End-to-end transition planning, knowledge transfer, parallel operation and cutover. The highest-risk moment in any vendor change — and the one we stay through.
Detailed, sequenced, owned. Every dependency surfaced, every cutover criterion defined, every rollback path documented.
Structured handover from outgoing to incoming provider — and to your retained organization. Nothing left in someone's head.
Both providers running, results compared, gaps closed. Cutover only happens when the new operation is demonstrably as good as the old one.
The day itself, plus the weeks after. We stay until the new steady state is genuinely steady.
Outgoing providers are incentivized to leave, not to transition cleanly. Incoming providers are eager to start, not patient about discovery. The transition is where most of the value of a vendor change is created or lost.
We run it independently of both providers, with a transition manager who reports to you. The plan is realistic. The cutover criteria are defined upfront. The day-after support is part of the scope.
If any of these sound like the boardroom you're sitting in, we should talk.
The outgoing provider is incentivized to leave, not to transition cleanly.
Knowledge sits in the heads of three people who are about to walk.
Cutover is scheduled and the team has never run a parallel operation before.
The new contract starts and the operational risk is suddenly yours alone.
A recent result
Sodexo: Frame Contract model and global transition that allowed globalization of the IT organization without losing control of supplier selection or contract quality.
Read the case studySodexo IT Program