Digital Cinema Company
A leading provider of cinema software and digital services, working with business across the globe. The business started with just three employees, and has since grown exponentially. The company won a tender for a Lottery-funded initiative to grow digital cinema in the UK.
The Associate was challenged to help grow the business into the world-leading company it is today. Managing multiple cinemas and offices across multiple global locations was a huge task, and required an overhaul of existing systems and updates to team structures. The Associate needed to put a helpdesk in place to manage queries, implement new software and help recruit a team across multiple locations to help business growth.
What Our Associate Did
The business worked with a selection of top studios and manage contracts across Europe, South Africa and Latin America. The Associate recognised a need for software to manage the scale and volume of deployments across the globe, and developed a specialised theatre management system. After hiring a VP of Development as the business grew, software was developed directly with one client, meaning all specific requirements were met. The company ended up selling that software all around the world.
Overhaul of the software division
- The Associate stepped in to head up and manage the entire software division, and took on the CTO role to oversee development. From here, there was an overhaul of multiple processes, with actions including:
- The introduction of an agile methodology
- Implementing a new DevOps culture
- Automating the release process, thus reducing time between development and production
- Moving services to the cloud rather than hosting them on the premises (led by the Associate)
- Embraced the introduction of AWS
- Improving the structure of the development teams and bringing in more experienced team members
Before the Associate came aboard, the cloud strategy at the company was outdated and causing challenges for growth – in short, it needed modernising and making fit for purpose. The Associate came up with a new native cloud approach to build a platform for the business to offer worldwide products and services. The new cloud product is truly multi-tenanted, scalable and completely adaptable, while also being versatile and secure; it also increased the value of the business (which was later acquired).
The IT team began with just the Associate, and by the end of his term consisted of:
- Internal IT Team: five members working on internal systems, VPNs, (plus 200 staff across four offices in the business) and maintaining them.
- Business Intelligence officer
- Small DevOps team: two managers and three teams of up to seven people (two teams based in Poland and one in London)
- Engineering team for hardware platforms and a support team
The Associate’s work with the business led to a huge upturn in functionality, efficiency and productivity across the business. As well as improving structures and developing teams, under the Associate’s tenure, the company became the biggest provider of that particular Theatre Management software in the world.
Returning to the business later on a consultancy basis, the Associate was able to reduce the cost of the cloud software by £200k per year. Other responsibilities included liaising closely with the CEO and Senior Management teams, working on several mini-projects to improve process on the ground, supporting to transition development from the UK to China. The Associate was involved in the sales process and worked on an outward-facing basis as a member of the senior management team; being commercially-minded and not obsessing over the technology was crucial for this project’s success.