1. Our Client Client Pain Points Our Solution
An alternative asset management firm
experiencing hyper-growth of more than 50%
per year.
Manages over $15 billion of capital across
three business units: Middle Market Lending,
Late Stage Lending and Broadly Syndicated
Loans.
With offices in Chicago, New York and San
Francisco our client worked with individual &
institutional investors and borrowers.
• Automation and systems lags growth -
cumbersome manual processes
• Reporting –analytics complicated by lack of
data consolidation & consistency
• Lack of data governance - ignorance of
available data & confusion of how to use data
• Business unaware of IT commitments
• Insufficient IT capacity to meet demand
• Complex application portfolio - inefficient
business processes and use of IT resources
Technology assessment and 3-year roadmap.
IT Strategy & Business Alignment
Applications assessed
Level 1 business processes assessed
Initiatives defined & prioritized
Key recommendations
40
100+
20+
17
• Three year technology strategy:
• Y1Automate core processes
• Y2 Streamline processes
• Y3 Optimize processes
• Mobile technology & application roadmaps
• Key initiatives for core business processes,
data/IT governance, IT capabilities, use of
emerging technology, and security
• Recommendations that addressed
innovation, agility, and IT business value
Our Approach The NumbersResults
VPt

2. Premier regional professional services
company. The company successfully avoided
a severe contraction by executing a
diversification strategy/expansion plan.
In three years went from serving two vertical
markets in one state to serving six vertical
markets with offices in six states. Revenue
more than doubled in two years as the
company grew from 200 to over 600 FTEs.
Company was not well positioned to execute
an aggressive expansion strategy and a year
into it, was feeling the strains of growth.
Absence of clarity resulted in poor execution.
Frustrations ran high with all corporate
service functions.
Perception - requests disappeared into a
black hole or were refused. Corporate
Services made heroic efforts to meet
demands. Business processes were ill-define
resulting in workarounds and confusion.
An IT organizational assessment revealed
challenges & opportunities throughout the
organization. Needed a solution that
addressed the entire company.
VantagePoint and Integral Advisors teamed a
business technologist with a leadership and
organizational development expert. One
focused on technology and business process
and the other concentrated on leadership and
team development. Together they combined to
lead strategic alignment.
Transformation Case Study
#6 on Zweig White’s hot 100
Supported Annual Growth
Organization health improved
Reduced CEO direct reports
# 6
115%
> 25%
13 to 6
Our Approach
Our initial assessment concluded that technology
and process improvement could help the
company address numerous challenges. Our
approach had to address a culture of centralizing
and guarding information and a general lack of
clarity in roles and accountability.
We took a holistic approach that integrated
people, process and technology changes into
strategic and operation plans. Team building and
leadership development and business process
optimization were integrated into strategy and
execution.
The NumbersResults
• Streamlined core business
processes and gained efficiencies
• Achieved measurable gains in
organizational health reflected in
higher trust levels
• Replaced static annual business
planning process with dynamic
bottom up rolling operational plans.
• Implemented ERP, CRM, and
HR/Recruiting systems
Our Client Our Challenge Our Solution
VPt

3. Our Client Our Challenge Our Solution
A 10,000 member professional association
dedicated to being the indispensable and
unified voice of their members for
advancing members practices and client
interests.
Provides up-to-date information about
events affecting members, offers products
and services that save time and money,
and provides professional education.
While the client spent considerable effort
defining it’s strategic goals, the results
were not been translated into a Mission,
Priorities, and Actionable Goals for IT.
This resulted in dysfunction and unrealistic
expectations of IT’s capabilities and
capacities blocking the business’s ability to
optimize processes, understand members
needs, and grow membership rolls .
We conducted an IT assessment and
developed a 3 year technology roadmap.
We discovered a refreshed application
portfolio and user optimism about the
future.
However we discovered significant gaps in
IT capabilities, technology and data
governance, IT & user application
knowledge, and business intelligence and
analytics.
IT Strategy & Business Alignment
Projects defined & prioritized
3 year IT organization cost savings
Serious technology gaps identified
Recommendations
17
$250K+
24
25
• Created a consensus on a three
year technology roadmap
aligned with the business
strategy
• Initiatives for: reorganizing IT,
managed services, governance,
skill building, ERP
implementation, and Business
Intelligence & Analytics.
Our Approach The NumbersResults
VPt

4. Our Client Our Challenge Our Solution
A regional provider of power to millions of
residential and commercial customers
across the Midwest and Western states.
A work force with over 10,000 field
employees from meterman to plant
operators to field mechanics spread
across 7 business units.
Our client’s IT organization receives numerous
mobility requests from field units in various stages of
maturity. The client envisioned leveraging mobile
solutions to reduce costs, increase revenue, and
improve customer experience.
However, they lacked a concrete understanding of
current end-user capabilities, infrastructure readiness,
and high-impact mobile opportunities -- all required as
input for a comprehensive mobility strategy and an
understanding of investments required along the way.
VantagePoint and MentorMate teamed to
build a comprehensive view of the users,
use cases, and applications within each
business unit through interviews with end-
users and subject matter experts.
These conversations provided insight into
the needs and challenges of individual
users and business units as a whole.
What we learned served as the foundation
for our analysis and recommendations.
Mobility Strategy
Mobile personas defined & scored
Mobile use cases defined & scored
Actionable recommendations
Interviews & participants
29
49
9
20 & 50
Our Approach The NumbersResults
• A matrix of user roles and use
cases mapped to current
applications by business unit
• Well defined user personas
• Well documented mobile use
cases
• Mobility roadmap including
recommendations and
opportunities for improvement.
VPt