Tony Madrigale
Vice President
Capgemini
Excellence in TechnologyOver the past three decades, Tony Madrigale has sold and managed nearly $2 billion in consulting business. The programs he leads average $125 million in revenue. Firm leaders tell Consulting that they credit him for bolstering Capgemini’s reputation for successfully leading large, complex and integrated business and technology programs for global corporations.
Case in point: As the global account executive and overall program delivery executive for one of Capgemini’s newest global clients, an $8 billion medical products company, Madrigale is leading an enterprise-wide business transformation of all of the client’s major business processes spread across 50 plants around the world. Madrigale’s leadership of this project will help to generate $95 million in revenue for Capgemini and provide the client business benefits of nearly $100 million per year once complete.
Madrigale started his career with Ernst & Ernst in 1978, where he was just one of the firm’s 80 consultants in North America— smaller than a typical SI team on one of these massive assignments.
Winning a mega systems integration project is sometimes as straightforward as bidding through an RFP. But often, it’s the result of long-term relationship building. “You don’t often go out seeking to find these massive projects. Sometimes they find you,” he says. “In one case, I received a call from a past client who needed some assistance within one specific area of his business. I met with the client and did a small, several-month study. That led to a series of internal changes that eventually led to embarking on this massive exchange program.
Clearly, that first engagement was a classic advisory assignment in a very targeted area. But it really comes down to relationship building and enabling it to evolve.”
Even though these massive integration projects may be once-in-a-lifetime opportunities with a client, Madrigale stresses the importance of always looking to build onto the relationship. “You want to be there during the challenging times, as well as good times. Even after the change programs becomes implemented, there’s always more follow-on work. You always want to be in position to go back and make additional improvements.”
—Jess Scheer
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