Formed in South Australia in 1996, CAMMS now has 150 staff in five countries and is enjoying spectacular growth in the UK.
The company has had a UK office for seven years but has ramped up its operations there since relocating from Brighton to Manchester in 2014.
CAMMS provides organisations with business management software, helping them define their goals and strategies and find efficiencies while managing key projects and risks.
The company’s client base in the UK has almost doubled in the past 12 months, leading to an increase of UK revenue of almost 500 per cent in the same period.
Managing Director Joe Collins said CAMMS’ significant IP in enterprise performance and the ability of its solutions to be integrated and flexible enough to meet a variety of performance management reporting needs were the keys to its success.
He said the UK now accounted for 35 per cent of the company’s total business.
CAMMS set up a company in Sri Lanka eight years ago where much of its application management and R&D is carried out.
“A precursor to being successful globally is to make sure you’ve got the right balance of inshore/offshore resources otherwise it’s just too expensive,” Collins said.
“It’s no coincidence that we’ve grown rapidly in the UK because not many providers can do what we do within the budget parameters and really succeed.
“Our core verticals over there are going through a fantastic change, which is largely fiscal driven so there’s a lot of pressure to become more efficient, to perform better and to look at different ways of delivering services.
“They’re looking for sophistication in helping to achieve that and we are one of the few companies in the world that can do that.”
CAMMS has developed IP across six core integrated solutions ranging from planning and performance, enterprise risk management, project management, budgeting and staff performance.
Its health-specific product, Sycle Health has been adopted by thousands of users across hospitals and health boards, with a recent surge in the UK where clients include Northern, Eastern and Western Devon Clinical Commissioning Group, NHS Wales and Robert Jones and Agnes Hunt Orthopaedic Hospital in Shropshire.
“The health vertical has been stupendous for us in the last two years and given there’s a large amount of change in health in a structural sense not only in Australia but in the UK and North America we see it as a place where we can add a lot of value,” Collins said.
The UK growth is not limited to the health sector, which accounts for more than a quarter of CAMMS’ British clients.
CAMMS is also working with Manchester-based humanitarian mine clearing agency Mines Advisory Group to help it streamline its operations. It is also working with human rights NGO Article 19.
“Traditionally what clients will do is look at their biggest pain point, what their biggest risk is, what their needs are and they’ll start from there and work their way through. What we provide is a place for them to go.
“What we’ve found in the UK is that link between strategy, managing risks and implementing projects has been a major competitive advantage.
“Not every state or every country is in the same position depending on their push from above and what their culture of change is within that sector. We tend to do really well in those countries and states where there’s a strong reform agenda.”
Other UK clients include local councils and emergency services such as Dorset and Wiltshire Fire and Rescue Service.
“What we’re finding is that our approach can be very flexible and effective across a range of industries, in fact, in Asia we’re getting strong interest from the banking sector as the need for management of risk, good governance and reporting increases,” Collins said.
“The more complex the vertical, the better CAMMS is at meeting the needs and the secret of success with a lot of these implementations is around knowing what their problems are and working with the client to resolve them.
“In fact, we believe we can save any public sector utility or agency between 30 and 35 per cent in increased productivity at least.”
This article was first published at The Lead.