The challenge
Our client, a Fortune 500 manufacturer, had been spun off from its parent company more than a decade earlier. Through a history of brand acquisitions, it had inherited a patchwork of legacy systems. Each division had its own stack, vendor relationships, and workarounds. The result was duplicated effort, inconsistent data, and a substantial technology spend that was not producing enterprise-wide results. Earlier modernization attempts had stalled. Manual processes were quietly driving up both cost and risk.
Our solution
Our team was engaged to design and deliver an enterprise-wide AI transformation program spanning governance, technology, operations, compliance, and legal. The work began with a structured, cross-functional readiness assessment based on more than 50 stakeholder interviews across four global regions and 10 functional business units, from contracts and IP to compliance and litigation. The assessment identified priority use cases, governance requirements, and integration opportunities for the firm’s 40 enterprise platforms.
The central finding was simple: The client did not need more tools. It needed a governance framework and an adoption plan for the ones it already had. The team built that framework – a connected architecture with clear ownership, sequencing, and accountability – and paired it with peer benchmarking against other Fortune 500 companies to validate where the client stood and how much ground there was to close.
The team also implemented and vertically configured a generative AI orchestration layer across the existing platforms, turning 40+ disconnected systems into a single coordination point. The output was a prioritized roadmap: which systems to consolidate, which to activate, and in what order, with the investment case built and defended line by line.
The results
A business that had been running more than 40 disconnected systems now has a governed, AI-ready platform, with a single coordination point across its existing systems and a clear sequence for the work ahead. And the returns came from technology the client already owned.
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