Situation
The PE-owned healthcare SaaS company was locked into a problematic vendor relationship for a minor service offering with rapidly escalating costs. Due to the cross-functional nature of the service, there was no clear exit strategy.
The CFO needed a viable path to exit the service in time to support upcoming annual contract renegotiations. A previous internal attempt at a similar transition had failed, resulting in significant consequences.
Action
After reviewing the previously failed project, I assembled a cross-functional team that included not only the necessary IT resources for development, but also representatives from operations, marketing, and sales support as part of a structured, cadenced project strategy.
These additional functions were critical to ensure a frictionless rollout of features, clear communications, and rapid onboarding of customers to the new service.
Results
The project was completed in time for annual contract negotiations, resulting in approximately $1 million in vendor cost savings. The SVP of Operations described it as the cleanest implementation she had experienced at the company, attributing the success to the cross-functional approach, a first for the organization.
Ready to Stop Leaving Money on the Table?
If you're wrestling with strategic misalignment, operational complexity, or heroic growth, we can help.
Schedule a complimentary 60-minute Growth Readiness Assessment to identify your highest-impact opportunities.