadership Logos 03 05 70% of revenue in chosen Mark
Slide 78: Business in the Profitable Trajectory
Business in the Profitable Trajectory Now figures IDC Quantum is a amongst Top 7 Category leader in Global vendors. the specialist Registers second Most segment of Cloud win in contemporary Central Banking. Europe. First Win Tech architecture Lending focus on gone live. Proven niche markets in Advan
Slide 79: Pioneering Deployment of AI/ML & Big Data
Pioneering Deployment of AI/ML & Big Data Industry Leading Cloud Native Launched Xponent Stack with Kubernetes Intake– cognitive Global Competency Partner AWS automation with AI & Delivered one of Europe’s Big Data largest digital transformations 04 Top of the League in Branding , acknowledged thoug
Slide 80: Intellect Risk, Treasury and Markets
Intellect Risk, Treasury and Markets • Intellect Risk, Treasury and Markets (iRTM) - Covers the comprehensive suite of products to address the requirements of banks and capital markets participants. o Capital Cube - Single real time Platform combining Treasury & Asset Liability Management offering s
Slide 81: Intellect Wealth Qube
Intellect Wealth Qube • Wealth Qube-2020 – structured around6 offices,23 Desks, 121 Tools with the Relationship Manager at the Center • Promise of 20% increased sales revenue ; 20% increase in Business productivity • For Global wealth Management, Private Banking, Broking, Asset Management, Trust Ban
Slide 82: Government e Marketplace
Government e Marketplace • Managed Service Provider for Government e Marketplace – won amidst global competition • Government e Marketplace is an End-to-end online marketplace for products & services for Central & State Govt. departments and PSUs • Went live ahead of schedule in FY18. Scalable to ha
Slide 83: Future Outlook
Future Outlook Potential Risks and Challenges Ability to predict deal Cloud Adoption in closure quarter on Enterprise space quarter 82
Slide 84: Way Forward
Way Forward Competitive positioning • Strong as evidenced by repeat business by 85.1% • Increased pricing power through brand and ability to generate referencing • Niche play in Central banks and Treasury • Opportunity to upsell and cross sell vigorously Multiple structural drivers underpinning thir
Slide 85: Way Forward
Way Forward Scale IDC and S1 AI & Big Data Partnerships in Advanced S2 Market Deepening Customer S3 Relationship Managing Scale – Leadership S4 Pipeline 84
Slide 86: We invite you to 8012 FinTech Design Center
WE INVITE YOU TO 8012 FinTech Design Center to Experience Intellect 85
Slide 87: Investor Day: iGTB
INVESTOR DAY Mumbai, India MANISH MAAKAN CEO, iGTB 30 July 2019
Slide 88: Agenda
Agenda 1 Performance 2018-19 - Promise Delivered Again 2 Business Strategy & Key Growth Drivers 2023 3 Focus on Leadership Development 4 Customer Speak
Slide 89: A uniquely focused Global Product innovator
A uniquely focused Global Product innovator, iGTB has the soul of an agile start up, with the maturity of an established specialist in designing advanced Digital Products for Global Transaction Banks. iGTB provides full spectrum, fully integrated products that run in over 85 financial institutions,
Slide 90: The World's Best Corporate Banks Bank on iGTB
The World’s Best Corporate Banks Bank on iGTB iGTB IS A NOTABLE EXAMPLE #1 FOR OPEN BANKING THE VENDOR TO WATCH STRONG PERFORMER Extensive use of micro services and Full Score on Interactive Open AIM evaluation: The leading providers The Forrester Wave™ 2018 : Digital Banking cloud-native PaaS techn
Slide 91: Promise Delivered
Promise Delivered Building Trust & High NPS with Customers Go-Lives Go-Lives CUSTOMER UPGRADES 29 4 ADDL COUNTRY 9
Slide 92: Business Strategy & Key Growth 2023
Business Strategy & Key Growth 2023
Slide 93: Market Dynamics
Market Dynamics 6 Commercial Confidential – Copyright Intellect Design © 2019
Slide 94: Growth in "Boring" Business
Growth in “Boring” Business 9% 21% Growth in transaction Growth in HSBC cash & banking revenues liquidity in 2018 16% 40% Growth in JPMC global treasury Transaction banking revenues (cash services revenues in 2018 management and trade finance) proportion of total Corporate Banking revenues $509bn Va
Slide 95: Cash Management Survey across Top-100 Banks in US
Recent Cash Management Survey across Top-100 Banks in US 86% Why 89% of the top-100 banks in the US will replace their Cash Management application 8 Commercial Confidential – Copyright Intellect Design © 2018
Slide 96: Adoption of Real Time Payments Continues Apace Globally
Adoption of Real Time Payments Continues Apace Globally Celent Commercial Confidential – Copyright Intellect Design © 2018
Slide 97: Payments Revenue Expected to Grow by $1.1 Trillion Through 2027
Payments Revenue Is Expected to Grow by $1.1 Trillion Through 2027 Payments revenue ($billions) 2,419 REVENUE GROWTH (CAGR) 2,500 +6.6% 2010–2017 2018–2027 2,000 1,778 1,465 (61%) $370 billion $751 billion 1,500 1,362 (12.6%) (8.3%) +6.8% 1,273 1,027 (58%) 1,000 657 714 -40% 805 (52%) (52%) 286 (36%
Slide 98: Growth in Liquidity Revenues Nearly Two-thirds of Global Revenue Growth
Growth in Liquidity Revenues Nearly Two-thirds of Global Revenue Growth But with Regional Nuances Payments revenue 2016-17 Growth decomposition, by region, 2016-17 growth year-on- decomposition, 2016- year Volume driven 17 | growth rate 195 Margin driven ($ billion4) Cross-border 4% (5) +4 transacti
Slide 99: Traditional Trade Business is about Cost Reduction Economics
Recognition that Traditional Trade Business is about Cost Reduction Economics 30% $ 5-6BN $ 192BN 20% Saving on time spent on Cost saving by Impact of Reduction of operational compliance through Digitisation over Digitisation on and compliance cost automation next 3-5 years world GDP digitising trad
Slide 100: SMEs Critical Financing Gaps Across the Supply Chain
SMEs Critical Financing Gaps Across the Supply Chain Physical Supply Chain Shipment process Seller/Supplier Buyer Purchase Order Factory Port of Shipment Port of Warehouse Manufacturing Loading- Discharge- Customs Clearance Terminal Terminal Status Update Status Update Status Update Manufacturing Fi
Slide 101: Invest in the Contextual Banking Revolution
Invest in the Contextual Banking Revolution Contextual Banking – we trailblazed it, now it is reality 14
Slide 102: Invest in Leading Contextual & Digital Products
Invest in Leading Contextual & Digital Products 9 6 4 3 CBX : Supply Chain Finance Last Logged in on 28-08-16 at 5:445 GMT Jon Doe Analytics Receivables Tasks Initiate Maintain At a Glance As of Today Sales Future Cash Inflow (USD) Product Sales (units) $57.33 M 2.7% 10,000,999 8.5% Value in Mn USD
Slide 103: Contextual: Bank as a trustful advisor
Contextual: Bank as a trustful advisor to become integral part of corporate’s financial supply chain 16 Commercial Confidential – Copyright Intellect Design © 2018
Slide 104: Contextual: Segmented Experiences for Larger Corporates
Contextual: Segmented Experiences for Larger Corporates Commercial Confidential – Copyright Intellect Design © 2018
Slide 105: Contextual for Bookkeeper at SMEs/SMBs
Contextual for Bookkeeper at SMEs/SMBs 18 Commercial Confidential – Copyright Intellect Design © 2018
Slide 106: Contextual for Large Corporates through Universal Payment Wizard
Contextual for Large Corporates through Universal Payment Wizard Corporate Edition Commercial Confidential – Copyright Intellect Design © 2018
Slide 107: Building Leadership for tomorrow's world
Building Leadership for tomorrow’s world
Slide 108: Invest in an Experienced, Proven Leadership Team
Invest in an Experienced, Proven Leadership Team Over 350 Years in this Field MANISH MAAKAN ANDREW ENGLAND UPPILI SRINIVASAN MICHEL JACOBS PHIL CANTOR KISHALAYA DAS Chief Executive Officer Director, Head of Strategy Chief Operating Officer & Global Head of Sales & Chief Marketing Officer Global Head
Slide 109: Investing in Building Leadership Pipeline
Investing in Building Leadership Pipeline INTELLECT OXFORD LEADERSHIP PROGRAM March, 2019 London - Oxford 22
Slide 110: Market Share Leader Takes It All
Market Share Leader Takes It All World’s Best Corporate Banks Bank On iGTB 85 clients 91 countries
Slide 111: Confidentiality notice
© 2019, Intellect Design Arena Limited. All rights reserved. These materials are confidential and proprietary to Intellect and no part of these materials should be reproduced, published in any form by any means, electronic or mechanical including photocopy or any information storage or retrieval sys
Slide 112: Intellect SEEC
1 intellect SEEC www.intellectseec.com
Slide 113: Focus: Data
2 FOCUS : DATA intellect SEEC www.intellectseec.com
Slide 114: Why Data?
3 Why Data ? USD Millions US Commercial Insurance Market $314,925 US Commercial IT Spend (@4%) $12,597 Estimated US Commercial Packaged Software spend $1,575 vs. Verisk insurance revenue $2,440 Transunion $2,317 intellect SEEC www.intellectseec.com
Slide 115: Why Data?
4 Why Data ? intellect SEEC Source : IDC www.intellectseec.com
Slide 116: The Intellect Journey: Industry Impact
5 The Intellect Journey ML Analytics ML Automation Cloud Native SW, Platform As a Industry Impact Service, Fabric Data Service Big Data Platform Augmented UW Cloud (non multi tenant) Enterprise SW Multi Channel, Java Mobile Software 2014 2015 2016 2017 2018 2019 Demerger Time intellect SEEC www.inte
Slide 117: Fundamental Promise
6 Fundamental Promise Intellect is making investment in Tech an appreciating asset for Insurers New Age ML Software High Dimensional That Automatically Streaming& Big Data Algorithms for core functions Evolves and Improves intellect SEEC www.intellectseec.com
Slide 118: What Do We Do?
7 WHAT DO WE DO ? Create Magic With Data, Analytics and Software Data Analytics Cloud Software Platform designed to be default Partner to build, test, deploy Cloud Native SAAS for Intake source of all 3rd party data : and continuously refine of commercial Assimilate new data sources predictive model
Slide 119: Business Model
8 Business Model H i g h l y S c a l a b l e , A d d i c t i v e a n d Va l u e G r o w i n g Data Analytics Cloud Software • API Based • Per use license model to • SAAS Subscription • Per Click (w minimum grow with scale • Attractive entry level annual subscription) • Creating our own pricing • Dif
Slide 120: Client Journey
9 Client Journey Analytics Loss Control Predictive UW j Prospecting Data Client GL Auto Prop Target Value & j TAM WC Addictiveness US$5Bn. Software US+UK+CA Xponent Intake – New LoBs P&C Xponent Intake Xponent Work Station Time How IT & Process What decisions How decisions Is Managed are made on are
Slide 121: Data world is exploding and enabling game changing use cases
10 Data world is exploding and enabling game changing use cases Forklifts/Lathes IoT/IoE (GPS, Giro, Fork Risky/Alexa position, Video, Collision Voice/ChatLSTM/CRF) data, Faults, Mechanics) Push Notifications Employees Commercial Driving License, Accident History, Health Old School Data (Smoking, Ar
Slide 122: The Industry has a big Data Problem
11 The Industry has a big Data Problem B i g D a t a & A I S h o u l d b e t h e a n s w e r, b u t t h e r e a r e c o m p l i c a t i o n s 1. User submitted data, particularly from brokers is messy, inaccurate and biased against the carrier 2. Data quality from traditional sources is inaccurate,
Slide 123: Enterprise Big Data Platform: Intellect Fabric
12 I n t e l l e c t FA B R I C Enterprise Big Data Platform Chat bots No Fill UI Distribution Data Enrichment Risk Analytics Intellect Fabric Data Service Underwriting Search > Match > Aggregate > Contextualize > Analyze Predictive Rating Fraud Investigation Operations Customer Feedback Intelligent
Slide 124: Using Data to make magic: Insight + Foresight
13 Using Data to make magic : Insight + Foresight • The trick is not that the app was able to trigger a some rule: if get_from_api(destination_close) < 1hr alert(“Blah Blah”) • The trick was to infer you will arrive at 20:12 based on • Weather conditions • Road conditions • Historical traffic patter
Slide 125: Use Data to make magic: Insight + Foresight
14 Use Data to make magic : Insight + Foresight intellect SEEC www.intellectseec.com
Slide 126: A picture is worth a thousand words...But...
15 Computer vision A picture is worth a thousand words…..But… …does your system know how to read? intellect SEEC www.intellectseec.com
Slide 127: ...it can with Deep Learning!
16 Computer Vision …it can with Deep Learning! roof (0.97624326) people (0.9719751) family (0.9543848) man (0.9538991) house (0.9445791) construction worker (0.930442) roofer (0.9325291) adult (0.9107766) action (0.9062755) business (0.9005916) safety risk(0.97167285) rooftop (0.92714784) Image cred
Slide 128: The Intellect SEEC Difference
17 The Intellect SEEC Difference? Best and Most Insurance Data in the World 1. Velocity Search based - Most recent and accurate results 2. Variety Private data, open data, surface web, dark web, social and streaming 3. Veracity Match the right entity + Triangulate the element of truth from multiple
Slide 129: 8000+ Sources from Structured to Unstructured
18 Va r i e t y 8000+ SOURCES FROM STRUCTURED TO UNSTRUCTURED Company Location Person Unstructured 120 22 13 8,155 Company Location Person Violations Hazards Vehicles Owned Ratings Toxic Sites Social Info Industries Geo Info Employment History Financial Images Videos Driver Information Recognitions
Slide 130: Vast and Rapidly Growing Library of Data and Predictive Insights
19 Vo l u m e Vast and Rapidly Growing Library of Raw & Triangulated Data and Predictive Insights Aggregation (Information) Data Value Chain Insights (Knowledge) Standard Triangulated Triangulated Rule Based Big Data Roadmap Grand Total Data Data Score Insights Insights A - Company 324 818 77 3 23 1
Slide 131: API Based Data Service Model
20 API Based Data Service Model Company Location Data Element ID Data Element Data Element ID Data Element C100011 Years in Business (Start Date) L100003 Location Address C100309 Legal Names L100004 City C100167 Legal Status L100005 Zip C100002 Annual Revenue L100007 State C100006 # Employees L10003
Slide 132: Intellect Data: August Release
21 Disruption of Traditional Data Monopolies Intellect Data : August Release Intellect Delinquency Score Underwriters can currently get information on past delinquent payments. But there has always (C101329): been a concern regarding predicting the future occurrence of missed or late payments. Intel
Slide 133: AI Opportunity - Automation Spectrum
AI Opportunity - Automation Spectrum 22 intellect SEEC www.intellectseec.com
Slide 134: "Data First" strategy in automation
23 “Data First” strategy in automation 800+ >90% 40-50% >20% new risk and exposure data elements more data Improved data automation available for coverage of forms accuracy in key potential better risk than brokers risk elements selection, underwriting & rating Reduce Cost Improve Data Fill Increase
Slide 135: IDX Video
24 IDX Video intellect SEEC www.intellectseec.com
Slide 136: IDX Video
25 IDX Video intellect SEEC www.intellectseec.com
Slide 137: GTM Evolution
26 Opportunity Space GTM Evolution Verticals Use Cases Channels 1. US Commercial Insurance 1. Data Validation 1. Complex Enterprise Sales Pilot 2. Simple Enterprise Sale 2. Secondary markets - 2. Data Enrichment 3. Market Place Pilot Pilot Q3/ Q4 commercial Insurance • Junto Phase • AWS Marketplace
Slide 138: Recent US Insurer Case Studies
27 Recent US Insurer Case Studies intellect SEEC www.intellectseec.com
Slide 139: Finding right prospects and prioritizing to top of queue
28 Example 1 : Sharpened prospecting and Prioritization Finding right prospects and prioritizing to top of que Assumed Prospects Rating Real view of Portfolio with Intellect Data Before Intellect Data ~75% Best Risk ~15% Investing resources in the wrong opportunities due to ~40% 25% classified incor
Slide 140: Scan book in minutes for key risk elements
29 E xa m p l e 2 : D a t a f o r I n s i g h t s a t S c a l e a n d Ve l o c i t y Scan book in minutes for key risk elements • Extract data deep within public sources (OSHA/SAFER) • > 1,300 elements on every account • Apply NAICS/SIC rules for eligibility with upto 20+ codes including reverse eng
Slide 141: Correcting erroneous input data for Rating and Underwriting fields
30 E x a m p l e 3 : D a t a Va l i d a t i o n Correcting erroneous input data for key Rating and Underwriting fields Client Example : Classified as food services Vs. actual business is butchery Standard Data : SIC 2011 - Meat Packing Plant (general) Big Data Insights : Slaughtering/butchering (ide
Slide 142: Text Mining to Answer key UW Questions: Liquor Example
31 Example 4 Text Mining to Accurately Answer key UW Questions : Liquor Example Show relevant & meaningful data to users Y/N text alert (simple UW alert) Unstructured Data collected Expert standardized context (coaching and insights with recommended interventions) intellect SEEC www.intellectseec.co
Slide 143: Cut Manual Underwriting Effort from hours to minutes
32 Example 5 Cut Manual Underwriting Effort Cut from hours to minutes Quantitative Benefit : Automation of Manual UW Effort Qualitative Benefits Underwriter searches of 2 hours per account on source research Consistency among UW staff Finding nothing in 30% of the cases Expert level guidance
Slide 144: Industry Accolades
Industry Accolades 33 Major analyst Recognitions Major Industry Awards & Recognition Intellect SEEC's among Early Adopters of AI in Insurance Underwriting features. Risk Analyst is one of the leading Predictive Analytics Solutions for US Insurers. Risk Analyst rated the strongest in its ability to s
Slide 145: intellect SEEC www.intellectseec.com
34 intellect SEEC www.intellectseec.com
Slide 146: intellect SEEC www.intellectseec.com
35 intellect SEEC www.intellectseec.com
Slide 147: Banking Re-Imagined
BANKING RE - IMAGINED “Banking Re – Imagined” Rajesh Saxena Investor Day, Mumbai: July 30th 2019 CEO - iGCB
Slide 148: Safe Harbor Statement
Safe Harbor Statement Certain statements in this release concerning our future prospects are forward-looking statements. Forward-looking statements by their nature involve a number of risks and uncertainties that could cause actual results to differ materially from market expectations. These risks a
Slide 149: Agenda
Page No 1 Recap/ Progress in last year 03 - 04 2 Market Opportunities & Trends 05 - 09 3 Our Story 10 - 33 4 Outside in View 34 - 38 5 Summary 39 - 40 3
Slide 150: Recap/Progress in last year
1 Recap/ Progress in last year 4
Slide 151: Progress Update - Stage set for IDC Growth
Progress Update - Stage set for IDC Growth Single Integrated Platform - IDC End to End Digital Transformation for Commercial & Central Banks 3 year • Currency & Vault Management plan IDC – Key Modules • Public Debt Management • Channels • Trade Finance • Quantum PaymentPlanExchange • Lending • Analy
Slide 152: Market Opportunity & Trends
2 Market Opportunity & Trends 6
Slide 153: Retail Bank IT spending in Application is USD 21 billion
Retail Bank IT spending in Application is USD 21 billion and growing at 6% 7 Source: Ovum 2019, Retail Banking Technology Spending through 2023
Slide 154: As IDC enters Advanced Markets, Headroom for Growth Exists
As IDC enters Advanced Markets, Headroom for Accelerated Growth and Pricing exists IT spending by regional market & category – Applications 30,000 25,000 Mi 20,000 Spend ($m) As 15,000 Continental UK Europe Eu US Entered UK 10,000 Will enter US Will enter Am Market in FY19 Continental Europe Market
Slide 155: Urgency to change Core Banking has never been greater
Urgency to change “Core Banking” has never been greater 3 TECHNOLOGY 1 • Changing the way customers CUSTOMER interact with banks • Redefining the “art of possible” • Changing profiles, and increasing expectations • Digital transforming the customer journey, omni - channel 4 REGULATION • Financial st
Slide 156: Banks today are constrained by their current legacy systems
Banks today are constrained by their current legacy systems • Poor customer experience • High operating costs • Reduced Speed to Market • High Regulatory Risk • Poor data Analytics “Banks without a modern digital platform will find it hard to remain competitive in the next five to seven years” - Jos
Slide 157: Our Story
3 Our Story 3 11
Slide 158: Re-imagining Banking Modernization
Re-imagining Banking Modernization Re-imagine Technology Re-imagine Customer Experience Re-imagine Branch Optimization Re-imagine Risk Architecture modernized for- Customer at the centre •Feet on Street banking •Ensuring Bank's ability to •Open Banking requirements •Intelligent banking •Increased di
Slide 159: Let's Re-imagine Technology
#1 LET’S RE-IMAGINE TECHNOLOGY Technology that powers change! • Micro-services based, API- First architecture • In built Intelligent Process Automation, ML reducing 64% manual processes for Cheque processing and Document Verification • AI Powered Credit Risk Engine & NLP based Chat BOTs enabling sup
Slide 160: Let's Re-imagine Infrastructure
#2 LET’S RE-IMAGINE INFRASTRUCTURE Cost effective and future proof! • Cloud ready solution, driving extensibility & scalability • Pay as you use, scale as you grow, increase speed and agility and decrease spends on large scale Data Centres • Meeting bank, region and regulator specific standards acro
Slide 161: Let's Re-imagine Customer Experience
#3 LET’S RE-IMAGINE CUSTOMER EXPERIENCE Truly Digital inside out! • Biometric verification of National ID. Enabling payments and Cash Transactions • Shift towards Experiential Banking, data backed intelligent alerts and notifications • Frictionless contextual omni channel experience with Voice and C
Slide 162: Let's Re-imagine Collaborative Banking
#4 LET’S RE-IMAGINE COLLABORATIVE BANKING Stay connected stay ahead! • Open Banking and PSD2 compliance, enabling AISP/PISP integration and third party aggregation • API enabled core processors to interface with 3rd party aggregators & digital market place • Value creation for Business Banking throu
Slide 163: Let's Re-imagine Branch Optimization
#5 LET’S RE-IMAGINE BRANCH OPTIMIZATION Bank is where the customer is! • Powering branchless distribution, Reducing TCO and reaching out to customer in remote locations • Possibility to tie up with Telco to on board customers • Shift from Branch to Kiosk banking 17
Slide 164: Let's Re-imagine Business
#6 LET’S RE-IMAGINE BUSINESS Real time and KPI driven • Real time customer and branch level profitability ensuring Sales force of a Bank modify their customer offering and segment based services • Robust & highly configurable product processors • N-Tier GL, Real time Product profitability • Multi le
Slide 165: Let's Re-imagine Risk Management
#7 LET’S RE-IMAGINE RISK MANAGEMENT Thinking end-to –end • A comprehensive fully integrated Solution across Core, Treasury, Trade Finance, AML • Comprehensive Digital Lending Suite, Workflow Based Origination, Enterprise Level Limit Management • ML powered Credit Risk Analyst 19
Slide 166: IDC – The Big Picture
IDC – The Big Picture Channels Alexa & AI Tablet Digital Internet/ Call SMS Integrated CBX 18.C Banking/ LOS, Collector Agent Banking Mobile Center/IVR Banking Chat Bots Digital Branch & Card Apps API Banking | Open Banking BOT – Identification, reading of documents| Fraud Validation| Data Entry| Si
Slide 167: Key Differentiators IDC – Contextual, Innovative & Digital
Key Differentiators IDC – Contextual, Innovative & Digital • Fully integrated product suite – Core, Lending, Trade Finance & Treasury • End to End Integrated Lending Suite – LOS, LMS & Collect Digital • 280+ APIs for Plug n play with 3rd party Model Bank • Digital channels – Digital solutions Branch
Slide 168: IDC designed to deliver reduction in O&T cost by at least 20%
IDC designed to deliver reduction in O& T cost by atleast 20% TIME TO ONBOARD TIME TO MARKET TIME TO SELL TIME TO DIAGNOSE TIME TO CASH DIGITAL | STP RAPID PRODUCT 360º CUSTOMER VIEW ZERO RECON | ONLINE GL INTEGRATED INNOVATION LENDING SUITE TIME TO RESPOND TIME TO SCALE TIME TO ADOPT TIME TO TRANSF
Slide 169: New Market Opportunity - Digital Bank
New Market Opportunity - Digital Bank 23
Slide 170: Comparative Overview
Comparative Overview Categories Monzo Revolut Marcus Intellect Onboarding Email Verification ✔ ✔ ✔ ✔ Mobile No. Verification ✔ ✔ ✔ ✔ Photo ID and Selfie Matching ✔ ✔ ✖ ✔ Log-in Password ✔ ✔ ✔ ✔ Finger Print ✔ ✔ ✖ ✔ M-Pin ✖ ✖ ✖ ✔ Face-ID ✔ ✔ ✖ ✔ Transfer & Payments Domestic Fund Transfer ✔ ✔ ✔ ✔ Inte
Slide 171: Comparative Overview
Comparative Overview Categories Monzo Revolut Marcus Intellect Savings Accounts ✔ ✔ ✔ ✔ Goal based Savings ✔ ✔ ✖ ✖ Term Deposits ✖ ✖ ✔ ✔ Borrowings Overdraft ✔ ✖ ✖ ✔ Personal Loan ✔ ✖ ✔ ✔ Credit Card ✖ ✖ ✖ ✔ Inquiry Quick Balance ✔ ✔ ✔ ✔ Statements ✔ ✔ ✔ ✔ Chat Service ✔ ✔ ✖ ✔ Debit Cards Top-Up fro
Slide 172: Launch to Leap
First 6 months Launch to Leap MyBank Rapid Onboarding AccountNxt DepositNxt 26
Slide 173: Launch to Leap
First 6 months Launch to Leap MyBank Intelligent Transfers BillsNxt CardsNxt 27
Slide 174: Launch to Leap
First 6 months Launch to Leap MyBank Smart Notifications 28
Slide 175: Launch to Leap
First 6 months Launch to Leap MyBank Your customers now Self-onboard in 60 seconds Enjoy a secure, superior Omni channel customer experience Track & manage their accounts and deposits on the go Digitally manage their cards – Block/ unblock, modify limits Pay smart with QR codes & split bills Make in
Slide 176: Enrich & Engage
Next 3 months Enrich & Engage MyBank CreditNxt PFMNxt PaymentsNxt 30
Slide 177: Enrich & Engage
Next 3 months Enrich & Engage MyBank Social Banking Chat Banking 31
Slide 178: Enrich & Engage
Next 3 months Enrich & Engage MyBank Your customers now Get contextual in-app Credit Offers Manage their credit relationship with an eye on cash flows Plan & track their spends, budgets & goals with the Personal Finance Manager Tap & pay with NFC Go social with their banking on Facebook & WhatsApp G
Slide 179: Expand & Extend
And Next 3 months Expand & Extend MyBank ARNxt BankNxt 33
Slide 180: Expand & Extend
And Next 3 months Expand & Extend MyBank Your customers now Augment their retail reality with merchant offers over AR Have access to a larger ecosystem of new businesses Explore products that map to their lifestyle needs Engage with truly personalized offers Get the best of banking through contextua
Slide 181: Outside in View
4 Outside in View 35
Slide 182: Gartner 2019: Magic Quadrant for Global Retail Core Banking
Gartner 2019 : Magic Quadrant for Global Retail Core Banking Temenos EdgeVerve Oracle TCS Mambu Intellect Finastra Innovation 1 1 1 0 1 1 1 Customer 1 0 1 1 1 1 0 Experience Operations 1 0 0 1 1 1 0 Sales Execution 1 1 1 1 1 1 1 Market 1 1 1 1 0 1 1 Understanding Key Strengths of IDC 1. IDC shows a
Slide 183: Forrester: Providers that Matter the Most and How they Stack up
Forrester : Providers that Matter the Most and How they Stack up The 2018 Global Banking Platform Vendor Pyramid - Rated Amongst Top 5 vendors globally by Forrester 37
Slide 184: Case Study - Tier 1 Bank in UK
Case Study 1 - Tier 1 Bank in UK CUSTOMER CENTRIC Remove obsolete Ovation system End – End Managed Services Cost effective Managed Service facilitating new Operating model. Tier 1 Client in Advanced DIGITAL AND MOBILE FIRST Market Full digital solution including Open OMNI-CHANNEL Banking CASA Deposi
Slide 185: Summary
5 Summary 39
Slide 186: Why are we winning against competitors
Why are we winning against competitors Ahead of Bank’s business Full spectrum solution Solution clarity is vision and requirements with flexible modules by 2 or 3 steps in terms of far better than and future expansion technology and thought Competitors capability leadership Professionalism, knowledg
Slide 187: Leadership Team: Rainbow Synchronization
Leadership Team : Rainbow Synchronization New Deals Banesh Rajesh Krishnan Paramdeep Harpreet Padmini S Ambal Prabhu Saxena Srinivasan SIngh SIngh Saravanan Implementation Manufacturing & solution design Client relationship Akash Krishna B Dhruv Rahul Shiv Sriram V Prasanna R Gupta Panchal Swarup Si
Slide 188: We invite you to experience Intellect
WE INVITE YOU TO EXPERIENCE INTELLECT