Trusted With Change

The Customer

Global leader in liquid natural gas (LNG) development, marketing, and transport. Cheniere has operations in the US, UK, Asia, and South America

The Challenge

In order to increase a cultural focus on operational excellence, plan and orchestrate a global re-organization that features a new, unified customer-facing commercial business unit

The Solution

• Organizational strategy development
• Conceptual and functional org designs
• Communication planning
• Coaching plan development
• Transition planning in collaboration with HR

The Results

• Key timelines met for global re-organization
• Launch of new Commercial Group organization
• Globally distributed commercial functions unified
• Introduction of new Chief Commercial Officer role

The Customer

Private equity firm providing a competitive advantage in oilfield services by serving as a business accelerator that facilitates the startup of greenfield companies

The Challenge

Align the leadership of two new company acquisitions in a united operating strategy to accelerate the realization of synergies and shared strengths

The Solution

• Application of lean strategy development process
• Up-front planning with executives
• Facilitation of off-site leadership session
• Collaborative development of strategic roadmap

The Results

• Quick articulation of operating strategy
• Clarity of executive objectives and KPI’s
• Quick start to harmonizing new leadership team
• Identification of efforts needed to achieve objectives

The Customer

The leading national integrated power company in the U.S., built on the strength of the nation's largest and most diverse competitive electric generation portfolio and leading retail electricity platform

The Challenge

Review, rationalize, and harmonize customer-facing processes across our customers multiple B2B products and brands with and focus on maximizing customer experience and capitalizing on cost optimization opportunities

The Solution

• Create customer experience strategy and with customer facing processes
• Form collaborative SME team to identify & prioritize process improvement opportunities
• Design future state processes and implementation roadmap

The Results

• Designed future-state processes to meet demands of new go-to-market products
• Identified gaps in current org, compensation, branding, and back-office processes
• Developed holistic implementation plan for process rollout and adoption

The Customer

World-wide leader in providing fully integrated industrial service solutions. Since 1920, our customer has provided the best services and products in the industry.

The Challenge

Assist the HR and IT Organizations in the selection, negotiation, and scoping process for a top tier HCM Platform and manage the deployment process through go live.

The Solution

• Developed Business Case
• Workday was selected
• PMO Leadership
• Testing support
• Integration architecture

The Results

• Global HCM system of record
• Core HCM process harmonization​
• Aggressive go-live time-table met on time and on budget

The Customer

The leading national integrated power company, built on the strength of the nation's largest and most diverse competitive electric generation portfolio and leading retail electricity platform

The Challenge

Our customer wanted to define and pursue competitive advantage in the digital channel. Our task was to develop a roadmap of capabilities across multiple customer segments for digital and other touchpoints

The Solution

• Assessed our customers digital capabilities against competitors and industry
• Documented opportunities for competitive differentiation
• Defined vision, strategy, and roadmap for next-gen customer experience

The Results

• Leadership unified in a common vision for transforming customer experience
• Delivered roadmap for attainment of vision
• Launched digital customer experience program

The Customer

World-wide leader in providing fully integrated industrial service solutions. Since 1920, our customer has provided the best services and products in the industry.

The Challenge

Assist the IT organization in assessing the need for enterprise governance, design a program of change to enable a focus on IT Service Management, and implement cultural, process, aasociated nd technology changes

The Solution

• Initial COBIT/ITIL gap analysis and prioritization
• Adoption of ITSM processes and Service Now reconfiguration
• Implement culture change, training, & sponsorship
• “Re-launch” of Service Desk

The Results

• United IT Leadership, Service Desk, and Engineering groups
• Successful go-live with new Service Desk processes and ServceNow configuration
• New metrics available for leadership action

The Customer

Fast growing company that is accelerating the world’s transformation to a clean energy future. With more than 4.1 gigawatts of solar and wind energy assets in 25 states and a development pipeline across the country.

The Challenge

As part of the company’s divestiture from a large integrated energy company, our customer needed to rapidly find an outsourced customer care and billing platform and services provider to take over functions that were previously provided by shared services.

The Solution

• Created comprehensive requirements documentation
• Researched and short-listed 6 vendors for evaluation
• Managed vendor selection and evaluation criteria
• Managed scope and price negotiation with vendors

The Results

• Detailed analysis of multiple solution options and selection of best-fit vendor
• MSA and SOW negotiated with favorable pricing, terms and exit criteria
• Detailed plan for rapid transition and implementation

The Customer

National leader in the real estate transaction and title insurance industry. Our customer is the 3rd largest title company and operates in 80 countries around the world

The Challenge

Envision, plan, and manage a strategic program of operational restructuring, cost reduction, complex technology deployment, and shared-services implementation

The Solution

• Enterprise program management
• Development of new operational processes
• Deployment of next generation technologies
• Change leadership to maximize adoption

The Results

• Successful program assumption & “turn-around”
• Multiple business units unified in action
• Business Unit transitions to new operating model
• Savings targets met or exceeded

The Customer

International leader in the financial services and real estate industry. They provide global business process outsourcing for underwriting, loan sizing, and advisory services

The Challenge

Develop requirements, evaluate solution alternatives, establish base business case, and facilitate a selection of a next-generation ERP platform to replace a multi-platform architecture for HR, Finance, and Operations in 8 weeks

The Solution

• Utilize T4 Lean Approach To Selection
• Rapid requirements prioritization exercise
• Eliminate traditional RFP/RFI process
• Adopt an agile process for direct vendor engagement

The Results

• Cross-functional executive team united in selection effort
• Target project selected successfully within budget and on-time
• Savings realized from vendors