ELT Review · 3-Year Strategic Roadmap · 2026–2029

Americas Distribution Modernization
— fueling the next phase of growth.

By 2029, Americas Distribution will operate as an intelligence-led, AI-augmented platform that delivers personalized client experiences at scale, powered by a unified data foundation.

Explore the three pillars See the ELT ask

Intelligence-ledAI-augmentedPersonalized at scaleUnified data foundation

2029

Intelligence
Platform

P1

Data

P2

Sales

P3

Client

Snowflake

Microsoft

AWS

Cortex

Copilot

PingOne

70%

of firm revenue originates in Americas Distribution

3

strategic pillars · 9 sub-areas · 1 plan

0.9 / 4.0

current AI-readiness — the gap we close first

2029

the year competitors stop catching up

Case for change

Competitive, client, and internal forces are converging now — delay puts 70% of revenue at risk.

Three converging force vectors create a 12–18 month window to act ahead of competitive parity loss.

Market forcesM

BlackRock & State Street widening data + digital lead
Advisor expectations: personalization, self-serve, real-time insight
Channel shift to ETFs, SMAs, Custom Models accelerating
Generative AI resetting baseline for sales productivity

Internal catalystsI

ELT Americas update created clear executive mandate
70% of Invesco revenue originates in Americas Distribution
Distribution 3.0 operating model requires a modern tech spine
Globally funded programs demand local activation

Maturity gapsG

AI Readiness: 0.9 / 4.0 — lowest dimension across all pillars
Data foundations: fragmented Client Master, no CBOR, weak attribution
Sales enablement: legacy ForwardLane, on-prem Salespage
Client experience: no unified CIAM, manual SMA / Models workflows

So what: the window to act ahead of competitive parity loss is 12–18 months.

Three pillars at a glance

Nine sub-areas across three pillars — each anchored to a strategic platform and accountable leads.

Pillar 1 · DataSnowflake

Reinforce Our Foundation

Unified Client Master, CBOR, and AI-ready data substrate.

1Client Master & CBOR
2ETF / Institutional Attribution
3Data Stewardship Utility

Leads

Chris Ivezic · Charles Evans

CICE

Pillar 2 · SalesMicrosoft

Enable the Sales Function

AI-augmented sellers on a modern Microsoft + Copilot stack.

1ForwardLane Replacement / NBA
2Portfolio Analyzer + Salespage Cloud
3Graphene Wave 3 / AI Sellers

Leads

Brian Kiley · Barry Clarke

BKBC

Pillar 3 · ClientAWS

Client Experience

Differentiated, self-serve experiences at scale.

1Custom Models Self-Serve Portal
2Web + CIAM (PingOne)
3Total CX + Demand-Response

Leads

Brian Kiley · Dennis Wang

BKDW

Strategic Grid · 3 × 3

The full capability surface — every pillar mapped to every area of focus.

Each cell maps platforms, capabilities, AI readiness, data sets, and operational needs. Click any cell to inspect the underlying detail.

Lens

P1 · Snowflake

Reinforce Our Foundation

P2 · Microsoft

Enable the Sales Function

P3 · AWS

Client Experience

Row 1

Row 2

Row 3

Phasing philosophy

Build → Activate → Differentiate. The foundation must precede the secret sauce.

1Year 1 · 2026/27

Build the foundation

What — Client Master, CBOR, cloud migrations, Snowflake/Cortex, ForwardLane replacement.

Why — Cannot scale or personalize on broken data; closing AI-readiness gap unlocks everything downstream.

2Year 2 · 2027/28

Activate & scale

What — Externalize Portfolio Analyzer, deploy AI sellers, launch CIAM, workflow automation for SMA / Models.

Why — Convert foundation into seller and advisor productivity; first measurable revenue uplift.

3Year 3 · 2028/29

Differentiate & optimize

What — Total CX, demand-response engine, AI-augmented advisory, advanced attribution and personalization.

Why — The 'secret sauce' competitors cannot copy without our data + AI substrate.

Skipping the foundation = stacking AI on quicksand. The order is non-negotiable.

Pillar deep dive

Inside each pillar — current state, 3-year roadmap, and the investment ask.

P1 — Current state

AI readiness sits at 0.9 / 4.0 — the foundational gap to close first.

Client Master & CBOR

ETF / Institutional Attribution

Data Stewardship Utility

Strategy

1.8

1.5

2.0

People

1.5

1.2

1.8

Process

1.4

1.0

1.6

Technology

1.7

1.3

1.5

AI Readiness

0.9

1.1

<1.5 Critical1.5–2.4 Lagging2.5–3.2 Capable≥3.3 Leading

P1 — 3-year roadmap

Year-by-year milestones across Snowflake.

1

Year 1 · 2026/27

Build the foundation

Client Master v1 on Snowflake
Launch CBOR (Client Book of Record)
ETF attribution build — Wealth + RIA
Institutional data ingestion baseline
Stewardship operating model defined

2

Year 2 · 2027/28

Activate & govern

CBOR expanded to all channels
Institutional attribution productionized
Stewardship utility live (RACI, SLAs)
Snowflake Cortex → 2 production use cases
Decommission legacy data marts

3

Year 3 · 2028/29

Differentiate with AI

AI/ML feature store on Snowflake/Cortex
Real-time data products to Sales + CX
Advanced multi-channel attribution
Self-serve data marketplace
Continuous data quality monitoring

Consolidated 3-year roadmap

Three pillars, three years, one synchronized plan — foundation-heavy Year 1, differentiation-heavy Year 3.

Year 1 · 2026/27

Year 2 · 2027/28

Year 3 · 2028/29

P1

Data

Client Master + CBOR

Stewardship Utility

ETF + Inst Attribution

Cortex AI / Feature Store

Real-time Data Products

P2

Sales

ForwardLane Replace

Salespage Cloud Migration

Graphene Wave 3

AI Sales Assistant (pilot → scale)

Generative Pitch & Prep

P3

Client

Custom Models Portal MVP

CIAM (PingOne) Migration

SMA/Models Workflow Automation

Total CX + Demand-Response

Each pillar's Year-3 outcomes depend on the other pillars' Year-1 deliverables.

Total resource ask · editable

Consolidated 3-year ask of ~$[TBD]M across people, technology, and external partners.

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Pillar	FTE Y1	Tech Y1	External Y1	Total Y1	Total Y2	Total Y3	Lifetime
P1 · Data (Snowflake)	[TBD]	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M
P2 · Sales (Microsoft)	[TBD]	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M
P3 · Client Exp (AWS)	[TBD]	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M
Adjacent / Shared	[TBD]	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M
Total Ask	[TBD]	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M	$[TBD]M

Carryover

In-flight commitments funded in prior cycles

Strategic Priority

New investment aligned to modernization thesis

Mandatory

Regulatory, security, end-of-life remediation

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Dependencies & risks

Globally funded programs are tailwinds — three risks can derail us if not actively managed.

Dependencies — mostly tailwinds

Private Markets Enhanced Data

Globally funded; supplies Alts data into Client Master

Models program (global)

Provides Models construction + analytics into our portal

NAI (Next-gen AI)

Reference architecture and AI governance pattern

Client Alpha

Adjacent — institutional service; coordinate, don't duplicate

Innovation Council

Demand signal + funding partner for AI experiments

Distribution 3.0

Operating model that consumes the modernized capabilities

Risks — require active mitigation

HighScope creep in P3 (CX)

Mitigation: Stage-gate quarterly; ringfence MVP

MedGlobal vs. regional tension

Mitigation: Joint roadmap reviews with global product/tech

MedAI governance timelines

Mitigation: Engage NAI + Risk early; pre-clear use cases

MedData quality lagging build pace

Mitigation: Stewardship utility live in Y1 — non-negotiable

LowVendor consolidation friction

Mitigation: Phased decommission + dual-run windows

MedTalent (AI / data eng)

Mitigation: Mix FTE + partner; build internal academy

Governance & accountability

Weekly SteerCo with clear deciders — one operating rhythm, plugged into Distribution 3.0.

SteerCo · weekly cadence

Chris Ivezic

P1 Co-Lead — Data

Charles Evans

P1 Co-Lead — Data

Brian Kiley

P2 + P3 Co-Lead

Barry Clarke

P2 Co-Lead — Sales

Dennis Wang

P3 Co-Lead — CX

Anna Braganza

Strategy / PMO

Alexander Grozev

Program Lead

Greg Touma · Anna Ramchandra

Optional / topic-based

Operating rhythm

Weekly SteerCo: scope, sequencing, escalations
Monthly Investment Review: $ and FTE re-baseline
Quarterly Stage-Gates: go / no-go on next phase
Annual ELT Review: value realization vs. plan

Modernization feeds the Distribution 3.0 operating rhythm — not a parallel program. Capability outputs map directly to D3.0 squads and KPIs.

Ask of the ELT

Approve three decisions today so the program starts January 2026 and hits Year-1 milestones on plan.

1

Approve Year-1 funding

Approve $[TBD]M Year-1 envelope across P1, P2, P3 and adjacent shared spend; commit to multi-year budgeting horizon.

Owner: CFO + ELT

Decision required

2

Endorse phasing & sequencing

Endorse 'foundation first' sequencing — no acceleration of P3 differentiation work ahead of P1 data parity.

Owner: ELT + Pillar Sponsors

Decision required

3

Confirm governance

Confirm weekly SteerCo composition and decision rights; affirm integration into Distribution 3.0 operating rhythm.

Owner: Sharp / Schlossberg

Decision required

Strategic alignment

This plan connects to all four ELT priorities:

Private MarketsCustom Models / SMAsNAIDistribution Modernization

Decision today → kickoff January 2026 → first Year-1 milestones reviewed at Q2 2026 ELT.

Americas Distribution Modernization— fueling the next phase of growth.

Competitive, client, and internal forces are converging now — delay puts 70% of revenue at risk.

Nine sub-areas across three pillars — each anchored to a strategic platform and accountable leads.

Reinforce Our Foundation

Enable the Sales Function

Client Experience

The full capability surface — every pillar mapped to every area of focus.

Build → Activate → Differentiate. The foundation must precede the secret sauce.

Build the foundation

Activate & scale

Differentiate & optimize

Inside each pillar — current state, 3-year roadmap, and the investment ask.

AI readiness sits at 0.9 / 4.0 — the foundational gap to close first.

Year-by-year milestones across Snowflake.

Three pillars, three years, one synchronized plan — foundation-heavy Year 1, differentiation-heavy Year 3.

Consolidated 3-year ask of ~$[TBD]M across people, technology, and external partners.

Globally funded programs are tailwinds — three risks can derail us if not actively managed.

Weekly SteerCo with clear deciders — one operating rhythm, plugged into Distribution 3.0.

Approve three decisions today so the program starts January 2026 and hits Year-1 milestones on plan.

Americas Distribution Modernization
— fueling the next phase of growth.