Board & exec advisory
01
- Annual technology agenda
- Quarterly board narrative
- Investment & risk briefings
- AI posture & policy
- Competitive technology read
Technology Strategy · Practice I
The defensible direction comes before the budget.
Boards do not need another deck. They need a sequenced, prioritised technology agenda — one a CFO will sign and a CTO can ship.
ScrollWhat we do, exactly
Act I · The thesis
Most strategy decks describe what the future will look like.
Few of them describe how to get there from Tuesday.
Strategy without sequencing is a wishlist.
Sequencing without conviction is a roadmap.
We write the agenda the board will fund —
and the engineering team will recognise.
Act II · The lens
We answer four questions before any technology choice is made.
- 01
What is the operating model actually trying to do?
Decision flow before architecture. We map how the business runs today, where it stalls, and which technology choices would unlock the next compounding curve — versus which would only redecorate it.
- 02
Where is the defensible edge in the next five years?
Most "AI strategy" is feature scope. We work the moat instead — proprietary data, distribution, sequencing of capability — and align technology spend to where compounding will actually happen.
- 03
What is the smallest investment that proves the thesis?
We design the first 90 days as a falsifiable bet. If the thesis is wrong, we want to know in a quarter — not at the post-mortem of a two-year platform.
- 04
What is the operating contract with the board?
Strategy is a promise about the next four quarters. We make the metrics legible: what gets reported, what the early signals are, and what triggers a change in direction.
Act III · The matrix
The work we do here, in the language of a CFO.
Digital strategy development
02
- Operating model design
- Capability roadmaps
- Build-buy-partner calls
- Sequencing & dependency map
- North-star economics
M&A technology diligence
03
- Pre-LOI technology read
- Architecture & debt assessment
- Integration cost modelling
- Carve-out & TSA design
- Post-close 100-day plan
CTO-as-a-Service
04
- Fractional CTO mandates
- Pre-Series-A engineering org design
- Vendor & partner selection
- Hiring scaffolding
- Investor technical reference
AI-native blueprinting
05
- Value-case identification
- Data & model readiness audit
- AI operating model
- Governance & guardrails
- Capability sequencing plan
Programme assurance
06
- Independent programme review
- Course-correction reset
- Vendor performance audits
- Recovery & re-baseline
- Executive intervention sprints
Act IV · How clients buy this
Three engagement shapes, all of them defensible to the board.
Shape 01
The Diagnostic
4–6 weeks · fixed
Operating reality, technology posture, and the three priority bets. Delivered as a board pack the CFO can defend without translation.
Shape 02
The Agenda
8–12 weeks · fixed
A sequenced, costed, board-ready technology agenda for the next four quarters — with named owners, dependency maps, and the first 90-day plan attached.
Shape 03
The Standing Mandate
12 months · retained
A senior partner embedded with the CEO/CTO. Quarterly reviews, board narratives, and rolling investment calls. We stay until the in-house function is shipping faster than us.
Act V · The proof
Strategy that the engineering team recognised on the first day.
A working slice of recent technology-strategy mandates and the operating outcome each one delivered.
01
4 qtrs
average horizon of the agendas we ship — long enough to compound, short enough to be defended
02
$240M
aggregate technology spend re-prioritised on the strategies we wrote in the last 24 months
03
92%
of recommended sequences shipped on the first board cycle without re-baselining
04
11
M&A diligences led where our technology read changed the deal price or structure
Sign-off