06 · IT management

An IT plan your board approves. And your team can execute.

Most strategy decks die where they meet the operating reality. We write strategies that survive contact with the budget, the integration backlog, and the people who have to deliver them.

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The strategy problem you actually have

Three strategies. Nobody can tell you which one wins.

There's the one in the IT deck, the one embedded in the budget, and the one the team is actually executing. They don't reconcile.

What we do about it

"We don't write a fourth strategy. We pick whichever of the three is closest to business reality, fix what's missing, and write the result."

A document the board will approve and the team will recognise.

What this engagement covers

Six work-streams.

IT strategy & multi-year roadmap

Aligned to business growth, M&A appetite, and risk tolerance.

Target operating model

Central vs. local, build vs. buy, run vs. partner.

Enterprise architecture

Pragmatic modernisation, API-first integration, data-centric design.

Cloud & infrastructure strategy

Hybrid/multi-cloud (Azure, AWS), consolidation, cost discipline.

M&A integration architecture

Identity, security, ERP harmonisation, data integration.

Legacy modernisation

Including AcuCobol-style estates that nobody wants to touch and everybody depends on.

How we work

Four phases. Eight weeks to delivery.

Phase 01 · Weeks 1–2

Read the actual strategy

Strategic deck, budget, project portfolio. Find the gaps. Talk to executive sponsors and team leads about which version of reality they're working from.

Phase 02 · Weeks 3–5

The hard choices

Where to consolidate, invest, retire. Operating model decisions. Integration architecture for what's coming.

Phase 03 · Weeks 6–7

The plan + the architecture

Multi-year roadmap. Year-one detailed budget. Target operating model. Target architecture. Approvable, executable.

Phase 04 · Week 8

Handover & quarterly cadence

To your CIO, IT leadership, CFO. Plus a quarterly review template so the strategy stays alive.

Where this comes from

Three decades of strategies that had to survive their next test.

Anonymised. Sectors named, companies never.

10× headcount growth absorbed

Multi-year roadmap that supported a global trading and manufacturing group going from 150 to 1,500 people across 40+ warehouses.

43-country ERP rollout

Global ERP and TMS integration across 43 countries, business continuity maintained throughout.

9 acquisitions + 2 JVs harmonised

Infrastructure, security, identity, and core platforms harmonised across acquisitions and joint ventures in a Belgian logistics context.

Common questions

Four things buyers ask.

Do you write the strategy, or facilitate us writing it?

We write it. Then we walk it through with you, take the pushback, and rewrite where the pushback is right. Output has our name on the structure and your name on the decisions.

How does this differ from AI Advisory?

This is the full IT strategy. AI is one of several technology bets you'll be making. AI Advisory is for boards that need an AI position fast and don't yet need a full strategy refresh.

Cloud-first, hybrid, or on-prem?

None as default. Whichever passes the cost, risk, and operating-model test for your company. Cloud is right more often than not. "More often than not" isn't a strategy.

Will the strategy survive a CFO budget cut?

It's written to. Year-one detail includes must-do, should-do, could-do tiers. If 20% gets cut, you know exactly what comes out and what the consequence is.

Where to from here

Bring the three strategies your company is currently running.

Leave with a single one your board will approve and your team will execute.

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