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A lower mid-cap sector leader in low carbon, energy efficiency and fuel poverty services approached us to develop a new IT Strategy. Business growth was being hampered by outdated IT systems and a complex web of manual processes.
Inhouse IT solutions and client services were complex. The rapid evolution of services, the need to be agile in responding to customer needs and partnership opportunities required a new approach to creating an IT strategy. Systems had not been designed with a ‘group’ focus in mind but were more localised. IT ownership was shared across the group by a number of system owners with no clear structure and overarching governance.
We reviewed the current technology landscape, applied our understanding of the business and its operational requirements with a view to highlighting the current risks and areas of concern. In parallel, we worked with the Senior Leadership Team to develop their strategic view of the future and used this to create a new IT Roadmap. We also examined the internal skills and technological capability of the people within the business to help shape a new IT operating model going forward.
“We found the team professional, engaging and extremely knowledgeable. They very quickly understood our business requirements and translated this into a straightforward, yet detailed roadmap laying out the future IT strategic direction. In addition they helped us recruit an IT professional to deliver the strategy. This has been an extremely valuable exercise for us as the IT strategy is now underpinning and critical to our future growth aspirations.” – Managing Director
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We are experts in what we do. Committed professionals who are at the leading edge of our specialised field.
A lower mid-cap sector leader in low carbon, energy efficiency and fuel poverty services approached us to develop a new IT Strategy. Business growth was being hampered by outdated IT systems and a complex web of manual processes.
Inhouse IT solutions and client services were complex. The rapid evolution of services, the need to be agile in responding to customer needs and partnership opportunities required a new approach to creating an IT strategy. Systems had not been designed with a ‘group’ focus in mind but were more localised. IT ownership was shared across the group by a number of system owners with no clear structure and overarching governance.
We reviewed the current technology landscape, applied our understanding of the business and its operational requirements with a view to highlighting the current risks and areas of concern. In parallel, we worked with the Senior Leadership Team to develop their strategic view of the future and used this to create a new IT Roadmap. We also examined the internal skills and technological capability of the people within the business to help shape a new IT operating model going forward.
“We found the team professional, engaging and extremely knowledgeable. They very quickly understood our business requirements and translated this into a straightforward, yet detailed roadmap laying out the future IT strategic direction. In addition they helped us recruit an IT professional to deliver the strategy. This has been an extremely valuable exercise for us as the IT strategy is now underpinning and critical to our future growth aspirations.” – Managing Director
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We are experts in what we do. Committed professionals who are at the leading edge of our specialised field.
ELECTRONICS MANUFACTURER
Panamoure Consulting was approached by a PE fund to perform a pre-acquisition IT Due Diligence review on an upcoming lower mid-cap target who designed and manufactured electronic component boards for the defence, aviation, automotive and energy sectors.
HEALTHCHECK SAVES FIRM FROM POTENTIAL £10M OVERSPEND
PE investors in a global manufacturing and logistics firm were concerned that the Microsoft Dynamics 365 ERP implementation underway was over budget and underperforming so asked Panamoure to undertake a health check of the implementation.
HEALTH CHECK RECOVERS FAILING ERP PROJECT
A small business carve-out had a transitional service agreement (TSA) to decouple itself from the parent company systems within 6 months of separation. A project manager had been hired to help get the system delivered but 4 months in, the deadline was looming and the Sage 500 ERP project was heading for failure.
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