How we deliver
Who we are built for, and who we are not.
We are useful to a narrow set of organisations in a narrow set of moments. Being clear about that saves everyone a quarter. [Draft copy]
The shape of organisation
Fifty to five hundred people. Regulated, audited, or supplying a customer large enough to run vendor due diligence on you. Enough IT to matter and not enough to absorb an enterprise programme.
The common thread is an asymmetry: your obligations were written for organisations ten times your size, and your budget was not. That is the specific gap we were built for, and it is also why we are the wrong answer for organisations that do not have it. [Draft copy]
The six situations
These are the moments people actually come to us. If one of them is live, the conversation is short and useful.
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Regulatory
Your regulator now expects evidence your current estate cannot produce.
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Audit finding
An audit finding has landed, and the remediation has a date on it.
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Due diligence
A major customer has sent a security questionnaire you cannot answer in full.
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Transaction
You are preparing for listing, acquisition or institutional investment.
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Group policy
A multinational parent has imposed group IT policy on your local operation.
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Cost and risk
Cloud spend or operational risk has outgrown the operating model beneath it.
What they share is a date and an external party. That is what makes them tractable: there is a definition of done that somebody else wrote.
Who we are not for
Stated plainly, because a firm that claims to suit everyone suits nobody, and because you will work this out in month two anyway.
- Organisations wanting hands on seats. We do not sell staff augmentation. If the need is capacity rather than judgement, a firm built for that will serve you better and cost you less.
- Enterprises with their own capability. If you already have the architecture and governance functions, we are duplicating people you employ.
- Organisations with no external forcing function. Our work is sharpest when something outside the company has set the bar. Without that, the scope tends to drift and the value is hard to demonstrate.
- Anyone wanting the cheapest possible answer. We are priced well below a global firm and well above a contractor, and we will lose on price to the latter every time.
[Draft copy] — confirm the firm is comfortable publishing all four.
If you are not sure
If we are not the right answer we will tell you in the first conversation, and where we can we will say who is.
That is not generosity. Engagements that should not have started are the most expensive thing that happens to a firm this size, and the thirty minutes it costs to find out is the best-value work we do. [Draft copy]
Tell us what you are being asked to prove.
Tell us what has landed, and we will tell you honestly whether this is ours.
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