Discipline That Turns Chaos into Clarity.
OUR PORTFOLIO
Case Study: From 18–24 Months to Under 5 Months
A national insurance carrier’s Small Business division was struggling. Despite strong market demand, getting new products into production took 18–24 months. By the time a product was live, the market had already moved.​
The Challenge
The core problem wasn’t “lazy teams.” It was the system. teams were facing unclear requirements that changed late in the game, and defects were piling up in QA, forcing last-minute rework . Business, Tech, and Operations worked in silos, lobbing documents over the wall. The result was constant misalignment and a mediocre customer experience.
Root Causes
The core problem wasn’t “lazy teams” or “not enough resources.” It was the system.
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Unclear requirements: Requirements changed late in the game, causing confusion.
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Defects piling up in QA: Testing happened at the end, forcing last-minute rework.
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Siloed teams: Business, Tech, QA, and Operations were isolated, just "lobbing documents over the wall" instead of collaborating.
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Slow decisions: Constant misalignment between leadership and operations stalled progress.
The result: delays, frustration, higher costs, and a mediocre experience for agents and customers.
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The Transformation
SynergiX redesigned how work flowed end-to-end, replacing long, rigid project plans with Agile principles.
1. Clarified Requirements & Priorities
Business leaders stopped being distant “requestors” and became embedded Product Owners. We co-created requirements with Business and Tech and validated priorities continuously, focusing on what would actually improve the customer experience.
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2. Embedded QA in the Team
QA and Business weren’t “downstream checkpoints” anymore. They were in the squad. QA tested inside each sprint, not just at the end, meaning issues were caught early rather than buried until the release window.
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3. Continuous Planning & Rhythm
We established a simple operating rhythm with short sprints, fortnightly demos, and retrospectives. This allowed problems to surface quickly and get solved fast, making change normal rather than disruptive.​​
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The Results
The transformation wasn’t theoretical. It showed up in the numbers and on the floor:
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Time-to-market slashed: Delivery timeline dropped from 18–24 months to under 5 months.
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Near-zero defects: The product went live with only one defect in production — practically unheard of in that environment.
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Higher morale and ownership: Teams went from burned out and reactive to engaged and proud of their work.
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Stronger alignment: Stakeholders saw working software every two weeks instead of waiting a year for a big reveal.
The Takeaway
This isn’t just a big-company story. The same principles are exactly what SynergiX Solutions brings to small and mid-sized businesses: Clarifying priorities, embedding quality, and delivering faster with fewer surprises .
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Ready for Faster Delivery?
If your projects drag on, your teams are firefighting, or you’re tired of paying for rework, let's talk. We can bring this level of enterprise discipline to your business.
Case Study: Fixing a Disjointed Go-to-Market Strategy Across 30+ Global Markets
A wholly owned subsidiary of Merck, the Global Pharmaceutical Subsidiary operates across more than 30 countries. Their global footprint demands speed, consistency, and clarity in how digital products reach customers.
The Challenge
Despite strong market presence, the Global Pharmaceutical Subsidiary's go-to-market execution was breaking down. Each geography operated independently, and leaders optimized for local needs instead of global outcomes.
Root Causes
A deep discovery revealed that the biggest issue wasn’t tools — it was misalignment and governance.
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Conflicting priorities and slow, multi-month decision cycles.
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No clear ownership or unified product leadership
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Duplicated efforts and scattered customer data across regions
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A digital ecosystem with no unified roadmap
The result: it took months of back-and-forth prioritization just to start work on anything meaningful.
The Transformation
Alka Colagiuri was brought in by the CIO with a clear mandate: Create a unified product strategy, align global leaders, and accelerate the delivery of their digital products.
1. Establishing Product Ownership and Clear Accountability
Alka led multi-regional discovery workshops and designed a global product ownership structure with defined roles and decision rights. This eliminated months of ambiguity
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2. Restructured Teams & Governance
Aligning Leadership Around Shared Outcomes
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The Impact
The transformation redefined the speed of delivery and the customer experience:
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Speed: First customer engagement platform launched in under 3 months.
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Quality & Consistency: Drastically faster delivery cycles and near-zero defects in production
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Efficiency: Substantial reduction in manual work for non-technical staff and clear process for intake
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Adoption: Higher adoption from the field due to clarity and consistent messaging across regions
The Takeaway
We unified global leadership to create a single product vision and strategy that enabled rapid, high-quality delivery and ensured joint governance between business and IT.
Ready to Unify Your Global Strategy?
f your global strategy is splintered, your regional teams are working against each other, or delivery takes too long, let's talk. We specialize in bringing large-scale organizational clarity to complex, multi-market environments.
Case Study: Restoring Portfolio Predictability at the Major U.S. Energy Provider
one of the largest energy providers in the United States, was struggling with operational chaos across its digital portfolios. Their need was clear: they required a transformation spanning processes, mindset, and visibility.
The Challenge
The work intake was fragmented and priorities were driven by who had access to developers, not by business value. Requests slipped through the cracks for months or even years. C-suite leadership demanded predictability, yet the organization had no ability to measure predictability at all.
Root Causes
The assessment revealed that the demand intake process was a free-for-all, resulting in chaos and low engagement from business partners.
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Demand intake was a free-for-all, with no single view of the pipeline.
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Priorities shifted daily, driven by who had access to developers, not by value.
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Shadow pipelines thrived, with leaders bypassing the formal process entirely.
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Formal prioritization lacked legitimacy, as IT made decisions based on technical interest
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No demos or visibility meant completed work often arrived with defects.
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Business partners were disengaged and frustrated, assuming nothing would get delivered.
The entire environment ran reactively, lacking the governance and visibility needed for stable delivery.
The Transformation
Brought in by the Chief Digital Officer, Alka Colagiuri led a structured overhaul grounded in Lean Portfolio Management.
1. Unified Intake & Governance
We created a single, transparent path for all work, eliminating shadow pipelines. We established a recurring governance forum with business and IT representation for faster, aligned decision-making.
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2. Portfolio Management & Alignment
Trained leaders to use Weighted Shortest Job First (WSJF) so decisions were driven by value. Implemented Portfolio Kanban boards and taught leaders how to measure flow, predictability, and throughput.
3. Strategic Capability Building
Introduced OKR alignment across portfolios, giving teams a clear line of sight from strategy to delivery. Coached Portfolio Directors, Product Owners, and delivery teams to operate with clarity and continuous flow.​
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The Impact
The transformation was evidenced in the numbers within months of the new operating model:
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Predictability Improved: Predictability improved by 40%—a metric the company had never been able to measure before.
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Lead Times Dropped: Lead times dropped dramatically, with fewer requests stalled for months.
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Priority Alignment: Priority escalations nearly disappeared because decisions were transparent and jointly owned.
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Business Re-Engagement: Business partners re-engaged because they finally saw progress through consistent demos.
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Confidence Restored: C-suite confidence was restored, supported by real data and flow metrics.
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Stable Throughput: Throughput became more stable as teams worked from a unified, value-driven backlog.
The Takeaway
This company went from an environment of fire-fighting and IT-driven priorities to a portfolio ecosystem that delivered predictably, transparently, and with strategic intent.
Ready to Restore Predictability?
If your work intake is fragmented, priorities shift daily, or your leadership lacks visibility into delivery, let's talk. We specialize in bringing this level of portfolio predictability to your organization.
Case Study: Transforming Medicaid Delivery at a Large Multi-State Health Carrier
This Large Multi-State Health Carrier is one of the largest health insurance companies in the U.S. Its Medicaid portfolio supports ~30 states, each with unique eligibility rules and regulatory timelines.
The Challenge
The 120-person Medicaid delivery organization was stuck in nonstop chaos. Requests were scattered, priorities were non-existent (the “loudest state” won), and work moved through 5–6 specialized, siloed teams . Fire drills were constant, and leadership faced ongoing fear of missing state deadlines.
Root Causes
The entire operation ran reactively, with no portfolio-level prioritization and painful handoffs .
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Requests came through emails, IMs, side channels — no unified intake system.
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Prioritization was zero; work was driven by the “squeaky wheel” state.
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Work passed through 5–6 siloed teams, creating bottlenecks and a massive backlog of defects.
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Leadership lacked visibility, planning discipline, and predictability.
The entire operation ran reactively, with no roadmap and no planning discipline.
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The Transformation
Alka Colagiuri was brought in by the CFO to stabilize delivery and redesign how work flowed across the Medicaid portfolio
1. Built a Unified Intake & Prioritization System
We replaced ad-hoc, scattered request channels with a single structured pathway. Leaders now had a transparent way to rank work across ~30 states based on value and compliance
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2. Restructured Teams & Governance
We reorganized 120 people into multidisciplinary pods capable of completing end-to-end work, immediately reducing handoffs. We also launched governance forums enabling rapid decision-making across all 30 states.
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The Impact
The transformation wasn’t theoretical. It showed up in the numbers and on the floor:
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Time & Compliance: Hit 100% of state deadlines for the first time in years; emergency escalations dropped significantly
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Performance: Cycle time dropped from months to weeks; clear, consistent requirements eliminated downstream confusion
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Predictability: Roadmaps stabilized; teams became predictable enough to plan and execute quarterly
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Culture: Stress levels decreased; teams reported higher morale and ownership
The Takeaway
A portfolio once defined by chaos and reactive scrambling evolved into a stable, reliable, predictable execution engine across all ~30 states.
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Ready to Restore Predictability?
If your delivery teams are stuck in a cycle of chaos, unclear requests, and the constant fear of missing critical deadlines, let's talk. We specialize in bringing this level of predictable, compliant delivery discipline to complex organizations.