Digital Alpha is a leading technology and consulting services firm headquartered in New York. We provide solutions for: - Asset Management companies - Digital Health-Tech firms Backed by the best industry minds from wall street companies like Bloomberg, Goldman Sachs, McKinsey, J.P Morgan, and Deloitte - we help enterprises take advantage of the data and digital paradigm to generate new levers that will accelerate growth. One of the critical aspects of adopting a digital ecosystem is modernizing or enhancing legacy business suites through evolving technology platforms and frameworks to endure in this digital age. We leverage our integrated array of IT solutions, accelerators, and software expertise to achieve a technological breakthrough and enable companies with a more agile transformation. Our actionable strategy with data-driven methodologies help you to solve the most complex problems in the following disciplines: - Data Engineering - Platform Engineering - Business Operations Automation

1. NEW YORK
Multi-dimensional technology
strategy to create value

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WHAT LEADERS ARE DOING?
02
FOUR DIMENIONS OF LEVERAGE
03
06
EXECUTIVE SUMMARY
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04
07
LEVERAGE TO CXOS
05 LEVERAGE TO THE TEAMS
LEVERAGE TO THE FIRM
LEVERAGE TO OPERATIONS

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Executive Summary
Increase in business
complexity
Expansion of legacy
systems
Impact of market forces
Bottlenecks to growth
Increase in spend
Pressure on business model
Why did
managers
operations and
technology costs
double in the last
10 years?
What are best
performers
doing?
Spent 25% less
on overall
technology and
operations
Spent 35% more
on discretionary
data projects
Digitization of Activities Alpha Generating Capabilities
+ =
2X AUM Growth
1.5X Profit Margins
0.75X O&T Costs
How can we
help?
Digital Alpha
Strategic
Consulting
Solution
Development
Digital &
Data
Platforms
Digital
Alpha

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Increased complexity –
of financial markets,
investment techniques,
products, distribution
and regulation
Increase in
business
complexity
Manage complexity by
expanding and
patching legacy
platforms
Expansion of
legacy systems Processes, governance, and
skills are not optimized for
growth in the digital era and
bear higher costs
Bottlenecks to growth
Outsized growth in operations
and technology spending
Outsized growth in spend
Operations and technology costs for asset managers have grown twice as
fast as total expenses in the last 10 years, roughly doubling in amount
FOR ASSET MANAGERS ONLY
However, best performing managers spent less on operations and
technology overall, and out-invested competitors in data and analytics
Impacted by trends such as digitization and
commoditization, downward pressure on fees,
pressures from sustainability, new tech-centric
business models, and other investment
innovations
Impact of market forces Business model faces pressure
New technologies promote new
business models; disruption and
creative destruction are endemic

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The correlation between digital leadership and improved overall
performance is no accident
FOR ASSET MANAGERS ONLY

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Best performers spend 25% less on overall technology and operations,
and 35% more on discretionary data projects
FOR ASSET MANAGERS ONLY

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Firms generating digital alpha share three sets of operations and
technology characteristics
FOR ASSET MANAGERS ONLY
Partnership between operations and technology
Reduce cost and technical debt, invest in alpha generating capabilities
Place for technology at the heart of strategic differentiation
1
2
3

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Firms generating digital alpha describe their digital strategies as creating,
and not just enabling, value
Partnership between
operations and technology
Reduce cost and TD, invest in
alpha generating capabilities
Place for technology at the
heart of strategic differentiation
 Eliminate a traditional and
increasingly artificial boundary
 Combine budgets and talent;
develop and execute joint
strategies
 Sponsor major strategic
initiatives jointly
 Reduce cost and technical
debt(TD) by:
o Streamlining legacy
architecture
o Eliminating duplicate
applications
o Sunsetting outdated systems
 Invest in new generation technical
capabilities
o e.g., new sources of data,
automation, machine
learning
 Appoint CTOs/COOs to the
management executive committee
 Seek new board members who
bring expertise in operations and
technology
 Invest in talent development to
more effectively leverage digital
capabilities
 Adapt effective operating models
o e.g. agile application
development and
maintenance
FOR ASSET MANAGERS ONLY
1 2 3

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Best performers are in the top decile in each of the following three
dimensions:
Streamlined application landscape :
o Focused set of vendors across the value chain
o High infrastructure and application stability
o Strong cybersecurity protocols
Integrated data strategy, actively using algorithms and advanced analytics:
o Use Machine learning to improve investment performance
o Strengthen product distribution and client relationship
management
o Optimize operations, or manage talent
Focused on reducing cost and improving efficiency through :
o Middle office and back office process optimization and
automation
o Capital allocator and analyst journey redesign
Data &
Analytics
Automation
and Workflow
Core
Architecture
FOR ASSET MANAGERS ONLY

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Best performers engage vendors in multiple ways to accelerate growth
and improve margins
Accelerate Solution
Development: Leverage
to the Teams
Edge with Dynamic
Talent Acquisition:
Leverage to the Firm
Provide Strategic
Consulting:
Leverage to CXOs
Optimize with Managed
Services : Leverage to
Operations
Provide leverage to CXO with technology problem solving to
address key pain points that improve business performance;
driving revenue, optimizing IT spend, giving speed and flexibility
Speed up implementation of solutions with flexible on-demand
engagement models and collaborative execution approach with
internal teams
Help with hiring the right talent to create value by rapid and
nimble matching of people and opportunities giving overall positive
experience to all the stakeholders.
Provide leverage by taking over multi-faceted technology processes
and functions to free-up the in-house workforce to focus on higher-
value tasks.
A
1
1
2
3
4

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Leverage to CXOs : Targeted problem-solving and strategic
consulting on-demand (1/2)
• Diagnose organizational current
technology state
• Synthesize issues/concerns
from the stakeholders and the
study findings
• Prioritize and assign economic
value to solving each problem
Diagnostic Study
• Define the scope and objective
of the workshop
• Lead the brainstorming sessions
and solution design
• Syndicate design and
development activities with the
stakeholders
Problem Solving
Workshops
• Identify critical solution
components to prove out
• Define success criteria for the
proof-a-thon
• Complete the proof-a-thon and
share the findings within 1 - 2
weeks
Proof-a-thon
1

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Leverage to CXOs : Targeted problem-solving and strategic
consulting on-demand (2/2)
• Provide reference architectures
for data and artificial intelligence
platforms
• Update on S/W used in-
house, possible simplifications
and alternatives
• Consult in-person with CTO
and/or teams 2-4hrs. per month
for problem-solving
• Collaborate on strategic
roadmaps, presentations,
technology offsite
Monthly Insights
TCO and KTLO
Reduction Program
Capability Development
Program
FinTech & AI Due
Diligence
Architecture Review
Services
CoE – DevOps, Data
and AI Pipelines
New Technology and
Vendor Evaluation
Nearshore Development
Team Setup
1

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Leverage to the teams : Accelerate solution development that require
Cloud, DevOps, Data and AI engineering skills (1/2)
Functional
Solutions
Develop custom
Investment decision
workflow
Build decision
support system with
IBOR, analytics and
workflow
Vendor data
normalization,
arbitration
and optimization
Calculate daily P/L
and fund/product
NAV
Build models and
system for market,
liquidity and
counterparty risk
Daily reconciliation of
ISDA contracts and
positions
2
Front Office Middle Office & Risk Back Office
Setup self-service
data analytics
platform for analyst
with integrations
Detect anomalies in
data real-time using
machine learning

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Leverage to the teams : Accelerate solution development that require
Cloud, DevOps, Data and AI engineering (2/2)
Core
Architecture
Make on-premise
applications cloud
ready and migrate to
cloud
Reduce response
time with digital
operations
Build shared services
such as Redis, Kafka
and ELK clusters
Make firmwide data
and calculation
assets available via
micro services
Integrate systems to
reduce errors and
improve efficiency
Reduce new
functionality time to
market with CI/CD
automation
Data &
Analytics
Build Data Lake for
analyst research and
exploratory work
Setup self-service
data analytics
platform for analyst
with integrations
Build/enhance
master data
management and
market data repos
Build enterprise data
hub for real-time
single source of truth
data
Build real-time data
pipelines to capture
changes in
underlying data
Detect anomalies in
data real-time using
machine learning
2

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Leverage to the teams : Accelerate solution development with flexible
engagement models
Leadership >>
Recruitment >>
Location >>
Fees >>
Onsite Development Hybrid Development Offshore Development
• Onsite senior consultant
leads the team with oversight
from SME and Architect
• Onsite senior consultant
leads the team with oversight
from SME and Architect
• Offshore senior consultant
leads the team with
oversight from SME and
Architect
• Team member hiring is based
on interview scoring by senior
developer, architect, SME,
client technical lead and
product owner
• Team member hiring is based
on interview scoring by senior
developer, architect, SME,
client technical lead and
product owner
• Team member hiring is
based on interview scoring
by senior developer,
architect, SME, client
technical lead and product
owner
• Onsite : All team members
• Visiting & Remote : SME &
Architect
• Onsite : Lead consultants
• Offshore: Remaining team
• Visiting & Remote : SME &
Architect
• Offshore: All team
members
• Visiting & Remote : SME &
Architect
• Hourly rates • Hourly rates
• Fixed for short term projects
<= 4 weeks with sign off on
design and development
activities
• Hourly rates
• Fixed for short term projects
<= 4 weeks with sign off on
design and development
activities
Well-defined & Independent
Dynamic & Not Independent
2

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Leverage to the firm : Dynamic matching of people with domain
and/or technology expertise with roles and opportunities
Well-defined & Independent
Full Stack Developer
Python Developer
Quantitative
Developer
Data Engineer
DevOps Engineer
Cloud Engineer
Site Reliability
Engineer
Data Analyst
Full Stack Analytics
Developer
Backend Engineer
Software
Development and
Engineering
Roles
ML Engineer
More Operations Intensive
High Domain Knowledge
3

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Leverage to the firm : Intense pre-screening and client validated
training program to hire right & fast
Well-defined & Independent
Lateral Hire Screening
Process
Veteran & Young Talent Screening
Process
Resume/LinkedIn/GitHub
Role Specific Coding
Exercise & Walkthrough
Technical and Domain
Phone Interviews
Client Resume
and Test Scores
Review
Client
Interviews
Client
Feedback
Calibrate
Screening
Process
Client
Screening
Pre-
Screening
1
2
3
4
5
6
Resume/
Projects/Internships/GPA
Generic Coding Exercise,
Walkthrough & Interviews
Client Screening &
Selection for Training
Program
Client Validated
Training Program
& Capstone
Coding
Exercise &
Walkthrough
Client
Interviews
4 Weeks
Training
Program
1
2
3
4
5
6
3

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Leverage to the firm : Structured and transparent hiring approach
to achieve positive outcome for all stakeholders
• Tailor coding exercises for specific positions
• Interviews are conducted by senior technical and
domain experts
• Systemize hiring blueprints, workflow automation
& alerts
• Access to client portal with candidate assessment
and interview details
• Parse and match resumes using AI
Structure &
Transparency
Pre-Screening Custom Hiring Blueprint
Workflow Automation
Client Portal
Client Validated
Training Program
• Access to more than 40+ universities and colleges
in north east
• Tailor training and capstone projects to client
needs
Hiring Platform
3
Consolidate
Hiring Efforts
• Continue to work with multiple vendors, and yet
leverage from centralized pre-screening and hiring
platform
• Free up team and firm resources from the pre-
screening and admin activities

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Appendix

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Our Mission
Create value by solving
technology problems with a
milestone-based delivery model

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Digital Alpha : Only a handful of firms
are creating value – digital alpha,
through greater investments in data
and analytics, and by digitizing their
operations and technology functions
FOR ASSET MANAGERS ONLY
Best performing managers spent less on operations and technology
overall, but out-invest competitors in data and analytics

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We strive to create lasting and substantial impact in our engagements
Client unmet
needs
Digital Alpha
capabilities
Leadership
aspirations
and ideas Impact
OPPORTUNITIES
TO SERVE
MORE IMPACT = MORE OPPORTUNITIES

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Thank You!
www.linkedin.com/company/digitalalpha
www.digital-alpha.com
(646)397 -9689
consulting@digital-alpha.com