Our Success
We have extensive experience consulting across industries, from complex government programs to global enterprises. Our consultants have worked in:
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Financial Services & Insurance
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State & Federal Government
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Energy & Utilities
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Construction & Engineering
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Retail & Manufacturing
This breadth gives us the ability to apply proven methods, cross-industry insight, and practical delivery experience to each engagement.
Use Cases
Financial Services
Problem:
A leading financial institution was facing escalating technology costs, vendor lock-in, and an outdated applications roadmap. Core infrastructure was nearing end-of-life, service management was inconsistent, and there was little alignment between IT investment and business strategy.
Our Method:
Conducted a full strategy and sourcing review across infrastructure, applications, and service management. Benchmarked current spend against market standards and worked with executives to define a future-state vision that balanced cost, efficiency, and innovation.
Approach:
Realigned the IT operating model to better support business priorities. Designed a modern applications roadmap incorporating cloud adoption and system rationalisation, while introducing vendor governance frameworks to ensure suppliers delivered value. Added data and AI considerations into planning to support improved customer insights and risk management.
Outcome:
Reduced IT spend by 20%, improved supplier performance, and delivered a clear roadmap for cloud and application modernisation. Positioned the organisation for long-term resilience and innovation through disciplined governance and future-focused planning.
Financial Services
Problem:
A leading financial institution struggled with escalating technology costs, vendor lock-in, and an outdated applications roadmap.
Our Method:
Conducted a full strategy and sourcing review across infrastructure, applications, and service management.
Approach:
Aligned IT operating model with business goals, designed an applications roadmap, and introduced vendor governance frameworks.
Outcome:
Reduced IT spend by 20% while delivering a clear roadmap for cloud adoption and improved resilience.
Construction & Engineering
Problem:
A major contractor’s IT function suffered from poor customer service, misaligned IT teams, and years of underinvestment in strategic technology, leaving transformation programs stalled and business confidence low.
Our Method:
Conducted a comprehensive review of the IT landscape and designed a new operating model, restructured the service desk, and introduced business-facing IT Business Partners to bridge technology and operations.
Approach:
Delivered a program of projects across service desk transformation, systems integration, telephony, and user access management. Embedded governance to ensure consistent delivery, while addressing fragmented “cottage” AI use with a formal AI strategy covering governance, ethical use, and product alignment.
Outcome:
Delivered critical payroll and service desk improvements, significantly uplifted IT customer service, and established a scalable AI roadmap that reduced risk while positioning the organisation for innovation.
Manufacturing
Problem:
A large manufacturer was constrained by legacy systems, rising technology costs, and siloed IT functions. Critical ERP and infrastructure programs were behind schedule, with limited integration across business units and no clear path to digital transformation.
Our Method:
Conducted a comprehensive technology assessment and developed a future-state digital roadmap. This included a cloud migration strategy, ERP optimisation plan, and a sourcing approach aligned with business priorities and cost optimisation goals.
Approach:
Led delivery of a structured program of projects spanning ERP stabilisation, cloud enablement, and supplier transitions. Embedded governance and vendor management frameworks to ensure execution discipline. Introduced AI and analytics capabilities to modernise reporting and planning, reducing reliance on fragmented “shadow IT” solutions.
Outcome:
Reduced operating costs by more than A$50M, delivered a scalable digital roadmap, improved integration across the business, and established a foundation for innovation and growth through cloud and AI adoption.
State & Federal Government
Problem:
A large service providing government department was hampered by siloed systems, poor service integration, and limited visibility of program outcomes. Customer -facing services were fragmented, with inconsistent experiences and inefficiencies across multiple agencies and providers. Leadership lacked the insight needed to direct investment and measure impact.
Our Method:
Undertook a full review of the digital service environment and operating model. Defined a future-state architecture and designed a digital enablement platform supported by a structured sourcing and supplier governance framework.
Approach:
Delivered the program in partnership with internal staff, suppliers, and our consulting team. Introduced governance and transparency measures to ensure accountability and created a roadmap for modernisation, including ethical AI use to support analytics, service personalisation, and improved reporting.
Outcome:
Enabled streamlined access to customer services, improved cross-agency integration, and provided leadership with greater transparency and control. Reduced supplier overheads, created measurable efficiency gains, and positioned the department for long-term digital transformation.
Energy & Mining
Problem:
A global mining company was constrained by fragmented IT operations, escalating costs, and a lack of alignment between technology delivery and business priorities. Complex supplier arrangements across applications, cloud and infrastructure, networks, and security — as well as multiple resolver groups — created inefficiencies and limited transparency.
Our Method:
Designed and delivered a global outsourcing and transformation program with contract values exceeding US$250M. The engagement focused on redefining the operating model and consolidating supplier relationships, while developing a future SAP strategy to support core operations.
Approach:
Implemented transformation across five continents, bringing together multiple service towers including applications, cloud and infrastructure, network and security, and 2nd/3rd-level resolver groups. Introduced Service Management (SIAM) to improve governance, applied SFIA consulting to align skills and roles, and embedded a new IT operating model to drive efficiency and accountability.
Outcome:
Successfully delivered a complex multi-continent outsourcing and transformation program, creating a globally consistent IT function with improved service management and operational efficiency. Achieved significant cost savings, increased transparency, and positioned the business to scale securely with stronger supplier performance and an optimised SAP roadmap.
