Interview

A graduate with bachelor’s and master’s degrees in Aerospace Engineering, Brandy joined IpX in 2019 as director of program management and later served as vice president of services. Her unwavering integrity, ability to connect across disciplines, and passion for objective problem-solving have solidified her reputation as a driving force within the organization.

As president, Brandy envisions a bold future for IpX, emphasizing four key priorities: elevating training programs, modernizing the CM2-500 and CM2-600 standards, broadening the adoption and perception of CM2 methodology, and fostering a people-centered approach in all transformations. In this interview, she shares her perspectives on IpX’s legacy, her strategic goals, and the transformative power of effective process management.

Q: Can you start by telling us a bit about your role at IpX and the different aspects of the organization? 

Brandy Taylor: My name is Brandy Taylor, and I’m the president of IpX. Our organization is multifaceted, but we’re known as the older, more traditional side of IpX, often referred to as IpX proper. Our focus lies in process optimization, and for almost 40 years, we’ve been a leader in training and sharing best practices in change and configuration management.

To give some background, traditional change and configuration management was initially developed around military requirements and heavily centered on engineering documents. This approach supported design needs but didn’t provide a comprehensive solution across various industries. When we started IpX, we revolutionized this field with a methodology called CM2, which is now the industry standard for defining the digital thread and setting benchmarks. Our work is centered on a data-centric model, moving away from document-based practices. Today, we oversee globally recognized training certifications that are not typically found in universities or colleges.

Q: Did the organization originate purely around training?

Brandy Taylor: Yes, it did. Initially, our work was primarily onsite training. Before COVID, most of our sessions were conducted in person. However, the pandemic pushed us into the digital realm. While it was a challenge at first, the transition was ultimately beneficial. It allowed us to support multiple clients simultaneously without the need for travel, offering greater flexibility for both us and our clients.

Q: Did you notice any significant shifts in your organization’s bandwidth or capabilities when training transitioned online? 

Brandy Taylor: Absolutely. Going virtual removed the constraints of physical presence, which was transformative. It allowed us to work more efficiently, particularly in consulting. Supporting clients remotely enabled us to deliver value without the logistical challenges of being onsite.

It also forced us to enhance our materials to compete with polished online platforms like Coursera. We adapted quickly, ensuring our training remained dynamic and interactive.

Q: It sounds like IpX plays a pivotal role in helping organizations scale. What are some of the challenges companies face when they reach out to you?

Brandy Taylor: Many companies we work with have grown significantly but struggle to scale further because their manual processes and tribal knowledge are no longer sufficient. They’ve often been successful for years, sometimes decades, but hit a point where inefficiencies become bottlenecks. That’s when they reach out to us for help streamlining processes, adopting digital tools, and optimizing their operations.

Q: There’s a lot of talk about automation and digital transformation. How does IpX differentiate itself in this space?

Brandy Taylor: It’s about more than just adopting the latest tools. At IpX, we emphasize the alignment of people, processes, and tools. Many organizations feel overwhelmed by the pressure to adopt new technologies, but without the right foundation, technology can exacerbate inefficiencies.

For example, if you automate a broken process, you just end up with bad data faster. We start by optimizing business processes and creating clear requirements before implementing any technology.

“When we started IPX, we revolutionized this field with a methodolgy called CM2, which is now the industry standard for defining the digital thread and setting benchmarks.”

Q: Can you summarize IpX’s approach in one phrase?

Brandy Taylor: I’d say we’re an optimization company. We step into organizations that have become fractured due to growth and help them reset their processes, people, and platforms to achieve scalable efficiency.

Q: Your team spans different regions. Can you describe the structure and roles within the organization?

Brandy Taylor: Our core team, including myself and Michael Benning, is based in Indiana, but we have colleagues across the U.S., from California to Georgia, and partnerships worldwide.

Joseph is the owner, and Phil joined about a year ago to expand IpX into new territories. His focus has been on helping startups establish scalable foundations right from the start.

Q: What industries do you typically work with? Do you have any favorites?

Brandy Taylor: We work across a broad range of industries—medical devices, automotive, nuclear, and more. Each project is unique, which keeps our work exciting.

We thrive on variety and enjoy solving diverse challenges. Some of the most rewarding projects are those where the stakes are high, like when a company faces urgent problems that unify the team and create an “all hands on deck” mentality.

Q: What’s your take on the role of culture in organizational change?

Brandy Taylor: Culture is a significant factor, especially during mergers and acquisitions. Integrating systems, processes, and people from different organizations can be incredibly challenging. Aligning stakeholders and ensuring smooth communication is critical. It’s about building bridges between different ways of working.

Q: How do you measure success with your clients?

Brandy Taylor: Success varies by client, but we often achieve efficiency gains of 40-50%. The key is to reduce unplanned work and interventions, allowing teams to focus on planned activities. By optimizing processes, we unlock significant cost savings and enable organizations to scale more effectively.

Q: If you could distill your experience into a single piece of advice for organizations, what would it be?

Brandy Taylor: Focus on data integrity. Data is the foundation for making robust decisions. You need to ensure that your data is accurate, reliable, and accessible. Without it, even the best tools and processes will fall short.

“Focus on data integrity. Data is the foundation for making robust decisions. You need to ensure that your data is accurate, reliable, and accessible.”

Q: What kind of clients should reach out to IpX?

Brandy Taylor: Any organization looking to improve their end-to-end operations, whether they’re in manufacturing, services, or fieldwork. We specialize in solving pain points and optimizing processes across the product or service lifecycle.

Q: Lastly, what’s the legacy of IpX?

Brandy Taylor: Since 1986, we’ve been the foundation for digital thread solutions. Our mission is to weave and connect operational threads from end to end, helping companies achieve scalable and sustainable growth.