Our principal focus is on helping CXO leadership rationalize their IT function so that it is meeting their expectations.  Whether it is the CIO who recognizes there are just two many fires for him/her to fight on his/her own, or the VP of Marketing who believes central IT is too hard to do business with, we're ready to cut through all the noise and thrash to rectify what is wrong.

Our secondary focus is on the delivery of information technology and process solutions that may be either a little too big, complex or risky for your IT group to do on their own.   Our typical consultant has personally led projects of up to $5m, 30 staff members, and/or 200 man-months of effort.  Our Principals have managed projects in the $20-$100m / 500 staff members/ 4000 man-month range.

When you need veterans, not just "smart arms and legs" on their first project...contact us.   In addition to being skilled in systems development (Agile/Scrum, Spiral, TDD, Waterfall), each of our consultants is also proficient in several operational functions as well.  Our greatest depth is in customer service, order entry, telecom, fulfillment, and billing. This background affords them a balanced understanding of your fundamental business challenges and ensures focus remains on designing holistic business solutions that can be deployed in a rapid and predictable manner. More.

Sample Projects

CIO Terminated, Customers Hate IT     Client terminated their CIO and two of his direct reports due to on-going systemic failure of the 70-person IT department to deliver on expectations.  KP was engaged to jump start execution, repair relationships with customers, develop a Strategic Plan for IT as well as an enterprise IT governance model, and, as appropriate, reorganize the department. In 12 months, the IT deparment went from 2 projects completed the prior year to over 50 completed in the current year.  The Strategic Plan, a governance process, as well as a common software development methodology were collaboratively developed with the participation of major stakeholders, and a Culture of Delivery was inculcated in the staff.

Specialized Leadership on $500m Billing Outsourcing Project   Client had never done a project larger than $50m, all previous projects between $20m-$50m had been rated as "failures".  KP was engaged to provide leadership guidance for the 60-person Implementation workstream.  Identified that the 20-man incumbent vendor team lacked key required skills for leading complex processing stream migration (countdown planning, process lockdown, etc.).  Assisted in selection of new vendor, stood up the Risk/Issue Mgmt function, developed structure of war room for managing upstream feed diversion, new system cutover, and return to Business-As-Usual from both system and process perspectives.  Rolled off engagement after first two phases were delivered on-time/on-budget.

Call Recording Implementation Across 17 Call Centers  Took project from business case development through implementation. While an IT-side resource, guided the Business Owners in crystallizing their challenges, Critical Success Factors and change management activities.  Led the IT team through proposal development, vendor selection, rollout schedule development and implementation over a 14 month period. The project finished 2 months early, under budget by 10%, and having delivered all in-scope features.

Application Outsourcer Selection    Small databse marketing firm needed to find an outsourcer for their cornerstone proprietary database marketing application.  Formalized customer functional, operational and security requirements; conducted 3-stage vendor selection process; oversaw installment  of successful vendor 30 days post award at a Quality of Service commitment that exceeded the client's highest expectations and at a pricepoint 50% below what was forecasted.