Trilogy University (TU) is Trilogy's corporate training program for new hires modeled after the US Marine Corps boot camp. It pushes recruits to their limits through intense challenges and teamwork to build preparedness, bonding, and ties to the organization. Unlike typical corporate boot camps focused only on these goals, TU also serves as Trilogy's primary research and development engine, way to develop next generation leaders, and impetus for strategic thinking. It achieves these additional goals through a virtuous cycle established by deep engagement from top leadership, who stay involved by drawing new strategies and business ideas from the fresh perspectives of recruits.

1. Who is Trilogy?
Trilogy is one of the largest privately held
enterprise software companies. Post 2008,
Trilogy has been acquiring Enterprise
Software firms, turning them around and
aligning them to deliver phenomenal value
for enterprise customers. Trilogy actively
hired from all top engineering colleges
in India (IIT, NIT, NSIT, Anna Univ, etc)
from 2000- 2008. Trilogy was THE dream
company for every Engineering graduate
with strong background in Computer
Science.
Visit www.trilogy.com
What is Trilogy’s
culture like?
Trilogy’s hiring philosophy is ‘Only the
best’. Trilogy’s great people brought about
tremendous value to its clients by solving
their hardest business problems with
technology. Trilogy has been rated among
the Top 3 most entrepreneurial company
alumni networks. Trilogeans have gone on
to found some very exciting companies, and
also are in CXO positions in many others.
See this recent article on FounderDating.
com about Trilogy’s entrepreneurial alumni
network.
http://founderdating.com/
entrepreneurial-company-alumni/
Answers to
your questions.
What is DevFactory?
Trilogy hived off its R&D activities to a
division called DevFactory, which was
incorporated as a separate entity in Dubai
in 2008. Trilogy and DevFactory are part of
the same group of companies and share
the same top management.
What does DevFactory do?
DevFactory is probably the world’s first and
only software factory. We are disrupting
the way enterprise software is created
by adopting a factory-style model for
development and delivery. DevFactory
has been built ground up on the basis of
innovative processes and tools that are
our Intellectual Property (IP). We manage
massive scale yet provide great cost
savings and high quality in our work. This
is, by the way, the complete opposite of
conventional software development, where
scale often leads to quality issues, cost and
time overruns. Besides above, DevFactory
also does development for 30+ Enterprise
products that Trilogy has acquired over the
last few years.
Who are DevFactory’s
clients?
Fortune 500 companies. DevFactory’s
products help solve the biggest and
most complex problems for Fortune 500
companies’ CTOs and CIOs.

2. What are DevFactory’s
products?
We have over 30 products. Some examples
are Gensym, Prologic, Accept Software,
Artemis and the products under the Versata
banner. Versata is a Trilogy company. For
more information, please refer to the case
studies in this document or visit
www.versata.com
What technologies do
you use?
The 30+ products span all technologies, be
it Java, C++, C#, Lisp etc…. Engineers have
chance to choose whatever technologies suit
them best.
What is the role of the
Software Development
Engineer (SDE) like?
This role requires the SDEs to don multiple
hats - strategic + technology + delivery – at
the same time. You will:
1. Understand the core business problems
that our customers face.
2. Suggest technical solutions that will help
solve these problems.
3. Create and deliver these solutions, so
that it generates immense value to our
customers and helps them focus on growing
their business.
The term ‘Software Development Engineer’
is probably a misnomer and the role
could have well been called ‘Strategic
Development Engineer’, or ‘Problem-solver’
or ‘Value-creator’
What is the compensation
for a campus hire?
Rs 22 Lakhs/year + 1 Lakh joining bonus +
1 Lakh DU graduation bonus
What is the growth path at
DevFactory
On the technical side, you will start as a
SDE, then grow into a Technical Architect
position and further reach the Chief
Product Architect position. Of course, all
these positions will pay the best Industry
compensations. If the employee wants, once
you develop a strong technical base, there
would be options to move into the business/
management side of things as well.
What is DevFactory
University?
DevFactory University (DU) is a one-of-
its-kind training meant to transform our
student recruits into tech professionals.
This 90-day program is modeled on the
legendary Trilogy University training
program and will be held at Dubai, UAE.
DU, earlier known as TU (Trilogy
University), was conceptualized from
the ‘US Navy Seal Training Program’.
DU focuses on creating an incubation
environment with optimal conditions for a
fresh graduate to have accelerated learning
at a fast pace and become a thorough
problem solver at the end of 3 months. Post
DU, the freshers turn to seasoned techies
who can solve any problem that come
their way. What more, DU is a bootcamp
where DevFactory’s culture of trust and
responsibility is instilled. The camaraderie
built up through these 3 months lasts
forever. These 3 months are going to be
the best of your career! Harvard Business
Review did a case study on TU (Trilogy
University). Read the article at
this link: http://hbr.org/2001/04/no-
ordinary-boot-camp/ar/1

3. Why is DU being held
in Dubai?
There are two reasons:
1. DevFactory’s headquarters is in Dubai
and our CEO, Rahul Subramaniam and
some of our key chief architects are based
in Dubai, while we create a similar team
for India. We take DU very seriously and
ensure the freshers have direct access to
all the best talent we have when they are
wracking their brains to create the next best
products for the organization.
2. Dubai is a multi-cultural, fun place that
aligns well with our concept of ‘Work hard,
play hard’. At DevFactory, there is a thin
line of difference between work and fun
and while we take our work seriously, we
take fun seriously as well. DevFactory plans
to spend >$1M on its DU Program during
these three months.
After DU, where is the
job location?
Bangalore.
Will the recruited students
need to sign a contract?
Students will be hired as regular employees
of the Indian entity. There will be no
contract or bond.
Is this a paid training?
Absolutely. Not only will the recruited
students be paid full salaries during the
entire duration of the training, the complete
expenses in Dubai including travel,
accommodation and other fun activities will
be company sponsored.
What happens after DU?
After DU, all the projects are assessed and if
there are product ideas that pass all the tests
- the team gets to further works on the idea.
Others pass DU and work on the existing
products of DevFactory.
Will we be assessed again
after DU?
We are sticky about finding the perfect
culture fit for DevFactory and our selection
process is geared in that direction. We hold
a high bar because DU is not only one of
the best training bootcamps in the software
industry, it is also one of the most intensive
bootcamps that ensures an exponential
learning at an accelerated pace. Most of the
time our hires live this. However exceptions
have happened very few times, when some
fresh graduates are not able to take this pace
and we mutually have to agree to part ways.
It is worthy to note that, as per historical
records, 95-98% of the batch graduates each
time. There have been several instances
of 100% of the batch graduating. Having
said that, Trilogy is a hiring ground for
most big product organizations. An exiting
TUer in the past has never had challenge
in immediately finding superlative
opportunity.
Can the students have a
career in Dubai?
At this moment, we don’t have a firm stand
on this and are open to discussing this with
individuals based on interest.

4. The DevFactory website
does not have much
information. Why?
Most companies flood their website with
two kinds of information
1. What they do and how they do it
2. Who their customers are and what they
deliver to them.
DevFactory has a unique operating
and delivery model that gives it a huge
competitive advantage in the market. This
is our intellectual property (IP) and we
therefore never share this information in
the public domain. We solve some of the
hardest problems for some of the largest
customers on the planet. These customers
too don’t like to share these details in the
public domain and therefore require us to
act accordingly. Therefore, while some of
the largest companies in the world rely on
us for solving their hardest problems, we
don’t have content that we are at liberty to
share in the public domain.
I read some negative
reviews online. Can you
explain that please?
In order to fulfill our work, we hire a large
number of contractors as well. This network
of contractors is over 1500 strong and
works seamlessly to generate great value for
our customers as a global team. However,
like in any organization, there is always a
small percentage of disgruntled employees.
Traditionally, companies manage their
reputation online using brute force of SEO
and flood the internet with articles about
themselves. This results in bad reviews
getting lower page rankings.
DevFactory, however is not able to put out a
large number of articles for two reasons:
1. Any discussion about our processes
would mean sharing parts of our IP in
public. This IP has been painstakingly
developed after years of research and
learning. Exposing these in public would
mean erosion of our competitive advantage.
2. We solve some of hardest problems for
some of the largest companies in the world.
Our clients would not want to publicize
these problems and have comprehensive
non-disclosure agreements with us that
disallows using their names as clients. We
are also bound to not discuss the type of
sensitive work we do for them.
So, we could have chosen to populate the
Internet with meaningless articles for
the pure purpose of SEO. Such a method
consumes a lot of time and energy, and
frankly not quite right. We would rather
choose to spend all our efforts and time
in continuously creating value for our
customers through innovation.
How true is it about
DevFactory trying to save
tax by having operations in
the UAE?
Like every company, DevFactory tries
its best to manage its resources wisely.
DevFactory was incorporated in Dubai for
two reasons:
1. Excellent infrastructure, a truly multi-
cultural city and centrally located to our
global customer base
2. Close proximity to excellent talent pools
in India, China, Eastern Europe etc.
It is an added bonus that Dubai happens to
be a tax free zone. To be clear, DevFactory is
not a shell company incorporated in Dubai.
DevFactory enjoys a tax-free status due to
the massive amount of value and intellectual
property (both in terms of patents and trade
secrets) it generates from its operations
in Dubai.

5. Why did Trilogy close
operations in India?
Trilogy did extremely well in the enterprise
software domain and today is one of the
largest privately held enterprises. It attracted
the best talent both from top campuses and
industry. At Trilogy, we think disruptively
and passionate about keeping a competitive
edge in everything we do. The year 2008
saw a wave in outsourcing and Trilogy loved
to experiment in this newly created global
eco-system. We then closed our India entity
and ensured that we offer all the great talent
we had on our rolls as consultants. We
also set up a separate outsourcing partner
network. In five years, we experimented
and had a huge learning that got us to start
DevFactory (Development arm of Trilogy)
in India and do what we do BEST which is
spot and hire the best technical talent and
solve some of the largest problems in the
enterprise space. Trilogy is now an equity
company, and DevFactory is what Trilogy
was before in 2000-2008.
Why are you doing your
campus hiring so late?
We finalized our India plans early this year,
post which the logistics planning took time
to hit the campuses.
Which colleges are you
hiring from?
In 2014, we have already visited oncampus
on top tier1 colleges such as IITs, MNNIT,
IIITs, NSIT, DTU, PESIT, RVCE and Anna
University. Off Campus round will also have
participation from students of colleges of
similar caliber.
How many students do you
look forward to hire?
There is infinite demand. We plan to hire
the absolute best minds in India. There is
no upper limit, we will hire anyone who
meets our quality bar. Realistically speaking,
we anticipate to be able to get 35-40 such
students.
What is your assessment
process?
Test: We will have a technical online test on
4th May, 5pm - 7pm. This test will assess
students strength in Computer Science
fundamentals - Algorithms, Datastructures,
Problem solving and Programming.
Interviews: Post the test we will need 1-3
days to communicate the list of students
shortlisted for interviews. Shortlisted
students will have 2-3 rounds of technical
interviews, further assessing their Computer
Science fundamentals. First round of
interviews will be over skype followed by
in-person interviews. We will handle the
expenses for the student’s travel.

6. C
orporate Boot Camps.
We’ve all heard about
them. Many of us have
lived through them. In my case,
I’ve even invented a number
of them. It’s fair to say that,
while some achieve their goals
better than others, they’re all
pretty much the same. They
typically focus on knowledge
transfer—informing new hires,
for instance, about the company’s
products and markets and how
to access key resources in the
organization. The best ones, like
those at GE and Ford, do this
by having the recruits work on
real business problems, where
intense teamwork is required to
meet tight deadlines (a technique
I’ve described elsewhere as
“compressed action learning”).
I’ve studied them all. I thought I’d
seen it all.
But then I saw Trilogy University.
It was 1998, and I was traveling
around the country, studying
corporate universities as part of
a benchmarking research project
on action learning. Within days
of my arrival, I knew Trilogy
University was a breed apart—
in fact, my definition of best
practice shot out to the horizon
line. I’ve spent hundreds of hours
since then at TU, documenting
its unconventional approach—
and its phenomenal results. (It
should be stated, by way of full
disclosure, that I briefly consulted
to Trilogy last year on the matter
of its reorganization. But my
relationship to the company and
its university at this point is purely
as an observer.)
Modeled after Marine Corps basic
training, a corporate boot camp is
designed to push new recruits to
their limits. Each day offers some
nearly insurmountable challenge,
and the reward for overcoming it
is an even harder one the next day.
It’s intense and intimidating, but
people emerge on the other end of
the program highly confident that
they are prepared for anything.
They also come away with deep
bonds to their fellow recruits and
strong ties to the organization.
Those two goals—preparedness
and bonding—are usually the
whole focus of a boot camp, and
achieving them is worth a great
deal. That’s why so many of the
top-performing companies put
their faith in such programs. In
the mid-1980s, I ran General
Electric’s Crotonville leadership
development center, where I led
NO ORDINARY
BOOT CAMP
by Noel M. Tichy
Harvard Business Review published this article on Trilogy
University. The article can be viewed online at
http://hbr.org/2001/04/no-ordinary-boot-camp/ar/1
This will give you insight into what makes DevFactory/
Trilogy the ideal space for tomorrow’s leaders.

7. the development of its Corporate
Entry Leadership Conference, a
three-day program in which new
hires learn about GE’s strategy,
its culture, and a bit about
themselves. “Old man Watson” at
IBM ran them, as did Ross Perot
when he founded EDS, as does
Andy Grove at Intel. And for
years, the commercial banks have
run their commercial-lending
boot camps for college hires.
In the past decade, consulting
firms and service organizations
have dramatically increased their
investments in boot camps for
new recruits. Accounting giant
Arthur Andersen, for instance,
has a 700-bed facility in St.
Charles, Illinois, which runs
at capacity year-round. Many
old-line industrials have also set
them up because they realize
that energizing new hires and
engaging them in the culture is
just as critical as making sure they
have the technical skills to do
their specific jobs.
The interesting thing about
Trilogy University is that it
achieves those goals and more.
Much more. It also serves as the
company’s primary R&D engine
and as its way of developing its
next generation of leadership. It
even succeeds as the impetus and
incubator for Trilogy’s strategic
thinking. How can it do all that?
By now, it almost couldn’t fail to,
thanks to a virtuous cycle that was
established early and continues to
gain momentum. In the simplest
terms, these things happen at TU
because top leadership is on the
scene and deeply engaged in it—
and top leadership stays on the
scene and deeply engaged in TU
because these essential activities
are happening there.
Welcome to Trilogy
Trilogy University is the
orientation program of Austin,
Texas-based Trilogy, designed to
turn the company’s raw recruits—
hired straight off the campuses
of MIT, Stanford, U. Michigan,
and the like—into highly
productive contributors. Started
in 1995, it is the brainchild of
Trilogy’s president and CEO, Joe
Liemandt, and its vice president of
marketing, John Price.
The company has a pressing need
for new-employee orientation
because its growth has been
extremely rapid, and the biggest
drag on growth has been the
difficulty of recruiting and
bringing new talent up to speed.
Trilogy started fast out of the
gate in 1989 when Liemandt
nailed a market opportunity to
create “configuration software”
for large manufacturers like
Hewlett-Packard and Boeing. The
products these companies sell have
innumerable variants, as alternative
components are assembled to
suit each buyer’s highly specific
preferences. Trilogy’s software
solves a huge problem traditionally
faced in the selling process by
allowing a salesperson with a laptop
to translate a customer’s needs
into a workable specification. The
software spots where components
are incompatible, for instance, or
where one part requires another,
and it configures a system that
will work. Then—and this is really
important to those salespeople—it
produces an accurate price quote
on the spot.
Trilogy’s breakthrough allowed
it to do something most small
software companies only dream
of: sign up brand-name accounts
like Hewlett-Packard while the
product was still in its infancy.
Since then, Trilogy has expanded
on its original offering to launch
e-commerce applications for both
the buying and selling of products,
and its revenues have grown to
about $200 million. Along the way,
its employee base has grown 35%
annually. In 2000, the company
brought 450 new hires into an
existing organization of 1,000.

8. “There must be a ton of
people from Google in the
FounderDating Network,” an
entrepreneur recently commented
to me. “Ya, there are, but what
makes you say that?” I responded.
“Everyone knows people leave
Google to start companies and
Google is such an entrepreneurial
place,” he said without hesitation.
That got me thinking, there are a
lot of lists out there: “Great Places
to Work” or “Most Innovative
Companies”, but few have looked
at how entrepreneurial the alumni
networks of different companies
actually are. We decided this
would be super interesting to
figure out. FounderDating is a
curated network – people apply,
we literally screen and reference
everyone and then invite a sub-
segment to join. Submitting an
application means you have high
entrepreneurial intent – either you
have or you really want to start
something. Using this as a key
indicator of entrepreneurial intent,
we crunched the data (over 100K
data points). What we found may
surprise you…
Surprises and Insights
The Top 3: IDEO, Bazaarvoice,
Trilogy
They might not be the companies
you immediately think of, but
these alumni networks have a
seriously high concentration of
people with high entrepreneurial
intent. It’s not all that surprising
that after helping other
companies be more innovative,
you’d want to go start something
that allows you to do the same.
IDEOers have spawned great
companies from Plum Organics
to Mailbox.
What’s Trilogy you say? One
alum described their network
as “the Paypal mafia without
as much money.” Alums have
started companies like Zocdoc,
MassRelevance, Capital Factory,
H.Bloom and Bazaarvoice. And
it seems that last one has come
full circle.
Founderdating.com published this article on
entrepreneurial alumni. The article can be viewed
online at http://founderdating.com/entrepreneurial-
company-alumni/

9. 100%
CUSTOMER
SUCCESS
POWERED
BY OUR
TECHNOLOGY
READ A FEW STORIES ABOUT HOW
OUR PRODUCTS ARE DRIVING
SUCCESS FOR OUR FORTUNE
500 CUSTOMERS. CAMPUS HIRES
WILL GET THE OPPORTUNITY TO
DEVELOP THESE PRODUCTS AND
ALSO COME UP WITH IDEAS FOR
NEW PRODUCTS.

10. Background
VSK (Västerås Systemkonsult
AB) was established in Sweden
more than 35 years ago by
three IT experts who had
worked together for years.
Their experience in building
planning and administrative data
systems together culminated in
the creation of EmiR, an ERP
system with integrated business
processes.
VSK has always looked for
ways to simplify their EmiR
product, which is why in 1999
they decided to move to Versata
BRMS as their platform. Versata’s
use of declarative rules, versus
having to program every action
and reaction, simplified EmiR
substantially by raising its level of
abstraction.
Today, all new functions necessary
to make VSK customers successful
are built on Versata. The Versata
platform minimizes client code by
declaring rules on the server side,
which these customers – many
of whom have been with VSK
for decades – appreciate greatly.
Versata makes it possible for
VSK clients to keep EmiR even as
they build and adapt to new ERP
systems, ranging from Oracle to
SAP and more.
FAST2 Is Born
Two decades after VSK began
serving clients in the ERP space,
they developed a system on behalf
of a group of public housing
nonprofit organizations. The
system became a product, and
then became a company – the
company was named FAST2. After
an initial release that left them
wanting more, FAST2 began its
long journey using Versata BRMS
as the platform.
FAST2 is an administrative system
used for real estate and property
management – primarily for the
very popular publically owned
apartment (adult and student)
housing in Sweden. Because
FAST2 is built on Versata BRMS,
development tasks on FAST2 can
be divided based on skill level. In
other words, one developer can
specialize in declaring business
rules, while another can specialize
in writing the Java code that will
be triggered by those rules.
FAST2 Today
While there are competitors to
FAST2, none have the flexibility
that FAST2 offers, thanks to the
Versata BRMS platform. Most
systems run on a single platform,
whereas Java-based FAST2 can
run on Linux, Windows, Mac OS
and more.
It’s due in part to this fact
that fifteen years after starting
the journey with Versata
BRMS, FAST2 has become an
unequivocal success. Many
companies in Sweden, ranging
from small to very large, are
using FAST2 – and therefore
Versata – to manage a wide range
of properties. From industrial
buildings to public housing, royal
castles to student apartments,
FAST2 is behind the places that
house countless Swedes.
VSK DRIVES
SUCCESS WITH
VERSATA
Versata’s powerful Business Rules Management System
(BRMS) allows customers to write, build and test robust
applications in a matter of minutes, leveraging the
power of rules-based logic to build better, faster business
applications. The case study can be viewed online at
http://www.versatabrms.com/read-success-story

11. Overview
The trading of equities and bonds,
symbolized in the “ticker crawl,”
epitomizes real-time transaction
processing in the financial services
industry. Each transaction
flowing across the screen is the
culmination of a series of front-
middle and back-office processes
that require accurate and timely
execution.
Nomura International plc is
the London-based, European
subsidiary of Nomura Securities,
Japan’s largest securities firm
and one the world’s leading
investment banks. When Nomura
re-architected its technology
infrastructure to replace its legacy
systems, it chose ObjectStore® to
ensure that its newly designed
systems could deliver the
scalability that its equities and
bond trading operation required.
Nomura’s original system
infrastructure had used an IBM
mainframe platform that required
traders to execute trades with
COBOL-based applications,
accessing 3270 screens via
Windows-based terminal
emulation. The system was slow
and inflexible, offering neither
the scalability to accommodate
an expanding customer base nor
the agility to offer new financial
products.
In response, Nomura’s London
office began a major initiative,
Hoodini (Highly Object-Oriented
Development in Nomura
International), that is frequently
cited for its innovative use of
object-oriented technology.
Hoodini completely revamped
the Nomura systems architecture,
transforming a mainframe
environment into a three-tiered,
distributed platform. And, as
the “oo” of Hoodini suggests,
a key component of the new
architecture was its use of an
object-oriented programming
model, which allows Nomura to
flexibly express trade validation
rules. This object-oriented
approach also helps the system
adapt easily to the evolution of the
financial services industry and its
associated regulations.
Accurate and
accessible
reference data
A key contributor to Hoodini’s
capabilities within Nomura’s
Strategic Middle Office (SMO)
solution set was the rapid data
access facilitated by ObjectStore.
ObjectStore operates as a data
cache to Sybase, Nomura’s
database of record, and delivers
the reference data that is needed
to execute trades, in real time.
Reference data includes
information about customers,
financial instruments, transaction
types, and the trade settlement
process. Though reference
data traditionally is considered
“static” (when compared to more
volatile stock prices and market
information), solid management
OBJECTSTORE
DELIVERS VALUE
FOR NOMURA
ObjectStore is the leading in-memory database
for applications that demand high-performance,
extreme scalability and real time responsiveness.
The case study can be viewed online at
http://www.objectstore.com/read-success-story

12. of reference data is a crucial element
to efficient trading operations.
Accurate reference data is an
acknowledged problem within
the financial services industry,
representing a significant barrier to
the straight-through processing (STP)
initiatives of many securities firms.
The USbased Securities Industry
Association (SIA) cites statistics that
30% of all transactions fail to execute
properly because of poor data. The
operational impact of such failures is
significant—with the cost increasing
the further into the trade process
that a problem is detected. Resolving
errors at trade settlement can cost
ten times what it would take to have
caught the issue at the trader’s desk.
Having the right information in
real time, as trades are processed
greatly enhances accuracy, efficiency,
and profitability. That philosophy
prompted Nomura to embrace the
value of data caching, as delivered
through ObjectStore. Nomura
anticipated a significant increase
in trading volumes in the years
after initial deployment. Given that
assumption, Nomura foresaw data
access as the major performance
constraint on the scalability of
its distributed, service-oriented
architecture. To utilize Sybase for
overall reference data management,
yet address the demands for
scalability given the high-volume
demands for access to the data,
Nomura implemented ObjectStore.
As deployed within Nomura’s
middle office, ObjectStore provides
traders with a high-speed cache of
the data needed to validate trades,
thus enabling that critical step to
be performed early in the trade
execution lifecycle and without
unduly impacting Sybase. Use of
ObjectStore has enhanced the value
of Sybase as custodian of reference
data and the actual trade execution
engine by relieving the burdensome
query processing that would have
otherwise limited scalability of the
overall solution.
In addition to trade validation,
ObjectStore also supports a range
of ad hoc query capabilities for
traders. These queries enable
traders to view reference data
outside the context of a specific
transaction. Nomura utilizes
a graphical user interface that
provides access to a list of stored
queries.
This enable traders to check on
client positions and various other
elements of reference data, further
offloading work from the Sybase
back end system.
Objectstore data:
Accurate and
accessible
As deployed within Nomura’s
middle office, the cache of
reference data encompasses
five instances of ObjectStore
running on Sun application
servers. These server deployments
collectively support close to
600 distributed, local caches
utilized for trade validation and
query processing. Data integrity
between ObjectStore and Sybase
is maintained by an update
process that propagates changes
from Sybase to ObjectStore
automatically. Within ObjectStore,
the product’s patented Cache-
Forward™ Architecture (CFA)
automatically ensures that data
is consistent across all the caches
as well as with the data managed
within Sybase.
Nomura’s trading operation
processes an average of 10-
12,000 trades a day, with peaks
of 30,000. Those trades—and
other activities—generate
changes in Sybase which, in
turn, are synchronized with
ObjectStore. To allow traders to
access cached data at in-memory
speeds while updates are applied
to Sybase, Nomura has utilized
the ObjectStore Multi-Version
Concurrency Control (MVCC)
feature. Traders can access the
cache simultaneously with the
processing of changes received
from the update process. Use of
MVCC avoids the lock contention
and access latency that would
normally result from those
cache updates. ObjectStore is
the only data caching solution
in the industry to offer MVCC
capabilities.

13. Objectstore at
Nomura
ObjectStore’s deployment as
part of the Hoodini project has
provided significant benefits
within Nomura’s middle-office
operation.
The ObjectStore CFA in-memory
data access delivers real-time,
in memory performance for
trade validation, which enhances
Nomura’s straight-through
processing ability, reducing trade
error and exception processing,
and allowing them to trade better
and faster.
ObjectStore accelerates access
to Sybase data while allowing
Sybase to remain the primary
custodian of data for the middle
office operation. ObjectStore
doesn’t usurp the primacy of
Sybase as database of record; it
enhances it.
ObjectStore delivers a highly
distributable caching capability
that provides a single, consistent,
system-wide view of the
reference data, managing updates
and changes transparent to the
traders.
Summary
As the securities industry
continues to embrace STP, the
imperative to ensure timely
access to data will continue to
impact system design. Trade
execution and settlement within
24 hours (the sought-after
“T+1”) or more futuristically
(“T+0”) cannot be achieved
unless trade execution
architectures can ensure that all
the data needed for completing
the individual trade’s lifecycle,
can be accessed in real time, with
increased accuracy.
Nomura’s ObjectStore-based
system embodies the type of real-
time data access required by STP
systems. Accurate reference data is
crucial to trading operations, and
early access to that data can drive
the profitability of a securities
trading operation. Much of the
current focus within financial
services is on the settlement
process and managing that
process effectively. The real-
time access at trade validation
time enabled by ObjectStore
reduces execution errors, and
the downstream exception
handling they would require. The
acceleration and improvement
of trade processing are vital
steps that will help facilitate the
settlement process as performance
and regulatory demands continue
to put pressure on the financial
services industry.

14. Gensym: Profiles in Customer Success
SITUATION
Dalkia, a subsidiary of Veolia Environnement and Electricité de France (EDF), is a global leader in energy services. The
company takes seriously its focus on providing innovative solutions to support the sustainable growth of cities and
businesses. In an era of climate change, volatile energy prices and scarce resources, Dalkia offers customers its expertise in
developing, constructing and operating greener and more economical energy solutions. With almost 50,000 employees in 35
countries, Dalkia reported managed revenue of €8.9 billion in 2012.
CHALLENGE
Dalkia offers mission-critical energy services to a growing number of businesses, universities, industries and hospitals across
the world, but first in Europe. Dalkia’s services are designed as a hub and spoke model, with an expert system “hub” that
monitors literally thousands of remote assets “spokes.” The number of spokes has been growing by the day.
With more sites to manage in recent years came a challenge – as usage increased, the loading time of Dalkia’s CRT
(Centralized Remote) application was slowing significantly. This issue was increasing costs as highly-trained personnel
would have to be onsite with customers for the duration of any loading event to provide immediate support in case of an
outage.
The bottom line is that it was simply taking too long to load the application when a restart was needed after updates,
upgrades, planned outages or even unplanned outage emergencies. The delays are simply unacceptable in today’s climate.
A redundant backup plan is in the works, but doing that correctly takes time, they had to take action on their primary solution
immediately. Dalkia reached out to Gensym for help.
Dalkia Keeps Energy Efficient with Gensym

15. Gensym: Profiles in Customer Success
SOLUTION
At the center of Dalkia’s hub and spoke application model was Gensym G2 Standard. While G2 Standard was highly
effective and stable in Dalkia’s earlier years, it wasn’t able to support the increased needs during the company’s extreme
growth. G2 Enterprise was supposed to be a faster, easier to use and more scalable version of G2 Standard – but Dalkia
didn’t know if that type of upgrade would help.
To determine the most effective solution, Gensym dove into a new engagement with Dalkia, first looking to see what
immediate challenges could be remediated. As expected G2 Enterprise was the cornerstone of the solution, maximized by
the utilization of Platinum support.
Key Steps:
1.Application Health Check - Profiled and analyzed the entire application leading to improved configuration
(memory/CPU) and KB Optimization
2.KB Optimization Delivery - Isolated critical bottlenecks and implemented new ‘generic’ system procedures
3.Release Partnership Service – Built an ongoing partnership to iterate and test new updates
RESULTS
By implementing G2 2011 Enterprise and evaluating all the ways the Dalkia expert system could be improved, Gensym was
able to significantly improve loading time and substantially reduce downtime. Today, a group of 1300 sites that previously
took 3 hours to load can be loaded in 1 hour with G2 2011 Enterprise. On an even grander scale, a group of 5500 sites that
once would take 13 hours to load can now be loaded in 2.5 hours, an 84% improvement.
As Dalkia continues to scale and add new sites, these results will continue to grow far beyond what was possible with the
previous solution. Gensym is also helping Dalkia globalize their application (local language and unit systems) and deploy it
in several countries across Europe.
Improved business continuity is the next big goal for Dalkia utilizing expertise from Gensym. For customers on G2 2011
Enterprise edition with Platinum support, Gensym has a Business Continuity and Disaster Recovery solution that Dalkia is
anxious to take advantage of in order to reduce onsite costs even further in the coming year. With Gensym, Dalkia has
found a long-term partner.
“Dalkia’s recent growth has been amazing, and with G2 Enterprise we are in a position to provide the
high level of service our customers deserve. Optimization of our application built on G2 will allow us
to reach new heights globally.”
Philippe Maine, Dalkia
Group Business Solutions Manager
www.gensym.com
401 Congress Ave. Suite 2650
Austin, Texas 78701

16. Ultimate Software
Delivering Breakthrough Products
HIGHLIGHTS
• Industry
Software-as-a-Service: Global Human
Capital Management (HCM)
• Business Opportunity
Align product strategy and execution
with company goals
• Solution
Accept360 Suite for Enterprise Product
Portfolio Management
• Results & Benefits
Reliable Release Forecasts and
Satisfied Customers
Customer
Ultimate Software, headquartered in Weston, Florida, is a provider of
end-to-end strategic human resources, payroll, and talent management
solutions to approximately 1,900 customers with an impressive retention
rate of 97%. The company’s SaaS-based UltiPro solution helps businesses
streamline their human capital management (HCM) operations without
relying on internal IT resources.
“Accept360 is a mission
critical enterprise appli-
cation for us. We rely on
it to help transform and
run our business and
bring to market award-
winning HCM solutions.”
Business Opportunity
Aligning company goals to product strategy
and execution
Ultimate Software is in a very competitive market and their continued
success is fueled by relentlessly delivering new breakthrough products
and incremental innovation. And they are not shy about transforming
their business. A few years back their strategic initiatives were to:
• Continually evolve of their SaaS delivery model – involving a
large number of software changes and other initiatives driven by
requirements from all departments
• Launch new features targeted to medium sized enterprises
An exciting time, rich with promises, but also challenges. In order to
meet these objectives and the associated growth goals, the entire
organization had to be focused on well-delineated initiatives. Customer
intimacy was critical to balance current customer priorities and deliver
the right products while rapidly iterating in new market opportunities.
There was no room for misalignment between departments or
confusion about what to work on.

17. Case Study - Ultimate Software
Executives, managers and team members needed transparency over the
entire product innovation process from capturing ideas from customers,
to defining product strategy, to prioritizing product releases and
backlogs, to tracking commitments through development execution.
The new Product Strategy leadership group at Ultimate Software
recognized this right away and took decisive action to establish a single
system of record that would provide an objective framework to make
product priority decisions and execute them in the context of company
goals and initiatives.
Accept Solution
The Accept360 Suite: Single System of Record for Enterprise
Product Portfolio Management
Ultimate Software was not just looking for a tool to improve the
efficiency of their products team, they were looking for a strategic
application that would give all stakeholders in the company a trusted
view of what was being worked on, and why. And they wanted
the system to help drive priority decisions from the perspective of
company strategy.
Technology Selection
As typical of most companies, before Accept, Ultimate Software
used spreadsheets and slides to track and communicate product
requirements and priorities. It also did not support the factoring of
strategic criteria into the process.
Several point solutions were evaluated and eliminated because they
lacked the strategic perspective and analytics that Ultimate Software
wanted and did not support the full innovation lifecycle process from
ideation through to product delivery. Other key selection criteria were
usability, reports and metrics.
Adoption
The modules of Ultimate Software’s products are very tightly
integrated and with extensive dependencies, therefore they needed
comprehensive visibility across all modules and teams and they needed
it right away. Therefore, they decided to rollout the solution across all
module teams.
“To consistently deliver
breakthrough human
capital management
solutions we need
seamless alignment
across the organization
and Accept360 has given
us the transparency we
required via a single
system of record.”
“The analytics in
Accept360 were a power-
ful surprise.We use them
to identify the items that
best match our strategic
criteria to quickly and
objectively narrow down
our choices.”
2

18. Case Study - Ultimate Software
Establish a Trusted System of Record
The first adoption wave focused on a blend of strategic and operational
areas leveraging two Accept360 modules:
• Strategy and Portfolio –Strategy and portfolio managers defined in the
system the criteria for prioritization: initiatives, themes, target markets.
• Roadmap and Requirements – The core team of business owners and
product managers populated requirements and dependencies, and
associate them to strategic drivers in order to manage prioritization
and roadmap.
Having established a single system of record, Accept360 was opened up
to all stakeholders for transparency on the entire process. Twice a quarter
over 200 distributed stakeholders review and make adjustments to the
roadmap priorities. Accept360 is the one version of the truth that aligns
and informs all their decisions.
Engage with the Customer Community
The latest adoption wave for Ultimate Software focused on engaging
with customers in a community powered by the Accept360 Ideation
module. The community was launched in conjunction with the release
of new product functionality and customers right away started putting
comments, sharing ideas and discussing/voting each other ideas. Quickly
the community grew to over 1,300 users and 350 ideas.
Results & Benefits
Trusted Release Forecasts and Satisfied Customers
As a SaaS vendor, customer satisfaction and retention is of paramount
importance. Accept360 has helped them transform product planning and
execution into a core enterprise business process.
Everybody has visibility into the commitments and trusts the data
because they have built a track record of impeccable delivery.
Ultimate Software is just at the beginning of their customer community
experience, and they have already been pleasantly surprised by the
impact, not only in terms of ideas submitted by customers, but also by
the time savings and value of engaging customers upfront in the design
of new features. Research that used to take weeks is now completed in
hours or days.
“The releases planning
process is now radically
different and at least
30% more efficient. We
have 100% adoption.
Accept360 helped us
knock this critical process
out of the park.”
“We are able to forecast
our work many months
out and maintain a
unified shared vision,
speaking the same lan-
guage across all levels
and departments in the
company.”
3

19. Case Study - Ultimate Software
Everybody hates surprises. With Accept360 Ultimate Software tracks
all dependencies and associated risks. Everybody is fully aware
of the impact of their work and if there is a change, the affected
parties are immediately notified and can take corrective action.
Every stakeholder across the organization at Ultimate Software now
has transparency over the entire product innovation process from
capturing ideas from customers, to defining product strategy, to
prioritizing product releases and backlogs, to tracking commitments
through development execution. The rules of engagement are clear,
the data that drives decisions is trusted, and Ultimate Software is
meeting its objectives.
“We no longer have
to second guess our
customer: they tell us
exactly what they think
and we know it right
away, every day; so we
can build the product
they want.”
Accept Corporation
3979 Freedom Circle, Suite 600 • Santa Clara, California 95054 USA • Phone: +1 866.423-8376 • Fax: +1 408.217.5101
www.accept360.com • info@accept360.com • UK: +44 797.444.2354 • Germany: +49 8137.9982180
About Accept Corporation Accept Corporation delivers The Product Innovation Management solution that technology-driven companies use to
decide which products to bring to market for the fastest time-to-profit. The Accept360 Suite is the only complete end-to-end software solution that
tightly links company and product strategy through ideation, portfolio planning, roadmaps, requirements and execution. For more information, visit
www.accept360.com or call us at +1.866.423.8376
©2010 Accept Corporation. Accept360 and the Accept logo are trademarks of Accept Corporation. All other trademarks, registered trademarks,
and service marks are the property of their respective owners.
Rev. June 2010