or put things on hold, this capability allows us to
help inform clients with much more real-time data
as to what’s performing, what’s generating cost
savings, what’s generating revenue lift, which just
couldn’t be done without the capability much less
without the cloud. Between UMT’s capabilities,
our previous capabilities, and the Microsoft cloud
platform, they all come together to create something we haven’t seen anybody else offer in the
Consulting: How is this UMT Consulting and EY
Cudahy: It has been incredibly unique. It’s a unique
intersection because if you think of traditional project management resources it tends to be sort of
junior, lower-level individuals with a few years’
experience, but this is really people from the top
strategy oriented campuses on one end helping with
the project and portfolio management, and on the
other hand we have the ability to provide a pyramid
to actually work on individual programs.
Consulting: How will this partnership’s impact be
felt by EY clients?
Cudahy: This is something that allows us to create
more of a long-lasting strategic relationship with
our clients where we can be an advisor to them on
their portfolio. Importantly, it allows the client to
scale up how much or how little they want to be
reliant on what we do with them.
We can set up this capability and they can run it
themselves, we can run it for a period with them,
or we can run it for the long term. This is a sustaining capability—this is not something you do as
a one-time study type of thing, this is something
that fundamentally changes the client’s ability to
get things done over the long haul.
Consulting: What would you say is at the core of
this UMT acquisition as a strategic capability
enhancement for EY?
Cudahy: I think we’re in an era of permanent volatility. Is growth coming back? Are we in a new recession because of China and the global oil slump?
The best thing with this capability is you don’t
have to be right, you just have to be prepared. This
absolutely allows clients to be much more prepared to be agile; you can scale up or down using
real data. You can put some things in mothballs,
you can shut them down outright, or you can re-in-vest in things that actually help cut costs during
a time of economic stress. That’s why we look at
this as a very strategic capability.