Prior Work Experience

We've a history of delivering outstanding results for organizations facing unique and challenging situations

Comprehensive sourcing strategy reduces IT costs, improves efficiencies, and redirects savings to modernization

Large insurance provider was spending a majority of its IT budget on maintenance activities which were outsourced to an ever increasing number of IT suppliers. The service delivery model was fragmented with several hand-offs across internal groups and external providers with unclear responsibility and accountability for outcomes. Multiple legacy platforms further reduced business agility and high maintenance costs.
  • Assessed IT delivery model, supplier spend by major IT Application category, and  IT contractes by supplier
  • Developed and socialized multi-phased strategy to streamline internal structure, consolidate supplier base, and deliver IT savings
  • Upon agreement, executed phased plan to manage consolidation of suppliers while also laying groundwork for platform modernization and innovation
  • Managed transition of new suppliers into the organization and supported the launch of a major platform modernization program with business participation and accountability
  • Transformed IT delivery model with a consolidated supplier base, reduced internal and external hand-offs, improved efficiency, standardized processes, and focus on new capacity development
  • Successfully transitioned in new suppliers with minimal business disruption, and at no cost to the client
  • Delivered costs savings which helped seed the platform modernization effort

Establishing multi-supplier governance to improve ITSM

Large industrial conglomerate had centralized provisioning of IT infrastructure services. IT services were outsourced to 12+ major suppliers and several secondary suppliers. Service integration and supplier collaboration was poor. Organization needed to improve supplier governance to address service delivery, supplier management, collaboration, and innovation
  • Analyzed challenges, weaknesses, risks and hurdles associated with existing supplier governance model, processes, supplier management organization and tools from both business units' and key suppliers’ perspectives
  • Mapped ITIL Service Management and Supplier Governance capability maturity
  • Socialized future state supplier governance and ITSM model, and new processes to support multi-supplier collaboration and innovation
  • Revised and strengthened framework and processes for the Supplier Governance Organization within IT; detailed governance cadences
  • Optimized supplier segmentation with differentiated strategies for strategic versus niche and commodity/legacy suppliers
  • Established supplier management framework, including service-centric and supplier-centric hierarchical metrics trees, balanced scorecards, etc.
  • Created blueprint for Suppler Innovation Management to foster supplier collaboration and drive innovation

Building the case for and executing a Business-led IT Transformation

A large International Grocery Retailer had an acquisition-led growth strategy but had failed to adequately integrate prior acquisitions. Legacy platforms were unstable with high operational costs and compliance challenges. Incoherent IT architecture, poor integration, and data inconsistency impeded business agility. Lack of Business-IT engagement, reactive mindset, and ineffective governance prevented real change
  • Assessed current IT environment to develop an IT Strategy and Implementation Roadmap aligned with business needs
  • Socialized the strategy & roadmap and re-built trust in IT by engaging key business leaders to revise the approach and implementation plans to align with other business plans
  • Created new IT Governance framework in collaboration with the Business to manage the implementation program
  • Launched business & IT transformation program with business accountabilityand ownership
  • New business-IT partnership with a strong business-IT governance model and global agreement on IT roadmap(s)
  • Launched initiative to implement a cornerstone retail package launched in US with agreed plan to rollout across multiple operating companies
  • Restructured IT organization with new capabilities to support next generation systems. Multi-tier sourcing relationship in place to provide continuity of support
  • Opportunity to leverage IT investments globally led to Business and IT synergies across all operating companies

Improving IT operating model effectiveness and project governance

Large Property and Casualty Insurance company had gone through multiple M&A events over the years and had incrementally adjusted its IT support model to adapt to business transformation as well as to keep pace with technology shifts. Over time, gaps in IT support and SLA performance were becoming harder to overcome resulting in lower overall IT effectiveness. These challenges led to frequent business interruptions, eroding confidence in IT services, and increasing IT operating costs.
  • Assessed IT service operating model, service management processes, general skills, and IT organizational constraints
  • Developed recommendations, a time-to-value based modernization road map and implementation plan
  • Socialized with IT executive leadership to gain acceptance of the plan
  • Provided detailed ITIL process assessment to serve as a service improvement plan

  • Client leveraging the recommendations to improve the project governance
  • Service improvement implementation plan closed gaps in the support model for key IT services
  • Service management team adopted recommendations and roadmaps for ITIL process improvements
  • Client utilizing project cost-benefit analysis framework for IT project portfolio prioritization and rationalization

IT cost reduction program reduces IT complexity and frees-up funds for investments

Large health insurer found itself at a competitive disadvantage in the marketplace due to high IT costs and an inability to invest in new initiatives. Company needed to reduce IT expenditures to improve its competitive position, increase operating margin and free-up funds for strategic investments.
  • Analyzed spending benchmarks and best practices for Applications Development & Maintenance, IT Operations & Support Services, IT Security, etc.
  • Developed high-level view of cost-savings opportunities, socialized with leadership, and short-listed areas for detailed analysis
  • Completed detailed analysis on benefits ranges, and assessed implementation complexity, risks, change management requirements, etc., and launched phased execution program
  • Retired low-value business applications, reduced functional redundancies, simplified application portfolio, consolidated supplier relationships, and restructured contractual staff to reduce costs
  • Achieved annual cost reduction target and also captured additional savings in subsequent year, while also freeing funds for key IT investments
  • Established a multi-year portfolio of opportunities that provided the basis for achieving future cost savings while reducing IT complexity and improving overall agility