Advisory
Technology strategy that reflects your business — not someone else's
We work alongside your leadership team to build a technology roadmap grounded in your actual objectives, constraints, and risk tolerance.
8–12 wks
Typical engagement length
Senior only
No junior analysts on delivery
Board-ready
All deliverables at exec level
Independent
No vendor relationships to protect
What we cover
Strategy work that produces decisions, not just documents
Every engagement is scoped around a specific question your leadership team needs answered. We don't deliver frameworks. We deliver recommendations you can act on.
Technology roadmap development
A 3–5 year technology roadmap aligned to your business strategy. We start by understanding what your organization is trying to accomplish, then work backwards to the architecture and capabilities that support it. Not the other way around.
Deliverable: Board-ready strategy document with sequenced milestones
M&A technology due diligence
Pre-close assessment of an acquisition target's infrastructure, technical debt, integration complexity, and hidden risk. We give you the engineering view before the lawyers sign anything — including the costs they didn't put in the deck.
Deliverable: Technical risk register + integration cost model
Vendor selection and evaluation
Independent evaluation of technology vendors against your actual requirements — not analyst quadrant positioning. We build the scoring model, run the RFP process, and give you a recommendation with an auditable rationale.
Deliverable: Weighted evaluation matrix + recommendation report
Board-level technology advisory
Ongoing technical counsel for boards and executive committees that need to make technology-related decisions without a deep technology background. We translate infrastructure complexity into business risk and capital allocation decisions.
Format: Quarterly briefings, on-call advisory, written materials
Operating model assessment
An honest look at how your technology organization is structured — team design, vendor relationships, governance processes, and how decisions get made. We identify where the design is creating friction and where it isn't.
Deliverable: Operating model assessment + redesign recommendations
Regulatory and compliance strategy
Technology strategy shaped by regulatory constraints — not retrofitted to them. We've built for SOX, PCI-DSS, HIPAA, DORA, GDPR, FedRAMP, and NERC CIP. We know where regulations impose real constraints versus where they're interpreted too conservatively.
Deliverable: Compliance gap analysis + remediation roadmap
How we work
A structured process with defined outputs at every stage
Engagements are scoped at the start and don't drift. You know what you're getting and when.
Alignment
Week 1
We begin by understanding your business objectives, constraints, and the decisions you need this engagement to inform. Workshops with leadership, technical teams, and key stakeholders. No assumptions, no templates.
Engagement scope document + stakeholder map
Discovery
Week 2–4
A structured assessment of your current technology estate — architecture, vendor landscape, technical debt, capabilities, and organizational model. We read every document, interview every relevant stakeholder, and form our own view.
Current-state technology assessment
Analysis
Week 4–7
We synthesize the discovery findings into a clear picture of where you are, where the risk sits, and what options exist for moving forward. Options are evaluated on business impact, technical risk, cost, and time.
Options analysis with trade-off assessment
Roadmap
Week 8–12
The final strategy document: a sequenced roadmap with defined milestones, resource requirements, success criteria, and a prioritized list of decisions that need to be made. Built to be presented to a board, not just to a CIO.
Technology roadmap + board presentation materials
Use Cases
The kinds of questions we're engaged to answer
Financial Services
Pre-acquisition technology diligence
The Situation
A financial services firm is evaluating a mid-market acquisition target with a technology stack that appears modern on the surface. The sellers' management deck shows cloud-native infrastructure and a recent security audit. The board wants an independent view before the deal closes.
Our Approach
We spend two weeks with the target's engineering team — reviewing architecture diagrams, interviewing the ops team, and reading through the actual audit findings rather than the executive summary. We surface the technical debt and integration complexity that the deck didn't address and model the real post-acquisition infrastructure cost.
Healthcare
Multi-year technology roadmap for a health system
The Situation
A regional health system is facing simultaneous pressure from regulators, a pending EHR migration, and a board that wants a clearer technology investment story. The CIO has four separate vendor proposals on the table and no framework for evaluating them against each other.
Our Approach
We build a business-objectives-first framework for the roadmap — starting from patient care, clinical efficiency, and regulatory compliance requirements before touching technology options. The vendor proposals get evaluated against that framework, not against each other.
Is this right for you?
This is a good fit if you…
- You're a CIO, CTO, or CEO who needs to make a major technology decision and don't have a fully trusted internal team to advise you
- You're evaluating a significant technology investment and need an independent view before committing
- You're preparing for a merger, acquisition, or board presentation that involves technology
- Previous technology initiatives have run over budget or failed to deliver — you want a realistic plan before starting the next one
You might want to start elsewhere if…
- You need someone to implement something, not advise on it — that's one of our delivery services
- You're looking for generic best-practice frameworks or industry reports — we give specific recommendations for your specific situation
Common questions
Questions people ask before getting started
Plain answers. No jargon. If something isn't covered here, just ask us directly.
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Ready to start the conversation?
Describe the decision you need to make or the problem you need to solve. We'll tell you honestly whether a consulting engagement is the right starting point.