Back Office– New

Drive ROI 350%+ through scaled and governed RPA

 WHAT I CARE ABOUT MOST
“In what promises to be a much
more economically challenged,
but digitally connected world, the
CIO is facing a dilemma of how to
deliver digitally native
capabilities, while containing
costs, skilling up and running
lean.”
GOALS / NEEDS
• Transformation for business agility and
competitiveness
• Ensuring stringent cybersecurity measures
• Technology optimization for cost reduction
• Provide world class digital experience to
employees to drive productivity while
maintaining compliance
CHALLENGES
• Growing sophistication of cyber-attacks and
breaches
• Limited resources and tightening budgets
• Manageability of increasing enterprise apps and
proliferation of rogue/shadow IT with remote
work
• Legacy systems & technology silos
• Keeping employees and IT upskilled
• Instilling a company culture of security &
compliance

CORE SUCCESS FACTORS / METRICS FEARS / MOTIVATION

Michael RESPONSIBILITIES • Cost savings/operational efficiency  • Debilitating security breach
• Strategic technology planning to achieve
CIO organization's goals
• Employee and executive CSAT
• Utilization and effectiveness of technology
• Being a strategic C-suite leader
• Driving transformation & digitization
• Protecting the company from cyber investments • Preparedness to quickly and effectively react to
AGE 55
attacks and breaches • Infrastructure uptime business disruption
MARRIED Y/N • Driving digital transformation to achieve • No security breaches • Staying ahead of latest industry and technology
KIDS # competitive agility trends
• Champion culture of security &
EDUCATION BS Computer
Science compliance

REPORTS TO CFO or CEO MARKET TRENDS & WHY WE WIN RESOURCES / TRUST
COMPANY SIZE CONCERNS • Strategic technology partner aligned to • Gartner CIO Forum/IT Expo
1000+
• Cybersecurity threats, increasing phishing, company’s business goals • CIO-focused webinars
INDUSTRIES All and malware attacks brought on by remote • Peer recommended • Digital platforms
work • Ease of integrations with existing systems
TRAITS: • Organizations governing security standards: ISO,
• The future of the workplace unclear with • Demonstrably fast time-to-value SOC, GDPR, etc
the changing landscape
Strategic Business-Savvy • Comprehensive security certifications & • Closed, vendor-free IT leader communities
• Massive shift & acceleration to cloud practices
Social Early Adopter • Personal IT/CIO network
• Growing need for technology investment
while optimizing costs
 BUYER’S JOURNEY
• EARLY – Awareness through peer groups
or events/ conferences. Refers IT leader to
investigate.
• MID –IT leader/buyer conveys/proves
(POC) how solution can achieve CIO’s
digital transformation& cost optimization
goals
• LATE – Executive alignment with vendor
on vision, goals, support
HOW TO GET INTEREST CONTENT TO SHARE
• Get in front of/inside peer groups and CIO
• Webinar – the new CIO charter
communities by finding a CIO champion
• Blogs
• Content in relevant publications and at key CIO/tech
leadership events • CIOs moving to the Cloud
• Appeal to motivation of being driver of major • Security Standards
transformation. Show how CIO can drive strategic • First call pitch deck
value across C-suite priorities.
• Cloud sales deck
• Link solutions to both bigger vision and tangible
tactical gains - Metrics & facts – timeframes to ROI • Whitepaper –Everest: Why Cloud-Native RPA
matters

FAMILIARITY WITH COMMON OBJECTIONS OBJECTION RESPONSES

Michael AUTOMATION 1. Unsure about security standards and policies 1. Security standards, certifications, 3 rd party audit reports

CIO • General awareness: High awareness 2. Why RPA among other automation technologies
3. Unsure of cost benefit of RPA
2. Fastest time to value without re-engineering processes
or migrating from legacy tech (let us show you – POC,
of and preference for automation
technologies botathon)
4. Lack of skilled resources to develop bots and run
3. ROI calculator, case studies
TECHNOLOGIES • Familiar with RPA as part of staying automation program
on top of trends 5. Lack of governance and controls 4. Ease of use for users, AAU, professional services to
• Cloud help you get started, and premium support
5. Centralized control room & audit trails
• Corporate Infrastructure

• Cybersecurity
INDUSTRY KEY WINS CASE STUDIES
• ID & Authentication CONSIDERATIONS
• BFSI: regulatory environment yet • Albertsons $3.6M deal • Vale - $12M+ in savings, driven by IT with global
• Enterprise applications desire to adopt more cloud • Aligned to CIO (economic buyer) strategic impact across functions
• Healthcare: Data privacy and vision and initiatives • NHS - 100% accuracy in data, eliminating clinical
handling risk
• SaaS management • Pitched wide-spread digital transformation
through citizen developers • Qualcomm – IT-led initiative across the functions
• Life Sciences: Data privacy and
handling • Identified champion in IT
• Manufacturing: • Executive connection with CIO

“Cost reduction is
imperative as we brace for
economic uncertainty. I
need a solution to keep
pace with our growth plans
while keeping expenses
low.”
GOALS / NEEDS
• Generate timely and accurate internal and
external financial reporting
• Improve cash flow and optimize capital
• Reduce expenses and improve efficiency
• Drive profitable growth and maximize
shareholder value
• Ensure compliance with accounting standards
and regulatory requirements (FASB, IFRS, SOX,
PCI-DSS, GDPR)
CHALLENGES
• Maintain liquidity, growth and profitability in
volatile economic environment
• Rigorous and frequently changing accounting and
regulatory requirements
• Limited resources and tightening budgets
• Significant volume of spreadsheet-based manual
controls and processes
• Obtain high quality, accurate source data from
disparate legacy systems

CORE SUCCESS FACTORS / METRICS FEARS / MOTIVATION

Chief Financial RESPONSIBILITIES • Revenue & income growth, profit margin , return • Avoid financial reporting errors and restatements;
Officer (CFO) • Internal & external fin’l reporting
•
on equity, earnings per share
Liquidity (assets/liabilities): current ratio, quick •
clean SOX/audit reviews
“No surprises” – be prepared with detailed data to
• Liquidity and capital management ratio address questions from CEO, directors, investors
AGE 48-54 and market analysts
• Accts payable/AP & receivable/AR • Invoice processing time (accounts payable
MARRIED Y turnover); Days sales outstanding (accounts • Be prepared to quickly react to changes in
• Budgeting and forecasting
KIDS 1-3 receivable turnover) economy impacting business growth
• Profitability and shareholder value
• Finance/company expenses as % of revenue • Stay ahead of latest industry and technology
EDUCATION MBA/CPA
• Corporate strategy & transformation • trends
# days to close general ledger; # of errors

REPORTS TO CEO MARKET TRENDS & WHY WE WIN RESOURCES / TRUST

COMPANY SIZE Enterprise: CONCERNS • Proven solutions which strengthen controls, Wall Street Journal
5,000-1,000 improve accuracy/timeliness, and increase
• Market volatility driven by pandemic CPA Journal
INDUSTRIES All operational efficiency
and political uncertainty • Demonstrated results with quick/high return on Journal of Accountancy
• Rapid pace of regulatory change investment (ROI) CFO Magazine
• Technology/market disruptors and • Strong Finance case studies and references at Influencers: Gartner, McKinsey, Accenture, Deloitte,
Strategic Analytical widely recognized companies
accelerated digital transformation EY, PwC, KPMG
• Deep executive-level relationships based on
Results-Oriented Fact-Based understanding/meeting company needs

Chief Financial
Officer (CFO)
TECHNOLOGIES
• Finance ERP software: SAP, Oracle
(NetSuite/JD Edwards), Workday
• T&E expense management: SAP
Concur, Chrome River, Coupa
• Payroll: ADP, Paychex, Deluxe
• Finance Tools: Workiva (reporting),
DUCO, (recons), Blackline (close)
• Budgeting & Planning: Oracle Hyperion,
Vena, Anaplan, Prophix
BUYER’S JOURNEY
• EARLY – CFO provides strategic
direction and defers initial RPA
assessment to Controller and IT
• MID – CFO reviews potential use
cases and confirms interest with
Controller and IT/PMO
• LATE – CFO participates in final
meeting, reviews business case, and
provides final signoff on contract
and investment
FAMILIARITY WITH
AUTOMATION
• Most CFOs are actively engaged in
digital transformation efforts in
Finance and across company
• Have high-level awareness of RPA
technology
• Finance RPA initiatives are typically
narrow in scope and do not span
entire organization
INDUSTRY CONSIDERATIONS
• CFOs are valued strategic executives
in all industries
• Core finance functions similar, but
focus varies across industries
­ BFSI: compliance and control are
critical; A/R less relevant
­ Healthcare: billing/claims focus
­ Manufacturing: supply chain and
AP/AR are critical
­ Telecom: cost efficiency focus
HOW TO GET INTEREST CONTENT TO SHARE
• Share reports on what other CFOs are doing • AP: Automate Invoice Processing E2E eBook
• Show examples of relevant use cases with • AR: Order to Cash Automation eBook
quantified results • R2R: Record to Report Automation eBook
• Link solutions to finance and corporate strategic
• Identifying R2R Opportunities (Everest report)
initiatives
• Finance & Accounting solutions webpage
• Comment about a recent LinkedIn article they
shared
COMMON OBJECTIONS OBJECTION RESPONSES
• Lack of governance and control over RPA • Centralized control room & audit trails
• Cannot use cloud for regulatory reasons • Bank case studies; cloud on-premise option
• Data security and privacy concerns • Enterprise-grade security; used by top banks
• Difficult to generate ROI since few FTEs doing high- • Focus on high FTE areas first (AP & AR); lower implem
volume, manual, operational activities citizen dvlpmt
• Already using Blackline/other automation tools • RPA complementary; provides more capabilities
• Difficult to integrate with antiquated source systems • Easily integrates with most systems; pre-built bots for E
and ERP platform • Achieve immediate ROI; enables data migration
• Wait until next year / after system migrations
CASE STUDIES
• Australia Post – Finance Transformation
• Hitachi Vantara – Finance Automation
• Stanley Black & Decker – Accounts Payable
• Quad – Accounts Receivable
• Juniper Networks – AR / Billing
• Hologic – AR / Collections
 Value Prompter: BO Contact/Persona: CFO and CFO-minus-1
Cost Reduction &
Efficiency Play Business Issue: Reduce Operating Expenses & Enable Business Growth

Anxiety Question: How are you ensuring Finance operations are cost efficient, regulatorily compliant, and
scalable to support your company's growth?

PROBLEM SOLUTION

1. Financial operations are labor-intensive and inefficient resulting in higher expenses, 1. Optimize resource utilization by automating all manual transactional activity
restricted cash flow, and inability to scale finance operations as business grows • AP– intelligent invoice data extraction; automated vendor setup and invoice validation/payment
• AR – automated customer setup/billing, payment processing, and collections
2. Potential financial errors and non-compliance with accounting standards and
• Financial Ops – automated journal entries, cash position analysis, financial reporting
regulatory/audit requirements due to prevalence of manual controls
2. Deploy robotic process automation to automate manual reconciliations, replace manual controls, and produce
3. Modernization of finance operations and legacy systems has been slow to evolve, despite
detailed audit trails for all automated processes
being crucial to bottom-line growth, since it is complex, costly, and disruptive to the
3. Quickly automate operations by deploying automation in the cloud, enabling citizen development, and providing
business.
digital assistants for help with everyday tasks. Accelerate legacy system conversions using RPA to migrate data to
new platforms.
“Tell me about it…” “is it because…” Confirm “what would it take to solve?” “what if you were able to…?” Confirm

VALUE POWER PLAN

Finance automation improves operational efficiency, increases cash flow, strengthens
• Power person – CFO  • Initial meeting with corporate controller to
controls, accelerates reporting, and frees-up resource capacity. Specific functional solution benefits
• Decision-making process – discuss use cases and identify high-priority RPA
include:
Controller and IT Finance Leader opportunities; subsequent discussions with key
1. Increased operational efficiency, cash flow, and timeliness
typically makes process owners and CFO
• Efficiency – 33% reduction in manual labor hours across all departments
recommendation to CFO • Share proven use cases, demos, and results
• Cash Flow – 2-6 day reduction in days sales outstanding in Accounts Receivable
• Timeliness – 1-3 day reduction in reporting and forecasting • Agree upon Mutual Plan in writing summarizing
Open
the elements from this Value Prompter with
2. Tighter controls & governance – 0% error rate in automated processes, elimination of manual Probe
the prospect 
controls, avoidance of regulatory fines, creation of audit trails for all bot actions
Confirm
3. Quick, high-impact results – >100% ROI in RPA; process automation in 8-12 weeks Open Probe Confirm

“what is it worth?” “Can we quantify it for you?” “enough value?”

 What I care about most
“How can I elevate my team
above the supporting
function and focus them on
organizational design and
strategic sourcing?”
GOALS / NEEDS CHALLENGES
• Ensure safe, healthy environment for employees • COVID-19: unpredictable consequences of work-
• Support organization’s business goals with the right from-home
talent • Managing changes: increase or reduction of
• Empower the future workforce to succeed in the
next 3-5 years
workforce
• Implement systems for data-driven, flexible and • Shortage of talent with the right skills to implement
company’s vision
efficient workforce management

CORE SUCCESS FACTORS / METRICS FEARS / MOTIVATION

Helen RESPONSIBILITIES
• Organizational design and effectiveness • Employee satisfaction survey (NPS) • Not understanding the latest technology, e.g.,
CHRO • Strategic talent sourcing • Time to hire, attrition rate automation, digital transformation
• Employee support: onboarding, initial • Peer competitive pressure
• Mobility metrics: how many promoted, transitioned
AGE 56 training, compensation, learning and career • Not understanding what the current and the
horizontally. There are benchmarks to compare.
development future workforce needs to thrive
MARRIED Yes • Organization’s morale: employee • Diversity (gender, race, background, incl. previous
• Cost/budgets – if I can’t secure budget, I
KIDS 2 relationships, health and safety, diversity companies, colleges) metrics. Some companies
have requirements around it. can’t deliver on my commitments
and inclusion, corporate communications
EDUCATION MBA • HR operations: data management, employee
lifecycle

REPORTS TO CEO MARKET TRENDS & CONCERNS WHY WE WIN RESOURCES I TRUST
COMPANY SIZE Enterprise
5,000-100K • Recommended by peers Gartner and other top analysts

INDUSTRIES All • COVID-19: respond and new workplace • Support beyond the sale Peers
strategies Board of Directors
• Understand HR function and issues
• Technological trends: enable managers to
• Experience with similar projects of similar scale Specialized resources:
assess mobile and remote workers.
Analytical Fact-Based at similar companies • https://www.shrm.org/
• Social trends: How to make work more
human, ensure employee inclusion, • https://www.hrexchangenetwork.com/
  Personality satisfaction, and work-life balance? • https://www.hrci.org/

Helen, CHRO
TECHNOLOGIES
• Core HR system could be referred as
• HCM (human capital management)
• HRIS (human resources information
system)
• HRMS (human resource
management system)
E.g.: ADP, Workday HCM, Oracle HCM,
BambooHR
• Payroll: often included in HCM
• ATS (applicant tracking): Jobvite
• Performance management & employee
engagement: Lattice
• Benefits administration: Workday Benefits
• Learning: Litmos, MindTickle
• Analytics: Workday Prism
• Survey tools:
• Communication platform: Facebook
Workplace, Jive,
• Compensation planning: Workday, Success
Factors, Oracle
BUYER’S JOURNEY HOW TO GET INTEREST CONTENT TO SHARE
• Reach through the trusted source: colleagues, • E-book:
• EARLY – Awareness through peer
partner, board members Creating a better Employee Experience with Intel
groups or events / conferences ligent Automation
• MID - Tech/vendor assessment by • Follow up to the event they attended
• Webinar with Tricor:
HR tech team • Show success in a similar environment, similar HR and the Digital Workforce: The changing natu
• LATE – Final decision by CHRO & IT company re of work
• Comment about a recent LinkedIn article they • Blog -
shared Creating a Strategic HR Organization with a Digit
al Workforce
FAMILIARITY WITH
AUTOMATION
COMMON OBJECTIONS OBJECTION RESPONSES
• Is this a proven technology? Do you have • Introduce AAI properly, show the scale, share
CHRO is familiar with AI & automation, customers? Who are they? Are they in my case studies with the companies of similar size
space?
and understands that it is the future • Learn and share ideas and success from other
• Are willing to be a tutor, bring ideas? Can you customers, share sales tools which can help to
help me to be a thought leader inside my promote technology internally
organization?
INDUSTRY CONSIDERATIONS KEY WINS CASE STUDIES
• Dell • Case study:
Telecom: Lack of skills, suggest working • NGA HR (BPO) Dell leverages RPA to boost HR productivity with
Workday up to 85%
partners to deliver a managed service.
• AstraZeneca (slide below) • Webinar with Tricor:
Healthcare: explore the impact of
• Nouryon HR and the Digital Workforce: The changing natu
automation on culture, and integrating HR re of work
services after M&A
• Machine Learning Automates HR Function for Gl
Manufacturing: RPA is adaptable to the obal Bank
specific needs and regulations (World Bank)
 Value Prompter Contact/Persona: CHRO
Back Office Existing
Business Issue: Not understanding what the current and future workforce need to thrive

Given all that has happened over the last year, how prepared are you for the next
Anxiety Question:
big shift this year?

PROBLEM SOLUTION

• Employee NPS: Low employee NPS due to slow requests, limited programs An intelligent automation platform to help your team eliminate their HR administrative activities and errors
• Improve employee NPS: Ensure your employees feel cared for by automating payroll, benefit, and request
• Attracting talent: Inability to attract next-generation talent that consider technology, delivery while freeing your HR team to launch new programs.
digital assistants and immediate responses as table stakes. • Attract the next generation of talent: Low and no code automation to help employees remove their biggest
• Improve agility: Inability to quickly react to external forces requiring talent changes headache-provoking tasks.
• • Improve agility: React quickly as demand warrants by automating onboarding and offboarding.
Driving Leadership: Inability to raise the HR team above a support function and become
strategic to corporate business objectives. • Ensure HR’s leadership role: Embrace the digital assistant trend to create a productive blended human and
digital workforce that focuses on delivering customer value.

“Tell me about it…” “is it because…” Confirm “what would it take to solve?” “what if you were able to…?” Confirm

VALUE POWER PLAN

Realize significant impact through HR automation:
• [Accenture customer] Improved employee NPS from 61% to 88% by automating the higher • Power person: CHRO  • Initial meeting Head of HR Tech to discuss
education application process • Decision-making process: Head use cases and identify high-
of HR Tech typically makes priority RPA opportunities; subsequent
• [AstraZeneca] Saved $550k annually by automating leave management.
recommendation to CHRO discussions with CHRO
• [Tricor] Navigated through Covid-19, gaining 50% extra work capacity by automating end to end • Share use cases, demos, and results
payroll services • Agree upon Mutual Plan in
• [Dell] Sent 8000 offer letters with no human-touch Open Probe writing summarizing the elements from this
Value Prompter with the prospect
• [AAI] Added 2.5 additional FTEs with 50 bots, which is significant for a team of 30. Saved 10 Confirm Open Probe Confirm
hrs/mo on reporting, repurposing to build intern program.
“what is it worth?” “Can we quantify it for you?” “enough value?”