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New Relic, an all-in-one observability company with over $850 million in revenue, faced significant challenges as it scaled from a startup to a public company serving more than 15,000 global customers. The rapid growth led to complexities in managing millions of transactions, resulting in substantial manual overhead in quoting products, low integration between data sets, and extended transaction times. These inefficiencies hindered New Relic's ability to provide consistent service across its diverse customer base, which included both small businesses and large multinationals. To address these issues, New Relic engaged Ernst & Young LLP (EY US) to help reimagine its processes and technology architecture. Initially, the focus was on implementing a new enterprise resource planning (ERP) system. However, the EY team quickly identified that a new ERP alone would not resolve the underlying issues. They reframed the problem to consider what New Relic's process and technology architecture needed to look like to operate as an industry leader. This approach led to the development of a multiyear technology roadmap that prioritized manageable projects, such as implementing a quote-to-cash tool and establishing a common data architecture. As a result of this collaboration, New Relic has already eliminated 60% of the manual steps in its quotation process. The company successfully transitioned from a subscription-based business model to a consumption-based model, which was crucial for reaccelerating growth. This transformation was achieved with minimal changes required in processes and technology, demonstrating the effectiveness of the tailored solutions provided by EY US. New Relic's agile and scalable process now allows it to serve customers at a lower price point, enhancing its ability to support businesses of all sizes in building a better working world.
Measurable Results
Successfully completed $850M transaction
Qualifications & Expertise
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