See execution.
Strategic Planning Services
Realise your strategy
You invested in a big-5 consulting firm strategy and all you got was an overpriced Powerpoint deck? Or perhaps your team is five years in to a one year project?
Fountainhead activates, actualises and accomplishes your objectives including driving product management, engineering management, and strategic planning. Begin with a capex budget and we'll prioritise, or begin with priorities and we'll budget. Get it done right, on time.
Technology Transformation
AAP Board
Fountainhead was engaged by CEO Lisa Davies to prepare a Board submission for a technology transformation program, having reviewed AAP operations and technology previously for CFO Wayne Davis.
The program encompassed changes to staffing, subcontractors, technology deployment, investment strategy, cloud strategy, security and risk management into a $5M three-year plan. Every one of AAP's core business applications required major overhaul, upgrading and cloudshifting.
Following a joint presentation by the CEO, CFO and Marc Bailey to the AAP Board a $5M three year plan was approved and $5M in funding allocated.
Technology Strategic Plan and Execution
Bevco
Fast moving consumer goods innovator Bevco, having acquired new subsidiary business Orchy in Queensland, needed to recalibrate for expansion. It needed to modernise aging manufacturing systems and applications, provide access to warehouse staff for the first time, empower field sales staff, and improve information available to vendors.
Bevco CEO Scott Etherington retained Fountainhead to determine a strategy, timeline, and investment plan to achieve these objectives. Elements included a competitive ERP/MRP selection process, Internet VPN and telephony for branches, ruggedised web terminals in warehousing/distribution, mobile access for field staff, and a new data warehouse BI/sales reporting system.
Bevco subsequently retained Fountainhead to execute the plan successfully, seeing benefits in productivity, being freed from incumbent vendor-capture, and adopting a more flexible, simpler technology stack for future sustainability.
Data Science Strategy and Execution
Macquarie Datamart and Databus
An essential problem in every organisation is whether reports and information can be trusted. At Macquarie incumbent data challenges included source multiplicity, uncertain provenance and variable quality.
Marc Bailey assessed and determined that authenticity, authority and accuracy were needed to restore data reputation and trust. He established Macquarie Analytics and Macquarie Memory as trust-syncs for the organisation, empowering them with a remit to acquire and brand key data sources within the organisation, to consume data permissively, and to supply information strictly.
New technologies were implemented and productised by Memory and Analytics. Business intelligence was productised as Datamart and document management as Truth. Datasets under management increased geometrically quarter on quarter. Within two years, both systems were embedded within the fabric of the organisation and exclusively trusted sources for actionable intelligence.
Shared Services Consolidation
North Western Healthcare Network
Following a Victorian government restructure of public hospitals the newly formed North Western Health Care Network engaged Marc Bailey to review and design digital network environment to underpin a new shared services model to improve patient care while significantly reducing costs.
Bailey recommended diverse terrestrial networks using a combination of fibre and high bandwidth microwave technologies, with whole-of routing infrastructure upgrade and replacement.
Subsequently Marc's company BBB was engaged to implement and commission the network, which launched with zero downtime and 10x the bandwidth even at legacy locations. Multiple local internet feeds were rationalised and decommissioned, with firewall and network security introduced at many locations for the first time.
Independent Competitive Tender
James Hardie Messaging RFT
James Hardie is a conglomorate of operating business units with a history of acquisition and independent operation. The Executive realised that email communications were increasingly becoming a limiting factor to operational success. The company operated many email systems, including CC:Mail and GroupWise with an ancient network of serial communications.
Although Cisco could solve the network issue, it could not offer an independent, wholistic perspective. Cisco referred Marc Bailey to review, analyse and execute a competitve tender process for James Hardie. The result was a selection of a unified Microsoft Exchange/Outlook system over a high bandwidth network that established new business connectivity.
The recommendations and outcomes of the process were adopted, with Marc's company BBB subsequently engaged to implement.
