The challenge
A $500M medical device division was carved out of an $8B public company on a 9-month TSA. It had eight facilities running different ERPs, aging infrastructure and limited IT support.
Two bolt-on acquisitions had to be integrated at the same time, and the CIO left one week before close.
Our approach
We ran detailed IT due diligence and built an IT roadmap. We moved the infrastructure to a hosted and colocation model, centralized the ERP on one base system within three months, and outsourced IT support.
The outcome
The business exited the TSA three months early, saving over $1M.
A single, centralized ERP lowered the total cost of ownership, the IT organization was stable again, and the risk of disruption came down.
to centralize the ERP on one base system
moved off separate ERPs onto one
