1. PRODUCT ENGINEERING
&
MANAGED IT SERVICES

2. BETSOL: Product Engineering and Managed IT Services
We enable our customers to reduce costs and time-to-market while improving
quality.
INDUSTRY AVERAGE
END - CUSTOMER
SATISFACTION
2x
LOWER EMPLOYEE
TURNOVERTHAN
INDUSTRY AVERAGE
75% 36K+
CONTACTCENTER
AGENTS SUPPORTED

3. Contents
BETSOL Company Overview.1.
3.
2. Customer Results andTransformations
Capabilities

4. BETSOL Company Overview

5. Global Operations
Bangalore, IndiaDenver, CO

6. Why Companies Choose BETSOL
BETSOL brings price and quality differentiators, driving deliverable and customer results.
BETSOL beats initial vendor
quality targets by an average of
2.5x.
Quality of support for our
solutions is 2x industry average
(Net Promoter Score basis).
BETSOL consistently wins bids
based on cost, while still out-
performing on quality.
Through automation, we reduce
solution and maintenance costs on
average by 7% year-over-year.
Solutions delivered to large
enterprises, including logistics
companies.
Delivered productivity gains and
reduced costs for customers by
50%.
Quality Cost Results
$

7. Total Customer Focus
We beat industry benchmarks and client targets with consistency and quality.
-20
-10
0
10
20
30
40
50
60
70
80
90
Grocery chains Hotel Chains Retailers Appliance
makers
Insureance
carriers
Software firms BETSOL
BETSOL Net
Promoter Score
• 75 NPS
• More than double
industry average
• Improving every
quarter
• Source: Temkin Group
• Base: 36,000 US end
customers supported
Quality

8. End Customers
3XImprovement in
end-customer
satisfaction
Decision Makers
99%Decision maker
satisfaction with BETSOL
“ ”
Customer Satisfaction
Real-world results across organizational levels.
Quality
Our engagements lead to transformations.

9. Customer Results and Transformations

10. Real customer operational actions and results
Results
Following are details from a real customer engagement.
We respect customer privacy, thus, in this marketing material, the clients
are referred to as
Client A
This customers will provided references.

11. Client A – Case Study
Industry-leader contact center provider’s effective growth was hindered by
non-scalable IT systems, processes, and support.
CLIENT PROFILE
Distracted by IT challenges not in core competency
VENDOR CONCERNSGROWTH CHALLENGES
• Serves many Fortune 150
and multiple industries
• Industry pioneer for 15
years
• 25,000+ staff base
• Declining customer
satisfaction
• Delays and cost overruns in
onboarding new clients
• Declining margins
• High turnover
• Lack of depth in contact
center and telecom
expertise
• Quality of deliverables,
especially over time
Improvement in IT
systems, processes, and
support needed to ensure:
Customer Sat
Profitability
Scalability

12. 0
10
20
30
40
50
60
70
80
QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4 QUARTER 5 QUARTER 6 QUARTER 7 CURRENT
Client’s customer satisfaction and cost targets are exceeded. BETSOL continues to
proactively raise the bar by using domain expertise to drive additional initiatives.
Development and QA
resources deployed
Technical
support and
NOC staff
deployed
SWAT team
determines
process and
technical changes,
creating metric-
focused execution
plan
Business Intelligence plan
proposed and initiated, now
facilitating millions of transaction
per month
Defect reduction
through
automation
Ongoing proactive cost and
satisfaction improvement
recommendations and initiatives
Net
Promoter
Score
50%+
reduction in
technical
support costs
98%+
retention
rate of staff
62 point
increase in
end-customer
satisfaction
40%+
improvement
in first time
resolution
Client A – Case Study

13. Net Promoter Score is measured by
surveys sent to the end-customer
after every interaction. BETSOL
scores 8.7% higher than in-house
team.
Quality is a measurement of process
adherence to client-defined
parameters.
BETSOL has strongly increased First
Call Resolution, managing nearly 17K
interactions per month. Agents
achieve this while utilizing 3 chats-per-
session for improved productivity.
50
55
60
65
70
75
80
85
Apr May Jun Jul Aug Sep
NET PROMOTER SCORE
NPS Target
50%
60%
70%
80%
90%
100%
Apr May Jun Jul Aug Sep
QUALITY
Quality Target
50%
55%
60%
65%
70%
75%
80%
Apr May Jun Jul Aug Sep
FIRST CALL RESOLUTION
First Call Resolution
Chat Performance Dashboard with KPIs for 2016
Client A – Case Study

14. 9.18
9.43
9.18
0
1
2
3
4
5
6
7
8
9
10
Jul Aug Sep
OVERALL VENDOR SCORE
Overall
0 1 2 3 4 5 6 7 8 9 10
Schedule Adherence
Deliverable Quality
Empathy
Assurance
Responsiveness
Reliability
Account Management
Sep Aug Jul
Third Quarter 2016 actual vendor scorecard performance.
Client A – Case Study

15. 85% reduction in average ticket age
Best-practices to drive high availability, around-the-clock support, and cost reduction.
98% staff
retention
600+ applications,
150+ network
devices, 450+ servers,
10,000 simultaneous
users supported by 3
headcount per shift
50% reduction
in personnel costs,
even with 24x7
coverage
67% reduction
in aged-case
resolution time
48% reduction in average
ticket time-to-resolution,
despite growing
infrastructure, 32% more
tickets, and 139% increase
in changes made
Availability raised from
99.75% to 99.96%
(including application
availability) against
increased load, with
99.99% targeted in 2016
Client A – Case Study

16. The Infrastructure, or NOC (Network Operations
Center), Support Organization is one of the most
valuable and important organizations within a company.
If a business is running smoothly, there is an effective
Infrastructure Support Services team behind the scenes,
often completely transparent to others within the
business.
Client went from ~22 hours of downtime to ~1.75 hours
of downtime resulting in savings of ~$2.2M annually
with an investment of ~250K in people, process and
technology.
$110,000
Average hourly cost to Enterprise of
infrastructure outage.
24.5x
How many more hours laggards spend in
outages vs best-in-class.
Client A – Case Study

17. METRIC BEST IN CLASS
INDUSTRY
AVERAGE
LAGGARDS
Business interruption events per year .9 3 3.5
Time per interruption (hours) 1.3 4.7 8.4
Total disruption (hours) 1.2 14.1 29.4
Average cost per hour of disruption $60,000 $110,000 $98,000
Total cost of business interruption events $72,000 $1,550,000 $2,880,000
BETSOL
Cost of Performance - Gartner Study: Benchmarks for Business Outages
Client A – Case Study

18. Quarter 1 Quarter 2 Quarter 3 Quarter 4 Quarter 5 Quarter 6 Quarter 7
ENGAGEMENT GROWTH
Client: A
Client expectations and requirements exceeded
Based on results, BETSOL continues to grow in technical support, network
operations, custom development, testing, and business intelligence.
“ ”BETSOL has helped enable our growth and
re-affirm our market dominance
– CIO, Client A
98%+ annual
employee
retention rates
No wasted
cycles on
re-hiring and
re-training
Proactive
business plan
recommendations

19. Happy to work with a team
that delivers ahead of
schedule without
compromising quality.
– ED, Client 1
“ A partner that brings
thought leadership to
the table and
raises the bar.
– Director,Client 2
“ BETSOL has helped
enable our growth and
re-affirm our market
dominance.
– CIO, Client 3
“
Customer Testimonials

20. BETSOL Capabilities

21. BETSOL utilizes MinimumViable Product
(MVP) development processes to:
Based onAgile foundation, but highly
optimized in a business-centric model.
Faster Time-to-Market with MVP Process
Productivity
Improvement
Year overYear
Total Cost
to Client
Year overYear
20%
7%
Reduce time to market
Deliver ROI-oriented results
Drive accountability
Real-world results…

22. Continuous Development and
Delivery Process (AWS)
22
Bitbucket
boxfuse
Developer
pushes code
to Bitbucket
Continuous
planning for
software
development
Developer up-to-
date with all the
happening
Jira updates to
slack
Incidents to Jira Real-time
logging events
Incidents
notification to
slack channel
Automatic scaling
and deployments
to EC2
Automatic pull to
create boxfuse
image
Source code
updates to slack
channel
Build using maven
integrated with
sonrqube and testNg

23. DevOpsTransition and Model
Adopt Agile
Development
and Cloud
Computing Commit to
a CI/CD
Workflow
Repeatable,
Automated
Software
Deployment
Automate
SoftwareTesting
(Continuous
Delivery)
Continuous
Deploymen
t
Bitbucket
boxfuse
Continuous
Monitoring
Continuous
Release
Collaborative
Development
Continuous
testing
DevOps

24. BETSOL’s DevOps Intellectual Property and Model
Test Automation
Program Management
Source Control
Build
Continuous Integration
Config, IaaS, PaaS
Logging
Notifications
LETO unifies all DevOps
functional and technical
components.

25. Testing Services Overview
Test Center of
Excellence
Test Advisory
Services
Functional
Testing
Test
Automation
Performance
Testing
Regression
Testing
Compatibility
Testing
Security
Testing
Mobile
Testing

26. Predictive Quality Assurance
6 Steps to
Predictive QA
Culture and Job
Types
Process
Changes
Measurements
Cloud-based
Technology and
Environments
Continuous
Integration and
Delivery
Proactive and
Predictive QA
Implementation
Reactive QA
Reviews code after
major stages
Catches defects before
allowing code to next
stage via manual and
automated means
Proactive QA
Quality checks
throughout SDLF
Automated detection of
defects through SDLF
and in Production
QA department leads
business-wide process
changes and tools
Predictive QA
Statistical modeling,
measures, and sensors
Six Sigma-like goals,
including zero or near-
zero production defects
QA department owns
SDLF with executive
sponsorship of quality

27. BETSOL Infrastructure and Support Services
Reduce infrastructure support costs while increasing efficiency,
automation, and uptime.
YOUR systems,
infrastructure,
and cloud services.
YOUR employees
and users
BETSOL
infrastructure support
services provide
personnel,
technologies, best
practices, and
automation to
support your
employees and
systems.

28. Justin Gesso
Director
Product Marketing & Strategy
(720) 244-7906
justin.gesso@betsol.com
Ashok Reddy
Vice President
Business Development
(720) 452-6577
reddya@betsol.com