CASE STUDY: CDW REMOTE MANAGED SERVICES COMPANY: Taft Stettinius & Hollister LLP LOCATIONS: 7 offices in 4 states EMPLOYEES: Approximately 600 TECHNOLOGY SUPPORT STAFF: 14 HISTORY: Founded as Worthington & Strong in 1885, the law firm assumed its current name after Robert A. Taft and Charles P. Taft II, sons of U.S. President William Howard Taft, joined in 1924. e law firm gained national prominence when its labor department helped then- U.S. Senator Robert Taft draft the 1947 Taft-Hartley Act. rough a series of successful mergers, Taft has grown to become a premier regional law firm that serves individuals and businesses with needs ranging from local to international in scope. At a Glance MANAGING PARTNERS To improve network availability for its far-flung workforce without adding significant costs, a prominent law firm adopts remote managed services as an IT operating model. “By moving to managed services, we envisioned keeping our overall consultant spend the same while shifting to a proactive posture,” explains Brian Clayton, CIO for Taft. TWEET THIS!
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case study: cdW Remote managed seRvices
company: Taft Stettinius & Hollister LLP
Locations: 7 offices in 4 states
empLoyees: Approximately 600
technoLogy suppoRt staFF: 14
histoRy: Founded as Worthington & Strong in 1885, the law firm assumed its current name after Robert A. Taft and Charles P. Taft II, sons of U.S. President William Howard Taft, joined in 1924. The law firm gained national prominence when its labor department helped then-U.S. Senator Robert Taft draft the 1947 Taft-Hartley Act. Through a series of successful mergers, Taft has grown to become a premier regional law firm that serves individuals and businesses with needs ranging from local to international in scope.
at a glance
Managing Partners
To improve network availability for its far-flung workforce without adding significant costs, a prominent law firm adopts remote managed services as an IT operating model.
“By moving to managed services, we envisioned keeping our overall consultant spend the same while shifting to a proactive posture,” explains Brian clayton, cio for taft.
tWeet tHis!
2 case study: cdW Remote managed seRvices
Anonymity isn’t on the list of characteristics Brian Clayton
wants in a managed services provider. As the CIO of a large
law firm that has focused on building relationships since
1885, Clayton values partners who are willing to invest their
own reputations.
“It’s important that they smile when we smile and
bleed when we bleed,” says Clayton, who leads the
technology organization supporting Taft. The regional law
firm, with roughly 600 employees, proudly draws its name
from two sons of President William Howard Taft: former
U.S. Senator Robert Taft and former Cincinnati Mayor
Charles Taft.
Today, the organization represents individuals and
businesses with needs ranging from local to international
from its offices in Cincinnati, Cleveland, Columbus, Dayton,
Indianapolis, Northern Kentucky and Phoenix.
in pursuit of a partnerThe firm’s IT group focuses on user experience as its indica-
tor of success. To maintain consistent network behavior
and availability for its far-flung workforce without adding
significant costs, Taft recently completed a migration of its
IT infrastructure to CDW Remote Managed Services. The
journey originally began in 2006, when Clayton first came
on board as the law firm’s technical operations manager.
“Back then, we weren’t getting the level of service we
needed from our primary technology providers,” he says. “We
needed more than someone to process our purchase orders.”
Clayton began the search for a provider that could also act
as the firm’s IT lifecycle coordinator. “We needed someone who
would provide guidance on the best solutions for our needs,”
he says. “And we wanted a partner that would track equipment
lifecycles to help us see around technology corners.”
At the time, Taft maintained a small account with CDW.
“I called the company and was connected to our region’s
representative, Brian Hamad,” Clayton recalls. “Immediately
after meeting, we felt a difference with Hamad’s approach.”
Following initial conversations with Hamad, an advanced
technology account executive, Clayton traveled to Chicago
to tour the ISO-certified testing and configuration center
at CDW headquarters. “We met with CDW engineers who
represented key products or initiatives that were currently
not supported at Taft to the level we needed,” Clayton says.
Impressed with the site visit, Clayton and Hamad began
taking one step at a time in developing a plan for Taft to use
CDW as the law firm’s primary technology partner.
“Since we’d been burned before, we continued work-
ing wth several other technology partners,” Clayton says.
“Then, we slowly grew the relationship with CDW.”
A shared vision was key to developing the relationship,
Hamad points out. “Brian had a long-term vision of how
Taft’s IT department should be supported, but he lacked a
partner — focused on Taft’s needs — to help design, plan,
improve, measure and control all the different facets of IT,”
Hamad says. “Operational excellence, communication and
customer experience were critical on both sides.”
Over time, Hamad and CDW demonstrated a commit-
ment to Taft in multiple ways, including availability during
off hours, Clayton says. The focus always is on resolving
whatever problems or needs arise, whenever they arise, he
says. “When we’ve called Brian on a Saturday with an issue,
he’s located a tech that could help us resolve it.”
a managed moveFast-forward to late 2011: Clayton had become CIO, and as part
of that job, he had been given the responsibility for the other
teams within IT, including litigation support, docket and records
management. Additionally, a series of mergers had quadrupled
the firm’s size, requiring the absorption of multiple data cen-
ters, systems and applications from the merged entities.
“With Tier 3 managed services, I can avoid most of the calls from attorneys reminding me we’re losing
potential billable hours because the system is down.” — Taft CIO Brian Clayton
tWeet tHis!
3800.800.4239 | cdW.com
Red carpet RideWhen remote managed services came on the radar for Brian Clayton, CIO
of Taft, he turned to his trusted CDW account representative, Brian Hamad.
After discussing the Taft IT team’s interest in handing off day-to-
day management of multiple applications and systems, the advanced
technology account executive contacted Andy Brolin, a solutions
architect in CDW’s Managed Services Division.
“Hamad provided a detailed description of Taft’s needs and culture,”
Brolin recalls. “Then he suggested we invite Taft’s representatives to our
Madison, Wis., network operations center to tell them our story.”
After an initial conference call between Brolin and Clayton, Hamad
worked out trip logistics with Taft. Meanwhile Brolin and his team planned
a customized CDW Red Carpet Tour for the law firm’s system engineers.
The deep diveTo prepare for Taft’s wide-ranging needs, Brolin scheduled not only an
overview session, an executive discussion and a facilities tour, but also
three in-depth sessions. Each of the deep-dive sessions covered a major
functional area on Taft’s strategic technology plan: NetApp management,
ESX management and Cisco Unified Communications management.
“The session leaders were Level 3–certified professionals in their
disciplines,” Brolin says. “We wanted Taft to begin to form a relationship
with the actual senior engineers who would be charged with managing
their systems.”
Additionally, Brolin arranged for a practicewide technician to be
involved in all of the sessions to field questions across the CDW Managed
Services landscape. “We also provided Taft with our service catalog and
our operations manual because we want customers and prospects to
have full transparency of our operation,” Brolin says.
“It’s important for us to demonstrate how we deliver our services as
an extension of our customer’s IT department,” he adds. “We take the
time to show how we’ll integrate into a customer’s processes — not the
other way around.”
The final component of the tour was a discussion of what the post-
contract process would entail.
“Although many customers want to jump right into operational
support, we spend time talking about the transitional phase,” Brolin
says. “This includes introducing the customer to their dedicated project
manager as well as their service account manager, who is a nonbillable
person that stays with the customer for the life of the contract.”
in the ZoneFor Clayton, the tour struck just the right chord. “It helped my engineers
start becoming comfortable with a situation that would be totally new
for us,” he says.
More important, the red-carpet care didn’t stop there. It has
continued on through the transition, he says.
“For example, I can’t say enough about our project manager,” says
Clayton. “She keeps us focused when we start to go off on a tangent.”
And, as systems became operational at CDW’s network operating
center, the VIP treatment continued.
“Unlike some other situations, we receive true Tier 3 service from
CDW,” Clayton says. “If something begins to go wrong at 2 a.m., CDW
detects and fixes it. CDW works with my team to prevent inefficient
user experiences and maintain availability.
“It’s so seamless,” he continues, “that I don’t receive surprise calls
anymore from attorneys upset that the network is down. We are more
proactive and have someone always watching our environment.”
“We were supporting five data centers and more than
50 terabytes of storage in total,” Clayton says. “We had a
large percentage of active storage for litigation support
alone, which we put on a separate server and storage sys-
tem to ensure appropriate performance.”
With the disparate systems and data centers, pressures in-
volving mobility and lawyers’ seeking access to systems at all
hours of the day and night, Taft’s IT staff found itself spending
more time putting out pop-up technical fires than working on
business-critical functions and advancing the ball.
“Our maintenance windows were quickly becoming non-
existent,” Clayton says. “And, we were spending significant
consultant resources on reacting to situations and resolving
issues and not adding the value we intended. We needed to
get back to advancing the ball.”
In a bid to become a more proactive IT organization,
Clayton and his team began investigating the viability
of migrating the Taft infrastructure to remote managed
services. “By moving to managed services, we envisioned
keeping our overall budget the same while shifting to a
proactive posture.”
After some due diligence, Taft narrowed its choice of
potential managed services partners to CDW and another provider.
Both of these providers had demonstrated their commitment to Taft
and its success. Both had a long, proven product and service catalog.
Both were always looking around the corner for the next need. Then,
Clayton placed a call to Hamad.
Initially, Hamad helped establish a conference call with CDW’s
Remote Managed Services team. Later, he arranged a facilities tour
of CDW’s Madison, Wis., network operations center for Clayton and
the Taft infrastructure team. (See “Red Carpet Ride.”)
“At CDW, we participated in long detailed meetings with the engi-
neers who would actually be managing our systems,” Clayton says. “At
the other provider, the sales people did a majority of the talking.”
According to Clayton, these meetings — Taft systems engineer to
CDW systems engineer — settled the selection. “When I asked my
team which managed services provider they preferred, they imme-
diately said CDW,” he says.
For Clayton, CDW’s ability to demonstrate its level of investment to
his staff was critical. “I wasn’t just asking my team to turn over moni-
toring physical servers and the sending out alerts, I was asking them to
allow someone else to become a part of the internal team and manage
the environment,” he says. “This was a significant change for us.”
By March 2012, the contract was completed for Microsoft Windows