A personal care retail company needed its technology organization to evolve from an IT shop into a true digital partner to the business. Ownership between business functions and technology was unclear, and limited trust in the technology organization's capabilities led functions to build solutions independently rather than through IT — creating a shadow IT footprint, work that at times duplicated what other teams had already built, and an infrastructure whose integrity was increasingly compromised. The result was higher cost: standalone solutions were expensive to build and maintain, and additional integrations were then needed just to connect the data and systems that should have been unified from the start. The organization also lacked a formal vision, governance model, or sourcing strategy, and in a cost-constrained environment, leadership needed a capacity-based delivery model that tightened financial management while enabling agility and growth. The client needed to redesign and architect this digital operating model, from assessment through implementation roadmap.