Technology and Essentials of Document Management

Technology and Essentials of Document Management

Presented By: Mike SabbatisDecember 2013

CONTACT US

Mike [email protected]@nxtacct.com817.233.3402

Mike Sabbatis is a dynamic, visionary, and inspirational senior executive recognized for creating, developing and leading high performance teams. As a results-oriented professional he has led technology, software and information companies to record levels of success in growth of both top and bottom line while launching new products, new markets, and new technologies.

Currently he is Chief Revenue Officer for RealPage, Inc. (NASDAQ; RP) a provider on on-demand software and services for property management professionals and investors. RealPage serves over 8,6 million multi-family rental units and is one of the Top 12 most valuable SaaS companies in the world.

He also serves as Director, member of the executive board at XCM Solutions and Doc.IT.

Over his career he was CEO of CCH, a Wolters Kluwer business where led a $600 million division in North America. During his tenure he transformed this business into a customer focused organization, with strong innovation in paperless workflow solutions, “Cloud” technology while achieving consistently exceptional business results.

As a recognized speaker to CEO’s, business owners, and technology professionals, Mike has brought real life experience in executing strategies to grow business, deploy new technology, improve business performance, and advance sales and marketing effectiveness.

Member of the executive boards of:

Chief Revenue Officer

mailto:[email protected]

NXTAcct, LLC 2012 3Confidential

Agenda: Technology and Essentials of Document Management

Digital Maturity

Questions Partners Should Ask

Document Management

Digital Maturity


Digital Maturity

Digital Maturity is a real problem Only 15% of those surveyed rank most mature

– Shared a strong vision– Manage digital technologies quickly– Gain the most value from digital transformation

In contrast, 65% of those surveyed rank as least mature– Use email, internet, various ERP software– Slow to adopt– Skeptical of more advance technologies – Social and

Analytics

78% of said achieving digital transformation will become critical in the next 2 years– Technology is changing rapidly– Every industry is affected

Source: Embracing Digital Technology, MIT Sloan Management Review 2013


Digital Maturity

Where digital transformation is on the executive agenda:– 81% believe their companies will be more

competitive– Shows graphically in market share and profits

Where digital transformation is not on the executive agenda it’s a stark contrast:– Only 18% believe they will be more competitive– Focused on squeezing cost and profit– Not sustainable



Digital Maturity

Leaders in digital transformation expect to gain:– Better client/customer experiences– Streamlined operations – efficiency– New lines of business or business models



Develop a vision – lead it, don’t let it lead you

Communicate it to your staff

Visibly support it from the top

Take small, but continuous steps

Only wrong move…making no move at all.

Digital Maturity – Some final thoughts

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=_ySHCbIhF7XcuM&tbnid=cSKLLWWdJ9i5SM:&ved=0CAUQjRw&url=http://cpatrendlines.com/2013/04/25/new-book-by-leading-advisors-to-accounting-firms-reveals-formula-for-leadership-at-its-strongest/&ei=502JUqO2Nsfd2AX89YCIAQ&bvm=bv.56643336,d.b2I&psig=AFQjCNFMR_Uob6tjC-fvLsErGbflC0O_qA&ust=1384816428201278




Questions Partners Should Ask


What should you be asking as a leader…

Are you using technology to transform your business, or are you just adding bells and whistles to existing processes?– Starting point…Isn’t asking “How do I use

technology strategically”– Its “What would be the ideal way to interact

with and serve my clients”



Are you ignoring important business differences as you standardize processes across the firm?– Core tenet of the digital economy is that

standardizing processes is a no-brainer. You operate the same way, everywhere Creates a reliable, consistent experience for

clients

Problem – some senior leaders believe that is some standardization is good, more is better…and it isn’t– Certainly Tax and Audit processes need to be in

place…but what if you’re reviewing a Real Estate transaction or structured deal or negotiation with a client – would creativity work in their favor? Might you change your process?

So define what should and shouldn’t be standardized



Who is making sure the firm’s digital strategy is being implemented?– You and your leaders may identify a

technology platform that could make your firm more efficient and better serve key customers… Great idea!

– But many firms might then be inclined to rely on a committee to implement the new processes… Bad idea

Many leaders assume that good technology can ensure effective execution… It can’t– Somebody needs to own the responsibility

Top leaders must name an executive accountable

Must have the political clout to overcome resistance

Committees are not capable of this type of oversight



Is electronic data empowering your people or controlling them?– For most firms, the great advantage of the digital

revolution is the data they can collect– Knowing the status of an engagement, where the work

is currently bottlenecked, who has availability to take on more work, financial benchmarks

All this data can lead firms down different paths– It can push more knowledge, decision making, and

accountability to the professionals doing the work– Or, it can be used to centralize decision making and

monitor Evidence indicates that first approach benefits firms and

employees– Control assumes that good thinking only happens at the

top of the firm– Contrast that by relying operating-level professionals to

deliver fact-based work creates smart, more innovative firms

– And more motivated employees

Document Management


Document Management – More than Storage

Collect and Gather Identify types of documents for organizing an engagement

– Email, Fax, Voicemail– Word, Excel, PDF– Images – Photo, Video, Scanned– Paper

Type of work– Tax– Financial– Budget– Invoice, expense, AR, AP– Client Accounting– Legal– Consulting

•GATHER •PROCESS •STORE •DELIVER



Process and Organization Creation of Work Binders

– Ensure Client Engagement work is organized– Ensure quick navigation – View status– Preview and Launch critical information easily– Easily searchable

Enable work to be mobile– Work in and with your client– Checkout data– Share information




Dynamic Storage and Access Centralization

– Access to all pertinent data in seconds– Application Independent and Interoperability

Control of your data– Archival of information– Version control

Security & Compliance– You should be able to “lock down” the documents– Final version – True representation of completed work

Mobility and Access– PC, iOS (Apple), and Android




Publish, Deliver, and Interact with your clients, staff, and business partners Collaborate and share in format that your client, staff, and business partners can easily use

Device independent

Portal for Secure Exchange of data– Should be easy for your client to access

Independent of the original software that created it– Don’t get trapped into maintaining multiple versions of obsolete software



Solution to Review

Thank You!

Mike [email protected]@nxtacct.com817.233.3402




Documents

Technology and Essentials of Document Management