Case Studies
Engagements That Delivered Results
The following engagements represent real outcomes from our work with clients across industries. All identifying details have been removed to protect confidentiality.
Technology · Infrastructure Transformation
Enterprise Cloud Migration at Scale
The Challenge
A $700M business unit portfolio was operating on legacy on-premises infrastructure, creating operational risk, limited scalability, and mounting technical debt. Leadership required a full cloud migration without disrupting ongoing operations or exceeding a defined budget envelope.
Our Approach
The engagement was structured around a rigorous governance framework designed to align Finance, Engineering, Security, Development, and QA from day one. Clear accountability structures, cross-functional decision protocols, and milestone-based reporting maintained momentum and transparency across a complex, multi-stakeholder environment.
Outcomes Delivered
- Full migration of a $700M business unit portfolio delivered on time and within budget
- Governance framework adopted enterprise-wide, improving executive visibility and cross-functional accountability
- Eliminated legacy infrastructure risk while preserving operational continuity throughout the transition
- Stakeholder alignment sustained across five distinct functional organizations with competing priorities
Enterprise Operations · Program Management Transformation
PMO Modernization and Enterprise Program Governance
The Challenge
A large organization was managing four to five concurrent enterprise programs — spanning cloud migration, cybersecurity, and infrastructure — without the reporting infrastructure or talent development model needed to operate at that scale. Executive visibility was limited and program interdependencies were poorly managed.
Our Approach
IMAG assumed leadership of the PMO function, overseeing a $5M+ budget and a team of 15 to 20 project and program managers. A data-driven reporting framework was instituted that surfaced real-time status across all active programs, while simultaneously building internal capability through structured mentorship and performance development.
Outcomes Delivered
- Directed $5M+ in annual program spend across four to five simultaneous enterprise initiatives
- Deployed real-time executive reporting framework, replacing manual status updates with consolidated dashboards
- Developed a team of 15 to 20 program managers, reducing attrition risk and elevating delivery quality
- Improved cross-program dependency management, reducing schedule conflicts and resource bottlenecks
Technology & Operations · Cost Transformation
Vendor-to-In-House Transition and Technology Cost Optimization
The Challenge
A mid-market organization had grown dependent on external vendors for core software development and hosting, creating cost inefficiencies and limiting institutional knowledge. Leadership sought to reduce spend while improving delivery control and quality.
Our Approach
The engagement led the end-to-end transition from vendor-managed development to an in-house engineering model, managing the talent, process, and knowledge transfer required to stand up capable internal teams. Concurrently, hosting agreements were renegotiated and the technology portfolio was rationalized across customer-facing and sales platforms.
Outcomes Delivered
- Achieved approximately $400K in annual savings by transitioning software development in-house
- Negotiated hosting agreements delivering approximately $216K in additional annual cost savings
- Total recurring savings of approximately $616K per year without degradation to delivery output
- Strengthened internal capability across customer-facing tools and revenue-critical sales platforms
Healthcare Services · Data, Delivery & Operational Excellence
Unified Data Infrastructure and Delivery Transformation in Healthcare
The Challenge
A healthcare services organization managing multiple strategic clients was operating with fragmented delivery processes, inconsistent reporting, and recurring production issues tied to unresolved cross-functional gaps. A concurrent merger introduced additional complexity, requiring unified data infrastructure to support combined operations.
Our Approach
A cross-functional team was led through both a data warehouse implementation and an end-to-end delivery transformation. A client-inclusive reporting model was introduced, SAFe agile delivery processes were operationalized, and structured gap analysis identified and remediated root causes of production instability — all while managing simultaneous programs across infrastructure, data, and application domains.
Outcomes Delivered
- Data warehouse implementation completed during active merger, enabling unified reporting across combined operations
- SAFe delivery processes operationalized across four major clients and five strategic programs
- Client-inclusive reporting model improved transparency and strengthened client relationships
- Cross-functional process gaps identified and resolved, measurably reducing production incidents
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