We have the knowledge of solving some of the most complex problems of the largest magnitude successfully, and the passion to embrace disruptive technologies that deliver breakthrough results in record time. Come back soon as we begin to share our knowledge based on real-world experience.
A large biopharmaceutical company was spun-off from its 130-year-old parent. This required establishment of a new organization and computing infrastructure for collaboration among 30,000 employees and 10,000 business partners across 170+ countries. The challenge was to separate the highly intertwined computing platforms without interruption to business, within the fixed amount of time of the Technology Services Agreement (TSA) with the parent. Upgrade to a new version of the software and ensure the hired service provider (a large technology outsourcer) executed according to the contracts. It was described as “building a house in the middle of an earthquake.”
We focused first on building a high performing team to lead the effort, then established a process to communicate and lead all the stakeholders on a weekly basis through the program. We also kept the executive management updated on the process and managed the outsourcer to meet the deliverables.
The program was completed on time while saving over $200,000.
A bio-pharmaceutical company’s aging computing solutions were increasingly becoming an obstacle for its employees and business partners to continue to innovate and bring breakthrough medicine to patients. With the pace of innovation in bio-pharmaceutical industry accelerating in the age of big data, analytics, AI, and IoT the company found itself at a competitive disadvantage when attracting top talent, conducting cutting edge research, and developing new medicine. The need for seamless access to information regardless of location or device, was considered a differentiating factor by its executive management.
We started by transforming the organization to cloud services expertise and rolled out high-demand cloud services and led proofs of concepts to determine business value. We then established strong working relationships with technology leaders in cloud space including Microsoft and Google and formed a group to evaluate competing technologies. Simultaneously, we developed financial models for transition to cloud-based technologies and undertook negotiations for favorable pricing with selected vendors. We worked directly with the executive management to advise on strategy, trade-offs, and options and drove decision towards the solution most advantageous to the company.
The company decided to expand the cloud services introduced by us to employees and contractor’s enterprise-wide while saving tens of millions of dollars.
A bio-pharmaceutical company has hundreds of millions of documents spread across the globe on various technologies and platforms. Many of those documents contain “sensitive” information such as trade secrets, business plans, employee private information such as pay and age and social security numbers. With the widespread cyber-security threats from both inside and outside the company network, the company was at great risk of becoming the next victim of cyber-criminals. This is the most important technology risk facing the company with direct involvement of the board of directors.
We were responsible for addressing the risk on an expedited basis for all content stored on SharePoint and thousands of servers spread across a globe in 170+ countries. We lead a team that worked with all the stakeholders on a weekly basis to remediate the risks. After forming a winning team and partnering with a software vendor what provided a solution to identify and address information security risk.
The project team protected the information in a timely fashion and was cleared by Internal Audit for having controls in place to protect the information while saving the company $1.2M compared to a vendor’s proposal.
Sales & Distribution
The second largest brewer in the United Stated had been losing market share to the number one and number three brewers over a long period of time and the executive management was concerned about the trend and wanted a quick turn-around before it was too late.
We worked with the company’s top executive team including CEO, distributor council representing a nationwide network of 500+ distributors, and world’s foremost management consulting firm to develop distributor performance standards. By successfully managing $7-$10 million projects to implement strategic initiatives we empowered the brewer’s sales & distribution network to execute seamlessly to challenge and win against competition in the world’s largest beer market.
Sales trends and profitability of the company was quickly enhanced as independently measured by ACNielsen and IRI by enhancing sales presence via performance management of 5000+ sales force. Satisfaction of major retail customers also improved as independently verified by Annual Cannondale Customer Satisfaction Survey of 500,000+ licensed outlets across the United States.