Transforming provincial revenue management
This experience was gained while Paul was employed by EDS Advanced Solutions. The Province of British Columbia was not a Paragon client.
Revenue-management services were fragmented across government.
The Province entered a long-term arrangement with EDS Advanced Solutions to consolidate and transform customer service, account management, billing, payment processing, non-tax collections, and their supporting information-technology environment.
A consolidated Revenue Management System and a more centralized service-delivery model were central components of the broader initiative.
The organization had to change alongside its systems.
People, processes, organizational structures, service delivery, technology, governance, and vendor arrangements had to be brought together while maintaining continuity of critical government revenue services.
The supporting IM/IT organization also needed to be rebuilt. Fragmented processes, inconsistent delivery practices, infrastructure constraints, and limited project capability made it difficult to execute a multi-year transformation reliably.
Build the organization capable of executing the transformation.
Paul served as Director of Transformation with EDS Advanced Solutions from January 2005 through December 2008, reporting to the Chief Operating Officer.
He managed the four-year transformation of the IM/IT division, helping consolidate and rebuild the organization, harmonize processes, establish a new operating model, and create dedicated project-delivery and enterprise-testing capabilities.
He also introduced portfolio demand management, implemented more consistent service-management processes and tools, and modernized the supporting infrastructure.
The 40+ systems and 215 positions describe the scale of the overall Province/EDS initiative—not Paul’s personal team size or sole responsibility.
Organizational capability, delivery discipline, and operating foundations.
Rebuild the operating organization
Consolidate the IM/IT division around a more consistent operating model, clearer roles, and repeatable processes.
Establish delivery capability
Create dedicated project delivery and portfolio demand-management processes to improve visibility, initiation, and resource allocation.
Improve quality and risk visibility
Establish enterprise testing to expand business-scenario coverage and provide timely status and risk reporting.
Modernize the foundation
Introduce ITIL-aligned service management and consolidate 80 servers to 40 in a more resilient Tier 3 data centre.
A more capable organization with a stronger foundation for change.
Transformation organization rebuilt
The IM/IT division had clearer structures, harmonized processes, and dedicated project and testing capabilities.
Project execution improved
The dedicated delivery capability steadily improved project performance over three years.
Portfolio visibility increased
Demand management improved pipeline visibility, project initiation, and resource planning.
Service consistency improved
Service-management processes and tools created a more repeatable support experience.
Infrastructure cost reduced
Server consolidation reduced maintenance costs by approximately 50% and materially improved reliability.
Further consolidation enabled
The overall initiative established a consolidated revenue-management model intended to support additional government programs.
Facing a complex organizational transformation?
Paragon brings experience establishing the operating capabilities, governance, and delivery structure required to execute change.
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