2022 TBM Council Award Winner:

IT Financial Leadership

How TBM & Product Costing Helped John Deere Accelerate their Agile Transformation


Executive Summary

John Deere began the adoption of an Agile operating model (AOM) and the shift from projects to products in 2019 with a Board of Directors-approved investment. Technology Business Management (TBM) was selected as the standard platform and model to accelerate the adoption of an Agile operating model. TBM has accelerated the shifts from annual portfolio planning to continuous portfolio governance, annual spend roll-ups to monthly visibility, and investing in IT initiatives to investing in digital products. Furthermore, TBM has helped Deere save more than 10,000 annual people-hours, rationalize several costly applications, and streamline critical processes across the organization.

John Deere has more than 180 years of experience and innovation to build sustainable technological solutions for today’s smart industrial world. A world leader in providing advanced products, technology, and services for customers whose work is revolutionizing agriculture and construction — those who cultivate, harvest, transform, enrich, and build upon the land to meet the world’s increasing need for food, fuel, shelter, and infrastructure. John Deere’s easy-to-use technology helps deliver results seen in the field, on the job site, and on the balance sheet — ensuring seamless access to parts, services, and performance upgrades and providing world-class support throughout equipment’s lifecycle.

The Challenge

John Deere began the adoption of an Agile operating model (AOM) and the shift from projects to products in 2019 with a Board of Directors-approved investment. TBM was selected as the standard platform and model to accelerate Deere’s adoption of their AOM. A critical component of the transformation was to maximize the business value through increased transparency of total product cost and a flexible investment strategy to enable business objectives.

Establishing the Solution

A critical component of the transformation was maximizing the business value through increased total product cost transparency and creating a flexible investment strategy to enable business objectives. Deere had been doing IT financial management (ITFM) for years but needed sustainable tools that would fit their new Agile operating model at scale. Their TBM tooling powered their efforts by moving them away from Excel spreadsheets.

TBM has focused John Deere on accelerating the shifts from:

  • Annual portfolio planning to continuousportfolio governance
  • Annual spend roll-ups to monthly visibility
  • Investing in IT initiatives to investing in digital products

The Result

John Deere’s TBM practice has developed sustainable product costing, accelerated the adoption of their Agile operating model, and transformed a $1 billion cost anchor into over 450 actively managed digital products. Over the last two years, TBM has saved John Deere

Financial analysts more than 10,000 annual hours. By empowering them to focus on higher value activities, the team has helped rationalize over 15 systems, streamlined more than 15 key processes, and significantly increased the use of TCO reports.

Product Cost Reports Have Shifted Conversations & Investment Planning

Before 2018, senior leadership had annual product investment visibility yearly. The TBM team focused on product costing as the organization moved towards Lean Portfolio Management. In January 2021, the team achieved that goal by publishing total product cost reports monthly. The changes they made by reevaluating their allocation methods and costing calculations gave digital product leaders greater confidence in monthly product reports.

Conversations with leadership are truly focused on value now. “Better Together” reports provide visibility into product direct (raw materials) and indirect (consumption) of other products by business application. This shift has increased the ability of both business and IT product leaders to act with financial acumen and invest resources into product families, products, and features with the most potential value to both the organization and customers.

For product managers, Deere’s TBM solutions have increased the visibility of business demand and can monitor those investments with up-todate product costing. More importantly, there is greater accountability in mapping infrastructure, business applications, and products. Some product managers now use insights from the TBM product team’s reporting to conduct investment planning.

As Deere continues to embrace their Agile operating model, their TBM maturity and product costing are opening the door for the new value to the organization. Given its dynamic portfolio, Deere is embracing the concept of Agile funding, a more flexible way of funding product teams and monitoring investments. Deere leadership is on a path to more frequently analyze and anticipate where to “move” investments in technology with the highest benefit for the business.

Using TBM as a Cultural Change Agent

Carollyn Gehrke, TBM Product Manager, shared, “TBM isn’t just about cost. It is really about understanding how teams interact and work together.” By understanding each stakeholder’s sphere of responsibility and way of working, the John Deere TBM product team has begun seeing their impact culturally.

Previously, Deere had multiple spreadsheets, data sources, databases, and reports for total cost of ownership (TCO). Now, with a single source of truth, over 500 users are looking at this information regularly. The Deere TBM team is excited to see how their work cultivates accountability across the organization. By transforming disparate data into insightful information about their products, product owners decide to rationalize applications and simplify. Other product leaders also realize how they depend on other products and are now initiating recurring, cross-product conversations to align. For example, technical platforms are becoming more customer focused. Talks between platform owners and the product leaders that consume their platforms are leading to more proactively managed upgrades.

The Deere TBM team also brings teams together through reporting that shares each stakeholder’s story. Rather than inundating finance or business leaders with granular operational data, the product reports contextualize the impact of increased support tickets or the cost of 24×7 support. Similarly, IT engineers and other technologists better understand the business strategy. With this understanding, IT leaders are becoming advisors to their business counterparts rather than order-takers.


As a winner of the 2022 TBM Council’s IT Financial Leadership Award, the Deere team offered advice and encouragement to new TBM programs. “As a new TBM program, start with Lean solutions where you can. They help your program quickly provide data in a new way — leading to larger investments in making TBM sustainable,” said Gehrke. “The value delivered will lead to more significant investments and anchor TBM as the common language across the organization.” Do not underestimate the importance of change management and organizational readiness.

To become a TBM Council member, please apply. If you would like more information about the TBM Council Awards, or this story, please contact us.

75,600 (based on 2021 YE )
Moline, IL, USA
$52.577B (based on 2022 YE accounts)
Agricultural Machinery / Heavy Equipment
TBM Solutions:
  • ApptioOne Plus™
  • ApptioOne Billing™
  • ApptioOne Benchmarking™
TBM Benefits:
  • Saved more than 10,000 person-hours
  • Transformed a $1B cost anchor into over 450 digital products
  • Rationalized more than 15 systems
  • Streamlined more than 15 key processes

TBM isn't just about cost. It is really about understanding how teams interact and work together.

IT Financial Leadership

The winner in this category uses TBM to both satisfy corporate financial requirements for budgeting, forecasting, and reporting, while enabling an array of other business outcomes such as business innovation, service delivery, cloud transformation or agile evolution. The winner uses the facts, tools, and processes of TBM to streamline, accelerate and/or improve financial planning processes, reduce or mitigate variances, and otherwise improve financial outcomes for the business.

2022 Finalists:

  • Terex Corporation
  • T. Rowe Price
  • Elanco Animal Health
  • Navy Federal Credit Union
  • State Farm Mutual Automobile Insurance Company
  • John Deere

Join Origin Energy’s Adrian Thivy, GM, Enterprise Technology Services, as he shares how TBM is creating complete confidence in their spend-to-value ratios across IT and the broader company, allowing a rapid response to the market forces driving significant pressure on the “cost to serve” customers. A finalist for the 2022 TBM Council Award for TBM Pacesetter, hear how their TBM practice was built in record time, including lessons learned as they developed business capabilities and managed a significant cloud migration and transformation.  

Session topics will include:  

  • Establishing a clear purpose and common goals that drive cross-functional understanding
  • Utilizing an adaptative governance framework to ensure accountability across all stakeholders 
  • Leveraging TBM and ServiceNow CSDM to deliver a transparent, flexible, and sustainable model in a shorter time frame
  • How bespoke logic has dramatically improved transparency of cost more than 90%

Presented by:

  • Adrian Thivy, GM, Enterprise Technology Services, Origin Energy 

Many organizations aspire for a cloud-native posture, however few have the time, resources and budget to transform into 100% public cloud operations. Equifax has broken through those barriers to modernize its infrastructure globally — driving faster innovation for customers, more business agility, and stronger cybersecurity. Hear from Manav Doshi, GM, Technology Solutions on how the Equifax team is rebuilding a century-old company, with a real-time approach to optimizing cost and revenue growth in the cloud.


Presented by:

  • Manav Doshi, GM, Technology Solutions, Equifax 

Transport for NSW is the winner of the 2022 TBM Council Award for TBM Pacesetter, which recognizes significant progress and value with TBM in a relatively short period of time. In this session, hear how the merger of Roads and Maritime Services (RMS) and Transport for New South Wales resulted in the fastest consolidation of TBM data, models, and reports into a single TBM practice. Hear from Poonam Kataria, Sr. Manager of TBM, as she shares how TBM is driving Transport’s three key strategic outcomes: connecting a customer’s whole life; successful places for communities; and enabling economic activity.

Session topics will include: 

  • Utilizing the TBM Taxonomy to align M&A practices and drive behavioural change 
  • How the right level of support sets the right culture and TBM processes
  • Driving change in the organization based on data-driven facts

Presented by: 

  • Poonam Kataria, Sr. Manager, TBM, Transport for NSW 

Discuss how TBM supports visibility of investments across the enterprise to support setting best practices and standards for managing the impact of environmental, societal, and governance strategies by IT departments and organizations.

The TBM Council Standards Committee has built out TBM integration models with other IT disciplines, including Enterprise Agile and Product Thinking, as well as ServiceNow CSDM. Current findings will be shared to drive group discussion, experience, and feedback. 

Public cloud strategies are often embraced for the promise of rapid scalability, on-demand agility, and best-in-class security, resiliency, and features. However, public cloud adoption presents significant financial challenges that, when not addressed, inhibit any firm’s ability to exploit the promises of public cloud.  

To address these challenges, customers need to simultaneously resolve current inefficiencies and build capability to ensure avoidance of waste in the long term.  

In this session we discuss a detailed framework combining TBM-Cloud with FinOps, allowing customers to understand how to implement a program to overcome these challenges and financially succeed in the cloud. 

Session discussion topics include: 

  • A detailed view of the activities required to implement a TBM-Cloud with FinOps Journey 
  • Detail the flow of information required for each task 
  • Provide guidance on which activities should be performed when


Presented by:

  • Nathan Besh, TBM-Cloud Evangelist, TBM Council 

Project to Product Transition

Outcome-focused development via agile transformation

For organizations looking to transition from projects to products, TBM can help organize resources and outcomes into value streams – the specific sets of activities that align to business outcomes.

Accelerating Cloud Adoption

Drive measurable outcomes with your cloud strategy

For organizations trying to accelerate their cloud journey, TBM provides a way to map a plan and measure the outcomes from cloud migration to cloud cost management to cloud optimization.

Morning Sessions

A look back at 10 years of TBM leadership and community building.


  • Ashley Pettit, SVP & CIO, State Farm Insurance

Introduced more than 10 years ago, Technology Business Management (TBM) was born out of the need for CIOs to have a management system to drive their technology operating strategy. At its core, the TBM discipline gives visibility into technology spend to provide common ground and enable a collaborative partnership across teams for prioritizing resources and achieving business outcomes. In this session, the TBM Council Standards Committee Chair, Atticus Tyson will share how over the past few years TBM has evolved to ensure leaders are able to accelerate digital initiatives, embrace the cloud, and communicate today’s complex technology landscape. TBM enables organizations to frequently and quickly evaluate projects, platforms, and investments to address the needs of the modern enterprise.


  • Atticus Tysen, SVP Product Development, Chief Information Security & Fraud Prevention Officer, Intuit

Atticus Tyson and Phil Alfano will guide the group through an executive discussion to capture “What is digital success to you?”. Is it how your organization creates new business capabilities? The elimination of legacy processes and systems? Funding innovation? Or all of the above as long as it drives an improved customer experience? Discuss with your table mates, as an overall group, and capture learnings and takeaways to bring back to your own team.


  • Atticus Tyson, SVP Product Development, Chief Information Security & Fraud Prevention Officer, Intuit
  • Phil Alfano, Field CTO, Apptio

How does a 170-year-old financial institution deliver a new, fully modernized technology strategy while supporting 24×7 service to their customers across a multitude of platforms, including point-of-sale, mobile, and web services? Mike Brady, Nicole Holmes, and Chad Schmidt will share how at Wells Fargo, they are creating a Technology Infrastructure team founded in the TBM discipline and responsible for aligning with internal partners to adopt an automation first approach for accelerating the delivery of services and deploying enhancements at speed. All while remaining compliant, secure, and agile.


  • Mike Brady, EVP, Technology Infrastructure, Wells Fargo
  • Nicole Holmes, EVP, CFO for Technology, Wells Fargo
  • Chad Schmidt, SVP, Technology Finance Modernization, Wells Fargo

It’s been two years since the World Health Organization declared Covid-19 a global pandemic. To re-imagine employee and customer experiences, every company was forced to speed up their shift to digital from multi-year project plans to instead creating, executing, and delivering new business models in a matter of weeks. As we emerge from this crisis, we recognize this shift is not slowing down but exponentially increasing as businesses continue to respond to societal expectations of anytime, anywhere. In this session, Sunny Gupta will share how the companies best positioned to quickly respond to changing market conditions and hyper competition have a holistic view of their technology spend so they can be agile in their investment decisions, use the cloud as a competitive advantage, and align their resources to product delivery models and continuously measure value.


  • Sunny Gupta, Co-Founder & CEO, Apptio

Afternoon Sessions

Spinning up a cloud-native posture is a desired strategy for many organizations, however few have the time, resources, and budget to achieve 100% public cloud operations. In 2018, Equifax set a 5-year goal to achieve this, striving to provide their customers with faster innovation, more flexible business agility, and stronger cybersecurity. Hear from RJ Hazra, SVP & CFO, Technology on the lessons and successes the Equifax team has found along their journey, and what remains as they cross into their final year of their company-wide digital transformation.


  • RJ Hazra, SVP & CFO, Technology & Security, Equifax

The cloud is a significant shift in computing and companies need to get maximum value from it. FinOps is the evolving cloud financial management practice that empowers organizations to track and maximize cloud spend and enable tech, finance, and business teams to collaborate on data-driven spending decisions. In this talk, J.R. Storment, Executive Director of the FinOps Foundation will explore the intersection between TBM and the FinOps practice and the benefits achieved. Session discussion topics include: 

  • Creating a culture of ownership over cloud usage and spend
  • The most important challenges to tackle for delivering products faster while gaining financial control and predictability
  • FinOps organization structures in large and small organizations from the State of FinOps 2022 report



    • J.R. Storment, Executive Director, FinOps Foundation

In this engaging conversation, executive leaders will share both the challenges and best practices realized on their journey to embrace product-based innovation.

Session discussion topics include:

  • Achieving results as you shift from a projects-to-products innovation model
  • Maximizing CIO/CFO partnerships in this new paradigm
  • Building your innovation strategy around value streams, stable teams, and a high degree of customer centricity


  • John Wilson, VP, IT Costing & Performance Management, MetLife
  • Kaarina Bourquin, Director, Strategy & Portfolio Operations & Technology, The Standard
  • Moderated by Toyan Espeut, Chief Customer Officer, Apptio

Session abstract coming soon


    • Brendan Kinkade, VP, Build ISV, Technology & Hybrid Cloud, IBM
    • Moderated by Phil Alfano, Field CTO, Apptio Foundation

TBM empowers hundreds of decision makers with the facts they need to execute a digital strategy faster, without bias, and in alignment across business units. This includes technology consumers, service and application owners, LOB CIOs, enterprise PMOs, compliance leaders, budget coordinators, and many more. What are the fundamentals of developing and executing a successful TBM practice? In this session, experienced practitioners will share the lessons and foundations they’ve learned delivering business value for their organizations with TBM.

Session discussion topics include:

  • Fundamentals of proper support and sponsorship across key stakeholders
  • Demonstrating how and why TBM is core to strategy and a digital operating model
  • Developing, educating, and enabling your core team
  • Implementing or enhancing the necessary TBM processes


    • Jeri Koester, CIO, Marshfield Clinic Health System
    • Latrise Brissett, Managing Director, Global IT, Accenture
    • Leslie Scott, VP & CIO, IT Enterprise Services, Stanley Black & Decker
    • Moderated by Jason Byrd, Managing Director, Technology Strategy & Advisory, Accenture