Glencore Technology gains greater insight from Microsoft Power Platform

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Objective

Glencore Technology wanted to migrate their CRM system to Microsoft Dynamics 365 (D365) in the power platform to leverage greater integration, automation and reporting across business platforms.

Approach

To maximise the potential of D365, Glencore Technology sought the guidance of an experienced partner. After considering multiple options, they chose to work with Data#3 due to their excellent longstanding relationship and confidence in meeting high delivery standards.

IT Outcome

Business Outcome

We enjoyed the end-to-end process from inception to delivery and seeing it come alive. Every sprint review was exciting as the concept came to fruition in front of our eyes.

Jo HardieSenior Business Analyst, Glencore Technology

The Background

Glencore Technology has been marketing technology in the metals and mineral processing industries for almost 40 years. With expertise spanning process and equipment design, detailed engineering, equipment supply and operator training, they provide essential services in some of Australia’s most demanding workplaces.

Microsoft Dynamics 365 (D365) was introduced as part of a digital transformation, to modernise IT systems, leverage cloud based Software as a Service (SaaS) applications for greater flexibility and future proof the scalability of solutions and data management for a dynamic business.

The Challenge

Glencore Technology’s sustainability is built on a passion to constantly evolve their products to solve burgeoning problems of valued clients. As an engineering projects organisation, continuous improvement is in all that they do to drive value to the customer throughout the asset lifecycle. When Senior Business Analyst Jo Hardie joined Glencore Technology, a digital transformation program was already underway.

“We had already started the journey to revamp our systems across the entire architecture. A lot of platforms were reaching end of support, and we were facing challenges with our incumbent on-premises systems. Gathering and combining business data from disparate systems was time-consuming, it could take days to pull together data for reporting.”

Among the roadblocks Glencore Technology identified was a CRM product no longer offering the depth of function now available in modern options, unable to sufficiently grow with the business. Microsoft Dynamics 365 and Power Platform were chosen as an alternative that promised a more intelligent and streamlined environment.

“As the business grew, a major drawcard was looking at automating business process between systems and departments, to get out of spreadsheets and email chains and streamline operations,” explained Hardie.

“This would expedite the turnaround time from a request for quotation, to receiving a purchase order and handover to the delivery part of the organisation.”

A key driver for the project was to ensure that valued resources were supported to work efficiently, using their skills and strengths to add value instead of becoming swamped with manual tasks.

It comes down to optimising your people; when everything is manual, the result is high value resources, performing low-value tasks. As an organisation grows, complexity increases, with more people performing tasks that keep operations running but don’t add significant value. We wanted our teams free to focus on high-value tasks so they could drive value to the business and our clients.

The manual processes were, said Hardie, more likely to lead to errors even from the most diligent employees, especially when working across multiple systems in a complex environment. D365 and Power Apps would give the opportunity for more accurate and real-time information, and Hardie knew that access to support and availability of expertise was crucial if Glencore Technology was to make the most of the opportunity.

“There was a preference for us to select a delivery partner within our local time zone . We knew we needed the support to be readily available when needed.”

IT Outcome

“Glencore Technology has had a longstanding relationship with Data#3, and as a premium partner of Microsoft – the accolades for Data#3 stand out for themselves. Working with the team is seamless, they are great people, the communication is fantastic at all levels, the delivery of their work and their support is phenomenal, and they have a willingness to help,” explained Hardie.

“Our organisation thrives on long-term partnerships, and with Data#3 there was a lot of alignment.”

The Glencore Technology team was keen to get true value from the D365 and Power Apps investment, and that meant tailoring it to align with the intricacies of the business. The process began with presales engineers closely examining the way the business operated and identifying the best way to proceed.

“We had presales meetings between both organisations to understand the problem and scope, identify any constraints, and discuss the desired outcomes for the project. When I joined, some time had lapsed since the initial project scoping, so it was important to ensure realignment with the team and to reaffirm the core deliverables,” said Hardie.

“Working with the Data#3 Project Manager, we established trust quickly in the project team, collaborating with SMEs on user requirements. Throughout the Software Development Lifecycle , Data#3 gave us guidance and support, in best practice delivery of agile software projects.”

The flexible approach of the Data#3 team and a willingness to work at Glencore Technology’s pace was important, given the organisation was juggling a number of demanding situations while prioritising the needs of clients.

“It was a challenging time for our organisation and the wider industry as we were still experiencing the impact of the pandemic and many of our people were working from home. We went through a fully remote build, rollout, and support. Glencore Technology was moving between offices, and we still managed the rollout with minimal issues.

“It really helped in our ongoing project that we had a technology stack that could be managed fully online, making it easy to support and work remotely. Interruptions during the pandemic delayed our new office fitout, which meant the rollout happened with our workforce working remotely full-time,” explained Hardie.

Despite working in unusual circumstances, Hardie felt the combined Data#3 and Glencore Technology team stepped up to the challenge. The close alignment and collaboration involved reinforced her assertion that a good cultural fit is crucial when choosing a technology partner, and the outcome reflected this.

“We enjoyed the end-to-end process from inception to delivery and seeing it come alive. Every sprint review was exciting as the concept came to fruition in front of our eyes. We have been able to automate a lot of processes, and power apps complimented our journey with Power BI where we are seeing benefits and synergies as we move more of our incumbent products to the Power platform environment. We have more seamless, integrated reporting.”

The experience of introducing D365 and Power Platform has changed the way the Glencore Technology team views its technology ecosystem, and this has helped to guide forward planning.

“Working with leaders in the IT industry, we have noticed a shift in the product trends of the industry. Previously you would buy a product off the shelf and it would have seven years of life before being replaced by another iteration or another product.

“Now, Software as a Service (SaaS) has continual improvement and features added, which is fantastic. It is great for a business like ours because it allows systems to be as adaptable as we need, and to grow and change with our business. It keeps continuity in our systems for employees, so the user interface isn’t changing as often,” said Hardie.

“We can take the approach of selecting software systems with integral alignment to our long term business strategy. It is a winning component of the platforms we have in place for the future.”

Business Outcome

While the technology rollout went smoothly despite the challenges faced, Hardie considered user adoption to be the true gauge of success.

“The adoption was good, with minimal disruption to business activities. That was a testament to the Data #3 team that it was a successful project. We seamlessly managed change with 150 users fully online.

With more processes becoming automated, the quality and timeliness of information has been especially notable. Hardie noted that even the most dedicated of staff can make the occasional typo, and human error is inevitably a factor when tasks are performed manually.

“Data cleanliness is a priority; when people had manual tasks in Microsoft Excel, there was greater potential for error. Now we have more automation, more checks in place to validate our data. The data integrity aspect is second to none, and reducing manual handling errors is so important. We avoid unnecessary double handling of work by pushing data between systems. We now have in real time reporting, we can track changes as they happen, which is invaluable.”

As Hardie’s team and the company’s growing user base gain in confidence, they continue to find ways to capitalise on the new environment.

“We’re receiving feedback that the tools are delivering productivity improvements and that positive impact provides intrinsic value for me. With change there is always some resistance but moving teams through these teething issues to full integration with the system that is the biggest success. It is easy to enjoy the process when you’re working with good people who are passionate about their work, it’s been a fantastic relationship with the Data #3 team.”

Throughout the Software Development Lifecycle , Data#3 gave us guidance and support, in best practice delivery of agile software projects.

Jo HardieSenior Business Analyst, Glencore Technology

Conclusion

While the streamlined processes and fast, accurate access to information have been well received, there has also been a profound effect on Glencore Technology’s ability to adapt to an ever-changing business landscape.

“This makes us so much more agile as a business. It frees people’s time from pulling together reports, spending more time on adding value for our clients and our strategic focus,” said Hardie.

Glencore Technology has already been building on the success, finding new ways to automate processes and free up time. The relationship with Data#3 has continued, and Hardie said that she feels reassured to know support is available when needed.

“Their strength is that they openly communicate with customers. Communication is 90% of the battle, and there were no issues in that area, they were ready to help at all levels of the organisation. Whether the support team or the senior leadership, we knew we could reach out and get professional advice. They have been generous with knowledge sharing in the space around emerging topics like AI, they always give us a chance to talk things through with technical experts. This ability to call on people with great talent and receive expert advice, is everything.”

While Glencore Technology is a highly regarded expert in its own area of technology, Hardie concluded that it is of utmost importance to focus on core business and introduce specialist partners to support ancillary business functions.

“This area of technology is not our bread and butter, and we don’t always have the right core competencies readily available in-house, so delivery through partners and strategic alliances is very important for us. The IT industry is evolving at such a pace that it’s hard to stay current on emerging trends and technologies, so having experts in this field and being able to get trusted advice is a wonderful part of the relationship with Data#3,” concluded Hardie.

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RSM Australia unleashes the power of analytics with help from Data#3

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Objective

RSM Australia wanted to make better use of their Microsoft Dynamics 365 investment by aligning it more closely with their business strategy and increasing overall adoption across the organisation.

Approach

The relationship between Data#3 and RSM Australia spans more than 15 years, so when they needed additional expertise and trusted advice, it made sense to turn to their preferred Microsoft provider.

IT Outcome

Business Outcome

We knew we needed additional support to continue delivering the project to the standards we expected but were nervous about finding the right fit. It’s easy to work with Data#3. They aren’t just our provider, they are an extension of our team, and we know we can count on them when we need it.

Helen CarvossoDirector of Marketing, RSM Australia.

The Background

Established in 1922, RSM Australia has grown to become a leading player in Australia’s professional services industry. With more than 1,900 staff in 32 offices, RSM Australia provides financial and advisory accounting services, acting as a trusted partner to a wide range of business, government and individual clients.

Having introduced Microsoft Dynamics 365 (D365) previously, RSM Australia was finding underlying structural issues and limited technical resources were creating challenges in adopting its full potential.

The Challenge

Unsurprisingly, much has changed during RSM Australia’s century in business. While the values of friendly expertise and exceptional service have remained the same, the business’s remarkable longevity owes much to a willingness to embrace new opportunities. Director of Marketing Helen Carvosso said that staying ahead in a competitive sector requires an ability to look forward.

“We are currently busy working on our growth plans to 2030 and a strategic focus for us is our digital transformation, where using analytics and automation will be very important moving forward. We have invested heavily in learning about AI and leveraging data for our growth strategy.”

A significant investment to date has centered on Microsoft Dynamics 365 (D365), a portfolio of intelligent business applications that streamlines operational processes and drives greater efficiency. While the capabilities of D365 were thoroughly researched and matched the business’s needs, the roll-out had been problematic.

“We rolled out the D365 instance in January 2023. It wasn’t quite perfect and we knew that at the time, but we wanted people to start using it. The more people that started to use it, the more requests we were expecting and received for improvements, changes or additional features. We also knew there were some structural issues we would need to address down the line.

“Our CRM team didn’t have the technical capability we needed to begin addressing those structural issues – so we were looking for a partner who could act as an advisor, understand what we were trying to achieve, provide options, and help us find the best way forward.”

For RSM Australia, it was especially important that the chosen partner could identify potential implications of each course of action and minimise any impact on users and the wider IT environment.

“Our previous advisors had added fields as we requested, without providing the strategic advice on the impacts of some of these requests. We needed partners who weren’t just ‘yes’ people but could advise, guide, and challenge us to ensure we used best practices to build a future-proof system that would take us forward. We needed to add that additional technical competence and depth to our team.”

IT Outcome

With user requests coming in thick and fast, it was clear that the RSM Australia team needed the right processes in place and guidance from a trusted partner. After considering multiple partner options, it seemed to Carvosso there was a logical choice.

“There were downstream implications to any changes, and we needed to understand these. We had a long relationship with Data#3 in other areas of RSM and ‘Microsoft-Land’. That relationship spanned 15 years. The main driver to work with Data#3 on our Dynamics environment was their position as our Microsoft licence provider – they already provided our D365 subscription.

“What I like about the Data#3 team we work with is their empathy and non-judgemental approach. We’re working with an external provider as we don’t have all the answers – and sometimes we don’t know the right questions to ask. They encourage those questions, which helps them understand where I’m coming from too.”

The Data#3 team worked with a proven methodology, and this gave the structure that Carvosso knew was needed. They set about learning in greater depth about RSM’s business and technology eco-system, and understanding what a great outcome would look like.

“It was really very smooth. We set up regular meetings at the start to understand where we were and to roadmap our immediate priorities. We were easily set up on the ticketing system, which was all totally transparent, so we had visibility of where things were at. Now, we have established a regular cadence of meetings to suit business as usual, but when things pop up, the team is there to answer our calls and emails very quickly.”

In that early phase, more than 100 enhancements and changes were scoped out and implemented, positioning RSM to achieve greater benefits from their D365 environment.

“There are a lot of automation pieces here that help us to get work done. We can create workflows and understand the potential implications.”

By digging deeper, Data#3 was able to help RSM better align D365 with the activities of the business, so that staff time could be saved on repetitive tasks and refocused on the customer service they are known for.

“We applied some automation based on principal clients. It used to be extra work for a partner to go in and check a box to say a client now needs tax updates. Now, when a contact changes to client status, that checked box can happen automatically. We have been able to add functionality to apply different rules for clients and contacts with changes triggered automatically, saving manual effort.”

Business Outcome

The challenges that RSM faced in the initial D365 rollout had hampered enthusiasm for the product – but this is something Carvosso said had been turned around, with positive results encouraging greater engagement.

“Rolling out new technology and getting people to adopt it can be scary, if not outright off-putting. Now we have support to make it fit for purpose, so it helps people with what they are trying to do in their day-to-day jobs.

“Before we didn’t have the technical expertise to be able to make it work for them. We can now go to the stakeholders and understand their business priorities and make the system work for them, not the other way around,” explained Carvosso.

That expertise doesn’t only come from the Data#3 team. Carvosso’s group was keen to gain skills and confidence in working with D365, so they could handle the more straightforward requests while still calling on Data#3 for more complex changes.

“We learned a lot very quickly from the team. They shared best practices and how they prefer to be briefed – it was a different realm to what we were used to. We learned a lot about best practices for change requests from them,” Carvosso said.

“That has been great as it does help us too, to get a better brief, we know the right questions to ask. The Data#3 team has been helping us upskill, so we can use them for their technical expertise rather than day-to-day actions. It has been an opportunity for us to learn and develop as we continue the relationship.”

With early difficulties unravelled and a faster time from request to completion, the RSM team has observed a change in the way they are perceived by the users they support.

“We have been given the confidence and credibility to go back to our team when they have questions or development requests, and we have a hundred percent certainty that we have a process in place. We pitch it to our change advisory group and come back with solutions. The refined process means we have a hundred percent confidence when we report back to the business.

“Like any new relationship it took time to get to know one another – but when we started to report small wins back to the business, we could see the confidence building among end-users, in the platform and in us,” said Carvosso.

It is not only users who are able to work more effectively now. Carvosso’s team has also had a weight lifted from their shoulders.

“We are spending time better, not stressed about the time we are spending and worrying about having to fix problems. If we are notified of an issue, we put it on the list and know it is being taken care of. We’re able instead to spend our time educating and upskilling people on how to use D365 better rather than having to apologise for what it can’t do. “We have learned from Data#3 how to prioritise requests from inside the business and have a better idea of how much time and effort it will take. We have the confidence to think outside the box now, and before we go to Data#3 we consider if we can fix something internally.”

We have learned from Data#3 how to prioritise requests from inside the business and have a better idea of how much time and effort it will take. We have the confidence to think outside the box now, and before we go to Data#3 we consider if we can fix something internally.

Helen CarvossoDirector of Marketing, RSM Australia.

Conclusion

Part of RSM’s longevity is down to the business focusing on its strengths and understanding where it pays to seek expert help. Working with a partner that complemented RSM’s strengths and shared the same long-term view has been a game-changer for Carvosso.

“Data#3 showed that they very much see it as a long-term partnership, so when they scope something out, they are not creating a rod for their own back by making changes without question. They take time to make sure the outcome will really be what the business needs, even if it is not what we originally asked for – they push back if it is not the right thing.”

For someone that does not come from a technology background, Carvosso found the process unexpectedly enjoyable.

“Their biggest strengths were their patience and expertise. They will invest the time to understand where we are coming from and the challenges we face, they have empathy around that and offered solutions based on their technical expertise. “They had an understanding of us as a professional services firm, an understanding of our language and the nuances. They built a rapport, had a real sense of humour, and made it fun, not scary. It’s easy, they are like an extension of our team, and we know we can count on them.”

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International Safety Systems switches to modern, secure Microsoft Azure environment

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Objective

International Safety Systems wanted to modernise their IT infrastructure and migrate to the cloud.

Approach

As International Safety Systems infrastructure neared end of life, the business sought recommendations from a trusted consultant, and determined that a shift to Microsoft Azure was the right path forward. That advisor joined Data#3 and they recognised that the expertise and culture of their partnership would make a good match.

IT Outcome

• Scalable environment
• Exceptional availability
• Built-in backup and disaster recovery functionality
• Improved security
• Fast and cost-effective, making it easier to innovate

Business Outcome

• Customer’s data is cloud-hosted, residing in their chosen location
• Streamlined onboarding process
• Access to additional expertise
• Avoidance of capital expenditure (CapEx)

The most outstanding part of the project is the improved reliability. We have had no unscheduled downtime thanks to the way our Data#3 consultant designed the platform.

David RickwardCommercial Director, International Safety Systems

The Background

International Safety Systems (ISS) provides customised safety, quality and risk management solutions to customers around the world, helping them to meet compliance requirements while improving their business resilience.

ISS had been hosting its specialised apps in-house, using a thin client approach to distribute software. As available cloud options matured, ISS recognised the potential to work more efficiently and offer an enhanced service to customers.

The Challenge

The AIRS app from ISS is used to capture and manage safety and quality data for customers in stringently controlled industries, such as defence and aerospace. The small, very busy ISS team helps its customers meet all compliance obligations, reducing risk and operating more safely. Until recently, Commercial Director David Rickward said that managing infrastructure was a way of life.

“We had a traditional model, before Software as a Service was widely available. We hosted our software on our own hardware in a Sydney data centre. In addition to the hosting cost we had all the associated maintenance costs and then every five years, we would have to throw it away and start again, which meant incurring substantial capital costs and add-on services. Whilst it allowed us to distribute AIRS online it was a costly and labour-intensive model.”
That service model required effort from customers, and the cost was amplified by the need for extremely high availability to meet the service levels required by clients.

“We had backup redundancy and disaster recovery servers running. Overall, we were happy with the uptime – however, there were occasional unscheduled outages which required on-premises support, adding more cost,” explained Rickward.

As the time for renewal approached, with cloud options now offering greater maturity, ISS sought advice from a trusted cloud specialist, who learned about the ISS business model and made initial suggestions.

“He was experienced with Microsoft Azure. After we started discussions with him, he moved to Data#3. He provided a lot of really good ideas around platform design to make our operations more efficient. We had been working with him for several years and we wanted to continue that relationship.”

IT Outcome

After careful evaluation, ISS followed Data#3’s recommendation for a Microsoft Azure environment, first instating one instance of the ISS software, then provisioning more until the solution hosted all customers. Microsoft Azure backup and DR, as well as several Microsoft Azure security and management features were put to work to help the ISS team work efficiently.

“It was a reasonably quick transition by technology standards, taking six months from our first proof of concept discussions, through commitment and implementation. We canvassed our biggest clients to see if there were any issues for them to move to the new environment, especially in terms of security. Their primary concern was where their data would reside.

“We sandbox tested with a couple of our biggest clients, migrated some smaller clients, then lastly the bigger organisations over a period of eight months.”

The solution included expertise from a Data#3 cloud specialist, so that ISS would always be positioned to work proactively and able to get the most form the Microsoft Azure platform, while managing costs effectively.

“We’re leveraging our Data#3 cloud specialist as our platform manager. We monitor the day-to-day ourselves, and he does general housekeeping a couple of times a month to ensure updates are installed. He also talks us through new security features we might be interested in. This input is invaluable to us – we’re a small company and can handle tasks ourselves but can’t do everything in-house. This arrangement gives us access to the wider resources of Data#3 when we need it.”

Rickward has stated that the flexibility of the Microsoft Azure platform has already impressed ISS clients, given the speed and cost-effectiveness of rolling out the custom app that the company is known for. The feedback has been overwhelmingly positive.

“One client in the aviation industry initially wanted to run the app in-house. They went to their IT department, who quoted six figures for the new servers, and managing and monitoring those assets. We can spin up a dedicated host for them and provide continuous access to data. It was one fifth of the cost that their internal IT would have needed.

“They would have had to go through getting budget approval, which would have taken 12 months, but being a pay-as-you-go model, it was signed off within a week.”

Microsoft invests around $1 billion (USD) each year on Microsoft Azure security, with developers designing solutions for the modern threat landscape where organisations face an increasingly sophisticated barrage of attacks. Rickward said that this timely boost to security is “absolutely a plus”, with the shift to the secure online platform reducing risk for ISS and its clients.

“It is a valuable part of the solution without a shadow of a doubt. Before, every thin client had its own port, so there were multiple ports facing the world. By changing, customers now have web access through a firewall, with only one single point of entry. When you look at it from a security risk point of view, it is considerably better than before, and our customers stay safer.”

Business Outcome

The transition for customers went smoothly, causing no disruption and earning praise for the improved ISS offering after the shift to Microsoft Azure.

“Their lives got easier without having to run the thin client. The cutover was seamless, and the users had their familiar app, they weren’t seeing any difference except that they just had to use a hyperlink instead of clicking an icon on their desktop.”

As a technology business itself, ISS places considerable importance on finding solutions that keep its lead position in its competitive market.

“We can stay at the forefront of technology, always using the latest and greatest, as opposed to buying hardware that becomes obsolete in a month, which then becomes a patch job. Moving to the Microsoft Azure platform means we can stay at the front of the curve, in turn giving our customers the best outcomes,” described Rickward.

This progress is aided by sharing knowledge, with the Data#3 Azure expert helping the small ISS team to gain confidence in the new platform. Rickward is happy that the business has benefitted from someone with enormous depth of Azure experience.

“He has done quite a bit of work with our internal team on things like day-to-day monitoring and firewalls. He’s helped our team to completely understand what to look for, and how to achieve compliance.

“It has been a game-changer for us, and we look at it as a partnership arrangement. Given what the Data#3 Azure expert has delivered us, it is a lot more capability than we would otherwise have, and we’ve gained a lot more capability in-house with him there.”

That capability extends to helping ISS respond to requests for tenders. Rickward said that the ability to access expertise helps to show prospective corporate and government clients that ISS has the capability needed when providing such a critical service.

“The advantage of dealing with a technology company like Data#3 is that if we don’t have specific expertise in-house, we know we have it through them. When we’re bidding on some contracts, it gives us more credibility to have that support, especially in the government space. We do a lot of work for government and from a security point of view, if we’re working with an organisation that is already approved, it makes for a more seamless transition, and we don’t have to delay delivery getting approvals.”

For customers, the Microsoft Azure platform raises the bar for custom solutions. ISS can now offer shared platforms, where customers’ individual environments are logically separated, and where customers prefer, dedicated platforms can be quickly provided. The ability to store data in their own or an approved jurisdiction has proven to be essential.

“Microsoft Azure provides more flexibility, allowing us to do more for our clients with specific requirements. For example, for legal or regulatory reasons, clients may need to ensure their data is stored in a particular jurisdiction. With Microsoft Azure we know we can provide that assurance and have them covered.”

It has been a game-changer for us, and we look at it as a partnership arrangement. Given what the Data#3 Azure expert has delivered us, it is a lot more capability than we would otherwise have.

David RickwardCommercial Director, International Safety Systems

Conclusion

Although Rickward said that any major change in delivery method had the “potential to be traumatic”, he was clear that with the right team in place, it didn’t have to be.

“My advice is simple: find someone who totally understands what you do. Data#3 was very good in terms of what we were trying to achieve and that understanding meant we were able to map it out together – it was truly a collaborative experience. In terms of understanding the platform and how to manage disaster recovery, that was important.

“The transition itself should be made straightforward – taking the environment off the existing platform and moving it into the cloud. However, there are so many tricks to managing Microsoft Azure well with the right security around it, it’s essential to engage with an experienced consulting firm.

You might be tempted to do it yourself, but you will end up saving money and getting a better result with the right partner. When I filled out the customer satisfaction survey, I gave it a 10 out of 10. One hundred percent!”

Ultimately, the solution was measured by ISS against the benefits and service levels they were able to provide to their valued customers around the world. The switch to the Microsoft Azure platform has been deemed a success.

“The most outstanding part of the project is the improved reliability; we have had no unscheduled downtime because of the way the platform is set up. When we did have minor issues, we were able to failover to backup systems without service interruption. The service delivery has been outstanding,” concluded Rickward.

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Having a plan doesn’t make it happen

This isn’t another “what is zero-trust” article – I think we can all agree that we’ve moved beyond that as we know it isn’t a product, it’s not a replacement for firewalls or VPNs, and it’s not something you do and then move on.

However, it is essential and appears in some form on virtually every government department’s cybersecurity strategic plan. Some departments and agencies have made progress and implemented elements of the zero-trust model within their environment, but not at a broad enough level to provide the promised levels of protection. Hence, despite the plan, they’re still vulnerable to a cyber-attack.

If zero trust is essential and part of a plan, why are government departments and agencies struggling to implement it? This post will explore that question.

The Government Zero Trust Paradox

The imperative to adopt zero-trust security has never been clearer for government departments and agencies. In an era of remote work, cloud-based services, and increasingly sophisticated cyber threats, zero-trust is an additional, identity-based layer that reduces the reliance on increasingly ineffective perimeter defences.

Driven by mandates from federal, state, and local authorities (such as the new Cyber Security Bill 2024), and the recognition that a new security model is needed, government entities are eager to embrace the principles – but reality on the ground tells a different story. Despite the strategic importance of zero trust, many government entities are struggling to turn that vision into tangible action for a number of reasons.

As a result, many government organisations find themselves stuck in a paradoxical situation. They know zero trust is where we all need to be, but the path remains elusive. Instead of bold action, their security roadmaps remain tactical and address the next pressing need rather than being a strategic, long-term plan that is continuously checked and aligned to.

In a recent discussion with a financial industry CISO, they revealed that these pitfalls are all too common. Despite an acknowledgement of the need for zero trust in their cybersecurity plan, and a multi-million dollar investment, they also:

Breaking free of this paradox requires a fundamental shift in mindset and approach. Rather than viewing zero trust as a product- or tool-based, all-or-nothing proposition, government agencies must embrace a more strategic, process-driven incremental path forward. They can chart a course towards zero trust success by focusing on their most critical assets, prioritising use cases, and partnering with experienced advisors who take this process-driven approach.

A Practical Roadmap for Zero Trust Success

Without trivialising the difficulties of implementing zero trust, there are some principles to consider:

  1. Change Your Thinking
    Consider a different label, such as “Dynamic Trust”, especially for people outside of IT. This might seem unimportant, but conveying a message that trust needs to be actively managed based on context can foster a more positive narrative.
  2. Identify Critical Assets
    Think “Protect Surfaces”, not “Attack Surfaces”. The reality is that anything network-connected is a potential attack surface, so shift the focus from all potential attack surfaces to protecting what’s most critical. Think about protecting surfaces by creating a micro-perimeter around the most critical, valuable areas e.g. Do this by conducting an audit to pinpoint the most sensitive data, applications, and systems requiring the highest level of protection. Then, identify your Protect Surface DAAS elements – Data, Applications, Assets, Services.
  1. Understand your Readiness Perform a readiness assessment to
    • Identify business risks and pressures
    • Determine the overall security benefit
    • Identify current technology capabilities
    • Understand which specific areas will receive the most benefit from zero trust.

      This helps show which area you should begin your journey to feed into roadmap planning, and allows you to better choose solutions that meet your organisation’s needs.
  2. Develop a Zero Trust Roadmap
    Create a phased implementation plan that outlines the specific steps, timelines, and resources required across Define, Design, Formulate and Deploy stages. Ensure the roadmap aligns with your department’s broader security and IT strategies.
  1. Pilot and Iterate
    Start with a small-scale pilot project to test your zero-trust approach and gather feedback. Use the lessons learned to refine your plan and prepare for broader deployment.
  2. Secure Executive Sponsorship
    Gain buy-in and support from department leadership to ensure the necessary resources and commitment. Demonstrate the tangible benefits of zero-trust in terms of risk reduction, cost savings, and operational efficiency.

Working With Partners & Vendors

While tools and solutions are a component of the zero-trust model, they too often become the focus of government security teams looking for tangible ways to move forward. While tools can provide valuable data points, implementing zero trust effectively requires a more holistic, process-driven approach. Simply relying on a tool to assess one’s zero-trust posture is insufficient.

That’s why working with experienced advisors like Data#3 and Business Aspect, who can guide you through a comprehensive readiness assessment and the development of a practical zero-trust roadmap, is critical. This process-oriented approach, rather than a tool-centric one, can ensure that government entities have a clear understanding of their current state, their priorities, and the steps needed to achieve their zero trust goals.

This includes:

The final factor is understanding the vendor landscape. Vendor solutions are a critical implementation component, and aligning the right vendor solution is easier for a partner like Data#3, with its extensive vendor relationships and accreditations.

For example, government entities that have made significant investments in Cisco networking could use Data#3’s 25+ year relationship with Cisco to access their extensive security portfolio and zero-trust capabilities.

Conclusion

Implementing zero trust is a marathon, not a sprint. Government entities can chart a course toward a more secure, adaptable, and future-proof security architecture by taking a phased, strategic approach—identifying critical assets, assessing current capabilities, and partnering with experienced advisors. If you would like to discuss further please reach out to me using the contact button below or contact your account manager.

Interested in a hands-on opportunity to evaluate your cybersecurity maturity?

Data#3, in partnership with Cisco, will be hosting Security Resilience Assessment Workshops in 2025. These workshops will guide you through a self-assessment of your security posture using the updated CISA Zero Trust Model.

Register your details below to receive an invitation.

At Kingsway Christian College, empowering students with the skills to excel in a digital world is a top priority. Enter Adobe Creative Suite, a set of industry-leading tools that help students create captivating images, graphics, presentations, videos, and digital experiences. Through Adobe Creative Suite, students can unleash their creativity, build essential technical skills, and prepare for success in an increasingly digital landscape.

“What’s really great is that you have multiple ways of getting to the same place. The way I do it is different from the students. When the students are excited about what they are doing, you’re going to get the best out of them,” said Lauren Clark, Teacher, Kingsway Christian College.

In this video, discover how Kingsway Christian College is empowering students to harness the power of Adobe Creative Suite to unlock their potential in modern media.

Are you ready to empower your school with Adobe Creative Suite?

As a Platinum Adobe Partner, Data#3 has extensive experience helping customers select and implement Adobe’s leading digital solutions. Let’s talk about how to:

Many tools and templates are available to help develop a cyber incident response plan (CIRP). In this blog, we’ll outline a simplified approach to CIRP planning and explore how advanced extended detection and response (XDR) solutions can streamline your CIRP.

An organisation’s ability to respond appropriately to a cyber security incident is a critical capability that must be developed, maintained, and refined – you can’t just rely on your security infrastructure to do the job. Much like business continuity and disaster recovery, handling a critical incident requires a carefully considered plan. This plan should ensure the right actions are taken, along with the associated people, processes, and technology capabilities to support that plan. Incident response planning is an essential governance and process control within any cyber security framework.  However, according to an ASIC Spotlight on Cyber Report, 33% of organisations still don’t have a CIRP despite the significant focus on cybersecurity in the media, and at an executive level.

An effective approach to developing a CIRP should draw on principles from industry standards such as ISACA, NIST, ISO27001/27002 and the Australian Government Cyber Security Operations Guidelines. It’s important to remember that the plan is an evolving document – not set and forget – and just one part of a best practice-aligned security operations environment. We’ve included best practices for incident response planning a little later in this blog.

Integrating the CIRP with detection technology

In the first blog of this series, we discussed the challenges of breach detection and the XDR tools improving detection rates. The effectiveness of any XDR tool directly impacts your CIRP – i.e., if your XDR tool can accurately detect and respond to a breach, your CIRP should consider these initial steps to avoid unnecessary escalations. Built-in capabilities can also simplify CIRP development.

Using Cisco’s XDR solution as an example, incidents promoted from security events are listed and ranked based on a priority score calculated from:

This ensures the most critical detections are surfaced at the top of the list, allowing your team to focus on what matters most.

You can then drill down further into the incident detail and view an attack graph that displays a compacted relationship view of the events causing the incident, and the targeted devices, entities, and resources. Having this information easily accessible allows for a clear decision-making framework to be developed in your CIRP, outlining when to escalate further and when the incident has been contained and/or eradicated.

If further response action is required, Cisco XDR can manage your CIRP via playbooks that guide teams through incident response to effectively identify, contain, and eradicate the threat, and restore systems to recover from the threat.

These playbooks include tasks for all phases of incident response and the ability to document findings throughout the process. Some tasks also include workflows to automate parts of the response, and playbooks can be customised depending on the type of threat, e.g., ransomware vs data breach vs phishing. They can also be customised if needed according to your own CIRP, with the tasks and assignment rules developed for your organisation.

The Incident Response Planning Process

If we take a step back from the product-level capabilities of XDR, what should a best practice-aligned security operations environment look like? Many organisations define capabilities across five service areas – as per the European Union Agency for Cybersecurity (ENISA) whitepaper on CSIRT and SOC good practice:

Source: ENISA Good Practice Guide: How to set up CSIRT and SOC

Aligning your organisational program, accountabilities, and processes with these standards provides a robust framework for addressing security response capabilities while ensuring alignment with an organisation’s cyber security strategy.

At Business Aspect and Data#3, when we advise customers on developing or refining a CIRP, we break the planning process down into three broad phases which are adapted to our client’s environment and context while integrating and aligning with your existing organisational risk framework, processes, policies, and subsequent recovery processes. The plan should also integrate with existing processes including crisis management, disaster recovery, data restoration, business continuity, and key communications plans.

The CIRP typically includes:

The CIRP should also integrate with any detection methods associated with security operations processes and escalation paths. Good practice involves developing pragmatic incident response strategies that align with your organisation’s capabilities and culture. Notably, a key component of any CIRP is effective and appropriate communication both within and outside the organisation.

Finally, while it is important to have plans in place, it is equally important to test them thoroughly to validate the supporting policies and procedures and ensure system operability. Organisations should implement a CIRP testing strategy that includes key members of the response process, including core team members, organisational stakeholders, and external partners where appropriate.

Conclusion

Without a CIRP, you risk making mistakes during incident response that can exacerbate the unfolding crisis. Even if you have a CIRP, how much could your response capabilities be improved by adopting XDR?

Whether starting from scratch or needing to review and refine an existing CIRP to include XDR, it can be hard to know where to start.

That’s where existing templates can help – but solutions like Cisco XDR can also simplify the incident response planning process by providing a series of default actions and processes to follow that are already embedded in the tool responsible for detecting threats. It’s important to note that this approach won’t build you a comprehensive, overarching CIRP, but it does provide an easier, low-level starting point for developing it. More importantly, it gives you something concrete to work with quickly, while you take the time to add additional details and customise the plan to meet your organisation’s specific requirements.

Data#3 has one of Australia’s most mature and highly accredited security teams. Working in partnership with Cisco, we have been helping our customers achieve a more connected and secure organisation for more than 25 years. We can assist you in building your CIRP to test and refine existing response plans or with advice on simplifying and strengthening your security environment.

To learn more about these services and Data#3’s approach to incident response planning, contact us today for a consultation or to discuss a free trial of Cisco XDR.

Cyber security is a field rife with challenges, a dynamic landscape where IT teams continuously strive to outpace malicious adversaries. However, new strategies and innovations are continually emerging to safeguard users, applications, infrastructure, and digital assets of organisations, regardless of their location.

In our recent blog, we explored the idea of security tool consolidation as a path to simplifying environments that seem to be increasing exponentially in complexity. Now, we’re narrowing our focus to a particularly challenging area for security teams – breach detection and response. The ability to detect a breach quickly and respond in time to stop or reduce the impact of an attack is critical. An IBM report in 2022 calculated the average time to detect and contain a cyber attack is 287 days. There are other stats and averages quoted through various surveys, but the reality is that too many breaches go undetected – or are detected too late for any kind of proactive defence.

The stealth of cyber intruders: unpacking the elusiveness of breaches

The complexity and evasion tactics of cyber attackers are at the heart of missed breaches. Attack methodologies continually evolve in sophistication, designed to bypass traditional defences unnoticed, like ghosts in the night. Monitoring tools help, but despite advancements, alert management remains a delicate balancing act to minimise false positives (and negatives). Environmental complexity also impacts this, with forty-three percent of respondents of an RSA conference survey saying their number one challenge in threat detection and remediation is an overabundance of tools so alerts just aren’t seen.

If that’s not enough to worry about, then the number of possible attack vectors, each with streams of data that need to be correlated to gain a picture of what is actually happening, takes the challenge to a whole new level.

Another factor in the difficulty of detecting breaches is the way the breach is executed. In our experience, compromised user credentials remain a significant cause of undetected cyber security breaches, often stemming from human error, misuse of privileges, social engineering attacks, and, crucially, stolen credentials. The Notifiable Data Breaches Report from July to December 2023, published by the Office of the Australian Information Commissioner (OAIC), records that a significant proportion of data breaches resulted from cyber security incidents where compromised or stolen credentials were involved. Further substantiation comes from the 2024 Verizon Data Breach Investigations Report (DBIR), which continues to spotlight credential compromise as a dominant threat in the cyber security landscape.

In these scenarios, once an attacker gains access, they are careful to avoid behaviour that would trigger an abnormal activity alert until they’re ready to quickly exfiltrate data and get out before any response can stop them. Defending against this requires a high level of cyber security maturity and resources such as a Security Operations Centre (SOC) to configure and operate the right tools.

A glaring skills shortage makes this level of maturity difficult to achieve. Without experienced cyber security experts, gaps in the configuration of defensive measures go un-rectified, and the knowledge needed to interpret alerts and understand what is happening at different points in time are gaps that attackers can easily exploit.

Improving breach detection

Constructing a totally impregnable defence might be impossible, but there are still ways to improve your capabilities, such as:

AI: The “Hail Mary pass” in cyber security?

In discussions with customers, our teams have noticed a growing perception that AI will solve all their cyber security problems. In sporting parlance, it’s viewed as a “Hail Mary pass” – an all-or-nothing attempt to win.

While AI is still in relative infancy in a security context, there’s little doubt it offers the potential to better automate complex and data-intensive tasks with the granularity required to manage subtle differences in breach events. It can also help less experienced security teams unravel the overwhelming volume of threat indicators needed to better predict attackers’ movements. However, it’s not an instant panacea.

Like any new tool, it can’t transform a poorly designed and managed environment. For example, if you’re not currently patching all your infrastructure consistently, AI won’t solve all your problems.

AI’s efficacy is also tethered to data – vast oceans of it, raising flags around privacy. The integrity and confidentiality of sensitive information become key concerns as AI models feast upon data to hone their predictive prowess. Despite its acumen, AI is not immune to the false positives and negatives that currently frustrate security teams.

Moreover, as security teams use AI more, so do adversaries, leading to an AI arms race. It’s a high-stakes game of innovation and counter-innovation, where staying ahead requires constant vigilance and adaptation. Maintenance and calibration become critical in keeping AI defences effective. Without regular updates and tuning, its effectiveness can rapidly diminish.

The promise of XDR tools

While Extended Detection and Response tools have been around for a while, recent advances in capabilities, such as Cisco XDR’s integration with newly acquired Splunk ES, have given them new momentum. They address many of the threat detection challenges outlined above by leveraging the power of integration, analytics, and automation.

By amalgamating data from various sources—be it network devices, cloud environments, endpoints, or email systems—Cisco XDR provides security teams with a much-needed comprehensive view of their infrastructure. This centralisation of detection and response capabilities can help address the challenge of shadow IT and scattered defences by making it harder for that activity to ‘fly under the radar’. Coupled with advanced analytics and machine learning, the platform identifies and isolates anomalous behaviour, cutting through the noise of false positives and focussing on genuine threats.

Automation in XDR not only accelerates the resolution of threats, but also streamlines the management of security alerts, alleviating the burden on security teams and combating alert fatigue.

Finally, the platform’s integration capabilities ensure that an organisation’s plethora of security tools can operate in concert rather than in isolation. This unity enhances the overall efficacy of defence mechanisms and simplifies the security management landscape.

The strategic crossroads: in-house vs. outsourced cyber security

Despite these advancements, resourcing challenges can still hinder organisations, and this is where outsourcing arrangements are growing in popularity.

Today’s outsourcing offerings are more nuanced. While a fully managed SOC is still a possibility, specific capabilities such as managed SASE, SD-WAN or XDR can be chosen individually or collectively from a menu of options. This hybrid approach offers a middle ground, complementing existing in-house resources with access to higher levels of expertise. It’s a partnership where control and collaboration merge to form increasing levels of cyber security maturity.

To learn more about how Data#3 can enhance your cyber security capabilities, contact us today for a consultation or to discuss a free trial. Discover how we can help you stay ahead of cyber threats and protect your digital assets with the latest in breach detection and response technology.

Morgans empowers a future-ready workforce with IT managed services from Data#3

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Objective

Morgans needed to enhance its IT services to better support its people 24/7, by progressing to a hybrid working environment, and improving its procurement and management services.

Approach

The in-house team evaluated multiple providers and performed reviews in line with their policies to deliver a series of projects for digital transformation. Morgans selected Data#3 due to its previous relationship, demonstrable experience and shared culture.

IT Outcome

Business Outcome

We wanted the way we were interacting to feel like our partner was just an extension of our internal resources, and for it to feel organic as we moved to a partnership model for managed services, so Data#3 was a natural fit.

Matt NeubauerCIO, Morgans Financial Limited

The Background

Morgans is a full-service stockbroking and wealth management network, with over 500 authorised representatives and 950+ staff servicing more than 240,000 clients across Australia.

With technology playing an ever-growing role in the organisation, Morgans needed a true partner that would help them to harness their full potential. They wanted to work with someone they could trust to handle the day-to-day, while they focused on business growth activities.

The Challenge

From modernising and improving efficiency to providing new services, the IT team at Morgans is on a continuous quest to fulfil its role as a business enabler. For CIO, Matt Neubauer, it is important that while overcoming the everyday challenges of managing IT, that they could also see the big picture and recognise progress.

“When we first worked with Data#3 some five years ago, we were running Lotus Notes, we were developing systems in-house, we had a data centre four times the size we see today. It was very much an internal cloud environment, and cloud wasn’t a thing then.”

Rather than source technology partners for every individual project, something that would lack continuity and potentially drain time and attention, Neubauer was keen to develop a more enduring relationship. Although the right technical capability was a given, it was clear that an IT provider needed to be a strong cultural match, and to mesh well with Morgans.

“We were reliant on the skills, expertise and advice of our IT partner, and we needed them to play a role in guiding our direction from a technology perspective. Technology is a never-ending story: by the time you have finished one thing, you are already looking at something else, so it is a fast-moving space. You need to have access to trusted advice.”

As the role of IT grew and evolved in the business, and users’ needs went beyond the traditional 9-5 workday, the role of the in-house IT team adjusted to match. Rather than simply add out of hours support, Neubauer evaluated how to best use the strengths of his own team, while ensuring that the day-to-day operations were covered.

“When we were looking at our capability at that point, we decided as a business what was our strategic direction and where to invest our time, funds and resources. We decided that our internal focus should be where we can differentiate, and looked at the things we could do very well that were unique to Morgans.

“When it came to managing our data, network and servers, we looked at using a partner we could trust that not only had the capability, but also the flexibility to scale when needed.”

The IT skills shortage added weight to the decision to seek a managed services solution to fit the Morgans business environment. While 76 percent of Australian businesses are looking to hire skilled IT staff in 2024, half are finding themselves having to outsource overseas, with cyber security leading the hard-to-fill areas of expertise.

“We looked at the times we needed to cover, and we would have had to double our team to facilitate it, because we can’t cover both out of hours and business hours. We were not willing to compromise on keeping it onshore.

“We wanted all of the capabilities and resources to fit, we needed data sovereignty to remain in Australia, and we wanted company culture that matched ours. We wanted the way we were interacting to feel like our partner was just an extension of our internal resources, and for it to feel organic as we moved to a partnership model for managed services, so Data#3 was a natural fit,” explained Neubauer.

The Outcome

Morgans has significantly benefited from Data#3’s expertise across several business transformation projects, incorporating a suite of technology from Cisco, Microsoft, and Veritas to better support the hybrid workplace.

Leveraging the depth of knowledge and experience within this partnership, the strength and value of their relationship have become evidently invaluable. From migrating to Microsoft 365 and implementing Windows 10 to deployment of a Cisco Meraki SD-WAN and adoption of Microsoft Surface devices, the in-house IT team and Data#3 teams have worked shoulder to shoulder towards common goals.

“This gave us confidence when we were proposing a managed services partnership. We have similar values, and we are both Queensland based, so there is a lot of alignment there. The board felt very comfortable using Data#3 as a partner because they had already shown we would be in safe hands,” recalled Neubauer.

The transition to a managed services model was a process that Neubauer felt required experience and a well-designed process. As it was, the collaborative approach and tested Data#3 methodology meant that for most of the business, the managed services handover was a non-event.

“With each new development in our technology journey, it was as if the business didn’t know anything had changed. Someone working in one of the branches would be none the wiser. That was exactly what we hoped for – it is like when you turn on the tap and there is no hot water, you might curse the plumber, but you don’t thank them for every day it works perfectly. It is the same with IT, it is when something is wrong that you hear about it, so when it is quiet, we are happy.”

For the in-house IT team, though, Neubauer noted there were some more noticeable outcomes, including reduced stress and more time to focus on high value business enhancement activities.

“The biggest measurable difference was a reduction in incidents, especially those caused by patching limitations. These often crop up out of hours, and with the size of our team, we didn’t have people looking at patching on weekends and early mornings. Data#3 flags those things as they occur and by the time we walk in, most are already remediated.”

“It is great to avoid that Monday morning firefighting, because that sets the tone and used to consume time. Which also meant our people sometimes had to wait to access systems they needed to do their jobs.”

Amidst an increasingly complex cyber security landscape and facing ever more sophisticated threats, this important security measure was among the improvements that Neubauer was clear should not be underestimated. Central to the Australian Signals Directorate (ASD) Essential Eight measures, prompt patching greatly reduces vulnerabilities and cuts the window of opportunity for cyber criminals.

“It is becoming critical really in terms of the breaches we are seeing in different vertices, and once again we are very comfortable with Data#3’s security posture and the investment they are making to protect their customers’ data.”

Procurement, too, is an area where the Morgans team has welcomed Data#3’s expertise. Having access to a wealth of specialists has helped to make sure that investments are well planned and that the financial business can get the best return for its technology spend.

“We do our own research and keep a finger on the pulse of what’s happening in the market, but it is so fast moving that we can’t be across it all. Another value that Data#3 has given is that they are a large business with specialists in different vertices, so we can engage and get them to do a market scan, or to do research on our behalf. We have done this a number of times when we have not known the solution but can articulate what we need to achieve,” said Neubauer.

“Then, when we have worked out the right outcome, they work with a range of vendors, and can negotiate to get us the best return on investment and manage our assets efficiently.”

For me, Data#3 is the epitome of the concept of a trusted partner. They are always someone we can call when we are looking at the next stage of growth, or when facing an emerging challenge. They will put Morgans first, give us sound advice, and recommend the appropriate path for us.

Matt NeubauerCIO, Morgans Financial Limited

Conclusion

To get the optimal outcome from an ongoing relationship, especially in a managed services scenario, Neubauer said that a true partnership is necessary. That, to him, means feeling that they want Morgans to achieve a successful outcome just as much as he does, and will place that above their short-term goals.

“For me, Data#3 is the epitome of the concept of a trusted partner. They are always someone we can call when we are looking at the next stage of growth, or when facing an emerging challenge. They will put Morgans first, give us sound advice, and recommend the appropriate path for us.”

On occasion, that approach has meant that Data#3 has sometimes chosen not to take on a project, instead connecting Morgans with their extensive network of technology partners.

“There have been some instances where we haven’t used them based on the advice they have given. For example, when we have been working on a technical solution that isn’t one of their strengths or in their wheelhouse, our account manager will call out that it isn’t one of their specialities and will recommend a partner with the right specialised skills for the project. There are a lot of vendors who are keen to get whatever business they can, even if outside their skillset, which leads to subpar results.

“If Data#3 is engaging on a project, they won’t accept anything below an excellent outcome, what they commit to achieving, they will make good on that commitment.”

The true test of a partnership, concluded Neubauer, is knowing that you have an extended team of resources that are every bit as much there for you in difficult moments as they are to share in your successes.

“Data#3’s strength boils down to the definition of a solid partner, someone that you can call when things don’t go well and they’ll pick up the phone, they’ll be in your corner to make things right with a mutually agreeable outcome. They will go to bat for you.”

“Our Data#3 Account Manager has been on some internal calls for Morgans looking out for Morgans’ interests even if they are not necessarily of benefit to Data#3. They are collaborative, transparent, and they tell things as they are,” concluded Neubauer.

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At Data#3, our core purpose is to enable customer success through a company-wide strategic approach to customer experience. By aligning with world-leading vendor partners like Cisco, we enhance our ability to guide customers confidently through their technology journey, establishing a solid foundation to future-proof their digital transformation.

In this video, John Tan (Data#3 Chief Customer Officer), David Impellizzeri (Data#3 Customer Success Team Lead), and Emma Crome (Cisco Success Programs Manager) sit down to discuss how our partnership with Cisco helps drive successful outcomes for our customers. 

At Data#3, our partnership with Cisco is built on a strong foundation, allowing us to deliver top-notch connectivity and security platforms that enhance user experiences. Cisco’s focus on forming enduring partnerships aligns seamlessly with our approach, enabling us to understand our customers’ needs and offer solutions that lead to their success.

For families seeking an international education in Perth, the International School of Western Australia (ISWA) has earned a reputation as an innovative school that prioritises student wellbeing and individual success. With a student body representing more than 60 nationalities, ISWA embraces diversity and welcomes different perspectives.

Technology is seen as an essential tool to help students explore the world, and to help teachers continuously provide an engaging and thought-provoking education. As a previous device program neared its conclusion, the school had an opportunity to further enhance digital learning.

In this video, discover how ISWA leveraged modern, reliable, and secure devices to create a more efficient and interactive classroom environment. By streamlining procurement and support processes and ensuring cost predictability through a DaaS model, ISWA significantly improved the user experience for both teachers and students.

Are you ready to embrace modern learning?

Our team has accumulated more than three decades of expertise in the Education industry, and we are dedicated to assisting our education clients in designing, implementing, and overseeing a digital ecosystem that fosters learning and accomplishes wider business objectives.

Contact our team of specialist today to explore how you can help your students embrace modern learning with technology.