USA as strategic partners across all disciplines ( Strategic Automation , Performance Improvement , Workforce Transformation to Financial Management ).

These two teams joined forces and aligned to develop a stronger technology solution team . This is where Barclay was brought in to look at implementing strategy and improve financial performance .

As was the case with Raby , her leadership team was faced with a lack of digital maturity , and was quick to identify the key growth opportunities through the implementation of digital technology platforms and key enablers that stunt the opportunity for these platforms to grow .

“ There was a big gap when I came in ,” Barclay acknowledges . “ The processes were not documented ; the financials were based purely on tribal knowledge and the organisation ’ s

financials were over budget with a real lack of clarity as to why . As with most IT organisations , the lack of clarity and static annual budget cuts can kill the revolutionary capabilities that technology innovation can provide .” She was tasked with installing a financial maintenance infrastructure and building data bases to monitor the spend and accruals in order to “ clean up the financials .” Leveraging Barclay ’ s financial strategy background with Raby ’ s SPI Team , attention turned towards a much more widespread digital transformation , strategically partnering with vendors to become a bleedingedge department , one that was no longer coming at this strategic change management from behind .

“ We have made the flip from simply a transformation division to becoming more of a partner ,” says Barclay . “ We operate as a technology division

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