Our Software Consulting Services

Situation/Problem:

• Client: One of the largest US based Airlines
• Project: Build a software platform for a new and innovative, industry-first loyalty program
• Fixed-price project with high-level requirements, to be executed in scrum model

Solution:

1. "3D scoping matrix" used to quantify software project scope and built into contract
2. "Inverse workload method" applied for complete game-changing due diligence phase that enabled predictable software delivery

Results:

• Senior management impressed with preparation, leading to additional projects
• 3D scoping matrix prevented scope creep
• Project success: zero defects, on-time, on-budget, high margin

Situation/Problem:

• Client: A large global financial services firm
• Project: Continued development and enhancement of SaaS platform
• Scrum model execution
• 6/10 customer rating

Solution:

• Implemented "Early Warning System"
• Analyzed past data for 6 releases, focusing on SIT, UAT, and prod defects
• Identified lead indicators for software quality metrics at each software lifecycle stage

Results:

• Production defect count decreased to one in next release, then to zero
• Customer rating improved to 10/10
• Opened doors for additional, new business

Situation/Problem:

• Client: A large financial services organization
• Project: Enhancement of portal for agents and direct customers
• Kanban model with Fixed Unit Price (FUP) and 22% gross margin

Solution:

1. "3D scoping matrix" for scientific software development estimations and dependencies
2. "3C Objective linking" to motivate team and improve productivity
3. "Early warning system" for software defect prevention
4. "Inverse workload method" to fix sprint backlog issues

Results:

• Monthly delivery velocity increased, gross margin went up from 22% to 55%
• UAT and prod defects reduced to 0/1 from previous 5/6
• 100% software delivery predictability achieved with no dropped items due to dependency issues
• Customer satisfaction score improved from 7/10 to 10/10

Situation/Problem:

• Client: Large European bank
• Deal: 100+ applications across various tech stacks were to be transitioned from current vendor and internal customer teams
• Initial 6-months were to be T&M and then gradual fixed price conversions.
• Manu was the delivery head working at the software services organization and was engaged to anchor the deal from delivery perspective when the deal team got stuck.

Observation:

• Customer's problems needed intelligent solutions to build confidence.
• Different stakeholders had to be managed differently

Solution:

1. An approach similar to what I have now built as "Context dip-stick" tool was very important in order to manage the diverse set of senior stakeholders and their expectations. Organizational dynamics, likes-dislikes of specific stakeholders, their specific KPIs , their vocabulary & historical data analysis. Everything was needed.
2. An approach similar to what I have now built as "Customer Aha! Moment model" was used to identify specific solutions to the problems – this included resourcing issues, critical applications handling, transition approaches, global delivery model, cost optimization while catering to fluctuation demands, knowledge management and so on.

The entire proposal was very specific and customized with hardly any copy-paste from other proposals.

Results:

• With each conversation, the customer confidence grew.
• They really liked specific solutions to each of their problems.
• They liked how we quantified everything including transition progress.
• They liked the clarity and objectivity in all our approaches.
• And we won the $100+ mil deal that was once seen as impossible

Situation/Lead:

• Client: One of the largest US based financial services customer
• Manu was working as Head of Delivery for a software company and was visiting the customer in the Americas region.
• Sales head for the sub-region in Americas was introducing Manu to the customer Senior VP as it was the first meeting after Manu took up the role.
• Sales head asked the SVP if there were any work opportunities to which he answered nicely that couple of roles might be there but will take time

Observation:

• Sales mindset with no heed to what customer wants and needs.
• Customer seemed less interested

Solution:

Shun sales mindset and adopt an approach similar to what I have now built as "Context dip-stick" tool: I interjected and said that- Our intent was to actually understand the pain-points and roadmap; that's all.

And I added a bit of context, based on the prep I had done (as per context dip-stick) on what I saw as clear pain points.

Result:

• This just changed the conversation. And he mentioned – We are also looking for strategic partners,who take interest in knowing us and solving for us.
• He immediately stopped the meeting and asked for 1.5 hours meeting in the afternoon.
• In the afternoon meeting, again, based on "Context dip-stick" based prep, I was able to discuss his portolio in detail and pain points – he was very happy to see our preparation.
• In 4 weeks, he visited us in India and opened 8 different workstreams for us. Our growth was accelerated even in the face of big budget cuts. as work was moved from others to us.

Situation/Lead:

• Client: Large US based financial services company
• Manu was working as Head of Delivery for a software company and was based in India.
• Customer had been looking to cut budget and hence new sales opportunities were not available.

Observation:

• Since budget cut was on the cards, we wanted to create sales opportunity through making some proactive bids.
• We envisaged that customer would be open to such conversations.

Solution:

An approach similar to what I have now built as the "8 Grab-growth levers" method.

We picked up on the following tracks for proactive sales pitch:

• Engineering interventions
• Consolidation of roles
• Cross- team utilization
• Cost-Arbitrage
• Commercial modelling

We looked at the work that was currently being done by other vendors and hence carved out a big scope for us to pitch a $40mil TCV multi-year deal as a proactive deal.

Result:

• The customer liked our proactive approach & depth of thought.
• This deal aligned with their business KPIs and KPIs of the key stakeholder in whose area we had crafted this deal.
• We won that TCV $40 mil deal and expanded our revenue even though there were budget cuts on the horizon.