Independent Advisory
Independent counsel on the technology decisions that cost the most to get wrong.
We advise CIOs, CTOs and executive teams on where the technology money goes, what it buys, and which commitments are safe to make. We sell no software, take no vendor commissions, and do not bid on the build.
How We Work
Four things a client can hold us to.
Nothing to sell you
We hold no reseller agreements and take no vendor commissions. We do not bid on the work we recommend. That keeps the answer clean when the answer is to spend less, or to stop.
Decision-grade evidence
Every recommendation comes with the numbers underneath it and the assumptions written down where a CFO can argue with them. We price the cost of doing nothing next to the cost of acting.
Senior people only
The advisor in your first conversation is the advisor who does the work and presents it to your board. We do not layer the engagement with additional staff you did not meet.
Accountable to the result
A recommendation is not finished at the readout. We help take the decision through the board, sequence the work, and measure what it produced against what we projected.
Outcomes From Recent Advisory Engagements
Four numbers, and what stood behind each one.
A mid-market manufacturer ran three cloud accounts with no single owner for spend. We rebuilt the cost model by product line, set commitment and rightsizing rules the platform team could actually enforce, and gave finance a forecast it could defend. Cloud spend fell 33 percent and finance stopped being surprised by the bill.
A regional financial services firm released on a quarterly train and kept missing product commitments. We mapped every point where work waited in a queue, cut the approval gates back to the two that reduced real risk, and moved environment provisioning out of the ticket system. Time to market improved 23 percent.
A healthcare services provider hit capacity limits every enrollment period and answered each time with more hardware. We reviewed the architecture alongside their engineers, isolated the components that could not scale sideways, and put a sequenced fix into the capital plan. Peak throughput improved 26 percent without a platform rewrite.
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, showed the executive team the small number of causes driving most of the volume, and tied each fix to a named owner. Ticket volume fell 22 percent.
What We Advise On
Five advisory lines, each one tied to a decision an executive has to sign.
Insights
What we publish is what we argue in the room.
Short, specific pieces written for the executive who has to sign the decision. No gated downloads and no forms.
A one-page brief on the places mid-market technology budgets lose money quietly, and the questions to ask before the next budget cycle closes. PDF, one page.
A post-incident review explains one outage. A board needs the same scored report every time, read again ninety days later, to see whether resilience is improving.
The choice is not about budget. It is about whether the open work needs continuous presence or periodic judgment, and six questions settle it.
Start A Conversation
Tell us the decision in front of you and we will tell you whether we can help.
A principal reads and answers every note. If we are not the right people for the question, we will say so in the first exchange.