Improving, a technology consulting and software development company, actively transforms its operational frameworks and client service delivery models. The company implements advanced internal systems and integrations to standardize its global service offerings. This strategic shift focuses on centralizing critical workflows and data across its diverse enterprise network, ensuring consistent service execution and talent deployment.
This extensive digital transformation creates significant dependencies on system interoperability and precise data exchange. It introduces challenges in maintaining data integrity across integrated platforms and ensuring seamless workflow execution for its distributed teams. This page analyzes specific initiatives and operational challenges arising from Improving's ongoing digital evolution.
improving Snapshot
Headquarters: Plano, Texas, United States
Number of employees: 2,500+ employees
Public or private: Private
Business model: B2B
Website: http://www.improving.com
improving ICP and Buying Roles
Improving sells to complex enterprise organizations navigating significant technology shifts. They engage with companies requiring specialized expertise in software development, cloud adoption, and strategic IT consulting.
Who drives buying decisions
- Chief Information Officer (CIO) → Oversees enterprise-wide technology strategy and infrastructure investments
- Chief Technology Officer (CTO) → Directs software development lifecycles and technical architecture decisions
- Vice President of Engineering → Manages software delivery teams and technical project execution
- Head of Human Resources → Leads talent acquisition, development, and retention strategies for the technical workforce
Key Digital Transformation Initiatives at improving (At a Glance)
- Modernizing Talent Management: Centralizing employee skills, performance, and career development data across global operations.
- Integrating Client Project Platforms: Connecting project planning, execution, and client communication systems.
- Automating Financial Operations: Digitizing procure-to-pay and reconciliation workflows within core accounting systems.
- Streamlining Internal Tech Stack: Consolidating and integrating various internal software applications and development tools.
Where improving’s Digital Transformation Creates Sales Opportunities
| Vendor Type | Where to Sell (DT Initiative + Challenge) | Buyer / Owner | Solution Approach |
|---|---|---|---|
| Talent Intelligence Platforms | Modernizing Talent Management: skill inventories do not update across disparate systems. | Head of HR, VP of Talent, Chief People Officer | Centralize and synchronize employee skill data across platforms. |
| Modernizing Talent Management: performance feedback records do not integrate with development plans. | Head of HR, VP of Talent | Link performance data to career progression frameworks. | |
| Modernizing Talent Management: consultant deployment requests lack real-time skill matching. | Head of Resource Management, VP of Operations | Match consultant skills to project requirements using live data. | |
| Project Portfolio Management Software | Integrating Client Project Platforms: project schedules do not reflect real-time resource availability. | VP of Project Management, Head of Operations, CIO | Synchronize project timelines with resource allocation data. |
| Integrating Client Project Platforms: client feedback from various sources does not centralize. | VP of Client Services, Head of Delivery | Aggregate client communication and feedback into a single view. | |
| Integrating Client Project Platforms: project milestones do not trigger automated internal alerts. | Project Manager, Head of Delivery | Automate notifications for critical project phase transitions. | |
| Financial Operations Automation Tools | Automating Financial Operations: invoice processing requires manual data entry into the ERP system. | Head of Finance, Controller | Extract invoice data and populate ERP fields automatically. |
| Automating Financial Operations: financial reconciliation processes involve manual spreadsheet comparisons. | Head of Finance, Controller | Match transaction data across multiple financial ledgers without manual input. | |
| Automating Financial Operations: project billing data does not flow directly into accounting systems. | Project Accountant, Finance Manager | Transfer project expense and revenue data to the general ledger. | |
| IT Asset Management Platforms | Streamlining Internal Tech Stack: software license renewals occur without usage data analysis. | Head of IT Procurement, CIO | Track software utilization metrics to inform licensing decisions. |
| Streamlining Internal Tech Stack: security vulnerabilities are not consistently identified across all internal applications. | CISO, Head of IT Operations | Scan and report security posture across the entire application landscape. | |
| Integration Platform as a Service (iPaaS) | Streamlining Internal Tech Stack: new application deployments fail to connect with existing core systems. | VP of Engineering, IT Director, Head of Architecture | Orchestrate data flows between new and legacy applications. |
| Streamlining Internal Tech Stack: data inconsistencies occur between CRM and internal project systems. | Head of Sales Operations, Head of IT | Standardize data formats and synchronize records between systems. |
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What makes this company’s digital transformation unique
Improving’s digital transformation stands out due to its dual focus on internal operational excellence and external client service delivery. They heavily depend on integrating robust talent management systems with their client project management platforms. This approach ensures consultants with specific skill sets are effectively matched and deployed to complex client engagements globally. Their transformation emphasizes the seamless flow of information between internal HR data and external project execution data, which is critical for a service-based organization of their scale.
improving’s Digital Transformation: Operational Breakdown
DT Initiative 1: Modernizing Talent Management
What the company is doing
Improving centralizes employee skills, performance, and career development data across its global operations. The company implements integrated platforms for managing its diverse workforce of technical consultants. This transformation digitizes the tracking of employee competencies and career progression paths.
Who owns this
- Chief People Officer
- VP of Talent Acquisition
- Head of HR Operations
- VP of Global Resource Management
Where It Fails
- Employee skill profiles do not update automatically after project completions.
- Performance review data fails to integrate with individual development plans in the HRIS.
- Global resource scheduling systems cannot access real-time consultant availability.
- Learning management system completion records do not sync with individual skill certifications.
Talk track
Noticed Improving is modernizing its talent management systems. Been looking at how some large consulting firms are isolating skill gaps for targeted training instead of broadly assigning courses, can share what’s working if useful.
DT Initiative 2: Integrating Client Project Platforms
What the company is doing
Improving connects project planning, execution, and client communication systems across its engagements. The company implements platforms to centralize project data, tasks, and client interactions. This transformation aims to streamline the entire client project lifecycle from initiation to delivery.
Who owns this
- VP of Client Services
- Head of Project Delivery
- Director of Operations
- Chief Delivery Officer
Where It Fails
- Client feedback from communication channels does not populate project management systems.
- Project status reports require manual data aggregation from various collaboration tools.
- Scope changes agreed upon in CRM do not propagate to the project planning modules.
- Resource allocation changes in one project system do not reflect in others.
Talk track
Saw Improving is integrating its client project platforms. Been looking at how some service organizations are standardizing client communication data upfront instead of reconciling discrepancies later, happy to share what we’re seeing.
DT Initiative 3: Automating Financial Operations
What the company is doing
Improving digitizes procure-to-pay and reconciliation workflows within its core accounting systems. The company implements automation to handle routine financial tasks and reporting. This transformation focuses on enhancing the accuracy and speed of financial data processing across multiple entities.
Who owns this
- Chief Financial Officer (CFO)
- VP of Finance
- Controller
- Director of Financial Systems
Where It Fails
- Vendor invoices require manual coding before entry into the ERP system.
- Intercompany transactions do not reconcile automatically between subsidiary ledgers.
- Project expense data fails to synchronize with the general ledger for timely billing.
- Payment approvals stall when manual verification of purchase orders is necessary.
Talk track
Looks like Improving is automating its financial operations. Been seeing finance teams validate transaction data at the source instead of correcting errors during month-end close, can share what’s working if useful.
DT Initiative 4: Streamlining Internal Tech Stack
What the company is doing
Improving consolidates and integrates various internal software applications and development tools. The company builds a cohesive technology environment to support its diverse internal operations and service delivery. This transformation reduces system fragmentation and improves data flow between critical business functions.
Who owns this
- Chief Information Officer (CIO)
- VP of IT Infrastructure
- Head of Enterprise Architecture
- Director of IT Operations
Where It Fails
- Employee onboarding systems do not provision access to all necessary applications automatically.
- Data from client engagement platforms does not flow to internal knowledge bases.
- Security patch deployments do not synchronize across all internal development environments.
- Configuration changes in one core system do not automatically update dependent applications.
Talk track
Seems like Improving is streamlining its internal tech stack. Been looking at how some technology companies are centralizing application access provisioning instead of managing it across individual systems, happy to share what we’re seeing.
Who Should Target improving Right Now
This account is relevant for:
- Talent Management Suites with Skills Intelligence
- Integrated Project and Resource Management Platforms
- Financial Process Automation and Reconciliation Tools
- Application Integration and API Management Solutions
- IT Asset Management and Software Lifecycle Platforms
- Internal Developer Platforms for Application Governance
Not a fit for:
- Basic CRM solutions without project management integration
- Standalone HR platforms lacking skills mapping capabilities
- Generic business intelligence tools without system-level data connectors
- Outdated legacy system migration services for general IT
- Simple task management applications for small teams
When improving Is Worth Prioritizing
Prioritize if:
- You sell tools that centralize and update employee skill inventories across multiple systems.
- You sell platforms that synchronize project schedules with real-time resource availability.
- You sell solutions that automate invoice processing and reconciliation workflows within enterprise resource planning systems.
- You sell services that integrate data flow between client communication platforms and project execution software.
- You sell platforms that monitor software license usage and optimize IT asset deployment across an organization.
- You sell solutions that provision employee access to multiple internal applications automatically upon onboarding.
Deprioritize if:
- Your solution does not address any of the breakdowns above.
- Your product is limited to basic functionality with no integration capabilities for enterprise systems.
- Your offering is not built for multi-team or multi-system environments found in large consulting firms.
- Your solution focuses on general IT infrastructure without specific application or data integration capabilities.
Who Can Sell to improving Right Now
Talent Intelligence Platforms
Gloat - This company offers an AI-powered talent marketplace that matches employee skills with internal projects and career opportunities.
Why they are relevant: Employee skill profiles do not update automatically after project completions at Improving. Gloat can provide real-time visibility into consultant capabilities, ensuring accurate skill mapping for new engagements and internal development.
Eightfold AI - This company provides a talent intelligence platform that uses AI to analyze skills, roles, and career paths for workforce planning and talent acquisition.
Why they are relevant: Improving’s global resource scheduling systems cannot access real-time consultant availability. Eightfold AI can consolidate talent data to optimize project staffing and deployment.
Visier - This company delivers a people analytics and workforce planning platform, offering insights into talent management and organizational dynamics.
Why they are relevant: Performance review data fails to integrate with individual development plans in the HRIS at Improving. Visier can link performance metrics with career progression to inform talent development strategies.
Integrated Project & Resource Management
Asana - This company provides a work management platform that helps teams organize, track, and manage their work.
Why they are relevant: Project schedules do not reflect real-time resource availability at Improving. Asana can centralize project timelines and resource allocations, preventing over-commitment and scheduling conflicts.
monday.com - This company offers a work operating system that allows organizations to build, run, and scale their workflows.
Why they are relevant: Client feedback from communication channels does not populate project management systems at Improving. monday.com can aggregate diverse client inputs into a unified project view, improving responsiveness.
Smartsheet - This company offers a work management platform designed for enterprise collaboration, project, and portfolio management.
Why they are relevant: Project status reports require manual data aggregation from various collaboration tools at Improving. Smartsheet can automate report generation by drawing data directly from linked project components.
Financial Automation & Controls
BlackLine - This company provides a cloud-based platform that automates financial close, intercompany accounting, and account reconciliation processes.
Why they are relevant: Intercompany transactions do not reconcile automatically between subsidiary ledgers at Improving. BlackLine can streamline this process, reducing manual effort and improving financial reporting accuracy.
Tipalti - This company offers an end-to-end payables automation platform that manages supplier onboarding, invoice processing, and global payments.
Why they are relevant: Vendor invoices require manual coding before entry into the ERP system at Improving. Tipalti can automate invoice data extraction and routing, accelerating the procure-to-pay cycle.
FloQast - This company provides close management software that automates checklists, reconciliations, and sign-offs for accounting teams.
Why they are relevant: Project expense data fails to synchronize with the general ledger for timely billing at Improving. FloQast can ensure timely and accurate transfer of project-related financial data, preventing delays in revenue recognition.
Enterprise Integration Platforms
MuleSoft - This company offers an integration platform that connects applications, data, and devices across an enterprise.
Why they are relevant: New application deployments at Improving fail to connect with existing core systems. MuleSoft can provide robust API management and integration capabilities, ensuring seamless data flow between disparate systems.
Workato - This company provides an enterprise automation platform that enables business and IT teams to integrate applications and automate workflows.
Why they are relevant: Employee onboarding systems do not provision access to all necessary applications automatically at Improving. Workato can automate the entire access provisioning workflow, reducing manual setup time and errors.
Final Take
Improving scales its global consulting and software development services, creating significant internal challenges in talent, project, and financial operations. Breakdowns are visible in disjointed data across HR, client delivery, and accounting systems. This account is a strong fit for solutions that enforce data consistency, automate complex workflows, and integrate disparate enterprise platforms to unify operational intelligence.
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