Can you share a specific rightsizing initiative that delivered measurable results? What was your approach to managing business pushback, and how did you balance cost savings with operational impact?

Our approach includes portfolio management and policy changes, such as reviewing corporate phone usage. We now require business units to justify new tools, ensuring solutions are not duplicative. This executive-level business decision helps streamline our portfolio and optimize vendor relationships.

We have launched initiatives to reduce operational tickets and costs, categorizing them as capital or operational work. AI models help identify anomalies and provide chatbot functionality for business users. We now use the term “product health” instead of “tech debt” to emphasize both technical and business fit. By modeling digital product costs, including SaaS and employee salaries, we provide transparency and identify opportunities to retire underperforming products or features.

Most of our cost savings initiatives are ongoing and include app rationalization, reducing corporate iPhones, and managing print utilization. These are straightforward, but when changes affect individual employees—whom we call caregivers—it becomes a large-scale change management effort. While cost pressures are well understood, implementing changes enterprise-wide remains challenging.