Our Happy Clients
Clinical Data Decision Enablement for Biotech Leadership.
Context
A biotech leadership team lacked a reliable, integrated view of clinical trial performance across multiple clinical and operational systems, despite prior reporting efforts.
Decision Risk
Executives could not confidently assess enrollment progress, site activation timelines, or overall trial performance — limiting their ability to make informed planning and operational decisions.
What We Did
TMC Partners restructured the underlying decision model — aligning clinical metrics, standardizing definitions, and establishing governance before rebuilding executive dashboards.
Outcome
Within weeks, leadership gained a consistent and defensible view of trial performance, including enrollment tracking, site activation progress, and variance against targets.
Why It Matters
Critical clinical and operational decisions could now be made with confidence — supported by structured data aligned to actual decision needs, not fragmented reporting and dashboard outputs.
This engagement supported executive decision-making across active clinical programs in a high-growth biotech environment
Customer Data and CRM Transformation for Dental Products Manufacturer
Context
A dental products manufacturer transitioning to a modern CRM environment lacked a reliable, unified view of customers, practitioners, and commercial activity across systems.
Decision Risk
Leadership could not confidently assess customer relationships, track certified practitioners, or manage sales pipeline performance — limiting visibility into growth opportunities and operational effectiveness.
What We Did
TMC Partners structured the underlying customer decision model — standardizing business definitions, resolving identity across fragmented datasets, and establishing data quality and governance controls before enabling CRM migration and reporting alignment.
Outcome
A clean, unified view of companies, certified and non-certified practitioners, and commercial activity was established — enabling consistent tracking of customer relationships and sales performance.
Why It Matters
Sales and operational decisions could now be made with confidence — supported by structured, high-quality customer data aligned to how the business engages and grows its practitioner network.
This engagement supported sales, marketing and e-commerce across DSOs, product consumptions and market segments.
Enterprise Data Migration and Governance Alignment for Healthcare Services Organization
Context
A healthcare services organization undergoing multiple system migrations across finance, HR, and project operations lacked a unified data foundation to support reporting and operational alignment.
Decision Risk
Leadership could not confidently assess financial performance, order to cash, workforce metrics, or project invoicing due to inconsistent data quality and fragmented reporting across legacy and target systems.
What We Did
TMC Partners structured the transformation around decision-critical domains — aligning FP&A, HR, Sales and PSA metrics, establishing governance standards, and defining data quality controls before and during system migration and reporting alignment.
Outcome
A consistent and governed data foundation was established across finance, HR, and operational domains — enabling reliable reporting, smooth migration to SaaS platforms and alignment between leadership teams.
Why It Matters
Leadership could now make informed financial, operational, and workforce decisions with confidence — supported by structured data aligned across systems during a complex transformation and M&A.
Sales, finance, HR and PSA transitioned from legacy systems to cloud enabled platforms with an established governance framework.
Revenue and Operational Decision Alignment for Corporate Travel Platform
Context
A corporate travel platform managing air, hotel, rail, and car services lacked a unified, reliable view of financial and operational performance across business segments and partner channels.
Decision Risk
Leadership could not confidently assess revenue performance, financial forecasts, supplier relationships, or operational efficiency due to fragmented data across systems and inconsistent reporting across service lines.
What We Did
TMC Partners structured a unified decision model across revenue and operational domains — aligning financial metrics, standardizing data models across service lines, and establishing governance before enabling integrated reporting and analytics across the platform.
Outcome
A consistent, decision-ready view of performance across air, hotel, rail, and car services was established — enabling alignment across finance, operations, and partner management teams for US and Canada.
Why It Matters
Leadership could make informed decisions on pricing, partnerships, and operational performance — supported by structured data aligned across the full travel ecosystem.
The company was able to unify their business systems to a common data lake adhered to governance and run executive dashboards.
Enterprise Decision Alignment Across Finance, HR, and Sales for Trading Platforms
Context
A trading platform provider lacked a unified view across finance (FP&A), HR, and sales systems, resulting in fragmented visibility into financial consolidations on entity, LOB, product and functions, workforce allocation, and enterprise performance management (EPM).
Decision Risk
Leadership could not confidently align revenue forecasts (Rev Rec) with workforce capacity or assess performance across business units — creating gaps in planning, accountability, and risk exposure.
What We Did
TMC Partners structured the decision architecture across FP&A, HR, and sales domains — with a detailed discovery phase- aligning key metrics, establishing cross-functional definitions, and defining a target operating model for data, governance, and analytics before formalizing a transformation roadmap across systems.
Outcome
An integrated decision framework was established, enabling leadership to align financial planning, workforce strategy, and commercial performance within a consistent operating model. We also delivered a migration strategy from legacy ERP to a SaaS based FP&A.
Why It Matters
Revenue planning, cost accountability, and operational decisions could now be made with confidence — supported by a unified view across core business functions rather than fragmented system outputs.
The company transitioned their Sales, FP&A and Pay systems to SaaS with a data lake adhered to governance & data management.