This week Chris Garber was at the EXL LifePRO conference in Naples FL presenting "How to Win Friends and Save Money". The presentation talks about how companies can improve efficiency by 40%+ using process improvement, technology, and data solutions. “How to win friends and save money” Improve your efficiency by 40%+ using process improvement, technology, and data solutions. The competitive landscape, economic environment, and information technology continue to show up on top of the major challenges life insurers will face in the coming years. EXL Consulting will demonstrate that with process improvement, technology, and data solutions you can not only survive, but thrive, in this ever changing environment. Key topics include: 1) Streamlining processes and improving turnaround time 2) Enhancing staff productivity while reducing errors 3) Improving pricing and customer insights with data federation 4) Modernizing legacy systems 5) Enabling customer self-services and mobile

1. EXL Consulting
How to Win Friends and Save Money
OCTOBER 12, 2015

2. 2 | October 15, 2015 | © 2013 EXL Confidential
Who are these guys?
Director, Operational
Excellence
VP, Organizational
Transformation
chris.garber@exlservice.com
518-369-4892
david.yeo@exlservice.com
917-545-7400

3. 3 | October 15, 2015 | © 2013 EXL Confidential
Who is EXL Consulting?
The EXL Consulting practice focuses exclusively on
addressing the operational needs of our customers,
from design to implementation, assuring outcomes
along the way.
Our experienced practitioners target operating-
model design, process optimization, technology
implementations, effective use of data, and deep
domain expertise to meet our clients’ ever-
changing business landscape.
Deep Technical Architecture
Experience
Worldwide Delivery
360+
Global professionals
15+ years
average experience
Strong Leadership
Business process solutions and
technology focus
Deep expertise in insurance
Structured products include
data management and
technology maturity
assessments
Combination of management
consultants and technology
specialists
Process improvement and
strategic consulting focus
Cross-functional expertise with
groups focused on insurance,
healthcare, banking & financial
services, utilities, and TTL
Blend of management
consultants and Lean Six Sigma
practitioners
Financial process
improvement, compliance,
and control focus
Deep experience with
insurance and banking &
financial services firms
Broad range of accountancy
and audit certified
professionals
Operational Excellence Organizational Transformation CFO Advisory

4. 4 | October 15, 2015 | © 2015 ExlService Holdings, Inc.
So what are we talking about today?
The competition, cost management, and information technology
continue to show up on top of the major challenges to growth
and profitability life insurers will face in the coming years.
Source: Towers Watson, North American Life Insurance CFOs Name Their Top Challenges
Top 3 Challenges Top Pick
Competition 78%
Cost Management 61%
Information Technology 44%

5. 5 | October 15, 2015 | © 2015 ExlService Holdings, Inc.
So what should our priorities be?
A recent study noted 5 key priorities for life an annuity
insurers to address some of these challenges.
> Transform for Growth
> Addressing Longevity Risks
> Achieving Information Fluency
> Overcoming regulatory challenges
> Upgrading Capital Management
Source: Deloitte, 2015 Life Insurance and Annuity
Industry Outlook
Although all of these are important, this session will
primarily focus on Transform for Growth and Achieving
Information Fluency

6. 6 | October 15, 2015 | © 2015 ExlService Holdings, Inc.
So what exactly is transformation?
The Bottom-line:
We need to see a unique blending of consulting, platforms, and outsourcing
acumen
Source: HfS
Pull the levers…
• Streamline and digitize processes and improve turnaround time
• Enhance staff productivity while reducing errors
• Improve pricing and customer insights with data federation
• Modernize legacy systems
• Enable customer self-services and mobile
process
reengineering
productivity
analyses
cost structure
analysis
technical
architecture
improvements

7. 7 | October 15, 2015 | © 2015 ExlService Holdings, Inc.
Achieving Information Fluency… huh?
Datamarts EDW
Business
Systems
Geographic Data
Socio/Economic Data
PUBLIC
ENTERPRISE
GOVERNMENT
Cloud
Data is dispersed and siloed
Florida has more golf courses than any other state and is home to
the World Golf Hall of Fame and Museum in St. Augustine

8. 8 | October 15, 2015 | © 2014 ExlService Holdings, Inc.
Data Unleashed™ Accelerated Data Federation
Data Unleashed™ provides the environment for rapid
data integration, federation and unification
PUBLIC
ENTERPRISE
GovernmentSemantic Environment
• Extensible Life Insurance Ontology
• Predefined Calculations and Rules
• Triple Store (in-memory or physical)
• Semantic Reasoner
• SPARQL Endpoint
Analytic Tools
• SAS
• R
The Florida Everglades are the only place on the
planet where crocodiles and alligators live together

9. 9 | October 15, 2015 | © 2015 ExlService Holdings, Inc.
Levers of Transformation
EXL’s proprietary BluePRINT™ methodology addresses fundamental elements of
business functional performance to identify “quick-wins” and transformational
opportunities
 Do we trust our data to
make important
decisions?
 Do we have the right
data?
 Do we have proficient
reporting capabilities?
 Have we optimized
utilization of our legacy IT?
 Have we harnessed the
power of emerging
technologies to unlock
potential?
 Do we have effective and
efficient processes to deliver
products/service?
 Do we consistently meet KPI
goals?
 Do we have the right skills
to do the work?
 How does the
organizational model
leverage skill based
routing rules?
 Do we understand evolved
customer needs?
 Are we market competitive?
Process
Data Technology
People
Business
Strategy

10. 10 | October 15, 2015 | © 2014 ExlService Holdings, Inc.
The BluePRINT™ methodology is a rigorous data driven process producing
level of information required for Business leaders to make informed
investment and Change Management decisions.
The transformational BluePRINT™ determines how to maximize investment
in existing IT assets, while aligning process, data and technology with
business strategy. Prior results include savings up to:
+ 25% reduction in variable workforce and/or department operating costs
+ 10% of annual IT operating costs
In 6-8 weeks, clients have in hand the ROI calculations and prioritized
project plans to maximize the value of current IT assets and opportunities
to introduce innovation to transform mission critical aspects of your
business.
BluePRINT

11. Project Approach, Timeline, and Milestones
11
Project Initiation
Week 1
Current State
Definition
Weeks 2-3
Analysis
Weeks 4-6
Recommendations
Week 7
Sets foundation for the
project’s goals, roles and
governance
• Define and rank critical
success factors
• Identify constraints
• Establish expectations
of deliverables
• M: Project Kick-off
Kick-off Validation Report-out
Defines baseline current
process and system and
resulting gaps that
correspond to key
success factors and future
vision
• Conduct interviews to
baseline current
processes and systems
• Review current systems
and integration points
• Gather/Document
current business rules
and process
• Initiate current state
scorecard
• M: Validate current
state findings
Designs a target vision
and definition to projects
to transition from the
current state to future
state vision
• Identify opportunity
themes leading to
desired change
• Develop and prioritize a
set of quick win projects
• Create high-level future
state vision and identify
opportunities for
improvement to current
state
• M: Validate
improvement
opportunities and future
state vision
Prepare Optimization
BluePRINT that includes
recommendations,
impact (time and
money), and preliminary
effort estimates for a
more integrated and
efficient Provider
Enrollment process
• M: Report-Out the
optimization
summaries, plans, ROI,
and business cases in
the context of the
BluePRINT to drive next
actions
• M: Project Closure
Validation

12. 12 | October 15, 2015 | © 2014 ExlService Holdings, Inc.
Output includes “Quick Win” and Transformational projects that document:
+ Strategically aligned goals
+ Business Value and expected benefits including ROI
+ Cognitive Corporation™ Scorecard
+ Project Costs
BluePRINT Sample Deliverables

13. 13 | October 15, 2015 | © 2014 ExlService Holdings, Inc.
Project Framework:
Cognitive Corporation ™
The Cognitive Corporation Framework allows firms to effectively and
efficiently define, measure, analyze, improve, and control high priority
activities
Key Components and Major Flows
• Data driven framework informs
investment across 6 key areas
of a Learning Organization
• Leverages a continuous
feedback loop informing
decisions, processes and
business rules
• Creates a sustainable
competitive advantage by
exponentially increasing return
on optimization and IT
investments

14. 14 | October 15, 2015 | © 2014 ExlService Holdings, Inc.
Cognitive Corporation® Scorecard
* Weight:
0: N/A or Not Important
1: Minimally Important
3: Moderately Important
9: Extremely Important
How important* is the
component that
we’re scoring?
What specific aspect [of
the Area] are we
scoring?
Which of the 6
Cognitive
Corporation™ areas
are we scoring?
Weight x Score =
Weighted Score
How much could we improve?
Max Score = Weight x 3
Opportunity Score = Max Score – Weighted
Score
How well** has the corporation
actualized/realized the
component?
How much of the Area
has been fully utilized /
realized / actualized?
** Score:
0: Necessary, but missing
1: Manual or automated with no/minimal leveragability
2: Automated with medium leveragability
3: Optimally automated, with high leveragability (building
block)

15. 15 | October 15, 2015 | © 2014 ExlService Holdings, Inc.
Cognitive Corporation® Example 1/2
Area Component Definitions
Weight
Score
Weighted
Score
Max
Score
Opportu-
nityScore
Summary Comments
Human integration How users interact w ith the system 9 2 18 27 9
Simulation
Ability to expand human thinking through
systemsimulation; concept of Sandbox
environment 3 1 3 9 6
Data Analytics
The actual individual making the effective
use of the data and the tools they have to
performuseful data analytics 9 1 9 27 18
Implementation
integration
Ability to apply their thinking into their
systems; converting human thinking to
systemdelivery (i.e. entry of edits) 9 2 18 27 9
53%
BPM
Business Process Management: Execution
and integration of processes and w orkflow
and how much of w orkflow is automated 9 2 18 27 9
BRM
Business Rules Management- Execution and
integration of rules 3 1 3 9 6
58%
Operational Data The storing of the business data 9 2 18 27 9
Unified Data
Unifying the data both internally and
externally 3 1 3 9 6
Content Management
Ability to store the documentation
(unstructured data) that is not part of
Operational Data 9 2 18 27 9
Process
Actual storage and versioning of processes 3 1 3 9 6
Rules Actual storage and versioning of rules 3 1 3 9 6
55%
Data hidden in unstructured fields (notes) and not all are
populated in source system
Some data sources and integrity are uncertain
Limited real-time data access
Independent processes
No centralized repositoryof rules
Difficulty in versioning processes in environments (Dev, Test,
and Prod)
Overall Score:
System of record is currently largely manually updated
Users have to check automation accuracy
Users conduct quality checks of same data multiple times
Manual report generation capturing duplicative data
Overall Score:
Some workflow is being handled through system, but
actions still completed outside of the system
Prioritization through first in first out only. Manual
prioritization otherwise.
Rules in allowing automated actions
Unstructured reports and manual review required to
determine workloadOverall Score:
Think
Act
Know

16. 16 | October 15, 2015 | © 2014 ExlService Holdings, Inc.
Cognitive Corporation® Example 2/2
Area Component Definitions
Weight
Score
Weighted
Score
Max
Score
Opportu-
nityScore
Summary Comments
Alerts Ability to signal people to take an action 9 0 0 27 27
Complex Event
Processing (CEP)
Internal
Ability to react to complex events (i.e. claim
coming in from Provider)
3 1 3 9 6
Complex Event
Processing (CEP)
External
When something happens externally (CMS)
that triggers something (i.e. OIG reports,
CERTs to be able to correlate) 3 1 3 9 6
13%
Operational/Trend
Analysis
Ability to look at historical data to see w here
things are going (a piece of data analytics) 9 2 18 27 9
Predictive Analytics Ability for data mining (data scientists realm) 9 1 9 27 18
Content Analytics Including the unstructured data in the mining 3 1 3 9 6
47%
Reports Internal and CMS Reports 9 1 9 27 18
ETL
Data betw een the systems being brought
together into DWH (i.e.) 9 2 18 27 9
System Integration
Systems are integrated w ith multiple data
repositories 3 2 6 9 3
Collaboration Tooling
How w ell they are using the system to
collaborate and share information; i.e.
Dashboards; interdepartmental view (MR -
POE) 9 2 18 27 9
56%
Strength / Building Block
Neutral / Medium Leverage-ability
Weakness / Improvement Opportunity
A score of 100% is an area that has been fully developed with maximum benefits for the
corporation.
Claim system data source for DWH, but manual processes
are required for reporting and trending
Lacking key data elements and/or completeness of data
prevents holistic view for proactive actions
Minimal predictive analysis completed to see future trends;
mainly reactive reportingOverall Score:
Highly manual process to produce multiple reports
Many reports do not focus on the prioritized metrics for
immediate proactive action
Making good use of the automation tool to not only pull the
data but populate the data
Overall Score:
Despite overall process being very highly stimulus-driven,
the system has no automated alerts
Urgent actions required sometimes go unnoticed without
Users looking at Reports
Email communications largely serve as the 'Alert' for Users
Lack of integration with external performance data
Overall Score:
Communi-
cate
Sense
Learn

17. 17 | October 15, 2015 | © 2015 ExlService Holdings, Inc.
BluePRINTTM Impact
~4x
BluePRINTTM Assessment
~8x
Short
Term
Long
Term
 Define success criteria and measure progress
 Aligning project roadmap with strategic objectives
 Taking a holistic view of the operation
 Cross functional client executive involvement and buy-in is a REQUIREMENT
Key to our Success
“Clear visibility on levers to
achieve transformation”Process
Data Technology
People
Businesss
Strategy

18. 18 | October 15, 2015 | © 2015 ExlService Holdings, Inc.
Improve appeals
operations
productivity to
meet growth of
overall business
Business
problem
solved
EXL
approach/
tools
applied
Results
Six Sigma data
analysis tools to
optimize
function
Future state
design and
optimization
40%
increase in
operation
productivity
Paperless workflow
across ECM,
CTI/IVR phone
response system
and new workflow
platform
Change
Management
Leadership
Solution
Architecture
and
Implementation
45%
Reduction in
total
operational cost
Replaced high cost
printing solution with
low cost
commoditized
solution
Quick Win
Legacy
Sunsetting
$1M
in cost savings in
first 18 months
Improved overall
operations effectiveness
and efficiencies throughout
all upstream and
downstream operations
Cognitive Corporation
ScorecardTM
Designed and implemented
a Cognitive Claim Review
Solution
Data Federation
300%
increase in ROI in 18
months
25% decrease in
duration of reviews
We have successfully deployed our BluePRINTTM methodology in over 50
projects to identify opportunities to reduce cost and add value.
Select Project Impacts

19. 19 | October 15, 2015 | © 2015 ExlService Holdings, Inc.
Questions?
???