Technology strategy
Before we write code, we work out whether code is the answer
Most technology projects fail long before anyone opens an editor. They fail at the decision — the wrong thing gets built, or something gets built that a product on the market already does better. Strategy is how that decision gets made properly.
The short answer
What does a technology strategy company actually do?
It works out what the business needs technology to do, then decides how to get there: build something new, buy an existing product, integrate what is already in place, automate the process, or remove the process altogether. The output is a decision with costs, risks and a sequence attached — not a slide deck.
How it works
A project should not start with a vendor demo
It should start with a business decision. What is the process costing today, who is absorbing that cost, and what would have to be true for it to stop? Once that is written down, the technology question usually answers itself — and sometimes the answer is that nothing needs building.
Capabilities
What this covers
Ten things, each of which exists because it removes a specific piece of risk or repeated work.
Technology strategy and roadmaps
Where the systems need to be in eighteen months, and the order things have to happen in to get there without stalling the business.
Build vs buy analysis
A costed comparison of building, buying, and adapting what you already run — including the maintenance cost people forget to count.
System architecture
How the pieces fit: data ownership, integration boundaries, what fails independently and what takes everything down with it.
Technology modernization
What to replace, what to leave alone, and what can be worked around for another two years without hurting.
System consolidation
When a business is running four tools that overlap, deciding which one survives and what has to move.
Integration strategy
Which systems genuinely need to talk to each other, in which direction, and how often.
AI opportunity assessment
Where automation would actually remove work, scored against effort — including the places it would not pay.
Technical due diligence
An independent read on a codebase, a vendor, or a quote, before money is committed.
Vendor and platform evaluation
Comparing platforms on the constraints that matter to your operation rather than the feature grid.
Cloud strategy
What should run where, what it will cost at your actual traffic, and what the exit looks like.
How we work
Four things that happen before anything is committed
- 01
We start with the process, not the software
What happens today, step by step, who touches it, and where it breaks. Most of the useful information is in the exceptions rather than the happy path.
- 02
We cost the current state
Hours, error rates, delay, rework, and the revenue that leaks when something goes wrong. Without this number no technology decision can be justified.
- 03
We compare the real options
Build, buy, integrate, automate, or stop doing it. Each one gets a cost, a timeline and a list of what could go wrong.
- 04
We write down the decision
A short document you can hand to a board, a bank or another supplier. If we are not the right people to build it, the document still stands on its own.
Where we stop
What we will not do
A supplier who never says no is only ever selling. Each of these has cost us work, which is rather the point of writing them down.
- We will not recommend AI because AI is fashionable.
- We will not recommend custom software when a product on the market already solves the problem.
- We will not automate a broken process. That only makes it break faster.
Where this connects
One capability rarely arrives on its own
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Work out the numbers yourself
Every model is published on the page. Several will tell you the work is not worth doing.
FAQ
Questions we get asked
Talk about a business problem
Describe what is not working. We will tell you what we would look at first, and whether the answer involves building anything at all.