Our customers are the backbone and the inspiration for all the hard work we put in every day. The Decision Lens software is customer focused and driven by their real world needs and feedback. We measure our success by the happiness of our clients, and we could not do that without the successful partnerships we have forged with multiple industry leaders over the years.
Commander, Navy Installations Command (CNIC) is responsible for worldwide shore installation support for the United States Navy under the Chief of Naval Operations. CNIC is using Decision Lens to:
“Decision Lens ensures projects of the highest relative merit are consistently programmed, budgeted, and executed first.” - Vice Admiral Adam M. Robinson, USN, MC Surgeon General of the Navy
Defense Health Agency (DHA) had a low-tech approach to facilities prioritization and lost funding due to inability to defend the project values against requested money. To combat the unbalanced distribution of funds, they turned to Decision Lens to:
The Defense Logistics Agency (DLA) is the Department of Defense’s largest logistics combat support agency. With Decision Lens, DLA can:
The Federal Aviation Administration (FAA) is the national aviation authority of the United States. With Decision Lens, the FAA can:
Decision Lens was selected by the U.S. Federal Railroad Administration (FRA) to assist with prioritizing funding for its IT and R&D portfolios. Established in 1966, the FRA employs a staff of over 800 and is one of 10 agencies within the Department of Transportation concerned with intermodal transportation. It operates through seven divisions under the offices of the Administrator and Deputy Administrator.
The General Services Administration’s (GSA) Public Buildings Service is an independently-run agency dedicated to the support and management of basic functions for agencies in the United States government. GSA uses Decision Lens for:
Joint Improvised-Threat Defeat Agency (JIDA) uses Decision Lens to drive prioritization of investments that will help counter improvised explosive devices (IED). They are now able to:
The Joint Staff is using Decision Lens to prioritize initiatives and allocate available funding for only the most valuable projects. This provides the Comptroller with a transparent and repeatable process for budget decisions that builds consensus with all stakeholders. The Joint Staff now has a:
The National Institutes of Health National Heart, Lung, and Blood Institute uses Decision Lens for strategic research project prioritization initiatives in order to:
National Park Service (NPS) has selected Decision Lens software to support its strategic prioritization of contaminated site cleanup projects across Park lands. Decision Lens software will be used to enhance strategic decision-making and its alignment with investment level decisions.
NPS’ Contaminated Sites Program (CSP), with its strategic advisor, Rebecca Reynolds Consulting (RRC), is developing this decision-making model that will be used to identify the highest value portfolio of site cleanups across its inventory. This model may also serve as a pilot for potential Department-level strategic decision-making across the other five bureaus addressing contaminants issues.
CBP uses Decision Lens to assist with their budget and resource allocation - PPBE/RAP Process, as well as Human Resources, Workforce Management decisions, and management of CBP Facilities and Assets.
DHS headquarters S&T uses Decision Lens to prioritize projects related to S&T across DHS with component level Integrated Product Teams (IPT’s) and Sub-IPT levels.
Previously, USDA struggled to achieve alignment between their IT strategy and budget allocation. Now with Decision Lens, USDA can:
USAF is deploying Decision Lens to support their prioritization efforts for multi-year funding allocations across the Major Commands in order to support the Air Force Core Functions.
CECOM is The Critical Link that ensures the global readiness of the complex, networked C4ISR systems and capabilities that provide our joint forces with the advanced information and technology they need to communicate on today’s battlefield. CECOM adapts, strengthens and sustains the critical C4ISR systems that joint warfighters rely on - allowing them to operate, fight and win anywhere, against any foe, at any moment.
IMCOM, a single organization with six regional offices worldwide, formed in 2006 to reduce bureaucracy, apply a uniform business structure to manage U.S. Army installations, and sustain the well-being of the military community. Before Decision Lens, IMCOM tracked their projects and priorities in multiple spreadsheets, resulting in a loss of time and resources. Now they can:
USASOC commands both active-duty and Army Reserve special operations forces. With Decision Lens, they are able to:
TRADOC headquarters has licensed the Decision Lens cloud-based and FedRAMP compliant solution to prioritize and resource functional investments across the command through the PAR-D team. TRADOC prioritizes Mission 1-n functions and Functional Training (FT) 1-n courses annually using the Decision Lens software. The Prioritization, Analysis, and Requirements Directorate (PAR-D) was stood up in 2008 to be the command proponent for all prioritization processes. The primary prioritization products of the PAR-D are the Mission 1-n Prioritization List and the Functional Training (FT) 1-n Prioritization List. Prior to Decision Lens, these products were produced annually using spreadsheets.
European Central Bank (ECB) has chosen Decision Lens to support its Directorate General Administration. The goal is to deliver a prioritization framework to provide assistance with strategic planning and prioritization of the General Administration’s business area activities.
The Arkansas Department of Transportation (ARDOT) uses Decision Lens to identify and establish priorities for the state’s Goals and Objectives and Performance Measures. These priorities are part of the framework used to prioritize and optimize LRITP investment levels that will support decision-making and provide external accountability.Arkansas Department of Transportation can:
Department of Transportation for the State of Arizona has selected Decision Lens’ new capabilities for optimizing investments across multiple portfolio types to achieve specific performance metrics in support of MAP21 from the USDOT. This new capability will enable the state to evaluate proposed spending across multiple transportation asset types such as roads, bridges, highways and more in order to achieve improved performance towards factors like safety and traffic congestion.
Austin Capital Metro has selected the Decision Lens cloud-based solution to enable capital investment prioritization and resource allocation.Capital Metro is Austin’s regional public transportation provider. They provide 50 Metro routes, 3,000 bus stops throughout Central Texas, MetroRail passenger rail service that encompass nine stations located along a 32-mile line, MetroAccess service for passengers with disabilities, freight rail service, and a variety of other transportation-based services.
BART, based in the San Francisco Bay Area, uses Decision Lens for capital programming decisions focused on station modernization.
The Delaware Department of Transportation uses Decision Lens for capital programming decision across the state of Delaware, including project prioritization and resourcing. DelDOT uses Decision Lens in conjunction with regional planning organizations to optimize DelDOT’s budget spend.
The Mississippi Department of Transportation uses Decision Lens to prioritize and plan their 25 year capital program.
New Hampshire DOT (NHDOT) is using Decision Lens to develop their Ten Year Transportation Improvement Plan. Their previous project submission process was cumbersome and time consuming. Decision Lens not only sped up and made the process more efficient, but also transparent for citizens and law makers.
Pennsylvania DOT uses Decision Lens for all capital planning and asset management decisions across the state of Pennsylvania including interstates, bridges, and IT investment decisions. They were able to:
SFMTA’s diverse set of assets with competing resources were managed by spreadsheets. They found it difficult to juggle competing needs for short-term and long-term strategic plans. With Decision Lens they have:
The State of Ohio’s Office of the CIO uses Decision Lens to strategically prioritize IT program investments and to allocate resources to IT projects across the state.
Washington State OCIO needed to balance the needs of the State Legislature and the other state agencies all while making best use of their $400M budget. With Decision Lens, they can:
Texas Department of Transportation (TxDOT) has selected Decision Lens software to enable performance-based investment planning built around agency goals & objectives, priorities, and performance targets. TxDOT’s Unified Transportation Program is a 10-year plan that focuses on building a pipeline of projects that, when funded, will allow the state to meet and exceed federally-mandated performance levels. Decision Lens will be further used to satisfy state legislature requirements for objectivity, transparency, and accountability. The license will be used by the state DOT and the Metropolitan Planning Organizations (MPOs) that guide transportation planning throughout Texas.
University of New Hampshire has selected Decision Lens for strategic prioritization, evaluation, selection, and resourcing of Facilities deferred maintenance project evaluation. The University of New Hampshire (UNH) is a public research university in the University System of New Hampshire. UNH was founded and incorporated in 1866, as a land grant college. With over 15,000 students between its Durham, Manchester, and Concord campuses, UNH is the largest university in the state.
Utah DOT is using Decision Lens to assist in prioritizing projects for maintaining and upgrading more than 6,000 miles of state highways. With Decision Lens, Utah DOT:
Washington State Department of Corrections (WADOC) is using the Decision Lens cloud-based solution for IT investment prioritization and resource allocation. As a part of the Washington state IT enterprise license, WADOC now prioritizes the IT enhancements, projects and defects to ensure that the resources of the IT organization are aimed at the most strategically critical systems to provide necessary updates, upgrades, and maintenance.
The Washington State Department of Transportation uses Decision Lens to prioritize, select, and resource the capital investment projects for the DOT across the state.
Allegiant Travel Co., is using the Decision Lens solution to enable IT prioritization and resource allocation across their enterprise IT portfolio.
Genentech had a robust process in place for decision making, but recognized that bad decisions were very costly. With Decision Lens, Genentech:
The Diagnostics Solutions and GYN Surgical Solutions divisions at Hologic use Decision Lens to prioritize R&D investments. Hologic, Inc. is a leading developer, manufacturer and supplier of premium diagnostic products, medical imaging systems and surgical products. The Company’s core business units focus on diagnostics, breast health, GYN surgical, and skeletal health.
Decision Lens is being used to guide IT investments at the headquarters level at a large aerospace organization. The use of Decision Lens is strategic and transformational, enabling the organization to prioritize, evaluate, select, and resource projects across the IT portfolio in alignment with corporate strategic goals, and identifying and rooting out inefficiences and redundancies to open up resources for reallocation towards new business capabilities.
Decision Lens is being used to guide R&D for a division of a large, multi-national agribusiness. The agribusiness prioritizes, evaluates, and selects those R&D projects that have the greatest potential for future productization and distribution. Agribusiness companies such as this one focus on researching, developing, and productizing new types of crops and seeds that feed the growing need for consumable food products. In addition to supporting the food businesses within the developed world, they are critical to the continued development of third-world countries and ensuring that everyone has access to healthy, nutritional food.
NOVA Chemicals is a leading provider of plastics and chemicals that make everyday life safer, healthier, and easier. They are using Decision Lens for improvement initiatives across the company, to increase transparency, communication, and collaboration when it comes to decision-making, and to align resources appropriately after decisions are made.
SEI Corporation is using the Decision Lens solution to enable advanced analytics in their investment management practice. SEI (NASDAQ: SEIC) is a leading global provider of asset management, investment processing, and investment operations solutions for institutional and personal wealth management.
Sikorsky uses Decision Lens for the prioritization of engineering and design projects across the Commercial and Defense Systems sectors.Established over 90 years ago, Sikorsky Aircraft, is an internationally recognized leading aircraft innovator, providing helicopters for all five U.S. military branches. Sikorsky helicopters have saved millions of lives since performing the world’s first helicopter rescue in 1944.
Washington Gas has enlisted the Decision Lens software solution for strategic prioritization and resource optimization in IT. Washington Gas, a WGL Holdings, Inc. company, delivers natural gas to more than one million residential, commercial and industrial customers throughout Washington, D.C., and the surrounding region. Today, clean-burning natural gas is the fuel of choice for more than nine out of 10 new home buyers in the D.C. metro area.