BB&T Ballpark Luxury Lounge, October 15th & 16th

1. welcome to BB&T BALLPARK LUXURY LOUNGE OCTOBER 15 & 16TH

2. THANK YOU TO OUR SPONSORS

3. MEET THE TEAM: ICEBREAKER/ INTRODUCTIONS

4. OPENING PITCH TIM PARSONS

5. CLIENT SELF-SERVICE/ DIGITAL ADVICE PANEL DISCUSSION CRAIG ISKOWITZ

6. 15 MINUTE TIME-OUT COFFEE BREAK SPONSORED BY…

7. ELIMINATING TESTING STRIKEOUTS: TIPS FOR TESTING SERVICE REQUESTS

8. Challenges with QA Testing

9. Overview of Testing Environment & Tools

10. What we have learned! • Made Quality a Company Initiative • Expanded QA Team • Invested in QA Environments • Involve QA Team as early as possible! • Increased Focus on Automated Testing • 300 Automated Tests run nightly • Conduct Veracode Scans weekly • Leverage Offshore Resources to create automated test cases There is NO Magic Bullet Effective testing requires • Modified Internal Processes • Each PT Story is reviewed to determine • New Feature: Test Script complete before we cut • Bugs: Reviewed to determine why we didn’t catch it! • Results: • From 7.13 to 7.17 QA Team logged 50% more defects BEFORE the version was released. • Reduce Defect Rate for upgrades from 7.13 to 7.17 by 50%

11. Applying what we have learned! • Results: • Less ‘swirl’ . . . . ‘why forgot to test X . . • Better credibility with stakeholders • Better tracking of testing progress • More accurate timelines • Smoother production releases

12. LOADING THE BASES: RECENT ACCOMPLISHMENTS, STRATEGIC INITIATIVES JEFF DEMING

13. Loading The Bases

14. Recent Accomplishments • Providing Hosting Services:​ • Security Investments​ • Expanded Support Offerings​ • Product Enhancements

15. Recent Accomplishments • Other Accomplishments:​ • New Integrations / Relationships​ • Expanding Our Capacity​ • Productization of IFS Brokerage Solutions​

16. Strategic Initiatives • Continued Investment in Security​ • Continued Investment in Production Related Enhancements​ • Product Focus​ • Product Investments and Enhancements​ • Expanding & Scaling Support​

17. QUESTIONS?

18. LUNCH BREAK

19. TRENDS IN WEALTH MANAGEMENT CRAIG ISKOWITZ

20. OVERVIEW OF PRODUCT DESIGN AND ARCHITECTURE THE PRODUCT TEAM

21. Agenda for this Session • Product Design and Architecture Overview • Benefits and Trade-offs of the Product Approach • Break-out Sessions • Group 1 – Firms that are, or plan to, use IFS as a development platform, using there own in-house resources • Group 2 – Firms that plan on using IFS to develop and deploy solutions.

22. A Creation Story In the beginning… New Check Request Template Firm 1 Check Request Check Request Template Check Request Template (V2) Begot Begot Begot …There was a template Which was demonstrated and the Client said “This is good!” When the client’s operations, compliance, and field beheld that the template was able to be modified, they said “let’s make the template into our own image” Based on the firm’s requests New Features, were added. The product grew and the enhanced version became the new template.

23. The Evolution of Templates to Products • We have created a design and approach which allows us to: • Leverage on our best practices across all client implementations • Build and perfect components such as interfaces, processes, and functions • Have the ability to apply enhancements universally across all implementations • Reduce testing requirements

24. The Best of Both Worlds • Product implementations does not reduce configurability • User Interface / Data Collection • Text (labels, page message, help text) • Drop down values • Documents • Workflow • Firm integrations • Firm-specific business rules

25. Product Foundations Configurations and Overrides

26. Component Example – Asset Movement

27. Benefits of this Approach • Established Data Structure for each domain simplifies interfaces • Flexible UI with Question Overrides and Configurators • Established “Connectors” that provide reusability • Testing against core product performed by IFS • Ability to “snap in” transaction SRs without other aspects of the platform being affected • Deployment flexibility

28. Like the Designated Hitter The DH was adopted in 1973 by the American League. It has never been adopted by the National League. The graph below shows how pitchers compare to others in Batting Average • The use of a DH is optional even in the American League, but all the teams use it. • Pitchers are specialist, they are not that great at hitting. • It creates more offense and generates more output to have a DH, who often is not a great defensive player. • Protects the pitcher from getting hurt while batting or running the bases.

29. So, does everyone need to convert? • No, we know that there is thousands of hours of development that has gone into creating your current application • We will continue to support you as we have, with annual support contracts and SOWs • We want your input on product features and priorities • Our goal is to be in a position to migrate you to the product structure and have you gain functionality along with all of the other benefits of being on the core product, when it makes sense.

30. BREAKOUT SUITE 4 – CLIENTS THAT DO (OR PLANNING TO DO) THEIR OWN DEVELOPMENT ON THE PLATFORM SUITE 21 – CLIENT WHICH WILL HAVE US DOING THE DEVELOPMENT – EITHER STRAIGHT PRODUCT OR SOME HYBRID OF PRODUCT + NON PRODUCT

31. MIDDLE OF THE INNING: SNACK & COFFE BREAK SPONSORED BY…

32. BREAKOUT SUITE 21 – STRONGER, BETTER, FASTER: AGILE & ITERATIVE PROJECT MANAGEMENT APPROACHES SUITE 4 – BUILDING YOUR OWN DREAM TEAM

33. Stronger, Better, Faster: Agile & Iterative Project Management Approaches SOLUTION DELIVERY

34. IFS Delivery Methodology • IFS Automation Platform solutions combines the best of both agile and iterative delivery methodologies • The IFS methodology is a culmination of best practices developed through years of successful client implementations • Methodology can be leveraged to simplify and accelerate the tedious and time-consuming design process associated with typical “Waterfall” methodologies

35. IFS Delivery Methodology: Benefits • Better way to design and implement • Clients are not able to articulate exactly what they want nor have the time to document requirements • Clients can leverage any previously created detailed design and requirement documents • Designed with change in mind • Change is expected and embraced during the process • It enables the ability to easily garner feedback from all stakeholders • Clients can focus on business priorities • Clients gain business value from the implementation as soon as possible • Provides the perfect vehicle for delivering an approach which allows you to continue to deliver value in automation over the long-term • Greater client transparency and visibility into development methodology • Less project overhead drives more productivity / output • Simplified project management approach with less structure works best for delivering in shorter timeframes with lower costs

36. IFS Delivery Methodology: Core Components Project Life Cycle - IFS projects typically consist of 4 distinct phases: Phase 3: Pilot Production Phase 1: Application Design Phase 2 • Business accepted application design • Validation & Fine Tuning Phase 4: Production Release Phase 2: Development Phase 1 Phase 3 • Begin reaping benefits of IFS platform • Iterative development & testing cycles Phase 4

37. IFS Delivery Methodology: Keys to Success • Production or pilot release - smaller in scope, but still delivers business value • Elements of successful IFS implementations include: • Business Product Owner / Decision Maker • A well-defined business objective • Business subject matter experts • Time & Materials or Points-based SOWs • Gives the client flexibility; doesn’t lock them into pre-defined scope • Joint requirements gathering (Client/IFS working together)

38. IFS Delivery Methodology: Keys to Success (cont.) • Client testing (UAT) • Active and consistent client functional testing throughout the development phase of the project • Using Pivotal Tracker as the primary source for collecting business requirements and managing communications • Dedicated client resources - a combination of subject matter experts, business analysts, testing resources, a transition group (from implementation to users) and appropriate Project Management resources

39. BUILDING YOUR OWN DREAM TEAM

40. Which League Are In? Little League: Minimal IFS Team Minor League: Business Ownership Team Major League: Advanced Development Team

41. Minimum IFS Team Team Responsibilities • Project management • Change management (training, communication, etc.) • 1st level support (how-to questions) • Testing • Troubleshoot problems, document issues • Server and installation support (if self-hosted) Team Requirements • Standard project management skills used on any technology implementation • Business process training

42. Business Ownership Team Team Responsibilities • Document mapping • Messaging/help text • Configuration settings • Roles and privileges • Calendars • Email templates • Lookup codes (drop downs, etc.) Team Requirements • Basic IFS platform training provided during implementation • Good knowledge of the business process • Experienced user of IFS

43. Advanced Development Team Team Responsibilities • Custom workflow • Build and modify rules and integration • Build new service requests • Enhance existing service requests Team Requirements • Full IFS training • In-depth business knowledge (Business Ownership) • Side-by-side development experience with IFS • Ongoing consulting with IFS • Special skill set: logical thinker, problem solver • Don't hire developers/programmers • Continuity is critical - long learning curve

44. True For ANYTeam • Consistent team members (there is a learning curve) • Don't hire developers • Logical thinkers

45. BATTER UP: QUIK! INTEGRATION SPOTLIGHT QUIK!

46. 7TH INNING STRETCH: HAPPY HOUR & DINNER @ MERCHANT & TRADE 5 PM – 9 PM

47. back welcome to ^ BB&T BALLPARK LUXURY LOUNGE OCTOBER 15 & 16TH

48. IFS ROADMAP & OPPORTUNITIES THE PRODUCT TEAM

49. Agenda for this Session AGENDA FOR THIS SESSION

50. What are the Products?