Scoped around the confidence you're missing.

Engaged when

• The board or executive team has lost confidence in the state of IT.
• You have inherited technology decisions with no visible rationale.
• Cyber, resilience or compliance concern is rising faster than clarity.
• You genuinely can't tell where investment is required and where it isn't.

What the work covers

• Structured interviews with executives, operational leaders and key vendors.
• Assessment of technology capability, risk posture and single points of failure.
• Vendor and contract landscape review — exposure, lock-in, value.
• Governance and decision-rights maturity review.
• Prioritisation of uplift against business consequence, not technical purity.

What you are left holding

• An executive summary written in business language.
• A risk and priority heatmap the board can actually read.
• A prioritised uplift roadmap — sequenced, costed in bands, not exhaustive.
• A board-ready briefing, delivered in person.

Shape of the engagement

Engaged when

• A major platform or vendor selection is approaching — ERP, CRM, cloud, outsourcing.
• Capital approval or board endorsement is being prepared.
• A sourcing or operating model change is on the table.
• A cyber or resilience investment needs to be justified, not just felt.

What the work covers

• Framing the decision that is genuinely being made — often not the one on the paper.
• Independent validation of assumptions, benefits and cost base.
• Options and trade-off articulation, including the option of not proceeding.
• Risk, dependency and implementation-reality analysis.
• Refinement of the board paper so it survives interrogation.

What you are left holding

• A structured decision brief.
• A risk-adjusted recommendation you can defend.
• An executive confidence summary — what we are sure of, and what we aren't.
• The questions you should ask the vendor before signing.

Shape of the engagement

Engaged when

• The board wants independent assurance over a significant program.
• You suspect drift but the reporting keeps saying otherwise.
• Governance exists on paper and is not working in practice.
• Risks are being raised without a credible escalation path.

What the work covers

• Review of governance structures, decision rights and forum effectiveness.
• Validation of program reporting against observable reality.
• Independent program health check and risk exposure analysis.
• Benefit-tracking review — is the original case still true?
• Executive and board escalation guidance.

What you are left holding

• An independent confidence assessment, plainly worded.
• Governance refinement recommendations that can be actioned this month.
• A risk visibility summary with owners and triggers.
• Optional ongoing checkpoint cadence.

Shape of the engagement

Engaged when

• Growth has outrun the systems and processes that got you here.
• The business runs on spreadsheets, email and the memory of three people.
• A SaaS or platform consolidation is intended but the process work hasn't been done.
• Previous system implementations delivered software without delivering change.

What the work covers

• End-to-end business process mapping — current state as it truly operates.
• Identification of duplication, manual reconciliation, rework and control gaps.
• Target operating model and future-state process design.
• Platform and SaaS rationalisation — what to consolidate, retire, keep.
• Data, integration and reporting implications made explicit before selection.
• Change, adoption and capability planning alongside the build, not after it.

What you are left holding

• A complete, validated process map of how the business runs today.
• A designed future state with the decisions and trade-offs made visible.
• A sequenced transformation roadmap tied to business outcomes.
• Requirements grounded in process, so vendor selection is evidence-led.
• A governance model to hold the intent through delivery.

Shape of the engagement

Engaged when

• You want a senior technology voice in the room without hiring one.
• Proposals, contracts and vendor claims need a second set of eyes each month.
• The board wants an ongoing, independent read on technology risk.
• Decisions arrive faster than a project engagement can respond to.

What the work covers

• Structured monthly executive check-in.
• Review of material technology proposals, quotes and contracts.
• Participation in governance or steering checkpoints.
• Vendor exposure and renewal review.
• On-call decision support between checkpoints.
• Quarterly structured confidence review.

What you are left holding

• A quarterly confidence summary suitable for the board pack.
• An independent risk and priority update.
• Decision validation briefs as they are needed.

Shape of the engagement

Engaged when

• A program has lost the confidence of the executive or the board.
• Cost, scope or timeline have moved beyond the original mandate.
• A vendor relationship has become adversarial.
• Nobody can give you a straight answer about where things actually stand.

What the work covers

• Immediate, time-boxed risk and status triage.
• Re-establishment of facts independent of existing reporting.
• Governance reset and decision-rights clarification.
• Options analysis — continue, re-baseline, re-scope, or stop.
• Executive and stakeholder realignment.

What you are left holding

• A clear, evidenced picture of the true position.
• A recommended course of action with consequences priced in.
• A governance structure capable of holding the reset.
• A defensible record of the decision made and why.

Shape of the engagement