Advisory service
A technology executive for the days you actually need one.
The seat is open, or it was never filled at the level the business now needs. We step in for an agreed number of days each month, own the plan and the budget, and prepare the organization for a permanent leader.
The problem
Technology decisions get made by whoever is free.
- Contracts renew on their own terms and the same vendor conversation restarts every year.
- The team is capable and unmanaged. Priorities change weekly and the strongest engineers spend their days on interruptions.
- The executive team has no dependable view of what technology costs or produces. A search for a permanent leader runs with no agreed brief.
How the engagement works
A short diagnostic first, then the seat itself.
Two to four weeks
A fixed-scope diagnostic on the state of the function, then fractional leadership on set days each month. See How We Engage.
Who we work with
The chief executive or the board, the finance lead, the technology team, and the vendors under contract.
What we gather
Spending by vendor and category, contract terms and renewal dates, the incident record, team structure, and commitments already made.
What the board sees
A twelve month plan with a budget, a monthly operating report, and the hiring case for the successor.
What you get
A function that is run, and a seat ready to hand over.
- A twelve month technology plan and budget
- A vendor and contract register with renewal actions
- A monthly operating report for the executive team
- A service improvement plan with named owners
- A hiring case and search brief for the permanent leader
Outcome
A distribution business measured its service desk on how fast tickets closed and never on why they arrived. We grouped a year of tickets by root cause and tied each fix to a named owner. Ticket volume fell 22 percent.
A professional services firm paid for a stack of overlapping software subscriptions and several suppliers doing similar work. We rebuilt the spend line by line with one finance owner and one architecture owner, then consolidated the duplicated agreements over two renewal cycles. Technology operating cost fell 21 percent.
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