Four service lines. Each principal-led, each with a defined trigger and a defined output.

Interim and fractional CTO

Senior technology leadership without a permanent hire. Engineering, product and data owned as a member of the executive team, accountable to the board rather than advising it from outside. The remit is the whole function: what gets built, who builds it, what it costs and what the board is told about all three.

CTO departure. An engineering organisation outgrowing the structure it was built with. A board that needs technology represented at executive level before it is ready to make a permanent appointment.

Operating model. Technology strategy and budget. Hiring plan and succession. An instrumented metrics baseline, handed to the permanent leader with the rest of the work in a state they can pick up.

Technology due diligence

Assessment of platform, team, delivery and roadmap against the investment thesis. Written for an investment committee, not for an engineering review. The question answered is not whether the architecture is elegant but whether it will carry the plan the money is being put behind, what it will cost to make it carry the plan, and which of those costs arrive before the first board meeting.

Pre-deal, buy-side or sell-side. Refinancing. Preparing a portfolio company for exit where technology is part of the story rather than a line item in it.

Diligence report with red flags, cost to fix and a first hundred days view. Management interview findings. A presentation the investment committee or board can be taken through.

Post-acquisition integration

Technology leadership through the period after close, when the plan meets the platform and the team. Most of the value in an integration is decided in the first few weeks, by people who are also doing their previous jobs. This is the work of making those decisions in the right order, with the ones that foreclose future options taken first.

The first hundred days post-close. Bolt-on acquisitions arriving faster than the platform absorbs them. Carve-outs where systems, contracts and people have to be separated on a deadline.

Integration plan and sequencing. Target operating model. Vendor and contract rationalisation. A risk register written so a board can own it.

AI adoption and engineering productivity

Adoption treated as an organisational programme rather than a tooling decision. Licences, working practice and measurement are put in place together, so the gain shows up in delivery data instead of anecdote. The measurement is built before the rollout, because a baseline taken afterwards is an argument rather than a number.

An AI programme that has stalled at pilot. A board asking what the spend has bought. An engineering cost base that has to move, with a number attached to how far.

Instrumented DORA baseline. Adoption plan by team. OKRs cascaded to heads of function with quarterly board roll-up. Reporting the board can read without a translator.