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8/10/2019 Client Onboarding in the Age of the Customer
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Making Leaders SuccessfulEvery Day
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Client Onboarding In The Age of TheCustomer
Forrester Research
Craig Le Clair
VP, Principal Analyst
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2014 Forrester Research, Inc. Reproduction Prohibited
Agenda
Research goals and approach
Current onboarding approach inconsistent with age ofcustomer trends
Client-centric onboarding is the goal for most Deployment approaches are a mix of BPM/Case Management and custom-built solutions
Recommendations
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2014 Forrester Research, Inc. Reproduction Prohibited
Agenda
Research goals and approach
Current onboarding approach inconsistent with age ofcustomer trends
Client-centric onboarding is the goal for most Deployment approaches are a mix of BPM/Case Management and custom-built solutions
Recommendations
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Research Approach Targeted LOB Managers AndDirectors With 20% in IT Roles
Base: 140 Banking decision-makers in North America, Europe, and Asia PacificSource: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 20
20%
24%
$2 Billion to less than $5Billion in assets under management
$5 Billion to less than $20 Billion in assets under management
$20 Billion to less than $500 Billion in assets under management
$500 Billion or more in assets under management
Wholesalebanking
15%
Commercialbanking
31%
Investmentbanking
54%
N Am
APAC26%
EU48%
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Agenda
Research goals and approach
Current onboarding approach inconsistent with age ofcustomer trends
Client-centric onboarding is the goal for most Deployment approaches are a mix of BPM/Case Management and custom-built solutions
Recommendations
8/10/2019 Client Onboarding in the Age of the Customer
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We Have Entered The Age Of The CustomerOctober 2013 Competitive Strategy In The Age Of The Customer
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Most Enterprises Middle Of The Pack For CustomerExperience
Base: US online consumers who have interacted with brands in these industriesSource: North American Technographics Customer Experience Online Survey, Q4 2012 (US)
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Client On boarding Greatly Affects Life-TimeValue
88% believe the on-boardingprocess impacts life-time value
Not at all - once signed upno matter how painful - i.e.,
it depends on overallexperience
9%
The on-boardingexperience has astrong influenceon life-time value
40%
On boarding hasa moderate
overall effect oflife time value
48%
Base: 140 Banking decision-makers in North America, Europe, and Asia PacificSource: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 20
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2%
14%
11%
3%
21%
6%
Don't know
None
1-25%
26-50%
More than 50%
What percentage of revenue are lost due to problems in your current on-boardingprocess? And, what percentage of deals are lost due to problems in your current on-
boarding process?
Deals Revenue
Base: 140 Banking decision-makers in North America, Europe, and Asia PacificSource: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 20
Lost Deals And Revenue Can Run Into The Millions
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Time To Deal Consummation Is The Killer
9%
9%
15%
11%
14%
15%
26%
4%
13%
16%
20%
15%
16%
16%
9%
16%
11%
11%
16%
Lack of 'off-line' support
Filling in information that the company already has
Frustration due to use of old paper-based methods (e.g., paper forms, fax,and wet signature)
Just too much information required
Poor support of current methods of communication
Too many divisions or people to coordinate
It took too long to get a credit decision/other bank gave me response faster
When a customer drops out of the on-boarding process, what are the most common reasons?
1 2 3
Base: 140 Banking decision-makers in North America, Europe, and Asia PacificSource: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 20
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2013 Forrester Research, Inc. Reproduction Prohibited
KYC And Drumbeat For Transparency Challenge Banks
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KYC Tops Lists Of Painful Areas
9%
12%
4%
12%
13%
14%
17%
19%
6%
11%
10%
10%
16%
11%
19%
17%
8%
9%
18%
15%
8%
15%
Sales engagement handoff
Application data gatheringClosing and funding of credit
Fulfillment of cash, trade, or investment accounts & services
Initial deal configuration & pricing
Final pricing/sales
Credit underwriting/Risk Sanctioning
Know your customer/due diligence
Please rank the following client on-boarding phases below in terms of which presents the top threechallenges.
1 2 3
Base: 140 Banking decision-makers in North America, Europe, and Asia PacificSource: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 20
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North America Sees Value In Client InteractionsAPAC Sees Cost Advantages
24%
22%
30%
46%
51%
38%
24%
31%
31%
40%
40%
48%
17%
33%
44%
Create more formal idea sharing among product groups
Ease the migration to a more mobile and digitized customer experience
Provide a more seamless self-service approach for client administration
Improve cross-sell and upsell revenue opportunities
Reduce redundant capabilities and costs that exist in multiple silos
Improved client interactions/experience that emphasize overall clientneeds across the entire value stream
What would be the top business benefits as a result of enhancing the customer experience with aunified 'client-centric' approach?
APAC EU North America
Base: 140 Banking decision-makers in North America, Europe, and Asia PacificSource: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 20
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2013 Forrester Research, Inc. Reproduction Prohibited
Across All Banking Products, A Majority OfCustomers Still Get Paper Mailed To ThemNovember 2013 Time For US Banks To Get Tough And Turn Off Paper For eDelivery Customers
Base: US online adults (18+) who receive monthly account statements for the specified product/accountSource: North American Technographics Financial Services Online Benchmark Recontact Survey, 2013
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2014 Forrester Research, Inc. Reproduction Prohibited
Agenda
Research goals and approach
Current onboarding approach inconsistent with age ofcustomer trends
Client-centric onboarding is the goal for most Deployment approaches are a mix of BPM/Case Management and custom-built solutions
Recommendations
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Source: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 2014
How important to the overall on-boarding process is the creation of a unified 'client-centric' on-boarding experience to your firm?
34% 38% 24% 4%
5 4 3 2 1
Base: 140 Banking decision-makers in North America, Europe, and Asia Pacific
Not importantat all: 0%72% of respondents list thisas important
Client-Centric Onboarding Is Important To Banks
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Source: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 2014
Which of the following describes your capability to create an initial 'client profile' by accessing acustomer information system, customer relationship management (CRM), or other repository first
to gather pre-existing information?
60% 24% 15% 1%
Base: 135 Banking decision-makers in North America, Europe, and Asia Pacific
Grouped Currently implemented and looking to expand,Planning to implement in 2014, and Planning to implement
by the first half of 2015
The Majority Of Banks Cannot Create An Initial ClientProfile
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Source: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 2014
How important to the overall on-boarding process is the creation of a unified 'client-centric' on-boarding experience to your firm?
By Assets Under Management
24%
27%
39%
52%
50%
44%
32%
21%
$20Billion to less than $500Billion in assets under management
$5Billion to less than $20Billion in assets under management
$2Billion to less than $5Billion in assets under management
$500Billion or more in assets under management
5 - Very important 4 - Important 3 - Somewhat important 2 - Not that important 1 - Not imp
Base: 140 Banking decision-makers in North America, Europs, and Asia Pacific
The Bigger The Bank The More Important
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Source: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 2014
Thinking about internal processes, which improvement in communication do you believe will havestrongest positive impact on the onboarding process?
7%
8%
9%
14%
14%
24%
25%
11%
11%
12%
14%
21%
16%
15%
9%
13%
13%
19%
14
Better alerts and notification for tasks
Leverage internal social activity streams to optimize what should be done
Capturing E-mails and activity streams within the process to provide
greater context
Sharing information across departments, IT, and channels
Automate and simplify multichannel communication tasks
Better collaboration between customer and relationship manager during onboarding
Better collaboration among workers - front and back office - thru a singleon boarding process view
1 2 3
Base: 140 Banking decision-makers in North America, Europe, and Asia Pacific
Collaboration Will Break Down Silos
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Source: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 2014
Thinking about client interactions during onboarding, what would most improve the process?
4%
8%
12%
13%
19%
16%
28%
6%
11%
9%
13%
13%
24%
23%
6%
13%
16%
12%
14%
15%
Fax to mail technology to automate/STP fax collection
Tablet/mobile based initial onboarding steps and ongoing status/communications embedded in Sales/CRM tool
Leverage of public information for prefill followed by prompts for completing unknown data
Electronic signature
Prefill from existing databases for known client data eliminating re-entry
More timely and consistent customer communication with the customer through all channels (i.e., E-mail, mobile, secure portal)
On-line customer portal where request status, pre-filled documents andother communications can be shared during the onboarding process for
1 2 3
Base: 140 Banking decision-makers in North America, Europe, and Asia Pacific
Self-Service Client Communication Is Sorely Needed
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Source: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 2014
29%
30%3
Ability for internal workers to have the flexibility to alter the standard g
A process that starts with a selection of goals allowing the flow of workRecommended experts or managers on a particular task in real time
An application that can be edited by the line of business or business
Ability to browse the related data of cases, independently of processes
Having information in context - the right information at the right time - at
Automated business rules applied for each product and step Use of
Intelligently route work based on best available resource for completing a
Automated extraction and capture of data into system of record or other
Thinking about future onboarding process, select 3 capabilities you would like to improve.
Base: 140 Banking decision-makers in North America, Europe, and Asia Pacific
Basic Workflow Automation Is Sorely Needed
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2014 Forrester Research, Inc. Reproduction Prohibited
Agenda
Research goals and approach
Current onboarding approach inconsistent with age ofcustomer trends Client-centric onboarding is the goal for most Deployment approaches are a mix of BPM/Case Management and custom-built solutions
Recommendations
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ProductionStraight through
follows thehappy path
75-80%
Opportunity forAdvice, cross-sell and
customer experience
Limitation of product-cetransaction sys
The cost of doing
business
The Onboarding Battleground Will Be Speed andHandling Exceptions
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ProductionStraight through
follows thehappy path
75-80%
Opportunity forAdvice, cross-sell and
customer experience
Limitation of product-cetransaction sys
The cost of doing
business
The Onboarding Battleground Will Be Speed andHandling Exceptions
StructuredCollaboration
Requires interaction withcolleagues15-18%
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ProductionStraight through
follows thehappy path
75-80%
Ad hoc Requires ad hoc interactions to resolveexceptions2-4%Opportunity for
Advice, cross-sell andcustomer experience
Limitation of product-cetransaction sys
The cost of doing
business
The Onboarding Battleground Will Be Speed andHandling Exceptions
StructuredCollaboration
Requires interaction withcolleagues15-18%
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ProductionStraight through
follows thehappy path
75-80%
Ad hoc Requires ad hoc interactions to resolveexceptions2-4%
Unique problem, requiring supervision1-2%Opportunity for
Advice, cross-sell andcustomer experience
Limitation of product-cetransaction sys
The cost of doing
business
The Onboarding Battleground Will Be Speed andHandling Exceptions
StructuredCollaboration
Requires interaction withcolleagues15-18%
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Source: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 2014
22%
27%
30%
35%
30%
38%
49%
21%
21%
36%
33%
28%
37%
33%
14%
8%
19%
Don't know
Moving to a SaaS model
Provider of business process management (BPM) or case management
technology
Your core system provider, e.g., loan origination system
BPM/case management provider with on-boarding framework (e.g., thatgives you 60% of solution rules and processes to be extended /configured
CRM vendor with modifications
New applications developed in house (e.g., java programming)
Built-for-purpose application, built specifically for on-boarding
APAC EU North America
Base: 140 Banking decision-makers in North America, Europs, and Asia Pacific
Where do you believe new functionality to improve your on-boarding process will come from?
Client-Centric Onboarding May Come From A Mix OfSources
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2014 Forrester Research, Inc. Reproduction Prohibited
Agenda
Research goals and approach
Current onboarding approach inconsistent with age ofcustomer trends Client-centric onboarding is the goal for most Deployment approaches are a mix of BPM/Case
Management and custom-built solutions Recommendations
Tomorrows Onboarding Work Requires New
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2014 Forrester Research, Inc. Reproduction Prohibited
Tomorrow s Onboarding Work Requires NewAdaptive Features
March 2014 Knowledge Work Pushes The Dynamic Case Management Market
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Source: Pegasystems TLP, a commissioned study conducted by Forrester Consulting on behalf of Pegasystems, April, 2014
Which of the following is the most important measure of success for the on-boarding process?
12%
25%
28%
Cycle time
Cross-sell upsell during or as a result of
Quality/error measures
Customer experience metrics
Base: 140 Banking decision-makers in North America, Europe, and Asia Pacific
And New Ways To Measure Progress
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Thank youCraig Le ClairVP, Principal Analystcleclair@forrester.com
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Overview
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Overview
- Better Business Software
Framework Accelerators Built on Pega 7
Pega Solves Key Onboarding Pain Points
Pega Clients Journey to Unified Onboarding
Solution Comparison
Framework Example Onboarding & KYC/FATCA
Why Pega for Onboarding
Better Businesses Software Delivers
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Better Businesses Software Delivers
The Power toEngage
30% REVENUE GROWTH
The Power toSimplify
40% PRODUCTIVITY GAIN
The Ch
5X FASIncreased disputeresolution speedby 70%
Group-widesimplification tocut 1.5B
Boosted end-to-end lendingefficiency 50%
Serviceautomationbackbone across104 countries
Raised customersatisfaction 40%above competition
Global multi-channel customercare excellence
Achieved 400%increase in onlineaccount opening
Improved KYC toreduce time torevenue by 70%
How Better Businesses Engage , Simpl i fy & CCEnga Simpl i
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Execution Gap
SYSTEMS OF
How Better Businesses Engage , Simpl i fy & CCe
Enga g e
Simpl i fy
eBam
How Better Businesses Engage , Simpl i fy & CCEnga Simpl i
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SYSTEMS OF
How Better Businesses Engage , Simpl i fy & C
DECISIONING CASE MOBIL
EBUSINESS PROCESS SOCIAL INTEGRATION ANALYTICS
Ce
Enga g e
Simpl i fy
eBam
Customer Engagement & Business Process SolutionsFRAMEWORK ACCELERATORS BUILT O N P E G A S AWA R
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Pre-built software, targeting highROI-yielding areas
5x speed to market
30% lower costs
g g
Built By Industry Experts For R
Enterprise Success And Agil
FEATURES
Pre-defined work types and objects
Foundational data sets
Core work processes and decisioning
Packaged user portals and UIs
Standards and best practices built-in
FRAMEWORK ACCELERATORS BUILT O N P E G A S AWA RWINNING BPM PL ATFORM
Sales ForceAutomation
Next BestAction
Marketing
KYCwith
FATCA
ClientOnboarding
ClientServicing
&
Service CaseManagement
E
In
Pega 7 Technology Solves Onboarding Pain Points
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g gy gTop Pain Points
From Forrester Survey
For each phase, select top internalprocess and systems issues encountered
in onboarding new business accounts
Salesengagement
handoff
Applicationdata
gathering
Know yourcustomer/due diligence
Initial dealconfiguration & pricing
Creditunderwriting
/RiskSanctioning
Finalpricing/sales
Closing andfunding of
credit
Fulfillmentof cash,trade, or
investmentaccounts &
services
Collecting the right information whilemaintaining customer experience 47% 53% 41% 42%
Presenting the right information toclients at the right stage in the process 32% 33% 55% 40%
Too complex a process for assigningand managing system permissions forcustomers
35% 49% 40%
Re-keying or wasted time coordinatingvarious systems of records, coresystems, and packaged apps eachwith its own record-keeping needs
60% 36% 36% 37%
Connecting with the institution viadigital channels 37%
Operational Reporting / KeyPerformance Indicators 45% 38% 46%
Poor response and escalationmechanisms for issues 39% 37%
The Unified Onboarding Journey
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g yPEGA CLIENT CAPABILITY PROGRESSES IN STAGES
In working with our clients we find the are beginning to fall into a patternPoint Solution
The first implementation on the journey. Examples:Regulatory penalties or scrutiny causes an urgent need. Example KYC/FATCA, or other process improvemSingle business case speed of corporate lending underwriting response causing lost business.
Radiation The extension of point solution capabilities to adjacent products, divisions or client lifecycle stExamples: (This is typically where a packaged application and custom development become a
A KYC/FATCA solution is extended to onboarding.
An onboarding solution is extended from Capital Markets to Transaction Services
Strategic TransformationClient has made the decision to extend Pega to multiple divisions and products for all stages ofonboarding
Client creates a roadmap of highest revenue/customer impact/cost onboarding processes across C&IB and marches dow
Solution Type Comparison
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yp pPEGA 7 LEADS THE PACK W ITH SPEED TO REVENUE, AGILITY & SCALABI
Key Features
Solution TypesKnowledge, expertise, and
processes from multipleclients built-in
Ability for business users tochange rules, process &
workflow in days vs months
Can easily scale intomultiple regions, product
lines or business units withre-use of rules &
integrations
Speed to revenue across allonboarding phases pc
WithFrameworks & Extenders
Built For Purpose Package Application
In-house custom
development (e.g.., Javaprogramming)
CRM Vendor withmodifications
Other BPM/CaseManagement tools
Unified Onboarding, KYC/FATCA STREAM LINED O NBOARDING AND 70% FASTER
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On-boarding
Audit & Reporting
Rules-Driven Suitability/ProductSelection Age
Income
Risk ToleranceInvestmentExperience
Investment Objectives
Products
Booking Location
Security Futures Higher Risk
Hedge Fund Higher Risk
Mutual Fund Lower Risk
System of Reco
Tax Reporting Sys
Rules-Driven KYC Technology Relationship Management: 360 View
CRM
DriverData
MultipleStreams
Agility: Designated busers can update ruleprocesses as risks and
ABC Corp Jane Doe
J
Country ProductsDynamic
Risk Rating
Driver Data Type Risk Legal/Mailing
SDDRequirements
EDDRequirements
ScreeningIntegration Existing Client
Legal Entity/Booking Entity
Underlying Parties
SuitabilityRequirements FINRA MiFid
FATCARequirements
gSTREAM-LINED O NBOARDING AND 70% FASTERTIME TO REVENUE
eBam
Situational Layer Cake Example KYC & FAT
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y p
Business Rule Changes Regulations Change Risks Change
Europe MiFID
Common CDD/EDD Policies and Procedures (i.e. AML)
Global Corporate Governance
APAC FATCA
US UK SingaporeFATCA: IGA
Wealth Investment Banking Asset ManagementSecurities
Suitability
SPECIALIZED RULES BY GEOGRAPHY AND BUSINESS L
Dashboarding and Case Urgency Solves
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POOR RESPONSE AND ESCALATION MECHANISMS FOR ISSUES &OPERATIONAL REPORTING / KEY PERFORMANCE INDICATORS
KYC Dashboard
Why Clients Choose Pega for Onboarding Solutions
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Optimize the Client Experience Deliver consistent, organized, and client-centr
onboarding experiences to start the relationshi
Accelerate Response to Change Respond immediately to changing regulations
competitive challenges and new business
Maximize Onboarding Efficiency Eliminate error-prone manual processes and e
integrate with legacy systems to streamline thto-end process, thereby reducing cost & cycle
Automate and Improve Compliance Improve KYC/FATCA due diligence with rule
processing that dynamically supports specializby regulatory jurisdiction, country, line of busand other key factors
www.pegaR E G I S T E R AT:
http://www.pegaworld2014.com/http://www.pegaworld2014.com/8/10/2019 Client Onboarding in the Age of the Customer
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2500+ Colleagues from the Pega Community
Learn the Latest in Pega Technology withHands-on Training Sessions and Workshops
50+ Customer Success Presentations
200+ Worlds Leading Compan
Unlimited Networking Oppor
www.pegaR E G I S T E R AT:
Questions
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Q
Ron WellmanIndustry Principal Commercial Banking
Phone: 617 866 6735
Email: ron.wellman@pega.comWebsite: www.pega.com
LinkedIn:www.linkedin.com/in/ronmwellman/
Twitter: @ronmwellman
Reetu KhoslaDirector, Industry Principal RCompliance
Phone: 617 866 6423
Email: Reetu.Khosla@pega.com
Website: www.pega.com
LinkedIn: http://www.linkedin.khosla/4/b31/11b
http://www.pega.com/http://www.linkedin.com/in/ronmwellman/https://twitter.com/ronmwellmanhttp://www.pega.com/http://www.linkedin.com/pub/reetu-khosla/4/b31/11bhttp://www.linkedin.com/pub/reetu-khosla/4/b31/11bhttp://www.linkedin.com/pub/reetu-khosla/4/b31/11bhttp://www.linkedin.com/pub/reetu-khosla/4/b31/11bhttp://www.pega.com/https://twitter.com/ronmwellmanhttp://www.linkedin.com/in/ronmwellman/http://www.pega.com/8/10/2019 Client Onboarding in the Age of the Customer
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BETTERBUSINESSSOFTWARE FOR THE
DIGITAL ENTERPRISE
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