Case Studies

Technology Services Company

Customer Request Management Transformation:

Challenge
Customer requests were frequently delayed for weeks or months, leading to dissatisfaction, missed revenue opportunities, and employee burnout. Requests arrived through phone calls and emails, often with unclear requirements and late-stage changes, making delivery inconsistent and inefficient.

Solution
Partnered with Professional Services, Customer Success, Product Engineering, and Support teams to drive the design and launch of a customer portal. The portal standardized request intake, introduced role-based accountability, and established clear workflows across functions. A pilot with a strategic client ensured adoption readiness, followed by incremental rollout and training for more than 200 internal and client users.

Impact

Reduced request turnaround time by 30%+. Centralized all customer requests and communications in one location. Improved accountability across teams and enhanced customer and employee experience.

Global Medical Technology Company

Enterprise Delivery Capability Assessment: 

Challenge
Customer dissatisfaction due to product delivery delays and stalled R&D timelines, which tied up critical investments. Leadership sought to understand the maturity of its project, program, portfolio, and organizational change management capabilities across five commercial lines of business (Surgical, Emergency Medicine, Anesthesia, Urology, and Interventional Urology), as well as IT, Global Strategic Projects, Manufacturing & Supply Chain, and Regulatory.

Solution
Conducted a comprehensive maturity assessment to evaluate enterprise delivery capabilities. This included reviewing existing processes, organizational structures, and the use of the Planview tool; developing and executing a structured interview process with 40 practitioners, PMO leaders, and executives; and aggregating findings into six key themes: Organizational Structure, Governance, Project Management as a Discipline, Organizational Change Management, Resource Management, and Technology Enablement. The findings were validated with the assessment committee to ensure alignment, followed by delivery of actionable recommendations, a three-year transformation roadmap, and a detailed six-month plan to build momentum.

Impact
The assessment gave leadership a clear, objective view of current capability gaps and a prioritized roadmap for improvement, establishing the foundation for improving on-time product delivery, accelerating R&D completion, and enhancing customer satisfaction.

Clinical Trial SaaS Company

Restoring Trust in Product Delivery:

Challenge
The R&D stakeholder community had lost trust in the RTSM clinical trial SaaS product development team. Commitments were missed, deliverables lacked quality, and stakeholders, including Product Management, Client Services, and Clients, were dissatisfied. The team, dispersed across three continents, struggled with unclear responsibilities, inaccurate estimates due to missing subject matter expertise, and low morale over how delivery was being managed. Work was split across four competing demands - new initiatives, production issues, product roadmap, and technology roadmap, without adequate prioritization or capacity allocation. Visibility into progress was limited, and leadership lacked clarity on how work was being managed. A new Senior Director of Development had been appointed, but required support to stabilize and transform delivery.

Solution
Began by interviewing stakeholders to identify issues, grouping them into priority gaps across people, process, and technology. Partnering with Product Management, established a clear framework for prioritizing features, aligning delivery commitments, and setting customer-facing dates. Subject matter expertise gaps were addressed by engaging internal experts to provide training and by re-baselining estimates to improve accuracy. Backlog refinement and team input informed a new delivery timeline, and organizational design support was provided to the new Senior Director to help him form capability-based teams. Transparency was increased by introducing structured status reporting to stakeholders, while program managers were coached on scoping, estimation, and disciplined timeline management. A plan for adopting the Scaled Agile Framework (SAFe) was developed and guided through its launch, enabling iterative planning and delivery. Capacity mapping across teams made clear where resources were fully consumed by non-discretionary work and where risks existed due to skill gaps, allowing leadership to make informed prioritization and funding decisions. Additionally, documentation practices were streamlined by consolidating knowledge into a single navigable source, improving visibility and access to information.

Impact
Stakeholders regained confidence in the RTSM product delivery team, which began meeting client-committed dates consistently. Product Management and Client Services reported improved satisfaction, and the team was better positioned to deliver with transparency and discipline. The SAFe launch and structured roadmap laid the foundation for sustainable, iterative delivery and long-term trust with both internal and external stakeholders.

Transition of a Legacy Product to Managed Services:

Challenge
A legacy Supply Management product, used by major pharmaceutical companies, no longer aligned with the company’s strategic direction. Maintaining it consumed resources that could be redirected toward higher-priority initiatives. Leadership decided to transition this non-strategic product to a managed service provider, but the move required careful planning to protect client relationships and ensure continuity.

Solution
Partnered with business and technology stakeholders to understand concerns and surface key gaps. These were grouped into themes and prioritized to build an action plan covering people, process, and technology. The transition effort included clarifying ownership, addressing capacity and prioritization issues, and ensuring knowledge transfer to the managed service provider. Working alongside functional leaders, we ensured the right expertise was applied during the handover and that client commitments were honored throughout the transition. Transparency was maintained through structured communication with stakeholders, allowing for clear tracking of progress against the transition plan.

Impact
The product was successfully transitioned to a managed service provider, freeing up resources to focus on strategic initiatives. 

Healthcare Insurance Company

Building an Integrated Data Ecosystem:

Challenge
Inaccuracies in data were leading to incorrect information being provided to both members and providers. Manual, tedious processing was required for internal and external reporting, draining valuable time and resources. While there was a high-level vision to build an enterprise-wide data ecosystem, the team was primarily consumed by “run the business” tasks. A few architects had been hired to focus on future-state design, but they were working in silos on member, provider, and claims data, resulting in fragmented efforts and little organizational progress.

Solution
Partnering with the Head of Health Informatics and the CIO as sponsors, defined both near-term and long-term objectives. A small team was deployed to handle immediate operational data needs, freeing up resources to focus on building the data ecosystem. Successfully secured approval to hire an enterprise data architect to lead the integrated ecosystem design. To support delivery, the Scaled Agile Framework (SAFe) was launched with a team of more than 75 people. C-level buy-in was achieved through executive presentations, while resource managers, business leaders, and technical teams aligned on standards for requirements gathering, testing, automation, and PI planning activities. Training and coaching emphasized collective ownership, customer-centricity, and design thinking to ensure the ecosystem addressed viable business needs rather than just technical solutions.

Partnered with the enterprise data architect to establish data governance by identifying domain-specific data owners and stewards, engaging them in improving data quality, and implementing policies to ensure accuracy and consistency. Dependencies across enterprise programs were actively managed, including data intake from Amisys, transition to HealthEdge, ingestion of GuidingCare utilization data, and integration across systems such as Novus Med and Pega. Processes were developed with functional leaders to prioritize and deliver strategic, operational, and regulatory data demands. Additionally, enhanced the enterprise PMO with templates and procedures for status reporting, dependency management, and risk tracking to improve transparency across the portfolio.

Impact
A fully functional enterprise data ecosystem used by all functions of the organization. Governance and stewardship practices laid the foundation for sustainable data quality improvements. With standardized processes and stronger alignment between business and IT, the organization was positioned to deliver accurate, reliable, and integrated data solutions that improved outcomes for members, providers, and internal stakeholders.

Manufacturing Company

IT Delivery for Accelerated Merger Readiness:

Challenge
For Day 1 of a merger resulting in a combined company with approximately $30 billion in annual revenue and 117,000 employees,  IT application functionality critical to business continuity had to be delivered across both enterprises. With only a few months to prepare, the timeline was moved up unexpectedly, increasing pressure to ensure operational readiness.

Solution
Reviewed the merger wave plan to identify true Day 1 priorities from those that could be deferred. Partnered with business leads to confirm the essential scope and collaborated with technical teams to design creative workarounds where full solutions were not feasible. Led implementation of Day 1 business needs across Finance, Legal, Sales, Manufacturing, and Treasury, ensuring functional continuity. Roadmaps were established for post-Day 1 implementation.

Impact
All essential IT application needs were delivered by Day 1, enabling seamless business continuity across the newly merged enterprise and preventing disruption to ongoing operations.