Founded in 1968, Leonardo DRS provides integrated products, services, and support to military forces, intelligence agencies, and prime contractors worldwide.
Arlington, VA, USA
# of Employees:
In 2013, Leonardo DRS launched a company-wide initiative aimed at centralizing IT operations and standardizing disparate services, tools, and processes across its 40+ North American and UK locations. This strategic shift in vision and mission revealed an opportunity to improve IT efficiency by standardizing on a PDF solution for its knowledge worker user group.
Before standardizing on Nitro:
- Leonardo DRS locations were purchasing PDF software independently, resulting in a mix of solutions across the organization that were inefficient to support and maintain.
- PDF editing tools were not readily available for all Leonardo DRS employees who needed them.
- License management for existing PDF tools was disjointed and inconsistent across Leonardo DRS’s various offices, opening the door to security and non-compliance risks.
Rolling out Nitro has aligned well with our mission and vision to create a single, united IT organization across the business.
La différence de Nitro
Standardizing on Nitro streamlined the process of equipping users, enabled broader deployment, and simplified IT administration of PDF software across Leonardo DRS as a whole.
Usability and fit
As a Microsoft-based organization, Leonardo DRS found Nitro’s Office-like interface and integrations helpful in driving quick and easy user adoption.
More productivity, more users
Described by CIO Walter Wilinsky as “really something everybody likely needs,” Nitro was rolled out to more knowledge workers throughout the business, enabling more efficient document workflows.
As part of its broader IT centralization initiative, Leonardo DRS signed an enterprise agreement with Nitro in 2015, making Nitro Pro the standard PDF editing solution for its entire knowledge worker user base.
Easier IT administration and license management
Improved user productivity
Standardized training and support processes
Reduced and centralized PDF budget