Consulting
IT Consulting & Advisory
Technology decisions made one emergency at a time add up to an estate nobody designed. Consulting work is the step back: what you have, what it costs, what it is holding up, and what to do about it in what order.
Who this is for, and what it fixes
Every technology decision gets made under time pressure, so the estate grows by accident rather than by plan.
If one of these sounds familiar, this is usually the right conversation.
- You are budgeting for next year and guessing at the technology line.
- You have a large quote in front of you and no way to judge it.
- Growth or an acquisition is about to change what your systems have to do.
- Nobody can say what you spend on technology in total.
What you get out of it
- Technology spending stops being a series of surprises.
- You know what is aging and roughly what replacing it will cost.
- Somebody who is not selling you hardware is telling you what to do about it.
- A vendor decision has a written comparison behind it rather than a preference.
What we do about it
We document what you are running before recommending anything, because advice given without that is guesswork with an invoice attached. That includes the contracts and the renewal dates, which is often where the first savings turn up.
Then we put the gaps in order. Not everything is urgent, and treating it as though it is spends money on the wrong things first. You get a sequence with the reasoning attached, so you can push back on it.
What comes out is a plan you own, in language you can take to your leadership team. If you want us to deliver it we will, and if you would rather your own people did, the plan still works.
What is included
A documented picture of what you run
Systems, licenses, contracts, and renewal dates, written down and handed to you.
A budget you can plan against
What technology costs you now across every vendor, and what it is likely to cost over the next few years.
A prioritized roadmap
What to do first, what can wait, and the reasoning behind the order.
Single points of failure, named
The systems your business cannot operate without, and what currently happens if one of them stops.
Vendor and contract review
What you are paying for, what you are still paying for after you stopped using it, and what is up for renewal.
A second opinion when you need one
A read on a quote, a proposal, or a project before you commit to it.
How it works, step by step
- We assess what you have and what it is costingSystems, contracts, licenses, and the renewal dates. The bill for the year is often the most surprising page in the report.
- We write down where the risk isWhat is out of support, what has no owner, and what would hurt most if it stopped. Ranked, with what each one would take to put right.
- We build a roadmap you can budget againstTwelve to eighteen months of what happens when, so replacement is a planned cost rather than an emergency purchase.
- We review it with you as things changeA roadmap written once and filed is a document. Reviewed on a rhythm, it is a plan.
Efficiency work is usually the cheapest project you will run
Before anybody proposes new systems, there is normally money sitting in the current ones: licenses still assigned to people who left, overlapping tools bought by different departments, circuits being paid for at sites that closed, and manual steps that exist only because a process was never revisited after the software changed. This is unglamorous work, and it frequently pays for the projects that follow it.
Common questions
How is this priced?
Assessments and roadmap work are quoted as fixed pieces of work, so you know the figure before it starts and you own the document at the end.
For clients on a managed agreement, the review that keeps the roadmap current is part of it rather than billed again.
Do we have to become a managed client to get this?
No. Consulting work stands on its own, and plenty of it is done for businesses that keep their existing arrangements. If it leads somewhere else, that is a separate conversation and a separate decision.
Will you just recommend your own services?
The plan says what needs doing, not who has to do it. Where we are a sensible option we will say so and price it. Where your existing provider or your own team is the better answer, that is what the plan says.
How long does an assessment take?
For most businesses this size, a few weeks from start to a document you can act on. Most of that is gathering what already exists rather than writing, which is why keeping the documentation current afterwards is worth doing.
Often paired with
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