Our IT director helped this Home moving company in developing a new digital platform to help better serve their customers. Using their experience in fractional IT leadership, our director help to deliver this products as well as training companies 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, serving as a complete home relocation platform development. 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. 

CIO’s Objectives 

  • Deliver a Data Strategy to enable the digital transformation and the disruption of the conveyancing model 
  • Provide clear recommendations on the technology stack, processes, data, architecture and governance  
  • Suggest the skills needed for the core data team and recommendations on the structure of the team (in-house, outsourced, re-skilling and vendor partnerships) 

What the Director Did 

Audit of Existing Digital Platform, 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 for Using Data to Drive Digital Transformation

After reviewing the organisation’s core activities and the enablers around tech, data, skills, processes and culture, the Associate delivered a data strategy with a clear roadmap with timelines and estimated costs. The Director split the roadmap for the home moving digital platform into three phases: ‘Now’, ‘Near’, and ‘Next’, highlighting quick-wins and commercial returns at each stage. Then, they followed a collaborative process, interviewing many stakeholders. Finally, the Director discussed each report section in detail with the relevant stakeholder before assembling the entire data strategy.

Data Architecture

The company’s current architecture required a lot of integration and technology changes to make it fit for digital transformation. The Associate led key recommendations on system architectural changes along with recommendations for on-premise and cloud architecture. A connected architecture framework was proposed which consisted of multiple interconnected systems. 

Re-Skilled the Data Teams

The Diector recommended creating a Data Centre of Excellence and bringing in a strong leader with data and analytics experience. Then, they also suggested forming dedicated working groups and changing the organisational design for the data ops team. Additionally, they specified the different skill sets the data team needed. Finally, the Director proposed a clear mix of in-house staff, outsourced personnel, vendor partnerships, and consultants.

The Results

  • 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 resources 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 when business users took ownership of their data 
  • New processes were set up which allowed for the quick discovery of valuable insights