CEB Wealth Management
Building a Digital
Foundation for Wealth
Management
Improving the Client Experience
with Agile Client Onboarding
02 November 2016
Sponsored by
© 2016 CEB. All rights reserved 2
Roadmap for the Webinar
Advisors Are Also
Customers
Firms Need to
Become Agile
Increased Need
for Customer
Centricity
© 2016 CEB. All rights reserved. 3
Failing to Generate Deep Relationships
2%
Unsure
27%
One Specific
Aspect of
Financial
Situation
37%
A Few Areas
of Finances
33%
Entire
Financial
Situation
n = 420.
Source: CEB 2013 Customer Experience Survey.
Note: Pie does not equal 100% due to rounding.
50%
Majority 50%
Less Than
Majority
n = 44.
Source: CEB 2014 Advisory Experience Diagnostic.
Level of Guidance Received from Primary
Financial Advisor
Percentage of HNW Clients, Global
Percentage of Clients with a Majority of Their
Household Investable Assets at the Firm
Wealth Management Executive Assessment, Global
© 2016 CEB. All rights reserved. 4
A More Crowded Field
Use of Financial Institutions for Personal Financial Guidance
Percentage of HNW Clients, Global, 2016
HNW Clients Consulting Four or More Financial Institutions for Personal Financial Guidance, by Age Cohort
Percentage of HNW Clients, Global, 2016
n = 315.
Source: CEB 2016 HNW Client Experience Survey.
Percentage of HNW Clients
Consulting Two or More Financial
Institutions for Personal Financial
Guidance
69%
0%
15%
30% 28% 27%
12%
Gen Y Gen X Boomers
n = 315.
Source: CEB 2016 HNW Client Experience Survey.
© 2016 CEB. All rights reserved. 5
Questionable Loyalty to Firm
HNW Clients’ Likely Action if Their Primary Wealth Management Advisor Were to Leave His or Her Current Firm
Percentage of HNW Clients, Global, 2016
HNW Clients’ Likelihood to Change their Primary Wealth Management Firm in the Next 12 Months
Percentage of HNW Clients, Global, 2016
21% Somewhat Easy
32% Easy or Very Easy
7% Difficult or Very
Difficult 13%
Somewhat Difficult
27% Neither Easy or
Difficult
2% Almost Certain
5% Very Likely
16% Moderately Likely
26% Slightly Likely
51% Not at All Likely
n = 318.
Source: CEB 2016 HNW Client Experience Survey.
n = 318.
Source: CEB 2016 HNW Client Experience Survey; Note: One-percent of HNW clients reported that they would stop working with a wealth management advisor.
n = 318.
Source: CEB 2016 HNW Client Experience Survey.
Work with a New Advisor at
the Current Firm
Work with the Same
Advisor at a New Firm
Work with a New Advisor
at a New Firm
49% 30% 20%
HNW Clients’ Assessment of the Difficulty of Switching
Their Primary Wealth Management Providers
Percentage of HNW Clients, Global, 2016
© 2016 CEB. All rights reserved. 6
More Digital, Less Loyal
0%
35%
70%
26%
38%
50%
Clients Consulting Three or More Financial
Institutions for Personal Financial Guidancea
Average Client Wallet Share Held with
Primary Wealth Management Firm
n = 703.
Source: CEB 2016 Digital Experience Survey.
aClients were asked how many how many total financial institutions provide them with personal financial advice (e.g., investment advice, financial planning).
n = 703.
Source: CEB 2016 Digital Experience Survey.
Low Low Medium Medium High High 0%
35%
70% 67%
59% 55%
Level of technology savviness is determined by the total number of devices an individual owns and the number of activities (e.g., “research new
products before I buy”) he or she regularly completes using a smartphone, tablet, or computer.
Technology Savviness Technology Savviness
© 2016 CEB. All rights reserved. 7
A Digital World
Device Ownership
Percent of High-Net-Worth Individuals
n = 1,148.
Source: CEB 2016 Digital Experience Survey.
31% 68%
77% 89%
Smartphone Laptop, notebook, or netbook
Tablet
Technology devices
that you wear
© 2016 CEB. All rights reserved. 8
Challenging Incumbents
Source: CEB analysis.
versus
“We’ve become a commodity industry where each of us differentiates using a very high cost, hopefully very
high value-add distribution system. Every other industry where that’s been true in the last 20 years has
been “Amazoned.” I can’t see how that could happen to us — I can’t figure out how it would happen —
but I can’t imagine it not happening.”
Head of Wealth Management
North American Firm
© 2016 CEB. All rights reserved. 9
Digital Demand on the Rise
HNW Clients’ Preference for Using the Online or Mobile Channel a to Conduct Each Interaction at Primary
Wealth Management Firm
Percentage of HNW Clients, Global, 2013 and 2016
n = 417 (2013), 356 (2016).
Source: CEB 2013 and 2016 HNW Client Experience Survey. aOther channel options were in person (face-to-face), over the phone, and through the mail or postal service.
56% 55%
0
40%
27% 26%
11%
68% 67%
57%
49%
41% 42%
24%
0%
35%
70%
AccessAccounts,
Products, andServices
Access Newsand Insights on
FinancialMarkets
Track ProgressToward My
Financial Goals
Trade Stocks,Bonds, Mutual
Funds, or OtherInvestments
PurchaseAdditionalAccounts,
Products, andServices
Get Help With aSimple QuestionAbout Personal
Finances
Obtain FinancialGuidance (e.g.,
RetirementPlanning)
2013
2016
N/A
© 2016 CEB. All rights reserved. 10
Focusing on Client Centricity
Top Five Statements That Best Describe Firms’ Digitalization Strategya
Percent of Wealth Management Business Leaders
n = 61.
Source: CEB 2016 FS Business Executives Survey. aRespondents could select up to three statements from a list of nine.
“Simplicity is winning today. End clients are drowning in information and features, and they’re crying for
simplicity. They’re embracing streamlined, efficient simplicity in the digital environment.”
Senior Executive
North American Technology Solutions Provider
26%
31%
34%
34%
38%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Delivering a Frictionless Customer Experience
Using Data and Analytics
Integrating Internal Systems/Processes
Providing Personalized Online Experiences
Improving Customer Access
© 2016 CEB. All rights reserved 11
Roadmap for the Webinar
Advisors Are
Also Customers
Firms Need to
Become Agile
Increased Need
for Customer
Centricity
© 2016 CEB. All rights reserved. 12
Holistic High Performers Use More Tech
Technology Use by High and Core/Low Holistic Advisors
Percentage of Advisors at Each Performance Level, 2015
n = 653.
Source: CEB 2015 Advisor Competency Diagnostic.
Note: Core/Low and High Holistic Performers were determined by manager evaluations on six specific competencies focused on holistic advice.
Never Constantly
40%
20%
20%
High Holistic Advice Performance
Core/Low Holistic Advice Performance
Average Technology Use
Composite measurement
combining each advisor’s use
scores across all technologies
Distribution of Average
Technology Use Score by
Holistic Performance Group
Pe
rce
nta
ge o
f A
dvis
ors
Wit
hin
Ea
ch
Gro
up
Average Technology Use
© 2016 CEB. All rights reserved. 13
Growth in Robo-Advice
Robo Advisors Proliferating
Source: Google, CEB Analysis.
Google Search Volume for “Robo Advisor”
Monthly, Indexed
“Big Banks Try to Beat
‘Robo Advisors’ by
Joining Them”
CNBC
“Robo Advisors Take on Wall Street”
Barrons
“Attack of the Robo Advisors”
FinancialPlanning.com
2013 2014 July 2016 2015 2016
Partial List of Established Firms Offering or Developing Robo Capabilities
© 2016 CEB. All rights reserved. 14
Update HNW Digital with Robo Elements
Source: CEB Analysis.
Wealth Firms Robo Advisors
Intuitive, Digital Financial Planning
Tools Are Table Stakes
Integrated Planning
and Online Access
Incorporate Planning Capabilities on the
Portal
Provide Free Aggregation
for a Large User Base
Account
Aggregation
Add or Enhance Account
Aggregation Capabilities
Open and Fund Accounts Quickly
and Efficiently Rapid Onboarding Tap BPM, ECM, and e-Signature
Offer Real-time Reporting
on Simple Goals Real-Time Reporting
Refine Reporting Capabilities for
Online Access
© 2016 CEB. All rights reserved. 15
Web Site Experience
Q: Overall, How Would You Rate the Quality of the Client Experience at Your Firm with Website and Client Portal
Capabilities?
Percentage of Wealth Management Executives Selecting “Very Good” or “Excellent”, 2016
n = 116.
Source: CEB 2017 Wealth Management Agenda Poll.
32%
35%
38%
41%
42%
42%
46%
46%
0% 25% 50%
Applicability of Online Capabilities to Interactions withAdvisors
Overall Quality of Online Experience
Usefulness of Online Capabilities in Making FinancialDecisions
Ease of Executing Transactions Online
Quality of Online Account Aggregation Capabilities
Quality of Financial Management Tools
Ease of Monitoring Investment Performance Online
Accuracy of Real-Time Reporting Online
© 2016 CEB. All rights reserved. 16
New Model Drives Broader Advisor Technology Use
n = 653.
Source: CEB 2015 Advisor Competency Diagnostic.
Percentage of Advisors Using Each Technology “Frequently” to “Constantly,” 2015
69%
57% 54% 53%
45%
39%
35%
29%
19%
42% 45%
49%
31% 29%
46%
17%
23%
12%
0%
35%
70%
CRM PortfolioManagement
ClientReporting
FinancialPlanning
ManagedAccount
Platforms
SecuritiesProcessing
TrustAccounting
ECM BPM
Solutions-Based Sales Model Transactions-Based Sales Model
© 2016 CEB. All rights reserved. 17
Mixed Ratings for Technology Effectiveness
n = 203 (BPM); 201 (ECM); 214 (CRM); 202 (client reporting); 193 (trust accounting); 203 (managed account platforms);
218 (financial planning); 205 (portfolio management); 190 (securities processing).
Source: CEB 2015 Advisor Competency Diagnostic.
.
Percentage of Market Managers Indicating Technology is “Effective” or “Very Effective,” 2015
20%
23%
29%
33%
39% 41%
46% 47%
53%
0%
30%
60%
BPM ECM CRM ClientReporting
TrustAccounting
ManagedAccount
Platforms
FinancialPlanning
PortfolioManagement
SecuritiesProcessing
© 2016 CEB. All rights reserved. 18
Regulators Add an Additional Layer of Complexity
Key Regulations Directly or Indirectly Impacting Wealth Management Firms Worldwide
RDR
Retail
Distribution
Review
(UK Only) Dodd-Frank
FOFA
Future of
Financial
Advice
CRM2
Client
Relationship
Model Phase Two
MIFID (II)
Markets in
Financial
Instruments
Directive
DOL
Fiduciary
Standard
2006… 2010 2013 2016… 2016 2018
Scope
Australia Canada EMEA
Source: CEB analysis.
US
© 2016 CEB. All rights reserved. 19
Automation Technology Frees Up Valuable Advisor Time
Source: CEB analysis.
.
Integration of Automation Technology to Focus on Advisor Capacity on Advice Delivery
Illustrative
High
Low
Time
Share
of T
ota
l A
dvis
or
Tim
e S
pent on E
ach
Type o
f A
ctivity
Advisor time spend on
services and compliance
activities continues to grow,
leaving less capacity for
advice delivery.
Automation technologies
dramatically decrease
advisor time spend such
as service and
compliance while
increasing capacity for
advice delivery.
© 2016 CEB. All rights reserved 20
Roadmap for the Webinar
Advisors Are Also
Customers
Firms Need to
Become Agile
Increased Need
for Customer
Centricity
© 2016 CEB. All rights reserved. 21
The Role of Technology Has Changed
CEO Ranking of Technology as a Business Driver
6th 1st
Personal Channels Multichannel
Digital Channels
“Personal Only” Customer Digital Usage
Percentage of “Personal-Only” Customers,
Global, 2015
88%
Own a
Smartphone
or Tablet
90%
Use Social
Media n = 1,146.
Source: CEB 2015 Customer Experience Survey.
n = 1,653. Source: CEB 2013 Customer Experience Survey.
Channel Preferences
Percentage of Banking Customers in Each Category,
North America, 2015
23% 23% 55%
“BBVA will be a software company in the
future.”
Francisco Gonzalez CEO, BBVA
2004 2013
Source: CEB analysis.
© 2016 CEB. All rights reserved. 22
Onboarding a Top Priority
Importance of Technology Priorities to Company’s Business Strategy in Next 6–12 Months
Percentage of Responses, 2015
n = 26.
Source: CEB 2015 Wealth Management Technology Agenda Poll.
Note: Respondents ranked importance on a 5-point scale (5 = Extremely Important and 1 = Not at All Important). The graph shows the percentage of respondents
who selected importance of that issue as 4 or 5 on the scale.
23%
23%
31%
38%
42%
69%
69%
69%
73%
73%
81%
85%
88%
0% 50% 100%
Developing/Enhancing the Vendor Oversight Process
Enhancing Social Media Compliance, Engagement, and Adoption
Responding to Disruptive Competition
Applying Data to Actionable Analytics
Adopting Cloud Technology and Solutions
Enhancing Digital Channels to Complement the Advisory Experience
Aggregating Client Data from Inside and Outside Your Institution
Developing Mobile Technology Solution/Platform for Advisors
Assessing/Defining Strategies for Core Platforms
Integrating Core Advisor Desktop Components for Productivity
Upgrading Client Reporting Content and Access
Responding Strategically to Industry Regulation
Improving Client Onboarding from Front to Back Office
© 2016 CEB. All rights reserved. 23
Room for Confidence Improvement
Confidence in Ability to Execute Technology Priorities in Next 6–12 Months
Percentage of Responses, 2015
n = 26.
Source: CEB 2015 Wealth Management Technology Agenda Poll.
Note: Respondents ranked importance on a 5-point scale (5 = Extremely Important and 1 = Not at All Important). The graph shows the percentage of respondents
who selected importance of that issue as 4 or 5 on the scale.
27%
46%
46%
46%
54%
58%
62%
62%
65%
65%
65%
69%
77%
0% 40% 80%
Enhancing Social Media Compliance, Engagement, and Adoption
Applying Data to Actionable Analytics
Adopting Cloud Technology and Solutions
Aggregating Client Data from Inside and Outside Your Institution
Responding to Disruptive Competition
Integrating Core Advisor Desktop Components for Productivity
Developing/Enhancing the Vendor Oversight Process
Upgrading Client Reporting Content and Access
Enhancing Digital Channels to Complement the Advisory Experience
Developing Mobile Technology Solution/Platform for Advisors
Improving Client Onboarding from Front to Back Office
Assessing/Defining Strategies for Core Platforms
Responding Strategically to Industry Regulation
© 2016 CEB. All rights reserved. 24
Clients Setting a New Pace of Rapid Change
Drivers of Growing Importance of Technology Project Speed
Percent of FS Firms, 2015
23%
18% 17%
16% 15%
11%
0%
5%
10%
15%
20%
25%
Quickly ShiftingClient Preferences
Innovation fromCompetitors
Increase inRegulation
Fast EvolvingTechnologies
IncreasingBusinessDemands
Reporting andAnalytics Needs
n = 645.
Source: CEB 2015 FSI Technology Survey.
“We spent two million dollars with _______ Consulting to develop a technology roadmap. What we got for that investment
was one clear lesson—don’t do it. Client demand changes too fast. Technology changes too fast. We’ve probably never
heard of the technology that will be at the heart of our client service platform five years from now.
All we can do is respond faster to keep up.”
Head of Wealth Management
North American Financial Institution
Client Demand Change
Competitive Change
Reporting and Internal Change
© 2016 CEB. All rights reserved. 25
The Standard Technology Management Process
Technology Value Delivery Path Key Workflows Listed Under Each Stage
Idea Value
Planning
Approve Resource Design
Implementation
Develop Support
■ Assess project proposals
and business cases
■ Manage technology
inventory
■ Manage security
operations
■ Evaluate new
technologies
■ Manage technology
lifecycle
■ Manage the project
prioritization process
■ Manage the IT budget
■ Manage and forecast
project resources
■ Gather business
requirements
■ Assess current state IT
environment
■ Design the solution
■ (Re-)design business
processes and workflows
associated with the
solution
■ Develop and deploy RFPs
to vendors
■ Select vendors
■ Manage projects
■ Build applications
■ Integrate applications
■ Manage quality assurance
and testing
■ Manage security
operations
■ Manage and refresh
systems and technology
■ Manage IT vendors
■ Manage third-party risks
■ Drive reuse and standards
adherence
■ Manage employee
adoption
■ Manage user awareness
■ Manage organizational
change
■ Measure IT performance
(govern IT services)
Source: CEB analysis.
© 2016 CEB. All rights reserved. 26
Business Lines Bypassing Planning
48% Yes
Technology Spending Owned by Business Partners, in addition to the CIO’s Budget
Business Partner Willingness to Trade off Cost,
Quality, and/or Functionality for Speed
Percentage of Business Partners
52% No
n = 3,681 business partners across 17 business functions
and five seniority levels.
Source: CEB 2015 IT Clock Speed Survey.
Source: CEB Annual Budget Benchmarking; CEB Functional Budget Benchmarking; CEB analysis.
0
0.7
0
0.7
1.4
IT Budget Business-led Technology Spending
0.4x
1x
17
85% Planning Stall Points
Breakdown of Top 20 Technology Project Stall Points
By Rank
15% Implementation
Stall Points
n = 497 respondents from 294 organizations.
Source: CEB 2015 IT Clock Speed Survey.
Methodology: CEB surveyed IT staff in almost 300 organizations to determine the barriers to technology
speed across 47 steps in 11 categories, such as ideation, approval, design, development, and
integration.
© 2016 CEB. All rights reserved. 27
The New Approach: Agile Planning
17
0
30
60
The Impact of Implementation and Planning as Components of the Speed to Value Curve
Indexed Values, FS Firms
n = 269.
Source: CEB 2015 FSI Technology Survey.
Methodology: CEB grouped a series of approaches gathered from technology executive survey respondents into planning and implementation. CEB then
modeled the impact of these grouped approaches using a regression analysis with controls.
To
tal
Sp
ee
d t
o V
alu
e
Executives who focus on
planning realize 2.5 times
greater impact for the same
project speed.
0 100
Component Speed
Planning Implementation
50
17
43
© 2016 CEB. All rights reserved. 28
Digital Transformation Pitfalls
17
Average Advisor
Competency Rating
# 1. Being
Accessible
to Clients
# 43. Engaging
Clients and
Prospects Through
Multiple Channels
Executive Viewpoint
“I Have a Clear
Understanding of
How Digitalization
Applies to My
Organization.” 35%
“Most of Our
Employees
Understand Our
Approach to
Digitalization.” 20%
Executive Viewpoint
11% “Our Client-Facing
Technology to Enhance
the Advisory Experience is
Effective.”
n = 209 FSI business leaders.
Source: CEB 2016 Digital Enterprise
Survey.
n = 44 firms.
Source: CEB 2014 Advisory Experience
Diagnostic.
n = 653 advisors.
Source: CEB 2015 Advisor Competency
Diagnostic.
Strategy Capability Delivery
© 2016 CEB. All rights reserved. 29
Key Takeaways
Source: CEB analysis.
Clients are becoming less loyal, with most wealth clients having relationships with
multiple wealth management firms. What makes matters worse is that clients are
becoming more digital, and the more digital the client, the less loyal they become, so
firms have to focus on improving the digital experience by becoming customer centric.
Advisors are customers too, however, and they are also becoming much more
technologically savvy. In order to arm them with the tools necessary to capitalize on
what little time they have to meet client needs in an ever more complex environment,
firms need to quickly provide them with a digital experience that is going to meet these
needs.
Firms realize this need and have prioritized onboarding to compete with emerging
threats and comply with changing regulations, but they may be focused too much on
either long term projects or limited implementation. By involving the right partners early
in the process and by using agile solutions firms can approach technology in an
iterative manner and thus use actual data to constantly improve their offering to clients
and advisors.
Building a Digital Foundation for Wealth Management: Improving the Client Experience with Agile Onboarding
Agreement Express | Onboarding Automation Software
MIKE GARDNER CEO – Agreement Express
31
Mike Gardner is the CEO of Agreement
Express, the leading customer onboarding
platform for the financial services industry.
As a 20-year veteran of the software industry,
Mike has evolved Agreement Express into a
platform trusted by top institutions such as
National Bank of Canada, Global Payments,
Questrade, M&T Bank, and many more.
Agreement Express | Onboarding Automation Software 32 32
What Is Client Onboarding?
ONBOARDING PROCESS
SALES & MARKETING
Data Capture
QA & Review
Compliance & Analysis
Processing & Approval
SYSTEM OF RECORD
Agreement Express | Onboarding Automation Software
Onboarding affects every area of
the Client/Advisor experience.
33
QA & Review
Compliance & Analysis
Processing & Approval
33
Agreement Express | Onboarding Automation Software
Let’s talk about onboarding.
34
“[Onboarding] is primarily task-driven, paper-based, and administrative in nature, which results in advisors and support teams wasting valuable time on highly manual tasks such as repetitive entry of client data.” — Accenture
5
Agreement Express | Onboarding Automation Software
POLL: How are you planning on solving the onboarding problem?
35
A) Scoping a BPM project
B) Focusing on one piece (e.g., New Account Wizard)
C) Still in the research phase
D) We’re happy with our onboarding process
6
Agreement Express | Onboarding Automation Software 36
There are 2 big problems with client
onboarding projects.
7
Agreement Express | Onboarding Automation Software 37
1) Narrowing the scope of your project
8
New Account Opening
You Can’t Solve Just One Part of the Problem Use-Case Centric Transformation
9
New Account Opening
Account Transfers
Private Placements
KYC Updates
… And Everything
Else
You Can’t Solve Just One Part of the Problem Client/Advisor-Centric Transformation
10
Agreement Express | Onboarding Automation Software 40
2) Betting on a massive BPM project
11
Agreement Express | Onboarding Automation Software 41
The present is hard. The future is impossible.
You can’t scope your project to predict ALL the exceptions
You can’t perfectly predict all the ways your advisors and clients will behave
12
Agreement Express | Onboarding Automation Software 42
Predicting Desire Paths Is Hard
13
Agreement Express | Onboarding Automation Software 43 43
Agreement Express | Onboarding Automation Software
Large BPM Projects: • Expensive
• Slow
• Rigid
• High Risk
15
Agreement Express | Onboarding Automation Software 45
Agile Client Onboarding
Agile Client Onboarding
16
Agreement Express | Onboarding Automation Software 46
Meaningfully transforms the whole experience
Gives you value from day one
Generates data that tells you where you need to
iterate and develop
Agile Client Onboarding
Agile transformation is the only practical way to impact the whole experience.
Agreement Express | Onboarding Automation Software
Rules for Building an Agile Framework
19
1) Determine who you want to impact
2) Cover the whole experience (or as much as possible)
3) Start and make a difference today, not next year
4) Iterate based on real data (discover the desire paths)
19
Agreement Express | Onboarding Automation Software
Who Do You Want to Impact?
49
To define the problem, start by determining who is going to
be the center of your impact.
Clients, advisors, back office? Whichever it is, you need to
meaningfully transform their whole experience.
20
Agreement Express | Onboarding Automation Software 50
New Account Opening
Account Transfers
Private Placements
KYC Updates
…And Everything
Else
How You View the Client/Advisor Experience
21
Agreement Express | Onboarding Automation Software 51
The Experience
How Your Client/Advisor Views It
22
Agreement Express | Onboarding Automation Software
Make an Impact Today, Not Next Year
52
Get out of the software business
Choose software that allows you to activate today
Complex integrations and workflow processes
aren’t as urgent as you think
23
Agreement Express | Onboarding Automation Software
Once you start using agile onboarding software,
you need to make continual iterations using real
business data, not speculation.
53 24
If you’re not even in the race, you’re just
falling further behind.
Agreement Express | Onboarding Automation Software
Agile Onboarding with Agreement Express
56
“Day one” functionality
Flexibility to capture the stuff you can’t predict
Covering the “whole experience”
Ability to observe data, and iterate
27
Agreement Express | Onboarding Automation Software 57
Day One Functionality
Keep all your
transactions + cases in
one central, searchable
place
28
Agreement Express | Onboarding Automation Software 58
Day One Functionality
Drag and drop any type
of file you need
29
Agreement Express | Onboarding Automation Software 59
Day One Functionality
Progress all types of
applications from the
desktop, even paper scans
Drag and drop “ink”
digital signature
30
Agreement Express | Onboarding Automation Software 60
Covering the Whole Experience
Initiate “more” of the experience
31
Agreement Express | Onboarding Automation Software 61
Covering the Whole Experience
Initiate and complete
everything from KYC
updates to opening new
accounts, to account
transfers
32
Agreement Express | Onboarding Automation Software 62
Discover the Desire Paths
Full, automated audit
trail of every client
onboarding step
33
Agreement Express | Onboarding Automation Software 63
Iterate Using Data
34
Agreement Express | Onboarding Automation Software 64
The data that says “Incorrect SSN”
is the most common NIGO culprit
Iterate Using Data
35
Agreement Express | Onboarding Automation Software 65 36
Agreement Express | Onboarding Automation Software 66
Configure “Double Entry” to
eliminate the SSN problem
37
What about my forms?
What about my data?
What about legacy system integration?
These questions are all about designing the “perfect path”. This is how projects get
delayed for months or years.
Agreement Express | Onboarding Automation Software
Agile client onboarding is about setting the direction today. Build the perfect path as you go.
Agreement Express | Onboarding Automation Software
You can make meaningful digital transformation today with agile client onboarding.
44
Questions?