The rationalization method is the same everywhere. What changes is the constraint you have to work inside — clinical safety, regulatory evidence, production uptime, or a hundred-day deal clock. Sector experience is mostly about knowing which parts of the portfolio you are not allowed to move quickly.
Application Rationalization
Clinical dependencies, HIPAA obligations and EHR ecosystems. The constraint is not portfolio size — it is that you cannot switch something off to see who complains.
See the Healthcare approachLicense Optimization
Market data entitlements, per-seat analytics and overlapping risk platforms — plus a regulator who expects you to account for all of it.
See the Financial Services approachPlatform Consolidation
The same capability running six different ways across six plants, and an IT/OT boundary that nobody has mapped precisely.
See the Manufacturing approachPost-Merger Integration
IT synergies underwritten at diligence and collected by nobody. The window is the first hundred days, and it closes quietly.
See the Private Equity & M&A approachThese four are where we have done the most work, not the only places the method applies. Retail, logistics, professional services and public sector portfolios have the same underlying problem — the constraints are just different ones. If your sector is not here, the assessment is still free and still worth thirty minutes.
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