HPE IT Business Conversations Exam Dumps

HPE2-E67 Exam Format | Course Contents | Course Outline | Exam Syllabus | Exam Objectives

Exam ID : HPE2-E67
Exam Title : HPE IT Business Conversations
Exam type : Web based
Exam duration : 1 hour 15 minutes
Exam length : 50 questions
Passing score : 70%
Delivery languages : Latin American Spanish, Korean, German, French, Brazilian Portuguese, English, Japanese

Exam Contents
This exam has 50 questions. Here are types of questions to expect:
- Multiple choice (multiple responses)
- Multiple choice (single response)

Exam Description
This exam tests your ability to identify potential HPE customers and then validate and qualify opportunities to sell HPE hybrid infrastructure solutions. It will test your ability to be conversant in the language of hybrid infrastructure and the critical role IT must play in making a business successful.

35% Understand the Customer
- Explain the trends affecting yourcustomers business and buying decisions
- Describe digital disruption trends and technologies and their effect on yourcustomers
- Explain how HPE can help yourcustomer on their digital transformation journey
- Explain how you can use the Business Value Framework to understand yourcustomers and uncover sales opportunities
- Describe the Business Value Framework and explain itscomponents
- Describe how the Business Value Framework helps you understand yourcustomers businessrequirements
- Identify and pursue sales opportunitiesrelated to hybrid infrastructure
- Explain the issuescustomersface when transforming to a hybrid infrastructure
- Demonstrate that you can engage key decision-makers and discussthe issuescustomersface in transforming to a hybrid infrastructure
35% Qualify and Validate the Customer
- Validate and Qualify the Opportunity for a Hybrid Infrastructure
- Use appropriate discovery questionsto uncovercustomer needs, business drivers, and requirementsrelating to a hybrid infrastructure
- Explain the businesscase for how Hewlett Packard Enterprise meetsthe customer requirementsfor hybrid infrastructure
- Describe how you can use the Business Value Framework to begin to validate and qualify customers
20% Understand HPE Competitive Advantages
- Describe innovative productsthat give HPE a competitive advantage in hybrid infrastructure
- Identify and overcome barriers and objections by recognizing Hewlett Packard Enterprises key differentiatorsin hybrid infrastructure
10% Understand HPE Financial and Technology Services
- Leverage Hewlett Packard Enterprise Technology Services and Financial Servicesto add value to the sale

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HPE2-E67 Conversations Question Bank

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on the intersection of banking and technology: A dialog with cross River financial institution

Matt Cooke, McKinsey: From McKinsey’s Banking & Securities practice, I’m Matt Cooke, and here's speaking Banking concerns—new, short audio content for leaders in banking, securities, and past. For this primary episode—taken from a new occasional sequence from our payments observe on payments and fintech—our big apple-primarily based senior associate Vijay D’Silva spoke to move River. right here’s Vijay to tell you greater.

Vijay D’Silva, McKinsey: again in may additionally [2021], I interviewed Gilles Gade, CEO and founder of go River bank, and Adam Goller, its head of fintech banking. For those of you no longer generic with pass River, it is the tech-driven banking establishment that was centered by Gilles in 2008 and which now helps energy a number of commonplace fintechs, similar to Stripe, Coinbase, confirm, Dwolla. together with a couple of different tech-native banks, cross River has pioneered what is now known as banking as a carrier.

The banking-as-a-service model is fitting increasingly commonplace, so that even some banks that could otherwise have competed with move River are finding it less complicated to work with them in its place. here is a part of a broader fashion inside banks to trade their core technology systems, which might in flip seriously change 50 to 60 % of a bank’s cost base. at the equal time, banking as a carrier is being pressured, and a number of enormous fintechs are actually in turn making use of for their own licenses.

all the way through the peak of the COVID-19 pandemic in the US, move River grew to be a leading PPP [Paycheck Protection Program] lender, with over $eleven billon in originations to over 200,000 small corporations. It managed to put in force a solution in under two weeks—whatever lined greatly in the media on the time and some thing we discussed within the interview you’ll hear these days.

As we checklist this, the appropriate four PPP lenders at the moment are JPMorgan Chase, bank of the us, Wells Fargo, and cross River. however whereas most banks originated PPP loans to their personal customers, go River leads in originations to new shoppers. I all started by using asking Gilles and Adam to focus on their financial institution’s agility, how become that developed, and how do they retain it.

Gilles Gade, pass River: We view ourselves as a quick mover, a nimble corporation who can adapt to the realities on the floor, both on the expertise side and the compliance side. and that i believe those go really hand in hand. which you could’t be in the financial house, in spite of the fact that it’s called fintech, at the end of the day in case you can't be nimble on know-how construction to answer the demands of our fintech companions who need to be very quick-paced, fast moving, as a result of they do themselves need to reply to consumers and small-company aspirations.

It’s a whole lot more straightforward to grow in case you’re ranging from zero than if you happen to’re a Wells Fargo, a Chase, or bank of the united states and you have got to shift gears otherwise you need to steer the mother ship in a different direction. It takes a very long term to lead the boat within the other route.

With us, we simply benefited from an atmosphere that changed into very pleasant to the fintech universe, and there become a really excessive demand, very low provide because lots of the banks have been derisking. They had been no longer drawn to venturing into these domains. And we simply took the chance.

At this stage, we broke into the market in a huge manner that enabled us to examine the waters with technology, with compliance, regulatory accessories, et cetera. and then from that element on, you simply proceed to construct on the foundations.

Adam Goller, go River: I feel what’s made us successful is 2 things at our core. One, we hearken to the customer. every little thing that Gilles noted—how we went from simply lending to ACH to push-to-card to fee alternatives to banking as a provider—become all on account of the client demand and the customer need. So listening to our purchasers is definitely one.

but the second component is that after we confer with our customers, they love the expertise. The proven fact that we’re constructing expertise alongside them, in accordance with their demand, is song to their ears, because usually they’re speaking to big banks which have legacy technologies. It’s not configurable. It’s no longer malleable. it could possibly’t be adjusted to their wants.

Gilles Gade: When we now have a large client that involves us with a pain factor, we scratch our heads and we feel about it, we brainstorm, and we get a hold of a solution.

How lengthy is it going to take to improve that solution? no longer that lengthy, because that’s what we’re going to do for the next three months. And we be aware of that if we don’t cater to that client, that client goes to head somewhere else as a result of they have got fully no cause to reside with us.

Adam Goller: I believe probably the most crucial element that we provide is flexibility. So it’s not simply the products that we offer and the way we offer them the API expertise, however it’s the pliability of knowing that you probably have a particular want that is not accommodated with the aid of the present technology, we will build it.

That ability to adapt and to modify the technology in accordance with the customer demand I consider is what separates us, aside from the indisputable fact that, again, in the event you’re speakme to a fintech business and also you speak their language, which is technology, then it goes an extended approach.

Vijay D’Silva: As i mentioned in the introduction of this recording, go River gained consciousness during the coronavirus epidemic as probably the most biggest software lenders in the u.s. for PPP loans. I asked Gilles what it meant to the team of workers of pass River to be part of some thing that turned into having such an impact on the lives of individuals on leading road and small and medium-size companies throughout the country.

Gilles Gade: if you sell to your staff whatever it truly is lots more desirable than them, even for them to grasp the magnitude of the expertise influence that we can have in someone’s existence and for so many lives that we are able to really touch, then you could accomplish miracles.

The bottom line is that we truly managed to rejig the complete organization towards one aim. It’s to get our know-how to work with the SBA [Small Business Administration]. We had been lucky to be SBA lenders to start with, so we did have entry to E-Tran. however what we did is that we built an API that might adapt to the E-Tran mannequin or the SBA’s adjustments on the fly and—as a result of all and sundry become working toward one aim all the time—on the identical time.

Now, the core technology was there, so certainly, you want a backbone. And we have been very fortunate to be able to enhance that spine over the last few years on behalf of our customer.

Adam Goller: one of the crucial challenges that each one of those companies had when the software first turned into launched turned into that they had all these purchasers who had been clamoring for loans but mandatory a financial institution to work with. so to Gilles’s aspect, we already had the infrastructure in place to accommodate that.

We may move through numbers, but the fact is that the demand we had from fintech agencies trying to work with us on PPP became in the tons of. We wound up with over 70 partners for every round. And so I think that the proven fact that we have been already in a enterprise that accommodated fintech businesses, enabling them to lend, made it a herbal healthy for them to come to us for that application.

We had pivoted the complete enterprise to focal point on this opportunity. but equally importantly, it turned into already germane to what we already do. It turned into nothing new for us—the proven fact that we have been enabling fintech businesses who had been sourcing the customers to make loans changed into what we’ve been doing for years.

Vijay D’Silva: some of the areas that newly shaped fintechs regularly underestimate is the degree of rigor critical in being a regulated banking entity. Most banks spend a big share of their energies guaranteeing that they meet the listing of banking rules intended to retain the security and soundness of the business and additionally to protect buyers. here’s Gilles once again:

Gilles Gade: on the conclusion of the day, the buck stops appropriate right here. we're one hundred percent chargeable for every mortgage that we make and for each fee that we disperse and for every account that we open. That’s the bottom line.

And in case you accept as true with in that, then the regulators understand that you’re inserting everything on the line. You’re the ultimate line of protection for the Treasury department. if you take into account that and you manage to carry it to the regulators in a means that tells them, “These guys consider controls, they take into account regulatory compliance, even if they don’t get it 100%. We know they’re respectable guys and that they’re on the appropriate side of the regulatory compliance; they’ll get it at some factor with our counsel. And provided that we have in mind what they’re doing and that they’re being transparent with us, we’re going to work along with that.”

And that’s truly a huge lesson in banking. on the end of the day, they’re not the enemy. They simply wish to do neatly by the patrons.

Adam Goller: one of the crucial issues that might be additionally helps us be as nimble as he described could be the incontrovertible fact that we employ compliance folks who consider within the equal story as our engineers do.

What the embedded-finance and banking-as-a-service trends suggest for fiscal services

Gilles Gade: And once you sell that story to engineers, they basically love that, as a result of we reside and breathe it. Then, subsequently, you get the correct americans at the right region. So it’s a mixture of pushing from behind however also the folks leading the engineering and on the front strains. They do believe that they’re being pushed from behind and being supported of their endeavors.

Adam Goller, cross River: So should you’re interviewing somebody for a compliance position, it’s very handy to figure out whether they’re capable of—even if it be AML [anti-money laundering] or client compliance—they comprehend TILA [Truth in Lending Act]. something the suggestions are, I should understand they recognize those. That’s very easy.

as an example, the day gone by we interviewed somebody for a chance place, and the primary question that I requested them turned into “How do you stability the regulatory necessities with the boom of the financial institution?” So for us, it’s about hiring the right individuals.

I suppose we can’t stress that sufficient. It’s no longer simply in regards to the techniques and the process and the technology. And that’s definitely what we lead with. however equally vital is the americans we put around that technology, round that system. I suppose—across the board, I suppose what you’d locate if you walked into pass River can be folks who agree with within the story and support the story. So no matter where your seat is—in case you’re sitting in sales, in a company role, or in compliance—your total aim is to develop the financial institution in a means that’s protected.

Vijay D’Silva: a standard problem that many latest banks face, even after they know precisely what they should do to compete, is that they operate on core expertise platforms that could be a long time historical or that they have got historic-college IT departments that movement too slowly. I asked Gilles what it is that makes avid gamers like cross River distinct.

Gilles Gade: I don’t desire you guys to believe that we had this grandiose plan, ten years ago, to get into fintech and become the financial institution that we are nowadays. You simply should be a listening ear to your purchasers. And like I spoke of, it’s a case-via-case groundwork. So after we get a use case and we don’t have the product, we increase it. in the beginning, it was an ACH. Then it turned into a push to card. and then it turned into an automatic wire. after which it grew to become right into a bank account, then subledgers, after which virtual bills. So one aspect led to an additional, to yet another, to a different, after which, unexpectedly, “Oh, my gosh, we have obtained a core.”

So then how can we make experience of that core? How do we connect all these products collectively to make feel with every different, so that we could truly bundle them up and sell them as one core? That’s how we ended up building our personal core processor, which is in precise time, all within the cloud. It became within the dot-web environment at the start. we are very happy with it. here is in fact our crown jewel. here is what enables us to circulation very rapidly. feel of it a little bit like a tool equipment.

So now, we now have a local gateway that connects to every single one of the crucial PIN debit networks it is built on proper of our core. It’s an awful lot more straightforward for us to roll out a client, i'd say, within two weeks on the know-how aspect. not speakme about compliance but simply on the expertise facet, we could roll out a shopper on RTP [real-time payments], as an instance, in lower than two weeks.

here is truly the objective right here, to build the foundations of a tool kit, of a toolbox, something the case may be, anything the purchaser use case is. That’s what we’re going to build for that consumer. and then we’re going to are trying to build it at scale. That skill that it’s replicable and not customizable but configurable to different purchasers as well.

Vijay D’Silva: in the last several months, there has been a flood of fintechs either obtaining or filing for banking charters. here's being performed possibly to reap in your price range deposit funding to facilitate country wide lending or to get direct entry to the funds gadget. I asked Gilles no matter if he sees this as a probability to the banking-as-a-service mannequin.

Gilles Gade: Now, simply a quick notice to wrap up on the contemporary phenomenon of filing for banking charters. I mean, we’ll see. The jury is still out. It’s a really tricky element to personal a financial institution and to control a financial institution, in particular within the excessive-risk ambiance and within the fintech ambiance. very few can basically strengthen their own core. They’re going to ought to adopt an present core. You’re going to be tributary to that core, which is not in actual time, no longer scalable, and is not adapted to the fintech universe. That’s one of the huge challenges.

The other problem? For seven years, that you can’t in fact alternate your marketing strategy. The fintech companies—they need to reside nimble. the style that we’ve been able to maneuver that is as a result of that was our enterprise model to begin with. And we started at a time when the de novo manner become switched from three years to seven years. So for four years, we benefited from the scrutiny of the regulators on a new period, on a new venture called fintech banking or marketplace lending; they looked at us with eyes coming out, and they spoke of, “We’re going to manage your growth.” but as soon as we received out of that seven years, then we busted out of the gate.

if you analyze our increase, it changed into fairly average for seven years. and then for the past 5 years specifically, or six years now, it’s been in fact exponential because the FDIC [Federal Deposit Insurance Corporation] prepared us for that exposure. but the banks starting today, the new charters beginning today, they have got seven years to move earlier than they could really burst out.

Now, lots of those are public. They already publish their expected earnings. They’re in for a big shock after they’re going to have suggest with the FDIC to approve their change in company plans. in order that they’re going to be restrained in increase.

Vijay D’Silva: In fresh months, we now have seen lots of momentum in cryptocurrencies, no matter if it’s the regulators’ acceptance of crypto belongings, or important banks looking to introduce digital currencies, or increasing volumes of stablecoin transactions. Or might be it’s easily the growth in the cost of digital assets like bitcoin in the final few years. I asked Adam what that ability for avid gamers like move River and the features provided to purchasers.

Adam Goller: The expansion of the fintech to encompass other items I think actually is something in the playing cards for the future. however internationally, it’s type of a TBD. after which cryptocurrency—not always myself but Gilles may likely spend a couple of hours on cryptocurrency. however doubtless [there’s] not enough time today to cover that.

Gilles Gade: There’s absolute confidence in my mind: it’s not the way forward for banking, it’s the existing of banking. And anyone who has no longer embraced that yet goes to be left within the filth.

the long run in banking actually resides within the fact of opening your eyes to new horizons and daring to challenge the limits, the frontiers, of regulatory compliance and technology. I mentioned that at first, and i’m going to maintain repeating it. That’s where the future of banking holds.

What we’re beginning to see, which is terribly pleasing, is further and further of our colleagues or pseudo-competition—let’s say the neighborhood banks in usual—they are getting a 2d breath of fresh air. With the creation of the primary wave of fintechs, every person idea, “That’s it. It’s the end of group banks as we know it.” today, they’re getting a second wind as a result of they’re getting a crack at these loans. They may originate that themselves by way of partnering with fintechs on the payment aspect.

It’s all purchasable to everyone now. It’s a level taking part in field. So I trust in the future of community banking. I consider that it’s actually relatively bright and that there’s loads of business to be had.

Vijay D’Silva: I wish to thank Gilles and Adam once more for the time they spent with us. There is no doubt that we are at a unique moment in global banking, which is concurrently dealing with a worldwide pandemic, the emergence of new know-how companies that are faster and more affordable than the common banks, buyers which have now come to demand the equal degree of digital service from their banks that they get from Amazon or Google or Apple, and governments and regulators which are searching ahead on the future and shaping regulation to fulfill this new demand.

As we are likely to say, issues will under no circumstances be this slow once more.

i used to be involved taking note of how pass River has managed to redefine how this new technology of banks strengthen product, how they have responded to a abruptly altering environment, and on the equal time encourage their people with the sense of mission. With fintechs continuing to develop straight away and redefine payments and banking, I actually have a feeling that a lot more individuals may be hearing about these groups sooner or later.

Matt Cooke: It’s Matt Cooke here once more. On behalf of McKinsey’s Banking & Securities practice, thanks for listening in nowadays to speakme Banking concerns. We’ve obtained a collection of conversations planned, so we look forward to you retaking your entrance-row seat to eavesdrop on more trade leaders from the area of fintech, banking, and digital talk about their work shaping the future of this industry. but for now, wherever you are today, thanks once more for listening.


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