New York Life - MuleSoft York Life... · New York Life has the highest financial strength ratings currently awarded to any life insurer from the four major credit rating agencies:

New York Life

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Meet Betty Smith

20+ years experience in developing technically skilled and high performing teams to drive business value

Previously led the Corporate Technology functions and QM CoE

Currently Vice President and Head of Enterprise Integration Services & Data at New York Life

Responsible for developing the talent, technology and processes that enable the organization to accelerate delivery of digital capabilities

Avid jigsaw puzzler and outdoors person

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NYL at a Glance: Celebrating 173 Years

New York Life has the highest financial strength ratings currently awarded to any life insurer from the four major credit rating agencies: A.M. Best, Fitch, Moody's Investors Service, and Standard & Poor’s

New York Life Foundation, the company's philanthropic arm, has awarded more than $250 million in grants and charitable contributions since 1979

Sales force of ~12,000 agents in 120 offices across the US

11,320 employees Largest mutual life-insurance company in the United States and one of the largest life insurers in the world; paid a dividend every year since 1854

New York Life Investments ranks No. 26 by total worldwide institutional assets under management, according to Pensions & Investments' Largest Money Managers Survey 2017

Ranked No. 65 on the 2017 Fortune 500 list

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The External Environment is Evolving Rapidly

The customer of the future is a digital native, who wants comprehensive solutions and a personalized experience that is transparent, seamless, instant and secure

Scale and scope of technology innovation will continue at an accelerated pace with major advances predicted within AI, machine learning, augmented reality, IoT

Numerous breakthroughs expected in areas such as genetic mapping, genomics and anti-aging therapies, improving quality of life, and providing additional underwriting information

Rapid adoption of ‘sharing economy and gig economy’ platforms (e.g., Uber, AirBnB) aligns well with millennial attitudes/values to have flexible work hours and ‘be my own boss’ mindset

Rising consumer expectations

Rapid pace of Tech innovation

Significant medical advances

Macroeconomic & cultural shifts

The life insurance industry has been slower than other financial services sectors in adapting to these trends

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Our Challenges from a Technology Perspective

How do we transform our technology organization to rise to these challenges?

Unified organization

Integrated channels

Digital Platform

System & Data Layer

Open API Economy

TO

Seamless experiences via Agent, Customer, Service Center digital front ends

Scalable API orchestration layer

Modern New Business system and an advanced Underwriting rules engine

Single source of truth available system-wide through the API-based integration layer

Strengthened data security processes and controls

FROM

Systems that do not deliver a seamless experience

Lack of support for complete view of a Customer or an Agent

Inability to perform straight through processing

Duplicate data between systems

Growing need to strengthen controls and processes around security and protection of PII

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Path Forward to Change

Imperative to Change: Engagement at all levels of the organization

Established a Workforce Transformation Program

Established a high level vision and statements around our technology

stack

Created a joint business and technology forum made up of the senior leaders of the

company

Engaged our business leadership in developing a business capability

roadmap

1 2 3 4

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Shifting to Meet These Challenges

Established a pattern of success through quick wins and continuous engagement

• New “One IT” operating model

• Reduced complexity and simplified outdated and costly legacy technology footprint

• Built new capabilities required to deliver for the future

• Ensured stability and resiliency of our technology environment

• Digitize the front-end experience for agents and clients (e.g., eApp, CRM, NYLIS)

• Modernizing core legacy platforms to be more flexible in supporting front-end apps

• Support continued digital evolution and realize operational efficiencies

• Phased, multi-year approach to transitioning legacy systems to modern applications

• Develop 3-4 year execution roadmap focused on appropriate phasing and sequencing of initiatives to migrate legacy applications

2014 2015 2016 2017 2018 2020+

IT Workforce Transformation Core Business Digital

TransformationCore Modernization

• Building out enterprise (API) Services supported by scalable data stores and robust content management

2019

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Building out Enterprise Integration Services

Simultaneous Focus on Business Value, People and Technology

Deliver Business Value fast

Industry-leading, scalable platform

API-first on Cloud & DevOps

Collaboration with providers

Team & Culture

Our Principles

Minimize technical debtLearn, Grow, Evolve Build for reuse and agility1 2 3

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Building the Foundation: Leveraging Identified Business Scenarios

Prioritized 4 business capabilities with HIGH REUSABILITY to focus on for a 2017 delivery;Aimed to establish working interactions, address resource & process challenges, build out cloud environment

Customer Experience

Digital Marketing

Underwriting

Claims

Payments

Communications

Candidate Services Prioritized Business Capabilities for 2017

• Search API for IVR

• Timeline – Interaction history

• Calculator (Optional Premium Payment & Life (Universal and Target) Premium Calculator)

• Data Validation (Address, email and Phone)

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Business Value Delivered in 9 Months

Leveraging our quick wins and reuse (build for the enterprise) principle, we have been able to accelerate delivery of high value capabilities

Customer Experience

Digital Marketing

Underwriting

Claims

Payments

Communications

Candidate Services Prioritized Business Capabilities for 2017

• Over 2k Policy Statements eDelivered per day

• 250+ OPP calculator requests per week automatically calculated taking seconds versus hours

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Capabilities Delivered – Value Provided

Loan Repayment

1. Loan Repayment Eligibility API

2. Loan Repayment Quote API3. Loan Repayment API4. Loan Repayment Proxy

Provides self support capability to clients to repay their loan principal amount for an eligible policy

1,2,310/31/17

48/24/18

Provides loan repayments functionality across all channels

Communication 360

1. Communication v2 Microservice

Ability to electronically send client correspondence. Ability to track e-mails delivered, opened, bounced back

9/1/17

4/24/18

Enterprise services integrating to vendor xyz supporting the ability to

decommission legacy services, significantly reduced manual APS

process

Applicant Experience

1. ESB Tele App API2. Business Document

Maintenance API3. Producer API4. Associated Party API5. Contract Application

Enquiry API6. Communication v1 API7. Client Portfolio Enquiry API8. Tele Interview API9. Client Contract API10. Contract Documents API11. Email Trigger API12. Application Inquiry API

Enables the users to review the application for existing clients on-line. Consolidated view of application/client information and status on-line. Enables the enhancement of TELE APP API

2/27/17

v2 - In Dev

Streamlined the process to view the applicant information and status by

not manually going to multiple legacy systems to pull the information

Identification and

Authorization

1. Search API - Microservice2. Case API3. Search API for NYLSEC &

Direct

Supports identification and authorization of a caller based on phone #, policy #, SSN. Identify caller and return data for Client, Applicant, Agent, GO and Remitter

1& 2 - 11/10/17

3 - In Dev

Enabling IVR and Auth 2.0 to identify & authorize a caller. Decommission

legacy service

Sales

Cen

tral

Service

Cen

tral

myN

YL

Au

th. 2.0

eDelivery

eClien

t

eAP

P

IVR

Data M

odernization

NY

L.C

OM

CA

E

Retail L

ife

Capability Description

API & Microservice

DeliveredCapabilities Type

Release Date ReUse

Enablement

Simplification Value

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API-led Connectivity at NYL

Experience APIs

Registration API

One Time Payment API

MyNYL.comService Central

Process APIsIdentityAPI

Create Login API

IdentityAPI

Get BillsAPI

Select Bank API

SubmitPayment API

Comm 360 API

UnsubscribeAPI

System APIs

Search APIt Access API Bank

API Billing API PaymentAPI

EmailAPI Preference API

Guest Payment API

Data & Security

Data Management

Information Security

Client / PDSIdentity & Access

Mgmt(i.e LDAP, Ping)

Divisions

Products / Functions

Systems Client / PDS Identity & Access Mgmt(i.e LDAP, Ping) Client / PDS

NB & Underwriting Service Payments

Business Segments Support Functions

Client Comm Preference Mgmt

SparkPost Client / Consumer

ChannelsIVRApplicant Experience

Build once, leverage often

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Rethinking How Our Teams Deliver

The model of a dedicated Foundational Team is key to driving to the end state vision, minimizing new technical debt

• Demand Generation• Demand Assessment &

Rationalization• Demand Planning• I2 PI Planning• Foundational Planning

Workcomes into Program Mgmt.& Product Owner

EIS/EDM ProductOwner

BA

Product/Portofolio Backlog with Business Priority, Foundational and BAU

Requirements, Roadmap, Q’Wise Timeline

SINGLEBACKLOG

RELEASEBACKLOG

PRODUCTBACKLOG

High Level Design& Estimates

Roadmap / HighLevel Timeline

Architect Team(NYL Architect + Vendor

Team)EAB/SRB

Delivery/Program Management

Team

QA Team(NYL Lead +

Vendor Team)

Prohram QA / External QA

Infrastructure Team

Support/ Enchancements/ BAU Team

Testing Team

Scrum Masters (2 Onsite, 1 Offshore)

BA

U (

LE

VE

L 3

)

L3 defects/Enchancements to Backlog for prioritization ( BAU items )

CORE TEAM

• BA• Solution Architects

• Tech Lead• WA Lead

Foundational Team

Scrum Team-1(Onsite & Offshore)

DEV-LEAD 1BA+Dev+DB+QA

Agency Train



CSX Train



Marketing Train



New Business Train



PRIORITIZE

Hor

izon

Tes

ting

team

to s

uppo

rt 5

Sc

rum

team

s &

Aut

omat

ion

ART DemandsAnother Scrum

Team

CoreCapacity

On Demand Flex Capacity

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MuleSoft: Powering Our Enterprise Services

Easy platform tooling | Graphical mapping tools for minimum code | Parallel development

Integrated design environment | OOTB connectors | Faster connectivity to legacy systems

Developer onboarding time reduced by 50%

Time to develop integrations reduced by up to 50%

50-60% reductions in defects reported

Custom code reduction| Enhanced debugging | OOTB security framework | End-to-end visibility

EASY TO BUILD

FASTER TIME TO MARKET

IMPROVED QUALITY + LOWER RISK

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Future Vision: Simplification and Modernization

NYL has 155 WMB, 9 IIB and 96 WAS services in

operation

Current estimate is that 100+ APIs and 20+ Microservices will have to be built

to replace the Legacy services

Legacy Services Migrate Mulesoft APIs & Microservices

- Rationalize and sunset unused and redundant services- WMB & IIB workflows that are needed will be reengineered as Process API(s)- Traditional WAS services will evolve into System API(s) and Microservices (Data Access Layer)

A B C

Microservice

Microservice

Microservice

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Key Achievements

Implemented Scaled Agile for largest digital transformation program

• Solution Look Aheads have allowed cross-workstream architects to optimize our solutions as APIs / Microservices & Data are thought of first

• Higher level of engagement from our business areas – true partnership between Business and Technology

Core Platform & Ecosystem Implemented - Center for Enablement (C4E) approach

• Our partners (SI and MuleSoft) work together in the best interest of NYL

• Established an interactive learning platform to ensure EEs, Contractors, Consultants are skilled to work on the platform to NYL standards

Automation Built into everything we do• DevOps pipeline established

• Terraforms implemented to spin up and down VPCs on demand

Thank You