A retailer operating four physical stores, two restaurants, a warehouse, and an e-commerce platform viewed IT as a “financial black hole,” failing to support business needs effectively. The organisation struggled with technical debt, operational inefficiencies, and a lack of strategic IT oversight. Engaged through an associate partnership with a Managed Service Provider (MSP), our fractional IT leader was embedded within the company during the COVID period to assess and transform IT operations while the business remained operational as an essential service.

The retailer required a full IT review covering personnel, network, infrastructure, governance, and commercial viability. The goal was to identify inefficiencies, reduce costs, and implement a strategic IT approach that would align with business objectives. Additionally, the organisation needed guidance on outsourcing IT management while retaining control and visibility at the board level.

Conducted a thorough IT review, identifying key areas of improvement across financial, operational, and technical aspects. Following this assessment, we:

• Developed a comprehensive IT strategy and a structured programme of work.
• Advised on outsourcing IT management, leading to:
  • The on-site IT team being let go due to inefficiencies.
  • The MSP assuming responsibility for network and infrastructure management, with clear KPIs.
• Provided board-level training on managing outsourced IT contracts effectively.
• Replaced legacy financial, warehousing, and reporting infrastructure with Microsoft 365 and Dynamics 365 Business Central to enhance business intelligence and streamline operations.
• Established an in-house champions network to improve requirements gathering and user support.
• Upgraded EPOS systems with built-in redundancy to ensure reliability.

The transformation brought significant operational and financial improvements:

• IT costs and management became transparent at the board level, with a clear IT strategy setting direction.
• Better data management led to major efficiency gains and cost reductions across warehousing, stock management, and procurement.
• IT was repositioned as a business enabler, rather than a cost centre, ensuring long-term alignment with commercial objectives.

This structured approach empowered the retailer to take control of its IT investments, driving sustainable improvements in efficiency and profitability.

• consulting
• digital transformation

• Digital Enablement

• Retail and Consumer