Day-to-day support and long-term direction
Most growing businesses reach a point where the IT works but the decisions feel reactive. New tools arrive without evaluation. Contracts auto-renew without negotiation. The IT budget is last year’s plus a bit. Nobody has asked whether the stack supports where the business is actually going.
A technology adviser fills that gap. Our managed IT support handles the operational work while the strategy service connects technology decisions to business goals, budgets and risk.
What the strategy service covers
We start with the business: where it is now, where it expects to be over the next 12 to 24 months and what could get in the way.
From that, we build a technology roadmap: a practical, budgeted plan that sequences your investments. It might put a cloud migration in Q2, a security uplift in Q3 and a new CRM in Q4. Each initiative carries a business case, a timeline and a cost.
Between the big projects, your fractional CTO picks up the strategic work that otherwise falls through the cracks. Renewals get reviewed and renegotiated before they auto-extend. New software requests get checked against your architecture standards. The IT budget gets an annual planning cycle and quarterly reviews.
Connect technology and compliance where required
For firms within scope of FCA operational resilience or DORA, technology plans need to account for important services, third-party dependencies, incident handling and recovery capability.
We support the technology and evidence side of that work alongside your compliance and legal advisers. The same disciplined planning is useful to any business, regulated or not.
M&A technology due diligence: what you are buying
If you are acquiring or merging, technology due diligence decides how much of the surprise you meet before completion rather than after. We assess the target’s infrastructure, contracts, security posture, technical debt and integration complexity — and we go looking specifically at the places cost hides, such as undocumented legacy systems and software licences that do not transfer with the company.
You get a report your deal team can use: what the technology is worth, what integration will cost, and which risks you are taking on. See how we approach IT due diligence for private equity transactions.
A level of involvement that can change
Engagements usually start at two days a month and move with what you need. We agree the shape of it with you and revisit it as the business changes. We work alongside your existing IT team or provider and fill the strategic layer that operational IT does not reach.