Where the work has actually run.

A global specialty insurance and reinsurance broker was running its North American technology estate across four data centers (two co-located in the US, two on-premises in Canada) on aging infrastructure that had become a cost drag, an operational risk, and a constraint on the firm's ability to scale its specialty lines and reinsurance platforms. The firm wanted to exit a managed services arrangement, modernize the underlying estate, and prepare the operating model for a corporate transaction the leadership team anticipated within the planning horizon. Lift-and-shift was off the table. The brief was to redesign how technology underpinned the operating model, not just relocate it.

We ran the program from inception through closure. Eleven parallel workstreams: cloud readiness assessment using Cloudamize, Azure Landing Zone build, end-user computing migration, client virtualization via Citrix, business data migration, application transformation and re-platforming, telephony and UCaaS consolidation, tooling and automation, and co-located data center decommissioning. Azure was the target platform throughout. We built the multi-year financial model behind the program (three-year and five-year views) and presented the investment case directly to the firm's group-level executive committee. The case was approved. Mid-program, two M&A IT integrations were folded in as concurrent workstreams. The first ran five months across multiple offices and three states. The second ran four months across multiple offices and three countries. Process maturity from the first carried into the second, reducing both cost and time-to-market by roughly 25% year-over-year.

The cloud transformation was delivered. Four data centers consolidated to a unified Azure environment. Multi-million-dollar projected IT expenditure reduction over five years against an eight-figure program investment, with the variance approved at board level. Both M&A integrations completed on schedule. The infrastructure foundation and operating model the program established were the platform the firm carried into a subsequent acquisition by a global professional services group. The disciplines that ran this program (board-level financial articulation, multi-workstream sequencing, and integration governance under live-program conditions) became core principles of the M² framework in its current form.

A leading global reinsurance broker, part of one of the largest professional services groups in the world, was running its Americas client service platform and enterprise systems (broking, fiduciary operations, CRM, finance, and treasury) on aging on-premises data center infrastructure. The modernization mandate was material: live production systems underpinning broking revenue, client financial management, and regulatory reporting. Disruption carried direct financial and compliance exposure, and the program had to land cleanly across multiple regions and a complex internal stakeholder landscape including engineering, security, networking, operations, disaster recovery, and external delivery partners.

We served as program manager for the core delivery initiative within the broader Americas Client Service Platform & Enterprise Systems (Finance, Treasury) program. The migration covered roughly 200 servers moved to Microsoft Azure, 13 PaaS services evaluated and integrated into the target architecture, and 10+ terabytes of data across systems including broking information management, fiduciary operations, CRM, finance, and treasury. The program required more than 300 resource days from the central technology infrastructure team alone, coordinated against the engineering, security, networking, operations, and disaster recovery functions, and the external delivery partner ecosystem. We owned governance reporting, resource forecasting, and milestone tracking across the full program duration.

The two-year program was delivered in full. All core systems (broking, fiduciary, CRM, finance, and treasury) live on Azure. The PaaS services integrated into the target platform. The program modernized the operational foundation of the broker's Americas client servicing capability and became the cloud infrastructure the organization carried forward through a subsequent corporate reorganization. The engagement was a master class in integration governance across delivery partners, a discipline that informs how M² programs sequence multi-vendor, multi-region work today.

An employee-owned regional brokerage had reached an inflection point. The firm had grown into a credible national name in Specialty advisory, but its operational substrate had not kept pace. There was no formal delivery organization, no project governance, and no portfolio-level visibility across the Specialty book. A growing client base was being managed through manual processes and disconnected systems, with no repeatable methodology for how clients were served and no production-grade analytics environment. The firm was on a trajectory toward a strategic transaction. The maturity gap between what the firm was selling and how it operated had become a deal-value question, not a back-office one.

The Specialty advisory capability we built was retained in active use post-acquisition by a global insurance and professional services group, as of the most recent reporting period. More consequentially, the operating maturity and rigor that M² introduced across the firm's IT and Advisory Services functions changed the conversation in the room. A regional brokerage with a strong book but unproven operational discipline became a regional brokerage that could demonstrate institutional-grade delivery, governance, and portfolio visibility under diligence. In a transaction where the operational story directly drives deal multiples, the maturity introduced inside that 90-day window, and operationalized across the seven months that followed, was material to the transaction occurring on the terms it did. This engagement is also where M² proved itself outside of large-enterprise transformation contexts, at the velocity and pragmatism a smaller, transaction-bound firm requires.