Technology Consulting
Outcomes
Decisions you can defend
Recommendations with reasoning and assumptions written down, so they can be revisited when circumstances change rather than becoming folklore.
Expensive mistakes avoided
Platform and architecture decisions are cheap to make and costly to undo. A few weeks of assessment routinely saves a great deal more.
An outside read on your technology
Internal teams are close to the problem and invested in past decisions. That is not a criticism, it is a structural limitation of being inside.
Advice that is not a sales process
We build systems, so the conflict is real. We manage it by writing recommendations another firm could execute and by including options that do not involve us.
What we do
Architecture review and design, build-versus-buy analysis, vendor and platform selection, technical due diligence for investment or acquisition, code and codebase assessment, technology strategy and roadmapping, and second opinions on decisions already in progress.
How it works
Discovery through interviews, documentation and codebase review, then analysis against your actual constraints — budget, team capability, timeline, existing commitments — rather than against a theoretical ideal. Then a written recommendation with reasoning, options and tradeoffs, presented in a working session.
Typical engagement is three to six weeks.
Where this applies
Strongest ahead of significant, hard-to-reverse decisions, or where an internal team disagrees and needs an independent read.
Weakest where the decision is already effectively made and the engagement is a search for validation. We will give you our actual view, which is sometimes not the useful thing politically.
How we scope and price
Fixed scope and fee, agreed before we start. We do not run open-ended advisory arrangements. Cost is driven by scope, system complexity and depth of review. Due diligence engagements are often compressed to fit transaction timelines, which we can accommodate.
Frequently asked questions
Where we are genuinely the right fit, we will say so and you are free to decline. Recommendations are written so another firm could execute them, and build-versus-buy analysis frequently concludes "buy". Treat any recommendation that only works if the adviser delivers it as a warning sign.
Three to six weeks typically. Due diligence can be compressed where a transaction requires it.
A written assessment with findings, options, tradeoffs, a recommendation with reasoning, and where relevant a costed roadmap. Plus a working session to discuss it.
Yes, and it is common. Better to hear a concern before implementation than after.
Yes — codebase quality, architecture, team capability, technical debt and key risks, in the format investors and acquirers expect.
We will say so, with reasoning, and represent their view fairly. Disagreement surfaced early is the value of an outside read.
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