Operations Strategy


Leading Healthcare Technology Company


A leading high-tech software company in the Healthcare industry lacked a formal Operations organization and was experiencing significant challenges involving scalability, poor customer service, inaccurate financial reporting, lack of compliance controls and poor data quality. Rapid organizational growth had rendered existing financial, customer service and e-Commerce applications unstable and highly manual. In addition, Executive Leadership and the Board of Directors had significant concerns regarding Sarbanes-Oxley compliance.

The Solution:

Working closely with the client’s Executive Leadership Team, HBSC helped establish and execute a new digital vision for the organization. The new vision took advantage of cross-industry best practices, leading-edge technology, Six Sigma quality standards and involved establishing a new multi-tier Operations organization. Working collaboratively with the Client team, HBSC lead a cross departmental re-engineering effort to accomplish the following:

  1. Conducted a pain-point Analysis of Finance, HR, Sales and Legal departments based on cross-industry best practices
  2. Established a new digtial architecture using perspective-based modeling techniques
  3. Gained common understanding and organizational buy-in from Executive Leadership
  4. Re-engineered multiple end-to-end Mega-processes
  5. Evaluated and selected new transaction systems and integration technologies
  6. Evaluated new reporting and analytical requirements and solutions
  7. Assisted organization with change management to efficiently transition to the new environment

The Benefits:

  • Project vastly improved organizational scalability through standardization and automation (10x)
  • Improved risk management and Sarbanes-Oxley compliance enabling company to enter the US IPO market
  • Reduced time for Finance and Accounting quarterly closing cycle by 70%
  • Enabled Analytics team to spend more time on value-added analysis
  • Established a “Deal Desk” that ensured proper contracting, revenue recognition and compliance
  • Created governance process to consistently synchronize processes, policies and automation

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