Good morning, everyone. Welcome to Willis Towers Watson's Investor Day. Please refer to willistowerswatson.com for the Investor Day presentation and the press release that was issued earlier today. Today's webcast is being recorded and will be available for the next three months on Willis Towers Watson's website. Some of the comments in today's webcast may constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-looking statements are subject to risks and uncertainties. Actual results may differ materially from those discussed today, and the company undertakes no obligation to update these statements unless required by law. For a more detailed discussion of these and other risk factors, investors should review the forward-looking statements section of the Investor Day presentation, as well as other disclosures in the most recent Form 10-K, and in other Willis Towers Watson SEC filings. During the webcast, certain non-GAAP financial measures may be discussed. For reconciliations of the non-GAAP measures, as well as other information regarding these measures, please refer to the appendix of the Investor Day presentation and other materials in the investor relations section of the company's website. I am now pleased to introduce John Haley, Willis Towers Watson's Chief Executive Officer. Thanks very much, Claudia, hello, everyone, and welcome to Willis Towers Watson's Investor Day. We have the forward-looking statements here. This is the agenda. I'm going to do a brief introduction, then turn it over to our next CEO, Carl Hess, to talk about the vision going forward, then we're going to have some of our segment leaders go into some detail, we'll end up with a financial presentation, and we'll take questions midway through the presentation and then at the end. Let me just start off a couple of observations about the company and where we are. I think when you look at it over the last few years, we ended up with about almost $9.5 billion of revenue in 2020. If you look from 2018- 2020, that's a CAGR of 4.8%. Very solid mid-single-digit growth. That's even factoring in that we had only 2% growth in the COVID year of 2020. Our EPS has been growing at a CAGR of 10% over that time. The adjusted operating margin improved by about 200 basis points to 20.1%. The metric that, in fact, we thought we were most efficient on at the beginning of that period, free cash flow, and the one that would've been really a great deal of focus, we've had a 23% CAGR, but really the most important thing we look at there is that from 2019- 2020, we were able to nearly double our free cash flow. We have a free cash flow right now that is not quite where we would like it be, but is very competitive, I think, with where our peers are. I quote these statistics just to say, look, this is a company that has a lot of things going right about what we're doing, and a lot of the metrics of what we were trying to do from 2018- 2020 look pretty good. Beyond that, we're a company that is in a number of attractive markets. We serve both the large company market, and we serve the mid-size company market. We have some statistics here for the large size, whether it's the Fortune Global or the FTSE or the Fortune 1000. We're up over 90% of these companies that are served in some way by our organization. Of course, then thousands of other non-Fortune listed mid-size companies that we work with. There are over 30 million individuals, or about 30 million, I should say, individuals that use our platforms to access their business and insurance. We're a global company in over 140 locations around the world, and we've been around for a long time, since 1828, with the service of putting clients first. That's an ideal that we've had from the very beginning. The two themes I'd like to really think about, though, from those slides are really to say, A., we have a strong foundation, and that strong foundation is evidenced by the kind of markets we're in, the kind of clients we serve, the kind of persistency we have with those clients. There's this theme of resilience. In fact, when we look from 2018- 2020, and we look at what happened during that COVID year, we had, as I said, good growth rates, good financial performance even during that. That's really due to our management team, but perhaps more broadly to our colleagues, generally, up and down the line, making sure that they were doing the best to service clients during some difficult time. It's that strong foundation and that resilience that we'd like to say, this is the base on which we're going to be building for the future. I'm particularly pleased that today we're going to be introducing Carl Hess as Willis Towers Watson's future CEO. I've known Carl for a long time, worked with him. He has a record of just exceptional leadership. He ran our investment risk and reinsurance segment most recently. During the time when he ran that from 2017- 2020, there was a 540- basis- point operating margin improvement in that segment. Carl is one of our leaders. We operate in a matrix. Carl has not just headed up the segment, he one time headed up our investment practice, but he's also headed up geographies. Carl was in charge of the Americas geography. During that time, we had a 6.5% CAGR in revenue. He obviously knows how to marshal all the different parts of the business and to bring it together to grow that. As I said, I've known Carl a long time. He's been with Willis Towers Watson or one of our predecessor companies for over 30 years. He spent 10 years running our investment business, over seven years in geography and segment leadership. Perhaps as important, he comes originally from the retirement and the investment side of the business, but he has extensive experience in the insurance and risk industries. He spearheaded Willis Towers Watson Insurance Solutions marketing strategy. He managed Willis Towers Watson wholesale and reinsurance broking businesses. He managed our MGA platform, and he managed the insurance company consulting and technology business. He's also worked with insurance companies on their investment strategy, on asset liability management and governance. What Carl brings is a knowledge of all the different businesses we have together. He also brings not just my heartfelt support, but the heartfelt support of the whole management team. I think the entire management team came to me and was delighted when we had selected Carl as the next CEO, and I think the support he has and the collaboration and the working relationship with that team is going to be fundamental to moving Willis Towers Watson forward. Carl's also been, just and this is, I think, important for investors to know, integral part of some company-wide initiatives. He's been on our investments committee. Back in March of 2020, I formed a special COVID-19 response team. Back in March of 2020, when we didn't know what was happening with COVID, I was worried about what kind of disasters could lurk around there. Carl and that team worked on making sure the business performed as well as it could. They worked on liquidity management. The results that you saw on the previous page in terms of free cash flow, the results in terms of operating margin, the results in terms of EPS, were largely due to the efforts of that team. Carl's worked on our new venture investment committee, sponsoring and fostering innovation throughout Willis Towers Watson, and he's been a leader in M&A activity, both acquisitions and divestitures. I think he's seen all the areas of the business and knows the different levers to pull. Perhaps most important, because Willis Towers Watson is now at an inflection point. We have gone through the aborted Aon merger, and we now have to regroup, and what we need is a bold new vision for the future, and I have every confidence that Carl would be able to deliver that. With that, let me introduce Carl Hess. Thank you, John, for those kind words. Good morning, everybody. Great to see you. Look, as John said, we have a strong foundation. We have a resilient foundation. We have a tremendous foundation, and I couldn't be more excited about the portfolio of businesses we have with us. Together, they generate more value than the sum of their parts. We have great talent. We have great experienced colleagues. We have great people who are in the process of becoming experienced colleagues. We've taken steps to make sure that we retain that talent, and we're attracting new talent to the organization as well. While Andrew Krasner, our new CFO, isn't exactly new talent, we're very pleased to have recruited him back to the organization. He is one of literally hundreds of people who have rejoined us this year. I was actually talking to Alastair Swift, who's our global head of global lines for Adam Garrard, in his Corporate Risk and Broking business. Swift was telling me that beginning about three weeks ago, right, his phone's been ringing off the hook with people wanting to work with us, wanting to work for us, wanting to become part of Willis Towers Watson can offer. We have clarity today, and that clarity is attractive to talent in the industry. Adam Garrard will talk a little bit more about talent issues and talent opportunities in Corporate Risk and Broking as we go forward. It's no accident that the phones are ringing off the hook. We've got a culture that brings colleagues together from across the company to address client issues. Others talk about being united. We are united. Alice Underwood, who many of you may have met, while working in the Insurance Consulting and Technology demo earlier. There's Alice in the purple back at the back of the room. Hi, Alice. She gave me an exhibit that I used for our most recent board meeting, showing how Insurance Consulting and Technology works with other parts of the business to bring light to new interesting solutions to client problems. Up there is ICT working with Talent and Reward, ICT working with our Retirement business, ICT working with Health and Benefits, ICT working with Benefits Delivery and Administration. That's just one chart, right? Pointing out probably about 15-20 different intersections of the business where we've come together to help clients and develop solutions to the marketplace. That's just one perspective. Together, we are stronger. Others talk it, we walk it. We sit around on top of a mountain of data, right? That information about our clients' people, information about our clients' risks. We've developed analytics to gain insight from those data so that we can better address client needs. For instance, we sit on a mountain of compensation information. We're a leading compensation consultant. We could just use that for salary surveys, we don't, right? We use that to develop strategies how companies can best attract, retain, and motivate, and engage their employees. It's about, again, taking the information we have and bringing it to life, developing new intellectual capital that we can serve in the market. We've developed the leading tools in our industry, whether that's within Insurance Consulting and Technology, within talent and rewards, our industry-leading software, or within Gene Wickes' benefits delivery and administration business, where we can help individuals with their decision-making to find the right healthcare for them. Finally, we're financially strong with our best ever capital position. We will deliver results for you, our shareholders. We have ambitions. We're going to, by 2024, be a $10+ billion company with an adjusted operating margin of 24%-25%. We plan on generating free cash flow of $5 billion-$6 billion, and our EPS target for 2024, $18 billion-$21 billion. I'd be remiss if I didn't mention that along the way, by the end of 2022, we will deliver $4 billion or greater in share buybacks, because we think that the principal use of our capital should be to return it to you as shareholders if we can't find better uses for it. That's our commitment. We will grow in line or better than our peers. We will continue to improve our operational performance and translate that into cash. We will manage your assets with the care, prudence, and respect they deserve. While we will be in the market for inorganic opportunities, we set a high bar for them, and that should all continue to drive shareholder returns. To get there, I've set three basic pillars for the organization and our new leadership team: grow, simplify, transform. First, to achieve our revenue targets, we'll invest smartly. We'll look for the places in our portfolio that offer the greatest potential. We'll exploit the portfolio effect by leveraging places our businesses intersect that will enable us to differentiate and enjoy premium pricing and/or take market share. We'll look to be disciplined about innovation, grow fast, blossom fast, and fail fast if we have to. We'll look to inorganic opportunities, but not just for growth's sake, to fill in gaps or take advantage of scale effects in our portfolio. Second, we want to make it easier and quicker to do business with us. We're simplifying the structure and adjusting our matrix management. We'll be invigorating our client management model that we paused while we had our interlude with Aon. We will Embark on a program designed to cut $300 million in expenses over the next three years by simplifying our infrastructure, building up our operation centers and a shared services capability, revamping our real estate portfolio to reflect the lessons learned from the last two years, and completing our journey to the cloud. Between the additional operating leverage we'll achieve through managing our costs as we grow, and this, by the way, is already underway, and the transformation program I've just described, we're going to deliver a 450- basis- point improvement in margin by 2024 as compared to 2020. I've highlighted here on this slide the four primary components of our growth strategy. They're our focus on our core businesses, the parts of them that have the highest potential return for shareholders. Finding the intersections in our business, which create a portfolio effect. Third, taking a dynamic, disciplined approach to innovation so as to maximize the payoffs for those investments. Fourth, to use inorganic expansion also in a highly disciplined manner to address gaps or add scale. We'll bring these principles to bear on areas where we think value can be created. For example, market share. We think, for instance, our broking business in North America is underweight. We're going to look for opportunities to grow in both the large and mid-market where it makes sense. Gene Wickes's individual marketplace business, as you'll hear from Gene directly in a bit, is a place where we see tremendous growth potential, and the opportunity to capture market share is substantial. We'll look to emerging and evolving markets. For instance, in the wealth space, right? The blurring of the boundaries between institutional management, defined contribution, as it were, and retail wealth management, is growing apace in many geographies around the world, and we're taking advantage of that. Our LifeSight Master Trust, based in the U.K. and elsewhere, is the market leader and has already grown in the past half dozen years to over £10 billion. Right? Julie will give you a more precise figure in a moment, I'm sure. External analysis, not ours, external analysis says that this is a market that's projected to grow 25% annually over the next five or more years. We are incredibly well-positioned to take advantage of that, and we are projected to be the number one leader in that market for years to come as well. This is a lesson we could take and use in other geographies to exploit our intellectual capital around the world. There's some really interesting opportunities for us in that space, and that's just one. We also look to fast-growing markets. The individual marketplace, and specifically our acquisition of TRANZACT, designed to take advantage of a fast-growing direct-to-consumer Medicare marketplace. Looking to leverage our abilities in climate, where we are the market leaders across the portfolio. Not just from a risk perspective, from a people perspective as well, the implications of climate change across our clients' human capital and risk capital portfolios is an area where we have led, and we will continue to lead. We also, for example, have developed something called the Climate Transition Pathway, designed to help energy companies migrate to a zero-carbon future by enabling them to find insurance to be able to run their business while they evolve their business to meet zero-carbon needs. We're also looking for high-value solutions that command a premium price in the marketplace. Our Secure Income Fund, for example, which is designed to enable U.K. pension funds in a low-yield world meet their obligations through alternatives to traditional fixed income, is an area where we can assemble portfolios that meet client needs, but again, take advantage of scarcity in the marketplace to command premium prices. The second tenet is simplify. We've already begun the streamlining of our organization by appointing a new leadership team, some of which are here today, and hopefully you've had a chance to meet. Shown on the slide here are our segment and geography leaders. We have Julie Gebauer here in the room. Adam Garrard will be joining us on the video, our two segment leaders. They are matched with, not against, but with our three geography leaders, Anne Pullum for Europe, Imran Qureshi for North America, and Pamela Thomson-Hall for International. Together, they will drive the organization, working with our corporate functions and other leaders to achieve the goals we've set out. Segments remain our engines for driving superior business outcomes and creating intellectual capital. Geographies are closest to the clients will bring the best of Willis Towers Watson to each and every client in an appropriate way. The new global leadership team has been designed with clear accountability and with the ability to make fast decisions so we can succeed in the marketplace. Now, while we paused evolving our client model during the merger process that John talked about, we are restarting that process. Taking advantage of any additional insights we have maybe gained from the last 18 months, whether those are external or internal about ourselves regarding market segmentation, the respective role of the segments and geographies in client management, and the client management process itself. We're going to do that by standing up centralized support and growth operations to ensure quality service delivery to each and every client. The Willis Towers Watson experience will be reliable, and that in itself gets us further business. At the same time, we'll help our colleagues with speed to market by simplifying the structure of the company where possible, along with a shared services environment to promote efficiency. Leads me to the third principle, Transform. I have named two global leadership team members principally responsible for efficiency, Cecil Hemingway, as our new Head of Transformation. Cecil was formerly the head of health and benefits, non-North America, so comes to us from Julie's business, but is a multi-year veteran of the firm and the industry. Alexis Faber, who moved over from Corporate Risk and Broking to assume the Chief Operating Officer role. Their task to construct the new operating model for the company with a mandate to drive change, to centralize, and to standardize. Real estate and technology, as I've already highlighted, will be a large part of the change. We've learned our lessons about the new ways of working that we can achieve over the last two years and will implement with speed a program designed to realize a $300 million run rate savings by 2024. Adam, Julie, and Andrew will all provide further details on our plans in their presentations. We do see three principal areas where we can achieve those savings. Real estate. Move to a portfolio of offices built around clients and collaboration, not about coming to the office to read email. Ops and tech. Complete our journey to the cloud, develop operations center, building on the success of our existing operations in Mumbai and Manila, and look to create shared services across segments and across functions. We've historically had a culture of doing excellent things 30x. We want to move to a culture of doing excellent things once or twice and replicating them 30x. We see all this as contributing to that $300 million run rate savings, and as a $10 billion firm, which is our ambition, that's a 300- basis- point margin improvement. To sum up, we're starting from a position of strength, but have no plans to rest on those laurels. Our efforts that I've outlined will realize a vision that will improve outcomes for our clients, engagement for our colleagues, and returns for our shareholders. We've already named an inclusive, forward-looking, unified leadership team that's committed to work together to deliver for you. Together with our more than 45,000 colleagues, we will deliver profitable growth. Yes, John, that is still one word around here, by employing our collective creativity to meet our clients' needs. We'll transform how we work and where we work to meet those needs more efficiently today. We'll be prudent stewards of the financial assets at our disposal so that our shareholders enjoy superior returns on their capital. Thank you very much. With that, I'll turn it over to Adam Garrard for a dive into Risk Broking. Am I on? There we go. Sorry, everybody. I hope you can hear me. Good morning, good afternoon. I'm sorry I could not be with you in person today despite my best endeavors. It's my pleasure to talk to you today about our risk and broking segment, a combination of Corporate Risk and Broking business and our Insurance Consulting and Technology business, which will come together under one umbrella in 2022. I will focus on Corporate Risk and Broking today. Any and all reference to financials and other metrics in this presentation refer solely to Corporate Risk and Broking. Next slide, please. Firstly, let me start by telling you what we do. This is not just an introductory slide. It is actually a very important statement about who we are, what we do, and most importantly, how we are positioning ourselves for the future. The broking industry will need to continuously adapt to remain relevant to its clients. We are at the forefront of that change. We saw the future early, and we have positioned the business to take advantage of the changing environment and the changing emphasis that our clients and their board members are placing on risk. Risk and Broking is an advisory company. It's a data company. It's a technology company, and it's a solutions company all in one. Our advice, based on analytical modeling, helps clients make better decisions and has no parallel. Our investment in technology, particularly our new trading platform, will not only be a rich source of data, but will allow us to trade digitally with many carriers, providing significant operational benefits. We trade $28 billion uncertain, providing them with optimum risk hedging solutions. In short, we do so much more for our clients than procure insurance. More and more, the insurance transaction is an outcome of what we do for our clients, not all that we do for our clients. It's important to keep this in mind during the presentation because what we've actually done, I think, is to create a competitive advantage and create the foundation for future growth. Our challenge is not whether we have the relevant proposition for the rapidly evolving risk landscape. Our challenge, and indeed our opportunity, is one of scale. We need to significantly accelerate our ability to distribute our unrivaled offerings. Next slide, please. We have the proposition. It's world-class. We also have a very large and growing marketplace in which to ply our trade. We estimate the existing addressable market to be in the region of $32 billion. The market is changing and growing. Risks are becoming more complex in their nature and broader in their scope. Cyber insurance is a classic example. It's an $8 billion premium market today. It's predicted to be $20 billion premium dollar market by 2025, and we are well-placed to capitalize. Whole area of climate change represents an enormous opportunity for us. There were $220 billion of economic loss from natural catastrophes in 2020. That will only continue to rise into the need for greater risk advice and greater risk transfer expertise. We are well-placed to capitalize with our unrivaled modeling capability and our world leading expertise housed in our Climate and Resilience Hub. Clients will need help sourcing capital, as Carl mentioned, sourcing capital as it pulls back under pressure from activists. We have initiatives already in place and are the first to market with a product to do just that. Clients will need help transitioning to clean operations, and that means for their risk profile. We, with our engineers and our industry expertise, have the capabilities in place to assist in this area. Finally, with regard to climate, clients will need help dealing with remediation obligations of their legacy activities, including the transfer of such obligations. We have the expertise to help. Not only are new risks emerging, but we also have in our organization now more data and more expertise that will allow us to provide solutions for those preexisting risks which have not yet been addressed, such as non-damage business interruption. We are and growing market. Risk is starting to occupy the top spot on every boardroom agenda. Brokers that have a superior advisory capability coupled with a superior risk transfer offering will become, I believe, the most important advisor to boardrooms and governments over the next decade. This is the age of risk, we are incredibly well-placed to take advantage of the rapidly evolving needs of our clients and indeed, society as a whole. Next slide, please. Having said that, it's true to say that we have some headwinds and challenges that we are facing as a direct result of the aborted Aon combination. We went into 2020 feeling that it was our time, that we had the right strategy, that we had the right structure, that we had the right leadership, that our investments in data, technology, and innovation would start to bear fruit, we were about to, if not change the world, then certainly shape the world. It's true that we have lost clients and colleagues to retain. Our voluntary attrition rate over the last 12 months has been 13.4%, up from 11% in 2020. The attrition rate is most pronounced actually in North America, and the rest of the world being pretty near 2020 levels. Our client retention rate in H1 2021 dipped to 92% from 94% in the prior year. Our recurring new business from new clients in H1 2021 was down 6% on the same period last year due to a reduction in tenders that we were invited to. This was offset by strong double-digit growth on recurring new business from existing clients and on one-off project work. All of which, I will touch on in a moment, have stalled in their implementation. Global lines of business, our sales and client management model, broking technology, operational efficiency and digitization, and North American segmentation, and large accounts expansion. Whilst the aborted combination was undoubtedly, and predictably, a setback, we have the business resilience and the foundations to bounce back and bounce back relatively. Colleagues now have clarity on WTW's risk and broking future and are re-engaged by that. The prolonged period of uncertainty tested the most loyal of colleagues. We also had a H1, which has produced a well-funded bonus pool, which will reward the colleagues who have stayed the course. We have a financial and non-financial retention strategy for key risk and broking colleagues. The colleagues I speak to want to stay at WTW, are optimistic and excited about the future and what we can achieve together. There's no question we have risk and broking talent and our strategy, culture, and platform. We are seeing external talent re-engaging with now that there is clarity on our future. We also have a clear picture of where we want to add leadership and client-facing capabilities across our global lines of business and geographies. The last year has also given us the chance to rethink our talent requirements so that we can hire smarter. We will not be filling every leaver with a like for like replacement. Our first priority is the development of existing and of new client management talent to significantly increase our distribution capabilities. We in Corporate Risk and Broking have already hired back 100 colleagues since the announcement that the Aon combination is not to come. We expect client retention to return to pre-announcement levels. Our clients have been loyal and very patient. We will reward that patience with unrivaled service and unparalleled offerings. We expect new business levels to exceed our pre-announcement metrics as we digitize and connect the sales process. There will be an uptick in tenders from the corporations that delayed due to COVID and the Aon announcement, and we will have better win ratios as we are confident in our offering. In addition, we will reignite our initiatives and accelerate their implementation. We believe that the momentum, and that coupled with our very strong underlying foundations, means we are committed to and confident of delivering both revenue growth and margin expansion in 2022. Can we move to the next slide, please? What I hope is coming across in this presentation is that despite the headwinds that we are facing, we are well positioned to take advantage of the evolving marketplace and have already invested significantly in data, analytics, and technology to not only provide a competitive advantage today, but to ensure that the business has a sound foundation to future-proof it for tomorrow. Over 1,000 insurers worldwide use our ICT technology, which is ingrained in the very fabric of their business. Our core analytics tools, which help clients make better decisions by predicting the probability and consequence of events, are already used by 6,000 of our clients. We can deliver these at scale on a self-service basis to both our brokers and our clients through our broking platform linked to our client-facing platforms. Our Connected Risk Intelligence model offers large corporates the ability, for the first time, to truly optimize their risk dollar. It has the ability to look at risk types not in isolation, but as a portfolio, taking into account the correlation and dependencies of each risk against the other, analyzing literally millions of options to provide an efficient frontier of optimal risk retention and risk transfer programs. There is nothing like it on the market. It will be shown in the foyer during the breaks and at lunchtime. If you want a view of the future of insurance broking you will not be able to see anything like it anywhere. Our trading platform will not only allow us to digitize the end-to-end process, but it will also allow us to transact digitally with insurers and capture an incredibly rich and valuable source of data, including how the market is trading across the globe at any one time, and how it is trending over time. That data will power our optimization models and will provide data that we can feed back to carriers and for which they will be willing to pay. These investments in tools, platforms, and analytical capabilities are some of the enablers of our future growth. Next slide, please. We also believe that we have so much more. One of our key strategic pillars was and is our global line of business model. Quite simply, we have managed to break the silo mentality with a combination of collaborative culture and non-optional leadership that has dogged insurance brokers for years, including the 27 years I've been in this business. We have removed the barriers of misaligned incentives and P&Ls, and are able to deploy our expertise wherever it is located to the client problem wherever it is needed. We are known for our unrivaled expertise in certain sectors, and we can deploy it globally with speed and focus. Our eight global lines of business are growing one and 0.5x Faster than the rest of the business. We will double down on our investment in the existing eight and redouble our efforts to add other industry-focused global lines of business to the portfolio. North America represents the single biggest geographic opportunity. We are known for our middle market capabilities in North America, and we will continue to invest in both the proposition and the distribution for this segment. We need to continue to recruit new and develop existing producers for this segment to ensure that we deliver our differentiated offering, such as our analytical tools and our service promises under Engagement 365 consistently, aggressively, and at scale. In addition, we need to expand our North American large account business. We are a successful large account business across the world because of our advanced analytical offering, unencumbered access to global markets, and our specialized industry expertise. We need to increase the scale of distribution in North America by developing existing and hiring new large account management talent and leveraging Health, Wealth & Career's existing large account relationships. We will also expand the markets in which we operate through new product innovation, capitalizing on our distribution platforms such as the Affinity ATP system, and addressing market gaps with acquisition opportunities. Increasing sophistication of data and analytics provides the analytical broker the opportunity to address the existing underserved risks. Add to that the evolving risks such as climate and cyber, and the market potential is significant. Our innovative track record, our analytical firepower, and our technological focus, we are extremely well-placed to take advantage. Next slide, please. Whilst growth is obviously a focus, we also have margin expansion top of mind. We are simplifying and digitizing our end-to-end processes focused on implementing and connecting four key platforms. Our CRM platform, our trading platform, our servicing platform, and our client portals, in order to eliminate duplication and automate where appropriate. We expect this digitization to deliver 300 basis point margin improvement by year-end 2024. This, coupled with the efficient location of work and the enterprise-wide initiatives that Carl mentioned, such as real estate and procurement, we believe will deliver 500 basis points of margin improvement for Corporate Risk and Broking by year-end 2024. I want to give you some examples of workflow improvements that are, and will deliver efficiencies. Look, this is deliberately a little detailed because I think it's important that you understand that our margin improvement estimates are not based on hypothetical intentions. They are based on work that is already underway. Let's take the CRM platform. The integration of sales and marketing capabilities and the implementation of standard templates and guides for client engagement has and will eliminate numerous manual steps such as data entry, KYC, data lookups, as well as automate distribution of relevant documents across the globe through the platform. Automated task creation and routing in the CRM platform based on predicted rules and client plans will take guesswork out and eliminate the current manual work required in coordinating across multiple teams. In respect of our new trading platform, using a rules engine, placement data is pre-populated either from last year's policies or from the CRM platform. This eliminates most of the manual renewal preparation process, resulting in a sizable reduction in operational effort in the back office. Our ability to define a set of reference policy structures as well as terms and conditions applicable to line of business or client segment, and generate standardized specification documentation, have enabled higher consistency, quicker onboarding of new brokers, and reduced E&Os. Integrating Insurtech capabilities like Groundspeed and LineSlip into our end-to-end processes will enable us to scale the data structuring and ingestion of loss exposure and data, then reduce the manual work involved. We reduced our back-office team handling exposure and loss data by 50 FTEs by building automated data ingestion capabilities and integrating the Groundspeed platform. This will produce higher quality exposure and loss data for use with both clients and carriers. Digital integration with carriers through portals and APIs eliminates the need for email attachments and multiple versions of the documents. This reduces the efforts involved in collating data for the client proposals and also generates insight for market brokers. In respect of our service platform and our client portals, our digitized ability to move work items and tasks from front office to global locations enables efficient collaboration between teams for completing the work, tracking the progress, and escalation based on predefined service models. Both the CRM and the trading platforms leverage this in conjunction with the rules engine that creates the tasks based on standard templates and plans. More than 80,000 tasks per month are tracked, measured, and reported, resulting in a significant reduction in email queries and phone calls across the front and back office. We will eliminate teams that are primarily focused on responding to emails in order to report the status of the tasks. Client portals enable us to share policy information and other client documents such as certificates, and most importantly, provides the ability for clients to self-serve. We have increased the adoption of self-serve for certificates in North America significantly, resulting in higher client satisfaction and a reduction in back-office effort. I appreciate that this was a long and detailed list of actions and outcomes. I thought it was worth going into detail because I wanted to provide you with the confidence that not only can we see a path to the 26% margin, we are some way down that path. We are clear about the journey we will take and the destination that we seek, this, coupled with our unwavering determination to get there, will ensure success. Next slide, please. I would point out that we have a track record of margin expansion over the last few years. We have shown revenue growth and margin expansion with a consistent 100 basis points margin improvement for the last three years, despite the challenges, through continuous operational improvement and expense management. Both with the growth and efficiency initiatives mentioned previously, and with the continued diligent expense management, we believe that we have all the ingredients in place to deliver on our target of annual average mid-digit revenue growth and a 26% margin by 2024. Next slide, please. Look, I hope that what we've shown is that despite the fact that we have some short-term headwinds to overcome, we have built a strong launchpad, and we are now ready and need to act by distributing our distinctive offering at greater scale. We will continue to expand the markets in which we operate by creating innovative solutions to address both complex and emerging risks, something we are rightly known for. Our culture of collaboration, diversity, and excellence allows us to do things that others cannot simply do. Successful insurance broking is a team sport, and we have the best functioning team on the pitch, which will lead to success, and in turn, allows us to attract and retain the best talent and the most sophisticated clients. Our workflow digitization is beyond the concept stage, and we are some way down the road towards the destination we seek. We are confident we will get there, and the journey will deliver the target margins. We have been bruised by the aborted Aon combination, but we are applying the required ointment, and we will be better and fitter for the experience. We are ready to grow our revenue, expand our margin, and disrupt the status quo. Thank you. Carl Hess, back to you. Thank you very much, Adam. I think we have time for questions now. Perhaps I'll ask Greg if you want to begin. We've got Gene and Mike and Julie, if you could wait till everyone can hear it, that'd be great. Thanks. Good morning, Gregory Peters with Raymond James. I suppose the first question during your comments, both your comments and Adam's comments, you talked about colleagues that had left that were coming back. Maybe you could give us some more color on what's going on, not only within the corporate finance function, but also at the producer agency level, on getting producers back on board with Willis Towers Watson. Adam, yes, there you are. Hi, Adam. Maybe we'll let you take first crack at the CRB. Hello side of things. Yeah. Did you hear Greg's question? I would say that it's early days. Yes, I did. Sorry. Thank you, Greg. Look, I say it's early days, but the signs are good, right? We did lose some colleagues that we didn't want to lose, there's no question about that. We have a very strong proposition, and particularly what I talked about in terms of our technological capability and our analytical capability. That's something that clients want now. That's not just an add-on, that's almost table stakes. By the way, not everybody can deliver it. People did leave because they didn't want to join Aon, or they weren't comfortable with the uncertainty, and we have engaged with those people that we'd like back, and I think that we'll be pretty successful in getting them back. On top of that, we are also looking to recruit, right? As I mentioned, not looking to recruit in the mirror image, but we know exactly what we want, and we're out there now trying to make sure that we can pull those people in. To be fair, we're not that far from the announcement date of the aborted Aon combination, and in most parts of the world, there are quite long notice periods. I think you'll see the downtick in attrition and the uptick in recruitment coming through in probably the Q4 and the Q1 of next year. Yeah. Just to follow- up across the organization, Greg, our headcounts in aggregate have actually been remarkably constant through the last few years. Part of this is just about making sure individual parts of the business, we keep that contained and back on track. Adam's right, we've only been back on the market for talent a number of weeks as a newly reinvigorated independent company, but it is a huge organizational priority across the board. Got it. My follow-up question will be around your margin improvement plan. Obviously, for many of us in the room, including your management team, you have a jaded historical experience with something you inherited called the OIP program that really didn't deliver much to anybody other than frustrations to John and yourself and everyone else. When we think about this new plan that you've announced to investors, help us sort of understand why this one's going to work and the other one didn't. Yeah, it's different this time, right? Yeah, exactly. You got it. One of the things we found out with OIP as we came into become Willis Towers Watson and discovered what was going on was that change was happening, but people weren't banking the savings, right? They were reinvesting the savings on something else. Simply put, the accounting, as in the accountability type accounting, wasn't there. We very much learned the lesson of you need to actually track this, and when we said we're going to save something somewhere, it needs to be saved, right? It doesn't need to be reinvested. It needs to be saved. There's an organizational discipline I think we have this time around that wasn't present, frankly, when we became Willis Towers Watson, and we're not going to repeat that. Full stop. One of the things is we've had an opportunity over the last 18 months to observe another organization that's been through some of these. Their first time didn't work either. Their second time did. We'll learn the lessons from the second time and not the first time. Elyse? Thanks. Elyse Greenspan, Wells Fargo. My first question is also on the expense program. If I look at slide 14, and Carl, you highlighted this, there are four areas that are going to drive that $300 million global platforms, rightshoring your operations, real estate, and tech modernization. The question that I have is can you help us understand what is coming from each of the four different components? Then as we think about this being a full- year 2024 target, can you help us understand how much is going to come in maybe some this year, and how much is going to come in 2022, 2023, as well as 2024? Andrew's going to talk a little bit later about some of the sequencing on that, so just ask you to stay tuned about that. In terms of the pillars here, we're not going to give you an exact breakdown, but we think all three are going to contribute substantially to it. We have the best visibility today into real estate because we know where our offices are, and we know what the terms of our leases are, and we understand what the costs involved with that transformation would be. Second, on technology, we have a very good, and I think cooperative relationship between our enterprise IT and segment IT leaders. We've already been operationalizing our journey to the cloud, and we have, I think, a very good idea of what it's going to take to finish that journey. When it comes to some of the other issues regarding automation, that the work yet to be fully scoped out. We are confident we'll get there, but I can't break it into necessarily exactly how we will get there just yet. Within the broking section, you guys alluded to $100 million of revenue. I think it was from middle and large account business. We could also go back to when Willis and Towers came together. There were some revenue targets tied to the large account space that I don't believe were successful. Maybe similar to the savings plan, what is different this time that you guys think you will be able to add to your market share within the large account space? Or was that more a middle-market target? Just help me understand. Adam, why don't we see if we can get Adam back on screen. There we are. Yeah, sure. Adam, you want to drill down on the 100? Yep. Yeah, look, I think there's two things that maybe we didn't quite contemplate when in 2016, when we came together with Towers Watson, we had those targets. The first thing is that what I try to portray today, I guess more than anything, is that we have a right to win. We have a winning proposition. It is a differentiated proposition. I know because I do a lot of pitches to a lot of global clients around the world. It is a proposition that resonates. Now, we didn't have as well-rounded, as detailed of an analytical and as scientific a proposition five years ago as we do today. I think the other part of the story is, we have, and we do need to, and we are committed to actually making sure that we develop our existing or, and hire new large account management talent. I think that that was also, we didn't have enough of that in 2016. We haven't done enough to address that. We have some pretty interesting ideas. We don't really just want to hire large account talent from other brokers, because when they turn up at the door, all they're doing is selling whatever that other broker used to sell. We're selling something completely different. We have a different conversation with our clients, and we have a conversation with residents that resonates. One of the things that we need to do with our existing large account team, and those that are capable, is to make sure that we train them on the proposition that we have. That's why I put John Merkovsky in charge of our large account strategy. His role is to make sure, first of all, we create the storyboard. We know what it is, but we just need to coalesce it a little bit. The second thing we need to do is to make sure that we train enough folks on that storyboard so that when they go out into the field, they're selling Willis Towers Watson's proposition, not the general market broking proposition, because ours is very different and very compelling. John is here today, by the way, so you'll have a chance to talk to him at the break and see how that resonates. Oh, okay. No pressure at all, John. Great. Mike Zaremski from Wolfe Research. I guess, back to a question on margin improvement. I think it was refreshing to hear your candidness about some of the challenges that you're facing and kind of the ointment you're using to fix those challenges. I think we all know that the long-term trajectory on margin improvement, you have a clear path to it. I feel like historically, the Willis Towers Watson stock has underperformed, just factual, upon earnings date because of a lack of, I guess, a mismatch of kind of investor expectations versus in the near-term path. Just kind of thinking through the challenges you're facing near- term and looking at the slides, talking about the benefits of the restructuring or cost programs being kind of backloaded into 2023 and 2024. Should we be in our models and thinking more near term that some of these challenges will transpire into slower earnings growth or less margin improvement? Just not to belabor it, but just trying to make sure we're clear about more near-term expectations in 2021. My idea, perhaps wait till the finance presentation at the end of this, and that'll help clarify some of the sequencing. Perhaps we'll have Andrew and Mike up here with me to sort of talk about how you might factor that into your models. Okay. All right. Maybe one follow-up. To all the press releases about certain people leaving, and I think you alluded to a healthy bonus pool. Will some of the Aon breakup fee be used to give people bonuses that are expected potential bonuses if the merger had gone through? Cash is fungible, right? I mean, the $1 billion we got from Aon, which is pre-tax, of course, we owe some tax on that, is no different than the $1 billion or $2 billion we have in the house already, just to start with, right? We have taken steps to make sure that we are paying retention where retention is warranted. I would point out that the Aon retention bonus pool was set up to retain colleagues who were going to be heading into a two people for one job situation, and that's no longer the case. Just simply saying we're going to pay out those bonuses would have not been in our shareholders' interest. Whereas paying retention to people who we actually need with us for the journey ahead is in our shareholders' interest. We think we've made the smart decision by refashioning the program to be a Willis Towers Watson retention program, not an Aon combination retention program. Think we're there? Couple more. There. Sorry. I won't be involved in microphone selection anymore. Hi. Weston Blumer from UBS. My question is on the free cash flow target. You alluded to certain initiatives that are currently underway and others that you're going to expand on and grow into. Can you talk to, I guess, what is currently being done and what are the new initiatives? Is it improvement in days sales outstanding, lower CapEx? The three-year target, does that include the back half of 2021? Just a clarification there. With regard to the first part of your question, yeah, we have taken steps over the last couple of years to move to a much more disciplined effort regarding CapEx. Mike and I have been part of that investment committee, which has looked at our CapEx spend across the organization, rationalized it, and made sure that we've taken a very disciplined and prioritized view on where CapEx is warranted and where it should not be. We will be maintaining those efforts going forward. That's been a very successful activity for us and no sense pausing. Andrew and I were actually on the startup for the committee that was looking at cash management, and DSO has been sweeping cash out of our organization into centralized treasuries, been an integral part of that effort. That task force continues to meet every week. I'm still there. I'm sure they'll kick me off it at some point, but we've actually accomplished, I think, great things and are continuing to accomplish great things with respect to our organizational discipline around free cash. Thanks. My follow-up is on inorganic opportunities. You mentioned areas where you could look to acquire business lines. On the flip side, are there any areas where you could potentially look to be a net seller, either by segment or by line? I guess built into that $10 billion 2024 revenue target, does that assume that you're going to be a net acquirer over that time period? How do you think about M&A, I guess, more broadly? We haven't addressed divestiture in this because, frankly, we like the businesses we have right now, and we think they fit together very nicely, and they create a portfolio effect. While we've had some dispositions over the past couple of years, we're actually much more excited about our position to grow, not to shrink at this point. I've identified a few, and you've seen our announcement regarding a potential deal in Israel, which helps with our geographic footprint. We think these sort of acquisitions, which can help us become everything we want to be with respect to a global force in our chosen markets straight down the middle. I say, we're not looking for anything ginormous. We are looking to make sure it strengthens the capabilities we have already. Nor are we about to expand into businesses we aren't in. We like the business that we're in. Ryan Tunis, Autonomous Research. I guess just given some of the attrition issues we heard Adam talk about, why is now a time to focus on margin improvement rather than investing in talent? I'm going to steal one from my colleague Julie Gebauer's notebook and point out the word is and. It's not or, it's and. We can do both. We want to be out there for talent, and we think we can find that talent. The talent fits in with our current strategy, and we believe can be accretive quickly. It's an and. Got it. Follow-up, I guess, Carl, you were, I think, overseeing Willis Re, that you identified as a non-strategic fit to the Willis organization. Why is Corporate Risk and Broking more of a strategic fit if Willis Re wasn't? I think the fundamental nature of our business is the vast majority of our client relationships are with corporations. That's the customers for Adam's business. The customers for Willis Re are insurance companies, which are an important component of who we do business with, and it's ICT's client base. It's not as if we're abandoning that segment. We're actually very, very happy about our insurance company relationships, and we think they can be deep and broad, even without Willis Re. The overlap in terms of just who you're focusing on with respect to your client base is basically 100% between Risk and Broking and Health, Wealth, and Career. That's just simply not going to be the case for a business that specializes in one particular industry. This gentleman in the front's been very, very patient. Thank you. Tobey Sommer with Truist Securities. Could you elaborate a little bit on where you see market gaps or opportunities? At the beginning, I think you mentioned broking in North America and individual marketplaces. Yeah, those were the two areas I highlighted, but there are other places where we think we can grow as well. Our market share in North America is smaller than it could be. It's a very fragmented market. If you look at our market share in most other major developed economies. We're relatively light in North America, and we think that there remains very good potential there for both organic and inorganic opportunities with respect to Risk and Broking. As Adam has already highlighted, we're very much a large market broker in other parts of the world, and we're light in that aspect of our North America business. Again, these are areas where we can take our intellectual capital, and that's a vibrant intellectual capital proposition Adam has outlined, and bring it to North America. We think that's a real plus for us. With regard to individual marketplace, you'll hear a bit more from Gene here later, but this is an area that's large, it's growing, and we already have an extremely strong position. With some of the bumps our competitors have faced, we don't have them. We think there's the ability to capitalize on that over the short- term. As a follow-up, could you comment on how the company's market positioning capabilities across two themes map against the changes in the marketplace and how you may be able to grow? Specifically, climate and ESG. I was curious about how the company is sort of tackling those issues. Sure. They're related, right? Because last I looked, the E part of ESG is environmental, and the reverberations from climate change definitely have social and governance themes as well. I'll try address these a bit blended, right? First of all, one of the things we established a number of years ago, it's gone under several names, it's now the Climate and Resilience Hub, but as a center of excellence that was reporting into me previously, now it reports into Julie for all things climate. It employs risk modelers, climate scientists, and people with other expertise that can bring the important nature of climate change and what it's going to mean to our client base into reality and actual revenue. We like to think of it as doing good while doing well, and it's how it's deliberately sort of off in its own portfolios, make it influence the segments work. We view this as an important initiative for us, it is cross-company. As Adam would say, as we talked about the Climate Transition Pathway, which is a broking solution to climate change, we think this has impact across the entire portfolio, some of it sooner rather than others. With regard to ESG, this is something where we're seeing developments across a number of the businesses in the portfolio. In Talent and Reward, there are clear, direct implications for executive compensation, as well as for how risk behavior works within organizations that can have impact on the risk and broking side as well. I talked about sort of grow fast, blossom fast, fail fast. This is where we're seeing growing fast and blossoming even faster across the portfolio. Anyone? Well, this may be a first, all questioned out. Shall we move to break at this point? Claudia, will we gong people back in, Addy? We'll let you know. I guess we'll let you know. All right. Please do have a look at the exhibits out in the hall. For those of you online, it's a chance to go catch up on your email. Thank you very much. We'll see you again shortly with Julie Gebauer. [Break] Hello, everyone. We'd like to get started again. I hope you all had a chance to look at the Connected Risk Intelligence demo that Adam mentioned, along with some of our other leading-edge tools and technology. We're now ready to turn to our Future Health, Wealth, and Career segment. This will include our human capital and benefits business, or HCB, the investments business from investment risk and reinsurance, and benefits delivery and administration, which we refer to as BDA. Of course, since we're still operating under our current segment structure, any financial results or outlook we provide will be on that basis. Now, Gene and I are really excited to share why we are so proud of the performance of this segment and why we're looking forward to our future. The synopsis is that we have a strong track record of delivering excellent work to an impressive client base. We have opportunities to build on that strong foundation with operational excellence, connections across our business, and innovations. With attractive opportunities in the market and disciplined management, we'll continue to drive profitable revenue growth and help unlock additional value for Willis Towers Watson. Let me repeat that. We have a strong foundation. We will not stand still, and we have plans for continued profitable revenue growth. Let's get into some more of the details. I'll be focusing on HCB and investments, and then Gene's going to provide a spotlight on BDA. I think most of you will recognize our strong foundation. We have a terrific portfolio of related businesses helping organizations and individuals in the important areas of Health, Wealth & Career. Together, we generated upwards of $3.3 billion in 2020 in HCB and another $300 million in investments. Across this portfolio, including BDA, you know we have related content. We have consistent buyers. We'll see benefit by bringing everything together in one segment. However, each of our businesses operates in a distinct market, and in fact, each of them is in a leading position in its market. I want to highlight some specifics about our two largest businesses. In retirement, which is 40% of HCB, we are the leading actuary in key markets around the world, and we continue to grow our market share. For example, over the last five years, on average, we've added 11 net new actuarial clients in the U.S. and U.K., and we've also added 14 net new clients in administration in the U.S. With client retention rates that are over 98% and relationships that span several decades, each one of these additions is incredibly valuable. Looking at Health and Benefits, which is about 38% of HCB, industry groups look at us as a leader here. We can serve clients in more countries than most of our competitors, we've been first to market with notable innovations. That includes our group purchasing collaboratives, which provide group purchasing power to hundreds of employers and have been growing double digits and now have more than 5 million members. These are just a few call-outs of our track record. You'll see equally impressive points about TR, TAS, and investments. Working from this position, even as we've continuously pruned our portfolio to make sure we're focused on profitable market segments, we've grown at industry average rates and delivered margins that are at top of the industry. This has actually been the case since the inception of Willis Towers Watson. To borrow some words from Carl, we have not sat on our laurels in any year. In fact, our excellent management team and our incredible colleagues have pushed for more each year, and they've achieved it. As we look forward, we expect that to continue. We are starting from a position of strength with a well-tuned portfolio that we won't have to trim to any great extent. Many of the growth drivers that we've seen in the past few years will continue. We'll tap demand for our core services and ancillary services like de-risking pension plans, offering voluntary benefits, and reimagining the workplace post-pandemic. We'll also generate new growth through the extra emphasis that companies are placing on the employee experience and their increased interest in bundled solutions. Combine this with the opportunity for simplification and transformation, and we look to a future with mid-single-digit growth and continued margin expansion. Let me tell you a little bit more about our growth priorities in each business. Turning first to retirement. As I said three years ago at a similar meeting, we believe there is still life in this mature defined benefit market, and we are very well-placed to make the most of it. We'll do that by putting priority on our core work, servicing trillions of dollars of liabilities, and on the important role that we have in de-risking plans through annuity placements and lump sum payouts. We'll supplement this by first building capacity to address a very significant compliance burden related to guaranteed minimum pensions in the U.K. Second, by growing our new and innovative offerings like our co-fiduciary offering in the U.S., which helps organizations reduce the internal costs and resources to support DB plans. Third, by gaining share in the middle market with a turnkey bundled solution that also includes investments in administration. Complementing all this is our focus on building our presence in the very important and growing DC market, a market where assets are more than twice those supporting the defined benefit market. We have two main drives here. The first is our master trust product, LifeSight, which Carl already mentioned, but I do think it merits repeating. LifeSight is a multiple employer pension scheme that we fully manage from selecting investment alternatives through to trustee oversight. The most significant of our products is in the U.K., where we've more than doubled in the last three years alone. We now boast £11 billion of assets under management and 235,000 members, which is about 15% of the market and in the lead in the market. As Carl mentioned, the master trust market in the U.K. is expected to grow in the 20%-25% range for each of the next 10 years, and we're poised to grow at least at that pace. The potential for similar products in other key markets is opening up, like in the U.S., where it's now possible for more organizations to participate in pooled employer plans. The other main thrust in the DC space is DC pension brokerage, where we help organizations place their administration and asset management of DC plans with the appropriate insurer or vendor. With choice and complexity increasing in this area, we're seeing this market grow double digit as well. What does this all mean for our $1.4 billion retirement business, which is anchored in a mature market? It means that our ability to innovate and adapt will enable us to generate flat revenue to low double single-digit growth. Turning next to health and benefits. The dynamics in this market are focusing employers on improving the performance of their benefit plans, especially health plans. Demand for support continues to grow significantly, and our aim here is to build sufficient sales capacity, utilize all of Willis Towers Watson sales channels, and hone our value proposition so that we win more than our share of the market growth locally, regionally, and globally. It's worth noting here some points about our value proposition because that helps our win rate be higher and ensures that our relationships aren't dependent on any one broker or consultant. How does that happen? With core analytics that enable employers to better understand and manage their costs across all locations, with tools to assess specific workforce needs and hone in on the right benefit program, with curated panels of solutions, and with software and services to deliver an enhanced employee experience, whether that's a compelling communication package or software to help someone choose the correct benefit program. Setting ourselves apart from competition in this way is a core part of our strategy going forward. A few other key growth drivers for health and benefits, we'll continue to create and build our purchasing collaboratives. These are growing at a rate that's 50% higher than our core business, and we'll also build out our voluntary benefits offering more, another area that's growing much faster than the core. Starting with a revenue base of $1.3 billion here, we expect to grow high- single- digits. In talent and rewards, a market that is more volatile, as you know, we've had a successful strategy built on focus. We concentrate where we can truly distinguish ourselves and utilize our core capabilities at scale. It's in fact what helped us weather the 2020 pandemic impact better than most in the industry. Going forward, we're going to build on that success. Specifically, we'll zero in on work and rewards, which is defining, organizing, and rewarding work, and employee experience or EX solutions. Defining and delivering the experience for an organization's employees. It's worth noting that EX connects with every other part of Health, Wealth, and Career. Retirement programs, other benefits, pay, they're an integral part of the employee experience, and vice versa, the way an employee experiences pay and benefits has an impact on its effectiveness. That's why we're building EX into most everything we do. Beyond the core in TNR, we've created a network of referral partners to address adjacent issues that our core capabilities don't address, and that also provide commercial value to us. All in, considering where we are in the economic cycle for TNR, this strategy will produce mid-single-digit growth for us. We'll deliver low to mid-single-digit growth in TAS, where we're focused on enhancing our position in the large market and building our presence in the mid-market. In investments, our focus is to continue building with defined benefit and defined contribution sponsors and building out our specialist portfolio to help clients access capital markets and managers that might have otherwise been difficult to do. We're also monitoring the environment here so that we can pick the right time to enter adjacent growth markets, wealth, endowments, foundations, and private assets. Over the next three years, we'll deliver mid-single-digit growth here. Our growth strategy extends beyond these business-specific areas of focus. We're intent on gaining additional leverage working across our portfolio, because as we bundle multiple capabilities into solutions, four things happen. First is we are better able to meet our clients' needs. Second, we distinguish ourselves from competitors who have narrower portfolios or are more siloed. We improve the breadth of our client relationships, and we make our sales channels more effective. Carl and I already highlighted our LifeSight Master Trust, which is one of our DC solutions involving retirement, TAS, TNR, and investments. I've also mentioned EX. This is a prime area of focus that will allow us to grow faster with greater efficiency. For example, we are well on our way to having all of our global benefits clients using our Embark portal, which was out in the foyer, for an enhanced digital experience for their employees. The core application is part of our standard broking appointment, and that's improving our win rates. It's also creating opportunities for additional demand as clients want to buy up to additional features. Another innovative example around bundling relates to our future of work. As we help companies define and organize their work, we don't just help them figure out where to access talent or how to manage in a hybrid environment, we also consider the risk impact. To make a new way of work sustainable, we help organizations understand and address the impact on, for example, errors and omissions or cyber risk and other sorts of risks. Overall, this additional strategic focus on bundled solutions will put us on track for mid-single-digit growth plus. On top of growth, you'll remember I said there was opportunity to simplify and transform. In addition to the company-wide efforts that Carl Hess and Adam Garrard have already noted, we have six specific efforts underway in the segment. Four are focused on operational efficiency. We are well down the path within each of our businesses to use common technology platforms, common processes, and common consulting methods. We're now finding common processes across businesses. For example, we'll benefit from straightforward things like standard cookie notices or one approach to single authentication and some more complex things like implementing one content management system. Next, we'll improve how work gets done. We'll automate more things like robots for actuarial evaluations and compensation surveys. We have opportunities to move more of our work to lower-cost locations. Third, we must respond to clients' demands for more real-time data access and more predictive analytics. Here, we don't need a center of excellence for each one of our businesses. No, instead, we will be utilizing a company-wide capability. Fourth, starting with Embark, the portal I mentioned, we're using a more systematic approach to offering core products with standard features at an introductory price. This will give us access to more middle-market clients and more clients in emerging markets. It will also provide more demand with buy-up options for custom solutions and bespoke solutions. The last two efforts are focused on more systematically connecting across our portfolio. I've already mentioned EX, so I won't say more there. A second area of focus is building up our capability to address integrated and global issues with senior buyers and effectively leading projects across multiple businesses. We've been constrained in the past by our capacity to do this, and we've been cautious about building up the capability as we've been focusing more on our individual businesses. Now we've identified how to do both, and we're going to be leveraging a team that interfaces with the headquarters of multinationals, generalists who tap into our specialists in our vertical businesses. We're going to expand this group to cover all of the areas that we find where we see commercial opportunity. All of these efforts will make us more efficient as we deliver consistent quality with a value proposition that is distinct from our competitors. That means that we'll be able to respond to the pricing compression we see in some of our businesses like retirement without adjusting scope or quality. That means we'll have stronger relationships that will boost our already very high client retention rates. That means we'll be delivering Willis Towers Watson distinctions that are less reliant on any one individual. It's why we're confident that we'll continue to add to our margins over the coming years. Now, putting this all on a page, we have generated strong results in the past. Looking at the last three years for HCB, you can see that we delivered 1% annual revenue growth, that is in spite of having 40% of our business in a mature market and in spite of the significant drop in discretionary spending in 2020. Even as we tuned our portfolio to align to profitable revenue. We've also improved our margins each year, ending the period at just over 26%. We have a well-devised strategy to build on that performance, making the most of business-specific growth drivers and leveraging points of intersection to achieve mid-single-digit growth. We'll tap into the company-wide initiatives and drive our segment initiatives to simplify and transform and further expand margins. In just a few seconds, I'm going to pass the mic to Gene. After you hear from him about how BDA adds to this story, I hope you'll agree that our future Health, Wealth & Career segment is an excellent business operating in a strategically important space. You've heard about how we've distinguished ourselves with clients and delivered exceptional financial results with industry growth and top margins. With some detail, we've established how we'll become even stronger. Our disciplined management and our diligent colleagues will improve our operational efficiency. At the same time, with our focus on clients and with colleagues who have proven their resourcefulness in developing new solutions, in a market full of opportunities, we'll accelerate our growth. The combination will be powerful and add meaningfully to Willis Towers Watson's overall value. I hope you'll keep this in mind as you hear from Gene about BDA. Thank you, and over to you, Gene. Thank you, Julie. It's a pleasure to be here. Thank you all for being here. BDA differentiates WTW from our traditional competitors. It's a unique combination of businesses nobody else has it. We formed BDA as a segment in late 2012 when we bought Extend Health. There was something about paying $400+ million for a company with $50 million in revenue that caused the market to question our sanity. Our stock price reacted very poorly at the announcement. I remember saying to John, "Someone thinks we're idiots." John's response was, "Gene, they might be right." I could hear him thinking, "At least in your case, they might be right." He said, "We're going to make sure that the answer to the question becomes known to everyone as time progresses. We are not going to bury Extend Health in the benefits segment, which I was running at that point, but we are going to put it out as its own segment so everyone can see clearly if we were right or wrong. We took Extend Health, we combined it with our fledgling health and welfare outsourcing business to create a new small segment, which is now BDA. 2013 revenue for BDA was $187 million. Today, or at the end of 2020, it is $1.36 billion. More than 80% of which has been organic growth. The growth did not just happen at the beginning. The pro forma growth for the last three years has been 16%, and the future is bright. We have $2 billion sitting right in our sights, and we no longer need to sit in our own segment to see whether or not this experiment proved right. We are very excited to become part of Health, Wealth & Career. I'm excited to work more closely with Julie Gebauer. I'm not sure we can work more closely together. I'm excited about it. BDA is made up of three business lines. The first is our individual marketplace, which is focused primarily on providing Medicare-related policies, but also has an emerging life, IFP, and supplemental insurance businesses. Starting from the initial $50 million in 2012, revenue in this business line has grown to $943 million in 2020. Our second line of business, health and welfare benefit outsourcing, which, if you know the history of Wyatt and Watson Wyatt and Towers Watson, outsourcing wasn't like the greatest thing for us. We slowly entered back into it. Health and welfare outsourcing has grown from less than $100 million in 2013- $375 million for 2020. Our third line of business, Benefits Accounts, now maintains accounts for over 1.5 million participants. The two businesses in individual marketplace, Extend Health and TRANZACT, have very complementary financial profiles. The Extend Health business matured very quickly. A significant number of large employers moved their retirees from a group to individual platform over a fairly short period of time, creating explosive growth. There then became fewer employers to convert, the growth slowed down, and the natural lapsing of policies due to mortality, remember, this is a very old group we have, meant most new policies were replacing lapsing ones. Revenue has been flat in the Extend Health business for the last three years at about $385 million. We knew that the growth in the Extend Health business was going to slow materially, and began in 2017 to look for ways to broaden our addressable market. The natural path was going direct to consumers. The addressable market for Medicare is huge. Those who work for employers is a much smaller market. We said, "Let's go to the broad market." We ran several pilots, which just frankly cost us a lot of money. We weren't going to be successful on our own. We could never prove that we had the skills to go direct to consumer. We did an extensive search to find someone who had those skills, and after many discussions, concluded that TRANZACT was exactly who we were looking for. They gave us the fuel we needed to continue our growth. The people, the culture, and the assets were a perfect fit for our individual marketplace. We merged in mid-2019. Now, the businesses have differences. A key difference is where the leads come from. In Extend's case, an employer gives their retirees a sum of money and tells them to come buy their insurance or supplemental insurance from us. The cost of individual leads is therefore low. The free cash flow begins immediately upon sale. In TRANZACT's case, the leads must be secured one at a time. The cost per lead is upfront. Initial cash flow must often be used to cover the lead costs and free cash flow has some delay. We have strong diverse sources of leads. We don't just buy them. If you look, we have strong relationships with the national carriers. We have the authority for most of those national carriers to market under their brands. When you go to a website that has insurance company A.medicare.com, that is generally coming to us. We have very strong relationships with the carriers. We also have strong insurance marketing capabilities, and we have our own proprietary brands. Right down, you can see the word Anhelo there. If you have an interest, go to Anhelo. Just Google Anhelo Medicare. Anhelo is our new Hispanic brand and offering. Most of you probably won't be able to read it. I can't because it's all in Spanish, but the Hispanic Medicare-eligible participants is growing rapidly, and we have a key focus. Just Google Anhelo Medicare, and it will take you there. Another key difference is the accounting. In Extend's case, revenue is recognized as commissions are paid. The value of a sale is recognized over time, and revenue and cash flow are matched. Traditional accounting. ASC 606 accounting changed for businesses like TRANZACT. In TRANZACT's case, revenue is recognized at the time of sale on a lifetime value basis, and there's therefore a mismatch between revenue and cash flow. The commissions for the two businesses are the same. The expenses and revenue recognition are not, you need to keep that in mind. The beauty for us is we have a great mixture of both businesses. We've been able to use Extend Health's strong cash flow to invest in TRANZACT growth and continue to build for the future. The addressable market is very large and the momentum is strong. We estimate there's approximately $28 billion of annual premiums for the Medicare market. For the non-Medicare market, we estimate there's approximately $6 billion. An exciting opportunity for us is the products in the individual insurance market for pre-65 retirees have improved significantly, and we've made material investments in our capabilities in this space. We have two large clients who have announced that they are converting their pre-65 retirees to the individual marketplace during the upcoming annual enrollment period. If all goes well Well, if it doesn't go well, I won't be here. If all goes well, we'll have a strong new lead source for the Extend Health business that has the same characteristics as that Medicare lead source that we've had. This is a huge potential market for us as we go along. What slowed this down in the past is the products just didn't exist, but the products have gotten much better, and we'll see how these two clients do. We are also the only business in this sector who can cover all customer segments. Our winning formula leverages all stakeholders. We have long-term relationships with over 650 corporate clients. We have high member engagement, and we're a highly trusted partner to over 125 carriers with eight very strategic partnerships. It gives the strength to continue to build and grow this business. Individual marketplace is performing above our expectations. When we put the case together to acquire TRANZACT, we had goals as to where it would be. It has outperformed what we thought was going to happen. As I mentioned earlier, it had 2020 revenue of $943 million. It has unmatched diversification from lead sources and from carrier relationships and operational excellence at scale. Not a bad story for a business that started out at $50 million in 2012. John, I think we can proudly say we might be idiots for other reasons, we weren't in this situation. From my standpoint and from Willis Towers Watson, we are very bullish on this business. Some of our competitors have had some hiccups, some challenges. We think we have it right, we think you'll continue to see great growth and great results from this business as we now become part of HWC. Thank you. Am I supposed to turn the panel over to Mike? Sorry. That's all right, Gene. It's all right. As you probably saw, I'm Michael Burwell or know me. As Carl said, in the room here is Andrew Krasner. Andrew is the new CFO, effective Tuesday, with WTW. I will be leaving WTW at the end of the month. I will be joining a company called Datavant, as a senior leader and CFO. Andrew previously worked with WTW for well over 12 years. He worked as a treasurer as well as head of M&A. I absolutely love working with Andrew. I think he was absolutely great choice by Carl and John, and he's going to do a wonderful job. I think for today's discussion, we're going to tag team it. I'll obviously cover the historical piece of it, Andrew will cover the forward-looking stuff, then we'll tag team any questions that you have, obviously, given the relevance and background of both of our respective knowledge base. I guess I'd first just touch on in terms of our financial discipline and philosophy, as a company. It really is highlighted in these three points. The first is to manage with financial discipline. What does that mean? You've heard it come up several times in the course of comments, which is profitable revenue growth. Not just growth for growth's sake, but profitable revenue growth, and it's one word. It's something that's embedded in the culture at Willis Towers Watson, and I don't see it going away, and you heard that in Carl's comments. We're also not afraid to evaluate the portfolio. I think we've been doing that. We've talked about some divestitures that have happened. We don't see any of those really happening in the future. I would say, going forward, this company will continue to evaluate its portfolio on a rigorous basis on behalf of its shareholders. The other point here on this slide is really talking about free cash flow, and Carl alluded to it in his comments. It's been very much a focus and something that we know we needed to work on in terms of improvement, and we think we've made great progress. I think John outlined that to begin with, and I don't see that going away. I got to tell you, from my perspective, free cash flow has been something I worked with Andrew and with Carl when we started out this process. It isn't going away. It's a disciplined process inside this company, and I'd be sadly disappointed if that didn't continue on going forward, and I don't expect that to be the case. When you think about our capital allocation efficiency from a philosophical standpoint, what do we think about? First, our share buybacks. That is the floor in which everything is measured in any investments that we're making. When we look at M&A, we look at organic investments, we are looking at those against the backdrop of share buybacks. Philosophically, that's how we think about it. Third, when we deliver superior shareholder returns, what do we mean? We seek to allocate capital in ways that generate as much wealth as possible for our shareholders. That's what we think about philosophically. Let's bring this to life. Let's look at the numbers here. What's the facts? You look at organic revenue growth, we're 4% if you look at it from a time frame of 2018- 2020. Let's look at the H1 of 2021. We're at 8% in the Q1, 6% year-to-date. We've said we'll be at mid-single digit or greater going forward. When we look at in comparison back to our competitors, despite an overhang of COVID, despite what's happened in an aborted merger, we've delivered. You can't look at each quarter, but you look at over time, we're delivering exactly similar revenue growth rates. We see the future being mid-single digit or greater from a revenue growth standpoint. If you look at it from a margin standpoint, 20.1 adjusted operating margins were year-to-date 20.3. As we've talked about into the future, look at 24%-25% margins, adjusted operating margins out by the end of 2024 is really the target. As you look at free cash flow, the CAGR at 23%, we obviously will never be satisfied and always will look to continue to improve. That organizationally will be the case. We'll continue to drive that overall. When you look at capital allocation efficiency, if you look at value delivered to date through the H1 of 2021, we're at $2.2 billion of returning capital to shareholders. Equally, we're talking about $4 billion of buybacks here, of which $1 billion we've begun and announced, which should be completed by the end of next week in terms of the $1 billion that's there. We're talking about, and Carl touched on it in his comments, the incremental $3 billion that we'll be buying back going forward. Leverage. During the Aon combination, we really couldn't buy back shares under the BCA agreement that we had in place, so we paid down debt. If you look at our leverage, we're at 2.0 as you look at it on an overall basis. When we compare that, we obviously have a lot of leverage capability. You can put your number in there, but if you say we want to be in that 2.2.3, and Andrew will talk a bit more about this, we've got $1.5 billion-$2 billion of capacity easy in terms of ability to borrow money, if indeed needed to be the case for whatever purpose. You look at it in terms of delivering superior results. I mean, we got 10% returns from 2018-20 21. If you look at it from a dividend standpoint, adjusted EPS of 10%, and you looked at a target out there of $18-$21 from an EPS standpoint, looking out by the end of 2024, that's saying that we're going to generate double-digit EPS growth over that timeframe. I think philosophically, that's what we think about as a company and an organization. I think we are delivered against that when we look at it, when you really look at those facts, and maybe I'll turn it to Andrew then to take us forward. Thanks. Great. Thanks, Mike. Good morning, everyone. It's great to speak with all of you today. Turning to capital allocation, you can see the components of the $10 billion-$11 billion of capital that we are able to deploy over the next three years. First, we will execute $4 billion of share repurchase activity. The first $1 billion of repurchases, as Mike had mentioned, will be completed next week. The remaining component will commence this year and conclude during 2022. An additional $1.3 billion will be returned to shareholders via our ongoing dividends. This leaves an incremental $5 billion-$6 billion from cash on hand and free cash flow to invest in our core businesses for M&A and to execute incremental share repurchases. Of course, any organic or inorganic investment opportunities will need to be superior to the return from share repurchases, consistent with the philosophy and methodology that Mike had just laid out. As you have heard, part of our margin improvement will be driven by cost savings as we grow, simplify, and transform the business. The $300 million in targeted run rate cost savings will come from four general areas: operations, technology, business simplification, and real estate. We expect to achieve approximately $30 million of run rate savings in 2022, an incremental $90 million in 2023, and an incremental $180 million in 2024. These figures were derived from bottoms-up analysis to develop achievable outcomes. The one-time cost to achieve the $300 million of run rate savings are projected at $750 million, or about 2.5x The run rate savings. The approximate split of these one-time costs is 65% operating expenses and 35% CapEx. On the next slide, you can see our key 2024 financial goals. We're targeting organic revenue growth in the mid-single digits in order to achieve revenue of $10+ billion. Our $300 million of savings from transformational initiatives and enhanced operating leverage will drive an adjusted operating margin of 24%-25%. This is an improvement of roughly 400-500 basis points from the 2020 margin of 20.1%. This improvement is comprised roughly of 300 basis points from transformation initiatives and 100-200 basis points of net operating leverage improvement. The operating leverage improvement of 100- 200 basis points is net of about 120 basis point headwind from divestitures and a - 30 basis point impact of currency in 2020. Free cash flow generation for the period is targeted at $5 billion-$6 billion, providing meaningful capacity for share repurchases and investment in the business. The 2024 adjusted EPS target, as you've heard, is $18- $21 per share. I would now like to turn things back over to Carl to lead the Q&A session. Thank you, Andrew, and don't go too far. I suspect a number of the questions may come your way. Hands already, I'm sure you know this is the part of the presentation where the management team is going to get some whiplash from turning around to look at you. Gene, if you want to pick your first. Thanks. Elyse Greenspan, Wells Fargo. My first question is going back to the $10 billion-$11 billion of the available cash. You guys are buying back $4 billion, I know there's a component of dividends, but that still leaves a healthy amount of capital. In addition to that, you guys pointed out you have $1 billion-$1.5 billion of debt capacity given that you're under-levered. Help us think through around this $5 billion-$7 billion of firepower that you have and how you guys envision, I'm assuming that's kind of buffeted for M&A type opportunities and how you envision deals in each of your two businesses. The cash we're going to generate, not all that is on hand today beyond what we have, right. Look, our first hurdle is it better than a buyback, right. If it's not better than a buyback, we're not going to do it. That applies to both inorganic and organic opportunities. We anticipate we're going to see some things that we do like that are generated, but where the stock price has been, that's a pretty high hurdle. As conditions change and opportunities come across, we'll see what to do with that. Again, I think we've made it very clear what the hurdle is for taking on that activity. Said earlier, if it's going to be inorganic, we don't expect it to be giant transformational stuff. We think it's about reinforcing the incredible capabilities we have today and looking at our geographic footprint and deepening it where it needs to be and widening it where it needs to be. The deal we just did in Israel is a great example of that I cited before, right? Here's a great economy we just didn't have a direct presence in, and fill that in. You guys said, I just want to clarify, as of next week, you will have completed the $1 billion that you guys expected in the H2? That's correct. Okay. My second question, going back to one of the last comments, you guys said 100- 200 basis points of net operating leverage over the next few years, and that's net of 120 basis points headwind from divestitures. That makes that 220- 320 basis points of kind of core margin improvement. Yep. Should we expect that to come from the mid-single digit or greater or organic revenue growth? Could you just help us think through that kind of organic margin improvement away from the savings program? Yeah. In our view, it's about growing revenue faster than expenses, ignoring the transformation program. We've shown good discipline about doing that, and we have every intention of keeping that discipline going forward. Part of that is there is a virtuous cycle here that we think we can achieve as well as we get through the transformation program. We moved to a more virtual way of working where we're just collaborating. Our clients do that, too, right? Some of the expenses that have always been inherent in the business are regarding around travel, especially. We don't see those returning to 2019 levels ever for how we go about this. That's a pretty nice savings that we can drop right to the bottom line. Thank you. Thank you. It's Gregory Peters from Raymond James again. I was looking at slide 46. This is the transform slide where you run through the $300 million run rate savings by fiscal year- end 2024. I see, for example, the $30 million that you've highlighted for 2022. When we think about the sequencing of those numbers, the $30 million of savings is what you'll see in 2023's numbers from 2022? I'm trying to understand the timing of the savings as we think about our projections. Carl's pointing to you, Andrew. Maybe you need a mic. He's got one. Okay. Not for the last time will I be pointing that way. Those are in-year achieved savings. They've achieved it during the year and we'll see them the following year, correct? Correct. Yeah. During Julie's presentation, she talked about the business and Gene had a good presentation too, both of them talked about their margin-leading businesses. It seems from their presentations compared with what we were hearing with Adam's presentation is that the margin story is more on the risk and broking business, not necessarily HCB and BDA business. Help me understand the variation. We think the margin story is across the business, but we do think that there is more margin we can generate, more incremental margin we can generate from our Risk and Broking business than our Health, Wealth & Career business. By no means does Julie have a free pass on the things that apply just to HWC. Of course, the enterprise-level stuff, real estate, enterprise technology, that'll benefit everybody, including HWC. Great. Mike from Wolfe Research. Maybe follow- up to Gene's presentation. If you can elaborate on the initiative with the two large employers, that could be exciting. Gene mentioned that the free cash flow dynamics, so if growth does accelerate in this segment, should we be keeping that in mind when thinking about free cash flow? Sure. We have two of our largest clients who, their pre-65 population, they're moving to the individual marketplace. One of them has announced it, so you could go out and Google. I'm not going to tell you who it is, but it's our largest client, and one who had gone through an RFP process over the last two years. The second one I don't think is announced yet, but the largest one has somewhere in the neighborhood of 30,000 pre-65 retirees, so it's a large group. If the marketplace, if this works, a lot of clients then will start looking at moving their pre-65. The beauty of the pre-65, if they move in there, is when they turn 65, is then we have a relationship with them, and they continue through into the 65 Medicare. It just opens up a whole new area. We've been in the pre-65 business before. The problem is the product was just so thin that it was difficult to not just sell policies, but to help the retirees attain the policies. It's in the Extend business. As those leads come to us, if an employer says to 30,000 retirees, "Go buy from them," we have no marketing costs, which is a big part on the TRANZACT side. That the costs is primarily getting them signed up, and then we move through. The cash flow comes immediately. On the TRANZACT side, we have to go to you as a retiree, and we have to market to you, so we have a lot of marketing expenses, which uses up a lot of the first-year commission so that the cash flow doesn't come. Cash flow comes, it's spent on marketing costs and other things in that first- year. We don't get free cash flow coming till the second or third year on the policy. Just to be clear, for these two large employers moving in to potentially signing with you guys, this won't have the cash flow drag component. That's correct. It will not. When Julie talks to you next year, she'll talk to you about growth and Extend Health. That's the goal, is we have growth in Extend Health. Claudia, do we have any questions over the internet, yeah? No, we don't. Okay. Thanks. Tobey Sommer with Truist Securities. What have your trends been in lifetime values, and how have they been better than the industry trends in the news where some standalone competitors have had some adjustments? The one comment I'll make, and I made it to one of you today, is we're a company run by actuaries. Lifetime values are our calculations. We value very large pension plans, which are the same kind of calculations. Lifetime value varies from year- to- year, from carrier- to- carrier. This year, we had some go improve, some go down, but we had negligible change in our lifetime values. We actually monitor them month- to- month. Unlike a pension valuation that we only do once a year, we do these valuations every month, looking at them. Our lifetime values didn't have the same issues that our competitors did. Gene, I feel obliged to point out we have just as many great insurance actuaries. That's correct. As we do have pension actuaries. We do. This valuation's similar to a pension valuation, but that's why I made that comment. That's right. As a follow-up, on one of your slides, you had a $28 billion TAM for Medicare commissions. Right. I'm curious if that is on a 606 basis? No. Sort of more in line with an Extend Health type accounting. Extend Health type of accounting. What we looked at was an incent potential. It isn't necessarily there, but it's the potential. How many people are on Medicare? If you get first-year commissions of $400-$500, you do the multiplication, you get $28 billion. It's cash flow, it's not accounting. Okay. That would be a potential for sort of the current state of affairs today. That's not a projection out in the future. That's correct. I was doing it to size this. If we tell you we have $943 million in revenue, the market's big. Mark Hughes, Truist. For Andrew, how do you see incremental costs for the re-acceleration in recruitment and retention in Risk and Broking? Does some of that going to be treated as non-recurring perhaps, and adjusted out? No, that's actually in our base operating plan, so all of the improvement that you see is coming from the transformation program and the operating leverage. On the TRANZACT business, if you were to try to grow that externally or inorganically, maybe there's some values out in the public market, would you look to grow just capacity and seats, and do that organically if you wanted to grow it, or could M&A be of interest? The second part of that is the cash flow impact of that if you're growing that faster and it has more of a cash drag, is that optically a negative you might want to avoid? I mean, we do look at the growth on TRANZACT and the potential impact on overall cash flow as a consideration. We don't just ignore the dynamics of that. On the other hand, we want to run the business on economics, right, not accounting. To the extent we think it's going to muddy the waters, we want to just be very clear with you where it's going to take us. We are looking to make sure that business grows within the bounds of what we can do with it, not just simply go out spending hog wild on leads that we don't think are going to be productive. I think we had an internet question finally, so maybe Claudia, if we could get that. Hi. Yes. Sorry, Greg. A few people are asking, how involved was Andrew Krasner in developing this plan? I'll let Andrew Krasner answer that for himself. Yep, sure. It's a good question. I was involved in working with Mike and others, and it is something that I am fully committed to, having spent time getting up to speed, reviewing, and being involved in its development. I mean, we could have hid Andrew away and just unveiled him later, but no, this is because he's with us, he's part of the team, and this is our plan, including Andrew's plan. Greg. Okay. One of your shareholders has emailed me a question. I am not going to take pride of ownership of this, but I want to read the question to you, and have you respond to it if you could please. Given your comments about capital return versus organic, inorganic initiatives, and given the comments about the high hurdles for that based on the current share price, should we expect the $4+ billion of buyback to be more front-end loaded? Have you been able to buy back? They're looking for how much stock you've bought back since the deal break, and given the sense of pace. Okay, we have bought back, we'll have finished the $1 billion we announced next week. Right? That one's pretty straightforward. We bought that back at the pace we can. That's been straight according to how we do these things with the permitted volume we got. I would argue that $4 billion during 2021 and 2022 is quite front-loaded. I think I'll agree, we're front-loading it is the most I can do. As we generate cash beyond what we have, we will address it then, looking at all the opportunities at that time. Thank you for that answer. My follow-up question would just be on the free cash flow conversion rate. I know you guys were very proud of the result you achieved last year, which sort of went lost in the sauce because of the deal situation. When you think about free cash flow conversion rates, you've mapped out the margin improvement, you mapped out growth. What do you think about when we get to 2024, what your free cash flow conversion rate will look like? Any help or guidance on that would be helpful. We're committed to making continuous improvement in that metric and working through some of the continued expense management and working capital management activities that will help us get there. I know you spoke about DSOs and the accomplishment of DSOs and your laser focus on DSOs. As part of the follow-up to that question, maybe you could give us a sense of where you are on that and how you benchmark yourself against your peers. Thanks. Yeah. I don't think we're prepared to go into that level of detail in terms of where we are, what our target state is, but it is something that we benchmark against our peers. You can do some calculations from the publicly available information, but it is something we look at on an enterprise-wide and business basis to make sure that we are competitive and continuing to make progress. This is something we have drilled down. Each of our businesses has a pronounced focus on DSO improvement for their business. It's not something we're just taking from the top. We are engendering it to day-to-day operations. Thanks. Elyse Greenspan, Wells Fargo. You guys laid out a bunch of financial targets today over the next three years. Can you just give us a sense, will management compensation be tied to hitting these financial targets? Are you making any changes to how the long-term incentives are for management relative to the targets you guys have laid out? That's up to the board. The board has historically, and John's on the board, I'm not, so he can speak better to board discussions on this, but the board has shown no reluctance whatsoever in the past to make sure management is tied on shareholder-appropriate goals in our compensation. Long-term compensation, according to the long-term financial goals, is a very substantial part of our, everyone you talk to with today's compensation. On revenue growth, you guys mentioned this mid-single- digit or greater revenue growth target, and then it sounds like you will be very selective, but there could be some M&A. Is the expectation if there is kind of that inorganic portion, that organic and total revenue growth will be mid-single- digit or greater over this three-year period? Yes. Elyse, that's right. The $1 billion you guys have said on your earnings call was going to be part in the open market, part through an ASR. It sounds like it might have just been in the open market. I'm just trying to understand how we should think about buyback. Sure from here relative to the $3 billion. Mr. Burwell. Yeah. Elyse, when we looked at the ASR, as an Irish company, it just didn't make sense for us ultimately as we looked through that, so we went through just a normal 10b-5 repurchase process itself. As I say, we accelerated that as soon as we could. Two days after Carl's announcement, we started that, and we'll be completed next week, the $1 billion. Will you continue to have 10b-5s in place, meaning as we think of the new $3 billion, you can buy back stock when you're perhaps in blackout periods? Look, we're looking through that process right now. I'll defer to Andrew and Carl as they think about that. As Carl said, I think we're looking to front-load things, so we'll look through that. Yeah. Mike from Wolfe Research. Back to some of the broking comments, specifically on the needing more scale in the North American large account. I feel like that's been an issue for a number of years. If you can kind of elaborate more on how that's going to be achieved, and also kind of how important is that in the margin improvement story in the broking segment? Thanks. I don't view it, Mike, necessarily as part of the margin improvement story as much as the growth story. It will help on margins, right? The bigger concentration of revenue we have in any individual geography, the more efficient we tend to be, and that will help. As far as sort of why now? I think part of it is the proposition, right? If you've had a chance to look at Connected Risk Intelligence out of the lobby or some of the other tools that we're using, we actually think these can be true magnets for talent, for people who want to succeed in this space. We're not just saying, "Here's a desk," or, "Here's a nameplate, here's a business card." We're saying, "Here are the tools. You can make a difference with your client base." We think that's an incredibly powerful draw. Okay, it's Greg again. One of the other pieces of the puzzle for financial projections would be tax. Could you give us some perspective around your expectations about corporate tax rates? Obviously, things can change from a legislative perspective, but what you're thinking about tax, and then embedded in that, with the proceeds from the deal break and then the sale, what kind of tax implications are on those two pieces? Yeah. On the proceeds from the sale and the break fee, the number that we have in here is net of taxes that we expect to be able to deploy into share repurchases. On the tax rate, that was projected on an adjusted basis about 21%-22% going forward. Great. Thank you. Sorry for another detailed question, but it's something that comes up frequently with your investors, and that's around pension and the adjustments that happen on an annual basis, that go into the flow either as a benefit or a detriment to earnings. Can you please speak to that piece as it relates to how we should think about the future projections? Thank you. Yeah. Greg, you see it recorded in other net in our accounts. We have plans that are well-funded when you look at these plans. Obviously, you come back to the actuarial calculations that we go through in terms of what returns have been in the marketplace and the view. You see those fluctuations go up and down, but I think it's a retention tool actually, that many companies don't have when you look at this pension that this company has overall. I don't know, Carl. Yeah. Given he's got at least four pension actuaries within view. Yeah, I know. He's definitely taking his life in his hands. Our two big funded pension plans are the U.S. and U.K. The U.K. pension plan is managed with a fairly tight asset liability mismatch, so that fluctuation, it's a big plan. Fluctuations, the value, you're talking about the difference of a big asset and a big liability. Even small variations can cause a big difference in the net, and that's what we record on our balance sheet. The U.S. is managed with a looser asset liability match, which is pretty common. You'd find our competitors do it the same way, because we have more control of what we can do as compared to the U.K., which the assets are managed by independent trustees. Again, these fluctuations can be relatively large any one year. If you expect your assets to outperform your liabilities over time, which ours have, and you would expect them to, generally they'll work out in your favor. Thanks. Tobey Sommer with Truist. Over the course of my 20 years doing this, earnings releases have expanded in length and adjustments have proliferated. Specifically at the company adjustments and the length of the earnings releases, it kind of expanded right at with the merger with Willis. I'm not asking you to predict earnings, but do you think adjustments will be as prevalent over the next three years as they have been since the Willis merger? I mean, I would expect there to be adjustments related to the transformation activities that we've been discussing. We do look to try and minimize the number of pro forma adjustments, and we'll only include things that we consider appropriate and provide a clearer picture of the run rate, sort of performance of the business. Yeah. Clearer and comparable because adjustments are part of how it works. Mark Hughes, Truist. I'll follow- up on Greg's behalf. You were talking about the asset liability match in the U.S. and that outperforms over time. Would we think about that being a steady degree of outperformance, or will it kind of expand along with, say, your overall growth rate? I mean, that's really a function of capital markets rather than revenue or anything else. Presumably, you have some assumption in your $18- $21 target that has some view about that question. Correct. Yeah, there's an expected return on assets assumption and a discount rate, and it's the net of the two that you would expect to be. Our pension footnote. Yeah discloses both of them. Is that about the same over the next few years? Yeah. There's no change anticipated in any of those assumptions that's built into that. The discount rate is set by the markets, right? It's based on current spot bond yields. We're not in control of that. If bond yields fluctuate and we don't know which direction they'll go, but they're going to fluctuate, we'd expect the discount to fluctuate and thus the surplus or deficit to fluctuate as well. Very good. It's a bunch of moving parts. I do have a question on the I did get an opportunity to get to talk with John in the back of the room, and it was very interesting. Any early numbers or kind of results you can share? It looks like a nifty capability, and I think you make the point that you have a better capability now to pursue those larger accounts than you did, say, five years ago at the original merger time. Anything you can share with us, just evidence of that or proofs, your early sales results, anything like that you'd like to share? Yeah, no, I think it is early days indeed, right? There are just too many moving parts to be able to isolate the effect of any one component like that. Do we still have Adam on? We'll take that as a no. Hey. Yeah, I'm here. Oh, there he is. Hey. Hi, mate. Well. There he is. Hello. Anything you'd like to add? Yeah. It is early. I mean, early days. Well, I think you're right. It's difficult to isolate it. Is that the thing that makes us win? I tell you, what I would say is, it's not just about Connected Risk Intelligence. It's the way that we address these large account clients. I can speak very clearly anecdotally because I do it all the time. We talk about risk tolerance levels, and then we talk about Connected Risk Intelligence, and we're really in the business of making sure that we understand what our corporate clients can bear. We understand what the probability of an event, we understand what the consequences of that event is, and we then have the ability through Connected Risk Intelligence to look at that across a multiple of risks. Then we decide, okay, what's your best hedging opportunity? That might sound like what brokers do, and in fact, it probably is what I've done for 25 years. This is the first time I can do it with any science behind it other than just my experience. As we then feed our broking platform with real-time live pricing data from the market, we'll be able to plug that into our optimization models and have real-time conversations with our clients. Look, the reason I bring this up is because it is just so very different to what our competitors have. By the way, we had a chance to look at a couple, and I'm telling you, we are very advanced in terms of our proposition. What we need to do is to spend some time working on how we manage to distribute our distinctive proposition to a wider client base. That's something that the North American, Mike Liss, who runs North America, working with John and others, is working on right now. We've got to be very clear. We want to be able to articulate our proposition, not a general broking proposition, because our proposition is very different and very compelling. I know I've said that before, but that's really the key to our success, our future success, North American large accounts base. I do want to, I think, tie back to one point we were making earlier around sort of the bodies needed to do this, right? If you look at turnover at Adam's business. Pre-COVID, 2019 at 14%. 2020, all lockdown, no one's doing much hiring, down to 11%. We're back to 13%. This isn't a business that's falling apart. This business is sort of still within its normal level of turnover and attrition. Would we like it to be lower? Yeah, we would. Are there pockets where it's been relatively high? Yes, there are. Even in North America, where we've had the most publicity around departures, you're still talking high teens, not anything beyond that. We think that we remain in a good position to be actually succeed here. With the anecdotes we've talked about sort of people interested in us as a place to work. We think that this looks actually like a very good proposition going forward for us. Yeah. Early signs of that, any kind of details on that you can share over time would be very helpful. Fair enough. Harry Fong from MKM Partners. The financial targets that you set up with mid-single- digit organic growth, 24%-25% operating margins. What happens if we have inorganic growth? Should we expect even better margin improvement as we push forward? Well, there are obviously stages when you're doing anything inorganic. You're buying inorganic on what you think it's going to be, not what it might be on day one. If we are disciplined, as we said, about making sure that our hurdle rate remains appropriately high, once you're through those initial stages, it should be accretive. Okay. Your target of 2024, 2025 is essentially putting you roughly in line with the two largest brokers today. They continue to suggest that further margin improvement is likely. How do you close the gap between where you're at and where they're likely to be by the time we get to 2024? Every journey begins with a first step, all right. We are taking our first steps, plural, on that path. One of the sort of turn of phrase I always like is, "When the facts change, I change my mind." We evaluate what we think we can do, not what we think they can do in terms of the promises we make to you. We've made a promise we are going to keep. That being said, it's not just we're done with three years and now set it on auto forever, right. We think after we've accomplished what we told you we can do, that it will be time to figure out the next things we can do to make sure that our margins are everything they can be. That's peers are a yardstick, but they're no more than a yardstick, right. It is all about examining yourself and saying, "What can we do better?" That spirit of continuous improvement is one that we have done our best to engender throughout the organization through the last six years, and we'll do our darnedest to make sure we continue that for the next six. Hi, George Droulias from EdgePoint. Julie, in your presentation, you called out the loss of discretionary revenues due to the pandemic being a reason for the slower historical growth in HWC. Can you just help us quantify how much discretionary revenues were actually lost and any sort of visibility you have on those discretionary revenues coming back? I don't have the specific breakdown, but we saw our talent and rewards business, which has the greatest amount of volatility and is most dependent on discretionary spending, drop 19% last year. We see that coming back every bit, and more this year. Our pipeline is strong. We're just constrained by capacity to deliver on it. We see the growth continuing this year. If I could just follow- up one point here. I mean, Ju has done a tremendous job in turning the talent business away from 100% pure projects to having a substantial core of recurring revenue. The same is true in Alice Underwood's Insurance Consulting and Technology business, which I remember back when we had the global financial crisis, just got crushed. This time around, continued growing. The reason for that is we transformed the business mix from 80% consulting, 20% technology to what's now about two-thirds technology, which has incredible legs right during that. That sort of organizational focus on how do we build recurring revenue, recurring relationships with project work being great on top of that. It's an and thing, but that's the sort of business focus we have is creating a more resilient company. For sure. I didn't ask the question from a point of criticism. I was more trying to get a sense of how optimistic to be about this business looking forward. Thank you for the answer. Thanks. A couple more just on the savings program. Some peers have used lower cost jurisdictions outside the U.S. as a way to bring about a large amount of savings. It doesn't seem like that's a part of this program. Correct me if I'm wrong, just given the buckets that you've broken out here. Is there a component using kind of lower cost jurisdictions, bringing things to other lower cost countries that's going to drive this $300 million? We did identify right shoring as part of the program, yes. In addition to technology and real estate and automation. Is right shoring, is that going to be one of the larger pieces? I know you're not saying kind of giving percentages, but if you had to rank, would that be one of the larger ones? I think without ranking, but I mean, real estate, we think, and technology are probably the two largest in and of themselves. Would amount for more than half of what we've identified to date. You guys obviously spoke to the different segments, the 500 basis points within broking and focusing on just in general improving your margins within the other segment. How much are you looking to take out of corporate? Or if you don't want to give an exact number because you mentioned corporate, can you just help us think through that? How much is corporate versus just rationalizing the two segments? Yeah. We allocate a lot of these costs. There is not a giant real estate cost that we hold out and just say it's not part of the segment costs. The answer is, our corporate functions need to be as efficient as possible and in line with the size of our business. We're not saying this is trimming from just one part of the business. We think these efficiency efforts stretch across the entire business. 1 last one. When you guys go to the new two segments next year, is the plan for the financial disclosure to remain the same except for two versus four segments? Are you guys thinking of larger changes to the financial statements, or is it the discussion still ongoing? I think the discussion is still ongoing, but we'll be disclosing metrics that we use to manage and evaluate the business and share those as appropriate. It's something that we continue to review. Hi, Yaron Kinar with Jefferies. I have a follow-up question for Gene on TRANZACT, if I may. My understanding has been that some of the travails that some of the public peers have gone through have been more around turnover driven by SEP and OEP or maybe some timing and reduced productivity from agents. I'm not sure how that ties to actuarial work, or maybe I'm thinking, maybe I'm mixing apples and oranges here. Could you maybe address how TRANZACT is doing on those metrics? Yeah. The travails are coming from several different places. One, the OEP last year, some of our competitors didn't have enough agents to sell. We actually had a good hiring season and did very well in the OEP. The other thing is, the lifetime value calculations are trying to predict what that lifetime commission stream is going to be. In the sales process, there's three things that happen. You have an agent who talks to someone who says, "Hey, I sold this policy." You have to take it to the insurance company who has to accept the policy, and then the person you sold to still has the right to say, "I changed my mind. I don't want it." Those different events, if you can't forecast accurate what's happening in those different events, your lifetime values aren't real accurate. You actually have to look to see when someone calls it a sale. Do you call it a sale when your agent says, "I sold it?" Do you call it a sale when the insurance company says, "I accept it"? Do you wait for a while to see if the person changes their mind? That's one of the things when you look from company to company, to try to get comparisons, you have to see when they call it a sale. The lifetime value is where some of the problems are, is people in one of those zones, there were more who said, "I don't want it," than what had been predicted. That's what's caused some of the challenges for some of the companies. I think that has accelerated a bit for the industry, or at least for peers over the last year or two. Has that not been the case for TRANZACT, or has TRANZACT just been able to forecast these trends better than peers to begin with? One of the differences is we don't call it a sale until those periods are all gone, and we know whether the sale is going to stick. When our revenues, when we say, here's our revenue. Our focus isn't telling you how many policies we sold. Our focus is saying, was it really a sale, and is it going to stick? That's some of the things you need to look at, is are you trying to say, I outsold everybody? By the way, if you looked at our public competitors, and if you looked at our numbers, their sales numbers are higher than ours because we don't count a sale until we say, this is going to stick. We're not going to churn through these periods. That's some of the differences in here because last season, there was more churn. There were more of the participants who they can change their mind. They can go from a different broker. We want to make sure that they really are there before we count them as a sale. Weston Blumer, UBS. I'll ask one more on TRANZACT. I think when the deal was initially announced, you'd said 25%-30% growth, mid-20s margin. Given the success you've had with that business, is that still roughly the run rate that we should be thinking for that business? I guess why couldn't it potentially be higher over the next few years? They've more than exceeded those numbers. That's still our long-term forecast. The reason it can't be higher is because I had a CFO, and I have another CFO, and I have a new boss who says, "We're not going to give you any more money than that," because, as they said, they're managing the cash flow. To invest into TRANZACT with those first-year commissions going to expenses, the cash flow takes a little while to turn, and they say, "We have other sources. We're not going to do it." We actually manage the TRANZACT growth very closely. Our focus isn't how can we sell. The last OEP, we could have sold a lot more policies, but the leads got expensive, and if the leads get expensive, then we're not going to meet the metrics that we need going forward. To answer your question, I think I just did. I'm told, "No, you've got all the money you've got." This is profitable revenue growth we're going to have, not revenue growth. One word. Correct. Then a follow-up on leverage. I think you alluded to around a 2.3x leverage target or leverage goal. Is that something or I guess, do you view leverage more as optionality, or is there a world where we could see the leverage target hit 2.3 by the end of this year, or could it stay south of 2x depending on the market capital needs? Yeah, I think it depends on the return profiles of the investment opportunities that we see going forward. I think it's always important to make sure we've got appropriate financial flexibility, and of course, we work with the rating agencies to manage all of that appropriately. Think about the capital structure holistically in that regard. Okay. It's Greg. I have one, I think last question. On page 46, again, getting back to the restructuring plan and free cash flow, you said $750 million cost, one-time cost to deliver the savings. You may have answered this, but I've kind of forgotten if you did. How is that $750 million of expense going to flow through your cash flow? Is it going to be all done by the end of this year? Give us some perspective on that. Yeah, you would expect, as is typical with these types of transformation activities, that the cost will be more front-loaded than the benefits. We would expect more of that to run through the first two years. Then the savings, as you see here, sort of are more back-end loaded. Okay. In that case, since I think we've maybe run out of questions, which, surprise. I'd like to thank everyone for attending today, whether in person or virtually. To reiterate, we've assembled a management team that knows our business and is going to drive the company forward with urgency and purpose. We are going to grow this business, we'll grow not only revenue, but profits. Not just the farm, the same old fields, we're going to hunt for new solutions designed to enjoy premium pricing power. We'll deliver our offerings more efficiently using technology and standardization to realize our scale advantage. We know you've heard loud and clear from myself and the rest of the leadership team here today that we are committed to the company's success, and achieving success will deliver superior shareholder returns. Thank you again for coming. Have a great day.