Practical help across the whole operating stack.
From stepping into a leadership seat to giving investors an honest read on maturity and risk — engagements are scoped to the outcome you need, not to a headcount or an open-ended retainer.
Step in, steady it, hand over something stronger.
Step into VP or director-level roles to stabilise, scale or turn around a function — and hand over a stronger team.
Full interim mandates, or a fractional arrangement where a permanent hire cannot yet be justified. The pattern is consistent: stabilise what is failing, rebuild confidence with the executive and the workforce, put an operating model in place, then hand over to a permanent leader who inherits something that works.
Make the delivery engine predictable.
Design and run PS organisations: operating model, delivery, utilisation, margin and customer outcomes.
Professional services is where a software business either proves its value or quietly loses it. The work is to get delivery predictable, get utilisation and margin visible, and make sure the customer outcome and the commercial outcome are pulling in the same direction.
An honest read on what you get for the spend.
Independent assessment of IT services, spend and delivery against real organisational need.
Independent means independent: no incumbent supplier to protect and no follow-on implementation to sell. The output is a clear view of what the organisation actually needs, what it is currently getting, where the gap sits and what leadership should do about it — in language a cabinet or a board can act on.
What you are really buying, before you buy it.
Evaluate product, engineering and software maturity for boards, acquirers and investors.
A structured assessment of capability, risk and readiness across product management, engineering practice, architecture, security and the roadmap — sized to a deal timetable, and written to be read by people who are not engineers.
Plain-spoken advice, from someone who has held the seat.
Trusted, plain-spoken advice for founders, boards, family offices and investment teams.
Sometimes the useful thing is not a programme but a second opinion — on a business case, a supplier, a hire, a thesis or a plan that nobody internally is placed to challenge. Engagements here are deliberately small and fast, and the answer is sometimes that you should not proceed.
Growth breaks the thing that got you here.
Design operating models and team structures that let a growing function scale without breaking.
The structure that worked at twenty people quietly stops working at eighty, and the symptoms show up everywhere except the cause — missed dates, decisions escalating to the same few people, good hires leaving. The work is to redesign the model before the strain becomes attrition.
Not sure which of these you need?
Most engagements start as a conversation about a problem, not a service line.