Envisioning how the business will evolve and mature with

sustained revenue and profitability growth

LATAM Premier v.next

Work in Progress

Last updated on January 13th, 2011

04/15/2023 Working Draft 2

Disclaimer

This is a work in Progress being developed by LATAM Premier.

Implementation will only be executed after proper alignment with the field, proper approvals at the Area level, and correct understanding of necessary details and consequences.

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04/15/2023 Working Draft 3

LATAM

NATIONAL

PREMIERREGIONAL

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Motivations

High cost, low efficiency sales transactions due the excessive customization of offerings (caused mostly by SISR/TSE little prepared for solution selling)

TAMs overloaded by ineffective customer assignment affecting delivery quality, coverage, and CPE

Geographic coverage and resource shortage adding extra load to TAMs

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Growth

Grow the business broadly and profitably Grow and right size our customer

commitments Grow our people by providing clear career path

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GEOGRAPHIC COVERAGE& CUSTOMER FOCUS

Opportunity 1

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TAM/contract assignment issue

Multi/Small sub TAMs always over or under assigned

Multi/Small sub overloaded contracts would combine into single TAM loads

Inappropriate or opportunistic account focus (Small x Large x MSPA)

Priority Opportunity

Drive Satisfaction Consistent Delivery mitigates impact of TAM transitions which occur more frequently in this account segment

• Optimized use of field-based resources focused on fewer, larger customers drives deeper relationship with customer / account team

Win Customers • More Focus on Larger Customers to drive issue prevention and deployment success

• Aggressive focus on Security and Operational Consulting to drive product success – Detect, Document, Escalate

Grow the Business • Right-size our customer commitments by aligning services and field sales opportunity maps to drive gross revenue upside

• Improve delivery efficiency in both large and small account segments to drive down costs and create CM upside

Build World Class Talent • Provide clear career progression from College Hire to Core TAM to Growth Team TAM to Field TAM

• Critical mass in support centers provides increased opportunity for effective mentoring and soft skills development

Opportunities

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Growth Account Team Model Centralized organization at the Premier LATAM level with

concentrated resources in AHQ or low cost geos Deliver service to all Premier Core schedules within Premier

LATAM and select Premier Foundation, Premier Standard 0 and MSPA Plus

Shared customer “ownership” with field SPMs Focus on consistent, efficient, repeatable, delivery of

contracted reactive and proactive services to drive delivery costs down and revenue up

Provides career path for new Hires, Junior and Core TAM roles, while building a consistent knowledge foundation for Premier to build upon

Offers greater differentiation of Premier offerings and corresponding levels of service

Increased opportunity for “right-sizing” discussions, either up or down the offering portfolio as appropriate, with correct assignment of TAM resources per account/offering profile

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Risks / Issues Accounts and countries that fit naturally into this scenario – others will likely need to

be transitioned around key milestones (primarily renewal) over a 6 - 12 month period

CPE risk around:

– TAM transitions

– Move from field to predominantly Support Center based TAM

– Expectations reset to on-target vs. over-delivery

Some subsidiaries may view transition to Growth Team as demotion or loss of control

Field organization may not understand / agree with business drivers for this delivery model – view it as a decrease in service level for their customers (greater risk here due to Tailwind impact on customers)

Need to tune offering stack so that Premier Standard 0 package is also delivered from this model

Support commitment not always aligned with product commitment = Growth and Strategic Opportunities

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Hypothesis: Venezuela Case TAM Management issue Growth not aligned with

TAM coverage Difficulties to have new

head counts Lack of customer focus Delivery quality Customer development

– Very limited contract growth

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Under the regional practice TAM Management

– Appropriate readiness– WHI– Delivery Excellence– Operational Excellence– Opportunities

Focus on local customers– With stretch– Local growth with efficiency

and regional impact– Under utilized TAMs with

cross the boarder customers

– Contract growth

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The Regional Premier View

Model Centralized delivery Remote pooled model Consistent, repeatable

customer experience Higher CPE Higher profitability Revenue stays with

host Core, Foundation,

MSPA, Standard 0

Benefits Local practices can

focus on mid to large contracts

Lower cost, higher DM– Reduced overhead

Higher CPE Total attention, TAM

“always” available Improved customer

experience given better SDP and case hand out

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Transition and Exceptions

Brazil and Mexico are self sufficient Benefit to smaller subs and remote

geographies Transition in and transition out based

on business growth and organizational changes

Replicate good practices like Chile with Orange Badge TAM

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Talking points

Sales and delivery are never in synch– TAMs are always over or under utilized– Attrition constantly inserting added pressure– Transitions are not smooth/transparent– Ramp up is never good enough– Contracts are assigned based on TAM

utilization (not on profile, seniority, segment) All Practices must re-think TAM to

customer assignment criteria– Including current TAM to customer portfolio

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Premier Core

Potential for booming in LATAM National SMS&P Sales team in LATAM TAM assignment is opportunistic

– Core (like BPOS) delivery is challenged Business at risk if we add 3-5 Core in

each of the target geos– Headcount, hiring, ramp up, profiling

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The Transition

Define which existing open heads can be immediately transferred to Regional Premier ? **

Define which (and if) countries and customers are to be transferred to Regional Premier pooled model – Consider overhead, delivery margin,

WHI, CPE, management, opportunity (career)

Working session with Rod/Jennifer** On target practices only

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Operational Model

TAM Potential One TAM for each 28

Premier Core contracts Foundation/Standard

change the mix

Cost/Revenue Model Revenue stays in the

Sub Cost relief based on

actual labor and local rate

3 Premier for BPOS-S 15 Premier Core 3 Foundation/Standard

8 BPOS-S 30 Premier Core 3 Foundation/Standard

Account Potential FY11 Account Growth FY12

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RESOURCE SHORTAGEOpportunity 2

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Sales Excellence

/EPG Pathfinder

Regional SISR/Breadth Opportunities

A New Order in Premier LATAM

Tier 1 Solutions/Expanding Premier

RESOURCES HELPING US GROW FASTER

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The Americas Opportunity

OpsCon

PSfD

BI

Connection

Resources

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Regional by excellence

Principal TAMs– Mentoring, Readiness, Best Practices,

Excellence Premier Delivery Excellence

– Extension to US Premier Best of both worlds