The situation
The company was going through a major restructuring, and its CIO carried one of the most demanding savings targets on the CEO's team.
The target could not be met with one-time cuts. It required structural change — in how IT was sourced, how the portfolio was managed, and how technology teams worked.
What we did
- 01Ran an 18-month program directly with the CIO and her team, structured as parallel workstreams across sourcing, portfolio, cloud, and operating model.
- 02Drove two large strategic sourcing programs: a major data-center and infrastructure-operations outsourcing deal with a global infrastructure provider, and a major application-maintenance outsourcing to a managed-services provider.
- 03Optimized the IT portfolio and drove application rationalization and modernization.
- 04Accelerated cloud adoption where it beat the economics of owned infrastructure.
- 05Moved the organization to an Agile operating model with right-sized talent ratios.
- 06Coached Agile SDLC best practices across all development pods to make the new model stick.
The outcome
- $500M in annual run-rate IT savings — structural, not one-time.
- The CIO was the top-performing executive on the CEO's team in exceeding her savings target and seeing it through execution.
- A leaner operating model that held after the program ended, because delivery teams were coached through the transition rather than handed a target.
Engagement delivered by Avirso leadership during their tenure at a global management consultancy, prior to founding Avirso.