A new financial services company, created as a divestiture from its parent, had to establish the IT infrastructure, applications, and capabilities to run its business—and do so rapidly. Our team was ready, with the right mix of expertise in financial services operations and applications, IT infrastructure, and sourcing.
We helped the new company:
reduction in infrastructure costs
move to the cloud
timeline to end a costly TSA early
As executives prepared for the divestiture, they wanted to understand the potential for using a cloud-only, public infrastructure-as-a-service (IaaS) approach rather than establishing a traditional data center.
The company determined it would not be able to maintain existing applications from the parent company efficiently as the business grows. It needed to take one of two paths forward: clone the existing applications with its own data and then migrate them to the cloud or replace them with software-as-a-service (SaaS) applications.
Also, the client’s IT function employs a low-personnel/high-automation service delivery model. It would need a cloud managed services provider to operate and maintain the new environment.
That was a challenge perfectly suited for West Monroe. Technology is in our DNA. And when we blend that expertise with deep industry and operational know how—in this case, financial services, cloud, and carve-out experience—the result is sustainable competitive advantage.
When standing up a new company after divestiture, the clock is ticking. So, our multidisciplinary team got right to work. We analyzed the parent company’s strategy and application portfolio, right-sized the company’s compute and storage capacity to match the future state, and determined that a cloud solution was a better option than a traditional data center. We identified which applications to replace with a SaaS solution— and how to establish the balance of the applications, along with the company’s data, to the public cloud.
Then, our sourcing experts stepped in and led the procurement process to identify and establish the external partnerships ideally suited to the company’s specific needs – balancing technical, operational, financial, and contractual considerations.
We understand that creating the right partnership can be critical to sustainable competitive advantage, so our procurement approach was rigorous:
With our assistance, the new company was able to acquire enterprise discounts and credits with its preferred public cloud provider, typically available only to much larger enterprises. As a result, the client was able to reduce its infrastructure costs by 20% relative to the on-premise scenario.