A global leader in automated software testing tools needed support to launch two key HR initiatives: an individual leadership 360 feedback survey process and a team 360 feedback survey. With limited internal resources and no budget for permanent hire, the client faced a tight timeline and high project complexity, risking delays and burnout for their HR team.

A US company has implemented a new RPA system (Kofax) to automate the Procure-to-Pay (P2P) process and vendor invoice management. Six months post-implementation, noticeable improvements in invoice management efficiency have been observed. Despite these gains, the introduction of this automated process has significantly disrupted the entire Purchase to Pay cycle, affecting not only the Accounts Payable (AP) team but also the purchasing and receiving teams.

A US services and manufacturing company was experiencing costly and repetitive issues on their P2P process and AP team.

A $22B pharmaceutical and healthcare company operating in 13 EU countries desired increased velocity and agility from the IT organization. The solution needed to both increase the speed of delivering new capabilities to the market and also modernization of their legacy platforms. This required analysis of on-prem applications, and several hundred infrastructure platforms. The objective was to create a shared platform, automation, and methodologies that their IT teams could utilize to both migrate existing on-prem workloads and accelerate the deployment of new capabilities.

We built a complete IT roadmap for a mid-size logistics and software services company (revenue $30M ) that was pushed to modernize its IT to cope with recurrent outages, new clients’ expectations (online order management and invoicing), and competitors’ new features. 

A US manufacturing company needed help obtaining a consolidated and reliable view of its inventory. They 1) were unable to generate consistent, aggregated, repeatable, and automated reports on inventory value; 2) had gaps between systems data regarding inventory values: ordering system, ERP, and the production system; 3) were uncertain about data extraction exhaustivity from systems.

A $21B privately held company decided it was necessary to assess the maturity of their Cloud Business Office (CBO) before implementation of their hybrid cloud strategy. They recognized that to achieve the transformation benefits they wanted from the Cloud it would require transforming business processes in addition to switching to cloud technologies.

A Chemical manufacturing company rolled out a digital transformation program with Sage X3 to improve and standardize their core business processes. This project had a huge impact on critical business work streams (“Manufacturing”, “Order to Cash”, “Procure to Pay”, “Finance” and “BI-Reporting’) and required a dedicated project structure and change management for a successful implementation.

A $21B privately held company decided to begin implementation of a hybrid cloud strategy to utilize both AWS and Azure. This required analyzing hundreds of on-prem applications, database services and several thousand workloads (VMs). The objective was to create a reusable set of reference architectures, automations and methodologies that their delivery teams could utilize to both migrate existing on-prem workloads and accelerate the deployment of new workloads into the clouds.

A manufacturing company launched a worldwide digital transformation program with D365 Finance & Operations (F&O) to improve and standardize their core business processes. This project has a huge impact on critical business work streams (“Manufacturing”, “Order to Cash”, “Procure to Pay”, “Finance” and “BI-Reporting’) and required a dedicated project structure and change management for a successful implementation.

Context An international hospitality company needed to reduce its operating cost in order to reinvest savings into acquiring additional hotel brands. The objective was to reduce the IT cost by millions for both the in-house service desks and the infrastructure operations.

A US based manufacturing and service company was using paper for its accounts payable processes. As a result they were wasting a lot of time struggling to get proper approvals, being overwhelmed by piles of invoices on desks, and receiving constant complaints from vendors and operations. They decided to automate their processes by implementing KOFAX (Robotic Process Automation) tool.

A recurring services company was experiencing quality issues and long delays in the customer onboarding phase (hardware and software services). Customers were complaining, the effort to resolve the issues was costly, and revenue was also being directly delayed. They needed to improve their onboarding process.

This successful multinational IoT services company was growing its business faster than its organization could handle. The R&D department (Telecom and software services) was overwhelmed by the demands of the product and sales departments as well as the demands of customer service. They had to strengthen their business model to grow the business.

This multi-national hardware and service company was delivering hardware and managing services (software and support) in the traditional way, with limited online capabilities. They were looking to change the way they currently operated: orders were taken over the phone and via email - customer requests (enablement, support, RMA) were partially online, with many customer contacts and wasted energy – service reports and billing were sent via email with many manual steps. Their competitors were already offering an online experience. So, they decided to launch an ambitious RFP to optimize their business model and unify the online experience for customers.

After the acquisition of 3 IoT players in Europe, the company wanted to leverage these multi-cultural entities to create a unique and scalable IoT MVNO services BU in Europe (150ppl)​ The objectives were to 1) Improve efficiency by regrouping the R&D, Operations, and Support, 2) Standardize the customer service, 3) Secure the future offering roadmap to scale the business.​

A healthcare application developer had acquired over 25 software companies and desired to find the synergies in their software distribution practices.  The focus was on the 35 different methods of electronic software distribution used by these businesses. The objectives were 1) ISO 9001-2000 certification 2) SCP certification 3) Improved Customer Satisfaction 4) Safe Harbour and BIS compliance.

The Global Infrastructure and Operations, GIO, team of one of the world’s leading hotel companies was delivering projects with legacy methodologies.  Their waterfall processes were rooted in physical infrastructure that required arduous approval of capital funding, long delivery timelines from hardware manufacturers and finally physical installation in a datacenter.  This resulted in development teams making many architectural and technology decisions without involving the slow GIO organization resulting in them feeling like order takers rather than partners in the delivery of capabilities.​

One of the world's largest global hotel chains decided to migrate critical business applications from on-prem to hosted in AWS cloud service. This required migrating scores of applications, database services, and several thousand workloads (VMs). The objective of this move is to leverage cloud services to improve agility, system performance, applications availability, and to reduce response time and IT infrastructure services costs.​

Mission critical hospitality applications were being hosted in the United States with a content delivery service providing the omnichannel edge services to the customers. However, the global customers (outside the US)  were long hauled to US data center impacting customer experience in Europe, Asia, etc.

After multiple acquisitions and a strategic transformation to provide IoT services at a large scale in addition to hardware solutions, a global IoT player decided to accelerate and unify the online experience provided to customers.

After the acquisition of 3 IoT players in Europe, the company wanted to leverage these multi-cultural entities to create a unique and scalable IoT MVNO services BU in Europe (150ppl)​