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 federal government has been driving electronic healthcare records adoption and its meaningful use that compels industry participants to comply. There is no single path to compliance, but a Health Information Exchange (HIE) providing services that enable the electronic sharing of health-related
A Fortune 300 company grew up largely from over 400 acquisitions done over a period of 20+ years. Consequently, Our Client faced increasing challenges aligning, managing, and enhancing a disjointed set of systems and strategies that stemmed from the operations of multiple semi-autonomous IT groups
Not all clouds are made equal. Let’s get that out of the way first ‐ there are lots of variables in underlying hardware, hypervisors, memory, security measures, and management overhead to name just a few. These differences could make for interesting variations in performance. That is the topic I
Our client, a leading provider of airline internet services, was seeking additional revenue opportunities leveraging their existing industry platform. A potential service offering that fit the need well was a streaming pay-per-view service to client mobile devices. Unfortunately, extensive internal
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
