Our IT director was brought in to assist this technology company in developing a new data strategy, being instrumental in the process from auditing to retraining the company’s data team.

Company Profile

A technology company providing conveyancing services was in the process of embarking on a new phase of business growth with an aim to digitise conveyancing and home moving for consumers. 

CEO’s Mission

To build a digital platform that will transform the entire home moving and owning process for consumers, be that finding the right property, arranging the finance necessary to complete their house purchase, obtaining the legal support needed to complete the transaction, or selecting the insurance, utilities and other services they need to run their home. 

What Our Director Did

Audit Of Existing Data Strategy, BI And Analytics Capabilities 

The IT Director was asked to review the current data and technology setup and deliver a data strategy and a roadmap of recommendations covering data, technology, people and processes to aid the digital transformation of the company.  

Delivered A Roadmap Of Using Data To Drive Digital Transformation 

After reviewing the organisation’s core activities and the enablers around tech, data, skills, processes and culture, the Director delivered a data strategy with a clear roadmap with timelines and estimated costs.

The Director split the roadmap into three phases: ‘Now’, ‘Near’, and ‘Next’, emphasizing quick-wins and commercial returns at each stage. They then followed a collaborative process, interviewing many stakeholders. Finally, the Director discussed each report section in detail with the relevant stakeholders before finalizing the entire data strategy.

Data Architecture  

The company’s current architecture required a lot of integration and technology changes to make it fit for the digital transformation. So, the Director led key recommendations on system architectural changes along with recommendations for on premise and cloud architecture. The Director provided a connected architecture framework which consisted of multiple interconnected systems. 

Re-Skilled The Data Teams 

The Director recommended creating a Data Centre of Excellence and hiring a strong leader with data and analytics experience. Also suggested was forming dedicated working groups and redesigning the data ops team’s organisational structure. Finally specified were the diverse skill sets the data team needed. We proposed a combination of in-house staff, outsourcing, vendor partnerships, and consultants.

The Results

The wholesale enterprise-level change process was initiated after the delivery of the data strategy. Various critical recommendations were taken on board and implemented quickly.

  • A Data Steering Group was set up for better data governance
  • BI, Data Engineering and Development team was completely reshaped with lots of new skills added and existing resource re-skilled
  • A new Head of Data was recruited to lead the team
  • New processes of data governance were developed
  • Data architecture was completely re-hauled and a new CRM vendor was selected
  • A good blend of on premise and cloud data strategy helped improve agility and lower costs
  • New revenue streams were uncovered
  • Cultural change happened where business users took ownership of their data
  • New processes were set up which allowed for quick discovery of valuable insights
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