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Success Stories CategoriesFilesDocumentsDate added
Royal and SunAlliance engaged NouvEON to successfully implement an asset management system. NouvEON was able to meet R&SA’s two objectives on time and under budget.
NouvEON was engaged by Lowe’s to plan an enterprise SharePoint implementation. A sound strategy for Lowe’s to make effective and efficient use of SharePoint was in order, as were detailed plans, budgets and funding to ensure success. The strategy to implement SharePoint was developed, and it received leadership consensus. Pilot implementation was successfully completed, validating the strategy and detailed plan. After several years of growth via acquisition, the Schaeffler Group strategically decided to integrate the various brands they had acquired under their umbrella. NouvEON provided an experienced SAP project manager for the project team. Although SAP payroll was the main driver for this implementation, the Shaeffler Group’s human resources department also benefited due to the consolidation of all employee data into the SAP personal administration module.
A major financial service provider engaged NouvEON to host two workshops to address the issue of a high level of errors being detected by the Quality Assurance department. The client had previously addressed this issue several times, but was unable to produce positive results. To solve this issue, NouvEON created several cross-functional teams led by NouvEON consultants to refine processes and manage change. The project yielded a solution for the client and an implementation plan. In addition, senior leadership found value in the both the structure NouvEON provided and the engagement NouvEON consultants elicited from the client’s project teams.
PEM America engaged NouvEON to lead their requirements definition and package selection project. NouvEON implemented its package/solution selection methodology to create a blueprint by identifying tasks, deliverables, and an approach to conducting the software selection. Using this approach, NouvEON was able to leverage PEM America’s existing infrastructure, resources and technologies to determine the optimal solution for their needs.
TransAmerica's IT management was faced with the challenge of managing multiple initiatives and several simultaneous, critical implementations; therefore their aging underwriting application project was a lower priority. NouvEON led the LifeSuite software implementation project and delivered it on schedule.
Royal and SunAlliance launched a project to fix internal errors and wrong data where it remained in “red” status for more than a year. NouvEON’s project management rescued the recovery project and shifted it from “red” to “green” status in just six weeks. The success of the project resulted in the identification of a significant amount of paid loss recoverable- nearly 10 times the initial estimate.
Royal and SunAlliance had an urgent need to develop an automated reconciliation system to resolve the out of balance amounts that occurred over time due to manual processes. NouvEON successfully completed the implementation of the account reconciliation package into R&SA’s technical environment. The project was completed successfully by NouvEON and resulted in an estimated annual cost savings of over $1 million for R&SA.
Royal and SunAlliance’s consolidation plans were failing due to a lack of cohesiveness, internal process, and framework to expedite the consolidation of their facilities. NouvEON was engaged by R&SA to lead the office consolidation project. NouvEON successfully enabled 39 moves, consolidations, and office closures by following the master consolidation schedule.
Royal and SunAlliance needed accurate management of the organization’s IT resources, data, application and technical architecture. At the time of the announcement, R&SA was running version 4.0 of the Universal Reinsurance System. NouvEON was engaged to develop a strategic information system plan (SISP). The goal of the SISP was to define, develop, and recommend a future state of technology infrastructure capable of supporting the future visions and business objectives of both Reinsurance and the broader R&SA organization.
Royal and SunAlliance recognized the need to maximize and accelerate the collection of recoverables and align with the management’s strategic objectives. R&SA realized they needed to define and create an infrastructure capable of supporting the newly formed Reinsurance organization’s tasks and responsibilities. Utilizing project management methodology and process improvement expertise, NouvEON provided R&SA with approximately 116 recommendations for process improvement to maximize and accelerate Reinsurance collections.
In 2003, Royal and SunAlliance announced it was selling the renewal rights for the majority of its businesses to Travel Property Casualty Corporation. Closing R&SA branch offices exposed a very high risk of losing Reinsurance documents. NouvEON responded to the problem by successfully completing the contract recovery and inventory project. An inventory management process was created by NouvEON to provide R&SA with an accurate and current contract inventory, the ability to quickly locate and reference necessary agreement, and the support to recover billions of dollars in ceded Reinsurance recoverables.
When Royal and SunAlliance Insurance decided to consolidate its U.S. operations it meant several significant changes. NouvEON was engaged to lead the analysis, design, testing and roll-out of new procedures for R&SA’s records’ management process. Overall, the use of a structured project plan and methodology enabled effective management and responsiveness to the aggressive timeline through communication, management of expectations, and consistent delivery.
UVEST engaged NouvEON to develop an E-Commerce strategy focused on both their internet and intranet channels. NouvEON defined the business needs and improvement opportunities to ensure proper alignment of the E-Commerce strategy to UVEST’s overall business strategy. NouvEON’s delivery of the E-Commerce strategy project revealed that E-Commerce would be essential for UVEST’s continued growth.
Transamerica Reinsurance (TARe) engaged NouvEON to lead the SOX Compliance Program: to comprehend Sarbanes-Oxley regulations, report SOX compliances and manage remediation efforts. NouvEON’s process improvement expertise enabled TARe to indentify further process improvements in IT change management, system development procedures, security, and computer operations. As a result, NouvEON enabled TARe to achieve financial benefits, minimize SOX compliance costs and achieve SOX remediation.
Sparqware contacted NouvEON to develop software applications to help realize their business vision. NouvEON’s agile approach allowed the software development team to create Sparqware’s applications in less than five months and allowed Sparqware to continue its business plan in a timely fashion.
Royal and SunAlliance recognized the need to develop a high level enterprise target operating model, however, time constraints made it difficult to initiate, coordinate, and participate in the effort. Utilizing NouvEON’s project management methodology, a detailed project plan was developed with progress towards the objectives demonstrated in the phases of a stabilization route map. NouvEON successfully led and developed a high level enterprise target operating model for R&SA under budget and ahead of schedule.
In an effort to position itself for continued growth, Skinner Nurseries began to examine the effectiveness of its operations, specifically in IT. In support of this effort, Skinner Nurseries asked NouvEON to assess the effectiveness of its IT organization and supporting processes.
NouvEON was engaged by a major financial service provider to manage a initiative to increase the number of the government’s Home Affordable Modification Program modifications in their investor portfolio. While the project faced numerous internal (lack of integration and a centralized project structure) and external (political and economic pressure) challenges, the NouvEON team acted as a central “hub” for the client’s HAMP teams and delivered positive results for both the project teams and the client.
Wikoff Color engaged NouvEON to provide an improved implementation strategy and rollout plan for Wikoff’s Ross ERP system. NouvEON was successful in completing an ERP assessment with a future state recommendation, including an implementation strategy, timeline, and costs associated with the strategy. In addition, NouvEON provided extra solutions by delivering and training the IT team on SDLC methodology and governance, resulting in more efficient IT delivery functions.
Meineke engaged NouvEON to define, develop and recommend a future state technology infrastructure capable of supporting business functions that would provide a solid foundation for growth and competitive stance in the 21st century. NouvEON provided Meineke with an actionable list of initiatives including prioritizations, project objectives, major activities, resource estimates, durations and cost estimates of how to make their desired future state a reality.
Meineke needed a way to handle financial transactions involving franchise purchases on a third-party system. Each franchisee was allocated a certain amount of money “on the books” and this pool of money would be credited to their purchases of marketing material from a third party company. The solution involved modifying Meineke’s existing web portal to include a series of web pages allowing franchisee’s to track their current balances. The new system has saved Meineke countless man hours and increased confidence in the efficiency of their marketing dollars.
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