Project information
- Category: Interim CIO
- Client: One of America's leading companies
Project Details
Challenge
This division is the largest provider of pure software products within one of America’s top 50 companies. It markets solutions to the Utilities market worldwide and is a world leader in the technology to allow Electrical Utilities to manage the transmission and distribution of power. The Engineering organisation was originally an independent function providing development services to the business. The company decided to make a radical change to this model and embed Engineering directly in the business to achieve more customer focus. This necessitated major changes to the organisation structure, culture, processes and metrics of the function. In parallel with this, the investment needed to be rightsized against the projected revenues. This required a root and branch review of staffing levels, locations and productivity.
Delivery
As Engineering Leader, Nick led a global agile software engineering organisation of some 400 engineers with teams in 8 sites and 4 continents. Nick managed these major transformations whilst maintaining and improving business as usual performance. Engineering is now an integral part of the P&L. In parallel with this, Engineering size and structure were overhauled, and the investment is now at a sustainable level.
Outcome
- Reduced Engineering base cost and locations by 25% in six months without cancelling any significant development projects
- Achieved a 95% delivery record of meeting delivery date, quality and cost targets giving the business confidence to accept challenging customer delivery commitments.
- Increased customer perception metrics (Issue resolution, product quality, on-time delivery), by an average of 48% from 2011 to 2013 The above two achievements supported business profitability growth of 33% and overall customer satisfaction NPS growth from 9% to 26%.