NASA FINS Partner Summit Greta Krupetsky Group Vice President, NASA FSI Sales October 23,2008.

<Insert Picture Here>

NASA FINS Partner SummitGreta KrupetskyGroup Vice President, NASA FSI SalesOctober 23,2008

<Insert Picture Here>

FY09 GTM Plan

FY09 Strategic Initiatives

1. Growth through Industry Focus

2. Drive a Solutions Based Business

3. Differentiate through Transformation

4. Leverage Industry Specific GBU ( Financial Services and Insurance)Solutions Footprint to expand Customer Portfolio of Oracle Solutions

5. Grow CRM Hybrid Market Share

6. Expand and Partner Ecosystem through

1. Identified Value Solution Sets

2. Transformation Initiative

Growth through Industry Focus

Investment in “Less Effected” Markets

• Manage industry portfolios and corporate resources on a deeper sub vertical basis

• Market opportunities and trends very widely by sub vertical sector• Focus sales and FINS Supporting teams to maximize “wallet share” in the

sectors that are expected to “outspend” the industry average• With that difference in growth trajectory, the Green Sectors/Customers will

continue to have an increasing impact on overall business

Drive a Solutions Based Business

Portfolio of High - Value Solution Sets offerings

Reshaped our portfolio offering to focus on strategic high-value Solution Sets

( leveraging the GBU offerings) Incorporated the GBU products to create solution offerings that add unique

value to both customers and the channel Aligned

New Industry Drivers Top Market opportunities Value Solution Sets

Maximize our ability to capture more of the strong growth

Differentiate through Transformation

Transformation

Targeted focus on driving Transformation opportunities in select NASA FINS accounts Target a sub-set of accounts (based on defined criteria) to position

Transformation Initiative, that drive ELA opportunities Drive a Value Selling approach to Transformation positioning

Synchronize a set of shorter term demand generation activities with Strategic Transformation Initiatives

Map Executive Sponsors to target accounts

Leverage Industry Specific GBU Solutions Footprint to expand Customer Portfolio of Oracle Solutions

Integration & Collaboration: Insurance Application Integration and Architecture, Business Process Bus

Technology Foundation: Database, Fusion, BPEL, Security, etc

InsuranceCRM &

Distribution Manage-

ment

InsuranceCRM &

Distribution Manage-

ment

New Business

&Underwriting

Desktop

New Business

&Underwriting

Desktop

InsuranceRating &

Illustration

InsuranceRating &

Illustration

Policy AdminPolicy Admin

InsuranceBilling

InsuranceBilling

Insurance Claims

Insurance Claims ERPERP

Customer Communication Management: Applications, Industry Forms, Policy Issuance, Client Communications, & Claims Correspondence

Platform Solutions:

Ora

cle

Se

rvic

es

: I

ns

ura

nc

e P

rofe

ss

ion

al

Se

rvic

e T

ea

m,

E

du

ca

tio

n,

24

x 7

Su

pp

ort

Oracle Insurance Applications

Insurance Data Exchange: Data Exchange between Carriers, Distributors, & Service Providers

General Agency: BGA Office Automation

MDM BI Compliance EPM

Apps. Unlimited Solution Areas Other Dev. Groups

Expand and Partner Ecosystem through Value Solution Sets

Partner Leverage

• Partner Lead Engagements to help rationalize Customers Current State and drive Standardization of Future State Road Maps

• Partner Driven Leverage around:• Transformation• Value Based Solution Sets• Sub Vertical and/or Customer Focused

• PIP Development by Sub-vertical• Partner Executive Bridging

NASA FINS Organizational Alignment

NASA FINS is segmented by Product Pillar and by Industry Vertical

F rank Ir iza rryA rea V ice P res id en t C RM

N ew Y o rk , NY

B ryan K e lleyA rea V ice P resid ent E RP

N ew Y o rk , NY

K ev in F ayR eg ion a l V ice P res id en t E P M /BI

N ash u a , NH

M arko Z a jecB u s iness Deve lop m en t M an ag er

B u rlin gto n, M A

G re ta K ru pe tskyG ro up V ice P res id ent

N ew Y o rk , NY

All Regional Managers – Vertically Focused

Banking

Capital Markets

Insurance

Healthcare Payer

FSI Partner SummitNASA FSI CRM Sales

Frank IrizarryArea Vice President

FY09 Financial Services CRM

C h a n d a H o w e llA d m ins tra tive A s sis ta n t

N e w Y o rk , N Y

G le nn W a lla ceR e g io n a l M a na g er

In su ra n ce

Je ff Lo ve llB ra nch M a n aa g er

H e a lth c a re

K e lli T ow n s e ndR e g ion a l V ice P re sid e n t

E l S e g un d o , C A

Jo sep h V e n tu raR e g io n a l M a na g er

N e w Y o rk , N Y

F ra n k Iriz a rryA re a V ic e P re sid e n t

N e w Y o rk , N Y0 A S 0

FY09 Financial Services CRM Insurance

AFLAC

ING

Lincoln Financial

BCBS NC

Unum Provident

Fannie Mae

AIG

Liberty Mutual

NY Life

GMAC

Travelers

Metlife

Marsh

Cigna

Nationwide

GHI-HIP

M e gh a n S ch n e id er A S M

A tlan ta , G A

R ya n R ad d ingA S M

A tlan ta , G A

D a v id B a k erA S M

B o s ton , M A

R ic h D iG a n g iA S M

N e w Y o rk , N Y

D a n M a ticaA S M

B o s ton , M A

C h rista S ta n u laA S M

C h a rlo tte , N C

G le nn W a lla ceR e g io n a l M a na g er

C h a rlo tte , N CS B 62

Mass Mutual

Aetna

Hartford

UHG

Well point

BoA

BCBC FL

AXA

Chubb

FDC

Prudential

FY09 Financial Services CRM Health Insurance

CBC

Humana

Amerigroup

Highmark/Independence BCBS

Coventry

Independence BCBS

Horizon

D ave L eeW e st H ea lth In su ra n ce

S a lt L a ke

M a rk B ra d leyE a s t H e a lth In su ra n ce

A tlan ta

E rica R a bbA S MW e st

S a n F ra n , C A

B e th H ug h esA S M

C h ica go

Je ff Lo ve llB ra n ch M a n a ge r, H e a lth C a re

S a n F ra n , C AS B 61

Premera

Healthnet

Delta Dental

BSCA

HCSC

NW Mutual

Kaiser

Farmers (Zurich)

Schwab

Franklin

WAMU

Wells Fargo

All State

AON

USAA

Aegon

State Farm

Manpower

E d na K a m a raA S M

N e w Y o rk , N Y

T B HA S M

N e w Y o rk , N Y

L e e K e lle ttA S M

B e rw yn , P A

J ill La u te rb a chA S M

C in c in na ti, O H

Jo h n D e lV ecch ioA S M

B u rlin g ton , M A

H o w a rd S h e arm anA S M

A tlan ta , G A

Jo sep h V e n tu raR e g io n a l M a na g er

N e w Y o rk , N YS B 62

Citicorp

JPMC

Credit Suisse

Lehman

eTrade

NASDAQ

AM. STK Exchg

Goldman Sachs

UBS

Fidelity

AMEX

MasterCard

State Street

PNC

BONY/Mellon

Vanguard

Morgan Stanley

Merrill Lynch

Fifth Third

Key Bank

Nat City

US Bank

Ameriprise

Kelly Services

FY09 Financial Services CRM Banking/Capital Markets

Wachovia

BB&T

SunTrust

Regions

Capital One

FSI CRM Industry Solution Sets

Industry Trends

1. Need to manage profitability

2. Increased competition from traditional and new providers

3. Increased dependence on organic growth

4. Customer’s increasing expectations and decreasing loyalty

5. Need to improve expenses control and efficiency

6. Need to mitigate current and emerging risk

7. Increased regulatory pressures

8. Industry consolidation

9. Consumer’s adoption of electronic channels and payments

10. Consumer’s concerns about security and privacy

11. Increasing global competition

12. Real time business intelligence

(*) Sources: © Financial Insights and TowerGroup

Banking Trends1. Soft Market – Financial Crisis

2. Growth – Time to Market

3. Talent Shortage

4. Visibility

5. Straight Through Processing

6. Improve Service

7. Ease of Doing Business

8. IT Environment Simplification

9. Expense Control

10. AIG Failure

Insurance Trends1. Industry consolidation

2. Need to manage profitability and growth of assets under management

3. Increased competition from traditional and new providers

4. Focus on Organic growth

5. Focus on Customer relationships

6. Customer’s increasing performance expectations and decreasing loyalty

7. Need to mitigate current and emerging risk

8. Collaboration - Effective communication to clients and organizationally (internally)

9. Technology to support consistent customer interactions through any channel

10. Consumer’s concerns about security and privacy

11. Increased needs for Real time business intelligence

Capital Markets Trends

Industry Initiatives

1. Data management & , Information management (Client, Portfolio, Product offerings, Market data)

2. Simplify Infrastructure - data and application integration

3. Cross Sell and Up Sell

4. Technology Refresh

5. IT Governance for standards, compliance and re-use

6. Real-time workflow and BPM systems (On Boarding)

7. Risk Management

8. Predictive Analytics

9. Mobile solutions

10. Getting to Customer Centricity

11. Communication (Collaboration/Portal)

Cap Mkts Initiatives1. Improve U/W Results

2. Reduce Expenses

3. Reduce Fraud/Leakage

4. Data cleaning and Consolidation

5. Data Access

6. Account Level Data Consolidation

7. Compliance

8. Process Simplification

9. Manual / Duplicate Process Elimination

10. BPM

11. Customer Retention / Satisfaction Initiatives

12. Legacy System Consolidation / Replacement

13. SOA Initiatives

14. Improve Product Rollout

Insurance Initiatives1. Information Management

2. Technology Refresh

3. Data Security

4. Business Process Management

5. Risk Management

6. Predictive Analytics

7. Mobility

8. Core Banking renewal

9. Risk Adjusted Profitability and Performance Management

10. Getting to Customer Centricity

Banking Initiatives

Trends in Healthcare Insurance

(*)IDC

Business Trends Initiatives Solutions

1. Growth in new markets

2. Industry Consolidation realization of cost savings

3. Enabling Consumerism

4. Ongoing Medical Cost Pressure

5. Electronic Health Records

6. Supply chain management improvements

7. Product Life Cycle Management

8. Improvement of Core Operations

9. Increased regulations

1. Commercial Sales Solution for Healthcare

2. Hybrid back-office sales solution

3. End to End Sales Solution

4. Integrated Population Management

5. Regional Medical Records Initiatives

6. Pharmacy Management

7. Product Life Cycle Management

8. Core Applications Modernization

9. Risk and Compliance

1. OnDemand for Commercial Sales

2. Lead to Enrollment Hybrid Model

3. Siebel integration into Skywire

4. Integrated Disease Management

5. Healthcare Transaction Base

6. Mail Order Pharmacy

7. Agile for Healthcare Payer

8. SPL and edoc’s integration

9. GRC for Healthcare

Banking

• M&A Optimization: UCM/MDM

• Rapid Enterprise CRM

• Sub Vertical OnDemand

Capital Markets

• Registered Investment Advisor Workstation (RIA)

• Mutual Fund Wholesaling

• Asset and Wealth Management

Insurance

• Next Generation Claims

• Value Centric Call Center

• Channel Enablement

Health Insurance - Payers

• OnDemand for Commercial Sales

• Lead to Enrollment: Hybrid

• Siebel/Skywire Integration

NASA FSI CRM Target Industry Solution Sets

Bill Of Materials

• Universal Customer UCM• Master Data Mangement

MDM/DRM• OBI EE – Customer Master Data

Management (Need FSI Enhancements sized)

Implications / Competitors

• As of Q3 2008, Oracle’s Siebel UCM product has been ranked in the Leaders category by every major analyst firm

• The Siebel platform, toolset, rich industry schema, metadata driven processes and service-enablement make UCM the lead Oracle CDI product.

To Industry Trends

• Increased competition from traditional and new providers

• Increased dependence on organic growth

• Customer’s increasing expectations and decreasing loyalty

• Need to improve expenses control and efficiency

• Industry consolidation

• Real time business intelligence

Top Industry Initiatives

• Information Management

• Getting to Customer Centricity

Challenges

• Consolidating organizations struggle with building singe customer repository post acquisition. Increases Cost, delays operational consolidation, limits revenue based initiatives

• Data Fragmentation: Business processes break down at the applications boundaries due to the data inconsistencies

Solution

• UCM/MDM to enable Rapid Acquisition Consolidation

Consolidate shared customer information into a trusted, global," single source of truth” master repository

Maintain a high quality customer profile using state of the art data quality and governance tools

• Consolidate information into a single master repository

• Cleanse and enrich data centrally• Synchronize data for a consistent

enterprise view• Leverage master data to improve

customer/Customer and product-centric business processes and analytics

Revenue Potential*

FY09

FY10

FY11

3 Yr Total:

UCM/MDM Merger & Acquisition Optimization

Banking CRM

NASA FIN - Plan On a Page Solution Set

NASA FIN - Plan On a Page Solution Set

Bill Of Materials

Siebel for Insurance RTD CCA UCM OBIEE BPM

Implications / Competitors

• Insurers are risk adverse at the best of times, recent market turbulence may make them wary of large projects

• Weak demo environment makes us vulnerable to competition

• SAP

Top Industry Trends

▪ Soft Market – Financial Crisis▪ Growth – Time to Market▪ Talent Shortage▪ Visibility▪ Straight Through Processing▪ Improve Service▪ Ease of Doing Business▪ IT Environment Simplification▪ Expense Control

Top Industry Initiatives

▪ Reduce Expenses▪ Data cleaning and Consolidation▪ Data Access▪ Account Level Data

Consolidation▪ Process Simplification▪ Manual / Duplicate Process

Elimination▪ BPM▪ Customer Retention /

Satisfaction Initiatives ▪ SOA Initiatives▪ Improve Product Rollout

Challenges

▪ Being silo based, insurers don’t have a single view of the client which impedes their ability to service the client and improve account penetration

▪ The need to grow is being hampered by systems that cannot support growth initiatives

▪ The industry is facing a shortfall in staffing, both new talent and talent with skills to support aging technology. Insurers are being forced to upgrade to mitigate internal risk

Value Centric Call CenterInsurance + Health CRM

Solution

▪ A single solution to provide A single solution to provide access to all core systems access to all core systems required for customer supportrequired for customer support

▪ Central view of all client Central view of all client information and tools to support information and tools to support client information and decision client information and decision processesprocesses

▪ Tools to enable growth, both Tools to enable growth, both geographic and product basedgeographic and product based

Revenue Potential

FY09

FY10

FY11

3 Yr Total:

Bill Of Materials

CRM/On Demand R15 Web 2.0 Social networking tools Athene Data Objectives Integration of

“Books & Records” Integration with 3rd Party solutions Oracle Sales Assistant

Implications / Competitors

• Loss of market opportunity with no identified leader.

• Potential competition with partnerships between CRM and planning tool providers (NorthStar)

• Competitor: No major identifiable competitor – convergence of CRM, financial planning, market data providers

To Industry Trends

▪ Need to manage profitability (Growth in Assets under Management)

▪ Customer’s increasing expectations and decreasing loyalty

▪ Industry consolidation▪ Increasing needs for Real-time

business intelligence▪ Collaboration - Effective

communication to clients and organizationally (internally)

▪ Increased competition from traditional and new providers

Top Industry Initiatives

▪ Data Management & Information Management (Client, Portfolio, Product offerings, Market data)

▪ Predictive analytics▪ Getting to customer centricity▪ Communication

(collaboration/portal)▪ Cross Sell and Up Sell▪ Real-time workflow and BPM

systems (On Boarding)

Challenges

Not able to obtain an accurate view of the customer relationship due to inconsistent data model

Lacking tools and accurate data to determine the best product and service mix at the right price and overall profitability.

Solution

Integrated “Advisor Desktop”:• Oracle OD CRM • Integration with 3rd Party

Financial Planning Tools- “EISI NaviPlan”

• Integration with 3rd party Asset Custodian- “Advent”

• Integration with sponsor Brokerage & Trading systems

• Mobile CRM Solutions

Revenue Potential

FY09

FY10

FY11

3 Yr Total:

Registered Investment Advisors Workstation

Capital Markets CRM

NASA FIN - Plan On a Page Solution Set

NASA FIN - Plan On a Page Solution Set

Bill Of Materials

OnDemand- Sales Force OnDemand- Sales Force Automation Automation

OBIEEOBIEE Marketing Marketing

Implications / Competitors

• Leading with an OnDemand Leading with an OnDemand Model initially may be giving Model initially may be giving competition an opportunity competition an opportunity

• Limited number of market Limited number of market segmentations for the Healthcare segmentations for the Healthcare Insurance marketInsurance market

• SalesForce.comSalesForce.com

Challenges

▪ By leading with OnDemand By leading with OnDemand many of our current customers many of our current customers are viewing this as stepping are viewing this as stepping away from their OnPremise away from their OnPremise solutions solutions

▪ SalesForce has mind share in SalesForce has mind share in the OnDemand Space the OnDemand Space

▪ Many Healthcare Plans have Many Healthcare Plans have currently custom built solutions currently custom built solutions which integrated into their back-which integrated into their back-end legacy systemsend legacy systems

Solution

▪ OnDemand model for the OnDemand model for the commercial sales organization commercial sales organization and depending on the plan size and depending on the plan size establishing a migration path to a establishing a migration path to a Hybrid model based on Siebel Hybrid model based on Siebel On PremiseOn Premise

▪ Solution includes On-Demand for Solution includes On-Demand for sales and brokers which are sales and brokers which are focused on the Commercial focused on the Commercial market market

▪ Analytics across the OnDemand Analytics across the OnDemand and legacy systems to deliver and legacy systems to deliver real time insight into the process real time insight into the process

Revenue Potential

FY09

FY10

FY11

3 Yr Total:

Healthcare Insurance CRM

To Industry Trends

• Growth in New Markets• Industry Consolidation• Consumerism• Medical Cost Pressure• Electronic Health Records• Supply Chain • Product Life Cycle • Core Operations• Increased Regulations

Top Industry Initiatives

▪ Commercial Sales Commercial Sales ▪ Hybrid Sales Solution Hybrid Sales Solution ▪ End to End Sales SolutionEnd to End Sales Solution▪ Integrated Population Integrated Population

ManagementManagement▪ Regional Medical RecordsRegional Medical Records▪ Pharmacy Management Pharmacy Management ▪ Product Life Cycle MgmtProduct Life Cycle Mgmt▪ Core Applications Core Applications

ModernizationModernization▪ Risk & Compliance Risk & Compliance

AutomationAutomation

On Demand for Commercial Sales

FSI Partner SummitNASA FSI EPM/BI Sales

Kevin FayRegional Vice President

Lisa Chu-de SeveASM

New York, NY

Jason FitzgeraldASM

New York, NY

M aureen M cCarthyASM

Boston, M A

Bob OsborneASM

Atlanta, GA

Stephen ByrnesRegional M anagerM inneapolis, MN

Kevin FayRegional V ice President

Nashua, NH

BlackrockBloomberg

ChubbCitigroup

Credit SuisseDiscoverE*Trade

Fannie MaeGenworth Fin.

HCSCLehman Bros

ManpowerMasterCard

Merrill LynchNew York Life

PrudentialState Farm

USAAWellpoint

FY09 Financial Services Coverage BI/EPM

AIGAmerican ExpAmerigroup

AXABCBS MI

Capital BCCapital One

GMACGoldman Sachs

HealthnetHumana

JPMCKaiser

Kelly ServicesMarsh McLennan

MetlifeMorgan Stanley

Nasdaq/AmericanPremeraTravelers

UBSUHG

AegonAetna

AllStateAmeriprise

AONBSCACigna

CoventryDelta Dental

FidelityFirst DataHartfordLiberty

Mass MutualNW Mutual

SchwabState Street

US BankWAMUWells

Western Union

AFLACBank of New York

BB&TBCBS FLBCBS NCBCBS TN

BOAFarmers/Zurich

Fifth ThirdFirst FranklinIBC Highmark

INGKey Bank

Lincoln FinancialNational CityNationwide

PNCRegions

Sun TrustUnum Provident

VanguardWachovia

David Jubb

Felicia Wilson

John Bridges

Keith Gatewood

Michael Biliouris

Trish Juarez

Open

FY09 Financial Services Coverage EPM

D an ie l Ju bbA S M

C o lu m b ia , M D

F e lic ia W ilsonA S M

S ta m fo rd , C T

Jo hn B r idg esA S M

S ta m fo rd , C T

K e ith G a te w o odA S M

C o lum b us , O H

M ch ae l B ilio u r isA S M

B ur ling ton , M A

T r ish Ju arezA S M

C h ica go , IL

T B HA S MW e s t

S tep h en B y rn esR eg ion a l M an ag erM inn ea p o lis , M N

BB&T

BOA

Capital One

Fannie Mae

Genworth Financial

ING

Lincoln Financial

NASDAQ

Regions

Sun Trust

Vanguard

Wachovia

American Express

Blackrock

Citigroup

Credit Suisse

E Trade

MasterCard

Merrill Lynch

PNC

UBS

AIG

AXA

Bank of New York

Bloomberg

Chubb

JP Morgan Chase

Lehman Bros

Marsh McLennan

MetLife

New York Life

Prudential

AFLAC

Ameriprise

Fifth Third

Key Bank

National City

Nationwide

Travelers

Unum Provident

US Bank

Aetna

Cigna

Fidelity

Goldman Sachs

Hartford

Liberty

Mass Mutual

Morgan Stanley

State Street

Aegon

AllState

AON

Discover

GMAC

Kelly Services

Manpower

NW Mutual

State Farm

USAA

Farmers/Zurich

First Data

First Franklin

Schwab

WAMU

Wells

Western Union

<Insert Picture Here>

NASA FINSERV Organizational ChartsBryan Kelley, Area Vice President

FY09 NASA FINS Regional Organizational ChartERP Org

A m a nd a D e w eyS r A A

M a rk W in zA S M

Jo e La zarA S M

W a rren P a rtiA S M

B o b K ub iakA S M

Joh n L ongR M

Ja ck ie C o yneA S M

Je ff G o lds te inA S M

D a n L un dyA S M

A l M u cc iA S M

V in n ie M a ckeyR M

D a n a Tra in orS r A A

D o ug S tub beA S M

D a ve M o rrisA S M

M ich a e l M cD o n a ldA S M

K e v in M cD o n a ldA S M

C h u ck S ta ckp o leA S M

T B H - A S MO H IO

M a rty Z a b ie lskiR V P

M itch To m p k insA S M

F re d W Illia m sA S M

T B H - A S MS o uth E a st

M ike M u rp hyB ra n ch M n gr

B rya n K e lleyA V P

FY09 NASA FINS Regional Organizational ChartERP

F irs t D a taW e s te rn U n ionU S A A Ins

M a rk W in zA S M

D e n ver

A m e rip riseD isco ve r C a rdU S B an co rpM a n po w erZ u rich / F a rm e rs

Jo e La zarA S M

C h ica go

F ra n klin T em p ltonC h a rle s S ch w abW e lls F a rgoW A M UA E G O N

W a rren P a rtiA S M

R e d w oo d C ity

T ra ve le rsA O NW a rran ty G ro upN o rth w e s te rn M u tu a lS ta te F a rmA ll S ta te

B o b K ub iakA S M

W e s tch e ste r, IL

Joh n L ongR M

C o lo rad o S p rin gs

FY09 NASA FINS Regional Organizational ChartERP

C a p ito l O neV a ng ua rdH a rtfo rdM e t L ifeC H U B B

Ja ck ie C o yneA S M

B u rlin g ton

C IG N AE *T ra deN e w Y o rk L ifeP ru d en tia lN a tion w ide

Je ff G o lds te inA S M

T a rryto w n , N Y

A E T N AF M R C o rp(F id e lity)S ta te S tre e t

D a n L un dyA S M

B u rlin g ton

A F L A CIN GL ib e rty M u tu a lL in co ln N atio n a lM a ss M u tua l L ifeU N U M P ro v id e n t

A l M u cc iA S M

B u rlin g ton

V in n ie M a ckeyR M

B u rlin g ton

FY09 NASA FINS Regional Organizational ChartERP

B o fAB B & T

T B HA S M

R e g io nsS u n T ru stW a ch o v ia

M itch To m p k insA S M

A tlan ta

A X AG o ldm anN A S D A QB lo o m b e rg

F re d W Illia m sA S M

N e w Y o rk

M ike M u rp hyB ra n ch M n gr

C h arlo tte

FY09 NASA FINS Regional Organizational ChartERP

D a n a Tra in orS r A A

F a nn ie M aeJP M CM e rrill L yn ch

K e v in M cD o n a ldA S M

N e w Y o rk

C it iG ro up

M ich a e l M cD o n a ldA S M

N e w Y o rk

B a n k o f N Y/ M e llonG M A CP N C

D a ve M o rrisA S M

B u rlin g ton

A IGC re d it S u isseL eh m anM o rga n S ta n leyU B S

C h u ck S ta ckp o leA S M

N e w Y o rk

A M E XB la ck ro ckM a rshM a s te rca rd

D o ug S tub beA S M

T a rryto w n , N Y

F ifth T h ird (D M )K e lly S e rv ice s (M M )K e y B a n k (M M )N a tio n a l C ity (M M )

T B H - A S MO H IO

M a rty Z a b ie lskiR V P

N e w Y o rk

3) Execution Plan – Field Enablement

• IBU “Plans on a Page” (Midtbo, Smedley, Winner, King)• Targeted at addressing top industry concerns/issues• Prioritized by Rev. Potential

• RMs to validate; 10/31• Focus Areas

• Financial Transparency • Expense Reduction• Talent Management • Enterprise Risk/Embedded GRC

• Incorporated into existing programs• Transformation / Standardization (Graetz / Lowery)• Insight (Sowa)

Bill Of Materials

FSAH PSFT (US) EBS OBI BAM/BPEL IRM HFM, Essbase, Financial Data Quality

Management

Implications / Competitors

• Consolidation opens the door for SAP at tier 1 organizations

• Weak business case for G/L only transformations, stagnant market

• Market will require PSFT integration

• SAP

To Industry Trends

Soft Market – Financial Crisis

Visibility

IT Environment Simplification

Expense Control

AIG Failure

Top Industry Initiatives

Reduce Expenses

Data cleaning and Consolidation

Data Access

Legacy System Consolidation / Replacement

Challenges

▪ Insurance, although highly regulated today, is continuing to foster a tighter regulatory market with Solvency II and proposed NAIC regulation. The current banking meltdown and failure of AIG will bring greater scrutiny on insurers and require additional financial transparency

▪ Internal risk management processes will need to be reviewed, adjusted and implemented.

Solution

▪ A Financial Supply Chain of Information to improve control and transparency

▪ Deliver a Scalable Solution that provides institutions a competitive advantage in acquisitions

▪ Automate Manual Accounting Tasks lowering costs

▪ Deliver Push BI and Exception Handling improving accuracy

Revenue Potential

FY09 $ 2.0 m

FY10 $ 3.0 m

FY11 $ 5.0 m

3 Yr Total: $ 10.0 m

Financial TransparencyInsurance ERP Owner: TBD

NASA FIN - Plan On a Page Solution Set

What’s the answer?

•$9,638,000

•$28,914,000

•What percentage of that number is yours?