Market Development Funds (MDF) Process and Technology Improvement
Critical Success Factors
Base requirements on how the channel partners manage their business and not how the company wants them to do business. Ensure Marketing, Sales, and Accounting are included in the design and build. Keep corporate delegation of authority matrices in mind and adjust if necessary. Define the integration needs in accordance with solution.
Case Study
A multibillion-dollar division was divested from a conglomerate whose technology systems ran the Market Development Funds (MDF). Deployed a E2Open MDF Software-as-a-Service in three months. The deployment included twenty marketing request types, over one thousand channel partners and an annual budget of over one million dollars.
Merger and Integration Program Management Office (PMO)
Critical Success Factors
Review and understand the driving financial objectives, whether revenue increase or cost takeout and use the insight as the primary program planning driver. Understand both company's processes to build the transition approach and the data conversion process. Leverage temporary resources where needed. Establish regular cadences of cross-silo meetings and ensure active participation of all teams.
Case Study
Led a program management office integrating two national medical practices resulting in a 500-million-dollar combined entity. Ensured recruiting, credentialing, scheduling, provider payroll, and enrollment with insurance companies enabled combined billing processes. Achieved revenue target synergies three months ahead of schedule. Built a blueprint to support the subsequent integration, which the client was able to achieve without external consulting services.
Software Selection and Implementation
Critical Success Factors
Create trust among the business and technology stakeholders by including both resources in defining evaluation categories. Leverage executive steering committee to determine the weighting selection and make strategic decisions during implementation. Ensure implementation focuses on mobile device needs of external and internal users. Include tangential internal audit early in the design process Organization (SOC) evaluations.
Case Study
Led an indirect procurement process, policy, and technology redesign for a large public company. Conducted a software selection process for strategic sourcing, contract management, and purchase to pay software and a separate selection process for the system integrator. Worked with client management to support process redesign, interface design and testing, training material build, and change management communications. Achieved first year targets defined by executive steering committee six months ahead of schedule.
Business and Technology Transformation Roadmap
Critical Success Factors
Use business resources to build out an understanding of the data integration points between systems, which includes the manual data entry, with IT validation. Observe front line workers to understand their pain points and gather specific examples. Analyze master and transactional data to understand what is happening and not what executives think is happening. Create a series of projects that build upon one another. Sequence projects to create value along the program.
Case Study
A private equity owned building materials company asked how to increase revenue and remove costs from customer service. Using a complete understanding of data movement, showed the inefficiencies of the existing aged technology platform. Built trust with customer service representatives by observing, listening, and questioning them, and built an activity volume tracker which demonstrated the cost takeout required technology upgrade. Defined a series of self-contained projects that the client could execute without external consulting.