Upon being informed by the CEO about a necessity to simplify their database for scalability to meet growth plans, the VC conducted a review. They remained partially convinced. My organisation, as recommended by the VC, stepped in for a consultation. Within a brief conversation, it was evident that a comprehensive review was essential. The discovery...
STAR Stories Indi
Digital Transformation Project at DWP
A 180 degree change in IT strategy in Central Government resulted in the decision to stop the outsourcing of IT and instead to bring everything in-house. This included the development of new services as much as possible using in-house staff and the introduction of the Agile methodology. It also meant more competitive tendering for additional...
Setting up a Centre of Excellence
My client CIO had decided to implement an ERP solution and needed an enduring support function. I had been recommended by one of his Senior Leadership Team.
Target Operating Model changes
It was deemed by the C-Suite that the current operating model for IT was not fit for purpose, This was also fuelled by part of the group being sold which removed capability from the IT team and the need to ensure a fit for purpose global 24×7 service was in place.
Third party exit and transition to new supplier
The CIO had a failing supplier relationship and major dissatisfaction for key stakeholders on the quality of customer experience.
Data Warehouse
It’s not everyday we get a request for help, but as this client of ours had been let down, we couldn’t resist. One of the prominent members of staff remembered working with us in a previous role, and chose us to help them build a data warehouse in a fortnight.
Revitalising Tech Integration for Targeted Growth
A PE-backed Infrastructure-as-a-Service client had invested in NetSuite and Service Now but wasn’t maximising their potential. This ineffective utilisation hampered their growth plans and created a dependency on manual operations.
Programme Rollout Support Team
Healthsystem was converting their EHR and needed go-live support for their operational departments to streamline adoption.
Beyond Limits: Unleashing empowering innovation to transform performance
Our organization underwent a significant transformation as we transitioned to adopting a new Target Operating Model (TOM) centred around digital sourcing. Despite this shift, its metric remained stagnant at 35% for an entire year, despite executive leadership continuously urging improvement.
IPO / Carve out for a Holiday Company
Engaged with TripAdvisor to deliver the Viator IPO / Carve-Out and outsourcing of product design, architecture and development to reduce product development and architectural costs. Built the business case and benefit realisation case Reduced the overheads by transitioning the service offering and product to an outsourced shared services saving $25m (over 5-years) justifying the IPO...
