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A complex set of circumstances lead to both client and service provider, who have had a very checkered performance and relationship history, agreeing that neither could afford to terminate this high profile deal without mutual poor publicity. They resolved to use Hamilton Bailey as a neutral outsourcing specialist to reposition and restart the contract. Due to the complexity of the poor original due diligence and inadequacy of the original tender, we forensically rebuilt a view on the state of the assets (people, application systems, infrastructure, networks, etc), previous performance, project spends, third party contracts and services and compared them over three separate period to illustrate investment or lack of, cost elimination and synergies, business demands, governance, etc to illustrate failings and contributions on both sides. This report was accepted without reservation by both parties. A new contract, significantly different service delivery model, governance and reporting structure, new costings, capital expenditure and technological refreshment programme addressed the Pís (Purpose, People, Processes and Procedures and Performance) and was signed off and implemented within five months of the project commencing. The first anniversary of this repositioned deal hit 94% of the original objectives and the service provided hit all bonus incentives.
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