Over the last year Foundant has had the joy of growing our client base, but with client growth comes the need for more employees to support those great clients. Last year we outgrew our location and had to split into two buildings while our new location was under construction. Being in two buildings created a whole new level of IT needs. So, what do you do and where do you start with a project like this?
Over the years I had the pleasure of networking and building a relationship with a local IT vendor. (Check out Mark’s Blog on Negotiating Contracts with Software Vendors.) As we ran into new complications and expansion needs that vendor was always there with options. Because of the relationship that was built we were able to borrow equipment, use items on a trial basis, and have items overnighted to prevent downtime in the office. This allowed our office to continue to work almost seamlessly across two buildings.
When the vendor didn’t have the optimal solution, they recommended other vendors or products knowing that even if they weren’t a perfect fit their recommendation kept us loyal. Having trust in the vendor allowed me to request equipment prices knowing that they understood our needs and had our best interest in mind. Since the vendor knew our plans and current layout, they could make better recommendations, identify areas or items that I had missed, and really become a consultative resource.
Now, fast forward to last month when Foundant made an exciting change and moved everyone into our brand new building. We knew there would be glitches…there had to be. We knew things were going to take time and that we had some learning curves. Since we built this relationship with the vendor, we were able to discuss the needs and potential problems with them in advance. This foresight allowed us to move primary equipment early with backups in place to reduce the down time. Despite the many anticipated issues with the move, our clients saw almost no impact and most of our staff moved into the building early with absolutely no downtime. Internet, phones and internal servers were all in place and working almost without a hitch.
The next day, a minor glitch occurred in the early morning. Because of a good business connection, we could get the right people on the phone right away and get the problem solved. Anyone can be an expert in a certain area, but without the right connections and communication things can still go awry. Remember to communicate with vendors and let them help you plan your next big change. This practice of communication and planning made our transition very simple with the lowest level of impact on the business.
The Foundant Team can be your resource when it comes to building new programs or developing new workflows. We know how important building relationships is, and that’s why every Foundant Client has a Client Success Manager (CSM) that is meant to help you plan, recommend best practices in GLM, and support your ever changing needs.
Cory Brester is Foundant’s Client Renewal Consultant. He can often be found enjoying coffee, yoga, or wine… possibly at the same time, but we have no proof of that to date. To learn more about the Foundant Team, visit our Why Us page!