Closing the gap between board strategy and system execution
We design and run the engine room for mid-market leaders: enterprise technology and AI integration, audit-ready ESG systems, and high-performing outsourced finance operations.
High-level strategy often gets lost when translated into technical workflows and daily financial operations. We work right in the middle, so what the board approved is what actually gets built.
What we do
Three kinds of work, and they are less separate than they look. A sustainability disclosure is a data problem before it is a reporting problem. An outsourced finance team is only as good as the systems it works in. And a technology project is judged on numbers that come out of finance.
Technology
The systems a company runs on, from the platform that takes the order to the reporting the board reads. Selection, build, integration and the governance around AI.
Explore technologyThe gap between the board decision and the built system
A board approves a business case. Eighteen months later a system goes live that does something adjacent to it. Nobody lied along the way. The requirements were written by people who would not use the system, the scope moved in change requests nobody read end to end, and the team that sold the project was not the team that built it.
Most projects now land close to plan. Around three in five finish on time and half come in on budget. Delivery discipline is not the problem it was a decade ago.
A project can hit every date and still not produce what the board approved.
That gap is where we work. Not the software, the distance between the decision and the delivery.
Two kinds of depth, in the same room
Strategy firms write requirements they could not build. Implementation firms build exactly what the requirements said, including the parts that made no commercial sense. Both are doing their job. The problem is the space between them.
We have built these systems
Data models, interface design, migration and the difference between a configuration you can upgrade and a customisation you will pay for twice. This is hands-on experience, not a summary of someone else's build.
We can read the business case
Month end close, order to cash, pipeline reporting, statutory disclosure. We can tell you which requirement is load bearing and which one is a preference somebody wrote down in a workshop.
You meet the people who do the work
On technology projects the people who scope the work are the people who deliver it. Where delivery involves specialists or a partner firm, you are introduced to them during scoping rather than after you have signed.
How we are paid
Worth stating plainly, because it is not the norm in this market and it changes what a recommendation from us is worth.
We take no commissions, referral fees, reseller margin or partner incentives from any software vendor.
Our technology work is paid for by the client and nobody else. We hold an interest in the finance and accounting partner firm, and would rather you heard that from us.
We still recommend software. You get the scoring behind the recommendation, not only the conclusion.
What we do not do
Every item on this list is a revenue line that would give us a reason to recommend one thing over another. That is why we do not carry them.
How engagements start
An assessment, not a proposal
Two to four weeks at a fixed price. We look at what you are trying to do, what you already run and where the two do not meet. You get a decision document you can take to the board.
It is a piece of work with its own price, not a sales exercise dressed as one. You own the output whether or not you carry on with us.
Start with an assessmentInsights
A position on how these projects should run is only worth something if it is written down. This is ours.
AI use case register template
A register that records where AI is used across the business, who owns each use and which obligations attach, structured around the EU AI Act risk tiers and Article 50 triggers.
Net zero roadmap starter
A practical decision guide for leadership teams that need to move from emissions calculation to a credible decarbonisation roadmap with owners, sequencing and delivery cadence.
Climate risk register template
A practical guide to structuring climate risk in a form leadership, finance and operations teams can review, prioritise and connect to action planning.
Bring us in before the decision, not after it goes wrong
Selecting a system, part way through an implementation that has drifted, or trying to work out why two systems still do not talk to each other. Any of those is a reasonable place to start.
Start with an assessment