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Welcome To
Fintech 2017
27th & 28th Sept
Our Dynamic Earth
Mark Stephen
BBC Scotland
@bbcscotland
#finscot
Ray Bugg
DIGIT
@digitfyi
#finscot
www.digit.fyi
30,000 Monthly Page Views
20,000 Unique Visitors Monthly
News, Views, Opinion, Insight
Our Next Event – 7th Dec
David Ferguson
Nucleus Financial &
HMT Fintech Envoy
@david_ferguson
#finscot
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Julian Sawyer
Starling Bank
@julian_sawyer
#finscot
Starling Bank
at
FinTech 2017
Julian Sawyer
Until now people haven’t experienced the same
technical innovation from banks that they have
benefited from everywhere else in their lives
Starling Bank
• Tech start-up with a banking licence
• 100% cloud based, Mobile only
• MasterCard debit card
• Faster Payments & Direct Debits
• Spending Insights & Card Control
• Developer platform & Marketplace
• Starling Payment Services
Starling Marketplace – our eco-system
What makes the Marketplace
business model attractive?
• Typically demonstrates network
effects
• Enhances offering
• Minimal constraints on growth
• Often very capital efficient
• Creates new customer acquisition
channels
confidential
Starling Payment Services
• Starling Payment Services offers
connectivity & sponsorship to all the
main payment schemes
• Starling Payment Services is focused
on being open, secure and connected.
• Our open API provides real-time access
to payments.
Central Banking
Infrastructure
Starling
Bank
Client A
Client B
Client C
Real-time Payments via Starling’s API
Starling Bank
Julian Sawyer
@julian_sawyer
www.starlingbank.com @starlingbank
Mary Harper
Standard Life Aberdeen
@mbamaung
#finscot
Customer driven innovation
Designing propositions that work for your target audience
@mbamaung
Hello…
20 10
4 17
1
Fintech 2017 Edinburgh (Day 1)
Women in leadership are good for business…
Improvement in business results
What do these organisations all have in common…
Women in leadership are good for business…
Improvement in business results
What do many failed start-ups (businesses) have in
common…
Women in leadership are good for business…
Improvement in business results
The challenge is exacerbated for FinTechs…
Women in leadership are good for business…
Improvement in business results
The customer journey is often complex…
Women in leadership are good for business…
Improvement in business results
The industry is highly regulated…
Women in leadership are good for business…
Improvement in business results
Competition is fierce…
Women in leadership are good for business…
Improvement in business results
Diversity isn’t where it needs to be…
And that matters…
Women in leadership are good for business…
Improvement in business results
Acquiring, keeping and monetising customers is
expensive…
Women in leadership are good for business…
Improvement in business results
And customers are blocking your attempts to
engage…
Women in leadership are good for business…
Improvement in business results
It’s never been harder to get to your customers, or to
hold their attention in an affordable, scalable way
Women in leadership are good for business…Customers still need your help and this is a problem
worth solving…
Women in leadership are good for business…
Improvement in business results
But they still need your help, which is a problem worth
solving…
It starts with the
customer…
And making sure you’re organised to respond
to their needs
Fintech 2017 Edinburgh (Day 1)
Women in leadership are good for business…
Improvement in business results
But they still need your help, which is a problem worth
solving…
Outcomes, not outputs…
Agile ≠ ‘delivering stuff fast’ MVP ≠ MRC
Women in leadership are good for business…
Improvement in business results
Women in leadership are good for business…
Improvement in business results
But they still need your help, which is a problem worth
solving…
Be where your customers are for maximum impact…
Women in leadership are good for business…
Improvement in business results
But they still need your help, which is a problem worth
solving…
Conscious testing and learning…
Women in leadership are good for business…
Improvement in business results
But they still need your help, which is a problem worth
solving…
Use your FinTech network…
Women in leadership are good for business…
Improvement in business results
But they still need your help, which is a problem worth
solving…
A few useful questions…
• Where is the voice of the customer in your organisation?
• Are you set up to respond to their needs?
• Are you delivering stuff, or are you delivering value?
• Are you where your customers are?
• Is no test better than a bad test?
• Who is in your extended tribe?
Thank you
@mbamaung
Questions &
Discussion
Refreshments &
Networking
Please check rear of
badges for breakouts
Rory Gray
UIPath
@uipath
#finscot
Robotic Process Automation in the FS market
Benefit or Hype?
Rory Gray - Northern Europe
Franck Lopez – Financial Services
Automation
62Slide
Discussion preview*
North America FI automation is
growing quickly-
stated differently, the majority of
the market are installing RPA
solutions
Today, 60% CAGR in North America FIs
… And realizing large value We’ll share real life McKinsey&Company, EY,
Accenture etc examples showing:
25-50% cost reductions
60-70% reduction in human tasks
120 FTEs taken out of a function etc
* These concepts/facts will be detailed/attributed later
Automation opportunity still
abounds, even in banks that
believe they are highly automated
McKinsey estimates FIs have the technical
potential to automate 43% of their workers’
time & reduce processing times 50-60%
63Slide
Automation will change the way we work..
“Automation is expected to replace 25-50% of F&A FTEs in the next two to five years, with more to come as new automations
develop.
More than 60% of invoice processing functions can be replaced.
Approximately 70-80% of month-end processing is consumed by variation explanation, a significant part of which can be
automated”
Everest Group “Finance of the Future” 2017
"I think it's possible to get to the point
in the next 5 to 10 years where we
have computer systems that are
better than people at each of those
things [human senses].”
Mark Zuckerberg, CEO
“In the future, every decision that
mankind makes is going to be
informed by a cognitive system,
and our lives will be better for it”
Ginni Rometty, CEO
Tech players
“Artificial intelligence will
disrupt businesses and industries
on a global scale, and we see this
shift going well beyond machine
learning in isolation.”
Pierre Nanterme, CEO
“Advanced technologies such
as Artificial Intelligence will
fundamentally change the
definition of work”
NV Tyagarajan, CEO
Service players
“This poses two challenges for
employers […]: how to help
existing workers acquire new
skills; and how to prepare future
generations for a workplace stuffed
full of AI.”
“AI could someday not only assist
businesses in doing their jobs more
efficiently, but also bring a more
human touch back to customer
service.”
News
64Slide
… isn’t quite reality:
Today’s environment: Automation has yielded large gains, but reality
lags perception re: how automated existing systems are
Employees= “Value was indeed realized- & large
… but even these highly automated systems still
have many manual interjections
Emails- queries, changes
Paper forms
Validations
Manual additional input
Responses to customers
Not-yet-automated workarounds etc
FI executives= “We have an
integrated major-process
software system- seamlessly
pulling from many platforms-
everything is automated
Our migration from yesterday’s
discrete systems, requiring
manual entry & handoffs, yielded
us large savings, big reductions in
response times & an order of
magnitude reduction in errors”
“End to End System”
“End to End System”
Perceptionof today’s automation…
!
Slick & clean
65Slide
Banks are capturing material
value with RPA…
“One large FI used RPA to automate
60-70% of tasks & created annual
run-rate efficiencies of 30%+
Another FI achieved 80% reduction
in processing
Another FT500 used robotics to
save 120+ FTE”
25-40%
“… reduces banks’ existing
manual operations costs
25-40% without changing
existing systems
… yet improves service &
has <1 year payback”
60-80%
4Q2016 &1Q2017
“…a 50% FTE reduction”
RPA, Future Technology in
Financial Services50%
“…16 case studies we undertook had
a first year ROI between
- Leslie Willcocks, professor of
technology, work, & globalization
30-200%”
66Slide
… which is a virtuous loop that is propelling RPA’s growth-
particularly in the North American financial industry
RPA is in its infancy,
but growing fast
40%
North America FCSTed share
of 2024 total ($3.5B)
Source: Oct 2016
27%
Our largest market= EMEA
Today 2024
$8.8B
$.3B
60%
CAGR
Worldwide RPA spend
Financials are expected
to be 27% of the total
North American spend
Net= FIs are FCSTed to
spend $1B annually in
RPA by 2024
67Slide
McKinsey&Company provides a compelling case
for FIs to implement RPA
June 2016
July 2016
Financial Services automation potential
McKinsey estimates
FIs have the
technical potential to
automate 43% of
today’s workers’
time
& reduce processing
times 50-60%
How employees spend their time
(& the % of their total time)…
… & the degree to which
that time can be automated
Grey lines are the average of all industries
*
* ie FI employees spend 22% of their time on predictable
physical work- of which 54% could be automated
68Slide
Kinetic Consulting provide a view of the Process Types ripe for
Automation via RPA
• Finance & Banking
• New account verification
• Data validation
• Customer account management
• Financial claims processing
• Report creation
• Form filling
• Change of address
• Loan application processing
• Insurance
• Claims processing
• New account creation
Use Cases
Finance &
Banking
70Slide /
THE BENEFITS
• Degree of robotization: 100% of effort
automated
• ROI: 3 months
• Error rate reduced to 0%
• Manual effort reduction to 5%
• Faster processing time – reduction of 85%
• Faster response time for customer queries
THE CHALLENGE
The accounting provider needed to automate a back office process with a volume of 50 transactions
per day, every day, with an AHT of 10 minutes per transaction. One department handled the process
using Excel, Datev and SAP on desktop. The information used in the process was structured and the
rules and decisions were pre-determined.
THE SOLUTION
The UiPath robot handled the process by exporting the accounts’ statements from Datev to the SAP
system.
CUSTOMER: Accounting provider, Germany
IMPLEMENTATION TIME: within 3 weeks
PR013
Supply Chain
Sales/Front
Office
F&A/
Procurement
HR Real Estate
IT
Tax,
Compliance
Other
Process: Export and import from statements of account
71Slide /
THE BENEFITS
• Degree of robotization: 75% of effort
automated
• ROI: 5 months
• Error rate reduced to 0%
• Manual effort reduction to 25%
• Faster processing time – reduction of 65%
• More standardization
• High quality improvement to 0% error rate
THE CHALLENGE
The customer needed to automate a back office process with a frequency of 10 transactions per
month per customer every month, with an AHT of 30 minutes per transaction. There were 3
departments involved using 5 applications on desktop. The information was structured and the rules
and decisions were pre-determined. The process required reengineering the workflow, and
exceptions often occurred.
THE SOLUTION
The UiPath robot created a process that included salary accounting, importing and exporting data
between Datev and SAP and checking that the different bookings were the same in both accounting
systems.
CUSTOMER: Accounting provider, Germany
IMPLEMENTATION TIME: within 6 weeks
PR014
Supply Chain
Sales/Front
Office
F&A/
Procurement
HR Real Estate
IT
Tax,
Compliance
Other
Process: End-of-month accounting
72Slide /
THE BENEFITS
• Degree of robotization: 90% of effort
automated
• ROI: 2 months
• Error rate reduced to 0%
• Manual effort reduction to 0%
• Faster processing time – reduction of 70%
• Faster response rate to internal customers
THE CHALLENGE
The customer needed to automate a back office process with a volume of 200 data records per day,
with an AHT of 10 seconds per data record. Two departments were involved in handling this process,
using 3 applications on both desktop and web. The information was structured, with pre-determined
rules and conditions. The process had 10% of exceptions.
THE SOLUTION
The UiPath robot extracted and compared data records from a web portal and a desktop application
and created an Excel file containing the collected data.
CUSTOMER: Bank, Switzerland
IMPLEMENTATION TIME: within 4 weeks
PR017
Supply Chain
Sales/Front
Office
F&A/
Procurement
HR Real Estate
IT
Tax,
Compliance
Other
Process: ATM data exchange
73Slide /
THE BENEFITS
• Degree of robotization: 100% of effort
automated
• ROI: 3 months
• Cost reduction by 70%
• Error rate reduced to 0%
• Manual effort reduction to 5%
• Faster processing time – reduction of 75%
THE CHALLENGE
The bank had to automate a back office process with a volume of 500 events per month, with an
AHT of 300 seconds per account. Three departments were involved in handling the process, using 2
applications on both desktop and web. The information was structured, with rules and decisions
based on existing or new customers, length of mortgage, credit ratings, etc. The process had 5% of
exceptions.
THE SOLUTION
The UiPath robot handled the automation of the interface between the credit information web
portal and the core banking system of the bank.
CUSTOMER: Bank, Germany
IMPLEMENTATION TIME: within 4 weeks
PR018
Supply Chain
Sales/Front
Office
F&A/
Procurement
HR Real Estate
IT
Tax,
Compliance
Other
Process: Creation of bank accounts for mortgage customers
74Slide /
THE BENEFITS
• High automation efficiency with 0 error
rates
• Improved processing quality
• Average handling time (AHT) reduced
from 40 minutes to 3 minutes
• Expected effort benefit of 444 hours per
year
THE CHALLENGE
The customer needed to automate this process because it involved significant manual processing,
high-propensity to errors & high cost of operation. The specific challenge lay in identifying
unmatched and pending trades with the Counter-Party and Custody for various geographical regions.
The process required heavy investigation and coordination with multiple units over e-mail.
THE SOLUTION
Once the information was received by e-mail, it was instantly downloaded. The UiPath Robot
automatically performed validation. It searched for trade details, identified unmatched and pending
trades, and updated the transaction numbers and counterparty details in a spreadsheet. It then sent
out an e-mail to the Custody and Counter-Party with the update.
PC001
Supply Chain
Sales/Front
Office
F&A/
Procurement
HR Real Estate
IT
Tax,
Compliance
Other
Process: Trade settlement
CUSTOMER: Leading global investment bank
75Slide /
THE BENEFITS
• 0 errors
• ROI within less than 12 months
• 0% exceptions during automation
• RPA handles both the transaction and the
new control and audit trail
• Implementation within 3 months
THE CHALLENGE
The customer needed to automate a 100% manual process in the Retail Payment department. The
employee received an email from the branch client with the transaction LAB/FT reference in an
attached PDF and the validation or invalidation of the international payment. The transaction
reference and the amount were retrieved from the PDF document and typed in the LAB/FT system
and in the payment system for the corresponding operation reference number to release the
payment.
THE SOLUTION
The UiPath robot automated the process entirely. It read the mail, transferred the mail in the specific
folders, opened and read the attached PDF file with an OCR technology that extracted the
transaction amount and reference number. The process had an improved audit trail improvement
and the SLA constraints were respected.
Process: Customer transactions LAB/FT validation & payment
CUSTOMER: Corporate and investment bank, France
CN001
Supply Chain
Sales/Front
Office
F&A/
Procurement
HR Real Estate
IT
Tax,
Compliance
Other
76Slide /
THE BENEFITS
• Time spent on requests dropped from 45
minutes to 20 minutes, eliminating human
involvement
• The robot allowed SLAs to be brought
back to acceptable levels with the same
resources
• 1 hour was automated to 5 minutes (with
95% automation)
• No exceptions
THE CHALLENGE
The bank had an insufficient number of resources allocated, which was weighing heavily on the staff,
generating big inefficiencies.
THE SOLUTION
The UiPath Robot accessed up to 15 applications, both internal and external. It checked several
internal and external databases for potential clues of any suspicious activity for the bank’s client and
posted this information in a report for a human fraud prevention analyst.
Process: Fraud detection
CUSTOMER: Global retail bank, Europe
CP001
Supply Chain
Sales/Front
Office
F&A/
Procurement
HR Real Estate
IT
Tax,
Compliance
Other
77Slide /
THE BENEFITS
• 100% automation accuracy
• 200% productivity gain
• 12/38 FTE savings
• 60% AHT (reference data) savings after
automation
• 75% AHT (pricing) savings after
automation
THE CHALLENGE
The client needed to automate an operation in the reference data set up and pricing area to remove
manual efforts and increase efficiency, productivity while reducing processing errors. The operation
was volume-intensive and critical to the downstream process.
THE SOLUTION
The implementation partner set up 4 UiPath robots in a solution where the custodian requests were
picked up automatically from the input queue and processed by validating ISIN with different
financial service providers. The timely activity for pricing, like morning, afternoon and evening, was
scheduled and processed accordingly. The activity for Corporate action, including daily dividend
processing, Paydate check, Retro Corporate actions and retro dividend were fully automated.
Process: Reference data, pricing & corporate actions
PT001
Supply Chain
Sales/Front
Office
F&A/
Procurement
HR Real Estate
IT
Tax,
Compliance
Other
CUSTOMER: Global financial services company
78Slide
An overwhelming slide meant to convey a simple point: According to Argon
Consulting, automation opportunity still abounds aplenty
Argon Consulting’s assessment of RPA opportunity in just Finance & Accounting
Independent experts, such as
Argon Consulting, find RPA value
in ¾ of Finance & Accounting
processes…
... And ½ had material potential
None
13%
Low
38%
Medium
33%
High
16%
Everest Group (Prior page)
Source to request Request to order Order to reception Invoice to payment Fixed assets Inventory Payroll accounting Bank accounting Inter company General accounting
Financial analysis,
reporting &
compliance
Financial planning Opportunity to bid Award to contract Deliver to invoice Invoice to cash
Vendor sourcing Need qualification
Goods & services
reception
Invoice processing Manual capitalization Manual capitalization Payroll review
3rd party payments-
wire transfers
AR billing Master Data Mgmt Post close reporting
Revenue budget
prep
Opportunity
notification
Pricing review
Sales order
processing
Invoicing products
Vender master data
mgmt
Purchase request
creation
System capitalization 3 way watch
Internal
manufacturing
Internal
manufacturing
Payroll
validation/correction
3rd party payments-
direct debit
AP booking Subledger close
Post close financial
analysis
Revenue budget
review
Opportunity
confirmation
T&C review Initiate job order Invoicing- Services
Catalogue mgmt PO creation
Open PO & received
not invoiced
Non PO invoice
validation
Maintenance Transfer
Payroll related
accruals
3rd party payments-
checks
AP settlement
System generated
allocations
Balance sheet notes P&L budget prep
Customer review &
credit assessment
Revenue recognition
update
Manage job order Credit notes
Vendor performance
review
PO approval
Expense report
processing
Transfer Usage
3rd party payments-
cash
Cash applications Revenue review
Internal control
checklists
P&L budget review
Tender evaluation
(RFQ)
Contract prep-
Standard
Organize delivery
Cash applications-
Standard
PO issuance P-card processing Disposal Disposal Bank account admin
AR confirmation &
reporting
Journal vouchers-
Revenue or AP
accruals
Construction
package, prep &
upload
P&L budget
submission
Technical response
determination
Contract prep- Ad
hoc
Manage delivery
Cash applications-
Cash & missing
information
Order
acknowledgement
Authorize cash
disbursement
Physical counts
Inventory
depreciation
Bank reconciliation
prep
AP reconciliation,
confirmation &
reporting
Journal vouchers-
Provisions
Consolidation
package corrections
Revenue re-forecast
Business case
modeling
Contract signature
Obtain delivery note
sign off
Strategic dunning &
follow up
Depreciation &
amortization
Misc supplies review
Bank reconciliation
clearance
Advances, recs &
confirmation
Journal vouchers-
Tax provisions
GAAP adjustments,
eliminations, & other
top entries
P&L re-forecast
Revenue recognition
determination
Price list mgmt Revenue accrual
No strategic dunning
& follow up
Impairment tests &
provisioning
Physical counts
Bank guarantee
issuance
Journal vouchers-
Manual allocations
Technical &
commercial response
validation
Contract mid term
review
Revenue accrual-
Information based
Bad debt provision &
write offs
Performance review
(utilization, output
etc)
Reconciliation &
adjustment
Tracking of bank
guarantees
Journal vouchers-
Reclasses &
recharges
Response to tender Other accruals
Fixed asset reporting
Inventory analysis &
reporting
Reconciliations/
verifications of bank
guarantees
Journal vouchers-
Others
Customer master
data mgmt
Investment request
validation
Verification of BG
charges
P&L prep
FA master data
mgmt
Facility mgmt P&L review
Petty cash admin
Month end close
monitoring
Source to Pay Record to report Opportunity to cash
79Slide
Onboarding
& activity
Loan application Underwriting
Approvals &
commitment
Loan closing Loan closing (cont) Accounts are created Reporting Annual reviews
Client needs discussion
Credit analyst collect
client financials
RM presents loan at
Committee
Bank collects signed
Commitment Letter
Analyst build Close
Checklist
Branch works with client
to open DDA as
necessary
Loan review reviews
docs & system data to
ensure compliance
Analyst follows up
w/client to collect fins
covenant certs etc
RM discusses w/mgmt to
gauge interest & gets
quick go/no go
Credit analyst interviews
client to build Credit
Memo
Revises structure, terms
etc as necessary
Analyst orders appraisal
& reviews
Analyst works with client
to collect Close items
Loan is created on Loan
system
Industry
concentration/risk etc
reporting pulled
Credit analyst writes up
Annual Review
Builds & provides Term
Sheet to client
Spreads financials
Credit analyst collects
additional customer
info/docs as necessary
Analyst orders
titles/liens & reviews
Lawyers & RM build loan
documents
Funds are disbursed to
client's DDA
RM presents Annual
Review at Committee
RM secures client
agreement to proceed
w/underwriting
Analyzes repayment
ability
RM collects bank
approval signatures
Analyst orders
environmentals &
reviews
Analyst works with
lawyers, client, RM to
schedule Close
Other associated
accounts are created on
systems
Creates structure &
terms
Credit analyst creates
commitment letter
Analyst retrieves flood
assessment & reviews
Close occurs- docs signed
Analyst performs
industry analysis
RM reviews commitment
letter & delivers to
customer
Calculates existing
relationship profitability
(inc related accounts)
Analyst builds Credit
Memo
Loan creation Monitoring
Deconstructing the prior page: Commercial Loan
Origination detailed illustrative example
Assumes a bank
w/decently
efficient processes
& generally end-
to-end systems.
Experiences will
vary
This high cost function was selected
because it would not naturally come
to mind as automation-friendly
because of its skilled & non-repetitive
nature
If this type of function has material
automation potentiality, think of the
value in the bank’s repetitive processes
RPA potential
HIGH MEDIUM
LOW NONE
Note how much time
Commercial Bankers
spend on low
value/admin
80Slide
A few examples of how it is possible to automate the
Loan Origination process:
Automation Extraction Aggregation Responding
Cuts & pastes
information to create
credit memos
Extracts data from emails
to pre-populate docs
Pulls related account
info from various
systems to calculate
broader relationship
profitability
Sends reminders to
customer re: annual
review & covenant
information needs
Orders liens, flood certs,
environmentals etc
Extracts numbers in
financials to spread
statements
Speeds industry
analysis for Credit
Memos
Provides updates to
customer on origination
status
Automates securing
credit approvals
Determines schedule
availability from emails
Collects information
from many sources to
speed Term Sheet &
Credit Memo creation
Acknowledges
information receipt
81Slide
Card issuance requests Disputes Disputes (cont) Questions Address changes
Rep confirms identity/address of caller
Rep confirms identify/address of incoming
customer
Rep reissues new card is appropriate
Rep confirms identify/address of incoming
customer
Rep confirms identify/address of incoming
customer
Rep receives email request & confirms
identity of emailer
Rep receives email request & confirms
identity of emailer
Bank/provider mails a new card if created
Rep receives email request & confirms
identity of emailer
Rep receives email request & confirms
identity of emailer
Rep initiates a new card build
Rep determines suspect transactions (&
confirms others are appropriate)
If bank requires it, an affidavit may be
emailed to customer
Rep accesses other systems if request spans
other depts
Rep updates address on credit card system
(and depending on the bank, DDA/CRM
system also)
Bank/provider mails a new card Rep initiates provisional credit
Rep emails responses (consulting operating
procedures if necessary)
Rep answers phone question (or consults
operating procedures if necessary)
(Done variously if DDA/CRM not updated
automatically) Connection made to
branches to connect with customer
Rep emails responses (consulting operating
procedures if necessary)
Rep closes card if compromised
Rep emails responses (consulting operating
procedures if necessary)
Branch reaches out to branch to update all
customer accounts as appropriate
(Not done by banks) Info forwarded to
branch, which does courtesy follow up
(w/real motive to initiate a needs discussion)
Branch updates DDA/CRM etc address
records as necessary
Rep emails responses (consulting operating
procedures if necessary)
Non-branch debit & credit card servicing (calls & emails)
Detailed illustrative example (Non-branch
debit & credit card servicing)
This low cost function was selected to
demonstrate the bank has many pockets
of smaller functions that would benefitRPA potential
HIGH MEDIUM
LOW NONE
82Slide
A few examples of how UiPath would automate the non-
branch debit and credit card servicing process:
Automation Extraction Aggregation Responding
Cuts & pastes
information to confirm
identity
Extracts data from emails
to pre-populate system
fields
Sends changes to other
systems for updating
(address etc)
Acknowledges
information receipt
Logs reps into systems,
speeding research
Pulls information to
create case notes
Pulls information from
systems to assist with
fraud research/look for
trends etc
Sends email to branch
manager so s/he can
follow up with
customer
Crafts email responses
Speeds research of
suspect transactions
Helps serve up
information &
responses to reps
answering questions
Provides updates to
customer on status
Processes every company should automate
Data Entry
Personnel Administration
Payroll
Joiners, Movers, Leavers
Time & attendance Management
Benefits Administration
Compliance and Reporting
Recruitment (back office)
HR Services
Order to Cash
Procure to Pay (AP)
Record to Report
Vendor Management
Collections
Incentive Claims
Sales Order
Finance and
Accounting
Supply Chain
Inventory management
Demand and supply planning
Invoice and contract management
Work order management
Freight management
Returns processing
Server and app monitoring
Software deployment
Routine maintenance & monitoring
Email processing and distribution
Batch Processing
Password reset/unlock
Back up &
restoration
Automation
IT Services
Other areas for automation
Automation opportunities are practically ubiquitous
in any organization. Besides typical horizontal
services, there are other organizational activities
that can fall easily under the scope of any
automation strategy
HR Services
Due to the huge amount of repetitive, often
manual, administrative tasks, under the shape of
form fillings, data capturing, updating and
disseminating and large number of request
processing, HR is a gold mine of opportunities for
automation
Supply Chain
Supply chain problems cost companies between 9-
20% of their value over a period of 6 months.
Below processes are typically prone to automation
and represent typical area of improvement in any
supply chain operations.
IT services
With an estimated 30% of time spent on low level
tasks, IT is compelled to embrace automation as a
way to focus on the initiatives that require
innovative thinking, and be able to tackle with the
critical organizational tasks currently consuming
much of their time.
Finance and Accounting
F&A is another area where automation can
have significant positive impact on cost
savings, improved efficiency and streamline
processes, when applied
83
84Slide
How much value can RPA create
for your firm?
Costs Benefits
Robot licenses
(A seat license- ie the cost per
robot- is a fraction of an FTE)
Server(s) & virtual desktop
infrastructure (VDI)*
Training time
(A few days x employees)
Ongoing support/network
(Similar in effort to administering
Excel/PowerPoint)
FTE reduction
- Direct from automation
- Indirect from reduction in
rework/error correction
(10-40% of tasks)
Value on reduced customer attrition on
quicker response times
(~ Value of 1 customer lifetime NPV saved
is equal to a seat license cost)
Reduced cost from employee attrition due
to less repetitive work
(~ Value of HR time alone of 1 employee
not being refilled, is equal to the cost of a
seat license)
Payback period=
<6 months
Remember- RPA
does not require
major platforms,
coding etc
* VDI is essentially the practice of hosting a desktop operating
system/Windows PC on a server w/o a monitor- where the
employee connects through dedicated thin client software
85Slide
Implementation overview: Easy, & value
created within a handful of weeks
2 3 4 5 61
Departments assess
RPA readiness,
evaluate providers
& agree to proceed
Stand up server, software is
downloaded & configured
A handful of employees
are trained online
Department head &
key stakeholders,
1-2+ weeks*
* This example assumes departments implement
individually, instead of an enterprise-wide implementation
Network admin,
1-2 weeks
Dedicated bank
team or dept
employees,
3 days
RPA Prioritization &
Definition Workshop held to
determine which processes
receive priority (high
headcount/low
variability/complexity) &
articulate the workflow
steps/create documentation
1-3 dept
employees,
1-2 weeks
Robots trained & tested for
the prioritized set of
processes
RPA trained
employees,
2-3 weeks
Grow momentum
(Centers of
excellence etc)
Total= 6-10 weeks elapsed
time for a few individuals
Value begins
to be realized
86Slide
Evolution of Intelligent Software Automation
5-20%
40% and more
60% and more
80% and more
Orchestrated
Automation
Intelligent Robotics
(IRPA)
Orchestrated
Robotics (RPA)
Cognitive Robotics
(CRPA)
Application dependent
Workflow Automation
Robotic Process
Automation replicating
actual user activity
RPA with integrated
Cognitive Services
RPA with integrated
Cognitive and Deep
Learning Service
Efficiency
Today
Intelligent Automation
87Slide /
WITHIN
MINUTES
75+%
65+%
100%
PRODUCTS
DESIGNED TO
PROVIDE STRONG
SECURITY,
ENTERPRISE
GRADE
COMPLIANCE &
ROBUST
GOVERNANCE.
ERROR
REDUCTION
COST REDUCTION
CYCLE TIME
REDUCTION
HIGH SCALABILITY
RESULTS
DRIVEN
TECHNOLOGY
88Slide
Executive recap
Technology maturation & your
competitors’ RPA adoption
Means delay is costly- in value
unharvested, & falling behind
Tech maturation also means much IT
backlog for rectifying bad/broken
processes. RPA allows you to essentially
“rectify” these broken processes without
the expense & delay of actually
implementing the backlog
Companies scrutinize their
potential partners carefully &
choose us disproportionality
We’re a company winning a growing
share of the industry- because of our
vision, capabilities & deep pockets
And, we have a pace of improvement
that will continue to leave our
competition further & further behind
Independent experts- many
of them, with numbers
quoted here- say RPA results
are meaningful
Why
now?
Easy to
start?
Is the
payback
real?
Why
UiPath?
“60-80% reductions in process times/steps
w/25-40% reductions in costs” according to
SME independents such as
McKinsey&Company, EY etc
<6 month payback & no
system integration
Meaningful cost & turnaround
reductions are achievable within
a month of agreeing to proceed..
...Because RPA is not integrated
into your systems- hence no
costly coding or waiting
A robot never sleeps, makes
zero mistakes & costs a lot
less than an employee
89Slide
Reality or Hype?
• Across multiple FI processes
• Covers Loans, Cards, Payments, etc
• Insurance back office
• Multiple references
• Proven Cost Savings from 10% - 80%
• Proven Error reduction
• Implied Customer Service improvements
• Low impact implementation in short period of time
• RoI within 3 – 6 months
Evidence
• Mc Kinsey
• EY
• Accenture
• Argon Consulting
• London School of Economics
• Kinetic Consulting
• Grand View Research
• …… and UiPath
Sources
90Slide
Reality & Hype
Come and see a software robot working
Speak to myself, Franck or Alex today and tomorrow
Martin Budd
F5
@f5networks
#finscot
Securing The Fintech
Journey
Martin Budd Security Sales ManagerUK&I
Keiron Shepherd Snr Security Systems EngineerUK&I
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
“Cloud can support digital transformation, if applications and data are secure”
Fintech 2017 Edinburgh (Day 1)
01100110
00110101
00001101
00001010
APIs Will Increase The AttackSurface
USER API CHANNELS
DATA
Fintech 2017 Edinburgh (Day 1)
Fintech 2017 Edinburgh (Day 1)
Web Application Evolution
11
GET
/ws.php
GET
/http.php
GET
/images
GET /http.php HTTP/1.1
Payload:
<HTML><H1>Welcome</H1></HTML>
GET /http.php HTTP/1.1
Upgrade: websocket
Connection: Upgrade
Sec-WebSocket-Protocol: chat
Payload:
dll29x8hsadh23nfha8s892...
HYBRID ENVIRONMENT
Identity and Firewall
Access
DDoS
Protection
ADC Local Load Application
Balancing Security
Application
Performance
TRADITIONAL DC
On premises
PRIVATE CLOUD
On premises/CoLo
PUBLIC CLOUD
Off premises
Anti-Fraud
Mobile & Cloud Driving The Application Explosion
Open Banking presents tremendous opportunity, but exposes
organisations to different threats
Maintaining a secure, frictionless customer experience essential
to successful digital offerings
Security, Availability move with your applications to protect them
wherever they reside
Fintech 2017 Edinburgh (Day 1)
Michael Murphy
Zerto
@zerto
#finscot
Building a Resilient Foundation
for Digital Transformation
107
• Causes & Benefits
• The Impact to FINTECH
• Real World Examples in FINTECH
• The Confidence to Embrace Change
IT Resilience and Digital Transformation
108
“By the end of 2017, two-thirds of the CEOs of the top 2,000
global companies will have put the digital transformation strategy
at the center of their corporate strategy.” - Forrester
109
What is Digital Transformation?
110
Creates Challenges for Traditional Business Models
Creates Opportunities for New Business
Behaviour is Altered & Interactions Change
Evolution of People & Technologies
111
Digital Transformation is a continuous journey
with multiple stages along the way
This enables the business to step back and re-
evaluate as changes continue to happen
Break it down into small, individually-defined steps
as part of an overall plan
112
Transform for Survival
Technology has driven a shift in
the competitive landscape.
Competitors are disrupting
traditional models of business by
leveraging digital technology.
This forces organizations to
“transform or perish”
113
"One-third of the top 20 firms in industry segments
will be disrupted by new competitors within five
years.“
- IDC Report, “FutureScape: Worldwide CIO Agenda 2016 Predictions”
114
Transform for Profit
But it’s not the only motivator to
transform
Technology is now seen as a
driver of innovation and
opportunity, not a cost center.
The digital age has opened up
opportunities for new models
and new revenue streams.
115
Companies that embrace digital transformation are
26% more profitable than their average industry
competitors and have a 12% higher market
valuation.
- MIT Center for Digital Business
116
Transform for Agility
Underpinning everything is the
advantage of agility
Organizations need to be more
flexible, responsive and resilient
to any disruption or change.
Agility enables pro-active
transformation and faster
responses to digital innovation.
117
“The faster your organization can go from idea to
implementation, the more it can embrace
opportunities to transform and even disrupt
markets and internal business models.”
- Forbes report, “Top 10 Trends for Digital Transformation in 2017”
118
Complex IT
Complex Products
Costly Real Estate
Legacy Compliance
Manual Operating Modes
Souce: KPMG Report - Challenger Banking Annual Results, 2016
Our Established Banks are Struggling to Evolve
119
When banks
get it wrong,
it damages
reputation
and the
bottom line
Souce: Ponemon Institute – “Cost of Data Centre Outages” Report, 2016
120
121
122
It takes 20 years to build a reputation
and 5 minutes to ruin it.
If you think about that,
you’ll do things differently… - Warren Buffett
123
Transformation for agility
and profitability
Safaricom and the Commercial Bank of Africa
(CBA)
124
Transforming for Agility
• Complex BC/DR technology
• Locked into ageing hardware and expensive
data centers
• Unable to test DR easily
Before Zerto
• Less complexity & simplified management
• Migrated to new all flash hardware in 6 new
data centers in months
• Easy testing gives a competitive advantage
With Zerto
Fintech Service Provider
50 countries
63,000 finance professionals
use SAAS services every day
125
Transforming for Profitability
• High cost of data center real estate
Before Zerto
• Migrated production workloads out of 75
data centers down to 6
• Project delivered in months
• IBM GTS & IBM Resiliency Services
With Zerto
Global Insurance Company
$70 Billion Annual Revenue
90 Million Customers in over
60 Countries
126
Improved Recovery Time by 60x
Enabled transformation with Azure
Daily DR testing performed in 15 minutes
Reduced DR storage footprint by 43%
Delayed storage purchases for 3 years
Installed & configured in just 90 minutes
Resilience Pays for Itself
Real-Time Analytics &
Historical Reporting
Seamless Data &
Application Mobility
Faster & Cheaper
Test/Dev Environments
Easily Test &
Report for Compliance
Minimise the Risk of
Ransomware
Advanced Automation
& Orchestration
Reduce Costs &
Optimize Licensing
Enable Hybrid Cloud
Flexibility
IT
Resilience
enabled by
Create a Unified,
Flexible Infrastructure
Rewind & Recover from
Anything 6127
128
GDPR is
looming…
You are
required to
test & prove
fast recovery
from an outage
Request a Demo with your Rep or Online
129
PRIVATE AND CONFIDENTIALPRIVATE AND CONFIDENTIAL
Thank you!
130
Welcome Back
Fintech 2017
27th & 28th Sept
Our Dynamic Earth
RegTech Panel
Sameer Gulati, Innovate Finance @SameerG1987
Alex Ford – Encompass @alexkford
Stewart Pitt – Allatus @PittStewart
Gillian Boston - AutoRek @autorek
Christopher Woolard
Financial Conduct Authority
@TheFCA
#finscot
Stephen Flaherty
JP Morgan Chase
@jpmorgan
#finscot
n4m
The Pace of Change
Stephen Flaherty, Managing Director – J.P. Morgan
JPMorgan Chase Key Strategic Technology Priorities
Technology Infrastructure Driven by Business Scale
$5T
Daily Payments
Processed
243K
Employees
6K
Applications
44MM
Digital Customers
$1T
Annual Merchant
Transactions
$1.8T
Daily Securities
Traded & Settled
JPMC Business Scale
150K
Server Instances
285PB
Data Storage
30
Data Centers
20K
Developers
150K
Virtual Desktops
170MM
Annual Video Minutes
JPMC Technology Scale
136
Global Technology Organization 2016 Global Technology Budget ($B)
Global Tech Infrastructure (GTI)
Corporate
LOBs
Developing and
maintaining
applications
Delivering
employee
technology and
infrastructure
AM CB
CCB CIB
Data Center
Compute
End User Tech
Network
Storage
Global Technology At-a-Glance
Total = $9.5B
~33%
~67%
Change the Bank
Run the Bank
137
Transforming Global Technology To Enable Innovation
138
Employees Customers / Clients 3rd Party Developers
Hybrid Cloud Infrastructure
Software Development
Employee Technology
Data & Analytics
Cybersecurity
Digital & FinTech
Optimizing core infrastructure
APIs
What are the Challenges Associated with an IT Transformation?
Need for Continuous
Improvement
Ensuring Business is
Aligned with Change
Innovating on Top of
Legacy Environment
▪ Focusing on incremental
innovation, not just
disruptive
▪ Automating processes and
removing barriers
▪ Clear and open
communications channels
between business and tech
▪ Developing agile teams across
global footprint
▪ Shifting from old thinking
▪ Reducing “technical debt”
▪ Ensuring time for
innovation against BAU
4
How Can We Combat These Challenges?
Creating Buy in for the
New Vision
▪ Defining goals, and
demonstrating progress
Becoming More Technology
Oriented and Data Driven
▪ Technology as the enabler, not
the excuse
01010010100100
01010101001010
10101010101010
10101010101010
11010101010101
01010111
Refocusing the
Organization Towards New
Priorities
▪ Top town prioritization,
firmwide collaboration
5
Lisa Jacobs
Funding Circle
@LisaJJakes
#finscot
Delivering strategic
goals in a constantly
evolving landscape
Lisa Jacobs – Chief Strategy Officer
Seismic shifts in the financial services landscape allow innovation
to take root
Rates for investors have dropped Banks have retrenched from SME lending
Source: Bank of England Bankstats (http://www.bankofengland.co.uk/statistics/Pages/bankstats/2017/jul.aspx) 143
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Average Isa interest rates
135
140
145
150
155
160
165
170
175
180
April
2011
Oct
2011
April
2012
Oct
2012
April
2013
Oct
2013
April
2014
Oct
2014
April
2015
Oct
2015
April
2016
Oct
2016
April
2017
£Billions
Stock of bank loans to SMEs
Funding Circle’s innovation efficiently connects supply and demand
144
We’ve delivered over £3.5B of lending to small businesses whilst
offering investors returns of 6-7%
145
0
0.5
1
1.5
2
2.5
3
3.5
4
2012 2013 2014 2015 2016 2017
£Billion
Funding Circle investors’ cumulative
lending
0%
10%
20%
30%
40%
50%
60%
2011 2012 2013 2014 2015 2016 2017
Funding Circle
cumulative returns
60,000 jobs created and £5.3 billion added to the UK economy
A strong vision and mission:
$100B lending and 3M jobs p.a
146
1
Investment in data and technology
147
2
89
0
0
10
20
30
40
50
60
70
80
90
100
Funding Circle UK UK Banks
A ruthless focus on delighting our customers
Market leading NPS
148
c.
94% of businesses would
approach Funding Circle first in
the future versus their bank
3
Do the right thing
Cutting through the noise
149
Lobbying for regulation
4
Add optional footer or disclaimer or delete text box 150
Fintech 2017 Edinburgh (Day 1)
Questions &
Discussion

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Fintech 2017 Edinburgh (Day 1)

  • 1. Welcome To Fintech 2017 27th & 28th Sept Our Dynamic Earth
  • 4. www.digit.fyi 30,000 Monthly Page Views 20,000 Unique Visitors Monthly News, Views, Opinion, Insight
  • 5. Our Next Event – 7th Dec
  • 6. David Ferguson Nucleus Financial & HMT Fintech Envoy @david_ferguson #finscot
  • 26. Until now people haven’t experienced the same technical innovation from banks that they have benefited from everywhere else in their lives
  • 27. Starling Bank • Tech start-up with a banking licence • 100% cloud based, Mobile only • MasterCard debit card • Faster Payments & Direct Debits • Spending Insights & Card Control • Developer platform & Marketplace • Starling Payment Services
  • 28. Starling Marketplace – our eco-system What makes the Marketplace business model attractive? • Typically demonstrates network effects • Enhances offering • Minimal constraints on growth • Often very capital efficient • Creates new customer acquisition channels
  • 29. confidential Starling Payment Services • Starling Payment Services offers connectivity & sponsorship to all the main payment schemes • Starling Payment Services is focused on being open, secure and connected. • Our open API provides real-time access to payments. Central Banking Infrastructure Starling Bank Client A Client B Client C Real-time Payments via Starling’s API
  • 31. Mary Harper Standard Life Aberdeen @mbamaung #finscot
  • 32. Customer driven innovation Designing propositions that work for your target audience @mbamaung
  • 35. Women in leadership are good for business… Improvement in business results What do these organisations all have in common…
  • 36. Women in leadership are good for business… Improvement in business results What do many failed start-ups (businesses) have in common…
  • 37. Women in leadership are good for business… Improvement in business results The challenge is exacerbated for FinTechs…
  • 38. Women in leadership are good for business… Improvement in business results The customer journey is often complex…
  • 39. Women in leadership are good for business… Improvement in business results The industry is highly regulated…
  • 40. Women in leadership are good for business… Improvement in business results Competition is fierce…
  • 41. Women in leadership are good for business… Improvement in business results Diversity isn’t where it needs to be… And that matters…
  • 42. Women in leadership are good for business… Improvement in business results Acquiring, keeping and monetising customers is expensive…
  • 43. Women in leadership are good for business… Improvement in business results And customers are blocking your attempts to engage…
  • 44. Women in leadership are good for business… Improvement in business results It’s never been harder to get to your customers, or to hold their attention in an affordable, scalable way
  • 45. Women in leadership are good for business…Customers still need your help and this is a problem worth solving…
  • 46. Women in leadership are good for business… Improvement in business results But they still need your help, which is a problem worth solving…
  • 47. It starts with the customer…
  • 48. And making sure you’re organised to respond to their needs
  • 50. Women in leadership are good for business… Improvement in business results But they still need your help, which is a problem worth solving… Outcomes, not outputs… Agile ≠ ‘delivering stuff fast’ MVP ≠ MRC
  • 51. Women in leadership are good for business… Improvement in business results
  • 52. Women in leadership are good for business… Improvement in business results But they still need your help, which is a problem worth solving… Be where your customers are for maximum impact…
  • 53. Women in leadership are good for business… Improvement in business results But they still need your help, which is a problem worth solving… Conscious testing and learning…
  • 54. Women in leadership are good for business… Improvement in business results But they still need your help, which is a problem worth solving… Use your FinTech network…
  • 55. Women in leadership are good for business… Improvement in business results But they still need your help, which is a problem worth solving… A few useful questions… • Where is the voice of the customer in your organisation? • Are you set up to respond to their needs? • Are you delivering stuff, or are you delivering value? • Are you where your customers are? • Is no test better than a bad test? • Who is in your extended tribe?
  • 58. Refreshments & Networking Please check rear of badges for breakouts
  • 60. Robotic Process Automation in the FS market Benefit or Hype? Rory Gray - Northern Europe Franck Lopez – Financial Services
  • 62. 62Slide Discussion preview* North America FI automation is growing quickly- stated differently, the majority of the market are installing RPA solutions Today, 60% CAGR in North America FIs … And realizing large value We’ll share real life McKinsey&Company, EY, Accenture etc examples showing: 25-50% cost reductions 60-70% reduction in human tasks 120 FTEs taken out of a function etc * These concepts/facts will be detailed/attributed later Automation opportunity still abounds, even in banks that believe they are highly automated McKinsey estimates FIs have the technical potential to automate 43% of their workers’ time & reduce processing times 50-60%
  • 63. 63Slide Automation will change the way we work.. “Automation is expected to replace 25-50% of F&A FTEs in the next two to five years, with more to come as new automations develop. More than 60% of invoice processing functions can be replaced. Approximately 70-80% of month-end processing is consumed by variation explanation, a significant part of which can be automated” Everest Group “Finance of the Future” 2017 "I think it's possible to get to the point in the next 5 to 10 years where we have computer systems that are better than people at each of those things [human senses].” Mark Zuckerberg, CEO “In the future, every decision that mankind makes is going to be informed by a cognitive system, and our lives will be better for it” Ginni Rometty, CEO Tech players “Artificial intelligence will disrupt businesses and industries on a global scale, and we see this shift going well beyond machine learning in isolation.” Pierre Nanterme, CEO “Advanced technologies such as Artificial Intelligence will fundamentally change the definition of work” NV Tyagarajan, CEO Service players “This poses two challenges for employers […]: how to help existing workers acquire new skills; and how to prepare future generations for a workplace stuffed full of AI.” “AI could someday not only assist businesses in doing their jobs more efficiently, but also bring a more human touch back to customer service.” News
  • 64. 64Slide … isn’t quite reality: Today’s environment: Automation has yielded large gains, but reality lags perception re: how automated existing systems are Employees= “Value was indeed realized- & large … but even these highly automated systems still have many manual interjections Emails- queries, changes Paper forms Validations Manual additional input Responses to customers Not-yet-automated workarounds etc FI executives= “We have an integrated major-process software system- seamlessly pulling from many platforms- everything is automated Our migration from yesterday’s discrete systems, requiring manual entry & handoffs, yielded us large savings, big reductions in response times & an order of magnitude reduction in errors” “End to End System” “End to End System” Perceptionof today’s automation… ! Slick & clean
  • 65. 65Slide Banks are capturing material value with RPA… “One large FI used RPA to automate 60-70% of tasks & created annual run-rate efficiencies of 30%+ Another FI achieved 80% reduction in processing Another FT500 used robotics to save 120+ FTE” 25-40% “… reduces banks’ existing manual operations costs 25-40% without changing existing systems … yet improves service & has <1 year payback” 60-80% 4Q2016 &1Q2017 “…a 50% FTE reduction” RPA, Future Technology in Financial Services50% “…16 case studies we undertook had a first year ROI between - Leslie Willcocks, professor of technology, work, & globalization 30-200%”
  • 66. 66Slide … which is a virtuous loop that is propelling RPA’s growth- particularly in the North American financial industry RPA is in its infancy, but growing fast 40% North America FCSTed share of 2024 total ($3.5B) Source: Oct 2016 27% Our largest market= EMEA Today 2024 $8.8B $.3B 60% CAGR Worldwide RPA spend Financials are expected to be 27% of the total North American spend Net= FIs are FCSTed to spend $1B annually in RPA by 2024
  • 67. 67Slide McKinsey&Company provides a compelling case for FIs to implement RPA June 2016 July 2016 Financial Services automation potential McKinsey estimates FIs have the technical potential to automate 43% of today’s workers’ time & reduce processing times 50-60% How employees spend their time (& the % of their total time)… … & the degree to which that time can be automated Grey lines are the average of all industries * * ie FI employees spend 22% of their time on predictable physical work- of which 54% could be automated
  • 68. 68Slide Kinetic Consulting provide a view of the Process Types ripe for Automation via RPA • Finance & Banking • New account verification • Data validation • Customer account management • Financial claims processing • Report creation • Form filling • Change of address • Loan application processing • Insurance • Claims processing • New account creation
  • 70. 70Slide / THE BENEFITS • Degree of robotization: 100% of effort automated • ROI: 3 months • Error rate reduced to 0% • Manual effort reduction to 5% • Faster processing time – reduction of 85% • Faster response time for customer queries THE CHALLENGE The accounting provider needed to automate a back office process with a volume of 50 transactions per day, every day, with an AHT of 10 minutes per transaction. One department handled the process using Excel, Datev and SAP on desktop. The information used in the process was structured and the rules and decisions were pre-determined. THE SOLUTION The UiPath robot handled the process by exporting the accounts’ statements from Datev to the SAP system. CUSTOMER: Accounting provider, Germany IMPLEMENTATION TIME: within 3 weeks PR013 Supply Chain Sales/Front Office F&A/ Procurement HR Real Estate IT Tax, Compliance Other Process: Export and import from statements of account
  • 71. 71Slide / THE BENEFITS • Degree of robotization: 75% of effort automated • ROI: 5 months • Error rate reduced to 0% • Manual effort reduction to 25% • Faster processing time – reduction of 65% • More standardization • High quality improvement to 0% error rate THE CHALLENGE The customer needed to automate a back office process with a frequency of 10 transactions per month per customer every month, with an AHT of 30 minutes per transaction. There were 3 departments involved using 5 applications on desktop. The information was structured and the rules and decisions were pre-determined. The process required reengineering the workflow, and exceptions often occurred. THE SOLUTION The UiPath robot created a process that included salary accounting, importing and exporting data between Datev and SAP and checking that the different bookings were the same in both accounting systems. CUSTOMER: Accounting provider, Germany IMPLEMENTATION TIME: within 6 weeks PR014 Supply Chain Sales/Front Office F&A/ Procurement HR Real Estate IT Tax, Compliance Other Process: End-of-month accounting
  • 72. 72Slide / THE BENEFITS • Degree of robotization: 90% of effort automated • ROI: 2 months • Error rate reduced to 0% • Manual effort reduction to 0% • Faster processing time – reduction of 70% • Faster response rate to internal customers THE CHALLENGE The customer needed to automate a back office process with a volume of 200 data records per day, with an AHT of 10 seconds per data record. Two departments were involved in handling this process, using 3 applications on both desktop and web. The information was structured, with pre-determined rules and conditions. The process had 10% of exceptions. THE SOLUTION The UiPath robot extracted and compared data records from a web portal and a desktop application and created an Excel file containing the collected data. CUSTOMER: Bank, Switzerland IMPLEMENTATION TIME: within 4 weeks PR017 Supply Chain Sales/Front Office F&A/ Procurement HR Real Estate IT Tax, Compliance Other Process: ATM data exchange
  • 73. 73Slide / THE BENEFITS • Degree of robotization: 100% of effort automated • ROI: 3 months • Cost reduction by 70% • Error rate reduced to 0% • Manual effort reduction to 5% • Faster processing time – reduction of 75% THE CHALLENGE The bank had to automate a back office process with a volume of 500 events per month, with an AHT of 300 seconds per account. Three departments were involved in handling the process, using 2 applications on both desktop and web. The information was structured, with rules and decisions based on existing or new customers, length of mortgage, credit ratings, etc. The process had 5% of exceptions. THE SOLUTION The UiPath robot handled the automation of the interface between the credit information web portal and the core banking system of the bank. CUSTOMER: Bank, Germany IMPLEMENTATION TIME: within 4 weeks PR018 Supply Chain Sales/Front Office F&A/ Procurement HR Real Estate IT Tax, Compliance Other Process: Creation of bank accounts for mortgage customers
  • 74. 74Slide / THE BENEFITS • High automation efficiency with 0 error rates • Improved processing quality • Average handling time (AHT) reduced from 40 minutes to 3 minutes • Expected effort benefit of 444 hours per year THE CHALLENGE The customer needed to automate this process because it involved significant manual processing, high-propensity to errors & high cost of operation. The specific challenge lay in identifying unmatched and pending trades with the Counter-Party and Custody for various geographical regions. The process required heavy investigation and coordination with multiple units over e-mail. THE SOLUTION Once the information was received by e-mail, it was instantly downloaded. The UiPath Robot automatically performed validation. It searched for trade details, identified unmatched and pending trades, and updated the transaction numbers and counterparty details in a spreadsheet. It then sent out an e-mail to the Custody and Counter-Party with the update. PC001 Supply Chain Sales/Front Office F&A/ Procurement HR Real Estate IT Tax, Compliance Other Process: Trade settlement CUSTOMER: Leading global investment bank
  • 75. 75Slide / THE BENEFITS • 0 errors • ROI within less than 12 months • 0% exceptions during automation • RPA handles both the transaction and the new control and audit trail • Implementation within 3 months THE CHALLENGE The customer needed to automate a 100% manual process in the Retail Payment department. The employee received an email from the branch client with the transaction LAB/FT reference in an attached PDF and the validation or invalidation of the international payment. The transaction reference and the amount were retrieved from the PDF document and typed in the LAB/FT system and in the payment system for the corresponding operation reference number to release the payment. THE SOLUTION The UiPath robot automated the process entirely. It read the mail, transferred the mail in the specific folders, opened and read the attached PDF file with an OCR technology that extracted the transaction amount and reference number. The process had an improved audit trail improvement and the SLA constraints were respected. Process: Customer transactions LAB/FT validation & payment CUSTOMER: Corporate and investment bank, France CN001 Supply Chain Sales/Front Office F&A/ Procurement HR Real Estate IT Tax, Compliance Other
  • 76. 76Slide / THE BENEFITS • Time spent on requests dropped from 45 minutes to 20 minutes, eliminating human involvement • The robot allowed SLAs to be brought back to acceptable levels with the same resources • 1 hour was automated to 5 minutes (with 95% automation) • No exceptions THE CHALLENGE The bank had an insufficient number of resources allocated, which was weighing heavily on the staff, generating big inefficiencies. THE SOLUTION The UiPath Robot accessed up to 15 applications, both internal and external. It checked several internal and external databases for potential clues of any suspicious activity for the bank’s client and posted this information in a report for a human fraud prevention analyst. Process: Fraud detection CUSTOMER: Global retail bank, Europe CP001 Supply Chain Sales/Front Office F&A/ Procurement HR Real Estate IT Tax, Compliance Other
  • 77. 77Slide / THE BENEFITS • 100% automation accuracy • 200% productivity gain • 12/38 FTE savings • 60% AHT (reference data) savings after automation • 75% AHT (pricing) savings after automation THE CHALLENGE The client needed to automate an operation in the reference data set up and pricing area to remove manual efforts and increase efficiency, productivity while reducing processing errors. The operation was volume-intensive and critical to the downstream process. THE SOLUTION The implementation partner set up 4 UiPath robots in a solution where the custodian requests were picked up automatically from the input queue and processed by validating ISIN with different financial service providers. The timely activity for pricing, like morning, afternoon and evening, was scheduled and processed accordingly. The activity for Corporate action, including daily dividend processing, Paydate check, Retro Corporate actions and retro dividend were fully automated. Process: Reference data, pricing & corporate actions PT001 Supply Chain Sales/Front Office F&A/ Procurement HR Real Estate IT Tax, Compliance Other CUSTOMER: Global financial services company
  • 78. 78Slide An overwhelming slide meant to convey a simple point: According to Argon Consulting, automation opportunity still abounds aplenty Argon Consulting’s assessment of RPA opportunity in just Finance & Accounting Independent experts, such as Argon Consulting, find RPA value in ¾ of Finance & Accounting processes… ... And ½ had material potential None 13% Low 38% Medium 33% High 16% Everest Group (Prior page) Source to request Request to order Order to reception Invoice to payment Fixed assets Inventory Payroll accounting Bank accounting Inter company General accounting Financial analysis, reporting & compliance Financial planning Opportunity to bid Award to contract Deliver to invoice Invoice to cash Vendor sourcing Need qualification Goods & services reception Invoice processing Manual capitalization Manual capitalization Payroll review 3rd party payments- wire transfers AR billing Master Data Mgmt Post close reporting Revenue budget prep Opportunity notification Pricing review Sales order processing Invoicing products Vender master data mgmt Purchase request creation System capitalization 3 way watch Internal manufacturing Internal manufacturing Payroll validation/correction 3rd party payments- direct debit AP booking Subledger close Post close financial analysis Revenue budget review Opportunity confirmation T&C review Initiate job order Invoicing- Services Catalogue mgmt PO creation Open PO & received not invoiced Non PO invoice validation Maintenance Transfer Payroll related accruals 3rd party payments- checks AP settlement System generated allocations Balance sheet notes P&L budget prep Customer review & credit assessment Revenue recognition update Manage job order Credit notes Vendor performance review PO approval Expense report processing Transfer Usage 3rd party payments- cash Cash applications Revenue review Internal control checklists P&L budget review Tender evaluation (RFQ) Contract prep- Standard Organize delivery Cash applications- Standard PO issuance P-card processing Disposal Disposal Bank account admin AR confirmation & reporting Journal vouchers- Revenue or AP accruals Construction package, prep & upload P&L budget submission Technical response determination Contract prep- Ad hoc Manage delivery Cash applications- Cash & missing information Order acknowledgement Authorize cash disbursement Physical counts Inventory depreciation Bank reconciliation prep AP reconciliation, confirmation & reporting Journal vouchers- Provisions Consolidation package corrections Revenue re-forecast Business case modeling Contract signature Obtain delivery note sign off Strategic dunning & follow up Depreciation & amortization Misc supplies review Bank reconciliation clearance Advances, recs & confirmation Journal vouchers- Tax provisions GAAP adjustments, eliminations, & other top entries P&L re-forecast Revenue recognition determination Price list mgmt Revenue accrual No strategic dunning & follow up Impairment tests & provisioning Physical counts Bank guarantee issuance Journal vouchers- Manual allocations Technical & commercial response validation Contract mid term review Revenue accrual- Information based Bad debt provision & write offs Performance review (utilization, output etc) Reconciliation & adjustment Tracking of bank guarantees Journal vouchers- Reclasses & recharges Response to tender Other accruals Fixed asset reporting Inventory analysis & reporting Reconciliations/ verifications of bank guarantees Journal vouchers- Others Customer master data mgmt Investment request validation Verification of BG charges P&L prep FA master data mgmt Facility mgmt P&L review Petty cash admin Month end close monitoring Source to Pay Record to report Opportunity to cash
  • 79. 79Slide Onboarding & activity Loan application Underwriting Approvals & commitment Loan closing Loan closing (cont) Accounts are created Reporting Annual reviews Client needs discussion Credit analyst collect client financials RM presents loan at Committee Bank collects signed Commitment Letter Analyst build Close Checklist Branch works with client to open DDA as necessary Loan review reviews docs & system data to ensure compliance Analyst follows up w/client to collect fins covenant certs etc RM discusses w/mgmt to gauge interest & gets quick go/no go Credit analyst interviews client to build Credit Memo Revises structure, terms etc as necessary Analyst orders appraisal & reviews Analyst works with client to collect Close items Loan is created on Loan system Industry concentration/risk etc reporting pulled Credit analyst writes up Annual Review Builds & provides Term Sheet to client Spreads financials Credit analyst collects additional customer info/docs as necessary Analyst orders titles/liens & reviews Lawyers & RM build loan documents Funds are disbursed to client's DDA RM presents Annual Review at Committee RM secures client agreement to proceed w/underwriting Analyzes repayment ability RM collects bank approval signatures Analyst orders environmentals & reviews Analyst works with lawyers, client, RM to schedule Close Other associated accounts are created on systems Creates structure & terms Credit analyst creates commitment letter Analyst retrieves flood assessment & reviews Close occurs- docs signed Analyst performs industry analysis RM reviews commitment letter & delivers to customer Calculates existing relationship profitability (inc related accounts) Analyst builds Credit Memo Loan creation Monitoring Deconstructing the prior page: Commercial Loan Origination detailed illustrative example Assumes a bank w/decently efficient processes & generally end- to-end systems. Experiences will vary This high cost function was selected because it would not naturally come to mind as automation-friendly because of its skilled & non-repetitive nature If this type of function has material automation potentiality, think of the value in the bank’s repetitive processes RPA potential HIGH MEDIUM LOW NONE Note how much time Commercial Bankers spend on low value/admin
  • 80. 80Slide A few examples of how it is possible to automate the Loan Origination process: Automation Extraction Aggregation Responding Cuts & pastes information to create credit memos Extracts data from emails to pre-populate docs Pulls related account info from various systems to calculate broader relationship profitability Sends reminders to customer re: annual review & covenant information needs Orders liens, flood certs, environmentals etc Extracts numbers in financials to spread statements Speeds industry analysis for Credit Memos Provides updates to customer on origination status Automates securing credit approvals Determines schedule availability from emails Collects information from many sources to speed Term Sheet & Credit Memo creation Acknowledges information receipt
  • 81. 81Slide Card issuance requests Disputes Disputes (cont) Questions Address changes Rep confirms identity/address of caller Rep confirms identify/address of incoming customer Rep reissues new card is appropriate Rep confirms identify/address of incoming customer Rep confirms identify/address of incoming customer Rep receives email request & confirms identity of emailer Rep receives email request & confirms identity of emailer Bank/provider mails a new card if created Rep receives email request & confirms identity of emailer Rep receives email request & confirms identity of emailer Rep initiates a new card build Rep determines suspect transactions (& confirms others are appropriate) If bank requires it, an affidavit may be emailed to customer Rep accesses other systems if request spans other depts Rep updates address on credit card system (and depending on the bank, DDA/CRM system also) Bank/provider mails a new card Rep initiates provisional credit Rep emails responses (consulting operating procedures if necessary) Rep answers phone question (or consults operating procedures if necessary) (Done variously if DDA/CRM not updated automatically) Connection made to branches to connect with customer Rep emails responses (consulting operating procedures if necessary) Rep closes card if compromised Rep emails responses (consulting operating procedures if necessary) Branch reaches out to branch to update all customer accounts as appropriate (Not done by banks) Info forwarded to branch, which does courtesy follow up (w/real motive to initiate a needs discussion) Branch updates DDA/CRM etc address records as necessary Rep emails responses (consulting operating procedures if necessary) Non-branch debit & credit card servicing (calls & emails) Detailed illustrative example (Non-branch debit & credit card servicing) This low cost function was selected to demonstrate the bank has many pockets of smaller functions that would benefitRPA potential HIGH MEDIUM LOW NONE
  • 82. 82Slide A few examples of how UiPath would automate the non- branch debit and credit card servicing process: Automation Extraction Aggregation Responding Cuts & pastes information to confirm identity Extracts data from emails to pre-populate system fields Sends changes to other systems for updating (address etc) Acknowledges information receipt Logs reps into systems, speeding research Pulls information to create case notes Pulls information from systems to assist with fraud research/look for trends etc Sends email to branch manager so s/he can follow up with customer Crafts email responses Speeds research of suspect transactions Helps serve up information & responses to reps answering questions Provides updates to customer on status
  • 83. Processes every company should automate Data Entry Personnel Administration Payroll Joiners, Movers, Leavers Time & attendance Management Benefits Administration Compliance and Reporting Recruitment (back office) HR Services Order to Cash Procure to Pay (AP) Record to Report Vendor Management Collections Incentive Claims Sales Order Finance and Accounting Supply Chain Inventory management Demand and supply planning Invoice and contract management Work order management Freight management Returns processing Server and app monitoring Software deployment Routine maintenance & monitoring Email processing and distribution Batch Processing Password reset/unlock Back up & restoration Automation IT Services Other areas for automation Automation opportunities are practically ubiquitous in any organization. Besides typical horizontal services, there are other organizational activities that can fall easily under the scope of any automation strategy HR Services Due to the huge amount of repetitive, often manual, administrative tasks, under the shape of form fillings, data capturing, updating and disseminating and large number of request processing, HR is a gold mine of opportunities for automation Supply Chain Supply chain problems cost companies between 9- 20% of their value over a period of 6 months. Below processes are typically prone to automation and represent typical area of improvement in any supply chain operations. IT services With an estimated 30% of time spent on low level tasks, IT is compelled to embrace automation as a way to focus on the initiatives that require innovative thinking, and be able to tackle with the critical organizational tasks currently consuming much of their time. Finance and Accounting F&A is another area where automation can have significant positive impact on cost savings, improved efficiency and streamline processes, when applied 83
  • 84. 84Slide How much value can RPA create for your firm? Costs Benefits Robot licenses (A seat license- ie the cost per robot- is a fraction of an FTE) Server(s) & virtual desktop infrastructure (VDI)* Training time (A few days x employees) Ongoing support/network (Similar in effort to administering Excel/PowerPoint) FTE reduction - Direct from automation - Indirect from reduction in rework/error correction (10-40% of tasks) Value on reduced customer attrition on quicker response times (~ Value of 1 customer lifetime NPV saved is equal to a seat license cost) Reduced cost from employee attrition due to less repetitive work (~ Value of HR time alone of 1 employee not being refilled, is equal to the cost of a seat license) Payback period= <6 months Remember- RPA does not require major platforms, coding etc * VDI is essentially the practice of hosting a desktop operating system/Windows PC on a server w/o a monitor- where the employee connects through dedicated thin client software
  • 85. 85Slide Implementation overview: Easy, & value created within a handful of weeks 2 3 4 5 61 Departments assess RPA readiness, evaluate providers & agree to proceed Stand up server, software is downloaded & configured A handful of employees are trained online Department head & key stakeholders, 1-2+ weeks* * This example assumes departments implement individually, instead of an enterprise-wide implementation Network admin, 1-2 weeks Dedicated bank team or dept employees, 3 days RPA Prioritization & Definition Workshop held to determine which processes receive priority (high headcount/low variability/complexity) & articulate the workflow steps/create documentation 1-3 dept employees, 1-2 weeks Robots trained & tested for the prioritized set of processes RPA trained employees, 2-3 weeks Grow momentum (Centers of excellence etc) Total= 6-10 weeks elapsed time for a few individuals Value begins to be realized
  • 86. 86Slide Evolution of Intelligent Software Automation 5-20% 40% and more 60% and more 80% and more Orchestrated Automation Intelligent Robotics (IRPA) Orchestrated Robotics (RPA) Cognitive Robotics (CRPA) Application dependent Workflow Automation Robotic Process Automation replicating actual user activity RPA with integrated Cognitive Services RPA with integrated Cognitive and Deep Learning Service Efficiency Today Intelligent Automation
  • 87. 87Slide / WITHIN MINUTES 75+% 65+% 100% PRODUCTS DESIGNED TO PROVIDE STRONG SECURITY, ENTERPRISE GRADE COMPLIANCE & ROBUST GOVERNANCE. ERROR REDUCTION COST REDUCTION CYCLE TIME REDUCTION HIGH SCALABILITY RESULTS DRIVEN TECHNOLOGY
  • 88. 88Slide Executive recap Technology maturation & your competitors’ RPA adoption Means delay is costly- in value unharvested, & falling behind Tech maturation also means much IT backlog for rectifying bad/broken processes. RPA allows you to essentially “rectify” these broken processes without the expense & delay of actually implementing the backlog Companies scrutinize their potential partners carefully & choose us disproportionality We’re a company winning a growing share of the industry- because of our vision, capabilities & deep pockets And, we have a pace of improvement that will continue to leave our competition further & further behind Independent experts- many of them, with numbers quoted here- say RPA results are meaningful Why now? Easy to start? Is the payback real? Why UiPath? “60-80% reductions in process times/steps w/25-40% reductions in costs” according to SME independents such as McKinsey&Company, EY etc <6 month payback & no system integration Meaningful cost & turnaround reductions are achievable within a month of agreeing to proceed.. ...Because RPA is not integrated into your systems- hence no costly coding or waiting A robot never sleeps, makes zero mistakes & costs a lot less than an employee
  • 89. 89Slide Reality or Hype? • Across multiple FI processes • Covers Loans, Cards, Payments, etc • Insurance back office • Multiple references • Proven Cost Savings from 10% - 80% • Proven Error reduction • Implied Customer Service improvements • Low impact implementation in short period of time • RoI within 3 – 6 months Evidence • Mc Kinsey • EY • Accenture • Argon Consulting • London School of Economics • Kinetic Consulting • Grand View Research • …… and UiPath Sources
  • 90. 90Slide Reality & Hype Come and see a software robot working Speak to myself, Franck or Alex today and tomorrow
  • 92. Securing The Fintech Journey Martin Budd Security Sales ManagerUK&I Keiron Shepherd Snr Security Systems EngineerUK&I
  • 97. “Cloud can support digital transformation, if applications and data are secure”
  • 99. 01100110 00110101 00001101 00001010 APIs Will Increase The AttackSurface USER API CHANNELS DATA
  • 102. Web Application Evolution 11 GET /ws.php GET /http.php GET /images GET /http.php HTTP/1.1 Payload: <HTML><H1>Welcome</H1></HTML> GET /http.php HTTP/1.1 Upgrade: websocket Connection: Upgrade Sec-WebSocket-Protocol: chat Payload: dll29x8hsadh23nfha8s892...
  • 103. HYBRID ENVIRONMENT Identity and Firewall Access DDoS Protection ADC Local Load Application Balancing Security Application Performance TRADITIONAL DC On premises PRIVATE CLOUD On premises/CoLo PUBLIC CLOUD Off premises Anti-Fraud
  • 104. Mobile & Cloud Driving The Application Explosion Open Banking presents tremendous opportunity, but exposes organisations to different threats Maintaining a secure, frictionless customer experience essential to successful digital offerings Security, Availability move with your applications to protect them wherever they reside
  • 107. Building a Resilient Foundation for Digital Transformation 107
  • 108. • Causes & Benefits • The Impact to FINTECH • Real World Examples in FINTECH • The Confidence to Embrace Change IT Resilience and Digital Transformation 108
  • 109. “By the end of 2017, two-thirds of the CEOs of the top 2,000 global companies will have put the digital transformation strategy at the center of their corporate strategy.” - Forrester 109
  • 110. What is Digital Transformation? 110 Creates Challenges for Traditional Business Models Creates Opportunities for New Business Behaviour is Altered & Interactions Change Evolution of People & Technologies
  • 111. 111 Digital Transformation is a continuous journey with multiple stages along the way This enables the business to step back and re- evaluate as changes continue to happen Break it down into small, individually-defined steps as part of an overall plan
  • 112. 112 Transform for Survival Technology has driven a shift in the competitive landscape. Competitors are disrupting traditional models of business by leveraging digital technology. This forces organizations to “transform or perish”
  • 113. 113 "One-third of the top 20 firms in industry segments will be disrupted by new competitors within five years.“ - IDC Report, “FutureScape: Worldwide CIO Agenda 2016 Predictions”
  • 114. 114 Transform for Profit But it’s not the only motivator to transform Technology is now seen as a driver of innovation and opportunity, not a cost center. The digital age has opened up opportunities for new models and new revenue streams.
  • 115. 115 Companies that embrace digital transformation are 26% more profitable than their average industry competitors and have a 12% higher market valuation. - MIT Center for Digital Business
  • 116. 116 Transform for Agility Underpinning everything is the advantage of agility Organizations need to be more flexible, responsive and resilient to any disruption or change. Agility enables pro-active transformation and faster responses to digital innovation.
  • 117. 117 “The faster your organization can go from idea to implementation, the more it can embrace opportunities to transform and even disrupt markets and internal business models.” - Forbes report, “Top 10 Trends for Digital Transformation in 2017”
  • 118. 118 Complex IT Complex Products Costly Real Estate Legacy Compliance Manual Operating Modes Souce: KPMG Report - Challenger Banking Annual Results, 2016 Our Established Banks are Struggling to Evolve
  • 119. 119 When banks get it wrong, it damages reputation and the bottom line Souce: Ponemon Institute – “Cost of Data Centre Outages” Report, 2016
  • 120. 120
  • 121. 121
  • 122. 122 It takes 20 years to build a reputation and 5 minutes to ruin it. If you think about that, you’ll do things differently… - Warren Buffett
  • 123. 123 Transformation for agility and profitability Safaricom and the Commercial Bank of Africa (CBA)
  • 124. 124 Transforming for Agility • Complex BC/DR technology • Locked into ageing hardware and expensive data centers • Unable to test DR easily Before Zerto • Less complexity & simplified management • Migrated to new all flash hardware in 6 new data centers in months • Easy testing gives a competitive advantage With Zerto Fintech Service Provider 50 countries 63,000 finance professionals use SAAS services every day
  • 125. 125 Transforming for Profitability • High cost of data center real estate Before Zerto • Migrated production workloads out of 75 data centers down to 6 • Project delivered in months • IBM GTS & IBM Resiliency Services With Zerto Global Insurance Company $70 Billion Annual Revenue 90 Million Customers in over 60 Countries
  • 126. 126 Improved Recovery Time by 60x Enabled transformation with Azure Daily DR testing performed in 15 minutes Reduced DR storage footprint by 43% Delayed storage purchases for 3 years Installed & configured in just 90 minutes Resilience Pays for Itself
  • 127. Real-Time Analytics & Historical Reporting Seamless Data & Application Mobility Faster & Cheaper Test/Dev Environments Easily Test & Report for Compliance Minimise the Risk of Ransomware Advanced Automation & Orchestration Reduce Costs & Optimize Licensing Enable Hybrid Cloud Flexibility IT Resilience enabled by Create a Unified, Flexible Infrastructure Rewind & Recover from Anything 6127
  • 128. 128 GDPR is looming… You are required to test & prove fast recovery from an outage
  • 129. Request a Demo with your Rep or Online 129
  • 130. PRIVATE AND CONFIDENTIALPRIVATE AND CONFIDENTIAL Thank you! 130
  • 131. Welcome Back Fintech 2017 27th & 28th Sept Our Dynamic Earth
  • 132. RegTech Panel Sameer Gulati, Innovate Finance @SameerG1987 Alex Ford – Encompass @alexkford Stewart Pitt – Allatus @PittStewart Gillian Boston - AutoRek @autorek
  • 133. Christopher Woolard Financial Conduct Authority @TheFCA #finscot
  • 134. Stephen Flaherty JP Morgan Chase @jpmorgan #finscot
  • 135. n4m The Pace of Change Stephen Flaherty, Managing Director – J.P. Morgan JPMorgan Chase Key Strategic Technology Priorities
  • 136. Technology Infrastructure Driven by Business Scale $5T Daily Payments Processed 243K Employees 6K Applications 44MM Digital Customers $1T Annual Merchant Transactions $1.8T Daily Securities Traded & Settled JPMC Business Scale 150K Server Instances 285PB Data Storage 30 Data Centers 20K Developers 150K Virtual Desktops 170MM Annual Video Minutes JPMC Technology Scale 136
  • 137. Global Technology Organization 2016 Global Technology Budget ($B) Global Tech Infrastructure (GTI) Corporate LOBs Developing and maintaining applications Delivering employee technology and infrastructure AM CB CCB CIB Data Center Compute End User Tech Network Storage Global Technology At-a-Glance Total = $9.5B ~33% ~67% Change the Bank Run the Bank 137
  • 138. Transforming Global Technology To Enable Innovation 138 Employees Customers / Clients 3rd Party Developers Hybrid Cloud Infrastructure Software Development Employee Technology Data & Analytics Cybersecurity Digital & FinTech Optimizing core infrastructure APIs
  • 139. What are the Challenges Associated with an IT Transformation? Need for Continuous Improvement Ensuring Business is Aligned with Change Innovating on Top of Legacy Environment ▪ Focusing on incremental innovation, not just disruptive ▪ Automating processes and removing barriers ▪ Clear and open communications channels between business and tech ▪ Developing agile teams across global footprint ▪ Shifting from old thinking ▪ Reducing “technical debt” ▪ Ensuring time for innovation against BAU 4
  • 140. How Can We Combat These Challenges? Creating Buy in for the New Vision ▪ Defining goals, and demonstrating progress Becoming More Technology Oriented and Data Driven ▪ Technology as the enabler, not the excuse 01010010100100 01010101001010 10101010101010 10101010101010 11010101010101 01010111 Refocusing the Organization Towards New Priorities ▪ Top town prioritization, firmwide collaboration 5
  • 142. Delivering strategic goals in a constantly evolving landscape Lisa Jacobs – Chief Strategy Officer
  • 143. Seismic shifts in the financial services landscape allow innovation to take root Rates for investors have dropped Banks have retrenched from SME lending Source: Bank of England Bankstats (http://www.bankofengland.co.uk/statistics/Pages/bankstats/2017/jul.aspx) 143 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Average Isa interest rates 135 140 145 150 155 160 165 170 175 180 April 2011 Oct 2011 April 2012 Oct 2012 April 2013 Oct 2013 April 2014 Oct 2014 April 2015 Oct 2015 April 2016 Oct 2016 April 2017 £Billions Stock of bank loans to SMEs
  • 144. Funding Circle’s innovation efficiently connects supply and demand 144
  • 145. We’ve delivered over £3.5B of lending to small businesses whilst offering investors returns of 6-7% 145 0 0.5 1 1.5 2 2.5 3 3.5 4 2012 2013 2014 2015 2016 2017 £Billion Funding Circle investors’ cumulative lending 0% 10% 20% 30% 40% 50% 60% 2011 2012 2013 2014 2015 2016 2017 Funding Circle cumulative returns 60,000 jobs created and £5.3 billion added to the UK economy
  • 146. A strong vision and mission: $100B lending and 3M jobs p.a 146 1
  • 147. Investment in data and technology 147 2
  • 148. 89 0 0 10 20 30 40 50 60 70 80 90 100 Funding Circle UK UK Banks A ruthless focus on delighting our customers Market leading NPS 148 c. 94% of businesses would approach Funding Circle first in the future versus their bank 3
  • 149. Do the right thing Cutting through the noise 149 Lobbying for regulation 4
  • 150. Add optional footer or disclaimer or delete text box 150