Case Study – Global Credit and Travel Services Company

SDLC Process Improvement / Spend Reduction

Liberty brought the right mix of experience and "hands on" work to improve the SDLC process and tools resulting in a significant spend reduction for a division of a Fortune 100 credit and travel services company.


Our client had become burdened by heavy processes costing the organization millions of dollars annually. Liberty was commissioned to identify areas for improvement, specific cost opportunities, and a plan to reduce operational complexity.

The Business Problem

The project portfolio management and software development life cycle processes at a global credit and travel services company with $30B in annual revenue, had become encumbered by complex financial rigor. As a result of the financial complexity, the effectiveness of these processes diminished. Stakeholders across the organization expressed a desire for improvement, and several efforts were launched to explore solutions. The client looked to Liberty to guide the change journey and create an integrated strategic roadmap, defining the benefits, costs to capture, dependencies and timing of a coordinated effort to streamline the affected processes.

The Outcome

Liberty worked across the finance, technology and controllership organizations and created a comprehensive current state assessment, which identified the root causes of the project portfolio management and software development life cycle processes. Liberty partnered with executives to define a governance model and launch 8 work streams to identify the investments and benefits needed to address the problem statement. In addition to structuring the assessment and integrating the resources, Liberty provided project & portfolio management perspective, creating a benefit framework which identified $10MM in annual savings.



Annual Spend Reduction through Operational Efficiency

Increased Operational Efficiency

Liberty was able to identify savings through developing a plan to create operational efficiencies by:

  • Improving project management processes and driving down the number of projects created
  • Reducing the financial complexity integrated into the software development process and driving down the required number of manual adjustments to project financials
  • Improving the resource forecasting process and driving down the amount of time spent manually forecasting resources
  • Increasing the integration across systems, reducing the number of financial transactions manually entered into the project management tool
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