A technology strategy built around what your business is actually trying to do - not a vendor's product roadmap with your logo on it.
Sound familiar?
Technology has become a disrupter, not an enabler
Systems and technical debt holding the business back instead of moving it forward.
A business plan technology has to support
Growth, a merger, a new market or a new service.
Ageing systems and no agreed plan
Everyone knows something needs replacing; nobody agrees on what, or when.
A board asking for the multi-year view
What will technology cost, and what will it deliver?
A vendor's roadmap standing in for yours
Direction set by what a provider sells, not by what you need.
Too many projects, not enough budget
Competing priorities and no way to choose between them.
What you get
I'll ask the right questions first, understand the commercial situation and constraints, and then work out what the right technology direction looks like.
The output is something your board will fund and your team can execute - not a document that requires another consultant to interpret.
How it works
01
A conversation about the situation
What's prompting the need for a strategy, and what the business is trying to achieve. No charge.
02
Understanding the business
Workshops and structured interviews with leadership and the people doing the work - how the business actually operates, before any technology answer.
03
Options and direction
The realistic options, their trade-offs and costs, and a recommended direction.
04
A roadmap and investment plan
Sequenced, prioritised and written for the people who need to approve and deliver it.
Why me
I led Telstra's business technology consulting team in Queensland - business consulting with a technology focus. I ran the team and did the work directly with clients, including at Queensland government agency level. The work spanned IT strategy, multi-year roadmapping and digital transformation.
Since then I've run a business myself, as CEO - so I know what it's like to be on the receiving end of a strategy and have to fund it.
As a CEO I built technology strategy into the business's annual three-year planning cycle, so it stayed connected to the business plan instead of sitting in a drawer.
Common questions
It depends on the size and complexity of the business. The time is estimated upfront, so you know what you're committing to.
A clear direction, a sequenced roadmap and investment priorities - written for your board and your team, not for other consultants.
I don't implement technology. I can help you engage the right partners, and stay involved as a fractional CIO if ongoing oversight would help.
Yes. Sometimes the most useful thing is an independent check of an existing strategy against where the business is now.
No. I have no commercial relationships with any vendor, so recommendations are about fit, not commission.
Start here
No charge, no pitch - just a direct conversation about where you are.