2025 TBM Council Award Winner:
Public Sector Excellence
U.S. Department of Commerce was the award winner for the TBM Council’s 2025 Public Sector Excellence Award for transforming a highly federated IT environment into a transparent, decision-ready financial ecosystem through Technology Business Management (TBM).Through a phased TBM program spanning 13 autonomous bureaus, the Department delivered measurable public-sector value:
U.S. Department of Commerce was the award winner for the TBM Council’s 2025 Public Sector Excellence Award for transforming a highly federated IT environment into a transparent, decision-ready financial ecosystem through Technology Business Management (TBM).
Through a phased TBM program spanning 13 autonomous bureaus, the Department delivered measurable public-sector value:
Before implementing Technology Business Management (TBM), The US Department of Commerce (DOC) faced unprecedented budget pressure and structural complexity. With potential cuts of up to 30% across multiple bureaus—and even the possibility of consolidations – leaders were asked to make rapid reductions without clear visibility into downstream mission impacts.
The $2.9B IT budget (20% of total appropriations) was spread across 13 autonomous bureaus operating with distinct systems, policies, and reporting standards. Purchases routed through value-add resellers (VARs) and integrators further obscured manufacturer spending and product detail. Inconsistent data, disparate processes, and the absence of shared standards made it difficult to benchmark services, identify redundancies, or align investments to mission outcomes.
Collectively, these issues hindered data-driven decisions, stewardship of taxpayer resources, and transparent articulation of IT value.
Severe budget constraints demanded near-real-time insight into where money was spent and what could be reduced with minimal mission risk. Yet DOC’s fragmented bureau structure—13 budgets and financial systems with no central general ledger—prevented enterprise visibility. Historic autonomy left each bureau with its own ledger, procurement practices, and policies, mirroring a private-sector organization after a dozen mergers.
Without a unified framework or common taxonomy, cross-bureau comparison was impossible; vendor performance, internal labor, and shared services couldn’t be benchmarked fairly. The result: duplication of effort and common services, uneven standards, and little ability to coordinate or scale.
To overcome these public-sector realities, DOC executed a phased, collaborative TBM program focused on spend insight, standardization, and data quality.
Strategic Spend Analysis to Confront Budget Constraints. The team profiled more than 900 vendors and mapped spending to the TBM taxonomy, prioritizing software and outside services. Analysis revealed that the top 25 vendors each exceeded $20M in annual spend and together represented roughly 60% of total IT outlay; one major vendor alone had 70+ contracts spanning 27 contracting officers. This new visibility surfaced vendor concentration, overlapping portfolios, and immediate opportunities for consolidation and strategic sourcing.
Aligning 13 Bureaus on a Common Taxonomy. Without mandates, the program introduced standard TBM Cost Pools and Towers across DOC. Over two years, Budget Object Classes (BOCs) were mapped to cost pools and product service codes (PSCs) to towers. Broad training, a TBM maturity model, and bureau-by-bureau engagement secured buy-in and aligned TBM standards with federal BOC/PSC constructs – creating a shared language for spend and performance.
Data Quality and Interim Integration. While a centralized general ledger is still in progress, Apptio was used to ingest bureau data and normalize it to TBM cost pools and towers. A cross-departmental working group designed and ratified a comprehensive tagging policy in under 90 days, covering both cloud and on-prem assets. The tagging architecture links towers and solutions to the TBM taxonomy, enabling total cost of ownership (TCO) analysis and accurate allocation to funding sources as Cloudability connections come online.
Embedding TBM into Financial Workflows. TBM principles were woven into the budget structure at the solution layer so investments could be split into components aligned to cost pools and towers. This embedded standardization now supports apples-to-apples variance analysis, performance benchmarking, and more transparent resource allocation across bureaus.
DOC moved from reactive, weeks-long, error-prone analyses to decision-quality insight in hours—sometimes minutes. During budget-cut scenarios, leadership could see exactly where each dollar went at the vendor and manufacturer levels and identify logical consolidation paths. This capability supported $55M+ in potential cost reductions through vendor and product-level strategies.
Enterprise transparency advanced markedly: leadership gained a single view into the $2.9B IT budget across 13 bureaus and 135 investments, enabling informed trade-offs between the CIO and CFO during formulation. Standardization through TBM improved alignment with FITARA objectives, strengthened CIO authority, and established a clear path to reduce duplication and waste.
With Apptio at the center, bureau general ledger feeds are mapped and validated on load, then automated monthly once quality thresholds are met. The cross-department tagging policy—integrated with security and bureau CMDBs – enables consistent TCO views at the tower/solution level and reliable allocation to funding sources. For the first time, IT spend is visible across bureaus through one interface, making consolidation and economies of scale both feasible and defensible. Early initiatives include consolidation of business analytics tools (≈ $2.1M cost avoidance), cloud contract consolidation ($400K), and enterprise ATO-driven cost avoidance (≈ $900K).
Standards are now embedded in day-to-day financial management. DOC eliminated $85M of “Unmapped/Other” by correctly classifying spend to TBM cost pools and towers. Higher data quality and consistent tagging yield repeatable processes and trustworthy history, so year-over-year trend analysis now informs strategy rather than defending it. Looking ahead, the standardized TBM taxonomy is expected to improve FY2027 investment prioritization by ~20%, giving each bureau CIO a common, mission-aligned mechanism to assess risk and prioritize investments.
In a fiscally constrained, highly federated public-sector environment, TBM supplied the standards, data quality, and governance needed to move from fragmentation to financial clarity. DOC can now answer budget-critical questions quickly and accurately, benchmark across bureaus, consolidate vendors with confidence, and align investments to mission outcomes.
By embedding TBM into workflows and tooling – and by securing bureau-level adoption without mandates – the organization established a durable foundation for transparency, stewardship, and strategic reinvestment that improves both fiscal performance and mission delivery.
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In a fiscally constrained, highly federated public sector environment, TBM supplied the US DOC the standards, data quality, and governance needed to move from fragmentation to financial clarity.
Red Hat built the world’s largest enterprise open-source software company, growing into a multi-billion-dollar firm before being acquired by IBM Corp. This open-source heritage often placed the value of technology in the product and engineering realm rather than with IT. Thus, not surprisingly, Red Hat’s TBM journey started with a new CFO wanting to know why IT costs were so high. Through the TBM framework and discipline, Red Hat IT successfully delivered cost transparency of all IT spend and then became a model for technology spend planning and forecasting. The IT team added the FinOps discipline to its capabilities and is now managing a broad hybrid cloud portfolio. However, TBM and FinOps have remained in the realm of IT only, until now. Red Hat’s current CIO, Jim Palermo, is driving TBM, FinOps, and Enterprise Agile Management across the company based on IT’s success and through the lens of value stream management. in this session, Jim will walk through Red Hat’s TBM journey and its current transformation to an operational business architecture framework built on value streams aligned to business outcomes.
When the team at Tenet Healthcare made the decision to move towards a model that provided more accurate financial transparency, they looked to TBM practices and solutions. Join Paola Arbour, EVP and CIO at Tenet healthcare as she answers the question “why TBM?”, including what Tenet was trying to solve with the TBM Taxonomy, the effectiveness of their KPIs, and how building support and momentum across the entire company was critical to their successful TBM adoption. In this session, Paola will also share how Tenet continues to evolve their use of TBM, including for mergers, acquisitions, and divestiture activity, as well as segmenting cost structures.
Data driven decision making has been a key to longevity and delivering best in class service to State Farm’s customers over the past 100 years. Recently, State Farm decided to use a managed services company for the day-to-day support of their Infrastructure Services. Today’s technology leaders need to be able to make real-time, informed decisions to help ensure technology investments are meeting their customer’s needs, while continuing to support company long-term goals. Ashley Pettit, SVP & CIO at State Farm, will be joined by Randy McBeath, Enterprise Technology Executive, and Andy Moore, Technology Director, and together they will share how TBM aided in State Farm’s analysis and decision to move to a managed service provider.
There is fast evolution occurring in the overall technology spend and value management market, with the advancements of cloud, Kubernetes, AI/ML, and other innovations. At the same time, we are seeing vast changes in the roles of the CIO, CFO, and business/digital leadership. In addition, TBM is intersecting with other disciplines and frameworks, such as Cloud FinOps, Agile engineering, and portfolio resource management. How is this affecting the TBM discipline, the TBM Council, and Apptio? For one, TBM is moving down market, becoming more accessible to all sizes and maturity of organizations, with easier ways to get started and a faster time to value. Cloud FinOps, meanwhile, is advancing and adding capabilities previously in TBM to the cloud cost management space. Join Apptio CEO Sunny Gupta as he explores the evolving TBM landscape and how he believes it will bring even greater opportunity and value to organizations worldwide.
In today’s challenging economic times it is critical that CFOs, CIOs, and CTOs speak the same language when it comes to the value of technology spend. Having a single source of truth that everyone can feel confident in, track progress continuously throughout the year with shared insights, and analyzing options for resourcing and funding in order to reduce waste is where TBM deepens their partnership. In this discussion, join members of the TBM Council Board of Directors as they discuss the pivotal conversations and steps taken to collectively adopt TBM practices across the organization, including responding to naysayers and gaining allies.
Fumbi Chima has led technology teams across multiple organizations throughout her esteemed career, including retail, manufacturing, media, and financial services. As a turnaround and high growth leader, Fumbi has leveraged TBM as a foundational practice to bring repeatable processes, purchasing guidelines, and cost/resource savings. Now at Boeing Employe Credit Union (BECU) serving more than 1.2 million members, Fumbi is driving their digital transformation with a clear vision and strategy to optimize their public-cloud with TBM and Cloud-FinOps, adopt a product model, and set the groundwork for future innovation and growth. Join Fumbi and Larry Blasko, President, Field Operations at Apptio, as they discuss the lessons Fumbi has learned along her TBM journey, and where this transformation leader sees the evolution of TBM taking the Technology industry.
Technology leaders have a unique opportunity to transform their organizations into environmental champions with sustainable business practices. In this session, Neal Ramasamy, CIO at Cognizant and Phil Alfano, Field CTO at Apptio will share how TBM can be leveraged to achieve comprehensive visibility into real-time data-driven tracking to ensure company goals and actions are being met to achieve a sustainable future.
For McGraw Hill, having a transparent framework that drives smart investment strategies and a common language across this 135-year-old company is critical. Known as one of the “big three” education publishers, McGraw Hill must stay ahead of their competitors with innovation and value delivery. Join Yuliya Oberman, Finance Director for McGraw Hill Education and Eileen Wade, General Manager of the TBM Council as they discuss how TBM is essential to McGraw Hill’s enterprise resource strategies and digital transformation journey.
In this fireside chat, Matt Yanchyshyn, GM, AWS Marketplace & Partner Engineer at AWS will join incoming General Manager of the TBM Council, Jack Bischof, for a discussion on best practices for building successful TBM practices focused on cloud financial management. Including a deep dive into the nuances, learnings, and milestones that the world’s 9th largest insurance company is achieving on their Cloud FinOps journey.
Hear from Ajay Patel, COO at Apptio and Zubin Irani, CEO at Cprime as they discuss how the intersection of TBM and enterprise agile planning is a critical strategy for organizations to adopt if they want to drive business growth more efficiently, in real-time, and keep up with the speed of change that today’s organizations face.
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.
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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.
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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.
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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.
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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.
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.
A look back at 10 years of TBM leadership and community building.
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 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.
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.
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.
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.
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:
In this engaging conversation, executive leaders will share both the challenges and best practices realized on their journey to embrace product-based innovation.
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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.
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