Success Stories

Our client’s success in meeting their goals is our most important objective.

Making the Most of Network and Technology at a Marketing and Financial Company

Making the Most of Network and Technology at a Marketing and Financial Company

Trillium’s client is a Marketing and Financial company that offers rewards programs, merchant cash advance programs, and marketing services.  The company is experiencing growth within its partner network.  This has the potential to significantly increase the number of members that will be leveraging the company’s product and services along with the demand on its technology infrastructure. 
 
Due to growth within our client’s members and partners, there has been an increased reliance on their network in order to respond to user demands.  Recently, Trillium’s client began experiencing a number of network-related issues.  These disruptions have raised questions for our client as to whether the root cause(s) of the disruptions are people, process, or technology issues.  Additionally, the increasing demands resulting from growth have created concerns surrounding the risks the company may have with its infrastructure.  Client Management wanted to conduct an overall review and assessment of its infrastructure.  This included reviewing network architecture and infrastructure designs, as well as reviewing infrastructure operations people, process, tools and technology in order to identify potential technology risks to the organization.  This will assist our client in quantifying risks to company stability and growth over a 3-year horizon, and allow our client to make immediate decisions about their current network and systems and the organization and processes supporting their technology.

How We Solved It

Trillium first interviewed IT personnel and key stakeholders to determine a baseline for how well IT and networks were performing against expectations, as well as to help determine the technology and network needs from the organization in order to effectively support the client. Trillium reviewed extensive technology-related documentation and performed an analysis that would assist in identifying the best course of action.  Numerous recommendations were generated so that our Client would have a roadmap to its future actions, including: targeting future organizational structure; identification of key processes to be standardized across the organization; identification of prioritized factors along with their importance and our Client’s current capability levels; and prioritization of telecom initiatives.

Results

  • Network and technology stabilization path beginning by starting work on establishing IT Strategy, Rules of Engagement, and definition of Suc
  • Began to align the IT Organization to Capability Maturity Model Level 2
  • Standard metrics and reporting will help to stabilize the path forward

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Analyzing Technology Processes at a Fraud Prevention Association

Analyzing Technology Processes at a Fraud Prevention Association

Trillium’s client is an insurance organization dedicated to assisting in the profitability of the insurance industry.  Numerous companies and strategic partners comprise its membership.  Data received from member organizations is aggregated and used for predictive analytics to assist in the organization’s mission.  The organization has grown significantly in the last several years, potentially significantly increasing the number of members that will be leveraging the organization’s services along with the demand on its technology infrastructure.   
Our client recently did a survey of its organization and the results showed an apparent gap between the existing technical work to be performed and the available IT resources to perform them.  In addition, Management wanted to ensure that IT is well positioned to support additional growth opportunities.  Client Management was proactive and determined that an assessment was needed to understand any risks with current IT staff and infrastructure.  This would include bench-marking the staff and technology infrastructure organization against its peers, which would assist in evaluating any action to mitigate risks within IT.  The analysis will allow our client to make immediate decisions about their current systems, along with the organization and processes supporting their technology environment. 

How We Solved It

Areas to be reviewed included organizational structure, staffing, infrastructure, operating procedures, security assessments, security audits, and business continuity.  Trillium first interviewed key stakeholders to determine a baseline for how well technology was performing against the client’s expectations.  Following the interviews, Trillium used our standard methodology in order to facilitate the assessment with an Information Technology Infrastructure Library (ITIL) baseline analysis, and a System Development Lifecycle (SDLC) baseline analysis of all project phases.  In addition, Trillium weighted business risk strategy and understand probability of occurrence, as well as performing a peer organization benchmark analysis. 

Findings from the analysis indicated that the SDLC is the largest risk area, followed by IT Strategy Finally, better communication between IT and the business is needed, by formally defining and managing interactions, as well as by including IT leadership in the group of organizational department heads. 

The findings and recommendations were consolidated into a report that Trillium presented to key client executives and IT leadership to allow visibility and buy-in across client leadership.

Results

  • Began SDLC improvement by establishing standard project management process, defining metrics, and formalizing intake, tracking, and reportin
  • Began to strategically align the IT Organization with the business and pushing IT out of its comfort zone
  • Began to develop better communication vehicles by creating prioritization for projects, status reporting, and formal cadence for delivering

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RX for an Ailing Telecom Group at a Health Services Group

RX for an Ailing Telecom Group at a Health Services Group

Trillium’s client is a not-for-profit community-based regional Health Services Group located in the rural Northwest United States.  Their facilities include several hospitals (including a trauma level 2 facility,) numerous medical and urgent care clinics, a Senior care facility, a conference center, a hospice, and a hospitality house for out-of-town patients and families.  They provide a full range of medical, health care, wellness, and surgical services, and serve a population in excess of a quarter of a million with a staff of nearly 5,000 medical professionals, employees, and volunteers.  Given the critical nature of the services provided, the client requires a very effective telecom infrastructure, running as seamlessly as possible. 

The Health Services Group was experiencing a number of symptoms indicating its telecom was not meeting the business needs of its stakeholders.  They included inconsistent telecom support, unpredictable service delivery, reliance on vendors to identify and solve problems, and unpredictable planned telecom change events.  In addition, Management had limited visibility to existing telecom issues, or how they were being addressed and/or ultimately fixed.  It appeared that telecom work was being done differently depending on the individual doing that work, with one-off and non-repeatable processes being used, and, as a consequence, the impact of telecom work to the organization was unclear.  Also, since there was no clear view of telecom finances, the Group had no idea of their spend or how financially efficient their organization was.  Organizational Management determined that it needed an overall review and assessment of its telecom organization, to determine stakeholder expectations and how best to improve their support. 

How We Solved It

Trillium first surveyed support personnel and key stakeholders to determine a baseline for how well telecom was performing against expectations.  Then, Trillium interviewed numerous stakeholders to help determine the needs from telecom in order to effectively support the client. Trillium performed an analysis that was categorized by People, Process, and Technology.  Numerous recommendations were generated, based on a “crawl, walk, run” approach so that our Client would have a roadmap to its future actions, including business requirements, running telecom projects through its PMO, and adoption of standard processes. In addition, Trillium created a cost estimate to identify the financial impact of the recommendations.

Results

  • Consolidated trouble ticketing and reorganized team to reduced the time to resolve trouble tickets
  • Improved internal image of telecom within the organization
  • Improved service delivery process
  • Created a roadmap for accountability
  • Stabilization of planned changes

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Successfully Predicting Failures

Successfully Predicting Failures

Large airlines tie up millions of dollars each year holding inventory of excess parts in order to support the unplanned replacing of parts.  They spend millions of dollars each year moving those parts from one maintenance location to another in order to ensure that they have the parts on hand when they have to perform maintenance on their planes.

The stocking levels for the spare parts were often determined based on actual usage requirements and limited forecasts.  Not having the needed part on hand in the right maintenance location caused out of stock conditions which grounds aircraft that cost the airlines money, negative impacts consumer experiences, and negatively impacts the reliability numbers that the airlines are measured against.  In order to limit this, airlines hold excess inventory which costs them millions of dollars a year.  Without analytical tools, there was no ability to see trends in part usage aside from raw historical use. The airline was also not able to determine if maintenance should be done earlier than scheduled when the part and the plan were in the same location.

How We Solved It

Trillium was brought in to manage the requirements gathering, data mining, design and implementation of new Supply Chain Software and predictive analytics solutions and then coordinate the activities of 6 best of breed consulting companies to implement these new tools.  Trillium also designed and developed tools to simplify the integration of these new tools into the airlines legacy environment.  In addition, Trillium designed and developed key reporting components to support the clients decision making process.

Results

  • Management of over 450,000 bin locations is no longer a manually intensive and reactive activity.
  • Procurement of parts is now done objectively using forecasts with measurable error rates allowing departments to make decisions based on rel
  • Annual carrying cost for parts was reduced by over $100 million
  • Shipping costs were reduced by over $50 million a year transferring parts between maintenance facilities.
  • Tight integration with the existing legacy system reduces the risk of unnecessary overstocking and stock-outs.

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