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Our Experience

The spectrum of our experience spans the IT life cycle, REFM value chain, and core industry verticals. A sample of our recent experience is highlighted in the case studies below.

Financial Services Company

Client with over $20B annual revenue and nearly 8M sq. ft. under management sought independent validation of its next generation corporate real estate technology strategy aimed at strengthening automation of key CRE functions and services and improving overall customer service.

Challenges

  • Expanding product lines requires CRE solution that can support increasingly diverse types of real estate asset
  • Assess options for transitioning to an new IWMS platform or scaling existing technology solutions
  • Limited automation of capital project management function
  • Siloed technology solutions servicing the facilities and asset management functions

Solution

  • Led multi-day workshop with portfolio business and IT leaders to review next generation technology strategy
  • Captured inventory of current state system environment and develop multi – dimensional heat map
  • Developed consensus based prioritization of tactical business objectives
  • Assessed existing solutions for their scalability to support greater centralization

Outcome

  • The recommended strategy was to pursue incremental centralization of operational systems via scaling existing technology solutions towards an IWMS technology model, but leveraging a business intelligence (BI) solution for portfolio level analytics and reporting
  • Client is now working with system implementation partners to develop technical delivery approach

Higher Education

Historic University with more than 2 million sq. ft. of aging real estate and facilities sought assistance developing its next generation REFM technology strategy aimed at improving facilities operations, space utilization and environmental performance

Challenges

  • Experiencing state-led budget reductions and was tasked to find operational efficiencies across the REFM Function
  • Maintained network of aging legacy systems that were underutilized and contained irregular and unreliable data
  • REFM business processes were manually executed and paper-based
  • Data for facility condition assessments, preventative maintenance and project management was spreadsheet based
  • Accumulated an estimated $350M backlog in deferred maintenance

Solution

  • Led multi-day workshop with 15 REFM business and IT leaders to plan the University’s next generation technology strategy
  • Transferred our knowledge of REFM market trends and leading practices to the University team members
  • Isolated strategic REFM business objectives, current challenges and program risk factors
  • Translated strategic objectives into prioritized recommendations and detailed tactical REFM technology roadmap

Outcome

  • Upgrade existing EAM solution to vendors latest SaaS version and purchase new leading SaaS-based IWMS solution to service FM, environmental sustainability and space management function
  • Create new Sustainable Facilities Operations Center for Excellence (COE)
  • Develop pilot program to test the new REFM applications and refine the Sustainable Facilities Operations CoE procedures

Media and Entertainment

Client with over $10B annual revenue and 15M sq. ft. under management sought to develop a forward looking corporate real estate technology strategy that aligns with its aggressive transformation agenda

Challenges

  • Unable to access timely and accurate portfolio data, impeding decision making and increasing risk
  • Disparate and antiquated network of existing systems with limited interoperability
  • Dependency on manual portfolio analysis and processes
  • Articulate the benefits that corporate real estate (CRE) technology has on enterprise value creation

Solution

  • Conducted nearly 30 interviews with client stakeholder groups to understand solution pain points and limitations
  • Developed REFM technology system baseline which captured capability, integration, and total cost of ownership profiles
  • Mapped current state technology environment to identify building blocks and points for consolidation
  • Identified and presented 3 strategic technology delivery models for consideration
  • Performed gap analysis against business processes, organizational model, and transformational agenda

Outcome

  • Recommendations were made to pursue a business intelligence (BI) REFM technology model that would optimize existing IT assets and minimize cost, while maintaining the flexibility to accommodate technology provisioning from third-party RE&FM outsource service partners
  • Leverage existing internal IWMS solution to scale automation of design and construction services and expand space and move management capabilities

Multinational Conglomerate

As part of a broader third – generation global integrated facilities management (IFM) outsourcing initiative, client with over $49B in annual revenue sought to evaluate the tradeoffs of procuring and deploying a new facility management (FM) technology solution from their global IFM service provider(s)

Challenges

  • Needed strategic approach for maintaining FM systems and data as part of 3rd generation IFM outsourcing effort
  • Existing global FM systems and data would need to be transitioned from incumbent FM service providers
  • Wanted to asses options for transitioning FM systems back in-house or bundling with scope of new service provider(s)
  • Sought to expand FM technology requirements including greater automation, reporting and integration with BI solution
  • Wanted to gain deeper understanding of REFM service provider technology capabilities

Solution

  • Led effort to help client determine strategic plan for sourcing its next generation global FM technology solution
  • Created baseline of existing REFM technology environment including system capabilities, integrations and reporting
  • Interviewed key REFM executives and portfolio business stakeholders to understand desired future state capabilities
  • Created FM systems requirements for RFP bid package

Outcome

  • Recommendation was made to pursue sourcing FM technology systems from its next generation service provider(s)
  • Conduct dedicated technology yellow pad sessions to gain deeper understanding of service provider capabilities
  • Built key performance indicator (KPI) for FM system performance as means to monitor provider technology effectiveness
  • Prepare incumbent service provider and existing data for transition to new service provider(s)

Biotechnology

Client with over $10B in annual revenue and $250M in annual REFM spend was pursuing a first generation outsourcing effort of its REFM services and saw this event as a window of opportunity to improve overall levels of automation across REFM business functions and collapse FM services into enterprise shared services

Challenges

  • Company was experiencing rapid growth and increasingly challenged to advance its REFM technology maturity
  • FM employee services and enabling technologies were not aligned to the client’s enterprise share service initiative
  • Faced near term decision to adopt the selected service provider’s technologies or invest in in-house system capabilities
  • The IFM team did not have sufficient representation or input from internal REFM technology SMEs
  • Was under-informed about the landscape of REFM technology options including sourcing and hosting options

Solution

  • Led effort to help the client develop a strategic approach for advancing its REFM technology maturity within the context of first generation outsourcing and enterprise shared services initiatives
  • Interviewed key executives and portfolio stakeholders to understand desired automation objectives and priorities
  • Created REFM systems requirements for RFP bid package
  • Assisted RFP evaluation team to evaluate and score technology sections of RFP bids responses

Outcome

  • Recommendations were made to source core REFM technology solutions from the selected service provider(s) as a means to avoid cost of deploying and maintaining system internally and realize quick time to value of automation objective
  • Leverage existing nascent technology position as an opportunity to have service provider(s) to pursue an IWMS system
  • Work with selected service provider(s) to develop roadmap for aligning FM employee services to share services model