Our goal is to deliver improved business capabilities and maximum value through the client's transformation program with the primary objective being to deliver a benefit stream validated with hard metrics, competitive with external benchmarks, and sustainable over the long term. This is done by applying experienced professionals against a structured, data-driven and collaborative methodology supported by industry-leading tools.
An assessment engagement will identify opportunities to improve all aspects of the client's business model across business unit and departmental boundaries and produce a road map to achieving performance improvement. The opportunity to provide clients with implementation support will result in a low-risk, high return benefit stream with purposeful delivery of benefits over the short and long term.
We work with partners to integrate the human capital components of the solution. Our engagement philosophy combines a disciplined program management practice with proactive change management enabling the aggressive delivery of capabilities into an organization where the capacity to receive, absorb and sustain the change has been optimized.
Our assessment engagement will typically run from 3 to 6 months. Implementation, with a turnkey transition, is more variable and can last 3 to 12 months based on client readiness.
Retired from American Express Company (stock ticker: AXP) in 2006 following a 21 year career, Steve was a Senior Vice President and member of the company's Global Management Team. Steve's experience as a company executive included virtually all major Information Technology (IT) disciplines as well as a number of line and transformation roles in business operations.
Steve developed broad and deep experience in the credit card services sector of the financial services industry, leading and transforming risk management and customer-facing call center functions, including the largest call center in the company at that time. Constantly finding ways to improve business performance through leverage of advanced technologies, Steve returned to his IT roots in 1996, successively leading the global infrastructure, enterprise architecture/common services and corporate systems functions.
Threaded through virtually all of his 21 years at American Express, Steve was a change agent and reengineering expert. Formally tasked with leading a number of customer-facing or mission critical global line functions, Steve continually gravitated to or was handpicked to lead large complex programs for American Express. He was personally responsible for some of the most impactful and strategic transformations, including a $4 billion infrastructure outsourcing deal, now in its sixth year, recognized in the industry at the time (2002) as the largest and most innovative IT outsourcing agreement. Validated annually by the company, the new model for flexible delivery of infrastructure service continues to yield savings measured in hundreds of millions of dollars over the seven year term of the agreement.
Steve was later tasked with the technology component of the spinoff of AXP's retail financial services unit, now known as Ameriprise Financial. This time-sensitive program was successfully completed on schedule and within regulatory guidelines; with the technology program recognized as being the largest and most complex workstream.
During his career with American Express Steve was personally responsible for creating and leading reengineering programs which typically delivered $100 to $400 million per year to the business for reinvestment in growth initiatives. This work included strategy development, assessment and implementation.
Soon after leaving American Express Steve teamed up with an outstanding alliance partner. His first assignment grew from an IT assessment for an $8B company in the travel and entertainment sector to perform a broad scale assessment of all business processes. The client priority was to baseline existing processes and target improvement initiatives based on the objective performance levels and identified performance gaps relative to the top tier performers of similar processes. The follow-on step was to then alignment of each process to the strategic capabilities the company possessed, and needed to obtain, to be able to internally implement change and optimally execute those processes going forward.
The results of the assessment included a full mapping of processes against a core competency model and a set of recommendations for improving the performance of each business process. Solutions ranged from work elimination or automation to consolidation and even outsourcing. The annualized savings would exceed $500 million per year. The final deliverable was the design of a program management office (PMO) which the client could lead to deliver the targeted savings efficiently and with low risk.
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