Results that make a difference

 

Perform a broad assessment of IT costs/resources across an enterprise, including centralized and decentralized IT functions; categorize costs/resources between discretionary/non-discretionary, mandatory/regulatory and revenue generation

Establish an IT cost optimization/operational efficiencies initiative including identification, analysis (specification of level of business risk and impact of each opportunity) and implementation of value generating opportunities

Industry Experience

solutions

IT Financial Management

Perform a benchmarking study on IT services using 3rd party models and databases (e.g., Gartner, Computer Economics)

  • C-level leadership rank IT cost reduction/optimization high on their list of IT priorities based on recent industry surveys

  • Many CIOs are faced with responding to company initiatives lead by major consultant firms to assess optimization broadly across the enterprise.  Taking a proactive approach to identifying opportunities beforehand and developing action plans will enhance the likelihood that a CIO can be in control of the direction of their IT operations rather than abdicating control to a 3rd party

  • CIOs require capabilities to align technology investments with business strategies, communicate IT value contributions and enhance the business's view of IT.  Many IT organizations lack the processes and skills to continually drive improved financial performance

  • Provide an actionable budget reduction opportunity list to achieve a significant challenge against the IT budget during annual planning

  • Establish an ongoing optimization program to continually drive financial performance

  • Assess opportunities to optimize resource mix between internal and external resources

  • Lead advisor and coordinator to a CIO  in identification and acting on over $160M of cost optimization and operational efficiencies over 5 years while managing an increase in service demand from the business of over 40%.  Working closely with IT Finance and organization leaders, this was a key outcome to the successful centralization of the IT infrastructure and operations (I&O) organization.  

  • Developed a solution to achieve a $7 million budget reduction that included a list and prioritization of potential opportunities, baseline assessments and business impact analysis for an IT infrastructure and operations group.  Action plans were established to assure achievement of the budget reduction target.

  •  Developed and implemented planning, budgeting, financial reporting and control, and chargebacks for a distributed computing operations organization.  This was done as part of a large centralization initiative of the distributed computing environment.  It included engineering, campus and field office LAN operations, central LAN and network monitoring and the technical help desk, serving a distributed environment of over 40,000 desktops and 3,000 servers in over 350 locations.  Managed an annual budget of $141 million and 586 headcount.

Complete a zero base budget initiative to assess IT baseline functions and identify value and low-value activities.  Prepare recommendations, including priorities and impacts of eliminating low-value activities.  Develop action plans to implement changes to the baseline

  • Co-lead with the IT CFO completion of three bi-annual benchmarking assessments for IT I&O services.  The benchmarks were key to enhancing the communication to executive and business leadership regarding the success of the consolidation and optimization initiative of IT operations and infrastructure functions.  The benchmarks also validated the success of a service management deployment including the use of a service catalog and service level agreements.

Lead an initiative to establish and implement an IT budget, forecast and reporting process

  • Lead the completion of a zero base budget baseline assessment for a  back-office systems support group resulting in identification of $10M of actionable savings from better demand and vendor management.  Evidence of the impact of this achievement was recognition by the CFO during presentation of the savings to executive leadership who used the assessment as part of divestiture proceedings.

  • Developed and deployed a zero base budget model to assess baseline operations for a distributed computing organization after a major centralization initiative.  The initiative provided insight to the business value of all areas of the organization that lead to an optimization effort that reduced the budget by over $6M.

Business issues/drivers

  • Provide transparency into all enterprise-wide IT spending, resources and operations for C-level leadership and the Board of Directors to assure all technology use is optimally managed and contributing to the growth of the company

  • Provide baseline information to an enterprise effort to consolidate IT functions for cost optimization and operational effectiveness and efficiency

  • M&A due diligence requirement to identify all IT spending/resources in a divested company, or a company to be acquired​ and/or merged

  • Lead the completion of a broad technology and digital assessment for a divestiture.  Identified $391M of company-wide digital and technology spending, driving senior management direction to optimize technology costs while strengthening integration of digital initiatives and resources.  Evidence of the impact of the achievement was presenting the assessment to the President who recognized the importance of the data capture and difficulty in identifying “shadow” IT and digital organizations within business segments.

  • Reduce the IT baseline budget as part of annual planning to support achievement of the business profitability targets​

  • Reduce Run costs to invest in strategic innovation and digital growth


  • IT organizations are sometimes criticized by the business on perceived issues with performance.   Putting a measurements program in place changes the perception of IT performance from being antidotal to factual

  • The business requires transparency to their consumption of IT services that drive their IT spend.  The metrics provide guardrails for substantiation of cost growth and insight into managing business consumption more effectively

  • Measurements are critical to achieve IT effectiveness and communicating IT value to the business. 

  •  CIOs require capabilities to align technology investments with business strategies, communicate IT value contributions and enhance the business's view of IT.  Many IT organizations lack the processes and skills to continually drive improved financial performance.

  • Manage and optimize the technology budget to achieve the right distribution of investment between ongoing maintenance and growth and innovation

Services