Enterprise Solution Strategy

Align your enterprise solution strategy with the overall business strategy

Assess, select, and align enterprise solutions

Navigator’s experts assess, select, and align your enterprise solution strategy and integration architecture with your overall corporate strategic direction, addressing key business levers, such as processes, tools and technologies, costs, performance metrics, and your organizational structure.

Assess, select, and align enterprise solutions

Offerings

Solution Architecture Assessment

Document your current solution architecture and how it supports your organization’s strategy. Determine the operational framework that is used when conducting enterprise analysis, planning, design, and implementation that will enable alignment of your technology and enterprise systems with business priorities and your organization’s strategy.

Solution Selection

Determine solution requirements, understand the solutions’ marketplace, and determine which solutions are best for your company to investigate. Based on quantitative analysis, your team will make the best selection to support your business and IT solutions strategy. 

Cloud Migration Strategy and Integration Architecture

Understand what the cloud is, and is it right for your business. If the cloud is the right solution for you, then we help you plan and implement your migration strategy.

Data Conversion Strategy

Your data is the lifeblood of your solutions. Migrating your data involves much more than moving from one solution to another. Identifying sources of data, data cleansing, and determining which data is the source of truth are just a few of the critical components of your data conversion strategy.

Our People

Jeff McCullough
Jeff McCullough
Enterprise Solution Strategy Lead

Jeff has over 15 years of experience in the private sector and military, and over 15 years of experience as consultant developing and implementing strategies in support of organizational goals across several business functions. Jeff has held all roles from leader to analyst in strategic solution initiatives. With a focus on the people side of processes and technology, Jeff engages a coaching and mentoring perspective within his teams. Jeff has a B.S. from the Wharton School (University of Pennsylvania) and an MBA from Carnegie Mellon. In addition, he holds several professional certifications.

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Derek Sharp
Derek Sharp
Senior Vice President, Higher Education
Enterprise Solution Strategy Executive Sponsor

Derek has over 28 years of consulting experience in project management, systems development, technical infrastructure, operational support and e-learning for commercial, higher-education and government clients. Before joining Navigator, Derek was a former partner with Accenture’s Public Sector practice where he implemented custom and commercial off-the-shelf human services solutions including welfare eligibility and unemployment insurance systems.

Derek is originally from Columbus, Ohio and received his degree in Computer Information Systems and Marketing from Ashland University in Ashland Ohio. He is married to Allyson Williams and has four children, Brandon, Briana, Gabrielle and Jonathan. Derek is an avid runner and has participated in the Los Angeles, Pasadena and Las Vegas marathons over the past few years.

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White Papers

Cloud Implementation Readiness
Cloud Implementation Readiness
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Our Insights & News

The Importance of Business Process Engineering Prior to Implementing a New System
The Importance of Business Process Engineering Prior to Implementing a New System
Before starting a new implementation, it is best to evaluate your current state. If moving from one system to another, what did that system do well and what did it not do well?
Pay Down Your Technical Debt In 4 Steps
Pay Down Your Technical Debt In 4 Steps
You have an IT department filled with smart, competent employees. And yet, they have a hard time getting projects done in a timely manner. You try to find out why, and discover that the problem is twofold: They are spending so much time just keeping the lights on — handling routine day-to-day tasks and putting out fires — that they have little time left over for doing project work. In addition, even small changes invariably seem to create new defects, which are time-consuming to track down and fix.

If some or all of the above paragraph seems all too familiar to you, then your organization probably has a problem with technical debt. Read on to learn the four steps for paying down your technical debt.
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Delivering Value

More than 30 percent of software projects are cancelled before they are completed. Of completed projects, most deliver fewer features and less business value than promised. Navigator provides the strong business analysis needed to ensure that major investments provide expected value to the organization and critical stakeholders.

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