Case Study

How a 750-Staff Nonprofit Health Organization Consolidated IT Operations Without Business Interruption

Indiana | Nonprofit Health | 750 Staff

$174K

Annual Cost Reduction

75 HRS

Weekly Engineering Time Reclaimed

2 WK

Transition Period

The Situation

A Competent Team Buried Under Vendor Sprawl

The organization had not made bad decisions. They had made reasonable ones, repeatedly, over several years. Each new tool solved an immediate problem. Each new vendor filled a specific gap. But no one had stepped back to look at the whole picture.

The internal IT team was competent but stretched. They spent more time coordinating between vendors, managing overlapping tools, and bridging support gaps than they did on strategic improvement. Budget pressure made additional headcount unrealistic. A wholesale rip-and-replace was too risky for an organization where continuity directly impacted patient-adjacent operations.

Multiple security and infrastructure products performing adjacent or overlapping functions

Support boundaries that were not always clear to end users or leadership

Identity, endpoint, email, and network controls built in separate lanes with no normalization

Growing effort spent on coordination and escalation instead of quality improvement

No single point of accountability across the technology stack

The Approach

Responsible Consolidation, Not Vendor Replacement

Forged did not walk in with a product recommendation. The engagement started with environment mapping — understanding how the organization actually functioned day to day.

Map Before You Move

Documented every tool, vendor, contract, and support boundary before making a single recommendation.

Rationalize by Operating Model

Framed consolidation as an operating-model decision focused on quality-to-cost ratio, not logo elimination.

Phase Everything

Sequenced identity, endpoint, email, and network changes so they never created avoidable overlap or disruption.

Enterprise Platforms Where They Simplify

Positioned platforms based on fit, quality improvement, and total operating burden — not brand prestige.

The Results

A Stronger Environment That Costs Less to Run

Improved quality and operating consistency across the entire 750-staff environment

Reduced overlapping security and infrastructure tooling where consolidation improved supportability

Lowered avoidable spend through platform and vendor rationalization

Reduced internal coordination burden by clarifying ownership across controls, vendors, and support workflows

Executed the full transition in phased stages with zero unplanned business interruption

Created a sustainable operating model that the lean internal team can maintain independently

“We needed better quality and better cost discipline, but we could not afford a disruptive transition. The environment improved without interrupting the work our organization depends on every day — and the transition felt controlled, not chaotic. That mattered as much as the savings.”

— Kevin C., CTO

Is Your Organization in a Similar Position?

Too Many Vendors. Too Much Coordination. Not Enough Improvement.

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