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© ExlService Holdings, Inc. 2006-2010 Confidential 2
Safe Harbor Statement
These materials contain forward-looking statements. You should not place undue reliance on those statements
because they are subject to numerous uncertainties and factors relating to the Company's operations and business
environment, all of which are difficult to predict and many of which are beyond the Company's control. Forward-looking
statements include information concerning the Company's possible or assumed future results of operations, including
descriptions of its business strategy. These statements may include words such as "may," "will," "should," "believe,"
"expect," "anticipate," "intend," "plan," "estimate" or similar expressions. These statements are based on assumptions
that we have made in light of management's experience in the industry as well as its perceptions of historical trends,
current conditions, expected future developments and other factors we believe are appropriate under the
circumstances. You should understand that these statements are not guarantees of performance or results. They
involve known and unknown risks, uncertainties and assumptions. Although the Company believes that these forward-
looking statements are based on reasonable assumptions, you should be aware that many factors could affect the
Company's actual financial results or results of operations and could cause actual results to differ materially from those
in the forward-looking statements. These factors are discussed in more detail in the Company's filings with the
Securities and Exchange Commission, including the Company's Annual Report on Form 10-K for the year ended
December 31, 2009. These risks could cause actual results to differ materially from those implied by forward-looking
statements in this release. You should keep in mind that any forward-looking statement made herein, or elsewhere,
speaks only as of the date on which it is made. New risks and uncertainties come up from time to time, and it is
impossible to predict these events or how they may affect the Company. The Company has no obligation to update any
forward-looking statements after the date hereof, except as required by federal securities laws.
© ExlService Holdings, Inc. 2006-2010 Confidential 3
Agenda
Welcome and Introduction
Vikram Talwar: Executive Chairman10:00 am – 10:15 am
Strategy Update
Rohit Kapoor: President & Chief Executive Officer10:15 am – 10:40 am
Business Growth
Bill Bloom: Executive Vice President, Global Client Services11:05 am – 11:30 am
Financial Overview
Vishal Chhibbar: Chief Financial Officer11:30 am – 11:55 am
Capability Showcase
Rembert de Villa: Global Head of Client Management & Chief Strategy Officer11:55 am – 12:30 pm
Delivery and Execution
Pavan Bagai: Chief Operating Officer10:40 am – 11:05 am
Lunch 12:30 pm – 1:00 pm
© ExlService Holdings, Inc. 2006-2010 Confidential 4
Agenda
Welcome and Introduction
Vikram Talwar: Executive Chairman10:00 am – 10:15 am
Strategy Update
Rohit Kapoor: President & Chief Executive Officer10:15 am – 10:40 am
Business Growth
Bill Bloom: Executive Vice President, Global Client Services11:05 am – 11:30 am
Financial Overview
Vishal Chhibbar: Chief Financial Officer11:30 am – 11:55 am
Capability Showcase
Rembert de Villa: Global Head of Client Management & Chief Strategy Officer 11:55 am – 12:30 pm
Delivery and Execution
Pavan Bagai: Chief Operating Officer10:40 am – 11:05 am
Lunch 12:30 pm – 1:00 pm
© ExlService Holdings, Inc. 2006-2010 Confidential 5
The New Normal
Over the past year sentiment at EXL’s clients has become more balanced and
has returned to a level of relative stability
• Clients experienced
financial uncertainty
• Slowdown in outsourcing
decisions
• Cut back on discretionary
spending
BPO Environment in
2008-09
Favorable Developments
in EXL’s Focus Areas
Outsourcing
• Clients under pressure to reduce
costs
• Comfort with outsourcing high
end processes
• Increase in global travel
• Increase in freight volumes
• Stricter regulations
• Higher cost of compliance
Transformation
• Return of discretionary spending
• Increased use of transformation
to manage cost pressures
• Clients using transformation to
grow revenues and not just
manage costs
• Financial stability
• Business investment
• Board involvement in
outsourcing decisions
• Political rhetoric
• Pace of strategic decision
making
• Employment levels
2010: BPO Industry is
gradually recovering…
…however some challenges
still remain
Insurance/Utilities
Transportation/Travel
BFS / F&A
© ExlService Holdings, Inc. 2006-2010 Confidential 6
Accelerating Business Momentum
EXL has reaccelerated its growth and momentum by staying focused on its strategy while
remaining financially disciplined
$98.7
$152.0
$181.7$191.0
2006 2007 2008 2009 2010E
26%
($ in millions)• Financial Discipline
Acquisitions
Investments
Foreign exchange
hedging
• Contracting
Risk balancing
Pricing
Minimum volume
commitments
• Geographic
Expansion
• Succession Planning
Business Prudence and
Financial Conservatism
Positioned Strongly for Accelerated
Revenue Growth
New Clients
• 2 strategic client wins
• 16 new client wins
Existing Clients
• 7 clients over $10M
• 13 clients over $5M
• 26 clients over $1M
Strong Organic
Growth
Bolt-on
Acquisitions
GTSC
247.0*
* 2010 management revenue guidance
© ExlService Holdings, Inc. 2006-2010 Confidential 7
Positioning for Success
Our goal is to achieve consistent year-on-year 25% - 30% over all revenue growth by strengthening
our position as a “Category Killer” focused in select industry verticals and horizontals
Customer Centric
Business Model
Sharp Industry Vertical Focus
Integrated Transformation
and Outsourcing
Services
© ExlService Holdings, Inc. 2006-2010 Confidential 8
Regulatory Changes
Emerging Players
Emerging Industry Trends
Cloud Computing
Emerging long-term trends will have an impact on our clients and will influence the evolution of
the vendor landscape
Innovation
© ExlService Holdings, Inc. 2006-2010 Confidential 9
Key Investment Priorities
Our focused investment in building the “Category Killer” verticals has been successful and
we plan to increase investments in the front-end to leverage our capabilities
Investment in
Front-end
Investment in Building
Domain Expertise
Capital Investment to
Support Growth
• Launched the Client Executive Model
• Strengthening the sales force
• Marketing and branding
• Vertical specific training academies
• Hiring of senior level subject matter experts
• Creating proprietary intellectual property
• Technology
Enhance the scalability of the organization’s operations
Business embedded technology levers
• Innovation lab and new product development
• Onshore capability
• Acquisitions
$9.2$11.3
$13.9
$19.2
2007 2008 2009 2010E
Investment in Sales & Marketing
28%
($ in millions)
© ExlService Holdings, Inc. 2006-2010 Confidential 10
Agenda
Welcome and Introduction
Vikram Talwar: Executive Chairman10:00 am – 10:15 am
Strategy Update
Rohit Kapoor: President & Chief Executive Officer10:15 am – 10:40 am
Business Growth
Bill Bloom: Executive Vice President, Global Client Services11:05 am – 11:30 am
Financial Overview
Vishal Chhibbar: Chief Financial Officer11:30 am – 11:55 am
Capability Showcase
Rembert de Villa: Global Head of Client Management & Chief Strategy Officer11:55 am – 12:30 pm
Delivery and Execution
Pavan Bagai: Chief Operating Officer10:40 am – 11:05 am
Lunch 12:30 pm – 1:00 pm
© ExlService Holdings, Inc. 2006-2010 Confidential 11
Current BPO Industry Trends
BPO: Business Process Outsourcing to Business Process Orbit-shift?
Transactional BPO Transformational BPO
Engagement
Value Drivers
Execution
Tactical Strategic
Vendor supplier relationship Partnership / co-innovation
Risk control Risk sharing
Release capital in non-core functions Core business transformation
Input / efficiency Output / effectiveness
Cost benefit / headcount Competitive advantage
Legacy technology Platform solutions
Low cost location based offshoring Skill based right shoring
FTE based pricing Transaction / outcome based pricing
Focus on operational KPIs Focus on business value / impact
Six-Sigma led continuous improvement Transformation services led quantum shift
© ExlService Holdings, Inc. 2006-2010 Confidential 12
Differentiating on Domain Expertise
Domain expertise provides tangible quantitative benefits to clients that reduce costs and
enhance efficiency and effectiveness
Organizational
Design
People
Tools / Platforms
Acquisitions
Alignment of business by verticals / horizontals
Centers of Excellence as creators and custodians of IP
Learning & Development (vertical specific academies1)
Industry experts embedded in businesses
>700 employees LOMA, AICPCU/IIA & CII certified
>900 personnel HIPAA certified
3 full actuaries, 25 intermediate actuaries
73 doctors, 20 nurses, 9 pharmacists, 20 lawyers, 10 architects / engineers
EXL LifePRO® (platform-based servicing)
BPM capability
Partnerships (Datanomic, Firescope, Microsoft)
Knowledge management (Insurance Center of Excellence portal)
EXL LifePRO®
Schneider
American Express GTSC
1: EXL’s Insurance Academy was one of the two in-house learning centers showcased at NASSCOM HR Summit in July 2010
© ExlService Holdings, Inc. 2006-2010 Confidential 13
Case Studies
Integrated Solution Set
An integrated outsourcing and transformation capability is imperative to succeed in the new
BPO paradigm focused on business outcomes and value
Current Client Operation
TCO : $50 mm
C-SAT : 85%
Headcount : 2300 Domain Specific
Integrated
FrameworkIntegrated Methodology
Outsourcing Vendor Commitment
TCO : $30 mm
Customer Retention : 90%
Client Specific Road Map
Headcount Reduction
Labor Arbitrage
Tech Apps Analytics
UK Based Utilities Client
Shifting the paradigm from resolving
exceptions to correcting defects and avoiding
imbalance
Reduced incoming volumes,
recovery / avoidance of
imbalance
US Insurance ClientPredictive tool based on customer behavior
data to reduce discount on products while
retaining customersCost of retention reduced by 7%
BenchmarkingAnalytics
Global Delivery
Technology Reengineering
Best Practices
© ExlService Holdings, Inc. 2006-2010 Confidential 14
Quality of Delivery Independent of Scale
Quality of delivery is a key differentiator for EXL and we will maintain this focus as we scale
Business Scale
Qu
alit
y o
f D
eliv
ery
1
2
3
4
5 67
EXL Quality Capability Curve
Focus Dilution Risk Path
Key Quality Milestones / Interventions
Dedicated quality compliance function
Quality certifications (ISO 27000, ISO 9001,
COPC)
Dedicated Six Sigma function
Developed robust proprietary process
management methodologies and tools (EXLMS,
MOST, ProMPT)
Management attention realignment
- Domain focused structure
- Client manager led account structure
Launch of B-Prompt (control / transparency /
responsiveness)
NextGen proprietary framework (Delivery +
Transformation + Solutioning)
Risks Recognized as Scale Increases
- Management bandwidth stretch / focus dilution
- Lack of standardization (methodologies outdated)
- Rise in client expectations
- New offerings without underlying quality ecosystem
1
2
3
4
5
6
7
© ExlService Holdings, Inc. 2006-2010 Confidential 15
Succeeding in an Inflationary Cost Environment
As we continue to drive operational efficiency, our focus on integrated solutions aimed at
enhancing business value for clients will lead to margin expansion
Va
lue
Cre
atio
n fo
r E
XL
1
2
Phase 3 : Breaking Linearity
Phase 1 : Operational Efficiency
- Manpower efficiency
- Shift utilization
- Infrastructure optimization
Phase 2 : Operations Redesign
- Restructuring
- Knowledge initiatives
- New logistics model
- Benchmarking & business intelligence
Phase 3 : Breaking Linearity
- Revenue α (Cost)n
- Led by greater value capture
- Transaction / outcome based pricing
- Transformation integrated solutions
- Technology embedded solutions
- Compensation restructuring
- Leveraging partnerships
2008-09 2009-10 2011->
3
Phase 2 : Operations Redesign
Phase 1 : Operational Efficiency
© ExlService Holdings, Inc. 2006-2010 Confidential 16
Talent Management as a Lever for Growth
Identifying, attracting and retaining the “right” skills is critical to success as the BPO paradigm
evolves
• “A” method of hiring
• Culture induction
• Management development
• Succession planning
• Common goals
• Bonding exercises
• Robust recruitment engine
• Brand building
• Active engagement
• Training academies
• Leadership development
• Career pathing
• Alignment of compensation with outcomes
• Management of impact of attrition
• Strong market demand for talent
• Skill set availability
• Domain knowledge
• Strong market demand for talent
• Maturity and motivation levels
• Domain knowledge
• Resistance to change
• Strong market demand for talent
• Cultural and mindset fit
• Ability to bridge functional divides
• Strategic thinking
• Campus hiring programs
• Mentoring and engagement
• Leadership development
• Growth opportunities
• Domain training
• Environment for innovation
Se
nio
r
Ma
na
ge
me
nt
Mid
dle
Ma
na
ge
me
nt
Asso
cia
tes /
Fro
nt L
ine
Le
ad
ers
hip
Challenges Responses
© ExlService Holdings, Inc. 2006-2010 Confidential 17
Agenda
Welcome and Introduction
Vikram Talwar: Executive Chairman10:00 am – 10:15 am
Strategy Update
Rohit Kapoor: President & Chief Executive Officer10:15 am – 10:40 am
Business Growth
Bill Bloom: Executive Vice President, Global Client Services11:05 am – 11:30 am
Financial Overview
Vishal Chhibbar: Chief Financial Officer11:30 am – 11:55 am
Capability Showcase
Rembert de Villa: Global Head of Client Management & Chief Strategy Officer 11:55 am – 12:30 pm
Delivery and Execution
Pavan Bagai: Chief Operating Officer10:40 am – 11:05 am
Lunch 12:30 pm – 1:00 pm
© ExlService Holdings, Inc. 2006-2010 Confidential 18
A “Former” Clients Perspective on BPO
ITO BPO
Important decision to IT
Enterprise selects a handful of
vendors - buying decision made
by IT manager
Strategic decision to company (the
BPO partner is “making the
donuts”)
Emotional and analytical decision,
focused on risk management
Technical expertise
Account management approach
Standard business arrangements
Domain expertise
Tailored solutions
Flexible business arrangements
ITO vendors are important to
company, but not viewed as core
to business
C-suite involved in developing a
trusting relationship
Want a BPO partner to make you
feel like their “most important
client”
Selection
Fit
Partnering
The selection criteria companies use to select their BPO partners is different than how they
choose ITO vendors
© ExlService Holdings, Inc. 2006-2010 Confidential 19
2004 2005 2006 2007 2008 2009 2020
Scenario 2
Implied 2009 – 2020
CAGR:20%
Scenario 1
Implied 2009 – 2020
CAGR:14%
Indian BPO Exports ($ in billions)
$3.1$4.6
$6.3$8.4
$10.9$11.7
Size: ~$85
2004 – 2007
CAGR: 39%
Our Opportunity – An Attractive Growth Market
Source: Research & Intelligence: BPO 3.0 – Charging Ahead 2010, NASSCOM Analysis for Indian IT-BPO Industry 2009 and 2008.
Notes:1 Scenario 1 assumes following: Slow pace of reforms in education; limited development of Tier II, III cities; continued Indian government; support; continued trust as a sourcing hub;
limited lash back from protectionism2 Scenario 2 assumes following: Expedited reforms in tertiary education; 10-15 Tier II cities with world class infrastructure; adoption of new business models by the industry; India
among the top 3 innovation hubs in the world; and talent pool of 13.5 million
2007 – 2009
CAGR: 18%
Actual Scenario 1 Scenario 2
Size: ~$50
The Indian BPO market is expected to grow at 14% annually
EXL’s goal is to achieve organic growth of 15% to 20% over the next few years
© ExlService Holdings, Inc. 2006-2010 Confidential 20
Growing
existing client
relationships is
faster and more
profitable
Expanding Existing Client Relationships
EXL has over 120 clients
Establish capability and trust with
the client
Introduce new products and
services to existing clients
Expand into new areas of the
client’s business
In BPO typically more than 85% of revenue growth comes from existing clients
© ExlService Holdings, Inc. 2006-2010 Confidential 21
Opportunity to Grow Our Existing Clients
CLIENT CLIENT
Business Unit A
Business Unit B
International Subsidiaries
Supporting Functions
Business Unit A
Business Unit B
International Subsidiaries
Supporting Functions
On average, we estimate that even our most mature clients have outsourced
less than 10% of their workforce
EXL’s Transformation Services EXL’s Outsourcing Services
Example of Current Breadth of
Relationship
Introduce Our Services Across the
Client Organization
We believe we
can double our
revenue just by
growing our
existing client
base
We believe we
can more than
double our
revenue just by
growing our
existing client
relationships
© ExlService Holdings, Inc. 2006-2010 Confidential 22
Winning New Clients
Exceptional Delivery Capability
Trusted Relationships
Experienced Sales Team
New
Client
Wins
Marketplace reputation, a client-focused culture, and top-notch sales executives leads to
new client relationships
© ExlService Holdings, Inc. 2006-2010 Confidential 23
Creating a World-Class Front-End
More Experienced
Sales and Client
Management Team
Empowerment of
Local Decision
Makers
Investments in
Support Functions
• Introduce more seasoned local Client Executives with deeper industry knowledge to
oversee relationship
• Hire experienced sales executives and advisors to drive flow and close new business
• Maintain high-touch with EXL senior management for strategic matters
• Faster and improved decision making by local Client Executives
• Local Client Executives and offshore Delivery Leads have shared goals for growth,
profitability, staff retention, and client satisfaction
• Develop closer relationships with advisors and industry experts
• Industry vertical specific events and initiatives
• Improve branding and market awareness
EXL’s success has come as a result of best-in-class delivery of BPO and Transformation
Services - we’re now focused on developing an equally strong front-end
© ExlService Holdings, Inc. 2006-2010 Confidential 24
Agenda
Welcome and Introduction
Vikram Talwar: Executive Chairman10:00 am – 10:15 am
Strategy Update
Rohit Kapoor: President & Chief Executive Officer10:15 am – 10:40 am
Business Growth
Bill Bloom: Executive Vice President, Global Client Services11:05 am – 11:30 am
Financial Overview
Vishal Chhibbar: Chief Financial Officer11:30 am – 11:55 am
Capability Showcase
Rembert de Villa: Global Head of Client Management & Chief Strategy Officer 11:55 am – 12:30 pm
Delivery and Execution
Pavan Bagai: Chief Operating Officer10:40 am – 11.05 am
Lunch 12:30 pm – 1:00 pm
© ExlService Holdings, Inc. 2006-2010 Confidential 25
$33.4 $34.5 $37.7 $42.0 $41.6 $46.6 $50.5
$7.6 $7.9 $10.5
$12.4 $12.9
$14.1 $17.1
$41.0 $42.4
$48.2
$54.4 $54.5
$60.6
$67.6
40.6% 39.1% 40.2% 44.1% 42.2% 38.2% 40.0%
- 50. 0%
0. 0%
50. 0%
100. 0%
150. 0%
$0. 0
$10. 0
$20. 0
$30. 0
$40. 0
$50. 0
$60. 0
$70. 0
$80. 0
Q1'09 Q2'09 Q3'09 Q4'09* Q1'10 Q2'10 Q3'10
($ in millions)
Outsourcing Transformation Gross Margin %
Accelerated Growth Over Last 6 Quarters
EXL’s revenues grew at 39.6% over the past 6 quarters
through balanced organic and inorganic growth
* Excludes a one-time client payment of $5.1 million
Consistently delivering sequential growth across all segments while maintaining stable margin across quarters
Organic revenue growth rate of 25.1%
Number of clients with annual revenue >$10 million currently 7 vs. 2 in 2007
EXL
CAGR 39.6%Outsourcing
CAGR 31.7%
Transformation
CAGR 71.9%
Sequential Revenue Growth
© ExlService Holdings, Inc. 2006-2010 Confidential 26
$11.3 $12.4
Q1'09 Q3'10
($ in thousands)
$25.0
$28.4
Q1'09 Q3'10
($ in thousands)
Gross Margin/FTE (Ex FX)
Outsourcing: Grew Revenue with Stable Margins
All large strategic clients are contractually protected for inflation
Operating efficiencies driving margin improvement:
a. Transport cost - 190 basis points
b. Technology and Telecom - 130 basis points`
Revenue/FTE (ex FX) Gross Margin/FTE (ex FX)
Despite wage and general inflation, EXL has been able to expand constant currency gross
margin through a combination of contractual provisions, efficiency gains and cost savings
$27.0
$11.8
* Excludes EXL LifePRO
*
*
© ExlService Holdings, Inc. 2006-2010 Confidential 27
$25.4
$38.0
Q3'09 Q3'10
($ in thousands)
$2.8
$5.7 $1.8
$3.0 $3.0
$8.4
Q1'09 Q3'10
($ in millions)
Risk and Financial Management
Operations and Process Excellence
Decision Analytics
Transformation: Accelerated Revenue Growth
One-third of transformation business is annuity-based
Added 21 new clients since Q1 2009
Improved margins through better utilization and onshore/offshore mix
Growth Across Service Lines Gross Margin / Headcount (Ex Fx))
Balanced growth across transformation service lines
driving a CAGR of 71.9% over the last 6 quarters
$7.6
$17.1
TTM TTM
© ExlService Holdings, Inc. 2006-2010 Confidential 28
17.1% 16.7%16.0%
6.2%
7.3% 7.7%
FY 08 FY 09 YTD 10G&A as % of Revenue S&M as % of Revenue
Gaining Operating Leverage
EXL has achieved meaningful operating leverage over the last 2 years, while continuing to make
investments in Sales & Marketing capabilities
Generated 110 bps of operating leverage
over the last 2 years
Our goal is to achieve between 50 to 100
bps of operating leverage each year
Investment in Sales & Marketing has
increased by $7.4MM in 2010 over 2008
We expect to maintain Sales and Marketing
expense at similar levels as a percentage of
revenue
Operating Leverage
© ExlService Holdings, Inc. 2006-2010 Confidential 29
Adjusted EBITDA : Continued Value Creation
Adjusted EBITDA has grown at a CAGR of 35% since IPO and has multiplied by 3.3x
EBITDA growth of 35% is higher than revenue growth of 26%
Continued cost optimization and improved operating leverage
Increasing business volumes driving EBITDA growth
Adjusted EBITDA
* Excludes a one-time client payment of $5.1 million
$14.6 $18.3
$32.1
$37.8
$48.3
2006 2007 2008 2009* YTD 2010(Annualized)
($ in millions)
($ in thousands) 2006 2007 2008 2009* 2010
EBIT $5,525 $4,814 $15,665 $19,301 $24,975
add: Depreciation 5,919 7,582 10,622 11,238 $13,013
add: Amortization of Intangibles 1,180 1,630 534 167 $1,851
add: Stock compensation expense 1,974 4,307 5,278 7,093 $8,471
Adjusted EBITDA $14,598 $18,332 $32,099 $37,799 $48,309
© ExlService Holdings, Inc. 2006-2010 Confidential 30
Diluted EPS YTD Q3'09
Business Growth
OperationalEfficiencies
Operating Leverage
Investment in Front-End
Tax Impact FX/Hedging Impact
Diluted EPS YTD Q3'10
Amortization of Intangibles
& Stock Compensation Expense (net
of tax)
Adjusted Diluted EPS YTD Q3'10
28 Cents
47 Cents
60 Cents
79 Cents
15 Cents
6 Cents
4 Cent
-1 Cent
-5 Cents
13 Cents
19 Cents
EXL has added 32 cents to YTD Q3 Diluted EPS driven mainly by business growth and enhanced
efficiencies coupled with an effective hedging program
114% Y-o-Y Increase in YTD Diluted EPS
Growth of business operations including acquisitions increased EPS by 24 cents
Increase in effective tax rate from -2.1% to 17.5% reduced EPS by 5 cents
Effective hedging program protecting against adverse currency movement
© ExlService Holdings, Inc. 2006-2010 Confidential 31
Cash and cash equivalents Jan 1, 2009
Cash generated f rom operations
Investments Cash and cash equivalents Sep 30, 2010
$112.2$102.6 $102.6
$10.0$45.7
$52.4
$26.2
Effective Capital Deployment
Free cash generated from operations deployed in growth-oriented investments such as delivery
infrastructure and technology applications
Reduction in DSO
Cash generated
from operations
Acquisitions
Capital
Investments
DSO reduction from 69 to 56 days over 7 quarters: Freeing up $5 million of excess cash
Strong cash flows from operations: YTD’2010 inflows $23.7 million
Continually deploying funds to expand our infrastructure for future growth and acquisitions
($ in millions)
$57.4
$5.0
© ExlService Holdings, Inc. 2006-2010 Confidential 32
Effective Risk Management And Compliance
Our systematic approach to FX risk cushions currency risk and puts us at a competitive
advantage in a weak dollar environment
• Focus on mitigating overall profit volatility
• Three year rolling cash flow hedging program
layered to average into forward rates
• FX collars in long-term contracts
• Minimum volume commitments
• Termination penalties
• Transitioning to SEZs
• Geographic expansion
• Corporate structure for effective tax planning
Foreign Exchange Hedging Tax
• 3 seamless integrations in the last 18 months
• Set up integration team with senior executive
oversight
Acquisition Integration
© ExlService Holdings, Inc. 2006-2010 Confidential 33
Agenda
Welcome and Introduction
Vikram Talwar: Executive Chairman10:00 am – 10:15 am
Strategy Update
Rohit Kapoor: President & Chief Executive Officer10:15 am – 10:40 am
Business Growth
Bill Bloom: Executive Vice President, Global Client Services11:05 am – 11:30 am
Financial Overview
Vishal Chhibbar: Chief Financial Officer11:30 am – 11:55 am
Capability Showcase
Rembert de Villa: Global Head of Client Management & Chief Strategy Officer 11:55 am – 12:30 pm
Delivery and Execution
Pavan Bagai: Chief Operating Officer10:40 am – 11:05 am
Lunch 12:30 pm – 1:00 pm
© ExlService Holdings, Inc. 2006-2010 Confidential 34
Innovation and Capability Development
OutsourcingOperations & Process
ExcellenceDecision Analytics
Risk & Financial
Management
Insurance Academy
Sustainable Claims Cost Reduction
Reconciliation Solution – E Track Tool
Fraud Analytics
Sanctions Compliance
Compliance Testing
Optimization
Maximizing Customer
Life Time Value
Marketing Analytics
Solution Suite
Rapid Integration
Transformation Execution
Information Security
Compliance
Next Generation
Analytics CoE
Service Offering Partnership Domain Knowledge
Reconciliation Solution –
E Track Tool
Solvency II Program Execution Support
Transformation
© ExlService Holdings, Inc. 2006-2010 Confidential 35
Capability Showcase
A. Claims Process Optimization
Arnab Dey: Vice President
Client Executive
B. Rapid Integrated Transformation Execution (RITE)
Alex Kloubek: Vice President
Operations and Process Excellence
C. Compliance Testing Optimization
Narasimha Kini: Senior Vice President & Head
Risk and Financial Management
D. Creation of Center of Excellence
Vivek Jetley: Senior Vice President & Head
Decision Analytics
E. Value Recovery Solution
Pavan Bagai: Chief Operating Officer
F. Insurance Academy
Dennis Thomas: Vice President
Client Executive