Sharonview replaced an aging, cluttered legacy system with a modern ITSM platform, giving IT a clean taxonomy and reliable reporting for the first time.
40% of all incoming tickets now come through the service portal and can be quickly routed, easing pressure on the service desk.
Manual email chains were replaced with structured, automated workflows, ensuring new hires have working access and equipment ready on day one.
Industry: Financial Services
Previous System: BMC Track-It
For years, Sharonview Federal Credit Union has used BMC Track-It for IT Service Management, but under multiple leadership changes and shifting priorities, it had grown into a tangled web of redundant categories, inconsistent classifications, and fragmented reporting. Further compounding this issue was the fact that the platform had aged, and it now lacked many of the modern tools available for faster, more optimized service delivery.
“It basically became very cluttered up,” Michael Schultz, Vice President of IT Operations, recalled. “A lot of different categories and classifications, tailored to different leadership groups—not so much toward any cohesive goal. To that point, it made reporting out of the system almost impossible.”
But the data problem was only part of the story. The more pressing issue was that employees had quietly stopped trusting IT service delivery altogether. Rather than logging tickets through the portal, users were calling the service desk, sending instant messages, or emailing technicians directly, and the burden fell on IT staff to create tickets on their behalf.
The service desk had become a bottleneck, and the organization was, in Schultz’s words, flying blind.
“We can’t fix what we don’t know is broken,” he said. “A lot of people were suffering in silence. They didn’t want to call in and wait on hold, so they just dealt with it.”
For a regulated financial institution where uptime, auditability, and process integrity are non-negotiable, this combination of poor visibility, manual workarounds, and eroding user trust can be an operational risk.
To address these issues and modernize service management, Sharonview began the search for a new IT Service Management platform.
Schultz and his team approached the evaluation methodically. They reviewed Gartner research and industry analyst reports, consulted existing vendor partners, and shortlisted a handful of platforms for deeper evaluation.
Two criteria shaped every conversation: ease of use and what Schultz calls “safety and soundness”—the operational and security guardrails that any solution must clear before deployment in a financial environment.
TeamDynamix checked both boxes and landed squarely in the right price-to-value range. “It was the sweet spot of functionality and cost,” Schultz said. “TeamDynamix seemed to check a lot of those boxes, and from a price point perspective, the functionality and cost were in line.”
The team wasn’t just looking for a better ticketing tool. They wanted a platform that could scale with them. They needed an ITSM platform that’s modernized to support an ambitious self-service vision, including the use of AI virtual agents, flexible enough to expand beyond IT, and capable of delivering real reporting clarity.
Sharonview launched TeamDynamix with a deliberate two-phase plan. Phase 1 focused on the core ITSM platform: incident management, service catalog, and IT asset management—the foundation needed to replace BMC Track-It and stabilize service delivery.
Phase 2 added TeamDynamix conversational AI, deploying an AI virtual support agent (VSA) to further deflect tickets with expanded self-service capabilities.
From the outset, the team prioritized simplicity in portal design.
One of the hard lessons from BMC Track-It’s complexity was the danger of over-engineering the taxonomy.
Working closely with their TeamDynamix implementation engineer and business process consulting resources, Schultz’s team resisted the urge to mirror the old system’s bloated category structure.
“Don’t go overly granular with your categories,” Schultz advised. “Use your catch-all categories as information gatherers; let the reporting data tell you where you need to go deeper over time.”
The modern portal interface was part of the pitch internally.
Unlike other platforms evaluated, which Schultz described as “expansion tree” style navigation that felt archaic, TeamDynamix’s look and feel aligned with Sharonview’s public-facing website. “From the intake side and just the look of it, it looks more like a modern solution,” he said. “It kind of jived with what we’re doing elsewhere.”
“I get a lot of positive feedback about how the system has worked for our user base. I never had anyone reach out unsolicited to tell me BMC Track-It was working great. I have had people reach out about how well TeamDynamix has worked.”
The cultural shift required to move users from phone calls and instant messages to portal self-service didn’t happen on its own.
Initially, the team took a soft approach: publishing links, encouraging portal use, and gently redirecting users. It worked, but slowly. “People just really weren’t breaking their habits,” Schultz acknowledged. “We kept enabling people through the old ways, even though we had this new system.”
Eventually, the team got firmer. IT staff began redirecting users to the portal in real time, acknowledging the issue, providing a direct link, and making clear that portal submission was the path forward.
Schultz framed the approach plainly: “Just rip the band-aid off. Don’t delay it any longer than possible. Get ahead of the new process and procedure from the start of the rollout.”
Equally important was pairing that enforcement with genuine ease of use. Sharonview built out a knowledge base alongside the portal, ensuring that common ticket types were matched with self-help guides users could find and act on without picking up the phone.
“Having a decent knowledge base built out, not just ticket self-service, but solution guides readily available, was a big part of making it work,” Schultz said. “Know your low-hanging fruit. Know which ticket types could be addressed by self-help and have those available from day one.”
Today, approximately 40% of all incoming tickets at Sharonview are now submitted directly through the TeamDynamix self-service portal, up from effectively zero under the previous system. And the feedback has followed. “I get a lot of positive feedback about how the system has worked for our user base,” Schultz said. “I never had anyone reach out unsolicited to tell me BMC Track-It was working great. I have had people reach out about how well TeamDynamix has worked.”
Beyond the service portal, workflow automation has delivered measurable process improvements in one of IT’s most repetitive and highest-stakes activities: employee onboarding and offboarding.
Before TeamDynamix, Sharonview’s onboarding process ran on a manual email chain. A new hire form would go out to a distribution group, and each downstream team, from the service desk and application teams to procurement, would pick up their piece and execute. Or not. “We’d have a new employee start and find that access wasn’t fully set, or the laptop wasn’t built correctly with the software they needed,” Schultz recalled. “Then we’d have to go back to the well and waste a couple of hours trying to fix what should have been ready from day one.”
With TeamDynamix in place, that process happens through a structured workflow. Now, when a new hire form is submitted, task assignments automatically route to every stakeholder in sequence. Steps can’t be skipped. Handoffs are visible.
Sharonview runs the same workflow for offboarding.
The real value is process integrity. “The strategic initiative to automate workflows is not just about saving time; it is about ensuring that steps aren’t being missed,” he said. “At the end of the day, not doing things twice is getting time back.”
One of the most immediate and tangible benefits of moving to TeamDynamix has been the transformation of IT reporting. Under BMC Track-It, the system had been so degraded by years of ad hoc customization that Schultz compares it to a taxonomy gone wrong. “You could go into BMC Track-It and create four different tickets for an account unlock, depending on how you interpreted the classifications,” he said. “When I tried to report on anything, it was just a mess.”
Today, Sharonview’s IT leadership has a clear, reliable view of service performance: ticket volumes, ticket types, resolution times, team throughput, and individual queue health, all in one place.
“Reporting is much nicer, much cleaner,” Schultz said. “I have a much clearer picture of the ticket volume coming in, the types of tickets, and how long they’re taking. I didn’t have visibility into any of that previously.”
For a financial institution operating in a regulated environment, that visibility isn’t just operationally valuable; it’s foundational to audit readiness and leadership confidence.
After seeing how IT’s rollout improved service delivery and user experience, other departments at Sharonview began approaching IT to build their own applications within TeamDynamix. Marketing now uses it to manage service requests and creative intake, and Facilities has its own application for operational requests. Even the audit department is actively exploring a purpose-built ticket and request workflow of its own.
“I think a lot of departments have seen the benefits it provides,” Schultz said.
Phase 2 of Sharonview’s modernization journey brought TeamDynamix Conversational AI into the mix to deploy a virtual support agent within the portal. “We see growing usage of the agent,” Schultz said. “We’re just scratching the surface of where it can go. The more people use it, the more they trust it and will come back for more.”
The team is exploring creative approaches to drive adoption, including embedding Easter eggs and gamified prompts into the agent to spark curiosity and reward engagement.
Credit unions, Schultz notes, are “notoriously slow in technology” as a sector. But Sharonview is tracking ahead of the curve.
What stood out to Schultz during the implementation of TeamDynamix wasn’t just the technical expertise; it was the level of engagement from the implementation team.
A TeamDynamix implementation specialist worked alongside Sharonview’s team, “It felt more like a partnership,” Schultz recalled. “He really got involved and hands-on, helping build out workflows, checking in. It almost felt like an internal partner working with us, versus someone just telling us what to do.”
Schultz also credits TeamDynamix’s structured onboarding process, which requires customers to complete training and platform familiarization before the formal implementation begins, for setting a strong foundation.
“The implementation approach set us off on a great foundation,” he said. “When we went live, we could just run with it.”
