Consider the Source

IBM Acquires Emptoris: Implications for BPO

By Bill Huber, Partner, TPI

The acquisition by IBM of Emptoris – a widely deployed procurement software solution that combines spend analytics, sourcing, contract management and other functionality – is big news in procurement circles. The move presents an opportunity for IBM to advance its technology solutions and procurement BPO businesses, and to tell a marketing story to open more doors within procurement organizations.  An article by our friends at SpendMatters has largely gotten it right in terms of opportunities and challenges, and it's worth a read.

In terms of the larger picture, this acquisition clearly signals a further commitment to platform-based BPO, and that the combination follows Capgemini’s acquisition of IBX last year, as well as ICG Commerce’s much earlier internal repurposing of its software suite to use as an integral component of its procurement delivery model.  While to date the economics of pricing have been challenging, platform-based BPO solutions will likely become an increasingly dominant delivery model.  Here are four distinct advantages that Platform-Based BPO Solutions offer:

• By optimizing its BPO process to a standardized technology offering, the service provider can in theory provide both greater process efficiency and improved resource utilization across multiple clients. As a result, the provider can support a higher transaction volume with fewer resources.
• Because the underlying technology is provided with the service, no capital investment is required by the customer. Furthermore, the deployment of the same technology across multiple customers, supported by a leveraged technology team often located in a lower-cost market, should combine to reduce the service provider’s total cost of ownership. Some of these savings can be passed on to the customer.
• A continuous feedback loop between the service delivery team and the technology team across multiple client engagements enables ongoing enhancements to the underlying technology. These can include new functionality and related applications geared toward enablement of continued positive business impact beyond cost savings.
• Lastly, because the services are optimized to the platform from the beginning, the amount of time to achieve savings should be reduced.

IBM has emphasized that this acquisition is another key piece of its overall “Smarter Commerce” Strategy, and that the combination will enable IBM clients to better manage process visibility, tighter integration with an increasing number of trading partners, and rising transportation costs.  Interestingly, IBM is emphasizing that the combination will allow customers to analyze supplier performance, centralize contract lifecycle management, and develop global sourcing solutions with a “flexible choice of software and service, delivered in the cloud, on premise or in a hybrid model.” 

To us this all sounds like a blurring of distinctions between technology solutions and BPO solutions, and a platform-based strategy provides an on-ramp to grow both offerings within each client without ever using the often polarizing “outsourcing” word. We believe that this wave will continue.

What do you think?

New TPI Research: Baby Steps for BPO, Giant Leaps in ITO Spending

By Paul Reynolds, Chief Research Officer, TPI Momentum

Some service delivery trends and emerging client preferences were consistent across the eight specific outsourcing services lines examined in depth in the just-released TPI Momentum 2011 Market Trends & Insights Service Line Report. Buyers of ITO and BPO services alike want access to emerging technologies and service delivery options, including mobile device support, Cloud Computing and X-as-a-Service. Clients are also challenging service providers to create functionality, features and services that are tailored to their specific industry.

Changing preferences for new technologies and services didn’t stop the market, as outsourcing interest and contract activity were strong in most segments. There were a record number of BPO contracts awarded in 2010, and ITO spending was at an all-time high thanks to heavy network spending.

Here are the TPI Top 5 highlights from the TPI Momentum 2011 Market Trends & Insights Service Line Report:

1. Business process outsourcing (BPO) is attracting new clients. A record 759 BPO contracts were awarded in 2010, 20 percent more than the previous year. Many of these contracts (encompassing Contact Center Services, Finance & Accounting [F&A], Human Resources Outsourcing [HRO] and Procurement) were for limited engagements for small companies who are cautiously investigating outsourcing. New interest was especially strong in Procurement, F&A and HRO. Despite the heavy contract volume, total spending in 2010 was down 12 percent from 2009.
   
   
2. Strategic considerations slow ITO. The ITO market seemed to pause in 2010 while clients reassessed their information technology strategies. Contract award volumes declined from 2009 in part because clients were heavily engaged in evaluating options and setting plans and policies regarding mobile devices, applications and security, virtualization, Cloud Computing and other issues. ITO contract awards rose 1.6 percent in the Americas while experiencing sharp declines in the EMEA and Asia Pacific regions. The Managed Network Services service line was the unquestioned strength of the ITO market in 2010 and was buoyed by heavy telco-to-telco spending.
   
   
3. Clients are bundling up. 2010 saw a decided shift in the ratio between standalone and bundled contracts  as clients opted for more bundling of services. In ADM, Cloud Computing and F&A service lines, in particular, companies are adopting portfolio bundling, in which separate bundles of contracts for outsourcing are created in both business and technology domains. The preference for portfolio bundling and vertical niche expertise is fueling the momentum for multi-provider sourcing. Clients also bundled when they renegotiated contracts or added scope.
   
   
4. Mobility is moving the market. The general business trend toward more mobility is affecting the outsourcing industry in several ways. Demand for mobility has the most clear and direct impact on the End-User Computing service line because service providers need comprehensive solutions for supporting an ever-growing range of mobile devices. ADM service providers are increasingly called on to develop mobile apps, and network operators need to manage more traffic. Client executives want mobile access to various business applications and performance dashboards, resulting in needs for BPO service providers to address.
   
   
5. (Expert) help wanted. Clients strongly valued expertise in their vertical industry when selecting service providers in 2010. They want solutions that are tailored to their industry or business process rather than general, “off-the-shelf” offerings. Clients also prefer strong value innovation, including Cloud Computing or other emerging platforms for service delivery. Cloud Computing is now sought after both as a transformational and as a cost-reduction mechanism. Additionally there is preference for “business-process-as-a-service” solutions, in which entire functions such as payroll, recruitment and others are procured over a platform on a pay-as-you-go basis.

The complete TPI Momentum report includes individual chapters for each service line that cover these and other developments in detail. For more information contact Paul Reynolds, Chief Research Officer, at paul.reynolds@tpi.net or +1 508 625 2194.

Notable Trends in the TPI Momentum Market Trends & Insights 2011 Verticals Report

by Paul Reynolds, Chief Research Officer, TPI Momentum

Look for interesting news in the TPI Momentum 2011 review of outsourcing spending. We looked at outsourcing trends in 27 vertical and 68 sub-vertical industries throughout 2010 and found that, while overall outsourcing spending increased by five percent, conditions were highly variable across industries – with spending up or down by more than five percent in over half of the verticals.

Here are the TPI Top 5 highlights from this year’s report:

1. G2000 companies increase outsourcing spend. In 2010, G2000 companies spent over $72.1 billion on outsourcing services, a five percent increase when compared to the previous year. While Manufacturing and Financial Services spent the most, the Retail sector grew the fastest (with 37 percent growth) among the industries studied. New business models in Retail are driving IT investments, which is a boon to outsourcing.
   
   
2. First-timers join the outsourcing surge. A steady flow of G2000 companies signed their first outsourcing contracts in 2010 while, like the previous two years, overall outsourcing penetration increased by three percent. Twelve of the 27 vertical industries experienced at least 20 percent penetration growth.
   
   
3. Sub-verticals spearhead outsourcing momentum. While some industries showed declining or flat outsourcing activity, specific sub-verticals saw growth. For example, overall outsourcing spending plateaued in the Chemicals industry, but its Life Sciences sub-vertical grew by more than 30 percent. Similarly, the Finance Services sub-vertical grew almost 15 percent while the larger Business Service & Supplies industry remained flat.
   
   
4. Hunting-Farming dynamics shift as specific verticals boost outsourcing. The TPI Hunting-Farming Index measures opportunity across the 27 industries we track. In 2010, the Farming Index showed that both the Utilities and Retailing sectors bumped their ratings from medium to high due to recent increases in outsourcing spending among companies that already outsource.
   
   
5. Fastest growing portion of the market impacts vertical trends. In most industries, outsourcing penetration is significantly higher among larger companies than smaller ones. Much of the new outsourcing growth stems from companies ranked 501-1000 in the Forbes Global 2000.

By and large, 2010 was a year of recovery. The strength and shape of the recovery and its impact on outsourcing spending was far from consistent across industries. More importantly, the measurable activity tells us a great deal about which vertical markets offer the strongest new opportunities and which strategies will be most effective for winning in these markets.

To learn more about the TPI Momentum Market Trends & Insights 2011 Verticals Report, click here or contact Paul Reynolds, Chief Research Officer, TPI Momentum, at +1 508 625 2194.

TPI Index: Outsourcing Industry Sees Growth in Regional Markets, Restructurings

By John Keppel, Partner & President, Information Services

Earlier today, we held our 2Q11 Global TPI Index conference call, during which we discussed noteworthy trends in the sourcing market during the second quarter and the first half of the year.

Compared with the previous second quarter, the second quarter of 2011 offered some welcome lift in several metrics: Europe, the Middle East & Africa (EMEA) total contract value (TCV) was up by 13%, Asia Pacific TCV rose 55%, and Restructuring TCV grew by 30% year-over-year. However, a poor showing in the Americas’ TCV and fewer large contracts drove down the global market by 18%. Despite weakness in the big picture for the quarter and at the half, we anticipate stepped-up second-half activity that will find the market finishing the year at or near typical levels.

It is worth remembering that second quarters are typically weak in comparison with first quarters; that said, our analysis reveals that:

• TCV, at about $16.4 billion in the second quarter, represents about 20% quarter-over-quarter, year-over-year and year-to-date decreases for each comparison. A downturn in large contracts above $500 million, as well as declining values in the Americas and in IT outsourcing (ITO), largely account for these drops.

• Restructurings TCV, while up Q/Q and Y/Y, dropped a substantial 44% when compared to the significant restructuring recorded in the first half of 2010. Despite this YTD decrease, Restructuring TCV now falls within more normal historical ranges. New scope TCV in the second quarter declined by Q/Q, Y/Y and YTD measures alike.

• For the regions, the Americas TCV fell 27% Q/Q and about 50% both Y/Y and YTD. EMEA TCV, nearly twice that of the Americas for the second quarter, grew 13% Y/Y and 10% YTD. In Asia Pacific, a small quarterly drop tempered otherwise ample Y/Y and YTD gains of more than 50%.

• By scope, ITO, at $11.5 billion for the quarter, still made up more than two-thirds of the global market, but dropped about 18% in value both Q/Q and Y/Y, and by 27% YTD. The market is not awarding the large infrastructure contracts of earlier periods. Business process outsourcing (BPO) TCV dipped for the quarter, but thanks to a strong first-quarter showing, half-year comparisons held firm.

• Despite these lackluster results, we believe the second half looks more promising. We note activity building in all three regions, supported by the $7 billion Atos/Siemens restructuring mega-deal already boosting third-quarter values in EMEA.

A replay of today’s call will be posted within 24 hours on TPI.net, where you can also view the presentation slides. I hope you’ll have a chance to listen and sound off with your own perspectives in the comments section below!

(UPDATE: The audio replay is now available at TPI.net).

Waiting for the Innovation Fairy

By Max Staines

If you expect something, you should have some way of knowing whether or not you get it.

A sizable portion of IT executives seem to be missing that point.  According to a recent survey cited in CIO magazine, “67 percent of IT leaders say they rely on outsourcers to turn ideas into new and improved processes, but just a third actually measure the impact of innovation delivered by their service providers.”

Sounds like a recipe for disappointment.

The survey, conducted by the United Kingdom’s Warwick Business School and sponsored by offshore outsourcing provider Cognizant, also found that most CIOs would welcome some sort of framework for innovation, and half would be willing to pay more for such a framework.

From Compass’ perspective, a process for measuring innovation has to address some basic questions, including:  

• What’s my current state?
• What’s the potential benefit of the proposed innovation or improvement?
• What’s the investment, risk, and change involved to implement the initiative?
• What are the alternatives to the proposed change?
• What will we need to manage the future state?

A broader consideration is to make a distinction between productivity improvements on the one hand, and true innovation on the other.  Client organizations and service providers will admit they often make unrealistic demands for (and promises of) both. Yet true game-changing innovation requires specific mutual incentives that allow both parties to envision the art of the possible and work towards a transformative future state.

That’s a very different proposition from optimizing the efficiency of the existing environment. 

Bill Huber, a TPI Partner and Director of CPO Services, suggests building a certain number of consulting hours into service provider contracts that are devoted to identifying and exploring truly innovative ideas. Gainsharing incentives can also be effective, as can governance frameworks that include a specific focus on tracking the introduction, acceptance, and lifecycle of innovation initiatives.  (A recent column in Global Services magazine discusses TPI insights into innovation, specifically in the BPO space.)

To put the improvement vs. innovation distinction into perspective, consider the business world of 100-some years ago.  When efficiency-minded organizations were equipping messengers with bicycles to increase productivity, a few saw an opportunity to make a step change with this new telephone thing.

What were the telephone people doing differently?

New Co-CEO Arrangement at Aon Hewitt Worth Keeping an Eye On

By Carla Frederick, Director, TPI

Last week Aon Hewitt announced that Russ Fradin, who led Hewitt since 2006 and is currently the Chairman and CEO of Aon Hewitt, will be leaving to become CEO of SunGard.

Kristi Savacool, Aon Hewitt’s current chief executive officer of Benefits Administration, and Baljit Dail, Aon Hewitt’s chief executive officer of Consulting, were appointed co-CEOs of Aon Hewitt and will report to Greg Case, President and CEO of AON. Jim Konieczny, current chief executive officer of Aon Hewitt’s HR BPO, will remain in that role and will report directly to Savacool. These changes are effective immediately.

In a call with other Aon Hewitt leaders, Savacool and Dail stressed that the effect of their co-leadership would be “greater integration between the Outsourcing and the Consulting businesses,” resulting in better solutions and service delivery for Aon Hewitt clients around the world.

Other important points:

• It is business as usual at Aon Hewitt. Other than changes in leadership roles, very little else is changing. The business and investment strategy remains the same, and the delivery teams remain focused on their clients.

• Bringing the HRO and the Total Benefits Outsourcing businesses under Savacool will further promote the integration of Aon Hewitt’s outsourcing services without diminishing Jim Konieczny’s responsibilities.

• There is continued commitment to the growth and development of the HRO BPO business.

• The leadership structure in Benefits and Consulting will remain unchanged; all leaders will take on more responsibilities, creating the capacity needed by Savacool and Dail to take on their new roles.

• The focus on integration between the Outsourcing and Consulting businesses is being touted as a continuation of the broader integration of the former Aon and Hewitt organizations.

While this can be viewed as a positive change, it will be important to see how the integration is truly realized by clients. While the pair expressed that good succession planning prepared them for Fradin’s departure, most senior leaders in the Aon Hewitt Outsourcing and Consulting businesses will be adding responsibilities to their realm — all this during a time when the Aon and Hewitt integration is still under way.

Client satisfaction can be greatly improved with integrated consulting and outsourcing services by one provider. Others have tried to build out such synergies in the past, with varying success. These factors make the new co-CEO arrangement worth keeping an eye on.

Readers, what do you think of this turn of events?

Amazon’s Outage: Architecting for Failure in the Cloud

By Stanton Jones, Chief Information Officer, TPI

 

The uproar surrounding the partial outage of Amazon’s EC2 cloud services platform got some new life last Friday, when the company released a detailed post mortem of the incident. The summary includes a surprising level of detail into the root cause of the outage, information on a service credit for impacted customers, and, finally, an apology from Amazon.

To recap: on April 21^st, Amazon made a configuration change during a network upgrade that caused a cascading series of events that resulted in what it calls a “re-mirroring storm.” As a consequence, Amazon’s storage service was essentially “stuck” and unable to locate new storage space for either new or existing customers. This led to a significant period of degraded functionality and downtime for major Web 2.0 sites such as Reddit, Foursquare and HootSuite, as well as a plethora of bad PR for Amazon, a cloud computing pioneer.

Interestingly, though, some other sites were only moderately affected, or not affected at all, most notably Netflix. Why did some sites sink, while others sailed through the storm? As with any complex system, there is no one answer. However, organizations that “architected for failure” tended to fare better than those did not. Netflix, which recently released its lessons learned from the outage, built its platform around the assumption that services and/or zones within EC2 could be unavailable for extended periods of time.

Clearly, not every EC2 customer has the technical chops to build Netflix-like applications, and Amazon needs to make it easier to increase redundancy by taking advantage of multiple availability zones. However, this is a public cloud platform, and customers that did not take full advantage of Amazon’s redundant architecture, or that did not create their own replicated solutions, ended up paying the price.

While architecting for failure in the cloud may appear to be a purely IT responsibility, it’s not. TPI views cloud as one component of your service delivery strategy, and regardless if they are delivered in-house or are outsourced, effective planning across all components is vital.

Business continuity planning (BCP) and Disaster Recovery (DR) are two critical parts of this planning process. Unlike a traditional outsourced agreement, in which the supplier takes on a significant level of responsibility in the delivery of the BCP and DR plans, the public cloud requires that customers retain a significant amount, if not all, of this responsibility, as well as the associated risk. In return they get a highly scalable, cost-effective and fast-to-provision computing platform.

Bottom line: Some organizations are finding out the hard way what happens when they don’t integrate cloud with their overall service delivery strategy. By including business continuity planning and disaster recovery in the cloud architecture design process, enterprises can significantly reduce the risk of business disruption.

 

 

Outsourcing Restructurings Return to Historical Norms, New Scope Holds Steady

By John Keppel, Partner & President - Information Services and Chief Marketing Officer, TPI

This morning we presented the 1Q11 Global TPI Index, which found that restructuring activity returned to historical norms following last year’s record spike, but the value of new scope awarded remained steady.

Total contract value (TCV) in the global outsourcing market was $17.5 billion during the first quarter of 2011. TCV dropped 28 percent from the first quarter of 2010 and 25 percent over the fourth quarter of 2010. However, restructurings, defined as contracts that are renewed, renegotiated or restructured, accounted for nearly all of the decline. New scope TCV of $14.9 billion was unchanged year-over-year and declined just 7 percent sequentially.

Among the highlights was business process outsourcing (BPO), which recorded its second-best quarterly performance in the last two years. By contrast, IT outsourcing (ITO) contract values dropped significantly, driven by the decline in restructurings. However, as with the broader market, new scope of nearly $10 billion in the segment was well within range of first quarters historically.

Among the regions of the world, Europe, the Middle East and Africa and Asia Pacific turned in steady performances. Meanwhile, the Americas suffered its third straight quarterly decline, with TCV falling 56 percent year-over-year but up 17 percent sequentially.

To listen to a replay of the 1Q11 Global TPI Index presentation and view presentation slides, please visit http://www.tpi.net/knowledgecenter/tpiindex/. We will share specific insights on market activity in Europe, the Middle East and Africa (EMEA) with the release of the 1Q11 EMEA TPI Index on Thursday, April 21st.

 

Use Best Practices to Drive Procurement Credibility at the C-Suite

by Bill Huber, Partner & Director - CPO Services, TPI

Multi-tasking can be fatal in procurement… 

Sourcing and procurement organizations routinely work extensive overtime to juggle multiple priorities. Among many procurement organizations that we work with, a “can do” attitude morphs into a tendency to resist crying “uncle” when the opportunity for additional involvement comes along. 

An ingrained presumption exists among many procurement leaders that expanding their level of influence requires never “giving up ground,” always striving for a seat at the table in any area that touches spend. This mindset results in procurement organizations tackling resolution of a myriad of resource-intensive administrative issues while simultaneously trying to shape strategic behavior around spend.  

Many CPO’s reputations have been damaged by over-committing to more activities than can be effectively staffed. In trying to be many things to many people, some procurement organizations talk “strategic” but act “bureaucratic,” are ill-prepared to address an impractical scope of work, become a bottleneck within their organizations, and — ironically — lose the credibility that they have worked so hard to gain. In today’s environment of diminishing corporate staffs, a CPO’s budget to build a large enough organization to effectively manage all of the potential volume of procurement-related activity can be severely constrained, so throwing more people at the problem is not an option. 

Here are the TPI Top 5 ways that the strategic CPO can prioritize team imperatives and modify behaviors to drive procurement credibility at the C-suite:

1. Choose your field of engagement strategically. Realistically assess your resources and identify which projects you can execute flawlessly within your available resources. Utilize a prioritization tool to identify what projects will have the greatest impact with the highest probability of a successful outcome in a reasonable amount of time.  Focus on these first. If new critical projects come in from the businesses, identify the probable risks and benefits associated with the projects and the resources that would be required to execute them well.  Present a pro-forma business case and justification for additional temporary, consulting or outsourced resources to either support the project, or — if you wish to shift internal resources to the new project — to backfill a current project. 

2. Never do anything that you can automate or get can someone else to do well for you. The role of the CPO is to aggregate resources. Identify competency centers and set a realistic set of processes that everyone can live with and monitor the degree to which the processes are being achieved. Examples of efficient alternatives to current processes are using Cloud-based procurement applications and outsourcing service providers that allow your procurement organization to focus on higher-order work that includes project management, strategic trading agreements and critical vendor management activities.

3. Focus on data, insight and strategy. Strategic procurement management should be focused on driving outcomes through establishing an environment that will provide enablement, visibility and control.  Procurement processes and tools that are easy for the end user will maximize adoption, and with higher adoption will come more complete and timely data. The effective procurement executive will focus resources on continually reviewing data, analyzing exceptions and determining how insights gained can improve strategy.  

4. Hold every member of your staff accountable to do their homework. First impressions are powerful and all-important. Strategic sourcing staff should understand the business drivers of each client organization by formulating a targeted set of questions and clarifications when preparing for an initial meeting. When possible, complete a preliminary market analysis (competitors, other customers, common transaction structure, historical spend, potential leverage points) for the product or service that the business seeks to procure. Consistent preparation will quickly gain the respect and confidence from business leadership.

5. Take accountability to drive decisioning. This is a frequent weak point in procurement. Procurement traditionally is beholden to corporate and business leadership to approve decisions and internal organizations such as finance or legal to provide key inputs to the process. Thus we frequently announce slips in schedules for completing agreements and other projects. Stronger project management can improve this situation. By clarifying stakeholders early in the process, obtaining reasonable turnaround commitments from each and building these into a realistic project plan that is well-managed, procurement can significantly improve the on-time realization of its projects. 

The credibility of the procurement organization hinges on adding value from the initial point of contact forward. CPOs who practice these five tips will quickly notice a change in how they are perceived and the degree to which they are included in key strategic spend decisions for the enterprise.

Contact me for details on each of these points plus more best practices that can help you make a significant difference in driving procurement credibility among senior leaders of your company. 

Set the Stage Early to Get the Best Out of Your RFP Process

by Ian Watt, Director, TPI

Issuing a request for proposal (RFP) and selecting a service provider partner is a big deal, especially for services that can materially affect the way — or even whether — you do business. You want the investment in time and focus to be worthwhile, resulting in the right services with the right partner at the right price.

When you issue an RFP, you’re signaling that you are willing to pay for certain services. Lots of service providers will be interested, especially in the payment part. You’re interested in the services part. A good RFP lets both parties align their interests.

Here are the TPI Top 5 guidelines for getting your RFP process started on the right foot:

1.  Have a sober discussion about what you really want to buy — and be sure to include the business. Generalities in an RFP increase the price a service provider will bid, especially if you are asking for a fixed price. The rigor of writing down exactly what you want to buy will improve the RFP result and sharpen your own thinking. Deciding on scope is not something you can delegate down the organization. If the services are going to affect business operations, your discussions should include business operations.

2.  Make a schedule and stick to it. From the moment you signal your intention to issue an RFP you are negotiating with your service providers. The single best way to remain in charge of the discussion is to set a schedule for the whole process and stick to it. Your providers will know that you are serious and organized. You will also drive a better response because they will be able to plan their internal staffing around dates they know will be honored.

3.  Provide the richest set of data possible. In this area, like no other, you get what you pay for. If you develop solid data to go with your RFP, you have a right to expect high quality responses in return. Reliable data also provides insurance against unpleasant discussions with your service provider after contract signature (when your leverage is roughly zero). You don’t want to hear: “When we bid that price, we assumed A, B, and C; but now we see D, E, and F, so our price will double …”

4.  Be willing and able to walk away from bidders who don’t play by the rules. When the prize has been big enough, bidders have been known to walk around the RFP process, spread fear, uncertainty, and doubt among executives, and perhaps ask for “another bite” at the process if the first attempt was rejected. If they can’t work as a partner during the courtship phase, what chance do you have for a long-term relationship? Brief your executives ahead of time, and make sure you’re able to walk away if you have to.

5.  Give yourself a structured decision process. If the RFP is a big deal, it should have players to match. Form an empowered team who will make decisions at pre-defined checkpoints (e.g., downselect, negotiations …). Involve the business, procurement, and legal counsel up front — not as a last minute check off. Above all, don’t allow “tourists” at the table. It should be clear from the beginning that nobody gets to swing into a meeting, offer criticism, and leave.

Remember the old story about the pig, the chicken, and bacon and eggs for breakfast? The hen is involved, but the pig is committed. Likewise, everyone on your team should be committed to the whole process.

TPI CIO Services experts can help you achieve your organizational goals through objective advice, knowledge of your industry and experience with arrangements from simple to complex.

Contact Ian Watt, Director, TPI, to learn more.