Independent technology judgement for executives

The situation usually arrives before the service name

You may be choosing between two platforms, approving an ERP programme, signing a vendor proposal, trying to understand why a transformation has stalled, or deciding how far to let AI act inside the business. I start with the decision and the consequences — not with a framework or a predefined consulting package.

Typical executive questions

• Is this technology strategy realistic?
• Does the proposed architecture support the business we are trying to become?
• What is missing from the supplier proposal?
• Are we buying a solution or creating a dependency?
• Why has this programme become difficult to govern?
• Where can AI help without creating unmanaged risk?

What I do

I listen to the different views around the decision, reconstruct the wider system and then test the option in front of you: assumptions, dependencies, interactions, ownership, operating model, transition, costs and consequences. Where useful, I compare the current proposal with a cleaner ideal: what would we design if the current arrangement were not dictating the answer?

Sometimes the best intervention is smaller

A systems view can show that the stated technology problem is being produced elsewhere — by ownership, process, incentives, information flow or a missing decision. In those cases the aim is not to implement a more elaborate solution. It is to change the conditions that keep reproducing the problem.