From Legacy Tech Tangles to Digital Setup: Revamping a Not-For-Profit's Technology Backbone

Spotting a Strategic Opportunity

After years of collaboration with a growing not-for-profit across various corporate services functions, a meeting was arranged with the CEO to discuss the organisation’s strategy. While other teams were operating efficiently, technology had become a key focus. Operational systems were functioning well, but the organisation’s rapid expansion highlighted the need for a more comprehensive and forward-thinking approach.

Recognising the opportunity and the potential benefits of external expertise, the CEO was introduced to a seasoned tech leader with experience in similar projects. The discussion was positioned as an opportunity to explore different approaches, given the leader’s strong commercial background and recent transition into the not-for-profit sector. With a proven track record in strategic and operational execution, she brought valuable insights to the conversation. The two quickly established a strong rapport, and the CEO, recognising the value she could add, created a new position within the organisation and appointed her as its first-ever CIO.

Building a Digital Backbone

The initial period was full-on, with a deep dive revealing some underlying challenges. The existing tech team, while dedicated, was stretched thin and struggling to keep up with the organisation's growth. While day-to-day systems were running smoothly, investments in data management, project delivery, and enterprise applications hadn't kept pace. On top of that, a fair bit of data was still sitting on-premise.

Working closely with the new CIO and an external tech consultant, they mapped out a comprehensive roadmap. They weren't just looking for quick fixes - they were after a full-blown digital transformation. This meant shifting data to the cloud (Azure), setting up robust project delivery methodologies and a PMO framework, and getting clear lines of responsibility between IT infrastructure, application support, and vendors when it came to support, configuration and customisation.

Building Smarter Teams

To get this ambitious plan off the ground, they designed a new tech team to fall under four key areas: data, applications, operations, and project delivery. This wasn't about tearing things down, but about getting everyone pulling in the same direction for maximum efficiency and innovation.

The first stage was to find the right leaders for each area and then build out their teams. This involved a rapid recruitment drive, placing over 20 tech professionals in just six months. It was a logistical juggling act, coordinating a stack of interviews across a wide range of roles and hiring managers. They needed data engineers, data analysts, BI specialists, applications managers, project managers, business analysts, and integration analysts, among others. It was a true build-from-the-ground-up program of work that was executed with minimal setbacks.

This wasn't just about filling gaps - it was about building a top-notch team to drive the organisation's digital transformation. By strategically restructuring, bringing in talented folks, and implementing essential infrastructure upgrades and process improvements, they moved from tech headaches to digital success.

Navigating the Rapids of Change

Of course, building a team this quickly isn't without its challenges. It’s like training for a marathon - you start with enthusiasm, but there are always tough stretches along the way. You’ve got your warm-up (forming), the grind of early training in cold dark mornings (storming), finding your rhythm (norming), and finally hitting your stride on race day (performing). They definitely hit some tough hills during that “storming” phase, but pushing through made us stronger.

It was important to recognise that with such rapid growth, ongoing support was critical. Regular check-ins with new team members helped ensure they were settling in and finding their feet within the new structure. Open communication and addressing any concerns was key, ensuring everyone felt valued and understood.It was a collaborative effort, with close coordination alongside the CIO to proactively address potential challenges and ensure stability during the initial phases.

Think of it as providing a steady hand during a period of transition. It was about building trust, fostering collaboration, and ultimately, ensuring that the team could gel and perform at its best. And you know what? It worked a treat. They got through those initial challenges and emerged with a far stronger, more cohesive team - pushing toward the finish line together. 

If your organisation is facing similar tech challenges, we're here to help you navigate the digital world and build a rock-solid, future-proof tech foundation. Give us a bell!