COMMUNICATE is a C-level consulting shop

Quick recap: We work with some of the worlds largest and most innovative companies where we help them get the business, IT and cloud services delivery model right and this include some of the worlds most mature cloud operations and providers that is looking for an integrated approach that meets compliance notably in the bank and insurance sector and I thought that you would find it of interest to strike up a conversation.

If to “pull the building blocks of the digital enterprise together” with orchestration and provisioning of full on digital business  including on / off boarding, IT, Cloud, Infrastructure, Share Point, IAM, SIAM services to business needs in days with drag and drop workflow and forms is on your priority list I believe that you should find this of interest.
 On the “back end” we need to ensure that applications, data centers, mainframe,  the hybrid / internal / external cloud is up and running where most monitoring tools is useful to appreciate when you have an identified problem but does not identify / prevent it in the first place.
Reporting is of course of capital importance where Remedy / Service Now propose reporting it is far from best in class.
COMMUNICATE technology partners on these topics are best in class, Market and Garner leaders.
 Managing director Martin PALMGREN is a seasoned Senior Business and IT Strategy Transformation Executive with 15 years of experience that works with some of the top CIO’s and IT organization’s on the European market on how to deliver business value with IT.

He is recognized to have delivered some of the more innovative enterprise architecture and IT strategy innovation and has been approached by both ISACA and TOGAF to publish where his perspective pulls both models together and his IT Business Model Blue print has been used for several “greenfield” very large initiatives to reposition how IT is leveraged to deliver value for the business. Please find his work @ or

Within this frame he address strategy formulation and rollout for fortune 500 businesses with a focus on how to ensure that the business strategy and objectives are supported by IT with an effective IT Strategy. A cross sector expert he works with both Business and IT Executives to reach this objective. Martin demonstrates strong analytical skills, the ability to clearly structure complex situations and develop and deliver solutions under pressure.He has managed top talent in virtual and physical teams across the globe. A lecturer and thesis adviser he works with top talent from a student to a senior executive level with confirmed results and moves with ease from the executive suite to a startup and classroom environment.

Delivery capabilities would include but not be limited to:

• End-to-end IT delivery with the consolidation of the IT Operating Model and a focus on IT services,
• The IT blue print and delivery of the spin off of large business entities,
• “Innovative CIO” or IT Value Management (Business IT alignment) where the focus is on business needs and we delivered innovative IT solutions and a review of the IT Value proposition with a focus on digital and cloud,

COMMUNICATE is a C-level consulting shop


We have over the last couple of months seen a raging debate of the practicability and pertinence or non pertinence of a bimodal IT Business Model with the objective to support rapidly emerging Business Needs and keep the lights on.

Bottom line is that we need to keep IT running to address “Business as usual” that is update ERP, CRM, Financial Applications but also attend to business needs as well as address new emerging business opportunities.
Lack of visibility, trying to figure out if applications run, are optimised and and hit the ground running full on “Digital” and mobile that is customer facing but also where internal apps deliver an optimised customer experience has emerged as a priority.
Within the frame of an internal, hybrid and or external cloud, are IT responsible for the IT infrastructure only or also that the applications are up and running and the overall cloud operation optimised “as a service”?
In order to address bi modal IT we have opted for the following approach where we work with some of the worlds most innovative, largest and most prestigious companies:
Service brokerage including cloud services. How do you address business, IT and cloud services where  we have delivered a number of projects where we have leveraged a best in class front end for complex Business / IT services where existing solutions have demonstrated teething problems notably within the frame for a shared service centre where we have leveraged best in class IT ticketing back ends such as Service Now, BMC Remedy, HP Service Manager with best best in class service reporting and Digital & Application Performance Management.
I believe that this IT4IT intervention “How to run a professional IT shop” by Rob Akershoek resumes the perimeter covered well and so does his much appreciated intervention for the open group on IT4IT :
How do we: 
–  Maintain and publish a unified service catalogue
– Provide a self service portal for consumers to request IT services
– Maintain subscriptions and access rights
– Streamline and automate the end-to-end request fulfillment process; and orchestrate delivery across multiple internal and external service providers
– Monitor actual consumption and cost
– Provide showback and chargeback to influence consumption
– Automatically update and maintain the CMDB and subscription administration
Key related ITIL processes to the Request to Fulfill IT Value Stream:  
– Service catalogue management
– Request Fulfillment
– Access Management
– Release and Deployment management
– Change management
– Capacity management
– Supplier management
– Service asset & configuration management
– Financial management for IT
Key related concepts:  
– IT4IT Reference Architecture
– Continuous delivery (CD)
– Request fulfillment (ITIL)
– Identity and access management
– DevOps
Do drop me a line @ would you like to understand how we have delivered best in class service brokerage for some of the worlds most prestigious and innovative companies.
Cheers Martin

A recognized thought leader please find my contribution @ affiliated with the book by the same name that you can find @  together with specific roadmaps to hit “the road running” with a best in class blue print leveraged in a number of spin offs and strategic road maps based on work that I have performed for clients that would include well know fortune 50 to 500 @

Are you driving your SAP, Application and even Cloud landscape from the backseat or even the trunk (that is black box)?

Deliver Business Value with IT

SAP sit as the backbone for the upper part of the worlds largest organizations yet most CIO’ pilot their SAP performance in a “black box” that is they have no idea of how the software performs, which modules works and in they “talk to each other” (connection) as well as to applications that are not a part of the SAP landscape until users indicate that this is not the case.

If you are moving for an internal hybrid cloud the ability to not only provision private / Amazon AWS private cloud the provisioning of WM’s is critical but you also need to be able to tell if applications are up and running and “talk to each other” as they should.

How can you provide and end to end service to the business unless you have a firm handle of the driving wheel and a dash board that demonstrates performance in realtime…

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Are you driving your SAP, Application and even Cloud landscape from the backseat or even the trunk (that is black box)?

From 360 million to 43,6 billion transactions in 3 years! Is Mobile to Mainframe killing your IT budget?

Deliver Business Value with IT

THE SITUATION – Mobile growth drives costly Mainframe expansion!

Key fact:  From 360 million to 43,6 billion transactions in 3 years! On average, every logon from a mobile device initiates 15 transactions on the mainframe. What is the potential impact of this increased workload?

THE OPPORTUNITY – What savings can IBM’s Mobile Workload Pricing offer?

It is not just about cost but about predictability. Capacity planners have been extremely accurate in the past but now we are hearing companies upgrade only to find that 6 months later there is a need to upgrade again.

This is both disruptive and costly.

THE CHALLENGE– how to leverage IBM’s Mobile Pricing?

IBM has introduced a new Mobile Workload Pricing to enable businesses to target mobile transaction running on the mainframe at 60% reduced cost!

However there is a bit more to this….there remains a key question: 

How do you separate the mobile workload…

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From 360 million to 43,6 billion transactions in 3 years! Is Mobile to Mainframe killing your IT budget?

Now that we have a best in class ITSM tool set in place how do we demonstrate success?

Deliver Business Value with IT

To deliver business value with IT it is imperative to effectively measure and demonstrate IT performance via Business Value Dashboards (BVD). The provider that we have leveraged has earned top honors in Gartner’s Infrastructure and Operations Business Value Dashboards Critical Capabilities report with Best of Breed Business Intelligence for ITSM to prove and demonstrate IT performance and value with:

  • Over 2,000 metrics and KPIs pre-built for eleven process areas for IT Management aligned with ITIL/ITSM
  • Native cubes for ServiceNow, BMC Remedy, HP Service Manager, SolarWinds and more
  • A suite of BI applications that run entirely on the Microsoft BI stack using open industry standards (XML/A)
  • Seamless native integration with SharePoint, Office and Windows Integrated Authentication
  • Delivered on-premises or via SaaS (Amazon EC2)
  • Native multi-dimensional architecture
  • Both real-time (SQL) and large volume queries (MDX)– without coding

Clients include ExxonMobil, HCA, Novartis, Cox Enterprises, Novant Health, Lockheed Martin, and General Dynamics, to name just a few.

Drop me a line…

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Now that we have a best in class ITSM tool set in place how do we demonstrate success?

Do you want to leverage business value with IT?

This bundle contains a full perspective spelled out in a storyboard format and is the perfect toolkit for the experienced or novice CIO, CTO, IT Executive, Enterprise Architect.

The blue prints have and can be used to transform the IT Value proposition and have been used across the globe.

WHAT BUYERS HAVE SAID: “I would like to take the opportunity to thank you for all your inspiring ideas, sources of information and thoughts. Makes much value for me – as I feel confident using it as references and sources of inspiration and validation.” Experienced Enterprise Architect with 10+ years experience in a Big 5 context

WHAT THE REVIEWERS SAID: “ The “Deliver Business Value with IT” series is an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CIO level perspective. The reader will learn robust approaches to deliver services designed to support IT and Business drivers. The perspective that Martin spells out permits an overview of how to leverage existing frameworks but also to effectively support the execution of an IT Strategy aligned with the Business Strategy.”

“The focus that Martin takes in the “Deliver Business Value with IT” series will help in tackling the seven main non-technical challenges any CIO or other senior IT business leaders will face:

  1. How and what should I communicate to whom in what way?
  2. What to think of when it comes to competences needed to provide my IT services?
  3. How to provide the best value at the best cost?
  4. What to think of when ensuring efficient and effective delivery of projects?
  5. How to establish a sourcing strategy and determining how to manage your vendors?
  6. What are the best practices for managing my operations, and what to think of?
  7. How can I best scan for and analyze emerging technologies?

Please find the document @

Do you want to leverage business value with IT?

Big Data, focus on the needs of the business

This excellent article from BCG offers a hands on approach on how to leverage Big Data for retail:

Traditional retailers generate and capture a deluge of data—most notably, customer transaction histories that can reveal detailed product affinities and promotional and marketing response rates. Now the emergence of big data and advanced analytical tools and techniques can connect data with a larger context. Big data can explain the who, what, when, where, why, and how of retailing.

Although some leading companies have gained a reputation for deft data handling, most retailers have not yet built the analytical capabilities and internal processes necessary to take advantage of the deep well of information they can access. Merchants and marketers often rely on tactics that worked last year, with only slight modifications. Sometimes their promotions end up discounting the wrong items and hurting rather than helping sales. Too frequently, they simply rely on consumer goods companies or suppliers, with their different incentives and motivations, to tell them what to do.

In the end, many retailers have not figured out where and why they are winning and where and why they are losing. They struggle to discover which prices, promotions, and store locations are working best. They have a hard time taking advantage of all the contextual information around transactions that could make a difference in sales. In effect, they know the outcomes of millions of real-time experiments, but they are not able to look at and learn from them.

All this leads to missed opportunities. Ultimately, it opens doors to online and direct sellers, which often have better data and more sophisticated analytics.

Three High-Potential Opportunities

Big data can help turn this situation around. But in such a fluid technology landscape, it can be hard for retailers to tell where to focus their big-data efforts: which projects are a flash in the pan, and which ones will create growth opportunities and competitive advantage?

In our work with retailers across a range of market segments, we see three opportunities that offer high potential in the near term. Exploiting them can generate a significant increase in revenues and profits for retailers.

Boosting the Effectiveness of Promotions. Promotions are a common source of success and frustration for retailers. Overall, promotions tend to have a dramatic effect on retail sales. But once retailers start discounting, they are often hesitant to reduce promotional activity, because of the steady pressure to increase top-line growth. Making matters worse, most retailers do not have a handle on how their promotions actually perform.

Finally, many retailers rely heavily on suppliers for the selection of promotions. However, vendors often confuse retailers by providing conflicting consumer research in support of their brands. And they tend not to care if a promotion boosts sales for their product line while having the unintended consequence of lowering sales in the overall product category.

As a result, 30 to 50 percent of promotions have no positive impact on sales and margins. Even worse, many of them reduce profits without leading to additional sales.

Understanding the performance of promotions is difficult, because the necessary analysis is complex and because processes are interdependent. As a first step, retailers need to establish an accurate baseline of sales without promotions to understand the direct lift from a promotion and the cost of the discount. Retailers also need to tease out the secondary effects of promotions. Cannibalization can result when the promoted item reduces sales of other, substitutable items. A “halo effect” can result from the sale of additional products when shoppers come in for the discounted product. And the “pull forward effect” can depress item and category sales following a promotion, since consumers have already stocked up on the products.

In addition, retailers must determine how much support vendors are really providing for promotions. That includes finding out how much of the funding that manufacturers provide is in fact associated with promotional activity. Retailers also need to capture the operational implications of promotions, including incremental marketing, supply-chain, and store-labor costs.

Doing this kind of analysis on a single promotion requires good data and techniques but is not all that complicated for large retailers. However, executing this analysis across the thousands of item level promotions running concurrently and isolating external effects such as season and weather can be extremely complex, even for sophisticated retailers. It can be hard enough to determine what happened as a result of a promotion, let alone what might have happened if the company did not run the promotion. Even more challenging is to translate this analysis into tangible actions that buyers can take to improve performance.

In short, the analysis requires a huge amount of varied and detailed big data and advanced analytical techniques to sort out the interdependencies. But the payoff is worth the effort. We consistently see potential improvements in profit margins of around 1 percent of sales, depending on a retailer’s starting position and the share of income it derives from items on promotion. That can represent 20 percent of a retailer’s entire net income, which can be invested in lower prices, better store layouts, and improved shareholder returns.

One grocery retailer achieved these kinds of results after seeing poor performance from promotions. As a result of the kinds of advanced analytical techniques described above, the grocer was able to tailor promotions to products, with some brands receiving additional promotions, others a price cut, and some no promotion.

Targeting Pricing Precisely. Retailers often struggle to set the right prices while trying to provide a consistent pricing experience to customers across stores. We find that pricing zones, or areas with similar pricing, are typically determined on the basis of how a retailer organizes its activities geographically. Setting prices in this way often causes retailers to place a great deal of emphasis on city, state, and country borders. When people cross these sometimes arbitrary boundaries to shop, however, they see different prices from the same retailer.

As a result, customers might cherry-pick the best prices from nearby locations. Also, less price-sensitive customers might pay less than they may have been willing to, and more price-sensitive customers might not buy at all. Frequently, retailers create too few pricing zones, which limits their ability to respond in a more nuanced way to competitive pressures.

A better approach is to use individual customer behavior as the foundation for establishing pricing zones. Rich transactional data from loyalty programs and credit cards across thousands of stores can be used to understand where individual customers tend to shop. That data can be layered onto an analysis of current store locations and pricing zones. All this information can be combined, analyzed, and mapped to show geographic clusters of price awareness based on observed shopping behavior rather than artificially set boundaries.

This is the kind of complex, messy information from which big-data projects excel at generating insight. As a result of an advanced analytical approach, retailers can determine the likelihood of an individual customer shopping at different stores. They can then justify charging different prices across a region, be confident that pricing performance will not erode, and ensure that customers will not be likely to encounter noticeably different prices within the area where they usually shop.

Consider the case of a national retailer that used state boundaries to establish one set of prices across most of the Greater Atlanta area for a group of products essential to drawing customers to stores. An analysis of loyalty card data revealed considerable complexity in customers’ shopping patterns across Georgia and adjacent states. Even within Atlanta, the retailer discovered a wide diversity of customer demographics and shopping behaviors. For instance, because of Atlanta’s sprawl and difficult commutes, stores serving the same cluster of customers tended to be located along commuting corridors.

By examining where customers shopped, the retailer identified about a dozen unique store clusters in Georgia alone. (See Exhibit 2.) The analysis gave the retailer a strong rationale to establish as much as a 30 percent price difference for the set of products across store clusters, within a region that previously had had only one set of prices. The retailer raised prices in some store clusters while still offering the lowest available price in the area. At the same time, it lowered prices in other store clusters just enough to beat the local competition. Customers throughout the region saw competitive prices in their shopping area, while the retailer generated $5 million in additional profits within a single category from the combination of higher prices and additional store visits. Through a big-data analysis of billions of transactions, the retailer was able to scale the approach to the entire U.S., resulting in a much more refined approach to pricing, without causing customers to notice the multiple price points.

Understanding the Value of a Network. Retailers often view the value of their network of stores—the “last mile” of retail—in terms of the value of the land and the buildings. A network of brick-and-mortar stores is seen as a fixed cost tethered to a physical location. Because of the long-term costs of site location, real estate, and construction, changing a network of hundreds of stores can be time consuming and expensive.

These days, executives often look at a network as a burden, rather than an opportunity. That burden is made even heavier as sales migrate online and leave many brick-and-mortar stores with too much space or an insufficient network to meet demand.

Big data reveals another way to think about store networks. One specialty retailer was able to unlock value from its retail footprint with an advanced analysis of its network. Consumer research suggested that a well-known technology brand had not achieved its full potential for sales among a key customer segment, in part because its existing direct-sales network was spotty in many areas. The retailer believed it could help the brand provide the necessary coverage for those businesses, but it needed proof.

The retailer decided to analyze how well 12 million businesses and 117 million households in the United States were covered by its network, by its competitors’
networks, and by additional retailers that could be partners with the technology brand. It used geoanalytical techniques to examine 3.4 billion point-to-point customer trips in order to identify gaps in the technology brand’s retail and partner network.

The results were clear: The specialty retailer was 37 percent closer on average to U.S. households and businesses than its competitors were. In fact, the retailer had the best coverage of key customer segments when compared with competitors and other potential partners in almost all U.S. regions. The company determined the true value of its last mile by looking at it through the lens of a complementary player.

As a result, the retailer was able to partner with the technology brand to generate $40 million in incremental revenues from its existing network at little additional cost. It also gained a new understanding of the value of its footprint. We believe that other retailers can achieve results from their network on the same relative order of magnitude by using a wide variety of tactics, aided greatly by big data and geoanalytics.

How to Begin

As retailers explore these opportunities aided by big data, they should take the following initial steps:

  • Focus on the most pressing opportunities. Retail executives are highly pragmatic: companies win by improving sales or margins every day. Executives should determine how to fuel growth in specific ways. They should not try to build a “complete solution.”
  • Start with the data you truly need. Executives should certainly solidify their infrastructure. Sales, costs, promotions, space, store locations, and customer data should be connected, but only insofar as that will drive value for the business. Companies will likely have to connect more data as efforts evolve. To achieve results quickly, they should begin with just the data that is required in the near term.
  • Bring the organization along. The people who make daily decisions in retail—buyers, trade planners, and others—are hungry for useful information. Help them trust the output of the analysis by including them in the process and being transparent about it. This will improve your results and make them much more relevant.
  • Translate the analysis into tangible actions for the broader organization to validate.Ultimately, big data in retailing needs to help people make practical decisions faster and easier: Should we promote a product for an extra week? Should we offer a two-for-one deal? Which promotions should we continue and which should we stop? Make sure that recommendations resonate with those making the daily decisions. If they can’t respond to new information easily, they will ignore it.
  • Maintain trust. One-to-one marketing and individualized pricing can sometimes be taken so far that customers lose trust in a company’s basic fairness in pricing or its ability to protect their privacy or data. To create trust and gain access to even greater amounts of personal data for big-data applications, retailers must communicate transparently how they use the data and must demonstrate the important benefits to consumers from the new analytical techniques.

Big Data, focus on the needs of the business

Mobile first, key findings from South Korea

Based on research performed on the South Korean market McKinsey & Company present the follow findings:


Mobile-channel buyers have distinct demographics. In South Korea, women account for 60 percent of transactions. Additionally, most are in their 30s and are likely to have preschool-age kids. They are also, somewhat surprisingly, likely to be full-time housewives. There has been an assumption that m-commerce is dominated by busy working moms; in fact, working moms spend much more time in front of a PC, mostly at their jobs, while housewives or moms with young kids are more likely to use their smartphones to shop. Companies have noticed: social-commerce player Coupang has aggressively targeted mobile-savvy young moms by offering baby gear such as diapers at low prices.

Yet mobile shoppers, regardless of their age, gender, or life circumstances, seem united in turning away from stores and online retailing. Our research found that among those who shopped on a mobile device, 13 percent did not shop in stores, and 53 percent did not shop online. Increasingly, these consumers can only be reached through their smartphones: We found that offline and in-store marketing motivates only 7 percent and 2 percent of mobile purchases, respectively. Yet mobile ads or promotions influence three out of four mobile purchases.


Since it’s harder to compare products and study details on a phone’s small screen, mobile shoppers deliberate less when making purchasing decisions. Our research shows that more than half of mobile consumer decision journeys—from considering products to purchasing—last just a single day, compared with only 36 percent online. In addition, mobile shoppers visit on average fewer than two sites before making a purchase, versus 2.75 for online shoppers. In essence, m-commerce consumers are driven much more by impulse than by product features or prices: some 17 percent of mobile transactions in South Korea are made without prior research, compared with just 6 percent of online transactions.

For retailers, this has enormous implications. While it has been critical for online retailers to keep a long tail of products in order to capture whatever consumers are searching for, mobile shoppers want quick satisfaction. Their purchasing decisions are often governed by impulsive or emotional factors (which encompass product categories including apparel, fashion accessories, and shoes) or habit (such as buying groceries and kid/baby items). For its mobile dedicated shopping platform, for example, online market 11th Street has reduced its total number of SKUs to only 7,000 and emphasizes “deals of the day.”


In contrast to the bargain-hunting mentality that pervades online, mobile shoppers place the greatest value on intuitively easy navigation and convenient shopping experiences. In our research, more than 60 percent of South Korea’s mobile shoppers cited convenience as their top priority, compared with 44 percent of online shoppers. To connect with mobile buyers, many successful retailers are providing less information on their mobile sites. Quick delivery of products is also essential for many regular mobile shoppers, particularly those who buy groceries and other staples. To satisfy this consumer demand and expedite the delivery of products purchased on mobile, GS Shop opened a mobile-dedicated warehouse, for example, and many mobile-commerce players now offer next-day delivery for grocery and kid/baby items. GS Shop has opened a mobile-specific call center so shoppers can get specialized assistance with a single click, and players are also adopting new payment solutions such as KakaoPay, a social-media-based payment system.


Consumers are known to buy online from a smaller number of retailers than they use when they shop in brick-and-mortar stores. Similarly, mobile consumers are more likely to go directly to a retailer’s site or app than to use a search engine, meaning there is a significant opportunity for retailers to lock in customers. As a result, South Korea’s m-commerce players use multiple tactics to drive repeat visits, offering mileage points or coupons to those who interact at least once each day with their mobile site or application.

Connecting the mobile-shopping experience to physical stores also goes a long way toward building a true omnichannel experience and locking in customers. The mobile application for retailer Lotte, for example, offers an “in-store mode,” where shoppers get real-time mobile notification of promotions and coupons when they step into one of its department stores and pass a specific brand’s area. Hypermarket Emart has a virtual-store application that shows products displayed in the same layout as in its physical stores to provide an easy, consistent shopping experience.

Please find the full article @

Mobile first, key findings from South Korea

We work with top executive talent (Fortune 500)

We work with top IT executive talent (Fortune 500) where we address service automation (both on the business and the IT side), ensure that networks, applications and devices (M2M) cloud included are secure and up and running and the IT cost is transparent and (Big) data analyzed and actionable:
1) IT cost and forecasting: I work with one of the references on IT FInancial Management that could help you capture and package this date in to neat cubes that you can run in and BI tool SAP, Apptio etc. This is also valid for ongoing cost.2) Business and IT services: We work with a number of fortune 100 where I leverage the ability of one of the service providers that I work with to set any services up where they provide full libraries to AWS, Azure to make the setup of cloud services painless and provide the front end to make to user experience equally painless and set up service within days.

They recently set up the full business and IT service catalogue for Walmart but also work on a pay as you go (pay only for the services you use) and tie in to any applications needed to to set up the work flow and this would include SAP, Oracle Financials.

3) Digital & Big Data: If Digital is on the priority list we are among the few to capture data from any device (sensor) pull this data out via a mobile device (our app) and any network, keep the connection up and running and secure and analyze the (big) data for an actionable outcome mission critical capabilities notably for industrial application but also digital healthcare.

We provide a broad Big Data platform versus an industry specific product for a specific problem/niche/ industry to quickly get value from the large volumes of data generated from ever growing network of connected sensors or other sources.

The ability to address network, device and big data confers a unique ability to address digital & Big Data, M2M and IoT effectively.

 We address some of the most stringent mission critical applications for organizations such as Verizon, AT&T, Bloomberg’s TV and Platforms,the US army, FAA to ensure that their business critical capabilities: network, applications and devices are up and running and secure.

Army/Marines: manage ever changing network of nodes that are on the move and enter & leave the network daily.

FAA: Ensure critical radar data is never lost over legacy, high latency networks, with automated re-rerouting of networks.

DirecTV: Streamline customer service centers while capturing data on how customers are using the technology for future improvements.

Verizon: Automated on-demand video uplink service, with service quality monitory and usage measurement for billing.

The above problem sets have only one thing in common: a variety of critical data sources that need to be managed and automated.

Do let me know would you have 15 – 30 minutes to address the subject.Cheers Martin


We work with top executive talent (Fortune 500)

Startup creates the first 3D-printed, battery-powered rocket engine

Atmel | Bits & Pieces

Rocket Lab adopts a new electric propulsion cycle and produces the first oxygen/hydrocarbon engine to use 3D printing for all primary components.

Typically, the cost associated with launching a lightweight rocket into orbit can easily run upwards of $100 million. In an effort to curb the astronomical expense of space travel, Los Angeles-based startup Rocket Lab is redefining the way rocket engines are manufactured and how they function.


The Lockheed Martin-backed company recently unveiled its latest creation, dubbed Rutherford, which is said to be the first-ever battery-powered rocket engine. The design, which is comprised almost entirely out of 3D-printed parts and powered by batteries rather than liquid fuel, will be used on Rocket Lab’s Electron orbital launch vehicle later this year.

Powered by the brand new Rutherford motor, Electron will be able to deliver small satellites to commercial orbits at a much lower price and a greater frequency. The flagship engine adopts a new electric propulsion cycle that employs electric motors to drive its turbopumps, and is the first…

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Startup creates the first 3D-printed, battery-powered rocket engine