Andrew Ramgobin – Success – Momentum Enterprise Solutions Ltd – UK

Industry

Technology Sector

Current project

Cumulus1 – A game changing technology start up which provides a
decentralised network of compute resource build for specific use cases
such as Rendering, AI, Machine & Deep Learning, Protein Folding
& General Compute Processes. Our aim is to bring enterprise compute
to the people.

Most proud achievement

Signing the first ever Veeam Software ELA in the UK in 2014, this was
the record deal at the time. I was presented with an award by Veeam
Software’s Founder & former CEO – Ratmir Timashev

Dream project

Gaining investment for Cumulus1 and growing the company.

Are organizations missing a trick by not creating a “Chief Insourcing Officer” post?

I believe, more than having C-suite professional, decisions like
this should be made jointly between IT & Procurement teams. This
will build an overall culture and operations environment wherein people
take responsibility of their operations in-house and as their own.

What according to you defines Insourcing in your industry?

I think we can define insourcing as a process in which the
organization is able to source expertise or services from within their
own network thus leading to a system wherein every operation and process
is under one roof and controlled through one model.

Why is it gaining momentum in your industry?

I think too many companies have been outsourcing projects and
platforms to System Integrators or Managed Services Providers without
taking careful consideration on how to successfully manage and integrate
with the current in house strategy and how that is likely to change in
the future. This has brought some serious consequences which have become
unacceptable to the organizational standards. Consequently we notice a
shift towards insourcing.

How is it better than the earlier pre-outsourcing situation?

In my opinion companies are now starting to think more about the
future (Fit for Future Programs) and planning is more coherent between
departments. This was not the case before the out-sourcing era started,
hence the aim was to supply as per the demand and can be done with it.

What services lend themselves best to outsourcing in your industry?

Most of the non-core processes and those processes which we can
control from remote can be rendered best for outsourcing. These would
include ERP, CRM, Service Desk and Cloud Services such as PaaS.

What are the key considerations for successful Insourcing?

Understanding the costs of transitioning and migrating services and
understanding the risks involved. These would be the key factors which
would ensure that the insourcing transition and the insourcing model
built are as per the requirement of the organization and its growth.

How can a CIO create a solid business case for Insourcing?

The CIO should actually go over the successful outsourcing models and
case studies and highlight the key areas of failures and risks and
provide an extensive gap analysis. Insourcing should thus strive to fill
these areas and gaps for the organizations thus providing benefits over
and above outsourcing.

What are the key consideration is budgeting Insourcing transition costs?

Migration of services and in house expertise to manage this
(operational and staffing costs) will be the key considerations to
understand the budget required and to be deployed for any insourcing
model and transition phase.

How can one ensure that the in-house IT will be able to support future requirements and innovations?

This for me is something I’m very passionate about and directly links
to the services that I’ve been providing to Enterprises and Mid-Market
companies for the last 8 years. The trick to this is to engage skilled
resources externally in the organization’s premises, internal IT teams
will only have experience in certain technology areas and tend to stick
to what they know are aren’t necessarily thinking 5 years out.

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