Ways to work together
Before you commit.
When delivery stalls.
When you need a leader.
Three ways to bring senior technology, product and delivery leadership into your business, depending on the decision or work ahead.
Independent senior judgement
Experience to challenge the plan.
I bring an independent view, backed by experience of leading products, technology, teams and suppliers. I’ll test assumptions, identify decisions that have been avoided and distinguish genuine constraints from habits that no longer serve the business.
I take time to understand the context and speak with the people involved before recommending a change. The purpose is not simply to find problems. It is to help the leadership team make sound decisions and establish a direction that can be delivered.
Agreeing a paid review
The scope follows the question.
Before a review begins, we agree what you need to achieve, the questions to answer, the areas to examine and what you'll receive. Relevant conversations and evidence inform the findings, risks, trade-offs and recommendations, with clear decisions, priorities and next steps.
A funded early-stage business may need a broad review of its technology, people and plans. An established business may need focused help with a significant investment, product launch or delivery problem. Depending on your priorities, the review could cover your team and skills, systems and infrastructure, data governance, products and how technology supports the business.
If I spot something important outside scope, I'll flag it. Further investigation needs a separate agreement. The fixed fee is agreed before work begins; implementation or ongoing leadership is also a separate decision.
01 / Technology decision review
Before you commit time and money.
You're about to invest in a new product, service, system, supplier or significant technology change. You want to know whether the proposed direction makes sense before making the commitment.
I examine the business need, the available options and the assumptions behind the proposal. Relevant conversations and evidence help establish the risks and trade-offs, including whether a simpler approach could meet the need.
The decisions this helps you make
- Whether to proceed, change direction or investigate further.
- Which assumptions and risks need resolving before commitment.
- What to prioritise and what should happen next.
We agree the questions, scope, outputs and fixed fee before work starts. You can use the findings with your existing team. Any implementation or ongoing leadership is separately agreed.
Discuss a decision review02 / Technology, product and delivery review
Understand what's preventing progress.
Plans, people or suppliers are already in place, but progress, ownership, priorities, cost or confidence are unclear. You need an evidence-based view of what's getting in the way and what should change.
I speak with the people involved and examine how product plans, technology, delivery and governance work in practice. The review separates what the evidence supports from what still needs investigation.
The decisions this helps you make
- Which problems and risks need attention first.
- What needs to change in priorities, ownership or delivery arrangements.
- Who needs to act, and what the practical next steps should be.
We agree the questions, scope, outputs and fixed fee before work starts. Findings and recommendations are tailored to that scope. Any implementation or ongoing leadership is a separate decision.
Discuss a delivery review03 / Fractional leadership
Senior ownership of the work ahead.
You need a senior leader to take responsibility for an agreed remit over time. I work as part of your leadership team, leading the priorities, people, suppliers, governance and delivery needed to move that work forward.
Depending on the remit
- Set product priorities and make technology and investment decisions.
- Lead teams and suppliers, with clear responsibilities.
- Connect delivery plans with business goals, capacity and risk.
- Strengthen governance and give leaders a clear view of progress and decisions.
Engagements are usually half a day to two days per week, depending on the work and my availability. We agree a day rate, remit and time commitment before starting.
A clear first step
Tell me what you're trying to achieve.
An initial conversation establishes whether there's a useful fit. Any review is separately scoped and paid; ongoing leadership is separately agreed.
Discuss what you need