SPP Fy16 Budget Presentation (Harman) v7 SKK With RK Updates

SPP
FY16 BUSINESS PLAN
SPP
HIGHLIGHTS & LOWLIGHTS
1) ENHANCED QUALITY OF DEALS
Larger initial deals with immediate growth

potential FADV, Ellucian, Polycom, Heinz
2)
HIGHEST EBITDA EVER
3)
STRENGTHENED
ORGANIZATION
FY 2014 EBITDA at $xx M
SALES
New leadership and fully staffed sales

organization resulting in increase in pipeline
1)
SBU
SBU
SPP
SPP
LARGE DEALS PUSHED OUT

Delay of start in HP and CoreOne
engagements putting pressure on revenue
targets for Q1 and Q2 2015. Need to backfill
HP revenues in case deal does not take off.
2)
DELIVERY CHALLENGES
Loss of revenue due to delivery issues.
Strengthened Delivery Excellence organization
to improve quality of delivery.
4) INCREASE IN NPS SCORE
5)
20 bps increase in Net Promoter Score

to 84% in H2 2014 from 64% in H1
2014. 70% of customers scored at
100%
LAUNCH
OF
MOROCCO
DEVELOPMENT CENTER
Morocco development center established to
service SEYC and Maincare as see customers.
Provides a unique capability to service French/
European customers from a Nearshore
development center.
HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2014.
SPP
EXECUTIVE SUMMARY
SBU
SBU
SPP
SPP
TOP OBJECTIVES:
Strong focus on 20%+ Top-line growth and 20%+ EBITDA

Focus on larger customers with potential ACV of 5M+ and 10M+
G-CSAT score above 4.3 and Net Promoter Score (NPS) 85%
INITIATIVES:
Faster growth from top 20 strategic accounts 25-30%

Achieve 80% of the growth coming from accounts closed in the
last 12 months Ellucian, Heinz, Polycom, KeyedIn,
Strengthen Delivery Excellence through People, Process, and
Product transformation
FY15-16 BUDGET SUMMARY:
Revenue growth target ~ 22% ($145.8M to $177.6M)

EBITDA margin ~ 21% (Increase of $4M YoY)
SPP
BUDGET ASSUMPTIONS:
SBU
SBU
SPP
SPP
Macro-economic assumptions:
Market growth 15%
Currency:
Compensation & Benefits:
Corporate Allocations: No Change
To be
Updated by
Finance with
Budget
Assumptions
sheet
4
SPP Key Figures

SALES $177.6M @ 20.9% EBITDA
SBU
SBU
SPP
SPP
FY15 vs. FY16

Revenue growth ~ 22%
GP% declining by 1.5%,

EBITDA declining by 1.8% due
to change in revenue mix &
large deals with low margin
Increase in Sales & Sales

Support investment by $3.3 M
to foster revenue growth.
Plan to continue investments in

Sales & Sales support
Revenue FY15 vs. FY16 <Chart to be replaced by
SBU
SBU
SPP
SPP
Birendra showing Fixed Bid, One time revenue depletion etc.>

Growth 22% (FY16 Vs. FY15)
SPP Revenue Build
Notes:
Backlog is 60% of the Plan
Revenue
Backlog is Net Of Unknown
contractions
SBU
SBU
SPP
SPP
SBU
SBU
SPP
SPP
SPP: Key Pursuits
New
Growth
Ventive 1.8M
Cisco Analytics 1.5M
Heinz 5.0M
Retalix ITO 6.5M
Micros Vendor Consolidation 2M
Ellucian 1.5M
Hitachi Solutions 1.6M
Renewal
IRI 14.0M
Micros Renewal 1.0M
Landis+Gyr 1.5M
CM Bridge
CM $GROWTH 20%
% Of Sales 41%
SBU
SBU
SPP
SPP
40%
EBITDA Bridge
EBITDA $GROWTH 11%
% Of Sales 23%
SBU
SBU
SPP
SPP
21%
10
SBU
SBU
SPP
SPP
SPP
FY16 Revenue Plan Details by Customer
Top 20 customers/Revenue Drivers

TOP 20 REVENUE GROWTH 8%
SBU
SBU
SPP
SPP
To be
Updated by
BU
12
SBU
SBU
SPP
SPP
SHS
To be
Updated by
BU
13
SBU
SBU
SPP
SPP
IRI
To be
Updated by
BU
14
SBU
SBU
SPP
SPP
FADV
To be
Updated by
BU
15
SBU
SBU
SPP
SPP
Aldata+EYC
To be
Updated by
BU
16
SBU
SBU
SPP
SPP
Retalix
To be
Updated by
BU
17
SBU
SBU
SPP
SPP
Core One
To be
Updated by
BU
18
SBU
SBU
SPP
SPP
BMC
To be
Updated by
BU
19
SBU
SBU
SPP
SPP
Hitachi
To be
Updated by
BU
20
SBU
SBU
SPP
SPP
Ellucian
To be
Updated by
BU
21
SBU
SBU
SPP
SPP
IBS
To be
Updated by
BU
22
Back-Up
SPP Key Figures

SALES $177.6M @ 20.9% EBITDA
SBU
SBU
SPP
SPP
FY15 vs. FY16 Revenue

growth = 22%
FY15 vs. FY16 GP%
declining by 1.5% due to
change in revenue mix and
Increase in Sales and Sales
Support investment by $3.3 Mn
to foster revenue growth. We
will continue to invest in Sales
and Sales support
FY15 vs. FY16 EBITDA % is
lower by 1.8% on account of
coupled with higher allocation
24
SPP Key Figures

SALES GROWTH +22%
SBU
SBU
SPP
SPP
25
SPP Key Figures: By SBU

All SBUs SALES GROWTH >20%
SBU
SBU
SPP
SPP
26
SPP 8 Qtr Revenue Trend
SBU
SBU
SPP
SPP
27
SPP Revenue Composition
SBU
SBU
SPP
SPP
ENT 52%;PLM 8%;M&S 7%;ITO 11%; SAS 18%;Staffing 4%
28
SPP Revenue Build by Geography
SBU
SBU
SPP
SPP
29
SPP Revenue Build by Resource

Location
SBU
SBU
SPP
SPP
Offshore locations : India, Russia, Poland, Morocco, China

Onsite locations : US, Argentina, UK, Belgium, Sweden, Norway, Japan,
Korea,
30
SPP Revenue Build by Billing Type
SBU
SBU
SPP
SPP
31
SBU
SBU
SPP
SPP
F15 Q3 Bookings
32
SBU
SBU
SPP
SPP
F15 Q4 Awards/Targets
To be Updated BU
Q215 Commits
Estimated FY15 Awards: $XXXm - $XXBin line with
Target
33
SPP Revenue Conversion
SBU
SBU
SPP
SPP
India sales HC considered equivalent to 0.33 FTE.

34
SPP:
Risks & Opportunities
SBU
SBU
SPP
SPP
Risks
Core ISV business undergoing transformation from on-premise business model to

SaaS business model
Some of our existing ISV customers may not be able to successfully transform
themselves and cease to exist as an independent entity.
We face a risk of either losing their business completely, if they get acquired by
larger companies like Oracle, SAP.
If they dont grow, they may ramp-down significantly.
Opportunities
Plenty of new SaaS software companies emerging. Our core product

development DNA combined with ITO business will open up new opportunities in
managed services like DevOps, and remote Infrastructure management
Social, Mobile, Analytics, and Cloud (SMAC) technology drivers changing the way
enterprises looked at their internal product development. The new paradigm of
Productized IT at Enterprises is driving the need for OPD service providers
expertise in building the new age software solutions.
35
SPP: Non-Billable Costs
SBU
SBU
SPP
SPP
36
SPP: Sales & Sales Support
SBU
SBU
SPP
SPP
37
SBU
SBU
SPP
SPP
SPP:
Capex
*Non Billable Capex

38
SPP: Staffed Manmonths by Location
SBU
SBU
SPP
SPP
39
SPP: Staffed Manmonths by Type
SBU
SBU
SPP
SPP
40
SPP: Billed Manmonths by Location
SBU
SBU
SPP
SPP
41
SPP: Booking Plan
SBU
SBU
SPP
SPP
To be Updated BU
42
SBU
SBU
SPP
SPP
Opening & Closing Backlog
43
CUSTOMERS
HEINZ
CUSTOMER BUSINESS OVERVIEW

Brief Description
Heinz is a fortune 500 company acquired by Berkshire Hathaway and 3G capital in 2013 for USD 23 Bn. Heinz sells products
in more than 200 countries with #1 or #2 position in 50 countries. Ketchup is the top product with sales of 650 million
bottles every year. Heinz is now merging with KRAFT to create The Kraft Heinz company.
Overall
FY 2014 (USD)
Product Portfolio / Business Divisions
Revenues
10.92 BN
Operating Income
1.56 BN
Net Income
657 MN
Business - Ketchup and sauces, Meals and Snacks ,Infant/Nutrition

and others
IT Infrastructure, Applications, Architecture, Rapid Development
Stock
Delisted (Acquired by PE
Firm)
Key Competition
Growth Strategy
IBM
Deloitte
ATOS
BT
Key Strategic Initiatives
Expand in emerging markets

Continue sales positions in top selling products
Reduce operating expenses and improve
productivity
Transformation SAP/ERP implementations, BI projects,

telecom/network
Simplification Streamline AMS, set up BI and EDI support
Address the gaps MDM, Identity management, O365 roll out
Market Cap
NA
4
5
RELATIONSHIP OVERVIEW
Relationship Background
Current Engagement
STC partnered with Heinz to establish a oncloud BI solution on SAP HANA.

With the successful completion of the HANA
BI cloud foundation project, STC has earned
a reputation of being trusted partner for
Heinz. The relationship has now expanded
to
STC set up the foundation for reporting on SAP HANA BI on cloud . All
KPIs are developed on in-memory HANA BI. Data from in-premise
systems has been integrated with the cloud system.
Creation of visually appealing and insightful reports and dashboards for
business consumption delivered under strict SLAs, time, quality and
delivery mode on SAP HANA or on BW/BOBJ stack
Implementation of Global KPIs like Market Share, Zero Base Budgeting &
Net Sales Value on SAP HANA and on Microsoft BI
Application Management services for existing BI applications cases like
SAP BW, BODS, BOBJ
Implementing Global KPIs

Application management support
existing Heinz BI landscape
for
Benefits / Key Milestones

Reduced the time to generate a report with a base volume of 34 million
records, from 3 min to 25 seconds
Enabled delivery of reports on the cloud infrastructure. Established
secure connectivity between on premise systems and on-cloud systems
Worked with business to capture Market share requirements using
Neilsen and Heinz data sources
4
6
ESTABLISHING A BI CENTER-OF-EXCELLENCE FOR HEINZ

End user support & fixes
for the BI Landscape,
Monitor Operations
Bus
ine
ssAs
Us
ual
BI break-fixes, End user

communication, change
order ownership
Emergency P1 & P2
fixes
Issues, Problems &
Change requests
through application
backlog
BI
Fac
tor
y
Change orders>than 80
hours
Brand new KPIs on the
BI Global Platform
Tra
nsf
or
ma
tio
n
Pro
jec
ts
BW to HANA
transformation
BI Architectural Services
MDM, Data stewards.
Monitoring ETL using
Tools
Persistent Capacity dedicated to Heinz with an ability to ramp-up/down based

on business requirements
STC takes ownership of data management, KPI development, multi platform
access & UX with oversight from Heinz
Work toward Cloud First approach with architecture, strategy, business interface
retained by Heinz
STC to bring best practices from experience with IRi and other CPG clients &
leverage our global presence for rollouts
BENEFIT
BENEFIT TO
TO HEINZ
HEINZ
AM
S
4
7
ORG STRUCTURE & CUSTOMER STAKEHOLDER MAP

Name/ Title
Role
Relationship
Authority
STC Access
CIO
Executive Sponsor
High
High
IT - Architecture
VP Chief
architect
Project Sponsor
High
High
IT Enterprise
architecture
Infrastructure
VP
Project Sponsor
Medium
High
Davor Brkovich
IT Infrastructure
services
VP
Project Sponsor
Medium
Medium
Richard Knee
IT - Applications
VP
Project Sponsor
High
Medium
Cindy T
IT Program
management
VP
Governance
Medium
Medium
IT BI
Director
Global Agile
Solutions
Project Sponsor
Heads BI CoE
High
High
Leandro Balbinot
Luiz Wolf
Jose Parolin
Giansereno
Acquistapace
Portfolio
IT
4
8
ACCOUNT STRATEGY
* Competitive Landscape / Wallet Share
Spend (in Millions)

Customer
Spend
Application
Services
Infrastructure
Services
Projects
Annui
ty +
projec
ts +
strate
gic
initiat
Annui
tyives
+
projec
ts in
BI +
Infra
Small
engag
ement
s
Relation
ship
maturit
Gain
Sharing
y
Solutions
for
Business
Buyers
IT
Architectu
re and
Strategy
IT
Programs
Fixed
Bid
/Managed
Services
T&M
Staff
Augment
ation
Intern External IBM/Delo BT/AT Symphon

al
itte
OS
y
10
25
25
N/A
0.5
5
25
15
20
Bi COE w/full
capacity
Entry in Infra
services Network
contract mgmt/AD
etc
N/A
25
0.25
15
0.75
Additional
AMS/AD
mobility,
cloud, infra
engagemen
ts
$4
M
App
Suppo
rt
Apps
Dev
Infra
ITO
Currently booked projects
Identified Opportunities
Pipeline
Products
<0.
St2M
art
201
5
Arch.
Analytics/BI
v
M&S
v Potential Areas
$5
M
$2
M
Year
201
7
Service
Line
Mobility
$3M
201
6
* Size of circle indicates revenue potential
BI AMS, App development

Infrastructure AD, OneDrive, Voice and Data Network
Transformation
Marimba
BI KPI development
201
8
4
9
CUSTOMERS
ELLUCIAN

Brief Description
Ellucian provides higher education software, services, and analytics you need to manage your day-to-day campus business
faster, easier, and more effectively
Year
2012
2013
2014
Revenue (in $M)
650
700
760

Back to base Selling more to existing customer
base in US by finding white spaces etc
Banner Transformation
Customer Advocacy how do we improve
customer experience
Employee Engagement
Cloud How do we get more products on cloud
Global Channels build a larger and stronger
reseller/implementer network to server countries
outside of US

Higher Education Software
Admissions & Registrar, Student Information, Student Success,
Continuing Education & Workforce Development, Analytics,
Mobile & Portal, Human Resources & Finance, Advancement, IT
& Security
Key Competition
Workday, SAP, Oracle, BlackBoard, Blackbaud, Jenzabar, Campus
Management, Microsoft
5
1
Business Context
Current Engagements
Ellucian was facing steep

competition particularly from
Workday which is an ondemand software provider
Ellucian wanted to protect its
market share and
modernize/SAASify its existing
products
They also wanted to adopt a
mobile first approach
45 engineers across several multiple stream spanning Banner, UX, Build

Banner Transformation STC is currently working on 3 key modules of Banner
transformation Student, Finance, HR where we are implementing their mobile first
and adding more features to the modules to help Ellucian better compete with Workday
STC services span: User experience, Design & development, Build
STC Solution
STC is working on
modernizing 3 solutions- i.e.Banner Student, banner HR
and Banner Finance, using
various technologies eg
Angular, HTML 5, CSS3, Groovy
and Grails technology
STC is also partnering with
client with Build release and
API development
Additional features and
accessibility options are
incorporated with a Mobile
First responsive approach
Benefits /key Milestones

Faster Time to market ramped up the team of 25 with in 2 weeks
Best Practices Symphony is the pioneer in implementing Agile best practices for all
the engagements we are working
5
2

Name/ Title
BU
Role
Relationship
Authority
STC Access
Jeff Ray
CEO
High
Medium
John Kopcke
R&D
SVP & CTO Signing

Authority
Executive Sponsor
High
Medium
Mike Wallesen
Services
SVP & CSO Signing

Authority
High
None
Kevin Boyce
IT
CFO & CIO Signing

Authority
High
Josh Dietrich
R&D
SVP Signing
Authority
Decision Authority
High
Medium
Karen Neal
R&D
VP Decision
Authority
Recommendation
Authority
Medium
High
Ken Young
R&D
SVP Ops
Decision Authority
Medium
Recently
Joined
Srini Sampath
R&D
VP Decision
Influencer
Decision Influencer
Medium
High
Joe Bellman
Procurement
VP Recommendation
Authority
Decision Influencer
Medium
High
5
3
ACCOUNT STRATEGY
Offshoring/Outsourcing
R&D
# of Resources
R&D Organization
700-750
India Captive
200
Symphony
44
East European Partner
30-50
Growth Strategy
Establish connection with Professional Services
Organization and mapping the key execs of the
services organization
Push for addition of Colleague API sprint team
Mapping other members of the R&D organization
PLM and expanding into other areas of R&D follow
up on discussion with John
Discussion on expanding into M&S of Banner and
other products
Build team
Penetrate It Organization
Service
Line
Bann
er
Colleag
ue
Campus
IT
Other
Product
s
Professi
onal
services
Product
Engineering
Analytics
ITO
Mobility
M&S
Consulting
Service
Pipeline
.NET APT stream for Colleague
Integration between Banner & Recruiter , Test Automation
for recruiter
Maintenance & Support of old products
In-line Analytics, Dev Ops, Cloud Ops
5
4
CUSTOMERS
NCR

Brief Description
NCR Corporation (NYSE: NCR) is the global leader in consumer transaction technologies, turning everyday interactions with
businesses into exceptional experiences. With its software, hardware, and portfolio of services, NCR enables nearly 550
million transactions daily across the financial, retail, hospitality, travel, telecom and technology industries. NCR solutions run
the everyday transactions that make your life easier.
Product Portfolio / Business
Divisions
Competitive Landscape /
Wallet Share
$181MN
Power Enterprise , MDM,

Purchasing, Pricing
Power Warehouse
management systems
Power Menu
NYSE,NCR
Key Competition
Overall
Ending Dec 31, 2014 (USD)
Revenues
$6.591BN (+8%) (44%

Products, 56% Services)
Operating
Income
$353MN (5.4% of revenue)
Net Income
Stock
Market Cap
$5.08BN
Growth Strategy
Reestablish as a Software company

Increase Software and Cloud business
Increase Services margins
Increase market-share in Financial services
Increase omni-channel footprint
LetterB, CGI, Pocketlink (NCR

- GEMS)
HCL, Wipro (NCR)
23 R&D centers worldwide

Large Presence in India
4% spend on R&D
Key Focus - EOL and
Portfolio rationalization
Key Focus Resource
realignment to s/w and
services
GEMS vendor spend $10M,
STC $4M
NCR vendor spend $400M
Hosting and Managed Service

Modernized Platform; Upgrade Factory
5
6
STC partnered for platform modernization and Portfolio rationalization
from Legacy RPG applications to next generation web based SCM ERP
application
Started with Product Rationalization of 37 products
o Recommendations to re-assess, retire, maintain, enhance or
modernize
G-CSAT Index - Trend

4.26
4.18
4.28
4.26
4.28
3.93
4.30
4.30
3.64
4.25
4.19
4.14
4.25
Current Engagement
Key Win Theme: STC Experience, Satisfied Clients, Product Development DNA; Won against IBM and In-house
STC incubated the GOC during Feb 2013 with 20 engineers
60 strong engineers across multiple products of Power Enterprise product Suite
Current focus is on Modernization of following products COM MDM OMB Security Purchasing & Pricing RWMS
Business and Domain expertise function for Power Menu product support and Modernization
Maintenance and support of Legacy applications - GEMS
Staffed engineers across multiple geographies BLR, Pune, Plano, Omaha
5
7

Customer
Name
Position
Influence
Level
STC Primary Map
STC Secondary Map
Status
Todd Michaud
GM GEMS
High
Rahul Bhide
Reddy, Kamal, Sandeep,

Sanjay
High
Lorie English
VP Delivery
Ops
High
Rahul Bhide
Kamal, Arindam, Reddy
High
Tammy Weant
VP Product
Strategy
High
Rahul Bhide
Medium
Morgan Strattan
VP Engineering
High
Rahul Bhide
Medium
Rik Schrader
VP Sales
Unknown
Rahul Bhide
Medium
Anil Menon
Director R&D
High
Rahul Bhide
Kamal, Arindam, Reddy,

Senthil K
Medium
Vikram Arora
CFO GEMS
High
Rahul Bhide
High
Moshe Ohyaon
VP Services
High
Anzaaf
Low
Dror Ben-David
Product
Manager
High
Arindam
Low
Rajesh
Harlankar
Director
High
Rahul Bhide
Senthil K
High
Dan De Swaan
Development
Manager
Medium
Rahul Bhide
Senthil K, Arindam
High
Rahul Bhide
Rahul Bhide
5
8
ACCOUNT STRATEGY
* 3 Year Plan
Potential Opportunities
PowerMenu Modernization and Support
HQ Pricing solutions
Customer Solutions
Hosting and Managed Services Assessment
o Awaiting internal approvals. Will be a big Q2 pursuit
o Moved to priority 2 since GEMS did well in 2014
(25%) growth
. PLM
o There may be few products in GEMS ( or NCR Retail)
portfolio that may be deemed fit for a external
entity(STC) to own ,run and maintain under a whitelabeled service
. Metcash
o There is a GEMS proposal to Metcash that will embed
a few resources from Symphony to help kickstart the
services engagement
. Global Common Services(Factory Model)
o Upgrade Factory
Migration/DB Check/Health check tools for PFG.
Move data from H&S , Foodstar to PE
Enable faster time to market and efficiency . Enable
revenue recognition from current sizable customer
moving from N-3 to current generally available
products
o Ticket Backlog reduction
.
.
.
.
2013
2014
2015(targe
t)
2016(targe
t)
2017(tar
get)
Revenue
$1.1M
$2.5M
$6M
$15M
$25M
Our
Work
Moderniza
tion
(1
Product)
Modernizat
ion
(6
Products)
Modernizat
ion
(9
Products)
Modernizati
on
Customer
Solutions
Professiona
l Services
Professiona
l Services
Profession
al Services
Professio
nal
Services
Hosting
and
Managed
Services
Hosting
Hosting
and
and
Managed
Managed
Services
Services
Customer
Solutions
PLM Heat Map
* Service
Line / Offering
Offerings
Group
Value
PLM
Managed
Services
All in-field products, Whitelabeled Svc , Sell-With Retalix to

top5 customers
Flexibility, Scale, Cost
PS and
Technical
Support
NCR Mobile POS
Flexibility and Geo

outreach
PLM
NCR Retail Legacy Products(incl

H/w)
Move investments to
Innovation
Maintenance
TMS, Purchasing and Pricing
Cost
R&D
PowerSell, PowerTrack,
PowerFinance, Vendor Portal
Flexibility, Scale, Cost
Analytics
Power Enterprise 5.0
Value added Svc,

Revenue enablement
5
9
CUSTOMERS
ZYNX HEALTH

Company Description
Zynx Health Incorporated is an American corporation specializing in providing evidence-based clinical
decision support system solutions. Zynx is part of Hearst Health Network (Hearst Group).
Overall
Ending Mar 31, 2014

(USD)
Revenues
~ 60 M
Operating Income
NA
Net Income
NA
Stock
NA
Market Cap
NA
Growth Strategy
Expand beyond PHM in Healthcare Space
Invest in mHealth, Mobile Care
Management Solutions
Expand Offerings in Personalized
Healthcare
Product Portfolio / Business Division
Zynx
Zynx
Zynx
Zynx
Zynx
Analytics
Carebook
Order
Evidence
Care
Key Competition
WoltersKluwer (Provation)
6
1
Relationship
Background
STC partnered for endto-end
product
STC
partnered
from
year
2011
on
end-to-end
product
development
clinical solution on IOS /
Web
and
Android
platforms
Note:
ZynxHealth
acquired Careinsync in
2014.
Current Engagements
26 engineers across three platforms IOS , Android and Web for ZynxCarebook Application
Development and Maintenance of IOS / Android / Web ZynxCarebook application
Customer Support for ZynxCarebook
STC services span: Design(UX/UI), Development, Enhancement, Testing
STC designed and developed ZynxCarebook application with health care
compliances including HIPPA.
STC manages complete SDLC for ZynxCarebook Product

STC has entire ZynxCarebook product Knowledge with technical expertise to develop and
enhance the product
STC has done entire IOS UX/UI Design and development for ZynxCarebook
Delivered the Android 3.2.1 Android on a aggressive schedule with quality
Very low defects per KLOC (Kilo Lines Of Code), for major projects these ranged from 3-5
defect for every platform
Meets the performance bench mark set at max 500 ms for heavy transactions(webservice
calls/response time)
Provide support to multiple versions on all IOS(7 & 8) and Android(4.2 till 5) with the robust
design
Integration of ZynxCarebook with Mirth Adapter for HL7 ADT(Admit, discharge, transfer)
message types
Able to ramp up team and deliver on quick notice
End to End active directory integration and syncup with ZynxCarebook
6
2
Name/ Title
BU
Role
Relationship
Authority
STC Access
Jim Connolly
SVP,
Engineering
Key Decision maker
High
High
Sathi Tadi
VP
Executive Sponsor
High
High
6
3
ACCOUNT STRATEGY
Growth Strategy / Pipeline
Vendors
Resources Deployed
Vendor consolidation proposal

Proactive proposals for other product lines in
Zynx
Proactive proposal to get into Hearst Health
Group which is the parent company of Zynx
Hearth Group Penetration
Indecomm Global
Services
10
Aloha Technologies
Thoughtworks
6
4
CUSTOMERS
CONSILIO

Business Context
Consilio provides Legal and financial eDiscovery solutions used by many large organizations worldwide to reduce the risk of
litigation and provide review and eDiscovery project management services to these organizations and law firms in case of
a litigation.
Overall
Ending Mar 31, 2014

(USD)
Revenues
~$20 Mn Estimated
Operating
Income
Not a Listed Company
Net Income
Key Competition
Stock
Recommind
Relativity
Market Cap
Idea is to productize their current hosted solution
and increase customer base by showcasing product
capabilities and benefits

E-discovery suite of products
Document Review Services
Legal Translation
Risk and Governance

To expand footprints in the Financial and Legal Industry
6
6
Current Engagements
STC partnered for end-to-end

product
development
for
Consilio along with taking over
their captive unit in India
R&D team of 42 working on product development for Consilio

Product development split into 2 phases internal beta and productization
STC services span: Design, Development, Enhancement, Testing, Test
Automation
STC provides staff augmentation services to Consilio for development of their legacy
platform
STC also will take over the consilio captive unit in India comprising of
Key Solution Highlights

Started in July 2014
Large Team engaged on
product analysis, thorough
Architecting and design,
UI/UX enhancements,
Indexing evaluations, .NET
development, testing and
automation
Complete overhaul of the
current Global RPM product
architecture and design
First version of the SAAS
enabled product to be beta
tested in the first quarter of
2015
CSAT: 4.37

Phase 1 completion targeted for June
2015
Product moving into start of UAT by
April 2015
STC supporting in customer
betas and UAT
6
7

Name/ Title
BU
Role
Relationship
Authority
STC Access
Consilio
CTO
Executive Sponsor
High
High
Consilio
Director
Product
Development
Key decision maker
High
High
Jawahar Jaddu
Consilio
Director
Product
Management
Key decision maker
High
High
Pete Feinberg
Consilio
VP Product
Management
Key decision maker
High
High
Raj Chandrasekhar
Mark Roesler
Growth Strategy
In the last one year we have grown from 10 to 95 resources. With the recent captive transfer takeover, we
should be able to accelerate product development and look towards a growth of 15-20% increase in
headcounts and revenues.
6
8
CUSTOMERS
VENTANA

Business Description
Ventana Medical Systems is a global leader in tissue diagnostics. The company develops, manufactures, and markets
instrument reagent systems that automate tissue and slide staining inanatomic pathologylaboratories. These products
assist in the diagnosis and treatment of cancer and infectious diseases. Part of theRoche Diagnostics Division, Ventana is a
member of theRoche Group.
Overall
As of Dec 2014 (USD)
Growth Strategy
Revenues
$754Mn
Growth
10% yoy
Operating Margin
19% of sales
Customers
Pathologists, Lab
Professionals
Risk Managers, Pharma
Cos
Growth strategy is driven by

advanced staining portfolio (+8%)
and companion diagnostics
(+29%). Although US leads the
sales volume, the growth is led by
EMEA, followed by APAC:
Employees
HC Initiatives
1200
Key
Strategic
Key launches in 2015: VENTANA HE 600

automated H&E staining platform
Virtuoso & Vantage products will continue to get
R&D budgets for next version releases in 201516
Invest for growth New

Reagent manufacturing in
China. Packaging to begin in
2016
Strengthen leading presence in
emerging markets
Product
Portfolio/Divisions
Three divisions within
Ventana:
Digital Pathology
Primary Staining and
Companion Diagnostics.
Key Competition
Histology : Dako
(Agilent), Danaher,
Leica, ThermoFisher
Cytology : Digene,
BioGenex
Drug Discovery/Comp.
Diagnostics : Tecan
7
0
Current Engagement
41 engineers across several projects spanning Virtuoso, Vantage, Imaging
algorithm development and testing
Contribution of imaging team in co-owning patent on Digital microscope slide
scanning system and methods with Ventana team
Team of three BAs taking care of requirement analysis, documentation and
technical documentation
STC getting into build and release management for Vantage
2015
Jan: Roger
and Stacia
visited Pune
STC team
2014
July:
July:
Virtuoso
Virtuoso
5.5
5.5
released
released
2013
May:
May:
Development
Development team
team formed
formed
for
for Vantage
Vantage Dot
Dot Net
Net
platform
platform
2012
June
June
Virtuoso
Virtuoso Mobility
Mobility
Released
Released Beta
Beta
version
version
March:
March:
QA
QA team
team expanded
expanded
to
to work
work on
on Vantage
Vantage
2011
March:
Software
Release:
Virtuoso 5.0
2010
March:
3rd generation slide
scanner: iScan Coreo
Au
2009
January:
Software Release:
Pathiam 3.1
March:
Virtuoso 5.6
in TC1
Feb: Onsite
engagement for
Virtuoso and Vantage
started
March: Imaging Team

Completed iAnalytics
restructuring and
merging
June:
June:
Software
Software
Release:
Release:
Virtuoso
Virtuoso 5.4
5.4
June:
Virtuoso
integration with
Vantage
TeamApril:
Started QA for Virtuoso
with 3 member team
August:
August:
Roche
Roche acquires
acquires
BioImagene
BioImagene
March: Vantage
development in Sprints by
pairing up Ventana and
STC team
August:
On Market
Support SOW
signed
June and Dec:
Software Release:
Virtuoso 5.0.1 and
5.1
June: Imaging Team

Completed Breast
Panel FDA Validation
Protocol
October: Onsite
architect Rajiv Garg
started at Ventana
office
December:
December:
Virtuoso
Virtuoso Mobility
Mobility
solution
solution was
was
proposed
proposed
CSAT 4.4
CSAT 4.32
October/November:
4 onsite resources
deployed for short term
3 to 6 month
CSAT 4.26
Oct :
Virtuoso
Customization
completed for V5.0
CSAT 4.21
May :
Team size: 13
Contract renewed till
2015
Sept:
Core Eng - Virtuoso,
Imaging and TSG teams
March:
March:
BI
BI IDC
IDC Closed,
Closed, Relationship
Relationship with
with Symphony
Symphony
started
started with
with 10
10 dev
dev resources
resources
Benefits
Feb: BA for Virtuoso

started and Tech Writer
for Vantage started
June:
Software
Release:
Virtuoso 4.0
CSAT - 4.05
October:
100th
algorithm
launched
CSAT - 4.14
Next generation products

Talented and experienced
team of engineers who
understand the domain and
have worked on the product
for more than 5 years.
Imaging experience of
around 270+ person months
9 successful releases of
Virtuoso
Breast Cancer specific
algorithm is FDA approved.
7
1

Dan
Zabrowski
Head of
Tissue
Diagnostics
Steve
Burnell VP
GM Digital
Pathology |
SF
Bikash
Sabata VP
Imaging SW
Chad Myers
Intl Bus.
Leader Pdt
Mktg
Steve Yu
Dir.
Technology
Solns
Adrian
Ralph VP
GM Primary
Staining |
AZ
Doug Ward
VP GM
Companion
Diagnostics
Contact
Name
Title/ Role
Authorit
y
STC
Access
Dan
Zabrowski
Head of Tissue Key Decision

Diag.
Maker
High
None
Steve
Burnell
VP GM Dig.
Pathology
Key Decision
Maker
High
Medium
Bikash
Sabata
VP Imaging
SW
Executive
Sponsor
High
High
Chad
Myers
VP, Bus
Leader Pdt
Mktg
Key Decision
Maker
High
High
Steve Yu
Dir.
Technology
Solutions
Influencer
Medium
Medium
Bill Evans
Dir. Strada
Project Lead
Influencer
Medium
High
Roger
Winer
Sr. Mgr. Dev
Influencer
Medium
High
Influencer
Medium
High
Christophe
Dir. Imaging &

Influencer
Algo
Medium
High
Stacia
Sump
Vantage Pdt.
Mgr.
Medium
High
Sudheer
Chemugun Sr. Mgr. QA
t
Role
Influencer
7
2
ACCOUNT STRATEGY
Digital
Pathology
Spend($Mn)
Customer
Spend
Digital
Pathology
Primary
Staining
Companion
Diag.
Intern Extern
Symphon
Quintiles Estuate
al
al
y
3
2.2
Infrastructu
re
10
Professional
Services
. Focus on opportunities to contributes Cloud and

Data Analytics
. Mobile versions of current products
. Entry into adjacent business units e.g. Primary
Staining
Companion
Diag.
Developmen
t & Testing
10
Growth Strategy
Primary
Staining
Data
Analytics &
Cloud
v
v Potential Areas
Pipeline
. ELO replacement product re-engineering opp

. Primary Staining testing opportunity
. Professional services (long term view)
7
3
CUSTOMERS
ESAB

Customer Background
ESAB, is in the manufacturing industry and produces consumables and equipment for virtually every welding and cutting
process and application. The business operates out of 24 locations in Europe and Middle East on independent platforms,
having 12 warehouses without the ability to centrally manage stock, resulting in high costs. In 2011 all the 24 locations
were moved to a single platform with a common process and 4 main warehouses.
Overall
Ending Mar 31, 2014

(USD)
Revenues
4.6BN
Operating
Income
467 ML
Net Income
52.8 ML
Stock
$48
Market Cap
Growth Strategy
Building more of a partnership relationship

Apps rationalization
Cloud Migration
ERP Consolidation

The ESAB brand is synonymous with world leading expertise in the
following key areas:
Manual welding and cutting equipment

Welding consumables
Welding automation
Mechanized cutting systems
Key Competition
Lincoln Electric, Kemppi
Re-badging of contractors for Cost Savings
ERP Upgrade
Move ERP to Cloud
7
5
Business Context
STC partnered for end-to-end ERP

implementation , Maintenance and
Support. B2B product Development
of Online Portal for Web Sales Order
H2 14 CSAT: 4.24
Current Engagements
Business Benefits
Faster Implementation time

achieved implementation and roll
out in 18 months across 24
locations in Europe
Common business process across
all region and Reduced post go live
support/cost for maintenance by
75%
Support Costs down by 30-40% and
SLA Improvement by 10% Year-onYear
Have a common sales business portal for all the EU & Middle East regions
Integrate critical business process for each region into the main process flow
Reduced time period for Roll outs
Integrate 24 locations in Europe and Middle East onto one single platform
32 member team providing Support and Maintenance to the core Movex ERP.
6 member team doing Capex projects for ESAB
4 member team doing ESAB Online portal implementation for ESAB America as
a fixed project
STC services span: Design, Development, Enhancement, Testing, L3
Support, Project implementation, Migration
STC designed and deployed ESAB Online platform to enable the
customers of ESAB to create and track Web orders online from any
devices
STC is Integrating the ESAB Online portal with a 3rd party configurator system
to have the configuration of orders online
Productivity Improvement,
7
6

Name/ Title
BU
Role
Relationship
Authority
STC Access
ESAB
CIO
Key Decision maker
High
Medium
Rakesh Mohan
ESAB
VP App.
Support
Key Decision maker
Medium
Medium
Paul Binks
ESAB EU IT
Program
Manager
Project Executor
Low
High
Fernando Leite
ESAB NA
IT Director
Project Sponsor
Medium
High
Miky Zapata
ESAB SA
IT Director
Project Sponsor
Medium
Medium
Mohan
ESAB India
CFO
Key Decision Maker
High
High
Selvi
ESAB India
CIO
Executive Sponsor
Medium
High
Walter Rowe
7
7
ACCOUNT STRATEGY
Spend($ Mn)
Customer
Spend
Inter Externa iGATE Polaris L&T Sympho

nal
l
ny
LOB / CBU
10
Analytics
BFSI
System &
Storage
Public Utility
EMEA
0.5
2.5
2.2
20*
0.1
0.1
0.2
0.5
0.3
0.3
USA
India
Developmen
t
Testing
Professional
Services/AM
S
v Potential Areas
v
PLM
Growth Strategy
Initiate QBR with Executive Sponsorship from ESAB / STC

Regular 1:1 meetings with new VP of Apps
Invest in Apps Rationalization Assessment
Use results of above to determine cloud readiness
Pipeline
Onshore Resource in UK to replace current PM
7
8
CUSTOMERS
VMWARE

Brief Description
A US based pioneer and global leader in virtualization with rich portfolio of cloud infrastructure and management solutions which
enables enterprises to adopt a cloud model that addresses their unique business challenges. Develops and markets products and
service offerings and also seeks to leverage synergies across below three areas of IT infrastructure: SDDC or SoftwareDefined Data Center, End-User Computing, Cloud Computing
Business Units
Ending Mar 31, 2014
Overall
(USD)
SDDC or Software-Defined Data Center

End-User Computing
Cloud Computing
Revenues
US$ 6.035 billion (2014)
Operating Income
US$ 1.027 billion (2014)
Net Income
US$ 0.86 billion (2014)
Stock
82.71
Market Cap
35.37B
Expanding SDDC vision into Hyper Converge Infrastructure

Expand/Enrich Cloud offering and move away from License
based sales to subscription based revenue by saasifying
offerings, strategic partnerships with likes of Google
Focus on Integration and Identity management for product lines
with Cloud
Growth Strategy
Rapidly expanding its product line through strategic
acquisitions and business centric innovations,
moving beyond enabling basic hardware
consolidation and evolving into full service cloud
provider.
8
0
Nature of Work: Team working on Feature and functional QA,
System testing, Interop testing, QA automation, API automation
with Core QE and CPD QA org working on vCloud Suite, VMware
view, vCHS Products as well as maintaining internal QA tools
Solution: Tailor-made extended Teams are working on SDDC
(vCloud suite), vCHS, EUC groups
STC helps maintain 6-9-9 release cadence for

update releases with huge support matrix
Contribution to 5 main releases and
over 15 update releases for
vSphere/vCloud suites
Helped accelerate vSAN, vVOL, SRM features
to market
Has Ownership of CAT and BAT tools and
regression suites (Continuous automation &
Build acceptance tests)
Had done VC and vCHS(VCIM,SDP) REST API
automation using JAVA.
For VCHS - 300+ Test case and bugs
automated for Admin UI, Web Client, Server
SOAP API interface
Automation of over 180 customer reported
defects and over 600 manual test cases in
QA suite
Development "Functional Test Confidence
Tool". White paper on the same is submitted
for internal VMware innovation fest-2013.
Tool allows to determine quality of build
Team member implemented Log parsing,
viewer tool in perl to aid the automated
execution tool
Estimated saving of 12 - 48 man hours of
effort per month (min of 4 runs per month).
Team member helped in design and
implementing the Hardware Inventory Portal
for CPD QE team.
8
1
PARTNERSHIP EVOLUTION
vCHS/vCloud Air System Engineering;
Admin Portal UI, Functional QE Usage
Meter
vCloud Director QE
Analytics : DW, Call Home Feature

Horizon Workspace 1.0.0 UI and
System testing (ALOHA)
VMware View testing(Persona Mgmt.,

AD
Horizon Mobile Switch UI/UX

design (with Verizon)
VMware view System Test
Dev Ops ( Dev Tools team)

vSphere CORE QE contributions
( vCloud Suite 5.1, 5.5 and 6.0)
QA for vSAN, vVOL, HA ,SRM, VADP features
ESX Test Automation
ESX 4.0 Patch Testing
ESX / VC Patch RPQ Contributions
ESX Regression Testing Complete Ownership

(3.0.1, 3.0.2, 3.0.3, 3.5)
vSphere Update QE (5.01U1,5.1U1,U2,U3 contributions with VMware

teams on ESX,RM, VC,VC-API,ESX/VC PDP
Symphony, Pune
VMware (Pune),
VMware (Bangalore)
2007
Symphony (Pune), Symphony (Beijing),

VMware (Bangalore)
2008
2009
2010
2012
VMware
VMware
VMware
VMware
2013
(Pune),
(Bangalore)
( Palo Alto, CA)
( Sofia, Belgium)
2014
8
2

Name/ title
BU
Role
Relationship
Authority
STC Access
Pat Gelsinger
(Ceo)
EVP Eng.
No
High
No Access
EVP
No
High
Medium
Sanjay Poonen
EUC
Bill Fathers
Vcloud Air
EVP
No
High
No Access
Raghu Raghuram
SDDC
EVP
No
High
No Access
Ray O'farrell
SDDC
SVP
No
High
No Access
Sumit Dhawan
EUC
SVP
No
High
Medium
Niranjan Maka
Vmware India
Site director
(India)
Executive Sponsor
Medium
Medium
Anil Virmani
CPD
VP
No
High
Medium
Prabhakar
Kandasamy
CPD
Sr. Director
Project Sponsor
Medium
High
Melissa Gracely
EUC
Sr. Director
Project Sponsor
Low
Low
Jack lo
SDDC
Sr. Director
Project Sponsor
High
Low
Neeraj Goyal
SDDC : Storage
Sr. Director
Project Sponsor
High
High
Bharat Tiwari
SDDC : Storage
Manager
Project Sponsor
Medium
High
Diane Gonzalez
Vcloud Air
VP
Project Sponsor
High
High
Arnaud Mauvais
Vcloud Air
Sr. Director
Project Sponsor
Medium
High
Amit Gupta
Vcloud Air
Applications
VP
No
High
Medium
8
3
ACCOUNT STRATEGY
Competiti
CAPTIVE CAPTIVE
on
HCL
Thakral TeamLe
Patni Cognizant Persistent
One
ase
Location
BLR
Pune
Chenna
i, US
US
BLR
Pune/BLR
BLR
BLR
Team
Size
1500+
200+
500+
@100
10
@5
@20
QA
Dev
Dev
Dev
QA
ITO &
support
Area of R&D, IT &

Operatio support
n
services
R&D
Duration
of
8+ years
Engagem
ent
4+
6 years 6 years 2 years
years
WorkArea
Growth
service
s
4 years
4 years 5 years
Insourci
ITO &
EUC,Net
ng.
support Professi
work
MBU
MBU
MBU Distribu
All
onal
and
Products products products ted
service services
Security
across
Strategy
s
teams
Make inroads into UI/UX team in Palo Alto

Expand our presence in VMware Pune leveraging
relationship with VMware Bangalore office for Test and
Dev.
Position for ITO;
Position for Product Support
Analytics offering at VMware Sofia Belgium
EUC
vCloud
Air
SDDC
CPD
MBU
Developme
nt
Testing
Professiona
l Services
PLM
v
v Potential Areas
DevOps
Pipeline
Support for SDDC Measurement and optimize team
onsite ( 172K)
Support for CPD QA effort ( 115K)
Full ownership RFP -Open System Support for VMware
Products ( 500K)
UX/UI Burst requirements in Palo Alto ( under
discussion)
DevOps for EUC/vCloud Air ( 300K)
8
4
CUSTOMERS
JOBVITE

Jobvite is an US based privately funded leading recruiting platform for the social web. Helps companies recruit, interview
and track potential employees online. Jobvite has raised $55.5 million in funding from Catalyst, CMEA Capital, Trident
Capital and ATA Venturessince founding. Jobvite is the only standalone recruiting solution that offers the necessary tools to
engage and hire candidates by taking advantage of social, mobile, video and data analytics. Jobvite offers: Applicant
tracking, recruitingCRM and social recruiting.
OVERALL
As of Jan, 2014 (USD)
Recruiting can be broken down in to the following buckets: 1
identification | 2 Engagement| 3 Assessment| 4 Acquisition
Revenues
$25Mn Annual
Growth
~50% yoy
Net Income
Customers
1600+ (Starbucks, Twitter

etc.)
100+
Key Competition
Employees HC
Growth Strategy
Focus on fast growing list of 1,600 companies

including Starbucks, Twitter and Farmers
Insurance, as well as nine of the last 11 top tech
IPOs.
Gain access to Global markets Internationalization.
Jobvite
Jobvite
Jobvite
Jobvite
Engage on 1 & 2
Hire on 3,4
Video Interview 3
Mobile Branding 2
iCIMS, Careerbuilder, Oracle/Taleo, Jibe, Findly

Focus on taking their products to Enterprise level
Product Performance & scalability; Global markets Internationalization & localization (Engage product)
8
6
Engagement
Summary
$2 Mn in Revenue
for STC
STC is engaged since
Nov 2009
~40 FTE
engineering team
with STC; Customer
team ~10 - 15
people across
Product managers,
Architects etc.
End to End Product

Engineering
Design,
Development &
Maintenance
Data Analytics,
Reporting
DevOps
CSAT: 4.67
Business Context
Jobvite products are technically
complex and operationally
challenging which required
automation and Agile methodology
of development. A constant
demand for new functionality was
resulting in high time to market.
STC enabled
for Jobvite
accomplishments
STC worked on developing the

original Jobvite Platform (Single
Tenant, SaaS based)
Re-architecture and complete
development for the new multitenant, SaaS based platform for
scalability in a full agile mode
Leveraged STCs Product
development best practices (PDBP)
Production support from offshore
including Release management: no
roll back in the last three years.
Benefits:
Faster Release: 12 product releases
instead of 4 in a year due to agile
product development
Raised 50M$ funding post engagement
with STC
Increased platform adoption base
grew from 150 to 1500+
15% reduction in cost of hiring for
customers overall $1 Mn savings
enabled via Hire
8
7

Daniel
Finnigan
CEO
Adam Hyder
CTO VP
Engg
Ganesh
Hariharan
Dir. Engg
Jim Tay
Dir. Engg
Ashok
Chigullapa
lly Dir.
Engg
John
Winkenba
ch CFO
Tim
Lambert
VP
Sales/CRO
Contact
Name
Title/ Role
Role
Authorit
y
STC
Access
Daniel
Finnigan
CEO
Exec
Sponsor
High
Mediu
m
Adam
Hyder
CTO, VP
Engg
Key
Decision
Maker
High
High
Ganesh
Hariharan
VP
Influence
r
Medium
High
Jim Tay
Dir. Engg.
Influence
r
Medium
High
Ashok
Chigullapa
lly
Dir. Engg.
Influence
r
Medium
High
Theodore
Kim
Sr. Dir.
Operations
NOC
Influence
r
Medium
High
8
8
ACCOUNT STRATEGY
Spend ($M)
Engage
Customer Spend
Intern Extern
al
al
Russia
Sympho
ny
Product Dev R&D
0.5
2.0
Professional
Services
Maintenance
Support
Automation
IT Infrastructure
Professional
Services
2.5
Hire
Refer
Product
Development
Data Analytics &

Reports
v
v Potential Areas Currently booked projects
Growth Strategy
Pipeline
. Focus on Automation opportunities

. Additional Staff Augmentation opportunities
(tactical)
. Align with Internationalization strategy
Automation Factory Proposal
8
9
CUSTOMERS
HITACHI

Brief Description
Leading multi national, multi vertical conglomerate with revenue exceeding $93 billions servicing Healthcare, Power,
Infrastructure, Railways, Urban Planning, Defense and IT segments.
Overall
Ending Mar 31, 2014 (USD)
Revenues
93.36BN (+6%)
Operating
Income
5.2BN
EBIT
5.6BN
Net Income
3.5BN
Across-the-globe USD BN
% change y-o-y
Japan
Outside Japan
Asia
N. America
Europe
Others
-1%
17%
21%
13%
28%
-1%
51.49
41.871
20.035
8.838
7.885
5.114
# By Group
Information & Telecommunication
Systems*
2 Power Systems
Social Infrastructure & Industrial
3
Systems **
4 Electronic Systems & equipment
5 Construction Machinery
High Functional Materials and
6
Components
7 Automotive systems **
8 Digital Media and Consumer Products
9 Others (Logistics & other services)
10 Financial Services
* Current
Engagement
11 Corporate
Items & Eleminations
** Target Groups

1
USD
BN
% Change
y-o-y
18.98
9%
7.547
-14%
14.045
10%
10.842
7.45
10%
1%
13.236
2%
8.661
8.649
11.977
3.287
-11.313
93.361
11%
9%
11%
-1%
6%
9
1
STC Engagement
74 engineers across several projects spanning Hitachi IT Platform division, Hitachi Solutions, Hitachi Solutions Business,
Hitachi Data Systems, Hitachi India R&D
Development and Maintenance of Cosminexus Application Server (55 FTE) which provides execution environment
for applications that support Web services and that comply with the Java EE standards. App server competes with
Oracles WebLogic, IBMs WebSphere and has significant market share in Japan
STC services span: Design, Development, Enhancement, Testing, Test Automation and L3 Support
STC designed and deployed Hitachi certification systems for process and quality compliance
Defects at SK (Seihin Kensa) meaning Product Inspection or UAT stage - 0.17 defects /KLOC for product development,
zero defects achieved for one project for HiSol.
>90% test cases automation, to achieve faster time to market
5x Productivity Improvement, 5 Stage Framework followed to enhance reliability & quality of products
Benefits & Value-adds
Clocked 2KS (Kilo Steps) per person month productivity for product releases with peak productivity of 3.5 KS/pm
Very low defects per KLOC (Kilo Lines Of Code), for major projects these ranged from 0-1 defect for entire projects for
Hitachi Solutions, 0.43 defects per KLOC for Hitachi Solutions Business project
28 Innovations 2 directly impacting end-user TCO ( saved $1000 per license); Resulting into 20% increase in cost
benefit by implementing productivity metrics,
15% reduction in time to market by implementing hybrid development model (Mix of Waterfall & Agile)
47% ROI through Test Automation Framework
9
2
PARTNERSHIP EVOLUTION
Significant
Accolades
JP1 Desktop
Navigation won
ITpro EXPO
AWARD 2009
from Nikkei for
best design.
(http://www.nik
keibp.com/html
/main/news_09
1110153509.ht
ml)
Early demos of
HNAS Virtual
Infrastructure
Integrator,
designed and
developed by
the STC team,
showcased in
VMworld 2010
and 2013
9
3

Name/ Title
BU
Role
Relationship
Authority
STC Access
John Mansfield
HDS
EVP Eng.
Key Decision maker
High
Low
EVP
Executive Sponsor
High
High
Hiroyuki Kumazaki
HDS
Oyama-san
Smart Information
VP
Executive Sponsor
High
High
Obana-san
Platform
Sr.GM
Executive Sponsor
High
High
Tamura-san
Hitachi India
GM
Promoter
Ochi-san
Platform
Director
Project Sponsor
Medium
Medium
Hayashi-san
Hitachi Solutions
Business
Director
Executive Sponsor
High
High
Nishino-san
Hitachi Solutions
Manager
Project Sponsor
High
High
Sato-san
Embedded
GM
Executive Sponsor
High
Medium
Ito-san
Telecommunication
GM
Executive Sponsor
High
Medium
Muroaka-san
Platform
Manager
Project Sponsor
Medium
High
Charles Hart
HDS
VP Eng.
Executive Sponsor
High
Low
9
4
ACCOUNT STRATEGY
Many divisions of Hitachi companies have

mandate to increase global revenue (8%
more) & below are critical factors to succeed
for them and against each factor it is
explained what is the strategy of STC:
Growth Strategy (Hitachi Software)
Faster Time to Market with the quality

solutions : this being achieved every time by
leveraging the best practices and processes
Customization of products or solutions : by
making use of well tested & ready to use
components and functions
Support Services and Technical Documentation:
by developing dedicated websites for the global
users
Cost effective Development and Testing:
continuously increase quality and productivity
of solutions by Automation and Prototyping
Go To Market collaboration and execution:
partnering with Hitachi to prepare POC and
proposals, and win the deals
Track
S&S
Public
Utility
Analyti
cs
BFSI
Teleco
m
Developm
ent
Sustenanc
e
Testing
Infra
Customer
v Potential Areas
Support
v
Consulting
Pipeline
Low-cost / Tier-2 Proposal for 100+ resources. Alternate to

Vietnam which is having quality issues.
Expansion to two newly created organizations Social
Innovation and IoT
9
5
CUSTOMERS
SYNPLICITY

Brief Description
Part of EMC group (a $22 billion dollar company with 60,000 employees) - acquired by EMC in May 2012.
Backed by EMC, the leader in enterprise storage, Syncplicity provides the worlds most secure file sharing
and collaboration solution.
Product Portfolio / Business Division
EMC Syncplicity Enterprise grade File Sync

and Share Software
QUALITY: Automation across clients and backend
Key Competition
Drop Box
Box
Hightail
Google Drive
One Drive
PRODUCT COMPLETENESS : Feature parity

across mobile platforms
DATA-DRIVEN DECISIONS: Instrumentation to
drive active use and engagement
9
7
Current Engagements
STC partnered for end-to-end

product
development
for
multiple
products
,
Engagement started in July
2013
Products
o Panorama Connector, Panorama Android, Outlook Connector
o SharePoint Connector SP 2010/SP 2013, CIFS Connector
o Android Mobile App Development
Technologies: Mobility Android, MS Technologies (C#.net, SharePoint), Rest
Services, Testing (Manual, Automation, Performance)
Headcount: 23
Automation and Sustenance
Team Size: 35 FTE

Delivery Location: India, US,
Russia
Key Milestones
Products Successfully
delivered:
Syncplicity for
Outlook
Panorama Connector
1.0 and 1.1
SharePoint Connector
1.0 and 1.1
Android Client App

Releases
Automation
40% (160 of 407) UI Test cases automated using existing Syncplicity C# Framework within 2
Months
51% (500 of 985) Connector API test cases automated with in 4 Months.
Performance
Performance benchmarking and Profile execution for share Point Legacy, Panorama Connector for
Network Share, ISILON 7.1.1,Share Point 1.1 , Concurrent Users testing in bursts of 50,100, 200
Duration : 1,2 and 6 Hrs., Longevity execution: 50 concurrent users for 3 weeks
Defect Density : 0.002% Per 1K Line of Code
9
8

Name/ Title
Role
Relationship
Authority
STC Access
Jeetu Patel
CEO
High
Low
Savinay Berry
Head of Products and

Innovation
Executive Sponsor
High
Medium
Philippe
Ciampossin
Head of Engineering
Executive Sponsor
High
Medium
Ondrej Hrebicek
CTO
Executive Sponsor
High
Medium
Fang Chang
Medium
Alok Ojha
Product Manager
Project Sponsor
Medium
High
Hironmay Basu
Product Manager
Project Sponsor
Medium
High
Srin Kumar
Engineering Manager
Project Sponsor
Medium
Joe Maionchi
QA Manager
Project Sponsor
Medium
Anand Taralika
Mobility - Engineering
Manager
Project Sponsor
Medium
High
High
High
9
9
CUSTOMERS
BMC SOFTWARE

Brief Description
A leading provider or Enterprise IT management Products and Services with 15000+ customers across the world. BMC
Software delivers from mainframe to cloud to mobile innovative IT management solutions that turn complex technology
into extraordinary business performance and continuity.
Overall
Ending Dec 31, 2013

(USD)
Revenues
2.201 BN (+1.013%)
Operating Income
465.40 MN
Net Income
331 MN
Stock
Private / PE Owned
Market Cap
Growth Strategy
Research & Building new products

Building additional sales force capacity
Expanding our global alliances program unities
Cratering to customer pain points to make
products customer friendly

High speed innovative IT and high performance industrialized IT
solutions includes:
IT Service Management
IT Operations Management
Cloud Computing
Workload Automation
Mainframe
Key Competition
Key competition from CA, HP, IBM, Microsoft and VMWare
company products
Data Centers automation products
Update Cloud enabled products
1
0
1
Product Line Take-over with Risk-Reward sharing
Model
o Full Product Take-over with entire responsibility from
Product Management, Continuous Engineering,
Support and Sales
o Mix of Revenue-sharing and Royalty Business Model
o Across 3 Product Categories
BRM: Back-up & Recovery
Marimba: IT Configuration Management
WAM:
Web
Access
/
Identity
Access
Management
Product Engineering for various BMC products
o 27 engineers across several projects spanning
Remedy, CLM, STG products SDE & TrackIt
o Development and Maintenance of SDE & TrackIt
products
o STC services span: Design, Development,
Enhancement, Testing, Test Automation
o Automation of new / existing test cases, to achieve
faster time to market; Productivity Improvement and
Automation followed to enhance reliability & quality
of products
o CSAT: 3.81
Parameter
BRM
Marimba
WAM
Type
DB Back-up
/ Recovery
IT
Configuratio
n
Managemen
t
Identity
Managemen
t
Reason
Orphan
Orphan
Non-core
Since
Nov 2010
Feb 2013
Nov 2008
Type
Revenue
Royalty /
Share / BMC
STC as Prime
as Prime
Royalty /
STC as Prime
Team Size
38
~15
40
Customers
40+
80+
~20
Double
Rev Growth
Single Digit
Double Digit
Digit
Increased value proposition by providing enhancements
CSAT
5.0
& maintaining products with EOL
Reduction in time to market with QA cycle time by
automating test cases
Delivering quality patches & products on time with least
defects
1
0
2
RELATIONSHIP EVOLUTION
1
0
3
BMC RE-STRUCTURED ORGANIZATION MAP
Recently mad part of top MBC team. Working on establishing the conn
1
0
4

Name/ Title
BU
Role
Relationship
Authority
STC Access
Shailesh Joshi
STG
Director
Executive Sponsor
High
High
Manish Gadgil
STG
Senior
Manager
Project Sponsor
Medium
High
Abhijit Gadgil
Remedy
Senior
Manager
Project Sponsor
Medium
High
Guru Majgaonkar
CLM
Director
Executive Sponsor
High
High
Sanjay Pawaskar
Patrol
Manager
Project Sponsor
Medium
High
Manish Deoghare
Procurement
Signing
Authority
High
1
0
5
ACCOUNT STRATEGY
Performance &
Availability
Growth Strategy
Tap into new products / BU for additional
opportunities
Farming the existing teams for more
opportunities
Increase connect with FLM so as to tap
new opening with-in existing projects
Develop Talent and Culture to Drive
Innovation and Inclusion
Datacenter
Product Engineering
ITO
Mobility
Customer
Support
v
v Potential Areas Currently booked projects
1
0
6
CUSTOMERS
AVERY DENNISON

Customer Background
Avery Dennison Corporation is a global manufacturer and distributor of pressure-sensitive adhesive materials (such as
self-adhesive labels), apparel branding labels and tags, RFID inlays, and specialty medical products. Total Employees 25000
Operations in 50 countries with more than 175 Manufacturing & Distribution facilities
Overall
Ending Mar 31, 2014

(USD)

Pressure Sensitive Materials
Retail Branding and Information Solutions
Vancive Medical Technologies
Revenues
6.3BN (+6%)
Operating Income
251M
Net Income
248M
Key Competition
Stock
USD 53
Market Cap
4.8B
3M
Bemis Company
Growth Strategy
Continue to be a market leader in its core
business
Strong innovation capabilities
Leading positions in emerging markets
Collaborate with customers to develop new
products / solutions
Implemented hub and spoke structure

Plant closures - sites repurposed to fast response units
Technology consolidations
Standardized org structures
Integrated supply chain - lean manufacturing culture
1
0
8
KEY BUSINESS DRIVERS FOR GROWTH

Innovation
Developing sustainable
solutions
Embellish / labels
Global compliance & protection
Creativity
Creative packaging & labels
Brand protection & consistency
Global Compliance
Speed
Blended in-plant / service
bureau
Quick response products /
solutions
Global compliance / automation
Simplification
Inventory visibility & accuracy
Price management
Global compliance / automation
Cost
Private brand development
Global compliance
Blended in-plant / service
bureau
Key drivers for Value Creation for

Averys Customers
Market
Segment
Leadership
Accelerate RFID
Adoption
Mid-term growth projection of

20%+
3-yr CAGR (2010-2013) ~40%
Global Supply
Chain Optimization
Exterior
Embellishmen
t Share Gains
Share growth within

key high-value
segments
Global leadership in
integrated, end-toend inventory & loss
prevention solutions
Performance innovation
& leading brand
partnership
Faster, highly-flexible,
capital efficient supply
chain and manufacturing
footprint
1
0
9
Customer Background
Business Context
Vancive
Medical
Technologies a division
of Avery Dennison has is
a portfolio of digital
health products One of
their latest endeavours is
the
Metria
Informed
Health IH1) - a portfolio
of digital health products
to monitor and transmit
physiological information
for
various
health,
wellness
and
clinical
applications.
Develop a technology platform to monitor

patients vital parameters using wearable
patch
Platform for Digital Health feedback System
to capture objective information about
activity, physiological information and vital
signs in real time
Easy access for patients to take control of
their health.
Easy communication with clinicians and
caregivers
STC has been engaged

since June 2011.
Engagement Overview
Currently STC has an
onsite team of
6
members
developing
enhancing the current
platform
and
development of the next
generation of IH2
STC Partnering Solution

Selection and development of the
Technology platform with multiple
components including wearable sensor,
mobile application, server platform,
deployment on cloud and real time analytics
library
Designed and developed complex algorithms
for ECG analysis and other physiological
metrics
Complete data store maintained on cloud for
easy access across the globe
Rich data visualization through development
of iPhone and Android apps for both smart
phone and tablets
Provided active support for clinical and field
studies
Benefits
Effective monitoring, transmitting
and analyzing physiological
information and vital signs in real
time for cardiac telemetry, homecare
and disease management and for
triage and emergency conditions
Base platform to develop future
consumer lifestyle and clinical
applications to drive future of
healthcare continuum
1
1
0

Name/ Title
BU
Role
Relationship
Authority
STC Access
Howard Kelly
Vancive
President - Vancive
Executive
Sponsor
High
Medium
Deepak
Prakash
Vancive
Global Market Segment

Leader
Coach
High
High
Vladimir
Rappaort
Vancive
Director - Engineering
Technical Buyer
High
High
Richard
Hoffman
Avery
CIO - Avery
High
Low
1
1
1
ACCOUNT STRATEGY
Growth Strategy
To develop this account that will deliver $5MN / year to
top line
Explore, expand and execute opportunities in the other
business divisions of Avery PSM and RBIS
Leverage current relationship with Vancive to provide
references to both Business and IT stakeholders in the
other divisions
Identify opportunities related to Analytics, Mobility,
Digital Transformation etc.
Increase the current Product engineering to expand to
other divisions of Avery
Institutionalize and execute formal Account
Management practices
Vancive
RBIS
PSM
Development
Testing
Professional
Services
PLM
BI / Analytics
v
v Potential Areas
1
1
2
CUSTOMERS
L&G

Brief Description
Landis+Gyr (L&G) is the global industry leader in metering solutions for electricity, gas, heat/cold and water for energy
measurement solutions for utilities. Group offers a complete portfolio of energy meters and integrated smart metering
solutions, enabling utilities and end-users to make better use of scarce resources, save operating costs and protect the
environment by managing energy better and to build the smart grid.
Overall
Ending Dec 31, 2014

(USD)
Revenues
1.539BN (-7.8%)
Operating Income
Net Income
Stock
Private. Part of Toshiba

Group.
Market Cap
Growth
Strategy
NA
Portfolio building through Acquisitions & Portfolio

integration
More Synergy with Toshiba around Smart
Community Initiatives (HEMS, Micro-EMS, etc.)
Build leaner solutions to reach out to smaller
utilities
Increase presence in emerging markets like Asia
and Brazil

Smart grid Applications
Energy Meters
Smart Metering solutions
Key Competition

Portfolio Rationalization for better geographical reach
Product Modernization
1
1
4
Current Engagements
Started the relationship in 2012. STC

partnered for end-to-end product
development for their flag ship head
system called command center.
Command center as 33% market
share in NAM. STC is also contributing
to major project TEPCO along with
few small developments with Consert
and Gridiant. CSAT: 4.53 (H2-14)
65+ engineers working for various projects like command center, TEPCO,
Consert and Gridiant
Development and Maintenance of command center application(48 FTE)
Automation
End to end requirement management for FW Broadcast, water meters, Elster
A3 & RXU meters, PLX Multispeak, U3400 series meters etc.
1423 story points delivered across two major releases, with Average velocity
of 7, target is to reach velocity of 10+ in coming releases
Scope adherence of 92%+ in all releases
STC developed L+G university for faster KT and now used by
L+G for their employee on boarding
Contributed in release after 5.7x release of command center
and current 6.4 release is in progress
Major contribution in hardening phase impacting direct time to
market for L+G
Innovation in building Smartgrid gateway solution addressing
IoT challenge in utilities
Consulting in CI processes
1
1
5
Name/ Title
Role
Relationship
Authorit
y
Last Year
spend
Authorization
Budget/
Spend
Potential
STC
Access
Ganesh Kashyap
Sr Director
Detractor
High
30 Mn
Medium
Darrell Swope
CTO, NAM
Executive
Sponsor
High
45 Mn
45Mn
High
Heath Thompson
Global CTO
Executive
Sponsor
High
60 Mn +
60 Mn +
Medium
Prasanna
Venkatesan
CEO, NAM
Passive
High
Low
Dieter Hecht
EVP & CPO
Passive
High
Low
Tim Weidenbach
SVP
Passive
High
15 Mn
15 Mn
Medium
Samar Soliman
Director QA
Project Sponsor
Med
High
Jeff Fanning
VP
Passive
High
20 Mn
20 Mn
Low
Bruce Young
Director
Detractor
High
10 Mn
10 Mn
Medium
1
1
6
ACCOUNT STRATEGY
Comman
d Center
Spend in Mn
Customer Spend
Command Centre &
USC
NAM
GDC
Symphony
28
5.8
Consert
7.7
0.5
0.25
Testing
Firmware
11
0.7
MDMS
2.5
0.5
Professiona
l Services
Firmware
MDMS
Consert
Europe
Developme
nt
PLM
Growth Strategy
Make Inroads into Firmware group
Organization restructuring to provide opportunities in
EU region. Use relationship with Heath to get into
Europe.
Opportunities
around
Professional
Services
for
Command Center and Gridiant products
QA Automation in Europe region
Help L+G in Product Rationalization effort
v
v Potential Areas
Pipeline
Staffing for Firmware development and QA teams

Core team extension
SG Gateway Phase 2
Firmware Continuous Integration
Firmware QA Automation
1
1
7
CUSTOMERS
FADV

Brief Description
First Advantage (FADV) is a leading provider of identity and information solutions that help employers and
housing providers make better people related decisions. They serve over 45,000 clients globally conducting 23
million background screens, 5 million substance abuse tests , 2 million skills and behavioral assessments, and screening 20
million applicants annually for hiring, tax credits and incentives. They are also the fingerprint channeler to the FBI. FADV
employs 4,500 Employees worldwide (26 offices in 12 countries).
Product Portfolio / Business
OVERALL
Ending Mar 31, 2014 (USD)
Divisions
Revenues
420 MN (+8.5%)
Solutions: Consumer, Employment,
Operating Income
Residential and Fleet Solutions, Tax
Credits and Incentive solutions,
Net Income
Volunteer/Non Profit Solutions
Stock
Industry Solutions:;Financial,
Healthcare, Higher Education,
Market Cap
1.16 BN
Insurance, Petrochemical, Retail,
Staffing
Growth Strategy
Services: Account Management,
Implementation, Support, Training
Trust Advantage Network: Transform screening approach, shift cost
structure, reuse of static verification results, provide robust consumer selfKey Competition
screening platform
Spyglass: Accelerate time-to-hire by predicting time-to-screen, focus on the
right candidate reducing hiring costs, assure compliance with EEOC
guideline to avoid legal exposure
Perpetual advantage: Algorithm-based selection, Transactional based on
anniversary date or company cycle, alerts to customers, new records for
employees
1
1
9
Current Engagements
The engagement started in

2014. FADV had been
witnessing a few challenges
such as high operational costs
and issues with talent
management and retention.
Additionally there were issues
around productivity and quality
STC proposed a solution of
transitioning current employees
of FADVs captive center and
eventually transforming the
R&D operations through
consistent focus on metrics,
measure, goal setting and
continuous improvement.
Consolidation of Reporting Solution to

one Internal and External Facing
Reporting Solution
Migrating from different Reporting
Solutions to OBIEE- SQL Server Reporting
Services, Cognos (Enterprise and Express),
Business Objects and Crystal Reports,
LogiXML
Improve
user
experience
through
revamped
product
design
and
consolidation of Data warehousing
tools
Introduce new features by giving impetus on
innovation and reengineering
Integrated Reporting with Siebel, Financials
and Customized Product solution
Web Enabled and Mobile Enabled Solution
for both Internal and External Customers
Self Service Reporting for Both Internal and
External Customers
Integrated Solution into ESSBase Cubes and
other
Product
lines
including
Cisco
Telephony
30% improvement to existing

release cycles
Faster time to market
Reduced Cost of Maintenance for
the end clients through improved
UI & zero bug
Empowering the end Users
Single Integrated Solution and
Dashboard for Executives across
all verticals
1
2
0
KEY FOCUS AREAS
Trust
Advantage
Network
Spygla
ss
Perpetual
Advantage
Transform approach to screening

Shift cost structure of screening
Reuse of static verification results
Provide a robust consumer self-screening platform
Accelerate time-to-hire by predicting time-to-screen

Focus on the right candidate and reduce hiring costs
Assure compliance with EEOC guideline to avoid legal exposure
Random screening: Algorithm-based selection

Rescreen: Transactional based on anniversary date or company cycle
Monitoring: Proactive alerts to customers of new records for employees
Job promotion/transfer background screening
1
2
1

Last Year
Spend
Authorization
Spend
Potential
STC
Access
~ 6 MN
High
Name/ Title
BU
Role
Relationship
Authorit
y
Stefano
Malnati
Screening
CTO
Executive
sponsor
High
Ranjeev
Teelock
Screening
SVP
Product / Project
Sponsor
High
~1 MN
Medium
Charlie Oyler
Screening
VP
Project sponsor
Medium
NA
High
Steve Verska
Screening /
Infra
CIO
Detractor
Low
~1 MN
Medium
Michael
Pilnick
Procurement
VP
Project Sponsor
High
NA
High
Kim Seale
Screening
VP
Project Sponsor
High
NA
High
1
2
2
ACCOUNT STRATEGY
Growth Strategy
Service Line
SPP
Productivity Improvement:
Product Engineering
SME Development
Improve Estimation Accuracy
Improve on Automation
Analytics
MCD
ITO
Demonstrate value through Innovation:

Plan for Hackathon
Develop a culture to motivate people to innovate
Plan workshops/events to demonstrate Innovative
concepts
Open new areas of opportunity/revenue stream:
Connect with New VP for Product Dev for Analytics
Connect with CIO for Data center Ops
Push through STG
Mobility
M&S
Consulting Service
v Potential Areas
v
1
2
3
CUSTOMERS
IRI

Brief Description
IRI is a worldwide provider of information, analytics, business intelligence and consulting services supported by technology
platforms, experienced teams and information on markets, consumers and shoppers for transforming insight into impact.
The firm offers the IRI Partner Ecosystem that leverages the skill sets of its retail tracking and panel staff to provide one
answer to business issues for more than 25 clients with regional and global agreements.
Overall
Ending Dec 31, 2012

(USD)
Revenues
$ 764 M (+2.4%)
Operating
Income
Revenue Outside US: $285

M (37.3%); Employees
Worldwide 4,035
Net Income
Stock
PE: New Mountain Capital

LLC
Market Cap
Growth Strategy
IRI Goal is to increase revenue by 5.5% by

providing innovative solutions to customers

Market Content Retail tracking data, convenience store
tracking data and consumer panel-based data
Predictive Analytics Current business trends and simulation
of the effects of changes on future brand plans
Enterprise Performance Management Software (ILD)
Tools to support faster analysis of market content
Professional Services / Consulting Vertical domain
experience and customized products and services for multiple
industry verticals, including health care and wellness, center
store, confections, beer, wine and spirits, bakery and dairy
Key Competition
Nielsen
Kantar
1
2
5
Current Engagement
Initiated in 2004, STC has built

a strong partnership with IRI.
Currently
430+
strong
technology team at GOC. 2014
Revenues - $12M
STC manages IRIs core processes such as Platform development, sustaining, Data
management, BI Application Development, Predictive Analytics Applications
Development, Testing Practice, Implementations and Support services. GOC
currently also owns deliverables for IRI global customers.
Engineering
o Architecture & design for BI and Predictive Analytics Products; IRI Analytic Server
and Web-send
o Master Data Management (MDM) Application Development; Visualization
Implementation, Delivery and Support
o ILD Modeling and Implementation
o Professional Services - Business Modeling, ETL / Data Integration
o Data Operations and Application Support (24 x 7 live support)
Refined their engineering process, realign software product line to meet customer
demands through accelerated Engineering methodology Rapid Application
Development
Value Proposition to IRI
QA automation provided up to 10% annual benefit
Client renewal rates in excess of 96%. New clients win from primary competitor
140+ Customers live on ILD platform
Implemented 7x24 follow the sun operation & support
1
2
6

Name/ Title
BU
Role
Relationship
Authority
STC Access
Andrew Appel
President
CEO
Executive Sponsor,
Influencer
High
High
Mike Samuels
Finance
CFO
Influencer
High
Medium
Ash Patel
Technology
CIO
Decision Maker,
Executive Sponsor
High
High
Michael Rosenthal
Global Operations
Decision Maker
High
High
Brian Coderre
Finance
Influencer
High
High
John Comella
Technology
SVP
Influencer, Project
Sponsor
High
High
Darek Wiszniewski
Sathya
Chakravarthy
Cheryl Smith
Technology
SVP
Project Sponsor
Medium
High
Technology
SVP
Project Sponsor
Medium
High
Technology
SVP
Project Sponsor
Medium
High
Marie Krzyminski
Technology
Vice President Project Sponsor
Medium
High
Roger Failing
Technology
Medium
High
Cheryl Stanton
Technology
Medium
High
Sam Tong
Technology
ITO
Project Sponsor
Medium
High
Micheal Tindell
Technology
ITO
Project Sponsor
Medium
High
EVP
EVP and
Controller
1
2
7
ACCOUNT STRATEGY
Growth Strategy
Pipeline
Optimize current engagement

Proposed optimization by moving IRI onsite to ST
offshore
Proposed optimization of IRI spend with external
consultants (other vendors)
Proposed consolidation of IRI processes (e.g. ILD
Content) to reduce handoffs and achieve faster time to
market for IRI customers, optimize spend through
process efficiency and productivity gains
Contract due for renewal (2016); being renegotiated in

April 2015
Current spend of $12m ACV being optimized
Additional opportunities of $3m ACV being explored and
analyzed
1
2
8
CUSTOMERS
SHS

Brief Description
Symphony Health Solutions provides thorough data and powerful analytics to help professionals understand the full market
lifecycle, from predictive market analysis to patient influence, physician prescribing, pharmacy fulfillment, payer
reimbursement, and sales compensation. Key customers include big pharma and financial analyst/government agencies.
Type of customer teams who mainly consume SHS data are Brand teams, research teams, managed markets/sales teams,
executive teams, support organizations and financial analysts.
Overall
FY 2014 (USD)
Revenues
200 MN
Market Cap
NA
Data products ( physician panels, claims, Rx sales, specialty,

non-retail etc.)
Analytics
Custom Research and Consulting Services
IT
Growth Strategy
Go forward strategy is around Integrated Data
Verse which is cloud based integrated big data
program which will enable customers single source
of truth - sales prescriptions + claims (medical,
hospital and prescription)
Roll out of Integrated Data Verse

Modernization of applications Move away from mainframe
Master Data Management implementation
Cost reduction/productivity improvement
1
3
0
Data Management
Inbound data management
for Prescription Data
Medical Claims and Hospital
Claims.
250 million records a week
received from more than 70
vendors
Data management for
Dimensional data, including
primary and secondary
research for data
enhancements.
QC and Trend analysis to
ensure quality reporting
Data Delivery
Processing over 2200
deliverables for
approximately 80 SHS
clients
Processing Client call files
for specified deliverable
creations
Manage changes and
updates to standardized
deliverables
Custom Analytics
Creation of custom
analytical deliverables
based on sourced data as
per SHS client specification
200+ custom projects per
month involving claims data
50+ sales support projects
handled in GOC
STC Service Map @ SHS
Infrastructure
Operations
Managed services for Infra
and 24X7 support across
DC , EUC and CFS towers
Reduced SHS IT spend by
5 M in 2014 in managed
services
Completely modernized
their IT infrastructure
across all service towers
enabling quick response to
their customers and a
faster GTM strategy
Delivered value by
incorporating ITIL
processes around incident,
problem , change, capacity
and availability
management
Product Dev + QA: 54

FTE
IT Production Support:
43 FTE
IT Infrastructure
Management:47 FTE
Analytics: 13 FTE
KPO: 77 FTE
1
3
1

Name/ Title
Portfolio
Role
Relationship
Authority
STC Access
Neil Bibeau
All
CEO
Project Sponsor
High
Medium
Nigel Pratt
IT
CTO
Sponsor - IT
High
High
Rob Sullivan
IT
CIO
Sponsor - IT
High
High
Bob Morrison
Analytics operations
SVP
Sponsor
Analytics/operations
High
High
Bob Gabruk
Customer success
SVP
Promoter
Medium
High
1
3
2
ACCOUNT STRATEGY
Potential Growth Areas
STC has almost 90% + of the outsourced spend. Focus on improving customer satisfaction by
streamlining delivery services and integrating KPO, application services and infrastructure services.
Due to increasing cost pressure and financial challenges, come up with proactive proposals to reduce
SHS spend by increasing outsourcing and improving efficiencies to minimize impact on STC revenue due
to cost reduction.
Opportunities
Mainframe modernization
De-identification engine installation
QA transformation
Application development MDM and IDV
1
3
3
CUSTOMERS
INMAR

Inmar operates intelligent commerce networks in the Promotions, Supply Chain and Healthcare verticals. Inmar was
founded in 1980, was acquired by New Mountain Capital in 2007, and in 2014 was acquired by ABRY Partners. They have
an aggressive growth strategy, both strategy, both organic and inorganic. They have acquired four companies in the
second half of 2014; Clarus, EXP Pharma Services, Hopster, Inc. and Millennium Process Coupons, Inc. They are
consolidating operations and add innovation offshore innovation center
Overall
Ending Mar 31, 2014

(USD)
Revenues
$500M
Operating
Income
Not available
Net Income
Not available
Stock
Private Company
Market Strategy
Cap
Growth
Build legacy support & maintenance team for

all divisions
Set up Captive innovation Center
Provide business intelligence and advanced
analytics to monetize the data generated by
Inmar products
Help to build QA automation for their existing
products

Inmar Promotions Network - Inmar solutions for coupons,
digital promotions and rebates enable the efficient development,
execution and analysis of effective shopper-engagement vehicles
Inmar Supply Chain Network - The Inmar Supply Chain
Network combines the unique transaction processing of returns
with real-time analytics to enable supply chain improvement.
Our technology platform delivers solution suites that facilitate all
aspects of reverse logistics
Inmar Healthcare Network - Inmar's Healthcare Network
manages the complexity, volume and compliance requirements
of pharmaceutical returns and recalls, and pharmacy receivables
and contract management
Key Competition
Key
Coupons.com,
Velocity cx,Global
Telmar,
RMS, CompleteRx,
Strategic Initiatives:
Innovation
Center in Pharmacy
Pune
Systems,
Inc.
(captive), Grow support footprint, Prescriptive and Predictive
Analytics
1
3
5
Engagement
Background
L1-L2
Maintenance/Product
ion Support
STC is engaged with
Inmar for past 1
year.
Currently STC has a
10 member strong
engineering team.
Business Context:
No support from various software
vendors for existing applications
developed in legacy version
(PowerBuilder 8)
High resource cost for non-core
initiatives such as - setting up new
Choice Warehouse, Crystal Reports
Migration,
High upgrade costs
Massive levels of data migration
required
STC Solution
Provide 13x5 Production Support for
iSeries & PowerBuilder applications
(which are towards EoC stage)
Migration and implementation of
PowerBuilder to the latest version
12.5
ILS support utility development for
PowerBuilder application to minimize
tickets backlog
Migration support for ILS Scale
Crystal Reports for Power Builder
application
Support troubleshooting activities by
creating EDI job logs for iSeries
application
Benefits
Zero cost incursion for PowerBuilder application
migration from lower version 8.0 to latest version
12.5
45% saving in effort volume for L1-L2
tickets/production support YoY for PowerBuilder
application
25% reduction in YoY production support tickets for
iSeries application
Improved and achieved on time delivery index to
100%
Cost per incidents has gone down from $235 to $127
in last two quarters.
1
3
6
Name/ Title
BU
Role
Relationship
Authority
Last Year
Spend
Authorization
STC
Access
Greg Kerr/
EXECUTIVE VICE
PRESIDENT AND
CHIEF
TECHNOLOGY
OFFICER
CTO
Signing
Authority
Executive
Sponsor
High
Medium
Medium
Melissa Wittner
Vice President,
Information
Technology
Solutions
Pharmacy
Decision
Authority
Project
Sponsor/Coach
High
High
High
Bill Waddell/Senior
Director, Supply
Chain IT
SCM
Recommendatio
n Authority
Coach
Medium
High
High
Tracy
Blevins/Director,
Promotion
Promotion
Recommendatio
n Authority
Passive
Medium
High
1
3
7
ACCOUNT STRATEGY
Growth Strategy
Own complete support & maintenance
activity for all division.
Set up Captive centre which will help to
o Support its existing products and innovate
in new areas
o Provide
business
intelligence
and
advanced analytics to monetize the data
generated by Inmar products
o Help to build QA automation for their
existing products
Create demand for STC analytics solutions
o Enhance existing analytics utilizing STC
tools and resources
o Demonstrate the value of the Health
SymMetrics Framework
o Create vision across Inmars business
segments
Promotion
SCM
Pharmacy
Developme
nt
Automation
Testing
M&S
Analytics
v
v Potential Areas
Opportunities
Work with onsite team on automation testing
project.
Take up support & maintenance activity for
o Newly merged companies
Set up GIC team in Pune location
1
3
8
CUSTOMERS
KEYEDIN

Customer Background
KeyedIn provides a Platform as a Service (PaaS) codeless application development platform called Konfigure (KIK), and is
focused on two areas initially, KeyedIn Manufacturing (KIM) and KeyedIn Project management (KIP). The founders started the
company 3 years ago after selling Epicor.
Overall
Ending Mar 31, 2014

(USD)
Revenues
$7M (approx.)
Operating Income
Startup
Konfigure Platform
Manufacturing: KI Manufacturing
Project management: KI Project
Net Income
Key Competition
Stock
. Epicor, Salesforce.com, Netsuite, Infor, Oracle.
Market Cap
Growth Strategy
Cloud-based subscription model. Has got

traction with large enterprises in Europe like
Boots/Walgreens, etc.
Plan to sell primarily through resellers

Standardize all products on Konfigure, starting with KIM
Expand KIMs site of offerings to expand from the legacy sign
manufacturing roadmap
1
4
0
Current Engagements
STC partnered for end-to-end product development

and migration from legacy platform to Konfigure for
KeyedIn Manufacturing and Project in January 2015.
10 engineers in GOC in Bangalore, increasing to 18 by end of

2015.
Development and migration of KeyedIn manufacturing)
which provides a suite of manufacturing applications to
Konfigure.
STC services span: Design, Development, Enhancement,
Testing, Test Automation and L3 Support. Discussing
L1/L2 support.
Looking at a mutually beneficial relationship around Marimba

Project started in January 2015, but customer
feedback has been that after a short learning
period, customer and STC teams are working
extremely well.
Customer views STC as a trusted partner,
discussing various additional opportunities for
collaboration
1
4
1

Name/ Title
Role
Relationship
Authority
STC Access
Lauri Klaus
CEO
Key Decision maker
High
Medium
Kevin Hurley
EVP
Executive Sponsor
High
High
Karen Adame
EVP
Key Influencer
High
High
Lynda Dahlheimer
CMO
Key Influencer
High
High
1
4
2
ACCOUNT STRATEGY
Growth Strategy
Grow KI development from 7 to 18 resources in 15
months
Add vertical industry applications on top of Konfigure,
leading to additional implementation services
Investigate a tight coupling between KI and Marimba
As KI is trying to reduce costs, try to find opportunities
where STC can add value.
Track
KIP
Development
Marketing
Implementation Services
Pipeline
Identified opportunity for outsourced marketing for
KIM, roughly $700K
Identified opportunity for outsourced implementation
resources, roughly $500K
v
v Potential Areas
1
4
3
CUSTOMERS
THANK YOU
Thank You

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SPP

FY16 BUSINESS PLAN

Larger initial deals with immediate growth

HIGHEST EBITDA EVER

FY 2014 EBITDA at $xx M

New leadership and fully staffed sales

LARGE DEALS PUSHED OUT

4) INCREASE IN NPS SCORE

20 bps increase in Net Promoter Score

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2014.

Strong focus on 20%+ Top-line growth and 20%+ EBITDA

Faster growth from top 20 strategic accounts 25-30%

FY15-16 BUDGET SUMMARY:

Revenue growth target ~ 22% ($145.8M to $177.6M)

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2014.

Compensation & Benefits:

Corporate Allocations: No Change

SPP Key Figures

FY15 vs. FY16

GP% declining by 1.5%,

Increase in Sales & Sales

Plan to continue investments in

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2013.

Revenue FY15 vs. FY16 <Chart to be replaced by

Birendra showing Fixed Bid, One time revenue depletion etc.>

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2013.

SPP Revenue Build

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2014.

SPP: Key Pursuits

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2013.

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2013.

FY16 Revenue Plan Details by Customer

Top 20 customers/Revenue Drivers

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2013.

SPP Key Figures

FY15 vs. FY16 Revenue

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2013.

SPP Key Figures

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2013.

SPP Key Figures: By SBU

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2013.

SPP 8 Qtr Revenue Trend

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2013.

SPP Revenue Composition

ENT 52%;PLM 8%;M&S 7%;ITO 11%; SAS 18%;Staffing 4%

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2013.

SPP Revenue Build by Geography

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2014.

SPP Revenue Build by Resource

Offshore locations : India, Russia, Poland, Morocco, China

SPP Revenue Build by Billing Type

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2014.

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2014.

SPP Revenue Conversion

India sales HC considered equivalent to 0.33 FTE.

Core ISV business undergoing transformation from on-premise business model to

Plenty of new SaaS software companies emerging. Our core product

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2013.

SPP: Non-Billable Costs

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2014.

SPP: Sales & Sales Support

HARMAN INTERNATIONAL. CONFIDENTIAL. COPYRIGHT 2014.