Context

Under Siemens IT Solutions and Services’ TOPAS contract, SAP Application Management services for Siemens AG in North West Europe were missing cost reduction and quality targets because the live delivery model no longer conformed to the approved Target Operating Model.

The challenge

The agreed model assumed significant near-shore delivery, but operations remained heavily near-site and on-shore. Leadership needed a credible route to restore cost control, satisfy quality expectations, and unblock concerns about near-shore delivery without disappearing into a long consultancy cycle.

Outcome

Within two weeks, I delivered a transformation plan that won stakeholder backing for incremental transition to near-shore Poland-based delivery. On implementation, the model was targeted to achieve ~30% cost reduction against baseline while complying with quality and legal requirements.

Why it mattered

• Recovered control of a service that was off-model and off-target.
• Balanced cost take-out with service quality and compliance.
• Turned a failing position into a practical, approved recovery programme.

Context

The BBC application landscape comprised a mix of custom, line-of-business, and enterprise systems with numerous integration interfaces and multiple third-party suppliers. The organisation needed better ROI, platform standardisation, technology rationalisation, and a way to reduce the risk of application obsolescence.

The challenge

The BBC needed a transformation path that was commercially credible as well as technically sound. Any proposal had to modernise and simplify the estate without relying on a large upfront investment.

Outcome

The proposal enabled the BBC to streamline and revitalise its application landscape with no capital expenditure, delivering ~£4m in operational cost savings. By creating a shared investment model between Siemens and the BBC, it also opened potential for new business that had previously been blocked.

Why it mattered

• Created a modernisation route grounded in business value, not theory.
• Reduced duplication and obsolescence risk across the estate.
• Improved the economic case for change while supporting future growth.

Context

Within the Home Office Migration and Borders Technology Portfolio, Mastek joined Project Optimus alongside a “Rainbow Team” of the department’s top application service providers to help define a new operating model for Shared Application Services.

The challenge

The supplier ecosystem was split between digital-oriented providers aligned to Agile and DevOps ways of working and heritage suppliers protective of legacy ITO models. The task was to help shape a coherent future operating model in the middle of those competing assumptions.

Outcome

The Mastek-influenced Future Mode of Operation secured buy-in from project leadership, the wider supplier Rainbow Team, and DDaT ExCo. The high-level model was approved to proceed to detailed elaboration and is being used as the basis for operating model design, implementation, and transition from as-is service provision to the target model. In practice, this laid the foundation for a 10-year transformation programme that increased the proportion of applications managed by Shared Application Services from 10% to 80%.

Why it mattered

• Established Mastek as a leading voice in a high-stakes multi-supplier setting.
• Created a practical bridge between legacy service management and digital delivery.
• Set the foundation for implementation rather than stopping at theory.
• Connected strategic operating model design to a long-horizon service transition at scale.

Context

The Atlas programme is a complex, multi-supplier ecosystem underpinning critical UK border and immigration services. Its Integration & Enablers function acts as a central dependency layer, enabling interoperability, consistent engineering practices, and coordinated delivery across multiple product teams.

The challenge

A supplier transition from BJSS to Mastek created a familiar but high-risk scenario: potential loss of incumbent knowledge at the exact point where delivery could not slow down. The transition needed structure, confidence, and continuity across multiple dependent services.

Outcome

The transition from BJSS to Mastek completed with no material disruption to programme delivery. The work protected a £21M Integration & Enablers capability, improved governance maturity and risk visibility, accelerated onboarding, and increased confidence across the transition lifecycle.

Why it mattered

• Protected a business-critical integration layer at the heart of the Atlas ecosystem.
• Showed how coaching, assurance, and pragmatic governance can stabilise complex transitions under pressure.
• Demonstrated low-cost, accessible solutioning without introducing heavy tooling overhead.