How are next-generation knowledge management solutions changing the pace of sales and marketing efficiency in financial services? IT departments for financial firms are investing in enterprise solutions like cloud and mobile technology to improve efficiency, and sales and marketing are no exception. Information is often scattered, compliance approvals for collateral are a burden, and real-time access to the right materials and data is a challenge for most financial services companies. A lot has changed with knowledge management solutions in financial services. From mobile access and cloud-based platforms to automation, analytics and seamless integration to CRM – you can’t afford to be left in the dust. Join us as our team of industry experts explore: Technology trends redefining your processes and IT systems Scalable, dynamic solutions to empower sales and marketing teams Best practices in implementing enterprise platforms Client success stories in asset and wealth management

1. How to Improve Performance with Next-Gen Sales
Enablement Technology in Financial Services

2. Agenda
01 Introductions
02 User Needs and Business Drivers
03 Top 10 Sales Enablement Tech Trends
03 Our Approach
04 Sample Projects
05 Introduction to Seismic
06 Q & A

3. Perficient is a leading information technology consulting firm serving clients throughout
North America.
We help clients implement business-driven technology solutions that integrate business
processes, improve worker productivity, increase customer loyalty and create a more agile
enterprise to better respond to new business opportunities.
About Perficient

4. National industry practice focused on
creating value for our clients through new
operating models for growth, evolving the
customer experience, navigating
regulatory complexities and delivering new
efficiencies for growth.
Why Perficient?
• World-class Financial Services Client
Base
• Wide Development Capabilities
• Deep Technology Expertise
• Nationwide Consulting Practice Footprint
• Elite Business Partner
Our Financial Services Practice

5. Industry Driven SolutionsGlobalDeliveryCenters/OffshoreDelivery
Deep Financial Services Domain Expertise
Enterprise
Information Solutions
Finance
Enterprise Insights
Portal
Web Content
Social Solutions
SOA
Cloud
API Solutions
Company Wide Practices
Deep Financial Services Domain Expertise
BANKING
Wholesale
Consumer
Credit Unions
Payment Processing
Trust & Custody
Trade Services
Treasury Services
ASSET & WEALTH
MANAGEMENT
Equities, Fixed Income
Private Equity & Real Assets
OMS & EMS
Research Analytics
Portfolio Modeling
Portfolio Accounting
Performance & Reporting
CAPITAL
MARKETS
Equities & Fixed Income
FX & Commodities
Future & Options
Electronic Trading
INSURANCE
Investments
Customer Acquisition
Compliance & Risk Strategies
Property & Casualty
Life Annuities Services
Claims Evaluation
Underwriting
Consumer Direct
Business/
Technology Solution
Rationalization
Business Process
Improvement
Program Value and
Cost Management
Client
Centricity
Risk and Regulatory
Compliance
Quality
Management
Solutions & Services

6. Industry-leading solution & technology
expertise
• 2000+ experienced colleagues
• Dedicated solution practices
• Partnerships and certifications in premier
technologies
Disciplined project execution
• Highly experienced project managers
• Perficient’s Enable™ methodology based
on best practices
Innovative approaches and IP
• Perficient’s user-centered design approach
• Application migration methodology
• Quick Start Rulebook™ for Enterprise
Integration
Collaborative Approach
• Work with our clients, adapting to their
cultures
• Education and mentoring services
Superior Service and Value
• Local client service teams
• Flexible resource and fee arrangements
• Delivery track record
Commitment and Quality Assurance
• Track record of 2000 engagements with
800+ clients
• ~85% of clients bring us back
• Strong client references
What We Bring To Our Clients

7. About the Speakers
Scott Albahary, Delivery Lead, Perficient
Scott is a delivery lead in Perficient’s financial services practice with experience in
implementing the Seismic content management platform for clients. Scott has
extensive experience helping to manage complex business and technology programs
for Perficient’s financial services clients. He has expertise in program management and
implementation, customer experience management, solution architecture design,
integration and resolution, as well as vendor and technology solution evaluation and
selection.
Marc Romano, CTO and Co-Founder, Seismic
Marc has been working in the software and engineering industries for more than 10
years, and he now brings his talents to Seismic as the CTO and Co-Founder.
Previously, Marc has engaged in software engineering for EMC Computer Systems,
served as the Director of Professional Services and Insurance Practice at Document
Sciences and worked as an engineer for IBM. He has an ample amount of experience
in cloud computing, enterprise software and SaaS.​

8. User Needs Drive New Demands
Marketing
• Brand consistency
• Increased demand for efficiency
• Sales enablement
• Analytics and quantifying ROI
Sales
• Customers want to be understood
• Attract and retain customers
• Improve sales and FA performance
Information Technology
• Simpler, more customizable user interfaces spanning cloud, mobile and on-
premises
• Rapid application delivery
• Web services for customization
• Content controls

9. Top 10 Sales Enablement Tech Trends

10. Future State
Modeling
Develop RoadmapCurrent State
Analysis
Re-Engineering Approach
Information
Gathering
Define Project Scope
Define Goals and
Objectives
Review Existing
Technology
Architecture
Review Existing
Documentation
Interview Functional
and IT Stakeholders
Review Business
Process Flows
Evaluate System Flow
and Functions
Identify Pain Points,
Gaps and
Opportunities
Define Target State
Finalize Target State
Quantify Target State
Opportunities
Review and Validate
with Stakeholders
Document Gaps,
Risks, Issues &
Dependencies
Prioritize Target State
Initiatives
Develop
Implementation Plan
Conduct Target State
Working Sessions
• Observations and
Opportunity Identification
• High-Level View of
Technology & Data
• Current State Report
• Recommendations
• Short & Long Term
Implementation Plan
• Executive Presentation
• Defined Scope
• Project Plan and Schedules
• Stakeholder Interviews
• Summary Observations
• High-level Target State
which addresses pain
points and opportunities
• Target State process flows
K E Y D E L I V E R A B L E S
Development,
Testing & Rollout

11. Guiding Principles
• Think big, start small, and deliver results quickly – Iterative
implementation
• Get all key functional areas involved
• Gain consensus on strategy and key functional capabilities and
technical attributes
• Clearly define business case and manage expectations regarding
realization of benefits
• Define key measurements and success criteria
• Prioritize initiatives and tie to business case
• Implement first reports that have medium to large business benefit,
with low to moderate implementation complexity

12. Our Approach – Strategic Roadmap
1.0 Fact Sheet Quarterly Processing
Fact Sheet
Outputs
Timeline
(Business
Day)
IPPTeam
DataProviders/
FactSheet
Vendor
Non-
Marketing
Reviews
Marketing
Process
Manager
Inputs
Start
Fact Sheet
1.1
Distribute
Quarterly
Schedule
1.2
Process
Proprietary Data
1.3
Process
Expense Data
1.4
IPP Team Data
Validation
1.5
Process Growth
of 10K Data
1.6
Initial IPP Team
QA Review Fact
Sheets – Non
Prop
1.7
Process Top 10
Holdings and
Stats
1.9.1
MRU Review –
Proprietary
1.10
Process
Quarterly Memo
1.11
Marketing Edit
Proof Review
1.12
Publish Phase II
Fact Sheets
1.13
Business Review
– Prop Funds,
Annuities,
Portfolio Stats
1.14
Deployment End
BD 10 - 11
uDraft Fact Sheets
BD 7 - 11 BD 15 - 16 BD 23BD 17 - 20
uDraft Fact Sheets uDraft Fact Sheets uFinal Fact Sheets
uTop 10 Holdings
Data
uTIAA Access
Growth of 10K
uRisk Statistics Report
uEquities Portfolio
Report
uPlan Portal Extract
Report
uRisk and Portfolio
Statistics Report
uDraft Fact Sheets
BD 5 - 6
uDraft Fact Sheets
uInstitutional Q Memo
uPension Q Memo
uReal Estate Content
BD 20 - 23
u10K Growth Data
BD 12
uAnnualized TA & SR
uPerformance TA & SR
uiMonetNet Monthly File
uBond Fund Calculation
and Sector Breakdowns
uPlan Rate and Fee Info
uStable Value Daily Risk
uYield Data
uNet Assets
uDaily Risk (Perf.)
BD 2 - 4
uMorningstar
Reports
uNon-prop
Morningstar Data
uEstimate of
Expenses
BD 1
uAbove Data Sent
to Fact Sheet Vendor
uApproval uApproval uApproval uApproval
uProduction
Deployment
uFee Waivers Past
Expiration
uUpdated Expenses
uReal Estate
Commentary
uRevised Fact
Sheets
uOld ‘as of dates’ to
Morningstar
uPlan Specific InfouQuarterly Schedule uBond Fund Data
(manipulated)
u10K Growth Data to
Vendor
Exists within the IPP team
Until BD 22
Morningstar Data
for non-prop
processed here
4 people 1 day 2 people 5 days
Until BD 20
1.9.2
MRU Review –
Non Proprietary
Until BD 19
Key Findings
1.0 Fact Sheet Quarterly Processing
ID
Process
Number
Process Name Category
Sub-
Process
Number
Sub-Process
Name
Actor People Process Technology Data
Overall
Impact
Solution
Compexity
Recommended Solution
1 All Approvals
Post data load to Fluent,
13 days of a 27 day
process are spent
approving artifacts
H M M H H H L
All source data should be
validated (either
programmatically or manually)
prior to sending the data to
Fluent. By doing so, the multiple
iterations of review may be
eliminated with only a single, final
Artifact Validation process.
3 1.10
Process
Quarterly Memo
Quarterly
Memo
1.10.3
Manual
Reformatting of
Quarterly Memo
Marketing
Process
Manager
Multi-tabbed Excel files
that require extensive
preparation before
upload to Fluent. The
format in each tab may
be different (evolved over
time) for similar asset
classes.
H M H H H H H
Receive a formatted flat file out of
Confluence. The format will be
uploaded directly into Fluent with
no manual reformatting required.
4 50.4
Produce
Quarterly Memo -
Confluence
Data
Quarterly
Memo
50.4.2
PACE Provide
SMF Data
PACE
There may be a data
governance and
stewardship issue at the
data source
Issues with the
quality of Eagle Pace
security attributes
cost two days of
scrubbing (e.g. Sector
Classifications).
M H H H H M H
Address data quality issues at
the source (in Eagle)
14 1.2
Process
Proprietary Data
Fluent 1.2.3.2
Fact Sheet
Vendor Receives
Data
Fact Sheet
Vendor
Fluent's own process
has a substantial
manual component, with
potential for errors.
Fluent DB is SQL
Server, focus on
smaller data sets, not
full holdings.
M M L No
15 50.6
Produce Top 10
Funds Report
Top 10 50.6.3
Create
Spreadsheets
with Top 10
Holdings
Financial
Reporting
There are issues with
the issuer data in
Confluence, that
affects roll ups to the
top 10 issuers
H L No
16 1.7
Process Top 10
Holdings and
Stats
Risk Stats 1.7.1.3
Produce Risk
and Portfolio
Statistics Report
GSS
Manual process to create
Risk Stats from FactSet
in Excel (Approx 2 hours)
L H L M M M L
Request the vendor to produce a
report that meets the need.
19 50.0
Fund Admin
Data Sourcing
Quarterly
Memo
50.13
Produce
Benchmark
Composite
Weights
Performanc
e Reporting
Data is manually entered
from Confluence into an
Excel template (Approx
30 minutes)
An automated report
is not available out of
Confluence to support
this need
H M L M M L
Receive a formatted flat file
directly out of Confluence that
meets the need. The file would
be uploaded directly into Fluent
with no manual reformatting
required.
Liklihoodto
AddressinIDA2D
Finding Impact
Timeliness?
Scalability?
Productivity?
Quality?
1.0 Fact Sheet Quarterly Processing – Future State: Phase 3
Fact Sheet
Timeline
(Business
Day)
Marketing
Reviews
Non-MarketingReviewsMarketingProcessManager
Start
BD 7
2 people 3 days
1.13 (B)
Address Edits from
Compliance Review
1.11 (A)
Marketing Edit Proof
Review – Non-
Proprietary
Fact Sheet
1.13 (C)
RP Review and
Approval
1.11 (B)
Marketing Edit Proof
Review – Proprietary
1.9.2 (B)
MRU Review – Non
Proprietary
1.1
Distribute Quarterly
Schedule
1.9.2 (A)
Product Manager
Review – Non
Proprietary
BD 10
1 person 1 day
1 person 2 days
1.6
IPP Non-Proprietary
Fact Sheet Review
1.5
Process Growth of
10K Data
1.9.1
MRU Review –
Proprietary
1.2 & 1.3
Process Proprietary
& Expense Data
1 person 2 days
1 person 2 days
BD 1 BD 2 - 4 BD 12
End
1.9
IPP Proprietary Fact
Sheet Review
1 person 1 day
1 person 2 days
BD 5 - 6 BD 11
1.14
Deployment
2 people 2 days2 people 2 days
1 person 2 days
1.10
Process Quarterly
Memo
1.7
Process Top 10
Holdings and Stats
Theme Current State Future State Recommendation
People
• Multiple human touch points to source and
prepare data for delivery, increasing the risk of
error
• Multiple iterations of data reviews slows down the
process
• Automate file creation where significant manual
processes are current used
• Eliminate post-fact sheet data reviews by
assuming data sent to Fluent is gold copy
Process
• Long cycle time for:
– Aggregating data from multiple sources and
performing computations for validating data
integrity
– Cleanup and preparation of data files to be sent
to the vendor for the creation of reports
• Lack of scalable data processing mechanism
• Files that require significant manual manipulation
will be converted to flat files and will be
generated in an automated fashion:
– Growth of 10K
– Quarterly Memo Fixed Income
– Expenses
Technology
• Manual data distribution that has:
– A huge dependency on people for successful
delivery
– Non-secure transfer mechanism
• Lack of scalable data delivery mechanism and
standardized delivery format
• All files will be delivered via FTP to Fluent
• Flat files will be delivered in the Fluent staging
table layout to minimize Fluent work-effort
• All other files will remain in their existing format
• Implement a reconciliation process to ensure the
data that was sent to Fluent is the data Fluent
processed
Data
• Quality issues exist with Confluence data causing
manual review and remediation
• The DMAC team will assist with addressing the
data quality issues at the source: Pace
Define the end-to-end process highlighting KPIs and timeline Map detailed pain points to process flows and prioritize
Define future state process flows that remediate the pain points Determine implementation roadmap to achieve future state

13. Sample Projects

14. Investment Product Re-Engineering
A Fortune 100 financial services organization
employing more than 9,000 employees and is
headquartered in New York City with more than
$560M in AUM.
Challenge
• Investment product and artifact production
resulted in long cycle times, prevented
scalability and increased time to market.
Solution
• Analyzed current state processes and
automated data extracts and addressed data
quality to gain consistency across systems.
Business Value
• Reduced artifact creation from 764 person
hours/quarter to 36 hours; reduced delivery
timeline to generate by 6 business days.
• Improved data integrity by automating data
extracts and reconciliation.

15. Sales Automation & Mobility
Leading financial services company specializing in
retirement services for the non-for profit industries
serving 4.8 million individuals.
Challenge
• Manual and costly process for creating client specific
investment reviews and performance summaries.
Solution
• Automated data delivery from multiple sources to
Seismic, including fund, benchmark, performance,
portfolio and risk data.
• Migrated existing static content into a library to be
leveraged by Live Docs.
Business Value
• Reduced manual effort by 4,000 person hours/year;
reduced the time to create an investment review
book from 8 hours to 3 minutes.
• Provided scalability and flexibility integrating new
funds.

16. Introduction to Seismic

17. Connect with Perficient & Seismic
Follow Us
On Twitter
@Perficient_FS
Follow Our
Blog
blogs.perficient.com/financialservices
JUNE 17-18, 2014
NEW YORK
Guide: The Top 16
Sales Enablement
Solutions for the
Enterprise
http://bit.ly/1v0stFp
MAY 21 – 23
ORLANDO, FL
Follow Us
On Twitter
@seismicsoftware