Legal / professional services
Martindale-Hubbell: $6M/year tech savings
Challenge
Under ownership change and a strategic pivot, Martindale-Hubbell needed to cut technology expense while still extracting value from systems that ran the business. Multiple expensive legacy platforms overlapped; senior leaders spent time firefighting stack issues instead of growth.
Solution
Foundation5 audited spend against outcomes, retired redundant systems, and moved core billing and analytics to Salesforce billing with Pentaho BI on cloud services. The program tied every decommission to a measurable cost and capability tradeoff leadership could defend.
Outcomes
- $6M per year reduction in technology spend
- Cloud services and Salesforce billing as the new core
- Senior management time redirected to growth priorities
- Clearer ownership of remaining platforms
Engagement context
Martindale-Hubbell operates in Legal / professional services. Reduced technology spend by $6M per year through cloud migration, Salesforce billing, and consolidation of expensive legacy systems.
Under ownership change and a strategic pivot, Martindale-Hubbell needed to cut technology expense while still extracting value from systems that ran the business. Multiple expensive legacy platforms overlapped; senior leaders spent time firefighting stack issues instead of growth.
Approach and outcomes
Foundation5 audited spend against outcomes, retired redundant systems, and moved core billing and analytics to Salesforce billing with Pentaho BI on cloud services. The program tied every decommission to a measurable cost and capability tradeoff leadership could defend.
The headline result — $6M/year tech savings — came from process clarity, the right systems choices, and enabling the team to own what we built.
- $6M per year reduction in technology spend
- Cloud services and Salesforce billing as the new core
- Senior management time redirected to growth priorities
- Clearer ownership of remaining platforms
Technology and practices
Core components included Salesforce billing, Pentaho BI/ETL. Foundation5 stayed platform-agnostic: selections reflected client standards, licenses, and skills — with clear system-of-record responsibilities for data and integrations.
Comparable programs succeed when executive sponsorship stays active through adoption, process ownership is named before configuration, and success metrics are defined at charter. If your situation resembles this engagement, a short discovery phase usually shows whether similar outcomes are realistic.
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