Challenge A mid-market regional insurance company was dealing with an extensive collection of brand collateral, creative, and brand-approved imagery that needed to be distributed to multiple audiences such as employees, sales members, and a broad network of independent agents. Fundamentally, there was a lack of organization for these assets and their team members could not access what they needed promptly. This left people opting to recreate assets or search for ones to use that were not approved based on brand standards. Their existing bespoke solution was inflexible, poorly maintained, and unable to scale with the organization. The inflexibility of the platform led to “Band-Aid” solutions that had both working documents and final assets stored in disparate systems. They recognized the need to put this information into a single, more operational platform instead of having all of their data live in places like Sharepoint, Google Drive, etc. The solution they realized they needed was a DAM (digital asset manager). After exploring over a dozen top-tier DAM platforms on the market, and evaluating the many different features and price points, our client decided on Widen Collective. Without significant coding resources on staff, this platform that requires zero development work and lives entirely in the cloud was the perfect choice for the client. Based on their licensing with Widen Collective, they would be able to centralize the management of asset creation requests and the review/feedback process and enable templated cobranding of assets for use by sales and agent partners. With their platform selected, they needed a partner to take on the details of the transition. They reached out to Fusion to help operationalize the DAM platform configuration and rollout and to serve as interim product owners and project managers. Solution In a highly collaborative partnership, we worked with the stakeholders to drive implementation and ensure the platform was set up in a way most conducive to their needs and business. We worked with leaders across the organization to: Set deadlines and milestones Define critical criteria for the configuration of the DAM platform Coordinate efforts to gather and upload assets Create training and governance documentation to encourage adoption and define ongoing upkeep Partner with a Widen Implementation Specialist in initial site standup Collaborate with their IT department on implementation of Single Sign-On via Okta and Active Directory During the project execution, we: Defined six asset types across four key user roles Defined over one dozen metadata fields with more than 140 different values for asset categorization Uploaded and tagged over 1,600 unique documents As the team was planning out the dashboard design and rollout plan, new requirements caused a need for an immediate launch of the Widen DAM. We quickly pivoted the roadmap to launch the platform within seven business days, including finalizing the creative, essential training modules, and key launch communications.
Digital solutions about Technology
Challenge This global, nonprofit healthcare organization provides public healthcare programs to underserved and vulnerable populations, including Medicaid, Medicare, and Marketplace. Due to the nature of their business, they have a unique and significant demand for information. Their information management group recently began a vital initiative to implement a data supply chain strategy to develop more mature business practices that leverage their data and insights. They implemented a strategy that gathers data from hundreds of source systems and builds a Hadoop data lake to serve their data warehouse and analytical requirements. However, the current execution was not achieving their goals — both the strategy and delivery of data to the organization were falling short of timeliness and quality expectations. Recognizing the need to change their strategy and implementation, they reached out to Fusion to partner with them in creating a data solution that would ensure the quality and timeliness of their data and subsequent analytics. Their goal was to implement a data supply chain delivery model that would accelerate the availability of high-quality data for their business users. Based on business needs and regulatory requirements in the healthcare space, they needed to ensure good data quality throughout the entire data flow and create a data governance model for alignment with the different departments and federal and state compliance. Solution Our first step was to complete a current state assessment that collectively addressed all aspects of their data supply chain strategy. We identified opportunities to address each challenge and provided prioritized recommendations for execution through this assessment. These recommendations included: Establishing a scaled agile program management office Optimizing the delivery, data quality, and metadata processes under an Agile framework Leveraging data integration technologies to maximize delivery Realigning the data architecture We outlined these recommendations in a roadmap that established the program operating model and realigned their architecture to create the foundation for confirmed delivery. After developing a data lake in Hadoop that collects all data from a source to support diverse use cases, we developed an enterprise metadata strategy. In this strategy, all the data is accompanied by the many forms of metadata that better serve business stakeholders and technical users. And looking beyond their initial needs for BI and analytics, the solution also supports more diverse use cases, including PHI, security, and compliance, with proper data quality throughout the data flow.
Challenge Enterprise resource planning (ERP) software, like Microsoft Dynamics AX, is a critical tool many businesses use to manage day-to-day functions. It allows integration to a single database and interface and customization to industry- and company-specific data and applications. This leading oil cooperative implemented Dynamics AX to create an environment where internal users (employees) and external users (clients) could operate within an enterprise application. But after the implementation, the organization quickly recognized that their return on investment (ROI) was not as they expected — because they weren’t maximizing the solution with the proper licenses and correct role assignments. They were ready to reap the full benefits of their investment and knew they needed a partner with expertise in Dynamics AX implementation and customization. They turned to Fusion. Solution The first step was to assess the existing installation, configuration, and customization of the current Dynamics AX implementation. We simultaneously collected usage information and reviewed customizations, a crucial factor in a successful platform. By interviewing key staff members, Fusion was able to understand better how they utilized Dynamics AX daily and create an outline of prioritized next steps. Now we were ready to tackle the licensing. We discovered that their existing licensing was set up so that many employees (system users) were given higher, more comprehensive levels of licensing than were required for their roles. For example, many employees that only needed role-based access for a particular function were assigned a full enterprise license. Not only was there a significant cost difference for the full enterprise license, but the company was spending additional time and resources to try and tailor the comprehensive licenses to the limited roles. Once Fusion discovered the incorrect licensing issues, we created a detailed license matrix that maximized the distribution of enterprise, functional, task, and self-service licenses.
Can a bracelet really save your life? See how wearable devices resulted in improved care quality and patient outcomes for some of our most vulnerable populations. Challenge Nursing homes have consistently struggled with staffing ratios, and it has only worsened with the pandemic. With a caregiver shortage, nursing home administrators are having to find new ways to keep their patients — a vulnerable, elderly population — safe. That’s where BioLink Systems came in. Nursing homes need to constantly monitor patient vitals to ensure they are providing the appropriate care and can intervene as quickly as possible if there is an issue. But that can often be difficult with large patient loads and patients that sometimes cannot communicate their needs to staff. And with an elderly population, things can spiral out of control quickly if they aren’t caught in time. By constantly monitoring a patient’s vitals, nursing staff can address concerns quickly and mitigate potentially catastrophic events with the patient. BioLink Systems had initially created a device that could attach to an adult brief to monitor urination levels and the patient’s body position. However, they quickly began experiencing issues with their prototype and realized that although it demonstrated their capabilities, it was not ready to take to production. They needed to fix these issues quickly, so they reached out to Fusion Alliance for assistance. Solution The first step was to fix the proof of concept (POC) to create a new demo to get the necessary funding for the project. However, even after the initial fixes, BioLink realized they needed to start over. The POC had to be rebuilt including the software, like web pages and portals, but also the hardware and firmware. Our solution was to architect a full-blown IoT solution from scratch. With the initial POC, all of the data was on-premise. But with the new architecture, we moved everything to the cloud. We were able to ensure each patient had a unique identifier and that all data was encrypted, safe, and HIPAA compliant. In addition to re-creating their initial adult brief wearable, we created a wearable device to monitor patient vitals, including body temperature, oxygen levels, and heart rate. Accurate data in real-time Once we had a solution for collecting patient data by wearable devices, we needed to ensure that it was transmitted to the right people at the right time. To do so, we created smart hubs that were spread around the facility to upload data to the cloud in addition to web portals and a mobile application for caregiving staff. The web portals allow caregiving staff to check-in at nursing stations and in offices, and the mobile application is something they can carry around to check on a patient immediately and provide real-time feedback when they are alerted to a patient concern. These executions allow data to be transferred from the cloud to the portals and mobile apps where caregiving staff are notified with an alert of any patient that requires follow-up care. Improving patient care & outcomes Each patient device is outfitted with an NFC chip so once the nursing staff is alerted, they cannot dismiss the alert until they scan the chip on the wearable device and complete the appropriate assessment. If the alert is not dismissed in a timely manner, as identified by the nursing home administration, the alert is escalated to a new caregiver. This ensures that no alert is missed because a caregiver ise attending to another patient or busy, and interventions are completed in a timely manner. Personalized monitoring & care powered by machine learning Now that we have this data from patients, we can use machine learning to gain insights about a patient’s care and needs. Initially, the patient care staff will set thresholds for appropriate vital levels, but as more data is collected, the system will learn and be able to figure out what the normal levels are for that patient specifically and alert accordingly. Data security The POC device was acting as a Bluetooth beacon, so as we evolved and proposed a new solution, security was at the center of the entire project. We needed to ensure that the data transmission was completely secure and HIPAA compliant, but also that the wearable device had significant battery life so that data was accurate and consistent. To ensure a long battery life, we created a wearable and smart hub that doesn’t have any screens and only communicates via Bluetooth. You simply have to put the wearable device into pairing mode and it exchanges the encryption key through the cloud. Then, the encryption key is sent to the smart hub, and the data is all encrypted through the device and decrypted once it is in the cloud. In addition, each wearable device has its own dedicated encryption key so if one wearable is compromised, BioLink can simply address the issue that individual device without other wearables and data being compromised.
How one real estate company enabled corporate agility to gain valuable and actionable insights through data and analytics. Challenge Most organizations are brimming with data. Information about customers, products, services, and more. All this data can be a treasure trove to companies by allowing them to customize customer experiences and improve internal efficiencies. But, without the right strategy and technology, data can remain nothing more than a digital paperweight, providing little valuable insight for companies to act on. Our client, a large real estate investment firm, wanted more from their data. They were burdened by extensive manual data entry, multiple systems that held different information, and delays with reporting and analytics. They were also dealing with their data storage. Their on-premise infrastructure about to reach capacity, so they knew it was time to act. Like many companies, they found themselves asking if now was the time to move to the cloud. Ultimately, their goal was simple: enable corporate agility by implementing a platform that would ultimately allow them to gain valuable, actionable insights through data and analytics. Now they just needed the right tools and expertise to get there. Solution Cloud Solution We started with an assessment of their existing system and data sources to determine requirements for a data platform that would better provide stakeholders with the insights they need. Our client was looking at different cloud options and wanted to ensure their platform decision would work with their existing systems and allow them to improve their current processes. More than just a new implementation, our client needed the right data strategy in place that would allow them to meet their new business goals. Based on interviews with stakeholders and the results of the platform evaluation, we ultimately recommended a hybrid cloud model that would work with their existing infrastructure, utilizing Azure as a cloud solution and the Snowflake data platform. We created a roadmap that prioritized options for building out their data and technology strategy and a plan for getting from the current state to the updated future state. Implementation & Proof of Concept Armed with the recommendation and roadmap, this investment firm was ready for implementation. We worked with them to: Build out the new data architecture, data model, and ingest processes Identify and integrate new data sources into their analytics environment Create and refine data governance processes and information After the client was able to store and manage their data more effectively, we worked with them to develop dashboards and analytics reporting that would give them the insights they needed to make informed business decisions. Given its analytics and visualization capabilities, automation functions, and ease of customization, we knew that Power BI was the right tool for this client’s analytics needs. Because this real estate investment firm focuses on shopping malls, data from their shoppers was critical. They wanted to be able to track how well their properties were engaging with customers via different social media channels. We engaged with their marketing department to build out a dashboard pulling data from Facebook, Instagram, Chatmeter, marketing email interactions, and more.
Transformation through the Cloud: How DWA revolutionized their business processes and improved productivity
Learn how having improved file management structure streamlined business processes and improved productivity for DWA Healthcare Communications Group. Challenge File management is an integral part of any successful organization. Documented processes and resources for data ensures that items are saved in appropriate locations that are easy to locate, quick to recover, and most importantly, secure. Ideally, employees can save files easily and operate efficiently. But as technology advances, it is easy for companies to inadvertently create silos of file storage, wasting time and energy, not to mention licensing fees. And security should be of the utmost importance. Leadership from DWA Healthcare Communications realized that proactive steps needed to be taken to review their file management system and related processes. They partnered with Fusion Alliance to conduct a comprehensive assessment of all file management tools and the documented the processes that employees regularly took to save files. To design a more effective file system for DWA, it was important to fully understand their current system and pain points. We worked collaboratively with DWA stakeholders to complete a thorough four-step assessment framework. The overall project was met with positive company-wide reception despite the significant organizational change. We were thankful for the partnership and would engage in business with Fusion again in the future. – Kathleen Barrett, COO, DWA Healthcare Communications Group Solution With an assortment of on-premises file servers and an Office 365 instance that included SharePoint Online and employee OneDrives, our consultants found that employees had difficulty finding content within their different systems. In addition, there was significant content duplication, which caused not only confusion, but also an increase in required drive space. DWA recognized the need to streamline and upgrade. They sought a change that would allow employees to move through systems seamlessly and become more efficient. Our consultants suggested modernizing platforms and utilizing the following tools: Microsoft Stream Teams SharePoint Online OneDrive for Business Azure Updating to these platforms with appropriate architecture would allow DWA employees to store and share files in a way that is both convenient and secure. But new tools alone wouldn’t solve a related issue. After decisions were made about platforms, tools, and structure, we moved on to creating a solution for implementation and education. This included providing training materials and making sure that employees were able to understand the changes and feel confident in the new setup, along with ensuring that secure files, documents, and conversations were archived appropriately.
Racing the clock: How we helped Blane Canada create a coronavirus dashboard to measure coronavirus economic impact
Blane Canada needed assistance building a dashboard to provide government leaders data needed to evaluate the economic conditions of their communities, and they needed it fast. Challenge During the summer of 2020, government leaders needed to continually evaluate the economic conditions of their communities in response to the COVID-19 pandemic. They needed to make strategic decisions about how to help businesses, which ones should reopen, what part of the workforce should continue to remain remote, how long that should continue, and so forth. But there was a lack of data on which to base these decisions. Illinois-based Blane Canada, Ltd., an economic development services firm, and the volunteer, grassroots BR|E (business retention/expansion) COVID-19 Response Network envisioned a way to quickly provide that data. They created a benchmark survey and follow-up questionnaire to measure the level and severity of the impact and to learn the needs of businesses. The carefully selected questions revolve around the workforce, finances, supply chain, and the future. However, they needed to gather and deliver this benchmark data, and that would be quite a challenge. Getting the right technology in place The COVID-19 Response Network wanted a tool that would allow them to analyze and distribute data on a large scale and free to the public. The group needed a technology partner who would take time to understand the problem, ask the right questions, and build a technology solution against a tight timeline. Eric Canada, CEO of Blane Canada, was confident that Fusion Alliance, his company’s technology partner of two years, would be the right fit. He asked if Fusion could build a tool for economic developers to learn the impact of the virus on their business communities. Within two weeks, we had a solution and dashboards up and running, available to the public. Solution Our team began by evaluating survey platforms to choose the right one for the task. We conducted proof-of-concept testing to see which platforms met all requirements, and then selected a tool. Next, we determined how to standardize and unify data collection. Then we built the survey, sent it out, and enabled other entities to send the survey, as well. That all happened within five days of being approached. After that, the focus was on how to display the results. Our team suggested something similar to the Johns Hopkins coronavirus dashboard, and Canada was on board. A dashboard would allow users to see the story in a visual format and interact with the data. Working against the clock, we built the dashboard and demoed it a few days later to more than 100 organizations in the growing grass-roots volunteer network. Two days after the survey was sent, the data began pouring in, and it was aggregated and put into the analytics toolset. The group continues to send surveys and follow-up monitoring questionnaires all over the nation, and the dashboard is constantly updated as more results come in. Some companies have participated and submitted up to four monitoring surveys, providing more data points. Fusion Alliance is essential to making a difference for our clients, and, more importantly, for economic developers and communities across the country and beyond. Eric Canada, CEO, Blane Canada, Ltd.
A large insurer was looking to modernize their online quote system to save time, money, and resources. Setting out to have users fill in only one question, they worked to develop a platform to provide accurate quotes with minimal information and clicks. Challenge A leading property and casualty insurer was looking to modernize their online quote system to make the process more efficient for both customers and underwriters. Their goal was to minimize the time someone had to spend filling out forms, but still maintain the integrity of the quote. As a long-term strategic partner, they engaged Fusion to work alongside their team members to leverage our innovation culture and processes to help create the best-customized solution. This insurer needed a solution that would integrate with their legacy applications and comply with the complexities of industry regulations and state-by-state insurance requirements. Given our experience with user-centered design, along with our historical expertise with this client’s back-end legacy applications, we were able to work together to create a vision and solution for an optimal customer experience. Solution We designed and developed a platform allowing the completion of a real-time policy quote without filling out the long online forms leaving customers to figure where they were in the process. The new platform minimized the amount of information required and cut down the quoting time by approximately two-thirds. Although the time to get the quote was now drastically reduced, this insurer wanted to take the platform a step further and make it easier for users to get to multiple quotes without having to click through additional screens or start over. They wanted to ensure the system could not only provide a quote for one insurance line (e.g., cybercrime), but also provide you with multiple quotes across all their service lines. With five different teams in place, all using SAFe (scaled Agile), Fusion was able to create a platform that allowed agents and underwriters to get quotes in rapid time for multiple lines and with minimal information.
Challenge Electricity is a lifeline. The massive impact of an electrical disruption makes it critical for energy providers to be armed with the right technology to minimize occurrences and mitigate risk. Seeking to update their technology per regulatory requirements, this well-known energy provider wanted to use the opportunity to do much more, such as adding functionality to optimize the overall solution and reduce costs. After partnering with Fusion for over a decade, it was a no-brainer to use our experts to take their technology, and their business, to the next level. Solution Modernizing this company’s platform was a tremendous undertaking. The organization was required to transition off of one platform for utility response and switch to a completely different platform to meet new industry regulatory requirements. But, they also wanted a solution that: Provided a configuration workflow that does not require code manipulation Provided a vehicle for “health checks” for uptime monitoring Added email notifications to enhance the system functions Fusion’s approach was to design a configurable, resilient Windows service that would: Securely communicate with the new platform Persist all messages from PJM to the file system Integrate with PJM through file drops Allow for health checks through a web service port Provide email notifications for both successes and failures Provide logging that can be later aggregated Fusion successfully implemented the solution before the tight deadline of the expiration of the legacy platform.
Challenge A specialty insurer had little confidence in its release pipelines. It pushed code changes apprehensively, as its day-to-day norm became putting out fires in production. The insurer wanted to embed confidence of quality into its software development lifecycle so that it could deliver functioning software with a positive business impact. Solution Fusion’s software testing experts worked with the client’s development teams to develop two reusable frameworks for automating and verifying their applications. The first handles their web-based applications; the latter addresses their desktop clients. Through the entire engagement, we helped the client understand what constitutes a good set of tests.
Discover how a large, Ohio-based utility company reduced the risk created when employees use their personal devices at work and reaped the benefits of AMP. Challenge Doing things the traditional way can come back to bite you, especially when it comes to security. Traditionally, access to company data has been controlled by a company’s network, internally or on-site, and IT manages what devices and applications have that access. But today, with the increasing abundance of mobile applications and enterprise solutions moving to the cloud, companies are losing that control, resulting in an increased risk of a compromised device or data leak. For a utility company at which the bring-your-own-device (BYOD) trend was quickly becoming the norm, they face a new, insurmountable task: keeping their data secure. They needed a solution that would allow them to manage all company-owned and personal devices (both iOS and Android) that access company data, along with the types of information that could be accessed and protection levels. The company wanted to find a way to meet their employees’ needs, stay compliant with industry regulations, and keep their data safe. Uncover the journey this client took to get there. Solution An Ohio-based utility company already had a mobile device management (MDM) program in place through a third-party vendor, but the additional cost and lacking functionality left them looking for a different way forward. After careful consideration of different mobile device management solutions, they were ready to move forward with Intune, a Microsoft Enterprise Mobility Suite (EMS) product included in their existing subscription. They turned to our Fusion team’s security experts for solution implementation and to help create a comprehensive MDM program. This EMS implementation entailed more than rolling out an out-of-the-box solution. In addition to setup and configuration, our team worked with the client to define and create device security and compliance policies. Additionally, we defined the initial model for data classification and identified requirements for information protection use cases. They were able to launch their new BYOD management solution to more than 250 people with immediate benefits. The implementation provided increased security and control by allowing centrally managed identity and access across all devices, the datacenter, and the cloud. In addition to device protection and management, this new solution would also allow them to control access to Office 365 and other applications.
An insurance company expected great things from its marketing technology but weren't getting results. Discover how we helped them create a strategy and roadmap to optimize their tools to increase efficiency and improve the customer experience. Challenge Martech enablement presents common challenges It’s an all-too-common tale. A company invests in marketing platforms with the hope of being able to seamlessly execute personalized, timely, and relevant marketing campaigns to engage customers. But once the technology is implemented, challenges arise ─ and the team is left frustrated that the promises of the platform providers do not meet their expectations. One of our clients, a prominent insurance company, heavily invested in a powerful martech stack: Salesforce Marketing Cloud for email, Sitecore CMS for website content management, and Microsoft Dynamics CRM for customer data. They expected the tools to increase marketing’s efficiency and improve the customer and agent experiences, leading to better engagement, new customers, growing loyalty, and increased revenue. But that’s not what happened. In reality, Marketing struggled to use the platforms, and the systems were not effectively integrated. Typical marketing tasks often required the help of IT or developers. There wasn’t a single source of truth for customer data, so it took weeks and a lot of manual processes to send an email. Sitecore was not built to allow self-service capabilities. The team wanted to send personalized messages to the right people at the right time in the right channel, but they couldn’t. They experienced issues with data quality and an inability to leverage analytics for benchmarking and reporting. It was time to seek outside expertise. Solution We proposed a martech maturity strategy to help move the company toward more efficient and effective use of their marketing technology. Our first step was to get clear on outcomes. What were they trying to accomplish and how would success be measured? We discovered they wanted to: Increase operational efficiency and self-service of their martech stack Have a single source of truth for customer data Personalize and enhance the customer experience Mature their measurement and reporting capabilities Success would be measured by an increase in engagement with marketing messages and, ultimately, increased revenue. Our project team included experts in technology, digital strategy, data analytics, and customer experience. They worked closely with our client’s marketing, IT, data, and customer experience teams to understand their processes, pain points, and how the teams work together. We assessed the current state of their martech stack, identified gaps, and made recommendations to mature their digital marketing capabilities. More specifically we: Evaluated client’s implementation and use of Sitecore, Salesforce, Dynamics CRM, and Google Analytics. Developed an understanding of the user journey (both customers and agents) and identified points of friction. Collaborated on the company’s customer experience vision and how they’re engaging their customers. Evaluated a current campaign to bring depth to our understanding and inform our recommendations. This was more than a technology play. It was about solving problems and connecting the dots so that our client could achieve their business goals. What we uncovered Our client’s martech platforms were not set up in a way that was optimal for their marketing team to use, nor were the right processes and governance in place to ensure tactics were executed effectively. A domino effect occurs in such scenarios. The original setup resulted in delays and missed opportunities to engage customers, which impacted customer acquisition, retention, loyalty, and ultimately revenue for the company. Our goal was to help mature their digital marketing capabilities in order for them to meet their goals and objectives. The roadmap to success We provided a martech maturity strategy, including a roadmap listing the activities and workstreams that, when implemented, would enable the client to work more efficiently and effectively to accomplish their goals. Some of the work we did and key recommendations included: Sitecore CMS Recommended best practices for content management architecture, permissions, and how users access the system (Sitecore XP, including Sitecore SXA). Suggested key architectural changes so marketers could work faster and independent of IT. Provided steps to help the client mature into Sitecore’s A/B testing, personalization, and marketing automation offerings. Google Analytics Identified where the client could go a level deeper with their analytics, beyond base-level metrics they were tracking (e.g., track specific events on-site and ID users who logged in and their actions). Identified cleanup activities to remove duplicate data and ensure that inaccurate data was not polluting their dashboards. Salesforce Marketing Cloud Identified which Salesforce upgrades they needed to purchase in order to achieve the goals they outlined. Identified opportunities to integrate data from the CRM to increase the accuracy of customer data and decrease the time to execute email campaigns. Microsoft Dynamics CRM Identified data issues that needed to be resolved to fully leverage the CRM. Outlined the ideal way to leverage Dynamics within the technology ecosystem.
Life-saving technology for long-term care: How one healthcare leader tackled problems for most vulnerable patients
Need to increase brand loyalty? Solve customer challenges using technology. See how a market leader in diabetes care turned the worst pain points in long-term care facilities into an opportunity to save lives and money. Challenge The healthcare technology solutions market is saturated with companies vying to stay relevant by delivering game-changing ideas. A leader in diabetes-care solutions had an idea regarding managing diabetes patients in long-term care settings, and they asked Fusion to be the technology partner to bring it to life. The stakes are high for diabetics in long-term care settings. Any number of seemingly simple-to-avoid missteps may lead to a snowball effect of negative outcomes, ranging from worsened health to patient deaths, not to mention the financial impact on caregivers and facilities. Identified problem for customers After significant research, our client identified a frequent, expensive, and potentially fatal problem: unreviewed test results. It is common practice for diabetes patients in long-term care facilities to have standing orders for blood glucose monitoring every few hours. But if the physician did not review the results before the next test was conducted, the insurance company often would not reimburse the facility for the cost of the initial test. And because test results weren’t being reviewed in a timely manner, caregivers often did not intervene as quickly as necessary during diabetic episodes, resulting in adverse outcomes such as amputation, diabetic comas, and subsequently higher payments for insurance companies. Envisioned solution to drive customer loyalty The client wanted to develop a patient-event notification system that would automatically upload the standard diabetes test results and securely send them to the provider. If the provider did not respond within a set amount of time, the system would automatically follow an escalation protocol, sending the results to the next level provider, etc. The process would continue to escalate until the issue was resolved. If the results revealed a diabetic event that needed immediate attention, the provider would be able to create the necessary care plan to minimize negative outcomes. And if the company could create a notification system that worked specifically with its own diabetes-care tools, it would strengthen customer loyalty to its specific product and brand. Converted an idea into a technology solution The challenges of building the technology solution would be compounded by a multitude of security and privacy regulations. The company chose to work with our team because they needed a partner with deep experience in regulated industries, broadly integrated technical proficiency, a clear understanding of security and usability issues, and the ability to meaningfully engage and wrap solutions around business processes. We would need to navigate complex relationships with patients and providers, ensuring the solution would comply with industry regulations and patient confidentiality standards. Our team was excited to get started. Solution Our Fusion team helped the client in the journey to develop, pilot, and grow the diabetic-event notification system: from marketing and trade-show work to a new, high-security data center, custom application, and an exceedingly well-received, web-based caregiver interface. To implement an event notification system that could securely submit patient information and follow the requested escalation protocols, the company needed to build a new interface. We built a web-based .NET portal that allowed the results to be transferred from this company’s blood glucose meters to the provider for timely review. Our team remained focused on patient privacy and industry regulations and created a high-security data center to ensure information security throughout the portal. Usability was another important piece of the solution because when providers can’t or won’t embrace the technology, a great idea isn’t worth much. We implemented features to enable unified messaging to allow providers to receive information in a customized way that was convenient for them. The pilot program successfully determined that the new event-notification system would substantially assist in improving patient care, patient satisfaction, and quality of life, while increasing reimbursement rates and lowering operating costs for long-term care facilities. The company earned immediate success and brand loyalty due to its absolute focus on the customer.
A regional bank wanted to reduce attrition to retain millions of dollars that flee when customers close their accounts. Could machine learning predict which checking accounts are likely to close so that they could change the outcome? Challenge With the banking industry in flux, disruptive competitors grabbing market share, and customers raising the bar on what kind of experiences they expect, banks must find ways to attract and retain customers on a level never known before. Today’s banking customers grow impatient more quickly than they have in the past, and if they are unhappy with an experience, their loyalty is fleeting. According to CDC/NCHS National Vital Statistics, each year, most banks lose about 10% of their account deposits due to customers closing their accounts. Of that segment, 50% leave because they are dissatisfied with the bank’s service, fees, rates, products, or lack of convenience. The other 50% leave due to events that the bank cannot control, such as death, divorce, or displacement. For example, if a bank handles $700 million to a billion in deposits annually, nearly $100 million in capital walks out the door each year due to customers closing their accounts. A regional bank saw an opportunity to reduce attrition in this area. This long-time client wanted to be able to predict which checking accounts were likely to close within the next 90 days so they could take action to retain the customer. They knew machine learning could provide them with that data, but they had never leveraged it before. Machine learning is a data science technique that analyzes massive quantities of data, especially historical, to discover trends and insights and rapidly predict future behaviors and outcomes. The technique lets the data learn from itself, free of human bias or the need for explicit instruction. Traditional analytics tools don’t have the capability to rapidly uncover patterns when there are billions of data points to be analyzed, nor can humans identify patterns in such large quantities of data, not to mention in real-time. This is the value of machine learning in enabling your data to be a market differentiator, and that’s why this bank wanted to explore a proof of concept through a Fusion Alliance Machine Learning Jumpstart. ON-DEMAND BANKING WEBINAR: Learn how to turn data into insights that drive cross-sell revenue Solution Our team had more than one goal when we began this jumpstart. Foremost, we wanted to develop a machine learning model for this bank to reduce deposit attrition. We also wanted to support the education of the client’s team on the key elements of machine learning, such as the process for training models and the process for generating predictions. This would occur organically as we worked side by side and guided them through the journey. The bank was interested in machine learning because it decreases the risk and expense of traditional analytics by allowing the data to speak for itself. They additionally wanted to understand the key metrics for evaluating machine learning models. Innovation Use case identification. Prior to beginning our technical work, we explored a variety of use cases in a workshop with the bank’s business and technical stakeholders. Our team rated the potential use cases on different criteria such as how complex it would be to develop the model, what data was available, and the value impact to the bank. Together we agreed upon the deposit attrition proof of concept, deciding it would drive maximum predictive value with minimal risk. That would be the basis for the succeeding steps. Data processing. We performed an inventory of existing data, sourced the data, cleaned it, and loaded it in the target on-premises environment where the models would be developed. We provided the option of loading the models in the cloud to enable additional ML models and more complex computations. Machine learning model development. Within three weeks, we began to engineer the machine learning models, choosing the subset of data most relevant to the question, “Which checking accounts are likely to close in the next 90 days?” We selected the machine learning algorithms, then trained and tuned the model. We then met with the bank’s stakeholders to present metrics to measure the model’s success, focusing on KPIs. Model insights integration. In this step, accounts at high risk of closing are referred to the bank’s retention team, and Fusion helps expose these insights so that the bank can take action. The end-to-end process to generate daily predictions using real-time data can be accomplished in less than an hour using the bank’s current infrastructure. As a next step, optimization can occur. In this phase, model efficacy is captured, and the bank can optimize and expand the use case or use the model as a template that can be modified for one of the other vetted use cases. The entire proof of concept took eight weeks, and the bank is now in possession of machine learning models that can be implemented in marketing campaigns in the next phase.
A large institutional bank solved a recurring issue of more accurately predicting cash reserves. See how machine learning made it possible. Challenge Managing bank and credit union reserve cash is a complex exercise: manage it too tightly and your institution may be subject to high-interest Federal Reserve borrowing fees. Manage it too loosely and your firm may lose out on substantial interest revenue from parked cash. Our client, a wholesale financial services provider to hundreds of credit unions in the U.S., traditionally kept a large volume of cash in reserve to account for member credit union activity. Since these credit unions conduct business autonomously, the organization was constantly challenged to predict members’ cash reserves without any direct control or visibility. It was time to explore opportunities to apply advanced analytics to predict member activity and drive better returns on reserve cash, and that’s what led to their partnership with the Fusion Alliance team. ON-DEMAND BANKING WEBINAR: Learn how to turn data into insights that drive cross-sell revenue Solution While this client was unable to directly influence credit union spending and borrowing, they possessed one critical element — decades of financial transaction data to support the cash reserve engagement. Company leaders understood there were patterns in the member credit union data based on calendar milestones (payroll activity, mortgage pay activity, etc.) but needed help identifying these regularities in the noise across hundreds of credit unions and billions in cash. This project explored 18 years of historical cash data to predict the next 60 business days of member activity, in aggregate and by cash account. The initiative additionally provided a discrete view for the investment desk to simulate cash and borrowing needs to effectively partner with finance. Ultimately, the machine learning algorithm that needed to be selected would need to favor recency of history but still account for the entire body of transactions. To accomplish this, our team: Landed and cleaned data in the company’s Azure Cloud Accumulated success metrics on a variety of algorithms to achieve the desired liquidity aims for the organization Ultimately, selected a long short-term memory recurrent neural network Once we achieved the desired metrics for cash management, our team: Developed an analytical website solution that: Allowed the company’s finance team to feed new data Exposed long-term analytics with the liquidity for the investment team to effectively manage bank cash in the big picture Secured the environment according to bank best practices Developed a weekly retraining process to keep LSTM models current Integrated the solution with a machine learning web service hosted in Azure
A leading grocery retailer partnered with Fusion for years to find new ways to launch innovations and ideas that ultimately increase revenue and market share, redefining the business model and grocery shopping as we know it. Challenge The grocery industry is changing. Players like Walmart, Amazon, and Instacart are making it so that customers never have to leave their houses to get the fresh food they are accustomed to buying at their local supermarket. New meal-kit delivery services like Blue Apron allow customers to have pre-prepped food delivered to their door. With today’s consumers having more options than ever, their expectations of convenience are unrivaled. Traditional grocers have to find a way to keep up. One of the nation’s largest supermarkets reached out to Fusion to help them utilize the latest technology to forge their path forward. The results were not only new applications that would improve their market position and customer loyalty, but also a digital transformation that would elevate their brand entirely. Solution When the company reached out to Fusion, they had already developed a proprietary solution that could change the way their customers shopped in the store, helping them avoid waiting in checkout lines. A pilot program was underway in select stores and showed improvements in the shopping experience that brought customers back again and again. Together with Fusion, the company developed a mobile application that allowed the program to be rolled out. Additionally, the application team added data analytics features to the application to collect valuable information about customer purchases, allowing the retailer to better inform the customer buying experience and improve customer service. The partnership didn’t stop there though. Since then, Fusion has been an integral part of multiple consulting teams working on different technologies and applications. The ability for our experts to work with and lead teams with other consulting firms has proven invaluable for this retailer and allowed them to make significant progress on their strategic initiatives. This retailer’s digital transformation has been so successful that they are taking this initial mobile application, among others, and working to license them for commercial sale. This company realized that early and constant focus on innovation has led to much of their success, and that other retailers were experiencing the same issues and looking for the same solutions. Providing such solutions commercially would unlock another revenue source and move the retailer even further to the top of the grocery space.
This bank wondered if they could use their data to understand their ideal customer and identify opportunities. Here's how we helped them use machine learning to achieve their goals. Challenge A growing bank was relying on word-of-mouth and referrals to acquire new commercial customers. Decisions on the best target customers were based primarily on a banker’s personal experience, and prospecting was somewhat random rather than based on strategy, making the entire sales pipeline unpredictable and difficult to scale. In addition, the utilization of the CRM was inconsistent and incomplete across the organization, and data was siloed and decentralized. All of this limited the effectiveness of using data insights to support sales and marketing. The bank’s leadership was seeking answers to mission-critical questions that could allow them to grow market share in the region. These questions included: Who is our ideal customer? What characteristics, behavior, and experience with the bank make a customer ideal? How can we use what we know about our ideal customers to identify the best prospects? Can we improve the number of prospects that become qualified sales opportunities? How many ideal target customers are in our region? Can we develop an outbound marketing program for our prospects and effectively use CRM to manage it? Is there a way to prioritize which prospects to target? How can we improve the quality of data used for sales and marketing? How can we create a true segmented marketing strategy? Bank leaders wanted to change the paradigm used by the bankers to influence the focus of sales and prospecting efforts, so they brought Fusion in to assess the situation. ON-DEMAND BANKING WEBINAR: Learn how to turn data into insights that drive cross-sell revenue Solution Fusion presented a strategy and machine learning approach to build a solution that would allow them to identify the ideal customer using data, target prospects based on the understanding of an ideal customer, and identify new opportunities in the market. Machine learning is a data science technique that uses the breadth and depth of data, especially historical, to rapidly predict or forecast future outcomes, behaviors, and trends. The technique lets the data learn from itself without human bias, preconceived notions, or the need for explicit instructions — and because the quantity of data can be massive, machine learning can identify patterns that cannot be uncovered or recognized by humans, especially when there is a need for real-time decision making. There’s much more to this story than just defining a problem and throwing machine learning at it. The real story is about the process you take to find your solution. It is an iterative process where you learn from the insights gained and use them to make continuous improvements. Our approach to identifying the ideal customer and improving prospecting for this client consisted of five key steps: 1. Defining the characteristics that make up an ideal customer. To gather different perspectives within the organization (finance, marketing, sales, etc.), we spoke individually with key business stakeholders and asked what they believed were the characteristics of the ideal customer. Then we brought the stakeholders together in a workshop to create alignment and clarity about which attributes they collectively would identify with the ideal customer. Next, we brainstormed and selected high-value uses cases for the machine learning models. 2. Understanding their data, its viability, and its readiness to support the “ask.” Machine learning initiatives are only as successful as the quality of the data, so profiling the bank’s existing data was a necessary step. We identified all available data and performed an analysis to assess data quality and completeness to support the defined objectives. Identifying where to find the best source of the data was an essential part of this exercise. Analysis at this stage can reveal where remediation must occur to either improve any data deemed to be of poor quality or fulfill gaps for essential data to best support the objectives. After the remediation of the data elements has been performed, there is a solid foundation upon which to leverage machine learning. 3. Developing a machine learning model that leverages the significant characteristics for use against prospects or existing customers. In this step, we allowed the customer data to speak for itself and identify characteristics of an ideal customer. This involved: identifying data elements that should be input for the machine learning model based on the data profiling provisioning a cloud environment and developed data ingestion defining and developing machine learning predictive models that supported the defined use cases executing the model against real data and assimilating the output to graphically show the customer segmentation 4. Finalizing the ideal customer definition and refining the model. We used stakeholder inputs, data profiling outputs, and machine learning to let data and actual outcomes influence the definition of the ideal customer. We explained to stakeholders what the model said was the ideal customer compared to what they said. This knowledge enabled a discussion that led to alignment about a final definition. Then we agreed on the final criteria/attributes and how they would be used to align with specific prospecting initiatives. Ultimately, the definition of an ideal customer is based on the context of your objective and, therefore, will result in multiple profiles that align with those objectives. Next, we built the machine learning models that would score (or rank) customer and prospect lists against the ideal customer model. Then we operationalized the model for use in marketing campaign processes. 5. Running the model against lists of potential or existing customers for the purpose of acquiring new customers and business. In this stage, we developed the prospect target list and scored the prospects. When ready, the company can execute the marketing plan based on the prospects. Over time, there is an expectation that new models, based on different features, are developed to align with different sales and marketing objectives.
As sensitive information is more frequently kept and transmitted through digital means, solid data loss prevention (or DLP) strategies are critical to protecting your company, your employees, and your customers. In this DLP case study, find out how a leading banking corporation kept their data secure and allowed employees to work on personal devices without burdensome program enrollment or intrusive device control. Challenge Through an evaluation of their own data loss prevention strategy, a large midwest banking corporation discovered the need for a bring-your-own-device (BYOD) program and a way to securely manage corporate data on personal devices. The company needed to control access and security for their corporate applications and minimize their oversight of the personal device itself. Focused on keeping their clients’ sensitive banking information secure and maintaining compliance with industry regulations, this bank looked for a data loss prevention solution that would meet their specific needs without overhauling their infrastructure or straining their budget. Solution Because of our extensive experience in DLP services, this bank partnered with the Fusion team to implement a comprehensive data loss prevention strategy. After completing a security assessment, we provided them with business cases and a roadmap to implement Microsoft Intune’s mobile application management without enrollment solution. This solution allows them to manage any application that contains sensitive corporate data on almost any device, including employees’ personal devices being used for work. Intune MAM-WE also allows this bank to manage application protection policies to ensure corporate data is protected within the application and not accessed by or shared with any unauthorized person or program.
M/I Homes wanted to improve their website to meet the demands of potential home-buyers looking for a customized experience. They had a vision, but they needed the technology to execute it. Challenge In today’s real estate market, a company’s website is often the organization’s first opportunity to make a good impression on potential clients who are beginning their home-buying journey. Research shows that design options and personalization together are the #2 driver of new homes, after location. M/I Homes, one of the largest homebuilders in the nation, recognized that their website, mihomes.com, is a critical pillar of the M/I customer experience. It introduces visitors to their unique brand promise, diversity of community locations, and an array of home product offerings. As such, M/I’s leadership wanted to leverage the site to help simplify the buying process and reduce the stress on buyers. The company decided to embark on a website redesign that would deliver a more user-friendly and relevant web experience. The company’s goals would be to: create a more intuitive and engaging experience for both prospects and customers consolidate and simplify existing website features Solution M/I already had a digital partner to provide website and marketing content, but still needed a technology expert to build out the site. Together, we identified core challenges their new website launch would overcome, including a lack of consistent branding and messaging, different needs and preferences in each market, and difficulty finding relevant information. When they were ready to execute their new vision, we suggested Sitecore as the new web content management system and helped M/I lay out the process to implement it. The goal of the new website was to deliver the right buyers to the right homes, faster. The more the website can set buyers up for success with the right information and options, the more likely the potential homebuilders are to continue with M/I and can move through the process quicker. We built out use cases beyond the basic requirements of the new website and worked with their third-party digital team to include more relevant content. As a result of Fusion’s work, M/I is now able to grow the capabilities of their website in significant ways.
How does a financial services firm improve sales targeting to predict its clients' desires to invest? Machine learning was the answer for PFC. Find out why. Challenge Long-time client Primary Financial Company (PFC) manages an investment program for institutional investors to invest substantial funds in federally insured CDs. The company: Monitors, tracks, collects, and disburses principal and interest on nearly 40,000 CDs Manages over $7 billion in assets Supports relationships with 5,000 financial institutions and institutional investors PFC wanted to improve sales targeting to predict CD issuers’ funding needs and institutions’ desires to invest. It partnered with Fusion on a pivotal initiative to explore how advanced analytics/machine learning could drive data-driven, predictive outcomes. ON-DEMAND BANKING WEBINAR: Learn how to turn data into insights that drive cross-sell revenue Solution Organizations with the expertise to leverage machine learning will significantly widen the gap between themselves and competitors who aren’t able to move beyond traditional analytics tools. Fusion’s data science and application development teams work together to unlock business insights. We allow our clients’ data to tell the story without introducing bias to the underlying predictions. This hybrid approach allows us to apply agility in the process to rapidly operationalize insights into tools and platforms you use every day. PFC understood the value proposition of machine learning and partnered with Fusion to explore the following machine learning models: Identify best issuers for sales solicitation, including former, current, and prospective issuers Provide rate guidance to investors and rate/term guidance for CD issuers Target investors by likelihood of close The process included four main steps: data acquisition, transformation, model development, and predictive analytics. All relevant private and public data sources were identified and acquired to gain more information on current and prospective customers. PFC and Fusion then collaborated to determine meaningful and available factors. Next, the data was transformed so these factors would be consistent and accurate. With a solid foundation, Fusion developed machine learning models that would learn and identify patterns, then recognize those patterns when seen again to apply lessons to predict outcomes. The first phase was highly successful, producing the following benefits, with more to come in the next phase. Equipped PFC sales team with a qualified list of issuers to target based on previous profiles of customers. This enables efficient use of PFC’s finite sales and marketing budget Provided a deeper understanding of where CD issuers need to price their instruments and the rate at which investors are likely to purchase. Understanding this spread allows PFC to potentially achieve larger-scale trading business Provided a simple way for PFC’s co-brokers to market the right product at the right time to the portfolio of investors
Learn how an enterprise organization found a sustainable and cost-effective way to stay ahead of technology changes and develop market-driven solutions. Challenge McGraw-Hill Education (MHE), one of the Big Three providers in education content, recognized years ago the significant opportunity presented by changing technology in the classroom. Educators were under pressure to provide individual, personalized learning to every student. If MHE could deliver insightful, technology-based education products and services, they could demonstrate their commitment to providing customers with state-of-the-art, adaptive learning systems. In doing so, they would redefine themselves as a large corporation with the capacity to innovate in a changing market. They knew partnering with a company experienced in developing technology solutions was key, and that’s how the long and collaborative relationship between MHE and our Fusion team began. Solution When our Fusion team first began working with MHE, their main challenge was the tremendous demands that producing innovations would place on the organization’s mission to deliver high-quality content and materials – especially since their primary expertise when we started working together was print-based, not digital. MHE looked to us for thought leadership and a strategic vision, and to leverage our application developers, scrum masters/project managers, quality assurance resources, application technical leaders, and technical product managers to help execute the vision. Different development teams were organized to deliver numerous large-scale educational products that continue to be used in classrooms today. For example, we led the architecture and business-case discussion for deploying application services in the cloud, which serves more than four million students. As the success of the partnership continued and specific products were delivered, MHE expanded this practice across their digital platform group. Another benefit emerged serendipitously. When MHE originally partnered with Fusion in 2010, Fusion was a thought leader in the Agile space. As such, we introduced Agile development principles and the Scrum development framework to MHE’s team, who began to experience firsthand the difference an Agile environment can make. Fusion’s Agile framework became widely adopted within MHE.
Learn why customer journey mapping is critical to delivering meaningful customer experiences and developing any mobile app. Challenge When Cincinnati Bell, a Midwestern provider of integrated communications solutions, decided to create a mobile app, they embarked on a journey that would improve overall customer experience (CX) and establish a measurable, actionable CX strategy. Before forging ahead with their plan to roll out a relevant mobile app, Cincinnati Bell set on a course to understand its customers and how they feel about the company’s services and processes. While some businesses might try to deliver an app without such planning, Cincinnati Bell invited the opportunity to connect its quality service and mobile app to a carefully considered CX strategy. Solution Our team of Fusion digital experts assessed Cincinnati Bell’s current CX strategy and developed a customer journey map with recommendations for improvements. Analyzing the customer data provided critical insights into the customer base, which enabled us to develop persona profiles for two customer segments. The two personas were used to map out the customer journeys and identify the actions, thoughts, and emotions of the customer, along with the interactions and touchpoints between the customer and Cincinnati Bell. Using the map and its findings, we performed a gap analysis to reveal the strengths and weaknesses of the customer experience along this journey. The data collected established a clear view of where in the journey the two personas experienced friction. It also equipped Cincinnati Bell with an enlightening 360-degree view of the customer experience.
Find out how Cincinnati Bell used a mobile solution to provide meaningful interactions to enhance the customer experience and elevate their brand. Challenge A dominant force in the telecommunications industry, Cincinnati Bell was already providing top-notch communications solutions to customers all over the Midwest. But they lacked a way to effectively manage these services such that it would be convenient for customers and cost-effective for the company. The solution was a mobile application, built to address current customer pain points, that would allow users to manage their services, pay bills, or chat with the Cincinnati Bell team at the convenience of their fingertips. Cincinnati Bell wanted to ensure their app would tie to their broader vision of an improved customer experience. As such, the app was developed with great consideration given to meeting the needs of customers and driving the business forward. The company partnered with our team of digital experts to take their ideas and turn them into solutions. Solution Phase one: Digital strategy Discovery and decisions about user design and customer needs, specifically addressing the needs of millennial customers Customer journey mapping Creation of target personas Gap analysis Pain point identification Understanding which app features would be most relevant to customers and address current CX issues Phase two: Application development IOS and Android applications designed concurrently using Agile methodology Developers provide workable software for review every two weeks, enabling customization and changes to be made throughout the process as they receive feedback from testers and users Phase three: Measurement Develop a measurement strategy to assess the impact of the mobile app on customer experience and, ultimately, business results
Learn how a website redesign and CMS installation helped one of the nation’s largest health insurance providers deliver results in digital, mobile, and web marketing. Challenge With healthcare in a state of constant change, UnitedHealthOne (UHOne), had to make changes to its online presence to unify and reinforce the brand. It also needed to more effectively deliver quotes to potential customers during peak times. But there were challenges: several internal websites, two public-facing sites, and the need to design a single website to meet the changing demands of the Affordable Care Act. UHOne also wanted to strengthen brand identity, personally connect with broad audiences, and create web properties that can be adapted quickly, all while complying with brand regulations. That’s a tall order. Solution UHOne recognized it needed to overcome three challenges to remain competitive: infrastructure, branding, and marketing. It worked with our Fusion team to develop a solutions approach with an Agile Scrum methodology that leveraged three concurrent workstreams: technical, digital and design, and content. The technical workstream Conducted an analysis of infrastructure and relevant system parameters required to establish a solid, enterprise-level Sitecore Content Management Systems (CMS) environment with appropriate security, capacity, and operation readiness Planned, designed, and rolled out Sitecore environments for development, test, model, and production Created a platform-as-a-service model, enabling microsite creation and configuration of future web properties that may be created on the Sitecore instance The digital and design workstream Created a design and user-experience strategy that is repeatable and/or translatable to multiple sites served by the Sitecore platform, while still allowing for each site to develop its own “personality” Established critical success factors for website organization, experience architecture, navigation, functionality, and visual design Determined mobile usage needs and parameters for responsive web design The content workstream Restructured existing content to utilize Sitecore’s CMS capabilities: delivering personalized, modular content for consumers using ever-evolving devices Laid the foundation for a “localization” approach to personalization due to constraints of state regulations Developed content governance protocols that utilize Sitecore’s workflow capabilities and reflect current content marketing, SEO, and mobile/device best practices Implemented Google Tag Manager to accurately track visitor activity and conversion rates UHOne took time to rebuild the right infrastructure and implement the appropriate systems, and it paid off. Working together, we implemented a Sitecore CMS platform structure, combined the public website into the unified uhone.com website, and developed repeatable, scalable processes for hosting future sites on the Sitecore CMS platform to meet strategic business needs.
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