Services

Lead. Build. Run. Choose what you need.

Seven services across three pillars. Pick a pillar, then open any service to see what's inside it. Most clients start with one focused brief and broaden the relationship from there.

01 · Lead — Advisory

Senior judgement, applied to your real problem.

When you need someone in the chair who has done the job inside a serious company at least once before. Open a role to see the detail.

When the business plan calls for serious technology decisions but the company doesn't yet need a full-time CIO, we step in. We sit on the ExCo or board, set the strategy, and bring the executive presence that suppliers, auditors and investors expect.

  • Technology strategy and roadmap. A clear, board-approved plan covering the next 12–36 months — what gets built, what gets bought, what gets retired, and what it will cost.
  • IT budget and FinOps. Bring spend under control. Renegotiate licences. Move from CapEx to OpEx where it pays. (Our team includes a FinOps Certified Practitioner.)
  • Supplier and vendor management. Run RFPs, hold incumbents to account, and make sure your managed services partners are earning their fees.
  • Team leadership and development. Coach the IT manager you already have into the CIO they could be — or hire the right one and hand over cleanly.
  • Board reporting and KPIs. Translate the technology function into the language the rest of the executive team speaks.

Best for: SMEs and scale-ups between £5m and £100m revenue who have outgrown ad-hoc IT and need executive-level technology leadership.

When the product roadmap is slipping, the platform is creaking, or the engineering team is shipping but the business isn't growing, we step in to lead. We make the technology choices that matter, and we sit alongside the engineering manager you already have.

  • Platform modernisation. Refactor monoliths to microservices. Move workloads to AWS, Azure or GCP. Adopt serverless, containers and CI/CD without the lift-and-shift waste.
  • Product engineering leadership. Set the technical direction. Shape the team. Run technical hiring. Stand behind the architecture in front of the board.
  • Due diligence — buy and sell side. We're trusted by several PE and VC firms to assess the technology behind a deal. We've also stood on the other side of the table.
  • Cloud migration. Lift-and-shift isn't enough. We re-architect for cost and reliability, with monitoring and runbooks the on-call engineer can actually use at 3am.
  • Build vs buy. The honest conversation about which parts of your stack are differentiating and which should be commodity SaaS.

Best for: Companies with an in-house engineering team who need senior technical leadership for a specific transition — a migration, a re-architecture, a fundraise, or a sale.

Security has stopped being a back-office concern. Customers ask for SOC 2 reports before they sign. Regulators ask for evidence. Boards ask for assurance. We bring CISO-grade leadership without the £200k+ salary.

  • Compliance and certification. ISO 27001, SOC 2 Type 2, Cyber Essentials Plus, PCI-DSS, GDPR. We've stood up programmes for FCA-regulated fintechs and global commodities businesses.
  • Risk and governance. Define the risk appetite. Set the policy framework. Run a risk committee that does more than rubber-stamp.
  • Security operations. Stand up the monitoring you need (SIEM, MDR, EDR) and the runbooks to use it. Build a SOC, or buy one and manage it well.
  • Incident response. We've led actual crisis-response work — ransomware, business email compromise, data loss. We can write the plan; better, we can run it on the day.
  • Vendor and supply-chain risk. The diligence you should be doing on every SaaS provider, and the contracts that protect you when they're breached.
  • Penetration testing oversight. Brief the testers, interpret the report, and stand in front of your board explaining what to fix and what to accept.

Best for: Regulated firms, SaaS businesses selling to enterprises, and any company that has just been asked for a SOC 2 report or has just had a near-miss.

Not sure which of these you need?

Most clients start with one focused brief and broaden from there. Tell us the problem and we'll tell you, honestly, where to start.