01
Diagnose
Read the business honestly. Separate the real problem from the one that has been described in the steerco.
A boutique advisory for mid-market leaders navigating IT, AI and operating-model change. We are accountable to outcomes and adoption, not slide decks.
The slides are good. The business case is approved. The vendor is signed. Then the programme stalls in the operating model, in change adoption, in the gap between architecture and the people meant to use it.
Not a methodology. Not a framework with capital letters. Three things we have learned the hard way and now refuse to compromise on.
A platform no one uses is a press release. We measure success the way operators do: in run-rate, not roll-out.
No pyramid of juniors. The people who win the engagement are the people who run it, sit in the steerco, and sign the report.
We will not write a strategy we are not willing to deliver. Accountability ends at outcomes, not at recommendations.
Technology, transformation, change and AI are not separate workstreams in our model. They are facets of the same problem: making a business different, and making the difference stick.
Architecture, platform selection and delivery oversight for ERP, CRM, data and core systems — done with the rigour of a CIO, not a vendor.
Operating-model and performance work for boards and PE platforms — the structural change that moves EBITDA, not the workshop kind.
The discipline of getting real people to actually use what was bought, in the way it was meant to be used. The part most firms outsource.
From use-case triage to deployed agents. We treat AI as an operating discipline, not a hackathon — and we are honest about where it does not yet belong.
Every engagement, regardless of size, moves through the same four stages. The proportions vary; the discipline does not.
Read the business honestly. Separate the real problem from the one that has been described in the steerco.
Architect the target — technical, operating-model, organisational — with the constraints of the company that has to live in it.
Stand up the programme. Govern, sequence, contract, staff. Move from intent to motion.
Land it. Embed the change inside the line until the new way is the only way. Then leave.
Most relationships begin with a defined, time-boxed piece of work. Each is led by an expert from day one.
A board-grade read on whether the planned change can land — what is real, what is theatre, what the next ninety days must look like.
From use-case longlist to two deployed agents inside one function, with measured adoption — in twelve weeks, with your people.
A senior expert embedded across the programme lifecycle. We sit on the steerco, run the PMO, and stay until the change is sustained.
Talk to us. A twenty-minute call, candidly, on what is actually going on. No pitch, no follow-up campaign.
A premium alternative to the slow, junior-heavy Big Four — and to the fragility of freelance networks. The comparison, plainly stated.
The firm is, deliberately, the two of us. Every engagement is led by one of us and worked, end to end, by both.
Technology, AI & delivery
Twenty years inside the engine rooms of European transformation. Former senior director at EY-Parthenon. Has run ERP, data and AI programmes at scale across financial services, industrials and PE-backed platforms.
Transformation & change
Built and led the change practice of a Big Four strategy arm in Paris. Eighteen years on operating-model, integration and adoption work, including six PMI programmes for mid-cap acquirers and the funds that backed them.
If the problem on your desk is the kind that has been on three desks before yours, we should talk. A twenty-minute conversation, candidly, with one of the experts.
Start a conversation