Lukasz is the IT manager for an Atlanta-based manufacturing company. His team supports the needs of business users with both internal- and external-facing mobile and web-based applications.
But with a small staff and outdated technology, Lukasz often lacks the internal resources necessary to complete and manage the myriad of IT projects his department is juggling. Pyramid Consulting has been a partner with the manufacturer for four years, including the last two with Lukasz. In the past two years, Pyramid Consulting has completed about a dozen projects.
“When we need additional bandwidth, we turn to Pyramid Consulting,” Lukasz says. “Often we will do half a project, and Pyramid Consulting will do the other half. For one mobile app, Pyramid Consulting provided the architecture for the front end, while we did the back end, working with the database and the interfaces.”
The company has worked on five projects with Pyramid Consulting: one that was released earlier in 2017, one that’s nearing completion and three more in various stages of design or implementation. The projects include an inventory/forecasting tool to aid day-to-day decision-making, another to streamline paperwork for third-party haulers/truckers the manufacturers work with, an external-facing supply chain tool that allows customers to check inventory themselves and a business intelligence venture.
For each project, Pyramid Consulting uses a dedicated project manager and a dedicated architect who provide continuity among projects and serve as go-betweens for the manufacturer and Pyramid Consulting developers and coders.
Pyramid Consulting is available to Lukasz and his team on a daily basis to provide updates on all ongoing work. “I’m the point person, the conduit, for all projects, but I don’t have to do a lot of supervising or hand-holding,” Lukasz says. “The more projects we get under our belts, the easier it becomes to collaborate.”
A typical engagement works like this: the company gets financial approval for a project, then holds preliminary meetings with Pyramid Consulting to determine the scope of the project and get a cost estimate. Because the manufacturer is undergoing digital transformation, Pyramid Consulting often makes suggestions to increase the functionality or throughput of a project, or even at times suggest to phase out the project. Once final approvals are given, the company and Pyramid Consulting work together to see it through, with Pyramid Consulting using onshore and offshore resources to get the job done.
“In general, our company has been a little hesitant to work with offshore resources,” Lukasz says. “But this is a good example of an offshore model that actually works. We’re completing multiple projects at once, which we wouldn’t have been able to do with just internal resources.”
Pyramid Consulting is a preferred partner for the manufacturing company, but it’s the quality of the work and the collaborative atmosphere and not the price that drives continued business.
“Pyramid Consulting definitely is on our short vendor list,” Lukasz says. “When we bring them in, it’s not necessarily the price. It’s more their capabilities to take a project and run with it, completing not only the project but also training our people on how to use it when they hand over the code and how that code can be tweaked.
“IT projects often morph during development, and Pyramid Consulting is attuned to those changes, giving us what we want and best use versus something that’s firm, rigid and not what we intended,” Lukasz says. “That’s the very definition of a true partner.”