Center of Excellence

Understanding the Automation Center of Excellence

Image of Automation Intelligence

SIG University Certified Intelligent Automation Professional (CIAP) program graduate Ethan Slade defines how to effectively establish an enterprise automation center of excellence and the benefits this will have in your organization.

Ethan Slade, Lead Intern, Sourcing Industry Group

The value of the Certified Intelligent Automation Professional

Image of Certified Intelligent Automation Professional

SIG University Certified Intelligent Automation Professional (CIAP) program graduate Brad Moncur disscusses how having a Certified Intelligent Automation Proffessional on your team will improve your companies process automating.

Brad Moncur, Channel and Partner Sales Leader, Medius Software, Inc.

Building The Right Center Of Excellence For You

Image of Process Automation

SIG University Certified Intelligent Automation Professional (CIAP) program graduate Nick Fratto discusses how building a center of excellence for your organization can serve as a backbone for process automation projects.

Nick Fratto, Sales Enablement Specialist, Sourcing Industry Group

Intelligent Automation Implementation: A Matter of Discipline

Intelligent Automation for procurement

SIG University Certified Intelligent Automation Professional (CIAP) program graduate David Romo-Garza discusses how discipline and organizational changes will create efficiencies throughout the lifecycle designed to implement Intelligent Process Automation.


Automating processes is still a challenging endeavor for multiple organizations. Lines of Business (LoB) continue to struggle to understand the steps that it takes to implement and manage Intelligent Automation efforts effectively. Bringing discipline to an undisciplined culture creates a multitude of barriers that have a trickle effect that prevents organizations from effectively automating their processes.  

Navigating the Lines of Business and Processes

During my last position at my current organization, I experienced the pains and aches from both perspectives, the LoB and the Process Owner. On one end, I represented the LoB, who was trying to automate the due diligence procedures related to vetting our third parties.  While the process was considered automated, it was ineffective and broken. It required countless manual tasks, including requiring end-users to save their assessments in an excel spreadsheet.  

Additionally, the system design contained a detrimental limitation that prevented users from partially completing an assessment and returning later.  The system did not have the ability to save progress prior to completing and closing their official assessments.  Further, the system did not effectively introduce business controls designed for preventive nor detective error/compliant applications.

David E. Romo-Garza, Director of Business Risk and Controls