We are not the integrator,
and that is the point.
Your integrator is contracted to design and build the solution, and is paid on the implementation. That is a legitimate business and you need one. It is simply not the same interest as yours when the scope, the rate card and the exit terms are being set.
We sit on the other side of that table. We are business led rather than technology led, so your sponsors own the decision gates and the technology follows. Most cost overrun on a programme like this is locked in at scoping and contracting, long before anybody starts building.
Paid to design and build the solution
- Process design, configuration and workflows
- Testing, deployment and hypercare
- Integrations, infrastructure and data migration
- Grow the scope of the work it is delivering
- Nothing equivalent
Paid to protect the outcome and the number
- Mobilise the programme and stand up the strategic PMO
- Set governance, accountabilities and the decision gates
- Run the integrator selection and the commercial terms
- Take scope out before it ever enters the contract
- Hold the integrator to the plan, and hand the capability back
Five places a programme is won or lost.
SAP S/4HANA
End of support for ECC has put a date on the calendar that nobody chose. We mobilise the programme, stand up the strategic PMO, and take you into the tender with leverage rather than dependency.
- Pre-mobilisation inside the first three weeks, so the plan exists before the spend accelerates
- Strategic PMO designed, established and led, business facing rather than inside IT
- Integrated planning, dependency management and delivery assurance to go live
- Recovery of programmes that have already lost momentum
Oracle, Infor and Dynamics 365
The same job on a different platform. The risks that sink an enterprise programme are commercial and organisational long before they are technical, and they do not change with the logo on the contract.
- Platform selection argued on the business case, not the vendor roadmap
- Client side programme leadership through design, build and cutover
- Target operating model settled while the design is still open
Integrator selection and commercial assurance
The tender is where your cost is actually decided. We have led the negotiations with the software vendor and the integrators on programmes of over two hundred million pounds.
- Scope discipline before the tender, where the leverage sits
- Rates, incentives, service levels and exit terms, read the way the other side reads them
- Accountabilities agreed in writing: what the integrator owns, what you keep
- Vendor performance managed against the contract once delivery starts
Programme mobilisation and recovery
A lean strategic PMO, established quickly, with delivery cadence from the outset. Or an existing programme steadied, re-planned and put back on a date it can hold.
- Governance your sponsors chair, with technology represented rather than in charge
- One integrated plan across workstreams, built around business readiness
- Independent challenge on status, cost and benefits against plan
- Capability built inside your team, because we plan our exit from the start
Enterprise architecture and data
The two disciplines a transformation quietly depends on and rarely resources properly. Both are available as standalone work, and both are usually where the programme's hidden cost is sitting.
- Target architecture and standards that survive the programme
- Data quality, migration readiness and ownership settled early
- Design authority and technical validation of what the integrator proposes
Mobilised in weeks, not quarters.
Pre-mobilisation
Kick off, and the estate work starts in week one. The consolidation review and the AI opportunity assessment run while the mobilisation plan is being written, not after it.
Weeks one to three
Governance established, scope and delivery schedule confirmed, and the foundations of the integrated plan gathered. The plan exists before the spend accelerates.
Weeks four to ten
Estate decisions agreed and fed into the tender. Master delivery plan and budget, organisation structure, benefits tracking and business engagement all stood up. The programme is mobilised and delivery is running.
Through delivery
Independent assurance reporting to your sponsors, the integrator held to the plan, and the capability handed to your team as we step back.
The first fear is that the cost runs away. Here is how ours will not.
Fixed, then capped
A fixed fee for a defined mobilisation scope, and a named lean core team at an agreed monthly cost after it. No additional people and no cost increase without your written agreement.
A way out every month
A monthly break clause. You can stop at any month end, with no exit fee. The consolidation review, the AI assessment, onboarding and handover are included rather than sold to you later.
The people you met
You get the people you met at the pitch. Partners average over twenty years, our people over fifteen, and there is no pyramid of juniors to feed.