The company's laboratory systems were central to every major function of the business, making any replacement effort a high-stakes, cross-functional program that required careful planning and execution.

Growth creates security risk whether or not anyone is paying attention.

The company faced a significant execution gap: many core business processes were undocumented or inconsistent, a new facility was approaching its launch date, and the internal IT team was too stretched to manage both day-to-day operations and a large portfolio of concurrent initiatives.

Investing in software is not the same as getting value from it. A growing landscaping company already had the tools it needed to scale, but had never configured or adopted them in a way that supported the business.

The most urgent problem was structural: the company's ERP platform was a shared instance, hosted and administered by a sister company that was also its direct competitor.

CIO Source was brought in to map what actually happened, identify what could be improved, and give leadership a clear view of how new products moved from concept to production.

The two organizations had built their businesses on fundamentally different technology platforms, Day 1 of the merger was approaching, and the IT workstream needed experienced leadership.

A new business model was on the drawing board, an acquisition was in play, and the underlying systems could not carry the weight of either.

Significant growth had exposed the limits of the company's existing financial and operational infrastructure.

Large transformation programs succeed or fail on execution, and execution requires people with the experience to lead complex workstreams without constant oversight.

Opening a second major brewery is not just an operations challenge, it’s also a technology challenge.

A publicly traded wireless carrier was building one of the largest networks in the country, covering more than 70 markets and reaching approximately 130 million people. The IT organization supporting that buildout was under pressure from every direction at once.

A publicly traded building materials distributor had just completed a major acquisition that more than doubled its size. With integration activities stretching well into the following year, a business-critical sales compensation system was showing the strain of the transition.

A private real estate and construction group had grown into five integrated businesses spanning commercial construction, development, property management, brokerage, and capital markets. What it had not built was the technology infrastructure to run them as a coherent enterprise.

The company had crossed a threshold that many fast-growing technology companies hit: the systems and processes built for an earlier, smaller version of the business were struggling to keep pace with the scale of what it had become.

A life sciences company preparing to commercialize a novel diagnostic assay platform needed an honest answer to one question before launch: was the technology ready for paying customers? CIO Source was brought in to find out.

When new leadership arrives at an organization with a $20M annual technology budget and no strategy to show for it, the first job is establishing the truth.