iClaims SWOT

Agenda

1. SWOT Overview 5 min.
2. Findings 20 min.
3. Potential Solutions 40 min.
4. Roadmap 5 min.
5. Scoring 30 min.
6. Revisit Roadmap 30 min.
7. Next Steps 20 min.

Estimated Time 3 hrs

Saturday, December 8, 2012
SPYSINGER Inc. - Confidential 2

SWOT Overview

1. Effective method for getting a quick KOM
Reading of the company.
2. Starts documenting the Remediation
process.
3. Creates Synergy among all stakeholders.
4. Provides sound subjective data.


Findings

1. There was common ground.
2. Everyone provided a unique perspective based on individual
experience and work-focus.
3. There were some surprises.

Major SWOT Classifications

• Sales
• Corporate / Cultural
• Products and Services
• Communications
• Project Management


Findings

Sales

• No accurate method for sizing the sale based on extenuating work effort
• Vague sales plan
• Some recent good momentum – always threatened by “other” work
distractions
• Need a more competitive pricing strategy
• There are opportunities in new industries and out of state markets
• There is a desire to get out there and learn more about competitors and the
industry
• There is a need to participate in more trade forums and industry groups
• Sense of risk towards product stagnation, loss of speed to market of new
features, broken promises
• Can operations handle the influx of new customers?


Findings

Corporate / Cultural
• Strong sense of purpose, good people with genuine passion for building sustainable
bridges with the client
• Weak business operational practices are hindering growth
• No clear business segmentation or division of roles and responsibilities
• Need a methodology to flow strategy thru tactical execution
• Faulty sales to implementation process
• Lack process to handle throughput of bugs, patches, enhancements, etc.
• Limited resources – support is falling behind client demand
• Need to separate true development (new features) from normal configuration and
support so product development can deliver un-tethered to BAU issues
• No DR/Business Continuity plan
• No code repository and check-in/check-out methodology (e.g., SafeSource)


Findings

Products & Services
• Overall product is mature, robust and simple to configure and use
• Own nearly 20% of the NY market
• Too many juggled ideas, fixes, enhancements and missed promises
• Provide self-provisioning feature to lessen reliance on programming resources
(expand user ability to add fields, forms and reports)
• Offer product integration and customization services to clients
• Need to evolve to next generation of product (e.g., .NET)
• Current product is not HIPPAA/FERPA compliant


Findings

Communication
• Difficult to communicate the big picture, convey actionable goals and establish
business awareness in the troops
• Client communication is lacking, i.e., need to convey break/fix remediation, upgrade
strategies, enhancements, technical roadmap, etc.
• Lack of an effective communication policy with the development and support teams
• Need to be more proactive and develop better channels for "hearing" clients and
anticipating upcoming requests


Findings

Project Management
• Project management is either non-existent or very weak. Clients recognize this
weakness.
• Due to no PM tools or templates, project data is stored in multiple places with no
regimen or governing policy. Having inaccurate or unreliable data inhibits the ability
to drive, manage, and report progress. It also hinders the teams ability to credibly
estimate future effort.


Solution Categories

Training

Support Training
Support
Services
Services
Products Products
Corporate Corporate
Sales
Sales Development
Development

0 20 40 60 80


Solution Category: Development

Solution Benefits

Numerous issues arise around managing workloads, resource capability,
and issue resolution. The process will
(1) determine quickly whether this is new development or a bug and
Create Development Workflow Process: where it should be assigned;
Create process to handle inflow of work for customer integration to (2) prioritize the request;
customizations. Includes process and templates to capture (3) clearly state who's paying for the work;
and document requirements, and channel requirements via (4) document and route all approval and signoff needed to begin
tech specs to development team. Need method to prioritize work.
work into feasible containers: Do-ASAP, Can-Wait, Next- Work will flow logically and effortlessly. Expectations can be accurately
Patch, Future-Enhancement. Take as much guess-work out established and justified to customers. Deliverables can be
of the workflow. better managed and timelines become more realistic.

A PM methodology teaches us how to do the job right 80% of the time
and allows us to adjust to accommodate the other 20%. It allows
Develop a PM Library: us to learn from experience and apply what we've learned to new
Create templates that can be re-used for all development effort work. We become better estimators and productive workers. Our
based on small, medium, large. Train PMs, development ability to properly scope and size - and manage - our effort benefits
team and clients in usage. Start small and refine over time. the bottom-line.

Implement Code Repository and QA/Code Review
Process:
Acquire package and have all developers learn usage. This should Provides safeguards against sloppy code practices (bad product) and
become a development standard and core corporate policy promotes knowledge transfer. A positive with a small staff where
item. expertise resides in individuals and not teams.


Solution Category: Sales

Solution Benefits
Create Sales to Implementation Process:
Provide mechanisms to capture, document, estimate and cost work
from a normal subscription to a large scale implementation. Increased revenue for billable integration and implementation
Automate estimation based on critical work-effort factors. services.

Create/Refine the 2008 Sales Plan:
If a strategy and plan have not been established, create one. If one
exists conduct a midyear review and adjust accordingly. We need to
"hear" what our current clients are saying about us (focus groups,
surveys). We also need to focus on 2008-09 feasible industry
segments (Medicaid/Medicare) and states (California, CT, NJ). We
also need to determine the real impact of the NYEIS threat and see if More Sales!!! We need to know who the competition is, what their
we can play into it instead of against it. Combine this with the products are, perform a SWOT on our own line in comparison to
development of a more competitive Pricing Model. Perform all what's out there and determine where we stand and learn how we
marketing analyses needed. can exploit our competition's weaknesses.


Solution Category: Corporate / Cultural Improvements
Solution Benefits

Providing project management and workflow processes will allow teams
to work more effectively. In addition, clients require regular and
consistent communication. We also need programs to gather and
Create a Communications Strategy for the company: Divide document client chatter (requests and gripes) as these can be used to
it into internal communications, exec communications, client fuel innovation. The Comm Plan must also address media blurbs,
communications, partner communications and media. Start simple. Think marketing statements, and provide a consistent flow of information
triage - what's critical right now. between ourselves and our partners.

Department Segmentation and Evolution:
Need to define areas for Dev, Sppt, Sales, Client Svcs and define roles,
authorization and accountability. Need to separate development
accountability from Support responsibility. Create CTO office to oversee all
technical areas. Need to separate true development (new features) from
normal configuration and support so that product development can evolve Clear definition of roles will provide depth and succession, and limit
un-tethered to BAU client issues. redundancy. Will allow CTO to balance resources as needed.

Develop Corporate Policies: Staff will have clear guidelines on behavior and policies. This will evolve
Create a true corporate culture and set professional expectations for staff. and improve the methods we use when interacting with customers.

Create Senior Advisory Board: External input can help guide focus away from industry clutter and and
Assemble internal and external teams to help in market planning and help temper random technology ventures vs. sound ideas and
product leadership. opportunities.

Develop Corporate DR Plan:
Business continuity is imperative. Work out strategy with internal staff, IT
providers, and suppliers. A good DR plan is a marketable asset for this kind of data.

Create an Administration office
To contain the CFO, HR, payroll, billing responsibilities. Possibly consider This segmentation will be needed to maintain focus on the important
outsourcing. things.


Solution Category: Products

Solution Benefits

Initiate Regulatory Standardization initiative : Keeps us in the Visionary quadrant. Shows clients that our product
Assess the regulatory standards necessary to maintain existing client understands the expectations and constraints of the law and
compliance and review "other" state regulatory restraints to enable safeguards their records and transactions in a manner consistent to
market thrusts into new areas. the most strident rules set by these committees.

Create iClaims XL version: Self-provisioning allows us to hand off the more typical setup chores.
Bundle most critical enhancement and bug fixes into a new sleek It should also enable users to do simple customizations
version that provides a robust self-provisioning interface. New product (specializations) to their app. Analysis should provide the "most
should be built on new .NET platform. Possibly built by/with external asked for" features. Allow these to be turned on at the customer's
development team so in-house team remains focused on existing discretion. Simplicity is best but don't develop for the grandma at the
product. Market this! reception desk.


Solution Category: Services

Solution Benefits

Create new Integration Services Business :
This model will allow customers to make customization/integration
requests and provide the necessary workflow processes to see
requests to completion. This will require an extensive PM
repository with metrics to handle templates and manage workflow A new service offering. A demonstration of iClaims technical savvy,
activity. adaptability and control over the product.


Solution Category: Support

Solution Benefits

Numerous issues arise around managing workloads, resource
capability, and issue resolution. With a process in place, calls can
BAU / Support Process: Need to develop process to handle be received, documented, prioritized and assigned. Work effort can
inflow of work, from issue capture, assignment to resolution. be managed and monitored. Uniform client communication policy
Communication policy with customer should be included. will diminish confusion and effort being lost in the shuffle.


Solution Category: Training

Solution Benefits

Initiate eTraining module and service:
Automate as much possible using video and Flash training tutorials.
Provide DVDs for basic functionality and sell expanded and customized Creates a "state-of-the-art" appeal to the product. Diminishes the
feature modules. Possibly partner with other training groups to provide training distraction for the sales and development teams. Is a great
re-sells or links to education modules. marketing asset.


5/1
Create Sales to Implementation Process

Create/Refine 2008 Sales Plan Roadmap

Development Workflow Process

Develop a PM Library

Create New Implementation Services business

BAU / Support Process

Create Corp Communications Strategy

Initiate Regulatory Standardization Initiative

9/1
Code Repository with QA/Code Review Process

Create iClaims XL

Department Segmentation

Develop Corporate Policies

18 SPYSINGER Inc. - Confidential Create Senior Advisory Board

Develop DR Plan

Develop eTraining Module

Create Corp Office of Administration
12/31

Scoring
Resource Feasibility
How feasible is the solution based on company resources (i.e., staff, skills, bandwidth, funding, etc.)?
1 = potentially undoable due to resource constraints
2 = doable with adjustments to business. Potential impact to other areas of the business and possible client impact.
3 = highly feasible. Resources are available and could easily be utilized.

Time Criticality
How soon must this action occur to have a positive impact on the business?
1 = can be held off with no serious impact to business. Possibly a 2009 initiative.
2 = can wait 6 month and still have benefit. Either due to market dynamics, competitor pressure or internal issues.
3 = must occur immediately. Either due to market dynamics, competitor pressure or internal issues.

Revenue Driver
How will this impact revenue, cash flow, profits, or savings of the company?
1 = low impact
2 = marginal impact
3 = high impact

Importance
Overall criticality of issue.
1 = not that important - nice to have
2 = moderate importance - could help staff, customers, etc.
3 = critical - a "must have/do". Without it, the company could be in jeopardy.

Score
System calculation. The higher the score, the more critical.


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