Private Securities Litigation Reform Act of 1995 Safe Harbor for Forward-Looking Statements
This presentation contains forward-looking statements based on current expectations that involve a number of risks and uncertainties. The forward-looking statements are made pursuant to safe harbor provisions of the Private Securities Litigation Reform Act of 1995. A discussion of these forward-looking statements and risk factors that may affect them is set forth at the end of this presentation. The company assumes no obligation to update any forward-looking statement in this presentation, except as required by law.
2
Welcome
John Kraft
VP, Investor Relations & Strategic Analysis
3
Launching a New ACI
Odilon Almeida
President & CEO
4
ACI Assessment
Strengths
Large, dynamic and growing market
Blue chip customers and mission- critical products
R&D center of excellence
Successful track record of value creation through M&A
Areas for Improvement
Profitable organic growth
Go-to-marketexecution
Predictability
Simpler story and operating model
5 5
Key Message for Today
ACI is a Significant
Value Creation Opportunity
▪ Continuous
▪ A more
▪ Step-change
▪ A simpler
profitable
predictable
value
story
organic
business on
creation with
growth
an annual
M&A
basis
6
Today's Agenda
Fit for Growth
Tony Dinkins, Chief Human Resources Officer
Al Monserrat, Chief Revenue Officer
Focused on Growth
Jeremy Wilmot, Chief Product Officer
Eve Aretakis, Chief Technology Officer
Step-Change Value Creation
Craig Maki, EVP, Corporate Development
Panel Discussion
Barclays Payments, Mastercard, Federal Reserve Bank
Simplifying Our Story
Mike Braatz, Chief Strategy & Marketing Officer
Long-Term Outlook
Scott Behrens, Chief Financial Officer
Closing Comments
Odilon Almeida, President & CEO
Q&A
7
FitWelcomefor Growth
Tony Dinkins
Chief Human Resources Officer
8
We are moving from 2 business units to a more efficient functional organizational model
Old ACI
New ACI
CEO
CEO
ACI On Demand
ACI On Premise
Product
Commercial
Product
Technology &
Development
Management
Operations
Product
Sales
Product
Ops
Sales
Ops
▪Redundancies in Sales, Product
▪Simpler, more nimble and agile
Management and Operations
9 9
9
We are making a step-change in organizational simplification
Flat, delayered structure
Leaders closer to front line
Eliminate redundancy
Fewer managers, more individual contributors
Old ACI
New ACI
Manager
Individual Contributor
10 10
10
The ACI team is more efficiently deployed
Impact
From
To
Layers reduced
8
5
Span of control
6
8
Managers to frontline ratio
1:6
1:7
Directors and above
7%
6%
11 11
The new organizational design results in $35M annual savings
$35M savings in 2021
Eliminated redundant costs
Streamlined management layers
Redefined key organizational processes
12 12
We are rationalizing office space based on expected demand, delivering an additional $4M of savings
▪ Closing or right-sizing 40% of offices
From
To
Improves office utilization to 85+%
Headquarters downsized by half and moved to Miami
# offices
56
39
Square footage
870K
680K
Headquarters
Naples
Miami
50K ft2
26K ft2
Flexible work environment
13 13
Fit for Growth
Al Monserrat
Chief Revenue Officer
14
We are reinvesting $35M to drive growth in the new ACI
Focused investment
New Commercial
Increased investment
in high-growth areas
organization
in sales and marketing
with greatest return
15
We are investing to increase sales capacity
25%35%
increase in sales and
increase in sales
marketing investment
"feet on the street"
aligned with product strategy
16
We are flattening the Commercial organization to decrease levels between CEO and sales reps
From
To
▪ Increased speed of decisions
Layers
8
5
▪ Improved communication
▪ More sales reps, fewer
managers
17 17
Commercial teams will be organized by geography and customer segment
▪ Improved local execution
▪ More consistent message
▪ Leverage ACI brand and strengths
18 18
Sales investment is prioritized based on the intersection of geography, segment and solution
Solution
Geography
Improved investment prioritization and ROI
Highly targeted marketing
More efficient people allocation
Segment
19 19
We are creating a focused, best-in-class sales organization
Growth
New
Retain
Monitor
Sales
and Expand
Grow pipeline and
Increase bookings
Deliver high
Optimize execution
accelerate closing of
and revenue from
customer satisfaction;
through business
deals
new sales
increase adoption
intelligence and
and retention
predictive analytics
20
Sales efficiency and productivity will improve through focus, discipline and analytics
Compensation
Opportunity
Back-office
Sales performance
or incentives
identification
optimization
management
and prioritization
21
We will become a trusted advisor to our customers
From
To
Pricing
Cost
Value
Customer engagement
At renewal
Ongoing nurture
Account planning
Reactive
Proactive
Sales approach
Product-centric
Customer-centric
Relationship
Tactical
Strategic
22 22
We are aligning Sales and Marketing strategy with Product strategy
Alignment results in
19%
15%
MarketingSales
*
*
faster
higher
revenue growth
profitability
Product
*SiriusDecisions Summit '19, Keynote, Marisa Kopec, VP of Innovation and Product Management, Research Fellow
23
Focused on Growth
Jeremy Wilmot
Chief Product Officer
24
We are focusing our investments in areas that will yield double-digit growth
Real-Time
Global
Emerging
Payments
Merchants
Markets
Global banks and central
Large, sophisticated
High-growth countries in
infrastructures
global merchants
emerging markets globally
25
ACI is well positioned to take advantage of growing real-time payment volumes
184
billion
transactions*
double-digit
annual growth
Market Size
How ACI Will Win and Grow
Connect banks
▪ Cross-sell to large existing
to real-time
customer base of global banks
Power central
▪ Targeting countries investing in real-
infrastructures
time rails
Enrich offer with
▪ Services like Request-to-Pay drive
value-added services
real-time adoption
* Annual real-time(account-to-account) transactions in ACI target markets globally
26 26
ACI solutions help global merchants grow and capitalize on the digital transformation of commerce
80
billion
transactions*
double-digit annual growth
Market Size
How ACI Will Win and Grow
Secure eCommerce▪ 300+ payment methods and multi-layered fraud management for global merchants
Omni-Commerce
▪ Flexibility and acquirer independence for
global merchants
Global Acquirers and
▪ Extend ACI reach to small and medium
merchants through global acquirers and
Merchant Processors
processors
* Annual global eCommerce transactions in target markets
27 27
We are increasing our focus and investment in Emerging Markets
How ACI Will Win and Grow
2x
Africa
▪ Real-timecross-sell
growth rate
Asia
of mature
▪ Issuing and Acquiring
markets
Latin America
▪ Large merchants
Middle East
Market Growth
28 28
Focused on Growth
Eve Aretakis
Chief Technology Officer
29
We will protect and grow our large, global Issuing and Acquiring business
1.4
How ACI Will Win and Grow
trillion
transactions*
Protect and grow retail banking franchise
Modernize payments infrastructure and migrate to the cloud
Cross-sellreal-time, acquiring, fraud management
mid-single-digit annual growth
Market Size
Focused new
▪ Increased sales resources in emerging
markets
logo opportunities
▪ Cloud-first solutions
* Annual global card issuing and acquiring transactions
30 30
We will protect and grow our large Bill Payments business
How ACI Will Win and Grow
15
billion
transactions*
mid-single-digit annual growth
Market Size
Double down
▪ Utilities, Credit, Higher Education,
on key verticals
Insurance
Increased sales
▪ Doubling sales resources in target
coverage
verticals
▪ Student portal
End-to-end solutions
▪ Disbursements
▪ Subscriptions
Innovation
▪ Mobile bill presentment
▪ Delay my payment
* Annual U.S. direct bill payment transactions in target verticals
31 31
Platform consolidation will drive cost synergies and enhanced capabilities
Single Biller Platform
Combining the best of ACI and Speedpay platforms
Converging Digital Commerce Platforms
Integrated omni-commerce solution
32 32
We are accelerating the digital transformation of payments
Open
Cloud
▪
Open source
▪ Flexible cloud
deployment
▪ Microservices
▪ Microsoft
▪
APIs
Digital
partnership
Payments
Transformation
Last mile
▪ Shared endpoints
Rapid endpoint creation
33 33
Step-Change Value Creation
Craig Maki
EVP, Corporate Development Officer
34
We will use acquisitions and divestitures to unlock step-change value creation
Cloud capabilities and value-added services in Real-Time,Acquiring and
Omni-Commerce
Divestiture opportunities
35
Real-Time Payments
Panel Discussion
Jeremy Wilmot
Moderator
Rob Cameron
Stephen Grainger
Tim Boike
CEO
EVP, Cross-Border
VP, Industry Relations
Barclays Payments
Services
& Engagement
Mastercard
Federal Reserve Bank
36
Simplifying Our Story
Mike Braatz
Chief Strategy & Marketing Officer
37
38
The ACI brand now has a simpler message
ACI Worldwide is a global software company
that delivers mission-critical
real-timepayment solutions to corporations.
39 39
Serving customers is the focus of our story
Customers use our proven, scalable solutions to process and manage digital payments, enable omni-commercepayments, present and process bill payments, and manage fraud and risk.
We combine our global footprint with local presence to drive
the real-time digital transformation of payments and commerce.
40 40
Our proven, scalable and secure solutions address specific customer needs
Customer
Process and
Enable omni-
Present and
Manage fraud
Needs
manage digital
commerce
process bill
and risk
payments
payments
payments
Our
▪ Issuing
▪ Secure
▪ Bill Payments
▪ Fraud
Solutions
▪
Acquiring
eCommerce
Management
▪ Omni-Commerce
▪ Real-Time
Payments
▪ Digital Business
Banking
41 41
ACI serves the largest corporations in payments, and has market reach to all players
Global
Merchants
Large
Small & Medium
Acquirers
Merchants
Large
Banks
Large
Small & Medium
Processors
Banks
Billers
42 42
Our brand has been updated and modernized
43 43
Long-Term Outlook
Scott Behrens
Chief Financial Officer
44
ACI's portfolio includes both double-digit and
single-digit growth solutions
Aggressively Grow
Protect and Grow
Double-digit growers
Single-digit growers
▪ Real-Time Payments
▪ Issuing and Acquiring
▪ Global Merchants
▪ Bill Payments
▪ Emerging Markets
45 45
We have identified significant cost-savings
Cost Savings
2021
2022
Fit for Growth
$39M
$39M
Focused on Growth
$21M
$36M
Total Savings*
$60M
$75M
Reinvestment and Improved Profitability
2021
2022
Sales & Marketing
$20M
$20M
R&D
$10M
$15M
Improved Profitability**
$30M
$40M
Total
$60M
$75M
*Represents savings generated from organizational simplification, office
** Permanently replaces $30M of temporary COVID-related cost savings achieved in 2020
consolidation and R&D rationalization. Requires estimated $60-65M of one-
time expenses; 2/3 opex and 1/3 capex
46 46
Our plan will continue to use cash in three ways
Reduce
Stock
Accretive
debt
buy-back
M&A
47 47
What to expect going forward
From
To
Financial Reporting
2 P&Ls
1 P&L
Customer Segments
4
3
Bookings Metric
Total Contract Value
Annual Recurring
Revenue
Growth Focus
Lumpy non-recurring
Predictable Recurring
license fees*
Revenue
* We will gradually move contracts from lumpy non-recurring license fees to annual recurring license fees.
48 48
Recurring revenue growth will become our most important KPI
Recurring revenue is customer-centered and the market trend
We will gradually move contracts from lumpy non-recurring license fees to annual recurring license fees
Makes the business more predictable
This will improve the health of the business
49 49
We are updating our long-term outlook with an emphasis on recurring revenue
Mid to high-single-digitrecurring revenue growth
Mid-single-digitorganic revenue growth
Gradually improve adjusted EBITDA margin
Step-changevalue creation through M&A investments and divestitures
Target leverage ratio of 2.5x net debt/EBITDA
50 50
We will balance growth and profitability in creating long-term shareholder value
ACI On Demand Segment
Total Company
Rule of 401
Rule of 402
~40%
~19%
~2%
2017
2019*
~32%
2019*
3-year Target
1Rule of 40 equals AOD segment revenue growth + AOD segment net adj. EBITDA
2Rule of 40 equals total company organic revenue growth + net adj.
margin, which excludes pass through interchange revenue and corporate overhead
EBITDA margin, which excludes pass through interchange revenue
*Represents full year 2019 and is pro forma and inclusive of Speedpay acquisition
51
51
Closing Remarks
Odilon Almeida
President & CEO
52
ACI is a Significant Value Creation Opportunity
Continuous profitable organic growth
A nimble, agile and fit for growth organization under empowered leaders
A best-in-class sales process and structure
Focus behind growing mission-critical solutions, segments and geographies
We will achieve the Rule of 40*
*Rule of 40 = Organic revenue growth plus net adjusted EBITDA margin, which excludes pass through interchange revenue
53
ACI is a Significant Value Creation Opportunity
A more predictable business on an annual basis
Recurring revenue growth, our most important KPI
Gradually transition from lumpy non-recurring license fees to
annual recurring license fees
Operational discipline, our internal language
54
ACI is a Significant Value Creation Opportunity
Step-changevalue creation with M&A
Accretive investments and divestures will drive step-change value creation
ACI has a good track record in inorganic growth
55
ACI is a Significant Value Creation Opportunity
A simpler story
Simple company definition and purpose
Re-engineeredbrand architecture and positioning
56
Key Takeaway for Today
ACI is a Significant
Value Creation Opportunity
✓ Continuous
✓ A more
✓ Step-change
✓ A simpler
profitable
predictable
value
story
organic
business on
creation with
growth
an annual
M&A
basis
57
Q & A
58
59
AppendixAPPENDIX
60
Non-GAAP Financial Measures
To supplement our financial results presented on a GAAP basis, we use non-GAAP measures, including in this presentation, that we believe are helpful in understanding our past financial performance and our future results. The non-GAAP measures in this presentation include pro forma adjustments for our Speedpay acquisition as well as excluding the effects of significant transaction related expenses, and significant non-cash expenses such as stock-based compensation, depreciation, and amortization. The presentation of these non-GAAP financial measures should be considered in addition to our GAAP results and are not intended to be considered in isolation or as a substitute for the financial information prepared and presented in accordance with GAAP. Management generally compensates for limitations in the use of non-GAAP financial measures by relying on comparable GAAP financial measures and providing investors with a reconciliation of non-GAAP financial measures only in addition to and in conjunction with results presented in accordance with GAAP.
We believe that these non-GAAP financial measures reflect an additional way to view aspects of our operations that, when viewed with our GAAP results, provide a more complete understanding of factors and trends affecting our business. Certain non-GAAP measures include:
Adjusted EBITDA: net income (loss) plus income tax expense (benefit), net interest income (expense), net other income (expense), depreciation, amortization and stock-based compensation, as well as significant transaction-related expenses, and pro forma Speedpay EBITDA. Adjusted EBITDA should be considered in addition to, rather than as a substitute for, net income (loss).
Net Adjusted EBITDA Margin: Adjusted EBITDA divided by revenue net of pass through interchange revenue. Net Adjusted EBITDA Margin should be considered in addition to, rather than as a substitute for, net income (loss).
Adjusted Revenue: total revenue plus the Speedpay pro forma adjustment. Adjusted Revenue should be considered in addition to, rather than as a substitute for, total revenue.
Adjusted ACI On Demand Interchange: total interchange expense plus the Speedpay pro forma adjustment. Adjusted ACI On Demand Interchange should be considered in addition to, rather than as a substitute for, interchange.
61
Non-GAAP Financial Measures
For the Years Ended
Adjusted EBITDA (millions)
December 31,
2018
2019
Net income
$
68.9
$
67.1
Plus:
Income tax expense
22.9
5.1
Net interest expense
30.4
52.1
Net other (income) expense
3.7
(0.5)
Depreciation expense
23.8
24.1
Amortization expense
73.5
98.5
Non-cashstock-based compensation expense
20.4
36.8
Adjusted EBITDA before significant transaction-
related expenses
243.6
283.2
Significant transaction-related expenses
7.4
24.9
Speedpay proforma adjustment
95.7
30.5
Adjusted EBITDA
$
346.7
$
338.6
Segment Information (millions)
For the Years Ended December 31,
2016
2017
2018
2019
Revenue
ACI On Demand
$
399.0
$
425.6
$
433.0
$
679.0
Speedpay proforma adjustment
-
-
351.9
124.7
Total adjusted ACI On Demand
$
399.0
$
425.6
$
784.9
$
803.7
ACI On Premise
591.3
598.6
576.8
579.3
Corporate and other
15.4
-
-
-
Total adjusted revenue
$
1,005.7
$
1,024.2
$
1,361.7
$
1,383.0
Interchange
ACI On Demand
$
143.7
$
163.4
$
170.2
$
321.5
Speedpay proforma adjustment
-
-
184.0
71.1
Total adjusted ACI On Demand interchange
$
143.7
$
163.4
$
354.2
$
392.6
Net Revenue
ACI On Demand
$
255.3
$
262.2
$
430.7
$
411.1
ACI On Premise
591.3
598.6
576.8
579.3
Total
$
846.6
$
860.8
$
1,007.5
$
990.4
Segment Adjusted EBITDA
ACI On Demand
$
(2.6)
$
(1.8)
$
12.0
$
66.5
Speedpay proforma adjustment
-
-
95.7
30.5
Total adjusted ACI On Demand
$
(2.6)
$
(1.8)
$
107.7
$
97.0
ACI On Premise
$
312.2
$
347.1
$
323.9
$
321.3
Segment Net Adjusted EBITDA Margin
ACI On Demand
-1%
-1%
25%
24%
ACI On Premise
53%
58%
56%
55%
62
Forward-Looking Statements
This presentation contains forward-looking statements based on current expectations that involve a number of risks and uncertainties. Generally, forward-looking
statements do not relate strictly to historical or current facts and may include words or phrases such as "believes," "will," "expects," "anticipates," "intends," and words and
phrases of similar impact. The forward-looking statements are made pursuant to safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Forward-looking statements in this presentation include, but are not limited to, statements regarding:
Expectations regarding costs savings in 2021 and 2022,
Expectations regarding how costs savings will be reinvested in 2021 and 2022,
Expectations around financial reporting, customer segments, bookings metric, and growth focus,
Expectations for recurring revenue growth, organic revenue growth, improvement in adjusted EBITDA margin, value creation through M&A investments and divestitures, and target leverage ratio,
Expectations on ACI On Demand and total company Rule of 40.
All of the foregoing forward-looking statements are expressly qualified by the risk factors discussed in our filings with the Securities and Exchange Commission. Such factors include, but are not limited to, increased competition, the success of our Universal Payments strategy, demand for our products, consolidations and failures in the financial services industry, customer reluctance to switch to a new vendor, failure to obtain renewals of customer contracts or to obtain such renewals on favorable terms, delay or cancellation of customer projects or inaccurate project completion estimates, the complexity of our products and services and the risk that they may contain hidden defects or be subjected to security breaches or viruses, compliance of our products with applicable legislation, governmental regulations and industry standards, our compliance with privacy regulations, our ability to protect customer information from security breaches or attacks, our ability to adequately defend our intellectual property, exposure to credit or operating risks arising from certain payment funding methods, business interruptions or failure of our information technology and communication systems, our offshore software development activities, risks from operating internationally, including fluctuations in currency exchange rates, exposure to unknown tax liabilities, adverse changes in the global economy, worldwide events outside of our control, failure to attract and retain key personnel, litigation, future acquisitions, strategic partnerships and investments, integration of and achieving benefits from the Speedpay acquisition, impairment of our goodwill or intangible assets, restrictions and other financial covenants in our debt agreements, our existing levels of debt, replacement of LIBOR benchmark interest rate, the accuracy of management's backlog estimates, exposure to unknown tax liabilities, the cyclical nature of our revenue and earnings and the accuracy of forecasts due to the concentration of revenue-generating activity during the final weeks of each quarter, volatility in our stock price, and the COVID-19 pandemic. For a detailed discussion of these risk factors, parties that are relying on the forward-looking statements should review our filings with the Securities and Exchange Commission, including our most recently filed Annual Report on Form 10-K and our Quarterly Reports on Form 10-Q.
ACI Worldwide Inc. published this content on 10 November 2020 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 10 November 2020 13:54:02 UTC