MUG General Session. Tere Brun, Senior Vice President May 2, 2016

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1 MUG 2016 General Session Tere Brun, Senior Vice President May 2, 2016

2 MUG 2016 Celebrating more than three decades of MISER users! 2

3 Welcome Corporate Update Product and development update including details on standardization and structure Organizational Update Community FI Market FIS Community Core Strategy Followed by a presentation by FIS cyber security expert, Tariq Bokhari. MISER Update 3

4 4 1 FIS Corporate Update

5 FIS Today: Empowering the Financial World $9.2 B REVENUE 100+ COUNTRIES 55K EMPLOYE ES 20K CLIENTS 750M END CONSUMERS 400+ SOLUTIONS 34M MOBILE financial institutioning USERS $9T MONEY MOVED 848M CARDS PROCESSED 27B PAYMENT TRANSACTIONS 5

6 Aligning Our Growth Strategy with Yours Operational Excellence Innovation Financial Discipline Resources Sell, deliver, operate and service with excellence to maintain and grow client relationships Invest in new integration across solution portfolio, create new solutions for clients to leverage Focus on strong balance sheet, strengthen cash flow, pay down debt Continue to strategically expand solution portfolio, client base and talent 6

7 7 2 Organizational Update

8 Executive Changes Tere Brun Senior Vice President Lynn Roche Executive Vice President Anthony Jabbour Chief Operating Officer 8

9 Community Core Solutions Betty Bynum Director of U.S. Operations Peter Conners Director of Product Management Doug French Director of Enterprise and RISC Operations 29 years of FIS experience 16 years of FIS experience 26 years of FIS experience Keith Gilbert Director of Development George Jennings Director of Business Strategy P.J. Schunke Director of Professional Services 26 years of FIS experience 34 years of FIS experience 23 years of FIS experience 9

10 One Community Core Team Address traditional core silos/organizations Leverage talent, solutions and ideas Standardize processes across the cores Development Share internal best practices from development to documentation Evolve for a faster response time Operations Community Core Solutions Customer Service Professional Services 10

11 Providing a Total Solution Integrated solution set, driven by a core engine to give clients a 360 degree view of their customers CONSULTING Lending Solutions Risk, Fraud and Compliance INTEGRATION CORE SOLUTION Marketing/Predictive Analytics Commercial Treasury Digital Solutions Payments Solutions ITO/BPO OUTSOURCING 11

12 Core Product Focus INTEGRATION CLIENT COLLABORATION SUPERIOR USABILITY REVENUE OPPORTUNITIES OPERATIONAL EFFICIENCY COMPLIANCE & SECURITY With FIS and targeted third-party solutions Collaboration and communication in focus groups, conferences, relationship, and client portal Deliver the best user experience in the industry Flexible products Streamlined processes Timely solutions incorporated in feature/ functionality 12

13 3 Community FI Market Overview

14 Disruptive Forces Are Impacting Our Industry Technology Mobile Lifestyle Expectations New Entrants CONVERGENCE OF FORCES Customer Interaction Models Regulatory Change 14

15 Community Core Solutions Market Focus Banks Decline in Number of Banks Industry Consolidation Similar story for all financial institutions Trends Effort to keep up with non-traditional new market entrants Continual adaptation to meet millennial demands Assets are on the rise Decline In Number of Banks 12/31/09 12/31/10 12/31/11 12/31/12 12/31/13 12/31/14 12/31/15 Source: FDIC 15

16 Community Core Solutions Market Focus Credit Unions Decline in Number of Credit Unions Industry Consolidation Similar story for all financial institutions Membership Growth Increased growth in 2015 Trends Credit Union National Association (CUNA) is seeing a decline in membership Seeing clients aggressively go after new business and in doing so are dropping the emphasis on credit union Sources: CUNA Mutual Group Economics, September 2015 Callahan Merger Trends Credit Union Membership Growth (Annual Percent Growth)

17 4 MISER Update

18 Footprint by Service Type MISER Total Clients: 73 47% 53% In-House: 34 Client Mix Outsourced: 39 30% 70% Credit Unions Banks 18

19 2015 by the Numbers ENHANCEMENTS TOTAL PARTICIPANTS IN MISER TRAINING CLIENT LOYALTY SCORE ASSETS PROCESSED (BILLIONS) PROFESSIONAL SERVICE PROJECTS RENEWALS

20 MUG General Sessions MONDAY, MAY 2 MISER DeskTop Overview 10:40 11:50 am MISER DeskTop Workflows 1:15 2:15 pm TUESDAY, MAY 3 Keynote: Signature Moves! How to Stand Out in a Sit-Down World! 8:30 9:30 am 2016 MISER Release Update 9:45 10:45 am WEDNESDAY, MAY 4 MISER Future Direction 11:00 am 12:00 pm 20

21 MISER Development Keith Gilbert, Director of Development Peter Conners, Director of Product Management

22 MISER Development Update Organization MISER 22

23 MISER Development Update Organization BancPac HORIZON Shared Solutions MISER Bankway Process Management Product 23

24 Product and Development Responsibilities PRODUCT MANAGEMENT Industry Experts Consultant-level Bankers Market Interaction Liaison to Regional User Groups and Focus Groups FIS Integration Prioritize Product Roadmap DEVELOPMENT Focused Development Teams Led by Developers Industry Analysts and Programmers Strategic Regulatory Funded Corrections QUALITY ASSURANCE Focused QA Teams Led by Industry Analysts Mirrored Client Environment Releases, Flashes Root Cause Analysis Lessons Learned Set Direction Create Solutions Manage Delivery 24 24

25 Quality is the result of a carefully constructed cultural environment. It has to be the fabric of the organization, not part of the fabric. Philip B. Crosby Zero Defects 25

26 Origin of Quality What is quality? Providing a product or service that satisfies our clients Why focus on quality? Leading financial technology company in a very competitive industry Consumers expect more and we are in the referral business Monetary stewardship How is quality measured? Internally Loyalty index, release dates, new issues, prior release issues, hot fixes, support calls, QA and beta issues Externally Functionality, on-time delivery, reliability, efficiency (client perception is reality) What is the cost of bad quality? Internally Credibility, client loyalty/new sales, increased development costs Externally Institutions Clients, Institutions credibility How can we improve quality? Quality culture set high overall expectations and share responsibility, no borders, we all own quality Identify areas of improvement - learn from mistakes and get better each day, have sense of urgency Set high expectations for yourself and your team your role is the most important role, commit to quality before projects leave your desk 26

27 Development Strategy Community Core Quality Culture Origin of Quality Risk ratings Assess release content Root cause analysis / lessons learned Sense of urgency Leverage Talent ` Product management, business and technical knowledge User design, Business intelligence Leverage Solutions User experiences Integration Security Compliance 27

28 28 5 First Award

29 WELCOME Pat White Client Executive

30 FIS / UNISYS 2015 FIRST Award 30

31 FIS/Unisys Sixth Annual FIRST Award Next Best Product Using Analytics to Serve Members

32 Problem Lack of CRM System Lack Content for Messaging that is Relevant Timely Appropriate for the Audience Low Response Rates to Marketing Campaigns High Cost-Per-Acquisition High Opportunity Costs

33 Approach Archive Promotional Efforts (2013) Data Governance (2012) What is a product? Profit Models (2012) What do we want to sell? Dimensional Warehouse (2013) Provides broad perspective of product adoption System-agnostic SSAS & Sequence Clustering (2015) SSIS for Training & Automation

34 Sequence Clustering Clusters on Account Ownership & Relevant Demographic Factors Shows Relationship & Closeness between Clusters Shows Relative Concentrations

35 Sequence Clustering Profiles Clusters Distributes Attributes Visually

36 Sequence Clustering

37 Sequence Clustering

38 Results & Applications Member-Level predictions allow for analysis of trends & forecasting demand for certain product lines. Individualized messaging promotes most relevant products in multiple channels Informs engagement & retention strategies

39 Thank You Presented By Casey Foltz Business Intelligence Manger Oregon Community Credit Union

40 FIS / UNISYS 2015 FIRST Award 40

41 FIS/Unisys Sixth Annual FIRST Award Manage My Cards Anywhere Wings Financial

42 About Wings Financial Credit Union Founded: 1938 Headquarters: Apple Valley, MN Branches: 22 (16 MSP) Asset Size: $4.2 Billion * Members: 205,000 * Employees: 473 * * As of 12/31/2015 Membership is open to: : 13 county MSP Metro : Aviation Industry Employees : Seattle-Tacoma Metro : Wings Financial Foundation : Existing Members immediate family

43 Introduction Vision execution Steadily close the gaps between what must be done in a branch vs. what can be done via the digital channels. Enabling Toolsets The combination of Cohesion and.net continue to be limited primarily by one s imagination. Practical Application Description In May of 2015 we automated the ability for members to report their debit cards lost or stolen and to order a new card. With this functionality deployed both to our Home Banking site and our Mobile Application, members could now easily report their cards lost or stolen immediately without having to worry about contacting our call center. Functionality Specifics Report Card Lost or Found Report Card Stolen Order a Replacement Card for one reported lost or stolen Order a Card for a checking account that never had a card Disable ATM Withdrawals only Disable Point of Sale transactions View / Enroll in Signature Rewards

44 Home Banking Screens

45 Mobile App Screens

46 Member s Love This Since the launch of this program, we ve seen member s use the tool to take control of their debit cards on their terms. Cards Reported Lost/Stolen Home Banking Mobile App Cards Suspended New Cards Ordered ATM/Purchases Disabled Signature Rewards Enrollments ,721 Transactions *Estimated 286 hours saved Forecasted.25 FTE savings by Year end *Assuming a 3 minute transaction time for teller or call center representative

47 Wings Financial Foundation The Wings Financial Foundation is a 501(c)(3) nonprofit organization that provides youth and adult educational programs to fulfill a growing need for financial literacy at every age. The Foundation also administers a number of scholarship opportunities to support members' higher education. Contributions to the Wings Financial Foundation go directly to support these educational initiatives. Financial Education Wings Financial offers many opportunities for members to learn ways to improve their financial health. Member and Community Education Wings offers a variety of financial education classes to groups in our aviation and community fields of membership. Junior Jet Saver Youth Program For members up to age 12, Wings offers a program to help young members learn the value of saving and keeping track of their money. Ask a representative for details. SOAR Young Adult Program This new program offers young members the chance to take the first steps in managing their finances. For program information, please Wings is partnering with BestPrep's Minnesota Business Venture Camp and offering 6 scholarships to attend one of this year's camp session.

48 Thank You Presented By David Mason CIO/SVP Digital Wings Financial Credit Union

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