TSA exit after carve-out
Building technology / refrigeration
≈ 4,000 users migrated
Read case studyTransaction
Roll-up: IT merger of a practice network
Multi-site practice network for radiology and nuclear medicine, merged from five practices
- Company
- ≈ 250 employees, ≈ 40 physicians
- Role
- Interim CIO
- Responsibility
- Reporting to shareholders and the strategy/finance committee
- Scope
- 5 merged practices; 10–11 sites; 3 phases (as-is, to-be, transition)
- Period
- 2013–2016
½
Integration time for new sites halved
Standard
Heterogeneous IT landscape standardised, network IT transferred to external services
Contracts
Contract enforcement towards GE Healthcare, Versatel and AHD
Starting point
Five heterogeneous IT worlds
5 RIS / 4 PACS, isolated solutions, outdated and unsecured infrastructure, opaque IT cost.
IT on call
No SLAs, no prioritisation, high dependency on individuals; physicians performed IT functions.
Time pressure and provider delays
Merger at year-end; schedule delays by suppliers and cost debates in the finance committee.
Objectives
- IT merger into one network with cross-site reporting
- Standardised, scalable infrastructure for further sites
- Binding service commitments with SLAs
Measures
- As-is analysis across 8 sites: 211 findings, 20 interviews, IT risk portfolio
- Service catalogue with 7×24 levels, architecture, security and organisation concept
- Tender to 9 bidders; transition to external services (RIS/PACS ≈ EUR 1m, MPLS WAN, data centre)
- Integrated master plan across all providers, status reporting to sponsor and finance committee
- Interim system administrator as an immediate measure to stabilise operations
Decisive turning point: Operating model decided with the shareholders; tender to 9 bidders, contracts enforced towards the providers.
How I proceed
- Day 30Ability to act and decide
Situation, risks and decision papers are on the table; the first decisions have been taken.
- Day 60Stabilisation and alignment
Operations are stable, governance and reporting are running, the target picture is agreed.
- Day 90Ability to transform
Organisation, plan and budget carry the implementation; it runs in phases with accepted outcomes.
More case studies
Sell-side carve-out
Pharma CDMO, PE-owned
Day zero across 8 sites
Read case studySituation
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