Three of the team behind IWSR's successful platform relaunch share their thoughts on why change was necessary, how working with a trusted partner makes the difference, and how quickly they saw returns on their investment.
Outcomes
When IWSR, the world’s leading authority on beverage alcohol data, began reimagining how clients accessed its intelligence, one truth stood out: the data was mission-critical — but the experience of using it wasn’t.
“Customers told us the data was mission critical, but that they didn’t love the outdated platform,” recalls David Green, CTO. “Customers tolerated it rather than enjoyed using it. Usage tended to be concentrated within expert users who’d learned to navigate the platform, which was off-putting for new and novice users.”
The challenge: A mission-critical product, constrained by legacy technology
IWSR’s original data delivery system had powered client decisions for decades. But the 20+ years-old technology was holding the business back.
"Ultimately it was restricting our ability to grow." - Neill
“It was ultimately quite simple for power users to use,” explains Emily Neill, COO Research, “but difficult for new and occasional users to understand and navigate, with many restrictions on functionality. We had also reached a ceiling in that we couldn’t add any new data sets or attributes to existing data sets. Ultimately it was restricting our ability to grow.”
From a data perspective, the cracks were clear. Andy Noble, Chief Data Officer, notes: “Clients had been complaining about the delivery mechanism for years. The existing platform did not permit additions without significant effort and, latterly, some data could not be surfaced without a re-write. Future product enhancements could not be delivered on the old platform. The value of the business would be diminished without a viable platform and the removal of significant technical debt.”
The turning point: Investment with intent
The need for change aligned perfectly with Bowmark Capital’s investment thesis. “Part of Bowmark’s investment hypothesis was that investing in technology would add value”, noted Green.
But the scars of a previous failed re-platforming attempt meant a robust process was required. “Wariness was understandable after a previous attempt at re-platforming resulted in failure and significant sunk costs,” says Noble. “We generated support by demonstrating a phased approach to delivery and a commitment to leading clients through this phased implementation. We hired a new team (67 Bricks) that had done this before and bore the scars of failure and the evidence of success.”
The solution: A flexible, extensible platform for growth
Working with 67 Bricks, IWSR set out to create a modern, scalable data and content platform designed around user needs and future growth.
“We needed a platform that enabled both new and existing users to search and query across our written and numerical content,” says Neill. “Data visualisation was also an important requirement. We needed the platform to be scalable so we could add in new data sets and new research content with minimal extra development work.”
For Green, the biggest limitation to overcome was extensibility: “Our research team could spend the effort to gather richer data, but the legacy platform was unable to surface it to users. Removing this constraint on growth was a key aspect of the investment decision. The first things we added to the newly launched platform were new datasets — US Navigator, our US state-level monthly data, can only be published thanks to the new platform. We’ve also added a whole new forecasting product and a new on-trade product — all of which were previously impossible.”
As part of the re-platforming, predictability and additional robustness have been built into the data publishing infrastructure, developing new delivery channels to support a flexible distribution strategy, integrating directly with customer workflows through an Excel Add-in and embedding IWSR’s data in its customers’ day-to-day operations.
Change management: Bringing clients and teams on the journey
After one failed attempt with different partners, the team knew communication and trust were everything. “Being open and honest about utility and not over-promising was vital,” says Noble. “Clear product definition, involving the board at each stage, and a phased approach helped bring everyone along.”
"Working with a trusted partner like 67 Bricks and involving stakeholders early meant that the product we launched was an amazing replacement for what went before" - Green
Green adds: “Changing a system our clients had used for many years was always going to be a challenge. But working with a trusted partner like 67 Bricks and involving stakeholders early meant that the product we launched was an amazing replacement for what went before. We migrated thousands of users over with zero issues — which speaks volumes about the intuitive nature of the new system and the care taken in preparing users for the change.”
The results: Tangible returns within 12 months
The results were immediate and measurable. “The first indication was the feedback we received from clients – which was all overwhelmingly positive,” says Green. “Clients praised the ease of use and the speed of the new system.”
Neill notes that the impact was felt across the business: “The increase in number of users was almost immediate upon launch and supported our commercial team when negotiating price increases with our core clients, as well as bringing in new clients. So within six to twelve months, we were seeing returns.”
The platform also enabled IWSR to deliver entirely new products faster, turning what would once have been an Excel file into a full digital product launch. “The US Navigator product was released directly on the new platform,” says Green. “That not only demonstrated the ease of adding new datasets but immediately delivered new product to customers, justifying advanced sales.”
Strategic impact: From embarrassment to centrepiece
Perhaps the clearest sign of success came during IWSR’s sale to WGSN within a year of the platform launch.
'While WGSN’s acquisition was never just about the technology, the absence of a robust data delivery platform would have been a significant negative.”- Green
“When Bowmark bought IWSR, the platform demo was almost an embarrassment – the pitch had to focus on the data and its value, not the product demo,” Green recalls. “However, when it came time to sell, the product demo was an integral part of the pitch – showing off the data and the ease of use of the product. While WGSN’s acquisition was never just about the technology, the absence of a robust data delivery platform would have been a significant negative.”
Neill agrees: “We were able to show that the majority of the work and investment into the new platform had already resulted in increased revenues. The platform is the foundation for future product development and supports our strategic growth plan — all of which fed into the investment case for IWSR.”
Lessons for other leaders
Asked what advice they would give to executives considering a similar transformation, all three leaders stress realism, iteration and partnership.
“Be honest about what you’re trying to accomplish,” says Noble. “Understand customer need, don’t build something you think they want, and don’t go for a big-bang approach. Take advice from experts, use technology you can support, and only develop where you’ll gain a competitive advantage.”
Neill emphasises leadership and clarity: “Ensure you have the right tech and data leadership in place, and be very clear about the objectives for the platform. See this as an iterative project — not all the objectives will be met on first launch.”
And Green’s closing reflection: “Transformation can be scary, but with care and attention at every step — from conception through to launch, migration and in-live support — a successful product transformation is entirely possible.”