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  1. Technology Review Board 02May12 Strictly confidential and proprietary. For internal use only and not for further dissemination.

  2. Roll Call and Agenda Strictly confidential and proprietary. For internal use only and not for further dissemination.

  3. University Partnerships Strategy Ajit Godbole & Karen Hobbs Confidential

  4. University Partnerships Strategy-Development Plan • Objectives/Desired Outcomes • Strategy Overview • Location Selection • University Selection • Partnership Proposals • Budget/Financials • Proposed Time Line for Implementation Confidential

  5. University Partnerships Strategy - Objective Objective: To support ACI Talent Acquisition, Retention & Development and Innovation & Research Research and Innovation Talent Retention & Development Talent Acquisition Confidential

  6. University Partnerships Strategy - Overview University Needs Needs By Providing: By Providing: Enrollment • Graduate student research, leading to innovation • Top talent • University-tailored courses and degree programs (including leading edge, based on ACI’s strategic needs) • Scholarships • Internship opportunities • Research funding • Guest faculty / lecturers • Employees seeking development-(degrees and courses, graduate & undergraduate) • Participation in focused research programs Research and Innovation Talent Retention & Development Research Funding & Projects Talent Acquisition Student Placement Confidential

  7. University Partnerships Strategy – Location Selection • Provide a quantitative view of ACI's presence in the top 10 cities around the world • Overlay employee counts by location broken down by function (AD, Product, Sales, etc) with the location where strategic product development work is happening (Omaha = BASE24-eps etc) • Map will represent each location by employee density and strategic product development • Prioritize locations (50/50 weight for employee density and strategic product presence) • Consider long-term future of sites as employment centers for technical employees • Identify individuals by location to drive program (HR and functional areas) Confidential

  8. University Partnerships Strategy – University Selection • Identify local Universities at selected locations • Rank by combination of enrollment data and how well the IT/Computer Science departments are ranked nationally, past recruiting experience • Special weight given for locations in Emerging Markets • Establish a presence on Advisory Boards for selected Universities (we are on the PKI/UNO and Cape Town Advisory Boards) • Create a partnership proposal for presentation to the selected universities 8 19 October, 2019 Confidential

  9. University Partnerships Strategy – Partnership Proposal • Pilot at one to two universities • Short Term: (2-3 year window) • Student Scholarships (patterned along the PKI/UNO approach): • 12-month undergraduate/graduate scholarships • Students receive tuition reimbursement • Spend 20 hr/wk working on Payments Innovation projects • Faculty and ACI guidance • Governance by HR and AIR • Recruitment • Internships • Career positions • Approved and tailored course or degree programs for ACI employees • Long Term: (5-10 year window) Endowed/Named Chair • Gauge the short-term success and criteria for larger investment • Combine with a Center for Payments Excellence if viable • Create an enduring presence at a few Universities 9 19 October, 2019 Confidential

  10. University Partnerships Strategy – Budget • Prepare 1-5 year view broken down by • Define annual pace of implementation • Define costs associated • Program Development • Program Management/Execution 10 19 October, 2019 Confidential

  11. University Partnerships Strategy – Proposed Timeline 11 19 October, 2019 Confidential

  12. Appendix Confidential

  13. College Recruiting-Current Relationships Confidential

  14. Innovation Scorecard Ajit Godbole Strictly confidential and proprietary. For internal use only and not for further dissemination 14

  15. AIR/TRB Approved Projects Status Strictly confidential and proprietary. For internal use only and not for further dissemination 15

  16. AIR/TRB Approved Projects Status Strictly confidential and proprietary. For internal use only and not for further dissemination 16

  17. AIR/TRB Approved Projects Status Strictly confidential and proprietary. For internal use only and not for further dissemination 17

  18. Market Intelligence Process - AIR 2012 Strictly confidential and proprietary. For internal use only and not for further dissemination.

  19. Trends Working Group Overview • Overview • Proposing a new “trend roundtable” • Scalable process • Global & Corporate wide view of trends Strictly confidential and proprietary. For internal use only and not for further dissemination.

  20. Trends Working Group • Purpose: • The trends working group will exist to provide a scalable way of gathering trends and providing recommendations. Replacing the current one research analyst model we have today. • It will enable ACI to get trends from across the world, business lines and geographies • The board will bring new trends to each monthly meeting, and vote on whether they make an “action list” • Each quarter trends on the “action list” will be given a recommendation • The recommendations will be taken to the AIR council • Commitment: • The trends board will look to leverage on going customer and industry discussions and will seek commitment of 2-3 hours per month (Review, prep and meeting time). • Demographic Makeup: • The trends board will ideally have cross-departmental representation as well as representation from around the world • 1 solutions consultant from each geo • 1 marketer from each geo • 1 product manager for each of the following, Retail Payments, Wholesale Payments, Fraud Management, Payment Infrastructure Management and Merchant Retail • 1 representative from Corporate Marketing • 2 representatives from Application Development, ideally from different geo’s Strictly confidential and proprietary. For internal use only and not for further dissemination.

  21. Trends Working Group • Suggested Timeline Going Forward • Working group submits materials • Monthly meeting to approve if the trends go onto the “trends list” • Once per quarter make recommended action list • Publication in Ops Review • Fed into “fact base” of strategic planning process • Once per quarter webinar • Recommended action list taken to AIR • Ideas for marketing whitepapers/Point of view published • Trends uploaded to google sites Strictly confidential and proprietary. For internal use only and not for further dissemination.

  22. Trends Working Group • Suggested Timeline Going Forward • Working group submits materials • Monthly meeting to approve if the trends go onto the “trends list” • Once per quarter make recommended action list • Publication in Ops Review • Fed into “fact base” of strategic planning process • Once per quarter webinar • Recommended action list taken to AIR • Ideas for marketing whitepapers/Point of view published • Trends uploaded to google sites Strictly confidential and proprietary. For internal use only and not for further dissemination.

  23. 2012 Technology Trends - Example Strictly confidential and proprietary. For internal use only and not for further dissemination

  24. 2012 Payment Trends - Example Strictly confidential and proprietary. For internal use only and not for further dissemination

  25. 2012 Geography Trends - Example Strictly confidential and proprietary. For internal use only and not for further dissemination

  26. Real-Time Analytics Jeff Hale Strictly confidential and proprietary. For internal use only and not for further dissemination.

  27. Complex Event Processing for RAProof of ConceptKenneth Chenis Confidential

  28. Summary • Recap • Presented at TRB last month • TRB requested a refined scope, more cost/time details, and project duration • Initial concept was approved • Objective • Identify whether or not a Complex Event Processing (CEP) engine is a viable candidate as a reference architecture component for high performance complex analytics such as (but not limited to): • Fraud Detection • Regulatory Constraints • Customer Management • Quality of Service / Operational Efficiency • Monitoring Time Sensitive Events • Intelligent Routing • BPM Intelligence Confidential

  29. Deliverables • Deliver: • A chosen open source CEP engine capable of T3 approval • (optional – if an OSS CEP engine is not T3 viable, it can still be used for the POC) • A functional CEP performance test environment • A CEP Engine configured with Fraud Rules capable of detection rates better than or equal to PRM 8.0 • A CEP Engine configured with complex routing rules capable of routing transactions to one of multiple receivers • A CEP Performance report detailing maximum tx/sec and propagation delay on industry standard hardware • A final report of CEP applicability as a high performance analytic engine for inclusion in Reference Architecture Confidential

  30. Criteria for Success • Prove: • CEP fits into the RA model • CEP can effectively monitor the ACI “Bus” • Complex rules such as those used for fraud and transaction/message routing can be effectively implemented via CEP • CEP performs significantly better than the equivalent SQL based environment (target a minimum of 2x) • CEP performs real-time analysis fast enough to be used inline • Note: • Although it is hopeful to identify an OSS CEP engine capable of T3 approval, this is not a criteria for success on determining the applicability of CEP for this purpose. There are multiple commercial and OSS offerings for CEP and choosing the best implementation among them is out of scope for this test. Confidential

  31. Project Cost and Resourcing • Personnel • 50% Contingency $xxxxxx • Hardware • Total Cost Estimate • $66,000 w/ 50% contingency = $100,000 • Resourced by internal staff and contractors to be hired • $60K contractor estimate • No significant impact to other key projects is anticipated • No change to P/L budget • 2 Contract Resources • 50% Architecture Resource • 10% Project Manager • Minor Incremental Hardware Cost • EC2 Rental for 6 months • $3-6K EC2 Rental estimate Confidential

  32. Project Milestones • * • Project Management • Project team to be formed with a daily meeting schedule (agile style) • Weekly sponsorship review/reporting • Only Stage Gate 0 Review planned • Progress report at monthly Ops Meetings • * Start date contingent on approval and external contractor on-boarding T + 6 Months Planning/ Hardware Prep Design Development Test Execution Reporting 5/15 – 6/15 8/9 – 11/8 11/8 - 11/30 6/11 – 7/16 6/20 – 8/9 Confidential