Helping Legacy Enterprise IT with their Platform Journey

A private wealth management company established in the 1800s invited OmniArcs to help them strategically re‑think their IT process. Our experience at Full 360 laid the foundation.

THE PROBLEM

The client recognized that had very limited in-house cloud expertise. They had a very traditional IT organization. There were strict divisions between server/technology operations (TechOps), applications delivery, network operations and infosec. TechOps was driving the cloud adoption process purely from an operational perspective. They had tried once before with another cloud partner found to be incompatible.

THE GOAL

OmniArcs established three drivers aiming to build enterprise‑wide cloud capabilities within the existing IT structure while adopting cloud‑centric best practices.

• Deliver ‘cloud‑first’ capabilities to better serve stakeholders across the firm.
• Leverage best practices — DevOps, Infrastructure as Code, Well‑Architected.
• Cross‑unit strategic/functional drivers rather than ad‑hoc/operational.

THE PROCESS

We led a multi‑step program to advance to the cloud with confidence. Phases included:

• VISTA - Educate and Engage
• SCOUT & OUTFIT - Discover, Plan and Prepare
• TREK - Design and Build
• BASECAMP - Secure, Optimize and Operate

THE RESULTS

Working with staff and consultants based on the East Coast, the OmniArcs team executed the program in 9 months, transferring compute and network access from on‑premises to cloud‑native. Governance and best practices were updated to the satisfaction of stakeholders and IT teams. New, more capable workflows now run in production.

• Vista Stage
  Stakeholders learned the Shared Responsibility Model, IaC, and the Well‑Architected Framework. Skills and teams were identified. Roles and responsibilities assigned. Rules of engagement established. Best practices applied.

• Scout & Outfit Stage
  The Shared Responsibility Model clarified roles for the internal cloud platform. Design Thinking built consensus on shared and extended responsibilities. Migration from operational to functional was mapped. Managed service expertise supported the build/operate plan.

• Trek Stage
  The blueprint and strategy produced earlier were used to build the platform. All resources moved to IaC. Accounts were restructured to fit the functional model. A foundation for operational excellence was established. Cloud policy and governance were developed. DevOps pipelines reflected the rules of engagement between teams.

• Basecamp Stage
  Cost optimization plans were executed. Automation extended across the platform. Least‑privilege access was enforced by policy.