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Assumed short-term operational responsibility for a high-growth technology group in the third largest pharmacy benefit management company in the country. In 21 months, our consulting team:

  • Introduced and implemented operating procedures, controls and automated tools surrounding portfolio and IT “demand” management. Implemented the concept of a “business liaison” to serve as the forward “face” of IT to the various business constituencies. Set a standard for required business cases prior to proceeding with development or package selection.

  • Increased application development skills and capacity, especially surrounding service-oriented architecture (SOA). Managed the successful deployment of major enhancements/releases (D.0)

  • Introduced and implemented a new client reporting package (accessed by hundreds of customer users) using Oracle technology, remediated an extremely slow and cumbersome data warehouse by moving it from a Microsoft to an Oracle platform and technically “streamlining” its capabilities.

  • Remediated significant shortcomings surrounding disaster recovery and back-up electrical support. Published a Business Continuity plan, assisted in selecting, designing and implementing a new, upgraded data center.

  • Identified and implemented new production controls (e.g., a change board) and production management tools.

  • Identified and recommended (hired) a CIO.

  • Implemented an MPLS network.
Assisted in managing the IT assimilation activities surrounding two major new acquisitions that tripled the size and significantly increased the complexity of the newly combined IT entity. These activities included: IT “due diligence” prior to the acquisitions, organizational assessment.

Assisted a new vendor of an enterprise-ready, defined-care application implement two releases of its application at a "top 3" managed care insurer. Worked with a team of client and vendor business analysts, technicians, business and technical managers in identifying and documenting requirements (via use cases), monitoring technical development tasks (including scope, change control, and risk assessment), and system testing of the specified package modifications. Managed defect reporting and code fix deployment activities. Assisted in ensuring the vendor's contractual compliance. Reported project task progress, milestone attainment and deliverable completion. Educated vendor team members in consulting and technical documentation skills.

As a prelude to implementing the defined care package, TLL assisted the E-Commerce group of this major managed care organization in defining, documenting, and testing consumer portal requirements for Health Savings Account, Flexible Spending Account, and legacy dental account applications. Subsequently assisted sales executives in assessing current automated systems, identifying alternatives, and recommending an action plan.

Portal application development activities included preparing screen mockups, documenting business rules and requirements using the corporate standard, defining use cases, performing data mapping, and testing legacy - to - portal interfaces.

Salesforce automation assessment required interviewing sales and support groups across the country, analyzing current business process and systems support, defining existing systems costs, identifying new systems alternatives, required interfaces (to corporate marketing and underwriting systems), costs and implementation parameters/risks, and preparing a time-phased action plan.

Assisted the Sales Operations organization of the country's 7th largest managed care insurer in specifying requirements, designing enhancement to a standard Siebel Salesforce application, testing and deploying an application that transformed existing sales business processes. Assumed responsibility for a stalled development effort of 16 months. Redefined and documented requirements for sales activities and their associated management reporting "dashboards" based upon an assessment of the anticipated future business state and the current packaged application's capabilities. Managed a substantially downsized in-house IT team, initiated and performed a "data-cleansing" program to ensure data quality at rollout, led the purchase and implementation of the specialized Siebel/Dun & Bradstreet interface to maintain longer-term data quality and customer/prospect "visibility," wrote more than 500 system test cases, selected and managed a test team from various nationwide locations. Developed the deployment program, wrote the user manual, conducted user training, performed post-implementation application audit.

Reviewed and commented upon the process followed by a major consulting organization to assist a large southern Blue Cross/Blue Shield in selecting a new "core" ERP system Interviewed participants, reviewed documentation, and scrutinized details surrounding requirements definition, vendor identification, evaluation, and ultimate selection. Identified more than 15 major shortcomings. Subsequently defined a systems integration outsourcing agreement for the consulting firm performing the implementation.

consumer prodcts
high tech