Experience Examples

IT Due Diligence - Healthcare Distributor

A mid-market healthcare supply company with locations across the east coast and Midwest was evaluated as the platform investment for a private equity firm. The investment thesis of the deal called for rapid fire accretive deals following close. The target had been operating on a custom-built system (ERP) that was supported by a large in-house IT organization. A thorough analysis of the organization was performed across infrastructure, security, data compliance, organizational support and business applications. A detailed walkthrough of the target's custom ERP / WMS systems was performed with target personnel to evaluate current feature functionality.

The end result was a comprehensive report outlining the various IT risks, recommended remediation solutions, estimated costs and plan (Day 1 - 100). Alternatives approaches and budgets for replacing the custom-built applications were also provided.

IT Strategy Roadmap - Metal Fabricator

A large mid-market fabricator and distributor of metal and aluminum products had been recently acquired by a large private equity firm. The company was rapidly expanding organically across the country, although past investment in supporting technology was very low. The portfolio company had a strong reputation for quality and customer service which was achieved through heroics of the team vs supporting systems. The investment thesis of the PE firm was to continue to introduce new products and accelerate organic revenue growth. However, it was clear the aging platforms and manual processes would not scale to support the thesis. A series of deep dive working sessions across the various functional areas resulted in a future state process architecture and a prioritized series of projects that aligned with budget and the organization's ability to execute.

The end result was a successful transformation of the business operations supported by a right sized ERP / WMS platform that would support the torrid growth plan

Merger Integration - Wholesale Distributor

A midwestern distributor of nursey products was acquired by a large private equity firm as the initial platform for an industry rollup. Due to market forces and forward-thinking investments in technology, the distributor had already been experiencing strong organic growth which was already straining internal team members. The PE firm wished to leverage the platform's technology and organizational infrastructure to support operations of new acquisitions and drive further efficiencies. An integration management office was created supported by an acquisition playbook for the first and subsequent targets. Leveraging deep ERP implementation / rollout experience, the playbook was effectively quarterbacked in collaboration with the internal client team.

The end result was a successful organizational and system consolidation program that had minimal impact to the business and operations.

Software Evaluation - Food Producer & Packager

One of the nation's largest and rapidly expanding food producers / packagers was supported by systems (ERP) and processes that it had long outgrew. After completing a strategy roadmap that identified and aligned future technology investments to support continued expansion, a large-scale project was initiated to replace the legacy ERP platform(s). While the stated objected was to simply replace the current legacy systems, the new ERP's value would be limited unless the supported processes were redesigned and streamlined. Leveraging deep industry, ERP and an extensive accelerator library of 'good practice' for modern systems, a highly structured selection process was run with the Tier 1 vendors.

The end result was the internal client had well-defined future state processes / requirements (and understanding) when they began the implementation project with the selected ERP vendor's system integrator.

ERP Program Management - Major Industrial Manufacturer

A global business unit of a Fortune 500 organization had struggled to gain momentum to migrate from aging legacy systems to a modern Tier 1 ERP platform. The organization was considerably efficient, although there were numerous process and reporting 'gaps' caused by the underlying technology. Due to deep experience aligning practical process transformation with modern systems within manufacturing and distribution environments, a well-defined approach was quickly architected and communicated to the team. A program management office was also established that brought structure and discipline to the flailing project team (including global/offshore system integrator) and business participants. Daily direction was provided to both the system integration teams providing structure and accountability through the 'go-live' of various rollout phases.