Historically, the success of an IT project has been based in whole or in part on the premise of delivering a product or service “on time and within budget”. While we all understand these are important measurements, there is a paradigm shift occurring towards an extended set of success criteria. . .
Cloud is at the top of the hype curve and every CIO is in some way talking about cloud technology. However, our experience is that most technology executives are looking at cloud through a lens that is focused on technology, rapid deployment and cost reduction. In addition to these aspects. . .
The client initiated an ambitious transformation program centered on an enterprise implementation of Oracle ERP across six independent business lines. After a year of work and $15M, the system was still not in production for a single business line and the CFO asked Trexin to get the project back on
After carving out a $100M 3PL (third-party logistics provider)/transportation logistics and inventory supply chain management business from a $3.6B moving and relocation services company, the client (a private equity firm) asked Trexin to support the newly independent business while managing all
After years of rapid M&A growth, a top-5 bank faced a fragmented and aging customer contact center landscape. As the bank switched to an organic growth strategy, the focus toward integrating the customer experience and tech savvy consumers illustrated the need for change. While the evolving
Facing a new 3-year business plan and a dynamic healthcare industry undergoing dramatic change, the client asked Trexin to audit its ailing enterprise architecture program and prescribe a set of remedies to realign the program with the company’s business objectives
In reconsidering the merits of a 5-year BPO contract extension, our Client’s CFO asked Trexin to provide decision analysis on a long-standing outsourcing relationship for technology and operational support of do-it-yourself legal documents that was now viewed as increasingly restrictive, risky, and
Driven by acquisitions demanding flexibility to support varying organizational structures and business processes, the client’s CIO asked Trexin to help create an integrated global supply chain and warehouse distribution system to consolidate/retire multiple legacy systems, incorporate new business
Our Client was experiencing dissatisfaction from both customers and stakeholders for its obsolete and limited online offerings. Competitors had bypassed our Client by offering personalized online experiences, intuitive navigation, extensive services, easy transactions, and mobile enablement
The COO and annuity business GM needed to understand on-going, systemic issues for New Business customer service and operations. Marketing’s view of sales performance/customer feedback (negative & losing share) was disjointed from operation’s own view (green scorecards). Specific issues and
A $500 million global manufacturing company, was experiencing cost competitiveness problems and on-time delivery issues. Our Client set ambitious targets for cost reduction, improved customer satisfaction, and increased revenue. After an internal review, our Client’s leadership determined that the
