Broadgate, part of Ortecha, helped a high-end retailer fix a critical disconnect between DevOps and IT Service Management functions. By aligning processes, integrating tooling and automating workflows, we created a single delivery flow from development through to service. The result was a 40% reduction in annual platform costs, faster change throughput and improved quality of delivery.
Scope:
Impact:
The issue was not a lack of capability. Both DevOps and Service Management teams were experienced and well-established.
The problem was that they were operating separately.
Processes had evolved independently. Tooling was inconsistent. Handoffs between teams were manual and unclear. From a leadership perspective, there was no single view of how change moved from development into live service.
This created friction across the delivery lifecycle. Work slowed down. Issues were harder to trace. Cost built quietly as duplicate tooling and inefficient processes continued to run in parallel.
Most importantly, the organisation lacked a clear, end-to-end view of delivery.
This work came from a broader operating model review, where the disconnect between DevOps and Service Management became clear.
The retailer needed more than a technical fix. They needed a partner who could step across both domains and bring them together into a single, coherent model.
We were brought in for that reason. We understand how delivery actually works in complex organisations. Not just how it looks on paper.
We worked directly with both Service Management and Development teams to understand how work really flowed across the organisation.
First, we identified where processes needed to align. This was not about forcing one team to adopt the other’s approach. It was about creating a shared model that worked end to end.
Next, we addressed tooling.
We selected JIRA to replace the existing development ticketing platform and implemented a two-way integration with ServiceNow using automated workflows. This ensured that work could move seamlessly between development and service without manual intervention.
The focus was simple. Create a single, connected delivery flow.
We also trained users across both functions and introduced a set of KPIs to give leadership a clear view of performance across the full lifecycle.
The difference was immediate and measurable.
The new integrated model removed the friction between development and service. Work moved faster from build into production. Issues were easier to track and resolve. Teams were no longer working in isolation.
From a cost perspective, the previous platform was decommissioned. This alone delivered a 40% reduction in annual costs.
At the same time, the organisation saw an increase in throughput and an improvement in the quality of delivery to end users.
Most importantly, leadership now had a clear, end-to-end view of delivery. Something that had not existed before.
This is a common issue in large organisations.
DevOps and Service Management evolve separately. Over time, the gap between them grows. Delivery slows down, cost increases and visibility disappears.
Fixing this is not about tools alone. It is about connecting how work flows across the organisation.
By aligning processes, integrating tooling and creating a single delivery flow, this retailer moved from fragmented delivery to a model that is faster, clearer and easier to manage.
This is what it means to connect build to run in practice.
And it is where real operational efficiency is found.
A UK‑based high-end retailer operating a complex technology landscape across digital and in‑store channels. To keep pace with customer demand, the business needed faster, more reliable change and clearer alignment between delivery and service.
Partner, Technology Transformation
Partner, Technology Transformation
