Digital Transformation

Done Right
Looking to make the most of your digital transformation initiatives?
It all starts with moving to the cloud.
But you can’t succeed if you don’t take the right approach.
Learn how to migrate to the cloud and set yourself up for digital
transformation success.
by Raja Sekhar
Vice President of Enterprise Applications, Cloud and On-premises Services, Jade Global

1
It’s the Cloud, Not Heaven
Every company, regardless of industry, will need One thing you definitely need is a plan. This plan
to migrate to the cloud. Moving to the cloud is should anticipate all inevitable challenges of
essential for modernization, and it’s also the cloud migration by providing methods and tools
foundation for digital transformation. for addressing them. Without a plan, your cloud
initiative can take much more time and work than
But you can’t just decide, “Okay, today we’re going
expected. It may even bring levels of chaos and
to move everything to the cloud.” No organization
disruption that set your company back instead of
does that. But companies do often move to the
moving it forward.
cloud with little forethought or planning, and with
naive expectations about how easy it will be. There’s a right way to make the most of the cloud
and ensure its full benefits, and there’s a wrong
We often say to customers, “It’s the cloud, not
way. The right way involves clear expectations, an
heaven.” In other words, while moving to the cloud
aligned executive team, and a precise vision. You’ll
can deliver many of benefits, those benefits are
also need specific return on investment (ROI) goals
not guaranteed. Instead, how effective the cloud is
– and a well-defined path for reaching them. To
for your business will depend on the quality of your
learn more, read on.
strategy and execution.

2
Chapter ONE:
Moving to the Cloud Is Not a One-Time Show
Big data, artificial intelligence, blockchain, and
many other technology trends have gotten a lot
of hype, and so has the cloud. No surprise, then,
that some people expect the cloud to perform
miracles. But while the cloud is essential to
running a modern business, moving to the
EARLY PLANNING PREVENTS FUTURE PAIN
Jade Global’s cloud migration methodology
offers a practical path to the cloud. It stresses
the need for preparation and setting realistic
expectations, so you can reap the benefits
sooner.
1
cloud is not simple. When organizations fail
to achieve their expected cloud ROI, they can Our path to cloud migration begins with
become disillusioned quickly. But the problem a robust and essential assessment. When
isn’t with the cloud. These organizations customers hear “assessment,” they often think
“money out the window.” But the amount of
underestimated the operational barriers, and
their expectations were unrealistic. early planning you do will return two, three,
even four times the benefits you’d gain without
The importance of
To set expectations that are realistic, first
understand that moving to the cloud is not a
it. That’s true regardless of your environment. planning cannot be
one-time activity. Instead, it’s a process, one overstated. Think of it
this way: Even if you
with steps that stretch well into the future.
Of course, moving to the cloud includes your
business applications. But it also involves sizing,
integration, technical architecture, operational plan, you may still fail.
readiness, and change management.
But if you don’t plan,
you will definitely fail.
The importance of planning cannot be
overstated. Think of it this way: Even if you
plan, you may still fail. But if you don’t plan, you
will definitely fail.

3
Chapter TWO: The Cloud Migration Assessment
Our assessment phase comprises five components.
Although subsequent chapters will explore some
of these components in greater detail, this chapter
provides an overview of each.
1. Roadmap Services
As mentioned earlier, cloud migration is usually
not one “big bang” operation. So with roadmap
services, you and your technology partner
2. Proof-of-Concept and Demo Services
Many business and IT users want to see a
technology solution in action before committing
time and resources to implementation. We
always work with our customers to offer generic
and custom demos that fit their migration
scenarios.
For example, imagine that your organization is
3. Technical Architecture

2
To get the best ROI from your cloud investment,
you need to have the right technical architecture
in place. This architecture will provide you with
a framework for your applications, processes,
integrations, customizations, and reporting.
Reporting is a critical aspect of the architecture.
Reports can aid your decision-making across
will review your primary business needs. That moving from mature, on-premises applications strategic, technical, and operational areas.
will likely include consolidating your business to cloud versions of large application suites
applications and reducing your total cost of such as ERP, supply chain management, and The cloud-based integration platform from
ownership (TCO). financial management. Before committing, Boomi makes an essential contribution to these
you’ll want to test these applications in a proof efforts. For your move to the cloud, it’s best to
Remember, not all cloud applications are as use an integration platform that’s also cloud-
of concept (PoC).
mature as their on-premises counterparts. based. With many of your data sources and
That’s why a good roadmap will factor in cloud The PoC can determine whether these targets in the cloud, using an on-premises
application maturity. It will also determine the cloud-based applications will work within integration layer simply doesn’t make sense.
need for integrating on-premises and cloud your organization’s ecosystem of partners
applications. In most cases, the roadmap and business processes. There may also be
will recommend a phased approach to cloud performance issues, such as system latency.
migration with measurable goals. Or perhaps the data requires considerable
transformation before it can be accommodated
by the new system. PoCs are the way to identify
these and other related issues.

Business and IT users want to see a technology

solution in action before committing time and
resources to implementation.

4
4. Operational Readiness
Migrating to the cloud requires significant
cultural changes. Various members of your staff
– including database managers, infrastructure
and application administrators, and business
analysts – will need to learn new ways of doing
their jobs. It’s important to recognize and
address this upfront, before the need for cultural
5. Application Mapping and Sizing
Application mapping and sizing are significant
aspects of moving to the cloud. They are vital to
understanding how “big” your usage is and are
the basis for determining how much your cloud
service might cost. Cloud vendors vary in the
way they charge for use. So you want to make
sure your apps can scale economically with your
THE ASSESSMENT REPORT:
DON’T LEAVE ON-PREMISES WITHOUT IT!
2
At the end of the assessment phase, you should
produce a report. This report will detail the
components and activities required to meet your
cloud migration business and technology goals.
These details should include:
• A technical architecture diagram
change can derail your migration. Make sure business. The same holds true for platform as a
change management is a large component of service functions and integrations. Again, this is • An explanation of the gaps, considerations,
your operational readiness. a critical part of the assessment phase. dependencies, and risks of your migration
• A cloud implementation roadmap
Security also takes on new dimensions in
the cloud. In the cloud there are options for • Recommendations for your integration
integrating security into applications, functions, platform
and data levels. Most important, the cloud Last but not least, your report should also provide
provides an opportunity to achieve cross- a list of all transformational opportunities created
application single sign-on. Careful thought is by moving to the cloud. That way, when your CFO
required to understand how new cloud-based asks why you want to invest in the cloud, you’ll
security can align with existing on-premises have a ready answer!
security practices.

Cloud vendors vary in the way they charge for use.

So you want to make sure your applications can
economically scale with your business.

5
Chapter THREE: Operational Readiness
One key aspect of the assessment phase is so
important, it’s worthy of a more detailed discussion.
That’s determining operational readiness.
What is operational readiness? A good analogy is the
preproduction stage of making a movie. That’s when
everything the director will need to shoot the movie
is brought together. Actors and technical staff are
hired. Locations are scouted. A script is written and
flexible. Otherwise they won’t be able to respond to
changing business demands.
All businesses are now under tremendous pressure
to become nimble. They must be able to execute
the changes in strategy required by organic
growth, acquisition and divestiture, new products,
a changing marketplace, regulatory demands,
globalization, and more.
THE IT ORGANIZATION

3
Once an organization moves to the cloud, the
role of its IT group changes. In the cloud, IT no
longer has to manage a complex on-premises
environment and all that goes with it — licensing,
provisioning, customizing, maintenance, and
upgrades.
Modern cloud business applications are highly
rewritten. It’s a huge effort with many moving parts. configurable. For example, using Boomi to build
And all these parts must come together before the BUSINESS PROCESS MAPPING
a new integration could be up to five times faster
director shouts “Action!” and the first line is spoken. In business process mapping, the business users
than using on-premises middleware. So IT’s
of an application share information on the health
traditional approach of developing everything
The same is true in the cloud. Before your first and status of their processes. They indicate those
from scratch and then customizing it is no longer
application or business process can be migrated, processes that should be substantially rebuilt,
necessary — or even sustainable.
you’ll have a lot of work to do. those that work but could be improved, and those
that are performing well. For IT, the focus will no longer be on in-house
Typically, three groups will be involved in moving
development capabilities. Instead, IT needs
your company to a state of operational readiness for This exercise is known as “process baselining.”
new skills and knowledge, including a greater
cloud migration: the business, the IT organization, With it, we want to map existing business
understanding of the business and its demands.
and the project management office (PMO). processes to corresponding processes in a new set
of applications. When new processes are being Also, IT will now be responsible for developing
Stakeholders from each will have important
designed, that’s also the time to ask: “Are these a hybrid infrastructure that can accommodate
concerns and make important contributions. Let’s
processes scalable?” both cloud and on-premises applications and
take a look.
data. Historical data, as well as regional and
Of course, there will be challenges. For example,
THE BUSINESS local considerations such as taxes and GDPR, all
some processes may be well established, with
It’s up to the business to establish the cloud vision. have infrastructure implications. IT will also retain
customizations that fit the needs of the business.
The first question the business needs to ask: control of release management and security.
But if their hosting cloud application is deemed
“Why?” More specifically: “Why is our journey to
immature, then that will create a gap. Moving to the cloud doesn’t diminish the
the cloud necessary?”
importance of the IT team. But it does reorder its
The insights from business process mapping will
Business executives must believe that priorities and expectations.
remind you that this is the cloud, not heaven.
transformation via the cloud is vital to the
Bottom line: You need to carefully identify and
organization’s continued success. They must
consider the full spectrum of your use cases. This
also understand why the cloud is so important
will allow you to anticipate core integration issues.
and be able to communicate this understanding
throughout the organization. The cloud requires
a fundamental shift in mindset, so a migration
usually requires this top-down approach.
IT systems are hardwired to business operations.
Therefore, it’s critical to keep these systems

6
THE PROJECT MANAGEMENT OFFICE
For the project management office (PMO),
overseeing and coordinating a cloud migration
project presents two new challenges. First, the
migration will not be the only project on the PMO’s
to-do list. Second, because a cloud migration
differs from traditional application deployments
and integration scenarios, it will also have a
different set of planning considerations. These, the
PMO will need to learn and master.
CHANGE MANAGEMENT AND
COMMUNICATION STRATEGY
Beyond all the basic work that must be done
to move to the cloud, these efforts bring
monumental changes to the business, the
PMO, and IT. These changes, along with
their justifications and impacts, need to be
communicated clearly to everyone involved. If not,
then success will be elusive.
From day one through all the phases of a
BUSINESS CONTINUITY:
A HIDDEN BARRIER TO CLOUD MIGRATION

3
From start to finish, a phased, well-planned, and
well-executed cloud migration can take three
to four years. During that time, normal business
operations must continue. This may require hiring
additional resources.
But when it comes to maintaining business
continuity while migrating to the cloud, there is
no magic bullet. Sometimes, organizations ignore
Moving even one on-premises application to multiyear implementation, communication with or forget this. They think their systems integrator
the cloud will create a ripple effect. The tasks all stakeholders should be frequent, consistent, will come along and do everything for them. But it
associated with a cloud-based application are very and consumable — in plain language, please. This doesn’t work that way.
different from those involved when rolling out an might require email blasts, all-hands meetings, or
application to an on-premises environment. As a off-site workshops. Whatever it takes. When it’s time to shout “Action!” for your cloud
result, training needs to be a key part of any cloud journey, make sure you’ve done your pre-
migration plan. Everyone needs to be constantly reminded: Why production work.
are we doing this? Why is it important? And what’s
There’s a similar impact in terms of integration. my role?
Imagine you have an on-premises integration tool,
and that now you’re moving everything to the cloud. This is how you build operational readiness.
The on-premises application, which has been used
and maintained by database administrators (DBAs)
and system admins, will need to be replaced.
Methodologies differ, too. For on-premises projects,
the PMO can rely on its own team to execute tasks.
After moving to the cloud, some of that will fall to a
software vendor such as Oracle, Microsoft, or Boomi.
The roles and responsibilities among the
organization moving to the cloud and
Moving even one on-premises app
an independent software vendor (ISV), to the cloud will have a ripple effect.
implementation partner, or third-party
management services provider will change the
PMO’s implementation and risk management
process significantly.
Critically, responsibilities need to be carefully
demarcated, since cloud vendors take on much
more mission-critical responsibilities than with
on-premises systems directly managed by an
organization.

7
 Chapter FOUR: The Implementation Roadmap
We often refer to digital transformation and
migrating to the cloud as journeys. As with any
journey, you’ll need a map.
With cloud migration, it’s an implementation
roadmap. This spells out precisely where you’re
going and how you’ll get there. Don’t leave home
(on-premises) without one!
All of these elements will affect your IT resources,
budget, methodology, change management, and
timeline.
DRAWING THE MAP — CAUTIONARY TALES
The implementation roadmap brings the digital
transformation discussion from the boardroom —
strategy and vision — to the “boiler room” where
things get real. But along the way, there are several
Unfortunately, these “tall promises” can foster
unrealistic expectations. To counter this, make
sure your roadmap aligns very closely with the
original assessment of what can be realistically
accomplished and measured.
When you hear a tall promise, ask a lot of
questions. For example: What can be done in three
months, six months, a year, two years?
4
Creating your roadmap will require several
areas where the mapping process can go awry.
considerations: Also, your roadmap will need some built-in
• What is your target end state? BE WARY OF ‘TALL PROMISES’ flexibility. As mentioned earlier, the lack of a
Digital transformation typically begins as a feature in a cloud app can create a process gap.
• What is the journey’s scope? This may be an boardroom discussion, one in which promises are Until that feature comes online, you’ll be forced to
area of the business you want to transform, made to save millions of dollars and dramatically come up with a workaround.
the footprint of an IT application, or some increase revenue. These promises may come from
engineering aspect of your operations. software vendors, systems integrator (SI) partners, An effective roadmap must also allow room for
executives within the organization, or all three. change. Sticking blindly to an inflexible roadmap
• What are your desired business outcomes? And can damage your organization in terms of cost,
how soon do you hope to achieve them? time, and business results.
• Which technologies will you focus on?

Finance Cloud Process Fit – Heat Map SCM and PLM Cloud Process Fit – Heat Map

Record Journals Manual Review Review Review Final Financial

From Allocate Prelim. Consolidate Eliminate & Statutory
to Report Ledger Journals Balances Balances Reports Adj. Reports Spend to Maintain Service
Install Service Field Parts Service Service Receive/ Consolidate
Invoice Base Contracts Service Planning Logistics Invoice Settle

Spend to Create Process Enter Audit Review Create Process

Card Card Expense Payables Analyze
Reimburse Expenses Expenses Manually Expenses Approvals Document Payments
Order Compliance
Order Pricing & Credit Schedule Fulfill Invoice Receive/ Returns
to Cash Entry Check Settle

Procure to AP Invoice/ Pay/ Reconcile

Plan Requisition Procurement Receive Returns Exceptions
Pay Credit Settle to Bank
Plan Demand Supply CM CM In House
S&OP Mfg./ Costing Logistics
to Build Planning Planning Planning Mfg. Rework

Asset to Add Review Adjust Retire Depreciate Report Analyze

Retire Assets Assets Assets Assets
Product Create/ Create/ Create/ Create/ Create/ Workflow Create/ Create/ File Contract
Manage Manage Manage Manage Manage Routing/ Manage Manage
Collaboration Item BOM AML ECR ECO Approval MCO Att. Manager Mfr. – R.O.

Revenue Create Track Adjust Manage Recognize Report

Contract Analyze Product Workflow
Mgmt. Contracts Obligations Contracts Changes Revenue Waterfall Create/ Create/
Routing/ Quality
Quality Manage Manage
Approval/ Reports
Mgmt. PSR QCR
Low

Cloud Gap Level

Rel.
Review Track
Project to Create Track Record Milestones/ Generate Record
Costs & Report Analyze
Invoice Projects Projects Costs Adjusts Billing Billing Revenue
Moderate
Events

High

8
CHOOSE THE RIGHT
APPROACH AND RELEVANT METRICS
When it comes to measuring your implementation,
the metrics you use should both reflect the
approach you’ve taken and align with the
organization’s strategy. That is, are your
transformational objectives focused on revenue,
cost, or compliance?
In a multivendor environment, you must consider
how you’ll implement and sustain your application
and data ecosystem. Do you have the necessary
skills, or is this a gap that will make things difficult?
You’ll also want to invest in cloud software that
meets your unique requirements, not those of
another company.
Budget is always a factor when building a
4
So as you build your integration roadmap, look
closely at your business processes. Which ones
are necessary? Can some processes be simplified
and then automated with technologies such as
middleware, robotic process automation (RPA),
and machine learning?
Ultimately, whether automated or not, all processes
must be executed. And because they involve people,
While an SI can help you define the appropriate roadmap, but it’s not always the primary factor. processes also need to be well designed. That’s why
metrics, ultimately it’s your responsibility to identify Some enterprises have deep pockets and will design workshops are so important. Even though
the key performance indicators (KPIs) that matter spend whatever it takes to achieve their cloud processes will eventually be automated, they still
to your business and are in sync with your strategy migration goals. That generally includes a lot need to be defined by people.
of performance testing and extensive on-site
Later, after your transformation project is CHANGE MANAGEMENT IS CRITICAL
teams. But for others, cost will be the number-one
complete, you’ll also need objective measures for We touched on change management earlier,
consideration. In these cases, the implementation
gauging its success. but it’s worth re-emphasizing. Once a cloud
roadmap will need to include both on-site and off-
site work. implementation is underway, the importance of
ONE SIZE DOES NOT FIT ALL
change management becomes obvious.
A company with annual revenue of $70 billion will
UNDERSTAND WHEN TO APPLY A BIG BANG OR
need a different roadmap than one with revenue Changes can’t just be announced with no follow-
PHASED ROADMAP
of just $300 million. Similarly, some companies up communication or contingency plans. When
All roadmaps carry risks depending on the timeline,
may want best-in-class SaaS products for critical it comes to change management, everyone is a
scope, complexity, and product maturity. If you’re
functions like ERP, while others want everything in stakeholder.
doing a transformation in one specific area, a “big
just one platform.
bang” implementation can be the most effective
approach. Everything gets done at once.
But when the transformation is companywide, a
An effective roadmap phased approach may work better. That’s especially Even though processes
must allow room for
true when business continuity is factored in.
PROCESSES AND TECHNOLOGY will eventually be
change. Sticking blindly GO HAND IN HAND
When a company moves workloads to the
automated, people still
to an inflexible roadmap cloud, the business processes attached to those need to define them.
can be damaging in
workloads move to the cloud, too. If those
processes are flawed or broken, moving them to

terms of cost, time, and the cloud won’t fix them.

business results.

9
Chapter FIVE: Continuous Transformation
Once you’ve moved business operations to the
cloud, what then? Well, assuming you’ve checked all
the boxes on your original strategy and vision, now
you’ve entered the Continuous Transformation Zone.
Though not quite as mysterious as the Twilight Zone,
continuous transformation has its challenges.
So what is continuous transformation, and how
does it work? Two main players are involved: the
CONTINUOUS TRANSFORMATION:
THE CUSTOMER
The priorities of the software’s user will differ from
those of the ISV. Users want to ensure they’re
sticking to their business strategies and objectives.
One company may focus on cost-cutting, another
on new product introductions, and a third on
market expansion, compliance, or acquisitions.
5
ISVS HAVE DIFFERENT RELEASE CALENDARS
While the goals of ISVs and users may differ, they
can still support each other. In this way, they’re
aligned, which is how continuous transformation
occurs.
Nevertheless, some issues remain. One of the
most difficult is managing the release calendars
of various ISVs. Large ISVs all have their own
independent software vendor (ISV) that provides In all cases, these companies need their IT calendars, and this can make it challenging for
the products and services; and the customer applications to meet their requirements. Smart customers to evaluate and select new features.
(your company, that is) that consumes them. Let’s CTOs and CIOs look at a product’s new features
examine each player in turn. through a specific lens, namely: Does this improved Remember that each release can have literally
functionality help my company meet its business hundreds of added features and bug fixes. Multiply
CONTINUOUS TRANSFORMATION: THE ISV that by a large software portfolio, and you can see
requirements?
ISVs include Salesforce, Oracle, Microsoft, Workday, why keeping up is so hard.
Boomi, plus any number of other SaaS vendors. Big Of course, a new feature may deliver capabilities
ISVs have thousands of customers to whom they a company didn’t know it needed. But once Usually, there’s no time to either do the required
regularly and frequently deliver enhanced features that capability is available — such as process analysis or plan for the change management that
and functionalities. These updates come at least automation, new APIs, or a better user experience a new release might require. So many companies
every six months, often every quarter. Contrast that — the customer suddenly has an incentive to use it. adopt only what’s absolutely mandatory and
with the old on-premises days, when a new release essential. Unfortunately, they also end up paying
might occur only once every couple of years. Alternatively, a group of custom applications can for features they won’t use.
be retired once their functionality is taken over by
ISVs do this because new, improved releases a single, cloud-based platform. This can simplify While the desire for continuous transformation is
increase “stickiness” for existing customers the user’s application footprint, increase their there, the desire to avoid continuous chaos wins
while also helping to attract new ones. As ISVs operational efficiency, and lower their TCO. out.
continuously invest in their products, their success
often depends on how quickly customers adopt
these new features.
ISVs also use their new releases to fix bugs and
make their products better, which smooths the
up-sell path. If a Salesforce Sales Cloud customer
While the goals of ISVs and their
is happy with how the solution performs now, customers may differ, they can
still support each other. In this
the organization will be more likely to buy the
company’s Service Cloud or Marketing Cloud in the
future.
way, they’re aligned, which is how
continuous transformation occurs.

10
CONTINUOUS ADVISORY, ADOPTION, AND
ASSURANCE
Continuous transformation is supported by three
pillars: advisory, adoption, and assurance. Each
pillar is an important process of continuous
transformation.
ADVISORY
Continuous advisory provides knowledge about
which new features are most relevant to an
ADOPTION
Once an organization has figured out which new
features it should adopt, it still needs to solve
the release calendar problem. To do this, the
organization should create a common release
calendar that offers a framework for implementing
new features.
One approach is to align this internal release
calendar with the calendar of the ISV that’s
ASSURANCE

5
Remember the earlier reference to continuous
chaos? To prevent that, we have continuous
assurance.
Once you have the application knowledge and
know what you want to adopt, you don’t want
systems to fail just because things are changing
rapidly.
Even with the best change management planning,
organization. In every release, some will be critical, most important to your business. For the other
others will be worth exploring to solve a specific applications, just take care of the mandatory continuous adoption can cause some disruption.
business issue, and still others will be of no interest. features and upgrades from the previous release. You don’t want to introduce even more pain by
One way to gain this knowledge is through an breaking things. In this scenario, test automation,
internal, ISV-focused team or center of excellence The takeaway: First develop a methodology and test libraries, and release management all become
(CoE). set of best practices that work for your company. core capabilities.
Then stick with them.
A best practice for ISV CoEs is maintaining both a
functionality repository and business functionality Another aspect of adoption is training. People
master for each software platform. don’t want to read manuals. But you can’t run a
week-long training program for each and every
The functionality repository contains every release release. Plus, employees expect applications to be
of a software platform, along with the functionality intuitive.
it offers.
While ISVs share that intent and want to make
The business functionality master allows the their apps more intuitive, most still have a way to
functionality of each release to be compared with go — in some cases, a long way! This has created
the functionality requirements of the business. For a market for what’s known as “guided training” –
example, while one new release may have 200 new training that occurs while an app is used. To offer
features, the business functionality master can these apps, companies such as Apty and Walkme
identify the 50 that are essential to the business. have emerged.

Even with the best change management

planning, continuous adoption can cause some
disruption. You don’t want to introduce even
more pain by breaking things.

11
The Importance of Integration for Cloud Migration
and Driving Digital Transformation
Without integration, there can be no continuous For well over a decade, Boomi has helped
transformation. It’s that important. Fortunately, organizations around the globe and across diverse
over the past few years, integration has become industries drive their digital transformation
much easier. initiatives and become connected businesses.
Organizations today are open to best-of-breed Boomi is consistently ranked at the top of key
products, and they’re not afraid of the integration industry market assessments. Boomi now works
component required to use these products together with thousands of businesses, adding more than
effectively. This is about building best-of-breed seven customers a day while also enjoying one
suites that perfectly fit your company’s unique of the industry’s lowest churn rates. Clearly, the
needs. market agrees: Boomi is on the right path.
Software implementation and integration are Boomi’s success is based on its unwavering
no longer multiyear projects with huge price focus on the success of customers. The company
tags. Now, organizations can choose the best listens to what customers need, and builds that
application in a particular space and simply functionality into its iPaaS to help those customers
integrate it. meet their most important business goals.
That’s why integration is essential to continuous Together, Jade Global and Boomi help their mutual
transformation. You’re creating a complex web customers find the most efficient path to the cloud.
of cloud software, then connecting it with the on- These organizations now enjoy the many benefits
premises applications you still have. That work of digital transformation.
never stops.
For continuous transformation and the business
advantages it can deliver, organizations today
need integration cycles that are magnitudes faster
and more agile than the middleware of yesteryear.
New integration platform as a service (iPaaS)
offerings have radically changed the integration
game. Boomi pioneered the cloud-native iPaaS
market in 2008 and continues to lead the charge
today.

12
About the Author About Jade Global About Boomi
RAJA SEKHAR Jade Global is a premier IT services company Boomi instantly connects everyone to
Raja Sekhar is the vice president of enterprise providing a vast portfolio of IT services by everything, anywhere with our cloud-native,
applications, cloud, and on-premises services at highly skilled and experienced consultants. The unified, open, and intelligent platform. Boomi is
Jade Global. He’s responsible for developing and company’s services include business application trusted by more than 20,000 customers globally
managing Oracle and Zuora services globally. implementations, integrations, software product for its speed, ease-of-use, and lower total cost
Raja has deep experience in public and private engineering, cloud services, technology advisory, of ownership. As the pioneer at fueling
cloud implementation, as well as a strong testing, and managed services. Jade Global intelligent use of data, Boomi’s vision is to
background in solution architecture and program has domain expertise in a variety of industries, make it quick and easy for customers and
management. He also has more than 20 years of including manufacturing, high tech, retail, energy, partners to discover, manage, and orchestrate
experience in Oracle applications, including EBS, life sciences, and services. For more information, data, while connecting applications, processes,
cloud, analytics, custom development, and data visit www.jadeglobal.com. things, and people for better, faster business
warehousing. outcomes. For more information, visit
www.boomi.com.

To learn more about how the Boomi Platform can help your organization simplify data access
and accelerate insights, contact our data integration experts today.

Copyright © 2022 Boomi, LP. Boomi, the ‘B’ logo, Atom, AtomSphere, and Molecule, are trademarks of Boomi, LP or its
subsidiaries. Other names or marks may be the trademarks of their respective owners.
13