Strategic Planning

Vistra Energy, a Texas-based energy company focused on the competitive energy and power generation markets, struggled with enterprise-wide data feeds as the source of truth for configuration and asset management. The tool in place did not provide reliable information, which was impacting critical business functions and projects.

MONI (previously Monitronics), a national home security system and monitoring provider, needed to consolidate a recently-acquired company’s operations into its Dallas headquarters in a timely manner to minimize the risks of employee attrition and avoid any negative impact on service levels.

HealthMarkets, a former health insurance provider shifted its business strategy by becoming a health insurance agency. The goal: to ease the complexity of, and bring clarity to, the process of enrolling in a health insurance plan. With a focus on navigating customers through evolving state and federal changes, and achieving a sustainable growth rate, the organization needs to be able to guide customers to the best coverage options for their families and their businesses.

One of the nation's largest non-profit healthcare providers experienced significant regional growth through mergers and acquisitions, now providing quality healthcare to more than five million patients. As a result, the organization faced a multitude of overlapping strategic and departmental initiatives, including upgrading several applications and implementing an electronic health records (EHR) system within a new region.

TRI-KES, a national distributor of interior surfaces and finishes known for commitment to customer value creation and strong corporate culture, was operating at near-capacity.

A multinational holdings company that manufactures crash test dummies needed a more robust self-service analytics and data discovery solution to accommodate accelerated growth and evolving market demand.

To grow market share and adapt for long-term success in the digital age, a confidential luxury fashion retailer recognized a business-critical need for significant organizational and process changes.

A national fast-food restaurant chain with over 3,500 restaurants, serving over 3 million customers a day, started a pilot program to enhance the customer experience.

When national specialty retailer Stage Stores launched e-commerce fulfillment operations, it was inundated with online orders. With fewer associates to help customers in person ­– and a keen e-fulfillment deadline problem – Stage Stores needed to improve and speed its e-fulfillment process, without depleting in-person customer service during the crucial holiday season.