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When we began to strategize on the creation of Total cloud IT, the first things that came to mind were “Born in the Could,” “Agile,” “Flexible,” and “Focused on Clients’ Business Outcomes.” But what did that really mean? What were we really trying to build and how was that differentiation going to create a better experience and enhance outcomes for our clients? 

These were tough questions in the beginning and have only evolved into more complex questions. An additional question we faced was how are the services we built, and our engagement methodologies, going to meet and exceed our client’s objectives? We had to build a common framework, which could then be enhanced per engagement, to address the different needs and objectives of different clients. That framework, or Total Cloud IT methodology, allowed us to help the organizations we engaged with to develop the strategies and identify the services and technologies that supported their strategic business objectives, drive business value and enhance performance.   

Because we focus so heavily on what the client is trying to achieve, we found that as we embarked on the engagement with the client, they typically hadn’t thought about the intertwined strategies needed to make a true transformation. We have seen this as the most necessary thing to do as clients transition more and more to conducting business in a very heavy cloud centric world.  

The decision to build a clear methodology was to address the reality that there is very little understanding of the interdepartmental dependencies of technology decisions. For example, the IT department may want to do one thing, but they don’t understand or look at the implications of that decision on the marketing department. Therefore, our engagement model brings those department decision makers and stakeholders together to help them see and make universal, not singular decisions. It’s those singular decisions that have made the leadership in the past question the cost of transformation because it was a pure technology play. 

We also needed to be prepared for those future, differentiated conversations that typically always occur when the burdens of 20-year old decisions get lifted. I have found it truly interesting that even though the industry is communicating so heavily about the value of the cloud, clients still have misconceptions of the cloud and its’ capability, security and if it exponentially affects business value. We did not need to prove the cost savings of the services, but the gains in productivity, efficiency, and the fact that building a nimble and agile infrastructure creates an immense competitive advantage for our clients.  

Engaging as business and services led cloud organization, allowed us to take those common, daily technology decisions that clients make and derive a cost-benefit, business value strategy. This focuses our collective goals toward the adoption of future solutions based on the impact the organization wants to make in their industry. Our methodology of consulting, managing, and optimizing not only applies to the impact the technology solution had on a client, but also a review of how that technology impacted the client’s business gains.  

Typically, these strategic decisions made on business model, methodology, and engagement, at the business outcome level, come at a very steep cost. 

I am very excited to introduce Total Cloud IT into the market and our commitment to deliver enterprise skills, methods, and capabilities for the SMB market, while building a financial model that fits budgets. 

George Phipps
President | COO
Total Cloud IT