FIS Wealth Solutions. Luke McCabe, EVP, FIS Simon Algar, Principal, wealth-reports April 11, 2017
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1 FIS Wealth Solutions Luke McCabe, EVP, FIS Simon Algar, Principal, wealth-reports April 11, 2017
2 Today s Discussion Overview: FIS Wealth Solutions Industry view: Optimizing your operating model Looking ahead: The FIS Wealth Platform Customer perspectives: Audience engagement 2
3 FIS Wealth Solutions
4 Empowering clients by turning experience into insights Across the wealth and retirement sector we bring greater efficiency, flexibility and scalability 1,000 Clients 75,000 Advisors 1.5M Trust Accounts 50M Retirement Plan Investors $7T Assets 4
5 FIS Wealth and Retirement FIS empowers banks with one of the broadest and richest wealth management solutions sets in the industry. Digital client engagement online solutions Advisor desktop and services Portfolio management and managed investments Workflow, compliance and reporting Trust accounting technology and outsourcing
6 Our growth strategy Expanding outsourcing services VISION Help our customers grow revenue by providing superior software, service and industry expertise to help acquire, manage and grow investment assets in a cost-effective manner. Growing institutional asset management services Innovating our software platforms Extending to new geographic markets 6
7 Optimizing your operating model
8 The wealth management market Increasingly pressurized wealth-reports Workforce change Aging, shrinking Not diverse Investor needs change Experience hungry Tech-and finance savvy Price conscious Risk averse Diverse Wealth transfer $30T in play Banks prioritizing wealth LOB Intensive focus on client experiences More consistent service segmentation/product bundles Link financial plans to outcomes LOBs must do more with less Financial constraints Low interest rates Wealth % as of bank revenues Organic vs. M&A ROIs Price pressure Competition Maturity and intensity Rise of Fintech At scale consolidation Regulatory change AML, DOL Cyber security Regulatory fragmentation/convergence? 8
9 Vertical and functional integration Strategic realignment, tactical reorganizations wealth-reports Growth and productivity requires A more client-focused (vs. channel focused) sales orientation Consistent but competitively differentiated client experiences More operating capacity in the front, middle and back offices Two major changes Organizational realignment, breaking down silos to better serve customers Prospecting, planning and client service Investment and portfolio management Operations Redefinition of the operating and technology model Technology and data management becoming the #1 enabler of change Wealth CEOs now redefining operating models to build unified organizations leveraging platform chasses to facilitate change 9
10 Wealth operating model strategies wealth-reports Superior product, cross-selling and enterprise integration Efficiency shared services and prudent financial management Risk management and superior service 2004 Alternates Principal enablers talent, organizations, technology Scalability through M&A Productivity core focus + noncore outsourcing 2017 Composites Client experience and innovation 10
11 Wealth platform needs Transformation of client and user experiences Current State wealth-reports Target State Current CX and UX Transactional Product-oriented Benchmark-oriented Reactive Silo-ed Target CX and UX Process / lifecycle Solution-oriented Goals-based Proactive Holistic and integrated 11
12 Client experience benefits wealth-reports Client experience Scalability through functional and data integration Client Servicing Investment, Portfolio Mgmt Operations 12
13 Wealth platform needs Vertical and data integration + one stop procurement, service wealth-reports Product manufacturing Asset, portfolio mgmt and private banking product fulfillment Asset and product mgmt Proprietary and third party solutions Planning and Advice Gradations of bank, third party and client advice, decision-ing. Financial planning and PFM Goals-based reporting Product distribution End to end enablement, administrative and support Mass affluent, HNW, UHNW and institutional client Advisory, fintech Advisory-driven Multi-trade venue Client-initiated Investment book of record Wealth book of business Data integration Client fintech Unified book of record Implementation and execution of advice, product manufacturing and product distribution through an end-to-end systemic workflow, with data integration and exception-based processing Trading and transacting HNW, institutional support Client, HH data aggregation Accounting book of record Custody, Product, Portfolio, Trust Accounting Multi-venue trade tools Trust and agency locations, registrations CIF, CTF, banking, cards etc, accounts 13
14 Wealth platform value creation Key elements wealth-reports Data integrity Exception based processes Productivity greater efficiency ($) Capacity enhanced client experiences Bank wealth value creation can be sub-divided into different classes Rationalization of duplicative technologies, workflows, data sets and vendors Efficiency and productivity gains due to process, workflow and data standardization Reduced reputational, operational, regulatory and compliance risks and cost Value estimates CTO gains Front office gains Middle-, Back office gains +5% technology allocation savings Target firm currently spends 2.9% - 6.8% of revenue on tech. +62% time for client mgmt +21% faster growth in AuM +114% growth in revenues (bank PMs>$100M) 49% less time on operational processes Biggest gains in auto-account opening +80% faster time to revenue +3% operational risk reduction (ignores potential resource re-allocation) *Sources: FIS, Envestnet, Wise Gateway, Aite, SEI, Deloitte, IBM Pega 14
15 The importance of target model planning Agile planning wealth-reports Demand for change Strategy Target operating model Choices Implementation and execution CEB Building a Digital Foundation for Wealth Management, November 2016 Differentiation +33% Innovation +34% Transformation / agility +29% Implementation certainty / operational efficiency +31% Executives who focus on planning realize 2.5 times greater impact for the same project speed 15
16 Capabilities inform target state wealth-reports Capabilities fulfillment informs target operating models and therefore competitive positioning, differentiation Front to back client experiences Client, household centricity 360 views Singular UI with rolesbased dashboards Data integrity, consistency Workflow automation, outsourcing End-to-end surveillance Straight through processing 16
17 FIS Wealth Platform
18 Unifying core business capabilities in a single user experience WEALTH WEALTH Increased user efficiency through unified best-in-class product offerings Wealth Accounting & Custody Trading & Cash Management Portfolio Management Financial Planning Customer Relationship Management Common Integration Layer for Supporting 3 rd Party Features One Vendor One Contract One Relationship Manager One Service Team 18
19 Extending platform with key features and revenue-enhancing solutions INDUSTRY Support regulatory and industry changes FDIC Insured sweep options Department of Labor (DOL) STRATEGIC Salesfroce.com integration Deeper banking integrations Digital transformation through desktop widgets Aggregated financial data EFFICIENCY Front office report writer Data warehouse capabilities Real-time integration 19
20 Empowering users with dynamic web and mobile experiences WEALTH Unified Application Components and Dashboard HTML5 Technology with Mobile Enablement Data, Analytics and Reporting Seamless Integration with 3 rd party partner
21 Open Discussion
22 Thank You
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