Direct Insite provides cloud-based financial supply chain automation tools for accounts payable and accounts receivable. Their presentation highlights their blue-chip customer base, global supplier network, recent growth, and cash flow positive position. They discuss opportunities in further automating the market and monetizing their supplier network, as well as growth objectives over the next few years such as introducing new products and exploring acquisitions.
Direct Insite (“DIRI”) provides cloud-based, ERP-agnostic solutions that automate Accounts Payable (AP) and Accounts Receivable (AR) invoice processes for Global 3000 companies. Their solutions include invoice validation, order matching, consolidation, dispute handling and e-payment processing. DIRI helps clients eliminate manual processes and costs associated with doing everything on paper. By migrating from paper to electronic, DIRI can reduce transactions costs 50-70% and reduce time by 80%. Current clients include Siemens, HP, IBM, Saint-Gobain, Shell Oil, and Hyatt with a Global vendor network of 350,000+ suppliers.
Accounts Payable Automation: Preparing Your Organization for a Digital FutureWEX
The accounts payable function at organizations is evolving, and as companies bring their AP processes into the digital future, they need technological advances to keep up, bringing them from point A to point B with more accuracy, speed, and cost-savvy. All of this and more can be done with planning and automation.
The following infographic shares statistics, facts, and tips on AP automation and modernizing your business processes for improved customer and supplier relationships, better discount capture, and enhanced visibility into business processes.
Direct Insite (“DIRI”) provides cloud-based, ERP-agnostic solutions that automate Accounts Payable (AP) and Accounts Receivable (AR) invoice processes for Global 3000 companies. Their solutions include invoice validation, order matching, consolidation, dispute handling and e-payment processing. DIRI helps clients eliminate manual processes and costs associated with doing everything on paper. By migrating from paper to electronic, DIRI can reduce transactions costs 50-70% and reduce time by 80%. Current clients include Siemens, HP, IBM, Saint-Gobain, Shell Oil, and Hyatt with a Global vendor network of 350,000+ suppliers.
Accounts Payable Automation: Preparing Your Organization for a Digital FutureWEX
The accounts payable function at organizations is evolving, and as companies bring their AP processes into the digital future, they need technological advances to keep up, bringing them from point A to point B with more accuracy, speed, and cost-savvy. All of this and more can be done with planning and automation.
The following infographic shares statistics, facts, and tips on AP automation and modernizing your business processes for improved customer and supplier relationships, better discount capture, and enhanced visibility into business processes.
Accounts Payable Trends 2017: The Process and Technology of AP Invoice | Octo...Ashley Emery
With more and more manual business processes putting profitability and productivity at risk, the ways in which companies perform day-to-to-day operations is changing drastically. In the pursuit to cut operational costs and improve efficiency, technology is set to impact the accounts payable invoice process in new and dynamic ways. To better understand the market forces, developing trends and technologies companies are using in the AP invoice process today, Certify has surveyed more than 300 accounting professionals from outside its customer base to reveal the top accounts payable benchmarks and trends for 2017. In this presentation, you will learn what issues other companies like yours are facing in the AP invoice process, and what strategies and practices companies are using today to overcome common challenges.
We examine the impact of new technologies and challenges for procurement professionals. Artificial intelligence, robotics, machine learning, big data, quantum computing and the Internet of Things will literally rewrite the future of humankind in code and revolutionise the roles of government, business and human communications.
www.supplychange.me
Tradeshift Supplier Management - Live DemoTradeshift
With today’s complex global supply chains, changing regulations and compliance requirements, effective and holistic supplier management is no easy feat. Enterprises often deal with multiple disconnected systems, broken processes and disparate sources of supplier data.
Join this 45-minute live demo to learn how to:
- Ensure you’re in compliance with tax law, business regulations and trade sanctions–wherever in the world you do business
- Monitor risk continuously and receive real-time alerts in case of trouble
- Enable your suppliers to keep their data up-to-date, accurate, and complete
Building Your Business Case for P2P AutomationTradeshift
Surveys have found that it often takes much longer to get approval for a project than it takes to implement the project once approved. Key to getting approval is putting together a document that provides compelling arguments for approval as well as making sure the appropriate people are involved in the approval process.
This is especially true for the procure-to-pay process, a notoriously difficult area to make a business case that accurately communicates the value of a P2P transformation. Fortunately, Jon Casher, a leading expert in the Procure-to-Pay and accounts payable will be providing some great insights.
During this webinar you will learn:
-Why you need a business case and what to include
-What needs to be done before putting together your business case
-How to identify the roles and responsibilities of the people involved in the approval process
-Resources to draw on to make the case
-Getting approval and ensuring success
Automating Payables for the SME Market: Diving Head First into AP AutomationAnybill
This Technology Insight report is for small and mid-sized enterprises with an interest in payables automation. The report includes the latest adoption statistics, current thinking, best practices, strategies, and key performance indicators for evaluating and selecting the solution that meets your needs.
Digital redefinition of banking banking transformationDraup
The increase in the number of digital use cases in the banking and financial services industry has led to the emergence of newer digital hotspots in the US. States such as Minnesota, North Carolina, Texas, and California have a high density of mature talent specializing in these digital cases. These digital use cases have also given rise to new hotspots in neighbouring states such as Iowa, Arizona, and Ohio. Bank of America, Wells Fargo, and JP Morgan Chase have capitalized on this rapid digitalization to create solutions in anti-money laundering, digital wealth management, information security, cloud technology.
Analysing the Digital Maturity of Top US Banks
The digital maturity of banks and financial institutions has been measured by their competency in innovation which includes their competitive intensity and growth potential and assessing their capabilities in terms of talent scalability and maturity of skills in new age technologies. By these parameters, firms such as Bank of America, Wells Fargo, Citi, and Capital One have identified as digital leaders while Union Bank, First Republic Bank, HSBC US have been relatively slower in the digital race.
Case-by-Case Analysis of Banking Transformation
Bank of America:
Bank of America has over 14 digital centres with over 76% of the digital talent based out of centres located in the US. The 4,000+ digital workforce is involved in functions such as app development, analytics, security, and cloud. Bank of America is one of the few leading banks looking to increase the digital capabilities of all its bank branches through interactive systems that need very little human intervention. Some branches are also fully automated equipped with an interactive teller machine and a video conferencing room.
Citi Group:
Citi is taking cues from its innovation labs that are involved in developing cutting-edge solutions such as beacons. The firm’s 3,500+ digital talent pool is predominantly based out of North America. The bank’s smart branches are equipped with interactive media walls that display local weather, stock information, and financial updates. Citi announced their partnership with Nasdaq which was formed to create payment systems that use DLT (Distributed Ledger Technology) to record payments.
Wells Fargo:
The firm’s large 7,500+ digital workforce is largely consolidated in the United States with sporadic distribution in India as well. The firm has 15 digital centres with only 2 of them located outside the US i.e. in Hyderabad, and Bengaluru. Over 28% of digital talent is involved in new-age solutions such as RPA, Blockchain, IoT and AI.
View this presentation to gain more actionable insight on how to modernize your Finance Department to bring more value to your business. CFO's in today's hyper-changing business environment cannot afford to operate in a traditional back office model.
Accounts Payable Trends 2017: The Process and Technology of AP Invoice | Octo...Ashley Emery
With more and more manual business processes putting profitability and productivity at risk, the ways in which companies perform day-to-to-day operations is changing drastically. In the pursuit to cut operational costs and improve efficiency, technology is set to impact the accounts payable invoice process in new and dynamic ways. To better understand the market forces, developing trends and technologies companies are using in the AP invoice process today, Certify has surveyed more than 300 accounting professionals from outside its customer base to reveal the top accounts payable benchmarks and trends for 2017. In this presentation, you will learn what issues other companies like yours are facing in the AP invoice process, and what strategies and practices companies are using today to overcome common challenges.
We examine the impact of new technologies and challenges for procurement professionals. Artificial intelligence, robotics, machine learning, big data, quantum computing and the Internet of Things will literally rewrite the future of humankind in code and revolutionise the roles of government, business and human communications.
www.supplychange.me
Tradeshift Supplier Management - Live DemoTradeshift
With today’s complex global supply chains, changing regulations and compliance requirements, effective and holistic supplier management is no easy feat. Enterprises often deal with multiple disconnected systems, broken processes and disparate sources of supplier data.
Join this 45-minute live demo to learn how to:
- Ensure you’re in compliance with tax law, business regulations and trade sanctions–wherever in the world you do business
- Monitor risk continuously and receive real-time alerts in case of trouble
- Enable your suppliers to keep their data up-to-date, accurate, and complete
Building Your Business Case for P2P AutomationTradeshift
Surveys have found that it often takes much longer to get approval for a project than it takes to implement the project once approved. Key to getting approval is putting together a document that provides compelling arguments for approval as well as making sure the appropriate people are involved in the approval process.
This is especially true for the procure-to-pay process, a notoriously difficult area to make a business case that accurately communicates the value of a P2P transformation. Fortunately, Jon Casher, a leading expert in the Procure-to-Pay and accounts payable will be providing some great insights.
During this webinar you will learn:
-Why you need a business case and what to include
-What needs to be done before putting together your business case
-How to identify the roles and responsibilities of the people involved in the approval process
-Resources to draw on to make the case
-Getting approval and ensuring success
Automating Payables for the SME Market: Diving Head First into AP AutomationAnybill
This Technology Insight report is for small and mid-sized enterprises with an interest in payables automation. The report includes the latest adoption statistics, current thinking, best practices, strategies, and key performance indicators for evaluating and selecting the solution that meets your needs.
Digital redefinition of banking banking transformationDraup
The increase in the number of digital use cases in the banking and financial services industry has led to the emergence of newer digital hotspots in the US. States such as Minnesota, North Carolina, Texas, and California have a high density of mature talent specializing in these digital cases. These digital use cases have also given rise to new hotspots in neighbouring states such as Iowa, Arizona, and Ohio. Bank of America, Wells Fargo, and JP Morgan Chase have capitalized on this rapid digitalization to create solutions in anti-money laundering, digital wealth management, information security, cloud technology.
Analysing the Digital Maturity of Top US Banks
The digital maturity of banks and financial institutions has been measured by their competency in innovation which includes their competitive intensity and growth potential and assessing their capabilities in terms of talent scalability and maturity of skills in new age technologies. By these parameters, firms such as Bank of America, Wells Fargo, Citi, and Capital One have identified as digital leaders while Union Bank, First Republic Bank, HSBC US have been relatively slower in the digital race.
Case-by-Case Analysis of Banking Transformation
Bank of America:
Bank of America has over 14 digital centres with over 76% of the digital talent based out of centres located in the US. The 4,000+ digital workforce is involved in functions such as app development, analytics, security, and cloud. Bank of America is one of the few leading banks looking to increase the digital capabilities of all its bank branches through interactive systems that need very little human intervention. Some branches are also fully automated equipped with an interactive teller machine and a video conferencing room.
Citi Group:
Citi is taking cues from its innovation labs that are involved in developing cutting-edge solutions such as beacons. The firm’s 3,500+ digital talent pool is predominantly based out of North America. The bank’s smart branches are equipped with interactive media walls that display local weather, stock information, and financial updates. Citi announced their partnership with Nasdaq which was formed to create payment systems that use DLT (Distributed Ledger Technology) to record payments.
Wells Fargo:
The firm’s large 7,500+ digital workforce is largely consolidated in the United States with sporadic distribution in India as well. The firm has 15 digital centres with only 2 of them located outside the US i.e. in Hyderabad, and Bengaluru. Over 28% of digital talent is involved in new-age solutions such as RPA, Blockchain, IoT and AI.
View this presentation to gain more actionable insight on how to modernize your Finance Department to bring more value to your business. CFO's in today's hyper-changing business environment cannot afford to operate in a traditional back office model.
10 tips on Social Media and Investor Relations - Christian Brosstad, 12th Nor...Christian Brosstad
Social media from the point of view of Investor Relations. How should listed companies behave in relation to social media?
Christian Brosstad, Communication Director
SpareBank 1 Gruppen AS,
12th Nordic Investor Relations Conference - Stockholm, June 2010
This is the pitch deck we used at Duco in 2018 for a $28bn Series B equity fund raise, when Duco was still relatively small.
Duco is a SaaS company that provides data integrity solution in Financial Services, Insurance and elsewhere.
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Procurement organizations are continuously tasked to take on more responsibility, support revenue growth and reduce costs. To deliver Procurement teams increasingly leverage inter-enterprise collaboration and Procurement process automation using Cloud based technology that can provide suppliers with continuous feedback and improve performance and compliance. Join this session to hear how BMO drives sustainable savings and improved collaboration with internal and external stakeholders.
2012 Ariba Commerce Summit in Toronto
The accounting reporting cycle continues to evolve as business demands more and more from financial and accounting teams.
Business climate continues to evolve include the demand for information.
The annual budgeting forecasting cycle continues to be review as more and more companies are looking at reforecasting as part of the close, consolidate and reporting cycle
Regulatory reporting requirements continues to be both demanding and complex.
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Speakers:
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Jon Gettinger, SVP, Marketing, Aria System
Presentation delivered at CFO Dimensions 2013 - http://www.cfodimensions.com
Track: Operational Effectiveness | Session: 5
Kundcentrera och anpassa end-to-end processer kring mobilitet, molnet, sociala medier och big data.
Titta närmare på: Big Data (http://www-03.ibm.com/software/products/sv/category/SWP10), BPM (http://www-03.ibm.com/software/products/sv/category/BPM-Software), Social (http://www-03.ibm.com/software/products/sv/category/SWD00)
Studies show that top performing companies are using “touchless” (or straight-through) processing to process invoices in 1-3 days, compared to more than 15 days for the average company. This enables them to maximize discount capture and “best pricing” through spend analysis and contract management.
Every invoice that is processed in a touchless manner saves a tremendous amount of time, resources and money. Many top performing companies have implemented touchless processing and they continue to reap the benefits and improve year after year.
This 45-minute session with industry expert David Hay will discuss:
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-Process change and automation
-Collaborating with procurement to achieve touchless transactions
-Usage of cloud and mobile technologies
Establishing integrated end-to-end processes is a top priority for many companies. However, most have disconnected sourcing, purchasing, and accounts payable processes. This creates challenges such as decreased efficiency and reduced stakeholder satisfaction.
Building a procure-to-pay process with a well-defined strategy and governance can provide your company with the foundation to realize significant benefits such as reduced staffing levels, improved liquidity, and increased savings. To learn more about how to adopt leading procure-to-pay practices, please visit www.scottmadden.com or contact us at info@scottmadden.com.
Giacomo Squintani, PTC presenation at Spare Parts 2013Copperberg
"Spare Parts:from undervalued challengeto profit-boosting opportunity" Giacomo O. Squintani, Marketing Manager from PTC presentation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
2. Safe Harbor Statement
Some of the statements made in these materials may be forward-looking in nature. If you want to understand the risks
associated with such statements, please review our filings with the SEC.
All material contained in this presentation is the sole property and copyright of Direct Insite Corp. with all rights
reserved. Certain statements, which are not historical fact, may be considered forward-looking statements that involve
risks and uncertainties. Forward-looking statements include statements regarding future business results; future sales
and profitability; customer demand; and industry and economic conditions. Various factors could cause actual results
to differ materially from what is set forth in such forward-looking statements. These factors are set forth in our SEC
filings. All are cautioned not to place undue reliance on these forward-looking statements as the Company does not
undertake any obligation to release publicly any revisions to these forward-looking statements to reflect future events
or circumstances, or to reflect the occurrence of unanticipated events.
2
3. Company Background and Highlights
• SaaS model leader in financial supply chain AP and AR automation tools
• Blue-chip customer base: IBM, HP, Siemens, St. Gobain, Citibank, Shell Oil, Hyatt.
• Global vendor network of 300,000+ suppliers
• Corporate restructuring in May 2011 – reconstituted Board and new management
• Since restructuring, announced 11 new customer wins and moved from revenue
declines to double digit revenue growth
• Cash flow positive with net balance sheet cash of $1.5M and $27M in legacy NOLs
• 60+% insider ownership
• TTM revenues of $9.3M
• Robust M&A environment valuing private peers at up to 5.1x TTM revenues (average
is 3.3x)
• Industry tailwinds favor move to transformation & automation
• Continued growth opportunity with addition of new customers, new products, network
monetization, and selective acquisitions
3
4. Significant Global Vendor Network
Direct Insite Corporation
Copyright 2009
Confidential & Proprietary
4
Direct Insite Supplier Network:
350,000+ Suppliers Transacting over $127 Billion Annually
4
5. Opportunity – Customer Benefit
• Direct Insite provides cloud-based,
ERP agnostic solutions that automate
AP and AR invoice processes for
Fortune 3000 companies.
• Customers reduce costs, cycle time,
and improve
vendor/supplier/customer
satisfaction.
• Customers can eliminate call center
inquiries on invoices and reduce
human “touches”.
• Customers can increase/decrease
DSO’s by using a technology solution
in coordination with a financing
partner.
5
Source: Gartner AR Study
Invoices On-Line™ Accounts Payable and Accounts Receivable Automation
6. Opportunity – The Market
• In the Fortune 3000, only 40% have implemented automation tools.
• Even those large companies with automation suffer from multiple legacy
ERP systems with inconsistent automation capabilities requiring rework.
Direct Insite estimates market is only 10% penetrated.
• 90% of global companies manually enter invoice data and pay invoices
with $30 trillion of paper checks.
• Global regulation, anti-money laundering, and tax requirements
accelerating move to electronic record keeping.
• Technology’s use in supply chain financing in its infancy.
6
Conclusion: Automation will happen, not an “if”. The land grab has begun.
7. Primary Offering, Model, and Service
7
Invoices On-
Line™
AP and AR
Automation
Invoice/PO
Workflow
Processing
Payment
Processing with
Financial Partners
Dynamic
Discounting
Scan/Capture
Business Model Highlights
• Cloud-based SaaS business model
o No hardware or software capital expense
o No IT resource burden
• Integration with any ERP or legacy system
• Ability to accept any invoice, in any format, from
any source
• Manage boarding process and supplier
migration from paper to electronic
• Transaction-based pricing
Customer Profile
• Invoice volume >10K per month
• North American or global operations
• Fortune 3000 with large shared-service centers
• Multiple legacy financial/ERP systems
• Inability to capture payment discounts
• Payment card industry compliance issues
• Initiatives underway to eliminate paper,
streamline costs, improve customer/supplier
processes
Direct Insite Automates Financial Supply Chain Management
8. Product Roadmap
8
Invoices On-
Line™
Core Data
Processing
Services
Network Value and Monetization
Invoice/PO
Workflow
Processing
Payment
Processing with
Financial Partners
Dynamic
Discounting
Scan/Capture
Supply Chain Financing
Regulatory/Compliance
Monitoring
Business Intelligence
Current offerings
Company Profile
Management
Network
Participation
with Partners
Spend
Management
New Products Automate Compliance, Financing, and Intelligence
9. Business Goals
Automate AP invoice processing
Reduce inquiries from suppliers
Improve relationships with suppliers
Save money
Business Results
Reduced Costs – Reduced average cost to process an invoice by 24%
Improved Staff Efficiency – Receives 73% of its invoices electronically
and posts payments for 63% of its invoices without operator intervention
Increased Productivity – Reduced work flow time from a more than four
days to less than 12 hours for electronic invoices and less than 2.5 days
for paper invoices
Enhanced supplier relationships – Reduced supplier inquiries by 67%
“Invoices On-Line has proven to be an effective tool in the transformation
of our Accounts Payable automation initiatives with a goal of reducing
paper handling, invoicing costs and supplier inquiries.”
Roderick Fields, GSS NA Director of Disbursement Services
Customer Profile:
• Shared services environment
for the global powerhouse
• Supports more than 50
Siemens business units
• Processes over 2.4 million
invoices per year
• 60,000 suppliers
• 5,000 internal users
Siemens Global Shared Services Case Study
9
10. Business Goals
Automate AR processing.
Enhance customer service.
Improve overall invoice processing efficiency.
Reduce Day’s Sales Outstanding (DSO).
Business Results
Reduced Costs – Reduced paper invoices by 75%, slashing the cost
per invoice on these items from between $600 - $1,500 per invoice to
less than $25 per invoice
Improved Staff Efficiency – Reduced invoice disputes by 65 percent
Reduced DSO – Reduced DSO by approximately four days, resulting in
a $50 million increase in treasury cash available and $4 million in annual
savings in interest expense on these DSO funds
Enhanced supplier relationships – Customer satisfaction with IBM’s
invoicing process jumped from 27% to 72% within six months of
implementation
Customer Profile:
• 100 year-old company with
approx. $100 billion in
revenues
• Generates millions of invoices
each year across over 100
countries and 15 languages
• Selected Direct Insite’s IOL
platform to provide: Web-based
line item presentment; dispute
management; attachments
IBM Case Study
10
11. Customer Wins and Implementations
11
Announcement Customer Description Implemented Current Revenue*
July 2011 Multinational manufacturer of lighting products Yes Yes
August 2011 Chain of auto supply stores Yes Yes
August 2011 Global building products manufacturer Yes Yes
October 2011 Multinational IT services provider Yes Yes
November 2011 Global branded grocery products manufacturer Yes Yes
May 2012 Global hospitality corporation In process No
September 2012 Manufacturer of aviation components In process No
September 2012 Human resources consulting firm In process No
December 2012 Supermarket chain In process No
January 2013 Debt settlement organization Yes Yes
April 2013 Tier 1 global bank In process No
* Customers currently contributing revenue as of July 2013, most may not be at full run rate.
12. Financial Highlights
12
7.8
8.0
8.2
8.4
8.6
8.8
9.0
9.2
9.4
Q4 11 Q1 12 Q2 12 Q3 12 Q4 12 Q1 13 Q2 13
TTM Revenues ($M)
Note: FY 2011 and Q1 2012 revenues exclude pass through 3rd party scanning revenues from a client that ceased scanning services in January 2012.
0.4
0.6
0.8
1.0
1.2
1.4
1.6
Q4 11 Q1 12 Q2 12 Q3 12 Q4 12 Q1 13 Q2 13
Cash Balance ($M)
Customer Wins Providing Current Growth Growing Cash Balance for Future Flexibility
13. Adoption & Key Metrics
13
4
4.5
5
5.5
6
6.5
7
7.5
2011* 2012* Q1 13 Q2 13
Invoices Processed (millions)
0
50
100
150
200
250
300
350
400
2011 2012 Q2 2013
Vendors on AP Network (thousands)
* 2011 and 2012 Invoices Processed are quarterly averages
Over 350,000 vendors… Processed over 7.2mm invoices in Q2 2013
14. Company Strengths and Obstacles
14
Strengths
• Recurring revenue business model
• Robust and growing sales pipeline
• Transparent, shareholder friendly management
• Big spending from venture-backed startups to evangelize the market
• New products coming & functional extensions to existing product suite
• Robust and growing vendor network and plan to monetize
• Automation is a given, financial supply chain will be automated
Obstacles
• Lengthy sales cycle of up to two years
• Post contract execution, lengthy implementation timeline of up to a year+
• Venture backed startups creating noise and inflating expectations of potential
sellers
• Monetizing the network without endangering core franchise
15. Growth Objectives and Timeline
15
2012
• Invest in direct sales force, channel, and building a sales culture
• Standardize product offerings to facilitate future new product
introductions and cost efficiencies
• Add new customers and drive usage amongst existing base
2013-2014
• Develop and introduce new products to sell to new and existing base
• Identify, target, and become part of toolkit for additional channel
partners
• Identify new markets and applications for the company’s technology
(debt settlement)
2015
• Create value from the “network effect” in valuable supplier network
such as supply chain financing and compliance management
• Explore opportunistic acquisitions to expand vendor supplier network
Revenue Growth Target
10%+
Achieved
10%+
10%+
Company goal is to reach and exceed 30% top line growth by 2015.
16. Conclusion
Why invest in DIRI now?
• Aggressive, focused management team that is revenue goal-oriented and
shareholder friendly
• Marketing, lead generation, and sales team producing largest pool of new
customer opportunities in company history
• Trading a lower multiple to peers, but with stronger core customers and
offerings
• As tax and additional regulation move into the US (starting with healthcare),
incumbency is critical for long term and significant growth
• Industry is fragmented and will continue to consolidate, own a benchmark
company in the space today with upside tomorrow
• No debt with accumulating cash
• Opportunity to enter into the space with public company visibility, Fortune 3000
customer list, and a growing Global Vendor Network with several revenue
opportunities growing out of the core business!
16
17. Matthew Oakes
President & CEO
matthew.oakes@directinsite.com
631-873-2932
www.directinsite.com
Contact Information
18. Supply Chain Finance Automation M&A
18
Larger networks are consolidating invoices, customers, and supplier networks.
Date Acquirer Target
Revenues
(in M)
Price or EV
(in M) EV/Revenues
2010 Ariba Quadrem 65 150.0 2.3
2011 Ariba b-Process 11 35.0 3.2
2012 Basware CertiPost 8.4 18.2 2.2
2012 Basware First BusinessPost 2.4 12.2 5.1
2011
Bottomline
Technologies
Logical
Progression/IDT 1 2.9 2.9
2011
Bottomline
Technologies DDL 3.5 10.9 3.1
2013 Readsoft Expert Systems 13 40.0 3.1
M&A Average 14.9 38.5 3.3
6/30/2013 Direct Insite 9.3 20.6* 2.2
* Closing price as of 8/14/13
Note: excludes venture financings at similar or higher multiples