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CTEC Strategic Plan 2015-2019

The evolution of CTEC

Conceptualization

Team building

Platform & systems readiness

Services GO LIVE

Services maturity &

scale

Incubation 2013-2014

Innovation & transformatio

n

Optimization 2016 >

TIME

BUSINESSVALUE

Execution 2014 - 2016

As CTEC evolves and matures its service portoflio and service delivery capabilities the overal Business Value it delivers to its customers increases exponentially. During 2013 & 2014 CTEC has been building the foundation of its future offering as the leading technology service organization for the Higher Education Vertical market.

Services portfolio

Service delivery capabilities

CTEC portfolio of services

Cloud Services for

Higher Education

IT Outsoucing for Universities

IT Consulting Services

Education Industry

Applications

Rather than siloed solutions, CTEC provides a one stop shop for all Information Technology needs for Higher Education institutions.

CTEC the HigherEd System Integrator

Limited Budget

Need for very Specialized

Skills

IT is not the Core

business

Technology Providers

Consulting & service

organizations

Application vendors

Telecom providers

Regional Presence

HigherEd expertise

World Class Business Processes

Talent & Expertise

Cloud Infrastructu

re

Need for agility & flexibility

High demands &

expectations

Students

Faculty MinistriesSociety Staff

By integrating the multiple offerings of many providers with CTEC unique capabilities, the needs and requirements of the key constituents in Higher Education institutions are met in much more cost efficient and flexible way.

Demand & Supply

Higher Education institutions

• High demand for advanced technology services

• Limited budgets, resources and skill set to build on their own

• Limited innovation capabilities, IT budgets focused on “keeping the lights on”

• Slow time to market in to roll out new student services

• Pressing demands from students, faculty and staff to deliver increased services

• Overburdened IT organizations dealing with legacy infrastructure and systems

Whitney International

• Vision to transform Higher Education relies on technology infrastructure & services

• Evolution of the services of CASA & CITE heavily leveraged on CTEC technology solutions

• 3rd Party Service Model to institutions outside Red Ilumno uses CTEC platform and systems

• Opportunity to dissagregate Technology services from core 3rd Party Service Model to extract more value on our contracts

CTEC CAPEX Drivers

CTEC OPEX Drivers

• Building the Cloud Infrastructure (VBLOCK)• Software licensing of major applications

(SAP, Ellucian, Oracle, etc) • True redundancy requires N+1

infrastructure• Proprietary application development (EPIC,

PEC/Cloud21, Repository, etc) & evolution • Consulting & implementation services for

large scale solutions

• Skilled & specialized workforce • Building & support best in class IT

operations process and IT governance layers

• Security management • Private communications network • Collocation services • Support & maintenance contracts with key

vendors• T&E to implement projects in institutions• 3rd party consulting services to implement

specific solutions

Actual CTEC Services portfolio

(*) These applications & services require support, operation and maintenance services beyond the proyect implementation phase

EPIC LMS(*)

Portal de Educación Continua (PEC) – Cloud21(*)

Repositorio de Objetos de Aprendizaje(*)

Campus Virtual de las Américas(*)

Infrastructure as a Service (IaaS) over VBLOCK(*)

Virtual Student Labs (vLabs) (*)

Data Base Administration Outsourcing (DBA Admin)IT Infrastructure evaluation & diagnosticContact Center Platform (Presence) (*)

Platform & Sistems integration via ESB

CRM Sales(*)

CRM Services(*)

Portal de Docentes (ZYNCRO)(*)

ETL services for BI (Extraction, Transformation & Loading)Portals & Dashboards (Sales & Marketing)(*)

Budget & revenue/costs planning system (Revenue Tool) (*)

Portal Red Ilumno(*)

Content Management System (CMS) (*) SAP ERP implementation(*)Compliance diagnosticGlobal Service Desk (GSD) (*)

IT Service Delivery Best PracticesSecurity best practices

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Investments executed during the 2013-2014 period to build CTEC current service capabilities

US$ 3,5 MM - VBLOCKUS$ 1,5 MM – SAP ERP US$ 1,5 MM – EPICUS$ 500K – CRM & PresenceUS$ 250K – PECUS$ 250K – Revenue ToolUS$ 150K - BIUS$ 150K – ESBUS$ 100K – CVAUS$ 100K - GSDUS$ 100K – CMSUS$ 100K – Portal Docentes

US$ 8.3 MM

CTEC 2014 organization

Information Systems

Financial Systems

Academic Systems

CRM

BI

Integrations & System

Architecture

Portals & satellite Systems

4

2

2 2

2

7

20Education Applications(*)

Testing & SW Quality

Application Support

Business Analysts

Application Architectur

eUser

Experience Design

3

4

1

0

4

13

Cloud Services

Contact Center

OperationsService Delivery

Network &

TelecomData Center Operations

4

5 2

1

13Process & Compliance

IT Process & Standards

Service Desk2 2

5

Security 1

PMO 0

(*) EPIC, PEC, repository, CVA

Total CTEC Headcount

2014 Budget Headcount53 55

Key Projects

STATUS

REAL PLAN Projects UPDATE (Achievements / Risks / Results)

35% 35% APOLO - Mision SAP BluePrint Corporativo listo, Configuración POLI avanzando. Analisis Roll Out FUAA en curso

5% 15% APOLO - Mision SIS Inicio demorado por contrato y definicion de forma de pago a Ellucian

75% 75% Revenue Tool Modelos Revenue & Costo Docente de todas las Universidades completado, entrenamientos ejecutados. Inicio de modelaje Budgets next week

0% 0% PYXIS Proyecto no iniciado. Especificaciones funcionales aun no recibidas

15% 25% EPIC R5 Especificaciones funcionales EPIC Analytics listas, Herramienta de Evaluacion (exámenes) aun en análisis (build vs buy)

78% 78% Portal Docentes Grupo piloto docentes inicia uso del portal a finales de Agosto

80% 90% C3 - VBLOCK Migración de servicios en curso, servicios VDI & IaaS demorados 2 semanas

5% 20% CMS Proveedor seleccionado, contrato aun no firmado en revision de especificaciones funcionales por parte de DigitaLab

40% 40% CRMRoadmap CRM 2014-2016 Opcion A (recursos actuales) & Opcion B (recursos adicionales)

80% 80% PEC - Cloud21 Release 2 de Cloud21 desplegado en produccion, en revisión de roadmap para nuevas funcionalidades (PEC Empresas)

Future CTEC Services

Web Examination system(*)

Access Control System for students & professors(*)

Unified Communications & Collaboration (GLOBUS)(*)

Network administration outsourcingIdentity Management Services (IDENTITY)(*)

Banner SIS implementation(*)

DarwinEd resource planning optimizatión (OPTIMUS)(*)

PYXIS Academic portfolio management(*)

Portal de Investigación(*)

Human Capital Management (SAP HCM) implementation(*)

CRM (Sales & Service) advanced functionalities(*)

(*) These applications & services require support, operation and maintenance services beyond the proyect implementation phase

Security Audit servicesVulnerability ManagementSecurity E-LearningSecurity ArquitectureIT Outsourcing Process improvement consulting

2015 Investments to expand CTEC current service capabilities

US$ 4,0 MM - VBLOCK#2US$ 3,0 MM – BANNER SISUS$ 2,0 MM - GLOBUSUS$ 1,5 MM – EPICUS$ 1,0 MM – SAP HCMUS$ 500K – CRM & PresenceUS$ 400K - OPTIMUSUS$ 300K - IDENTITYUS$ 250K – PECUS$ 200K – Revenue ToolUS$ 100K – PortalesUS$ 80K – BI

US$ 13.3 MM

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CTEC 2015 organization

Information Systems

Financial Systems

Academic Systems

CRM

BI

Integrations & System

Architecture

Portals & satellite Systems

8

7

3 2

4

12

37Education Applications(*)

Testing & Quality

Application Support

Business Analysts

Application Architectur

e

User Experience

Design

7

6

3

5

20

Cloud Services

Contact Center

OperationsService Delivery

Network &

TelecomData Center Operations

5

10 4

2

22Process & Compliance

IT Process & Standards

Service Desk3 6

10

Security 3

PMO

Total CTEC Headcount

(*) EPIC, PEC, repository, CVA

2014 Budget Headcount103 55

(1) Operate & Support SAP(2) Speed UP CRM projects -> Empower CASA(3) Operate & Support Banner(4) Extract Analitics & BI information SAP & SIS(5) Integrate new systems & applications (6) Develop new projects & solutions(7) Expand Contact Center Support & Skills(8) Reinforce Telecom & Networking team(9) SAP SysAdmin, SIS SysAdmin,, Monitoring, Linux Admin, Identity Management(10) Oracle DBA & Backup Admin(11) Expand Security Service delivery capabilities

(2)(1)

(3) (4)

(5) (6)

4

(7) (8)

(9) (10)

(11)

(12)

(13) (14)

(15)

(12) Project Management Office & Project Managers(13) Expand support coverage & service quality(14) Increase funcional & needs analysis capabilities (15) Insource UX design(16) Build Internal Development cell(17) Intenal Test & Quality Assurance organization(18) Expand Process & Compliance team reach(19) Expand GSD coverage, open Brazil GSD

(16)

5

(17)

(18) (19)

Main Challenges

• Banner SIS licenses & professional services• Payroll system (SAP HCM) licenses & professional services• Accelerated EPIC evolution• 2015 investment in CTEC Redundant Cloud Infrastructure

(2nd VBLOCK, redundant IlumnoNet)• Red Ilumno applications (Portal Investigación, Portal

Docente, etc)• Other applications (PYXIS, OPTIMUS, Revenue Tool 3.0, etc)• 2017 EPIC rewrite project

Limited funding source for key WIUS projects:

Restrictions on projects paid directly by the foundations:

• SAP & SIS Consulting services (POLI, FUAA, UDI, UVA)

Future Options to increase revenues

Existing Customers New Customers

New Services & Revenues

Existing Services & Revenues

• EPIC @ SENA• Open EPIC @ $1 per

month• PEC @ Enterprise

market• WIUS Service Model

• Cloud Provider (IaaS) for small schools

• IT Assesment/Consulting services

• IT Outsourcing services • Security Consultancy• Managed Security

Services

• Unbundle some CTEC services and charge them apart

• Remove some IT services from our core offering and bill them through a 3rd party

• New releases of EPIC or specific features priced at a premium cost

• Charge annual maintenance fee

• IT Outsourcing services• Security Consultancy• Managed Security

Services

Funding our key initiatives

• Limited cash resources @ WIUS to execute key projects• The foundations can not use their cash as OPEX to pay directly any project, doing

so would impacts their net income hence further limiting WIUS ability to receive payments from the existing JVs & service agreements with the institutions

Premises:

WIUSPOLI

$B payment for SIS project (30.000 licenses

& implementation services)

• Foundations purchase the needed technology solutions from an company unrelated to WIUS

• These purchases (licenses, services, expenses) are capitalized at the foundation level hence eliminating any P&L impact

Alternative solution:

Ellucian

3rd party

FUAA

$C payment for SIS project (30.000 licenses

& implementation services)

$A payment for SIS project (300.000

licenses & implementation

services)

$D payment for SIS (240.000

licenses)

$A full vale of the SIS project (licenses & services)$B = 48% * $A/(1-markup)$C = 48% * $A/(1-markup)$D = 4% * $A/(1-markup)

Markup = 3rd party margin