“We always try to believe that leaders want to execute positive change and can overcome the broken system. We are just that naïve,” says Matt Tricomi, Founder of Xentity Corporation in Golden, CO, named for “change your entity” which started on this premise just after 9/11 in 2001.“This desire started in 1999. I was lucky enough to be solution architect on the award winning re-architecture of united.com. It was a major revenue shift from paper to e-ticket, but the rollout included introducing kiosks to airports. Now that was both simple and impactful”. Xentity found their niche in providing these types of transformation in information lifecycle solutions. Xentity started slow, first, in providing embedded CIO and Chief Architect leadership for medium to large commercial organizations.
Xentity progressed, in 2003, into supporting Federal Government and soon thereafter International to help IT move from the 40-year old cost center model to where the commercial world had successfully transitioned – to a service center. “Our first Federal engagement was serendipitous. Our staff was core support on the Department of the Interior (DOI) Enterprise Architecture team”, Matt recalls on how the program went from “worst to first” after over $65 million in cuts. “We wanted to help turn architecture on its head by focusing on business areas, mission, or segments at a time, rather than attack the entire enterprise from an IT first perspective.” The business transformation approach developed ultimately resulted in being adopted as the centerpiece or core to the OMB Federal Segment Architecture Methodology (FSAM) in 2008.
Xentity focuses on the rapid and strategic design, planning and transformation outreach portion of the technology investment in programs or CIO services. This upfront portion is generally 5 to 10 percent of overall IT spending. Xentity helps address the near-term cost-cutting need while introducing the right multi-year operating concepts and shifts which take advantage of disruptions like Geospatial, Cloud, Big Data, Data Supply Chain, Visualization, and Knowledge Transfer. Xentity helped data.gov overcome eighty percent in budget cut this way. “Healthcare.gov is an unfortunate classic example. If acquisition teams had access to experts to help register risks early on, the procurement could have increased the technically acceptable threshold for success.”
One success story of Xentity is at United States Geological Survey (USGS). “After completing the DOI Geospatial Services Blueprint, one of several, the first program to be addressed was the largest: USGS National Mapping Program.” This very respected and proud 125-year old program had just been through major reductions in force, and was just trying to catch its breath. “The nation needs this program. The blueprint cited studies in which spending $1 on common “geo” data can spur $8 to $16 in economic development. Google Maps is one of thousands which use this data.” The challenge was to transition a paper map production program to be a data product and delivery services provider. “The effort affected program planning, data lifecycle, new delivery and service models, and road-mapping the technology and human resource plan. We did architecture, PMO, governance, planning, BPR, branding, etc.” Xentity, with its respected TV production capability, even supported high-gloss video production to deal with travel reduction and support communicating the program value and changes with partners and the new administration. This is definitely different than most technology firms. The National Map got back on the radar, increased usage significantly, and is expanding into more needed open data.
Presently, Xentity is a certified 8(a) small disadvantaged business with multiple GSA Schedules and GWACs (Government Wide Acquisition Contracts). Xentity invested heavily in Federal Business management. Part of providing innovative, pragmatic, and rapid architecture and embedding talent is being able to respond quickly with compliant business management vehicles. Xentity is constantly seeking out the passionate CIOs, Program Directors, Architects, and Managers looking at transformation in this cost-cutting environment. “Sequester, Fiscal Cliff, debt ceiling, continuing resolutions–it’s all tying the hands of the executives who can look at best six months out. They don’t have the time to both re-budget and rapidly design multi-year scenarios to out-year performance drivers and options let alone staff up to speed on the latest disruptions or right innovation. That is where we come in. We start small or as fast or slow as the executive wants or believes their organization can absorb and progress.”