Prior to being referred to Landfall, this client had engaged at least two mainstream IT consulting firms on separate occasions to develop an IT strategy – neither of which was endorsed or formally implemented.

From an IT perspective, the nature and history of the the business saw it operating on bespoke solutions running on legacy, on-premise infrastructure.

In a rapidly evolving and increasing competitive environment, this complexity presented as a material risk the business – it was too expensive, too slow, and operationally too high risk.

Anchored in the business realities and needs, the strategy developed by Landfall laid out the path to mitigate this risk and deliver the necessary capabilities over a multi-year timeframe. In doing so, it navigated the retention of invaluable in-house expertise with the take up of cloud based solutions and new engineering practices and disciplines.

To remain executable, it was underpinned by appropriate program governance, with individually scoped projects and financial modelling directly linked to broader business objectives and demonstrating a 25% reduction in IT cost to serve as a percentage of revenue,- and opex and cost per staff member and faster time to market for their financial products.

The involvement of the Executive and IT Leadership teams throughout ensured understanding and support, and the final strategy was delivered in board ready format.

The IT Strategy was approved by the Board with full funding.