Robotic Process Automation (RPA)

Are you trying to accelerate your RPA roadmap and looking for support to drive an effective return on investment (ROI). With over 5 years of RPA global delivery experience working with the leading RPA software providers. Why not talk to L3O who have unique operational experience into how an organisation can achieve success.

Working with Service Integrators and providers across sectors such as Finance, Legal, Manufacturing, Retail and Utilities. L3O will use consulting knowledge and partnerships to support effective Discovery, Design, Delivery into an effective Managed Services Solution.


Cherwell Software and L3O Consulting Team Up to Offer Digital Transformation Support

September 3rd – COLORADO SPRINGS, Colo. and City of partner, State/Country

L3O Consulting Ltd. (“L3O”), the Digital Transformation, Consultancy and Advisory Service, has partnered up with Cherwell Software, LLC, (“Cherwell”), the global leader in service management, to support digital transformation initiatives.

The partnership will help chief information officers (CIO), project management offices (PMO), and business leaders of all kinds improve service management within their organizations, by establishing greater levels of automation, expanding the use of employee self-service, and leveraging AI to improve the customer and employee experience.

L3O Consulting was co-founded by Neil Sutch, Chief Operating Officer, and Dan Broomham, Chief Revenue Officer. Prior to forming L3O, the two co-founders were responsible for delivering one of the largest Cherwell implementations in the UK to date for a large global digital transformation company with 6,500 users. They are bringing this experience into L3O to help organizations embrace new technology, improve business efficiency, and enhance customer experience through effective digital transformation.

L3O Consulting differentiates itself by going beyond the norm to accelerate business growth and to work with its clients far beyond the initial implementation, through to operations and delivery. This long-term approach is reflected in its name which literally means “launch, expand, operate”:• L = Launch i.e. create the strategy, focus on the outcome, launch the project• 3 = Expand i.e. scaling the strategy with the appropriate skills (internal and external) to ensure the initiative is a long-term success• O = Operation i.e. be there to make sure the momentum remains into delivery, ensuring ongoing success, innovation, and the desired business outcome

“Cherwell is exactly the kind of company we are proud to partner with. Its ESM platform provides an enterprise-wide solution that will greatly enhance the digital transformation experience of our clients and their customers,” said Neil Sutch, chief operating officer, L3O.

Sutch continues, “Digital transformation needs to happen for organisations faster than ever. At the same time IT is rapidly moving from being a business cost to a business enabler. L3O has the capability to drive that change, from strategy through to execution, by translating technology into business outcomes. L3O looks at the opportunity Cherwell brings to the marketplace with features such as workflow automation, the self-service virtual agent and low-code development. We are excited to help our customers take full advantage ofCherwell’s service management innovation to drive forward their digital transformation initiatives.”

“Our partnership with L3O will help our customers unlock services they never thought possible,” said Matthew Peeples, vice president of channel partnerships, Cherwell. 

Cherwell’s flagship offering, Cherwell Service Management ® — delivered on Cherwell’s  powerful and flexible no-code CORE ™ platform — enables IT, HR, facilities management, customer service and other teams to implement, automate and modernize service and support processes to meet new and evolving needs — at a fraction of the cost and complexity of other tools. The enterprise bundle includes ITSM, HR Service Management, Facilities, Project and Portfolio Management, Information Security Management, and access to the Cherwell Marketplace™ of over 142 Apps which provide ready-made solutions to many more specific workflow challenges.

About Cherwell

Cherwell (@Cherwell) empowers organizations to transform their business through the rapid adoption and easy management of digital services. Cherwell’s adaptable platform has enabled thousands of organizations to modernize their business operations with customizable service management, automation, and reporting across the enterprise.

For more information, visit:

About L30 Consulting

We will utilize our experience, leadership, and passion to provide you with digital transformation, consulting, and advisory services to drive efficiency, accelerate growth and open new business opportunities. Our extensive experience crosses all aspects of sales, operations, and senior management. Having work across a range of industries our experience brings an edge and unique insight to your business.

For more information, visit:


Media Contacts:

Scott Gainey

Dan Broomham

Are you putting a sticky plaster over your current IT infrastructure?

IT infrastructure can be years in the making with layers of complexity servicing your customers and employees. As systems and tooling age its effect on the end user experience can become un-predictable. Service availability and reliability often become an issue that requires significant resource allocation. IT services companies operate these environments with cost constraints that inhibit quality. System outages and effective change are often replaced with a temporary fix due to efficiency and knowledge. A vicious circle of layers of temporary fixes, “sticky plasters”, can lead to commercial or even legal dispute. This often changes the relationship between client and supplier to reactive panic stations. The focus becomes commercial resolution and not the actual business target. In many cases it turns into IT special measure programmes at an escalation level.

If you are in a turnaround or suffering from IT service reliability challenges, now is the time to step up the level of digital transformation maturity. Investors and stakeholders are listening and want to take back control.

Customers require excellent transactional experiences and more robust systems, which are key to growth and customer satisfaction success. There is a clear opportunity to use digital as a mechanism to get the IT quality experience up the stack of importance within your business. Excepting that there are gaps in quality and that operations need to move from reactive to being insightful and proactive business functions. Establishing a sense of urgency with some structure behind it starts with the following.

  • Bringing the business and IT together creating a shared business strategy, aligned to the customer needs. Manage stakeholders carefully and bring technology solutions and vendors in to benchmark and demonstrate delivery of the desired customer outcome. Ensure senior decision makers allow the time and space to go back to the beginning to design new fit for purpose experiences.
  • Developing a culture of digital DNA within your business starting at the top is key and success begins with leaders influencing. Digital DNA requires strong leadership to identifying new approaches.  Organisations must also assess their innate ability to thrive in a digital business environment and nurture digital talent. Using a development framework for digital proficiency and a checklist on digital expert’s competencies and organization can embed digital DNA throughout the culture.
  • Maturity level assessment apply a consultative gap analysis of the current landscape against the digital experience required. Understanding every bit of data flowing upstream and downstream and how its aligned with business processes. Analysing the customer journey experience and looking at its root cause to enable future proactive changes and the opportunity to Automate or provide Self Help. The change required is operational excellence and building infrastructure with the correct customer experience in mind. Building documented run books (step by step instructions) that enable resilience, automation, and continuous improvement. Set targets and unmitigated raw KPIs that monitor success.
  • Establish facts through data analytics and machine learning to enable one to move from intuition to data driven decisions. Data is therefore at the heart of a digital transformation. Every user touch point, every click, every interaction provides digital context. The goal is to move from constant information overload, to real-time facts that enable you the pivot and make agile decisions. When working with customers asking the right questions to anticipating future consumer behaviour through analytics allows data driven decisions. 
  • Shifting the IT and business to an agile methodology andensure swift and deep-seated change an agile model of transformation is important. Finding vendors who can provide personalisation for your business, rather than trying to bend your customer experience processes out of shape. Focus on delivery through automated process, which are less likely to be affected by human error. There is often a gap in expectations which can be solved in a digital world if the agile problem solvers are allowed in to work proactively on the client’s strategic target. In fact, successful digital business models reinforce the brand strategy, promise, and promote the brand mythology.
  • Getting your digital investment right mistakes are made when business cases are written to gain in-year saving. Shortening a return on investment (ROI) on a excel spreadsheet to gain approval is quite normal but can compromise the agreed outcome. Another approach to simply cutting costs is using suppliers that can help with the business case and use different methods such as outcome-based incentives or capitalisation to improve the ROI.

Digital does not mean wholesale replacement of existing technologies, applying new technologies to existing infrastructure is possible. Digital does not mean just putting a mobile front end or adding a social collaboration feature to a process.  The introduction of mobile, social media, cloud, analytics, and unified communications start the digital journey. Adding machine learning sensors to old machinery provides facts, data, and context. Gathering analytics from legacy mainframe data for use in new experiences and will provides insight into new opportunities. 

Early digital adopters in technology markets have applied concepts in design thinking from the beginning of C-19 and thrived as they understood what the markets and client’s needs are. Imagine how digital disruption could impact an organization’s business model with growth and user experience. No company can succeed on their own in digital transformation. An ecosystem of co-creation and co-innovation through market leading digital vendors awaits. Embracing this knowledge and insight and using it in the business cases need to be carefully considered and be compelling for board approval. L3O recommend co-creating and co-innovating with new partners as key to success and allowing them to work with you in more agile methods to solve the “sticky plaster” challenge. Give them the challenge and agree an outcome-based reward. An effective partner will take risk with you.

Where does digital transformation start, and how does boardroom take a grip?

Well established companies that once dominated the market face threats from new challengers who are nimbler and will leverage technology to out compete.

The current C19 situation is demonstrating that now more than ever, providing an excellent customer and employee experience is essential in today’s marketplace. Businesses must put both digital and mobile at top priority to remain both relevant and competitive.

True digital transformation will involve the entire organisation and should leave no stone left unturned to deliver strategic objectives. The decision to disrupt an existing revenue stream may pave the way for a more sustainable source of income through new digital channels.  

Leadership teams typically start with a vision on how drive digital transformation; however, it is not a digital vision, but rather a vision for the organization in the digital age. The distinction is critical for success.

Over the past months, L3O has interviewed market leaders who are creating digital transformation strategies. We have established that there are common challenges for digital business, regardless of sector or geography. L3O have established an approach to overcoming those challenges and our post diagram represents our methodology.

L3O will support designing new experiences and business models. Use digital expertise and leverage partners as an opportunity to create new and a better digital outcome for your business. Developing a culture of digital DNA and help create a framework for change.

The existing leadership structures in most organizations are not best equipped to drive the change required for digital disruption. Roles like Head of Digital, Chief Digital Officer (CDO) and Chief Technical Officer (CTO) are essential for the new age of digital business. L3O have this experience and can provide this capability “as a service” bringing technology up the stack of importance and aligning to your business strategy.

No company can succeed on their own with digital transformation, an ecosystem of co-creation and innovation with well-established enterprise leaders and challengers is on hand to help. Let L3O look at the art of the possible with you in readiness to Launch, 3xpand and Operate a digital strategy.