An award-winning software and data engineering consultancy helping global organisations solve their toughest business challenges through technology : Digiterre

Since its establishment in 2000 by CEO and Founder Ian Murrin, Digiterre has dedicated itself to elevating the standards of business software products. This commitment stems from Murrin’s personal experiences with subpar enterprise-level software, driving him to create a company that would help organisations build better systems for internal users that surface value, liberate data insights and would enable them to run their businesses better.

Digiterre helps clients by providing technological solutions to some of their toughest business challenges. For many that means a focus on data: realising ambitions to drive decision-making across every area of the business, making data accessible, aggregating it across organisational silos and providing a firm foundation for emerging technologies such as AI. We build architectures that automate much of the data lifecycle – from ingestion, validation to real-time analytics and reporting.

For other clients, helping to transform outdated legacy systems into efficient, scalable and future-ready solutions is the priority. Through software modernisation organisations can streamline their processes, improve performance, and enhance user experiences. This may include reengineering software code, upgrading underlying frameworks or transitioning to cloud-based platforms. The goal is to eliminate technical debt, improve maintainability and ensure compatibility with emerging technologies.

Automation of repetitive and time consuming tasks using intelligent software tools and algorithms help clients optimise workflows, increase productivity, reduce risk and human error. In a rapidly changing digital landscape there are measurable gain in agility, accelerated time to market and sustainable growth.

In conversation with Ian Murrin, CEO and Founder of Digiterre

How does Digiterre measure the success and impact of its software and data engineering solutions on client organizations, particularly in terms of driving innovation and reducing operational friction?

Digiterre collaborates closely with clients to define specific key metrics aligned with their business objectives. These could include metrics such as increased productivity, reduced time-to-market improved data accessibility , or enhanced customer satisfaction. By tracking these metrics throughout the implementation and post-implementation phases, Digiterre can assess the effectiveness of its solutions in driving tangible outcomes for clients.

Digiterre embraces agile ways of working, emphasising continuous improvement and iteration driven by feedback and performance metrics. Through this approach, we’re able to consistently evaluate the effectiveness of solutions and pinpoint opportunities for optimisation and enhancement. Through iteration, we not only ensure relevance and value but also actively reduce operational friction and promote innovation.

Q. With a vast client portfolio spanning banking, asset management, and energy & commodities trading sectors, what are some trends or patterns Digiterre has observed in these industries regarding data management and technological adoption?

Data agility has always been important in business decision-making for our clients. Whether that is real-time data processing for more informed trading and investment decisions, the ability to gain insights into market trends, client behaviour and portfolio performance or the rise of AI and ML for predictive analytics, risk management, and trading strategies. In energy and commodity trading organisations data management technologies are crucial for integrating renewable energy sources into the grid, balancing supply and demand and optimising energy storage. The rise of AI has shone a light on the need to establish a robust data management framework that includes data quality standards, governance policies, integration strategies, and scalability plans.

Q. How does Digiterre differentiate itself in the software and data engineering consultancy space, particularly in terms of addressing both technological and organizational transformation?

At its heart Digiterre is a software engineering house but what makes us different is that we combine great engineering skills with very good deep domain knowledge of the spaces in which we operate, which is typically around the trading lifecycle. This means trading, pricing, risk, and the data that underpins that. We work very collaboratively, applying what we call ‘ways of working’ or in the broad sense that’s agile software delivery. This is really about making sure we surface value to clients early so that client stakeholders can respond to what we deliver every two weeks (typically in a sprint cycle) and guide the development of the platform.

Every project we undertake is, by its nature, unique. However our ability to tackle the new and unknown is made easier as a result of the collective knowledge of our people built up over the last two decades. We firmly believe that technology is all about the people and we have a collegiate culture in which our clients don’t just buy the experience of individuals but the deep domain knowledge of our entire team of consultants. This sets us apart within the consultancy space given that over the last two decades we have helped some of the largest and most complex organisations in the world with systems to trade or manage assets in highly regulated industries such as Banks and Insurers, Energy and Commodities Trading, Investment Management, Exchanges, Clearing Houses & Brokers.

Q. Tell us about the Digiterre team. What value do they bring to the company?

Our people are the beating heart of the company. We firmly believe that a great place to work combines outstanding colleagues and a united mission to transform, innovate and create growth for our clients by solving their toughest problems, aligned with our values of care, quality and leadership. At Digiterre, we work collaboratively, pragmatically and efficiently, ensuring that we fully understand our client’s needs as they evolve throughout the development lifecycle and we use modern tools, methodologies and technologies to enable us to collaborate closely with in-house experts and their end users to maximise the benefits to all involved. We are always keen to learn from other stakeholders and like to share our know-how openly, with a view to leaving each client engagement in a better state than when we first joined the team. We hire people with open and agile minds who are willing and able to challenge perceived wisdom and have a bias for action.

Q. In what ways does Digiterre ensure scalability and adaptability of its solutions to accommodate future changes and evolving needs within client organizations?

Change is inevitable for our clients – whether that is regulatory, organisational, political or economic. But it’s often unforeseen and unknowable. For this reason deterministic planning doesn’t work for complex projects as it takes no account of the unforeseen. It therefore demands an inspect and adapt mindset.

Building for change in this way results in digital transformations that are more successful with software that has longevity and a higher ROI. Over the years this approach has ensured that we are able to solve our client challenges more completely and with greater confidence, and has resulted in our numerous long-term client partnerships.

Meet the leader behind the success of Digiterre

Ian Murrin, CEO and Founder

After completing a Short Service Limited Commission in the Army and a degree in Economics and Econometrics, Ian joined the marketing department of Procter and Gamble as a graduate trainee. After stints at United Biscuits, Hewlett Packard and several other technology-focussed companies, Ian founded Digiterre with the sole aim of building a business that did a better job of creating software that users want to use.

“Taking ownership of problems is in our DNA. It is the reason we are able to solve high-risk, high-profile, and typically time-constrained problems in less time than our competitors, often significantly so.”