Technology Advisor CTO

Technology Advisor CTO

With many companies exploiting IT innovation, organisations are now looking to add a CTO role to their executive team. One could argue that this is among the least understood of all c-level (CEO, CIO, CFO) positions on the board however, given the impact of technology on business over the past decade, it is becoming one of the most important when considering ‘competitive strategy’ in the future.

There are two common reasons why our customers need us. In young companies, the board may wish to concentrate their resources on marketing rather than building a team to develop the product or service. In established companies the level of expertise we bring may only be required for a few days each month or for the duration of a project. We focus exclusively on start-ups and midsized enterprises to eliminate the high cost of employing a full time CTO, it makes more sense to partner with us and let the CTO be there only when you really need them.

The CTO’s role can be described in four parts

Big Thinker

We spend our time evaluating how technology can be used by the business to enable new business models, increase revenues and improve operational effectiveness. We do this by assessing technology, competitive analysis, prototyping, planning and partnering third party providers.

Technology Visionary

We are responsible for determining how technology can be used to implement and drive the future business strategy by understanding the impact new technology could have on the business and then integrating and running that new technology to achieve the perceived benefits.

ICT Operations Management

We oversee technology strategy, budgeting and the fusion of IT and business process. We will determine how technology will be used to support the organisation.

External Technologist

We are the face of the organisation when dealing with suppliers, developers and / or selling the benefits of the IT changes to external customers or clients.

We restrict ourself to the CTO role. We do not own any technical IPR and do not undertake development work in-house. We have no exclusive relationships with suppliers however, we do have some relationships with suppliers who we feel have industry leading technologies. Such relationships allow us to negotiate better solution deals for our customers

Our consultants are a mixture of ex-CTOs and ex-blue chip consultants and are chosen for having a breadth of business and technical skills.

The most significant ways we add value are: We can spot opportunities for improvements in a product or process or system, and simultaneously estimate the implementation cost. In most cases, we can suggest a ballpark costing without leaving a meeting. We can do this because, since we will never deliver the project ourselves, there is no danger that our estimate will become a starting point for negotiation.

In the IT industry, there is only a weak correlation between cost and value. From our wide range of supplier relationships and understanding of technical architecture, we can normally find easier and cheaper ways of achieving the required business objectives (bearing in mind that the stated business objectives and the required business objectives are rarely the same). Savings of 70% in development costs are not unusual. '. Our ways of working are specifically designed for SME businesses. We run selection exercises in a way which X.reduces the bid costs and contingency that typically make up 50% of a small supplier's estimate. For instance, where we have prior experience with a capable supplier we will introduce them to the client on a preferred supplier basis, but not until we have coached the client to give clear and concise answers to the questions that will arise.

We can supply a mix of staff, who between them provide a very wide range of skills and experience, but together typically cost less than one senior FTE. This involvement can be scaled up or down at short notice

The CTO role is a solid investment for most companies and its value is derived from its function, not its seat on the board Enterprise Systems Management is concerned with the control, monitoring and management of IT infrastructure, applications and services, with the aim of optirnisiing IT service delivery.

well-designed and properly-implemented ESM solution allows IT personnel to support and manage a larger, more complex and more qeoqraphlcallv dispersed IT infrastructure than would otherwise be possible.

The increasingly rapid adoption of best practice frameworks such as ITIL, has seen ESM become increasingly aligned with IT Service Management. We help companies reap the significant benefits which can be provided by ESM solutions if the right tools are selected and implemented properly in line with real requirements according to established IT best practice. Our consultants have delivered ESM projects to some of the largest corporates as well as some of the growing SME's. Whatever size business you are, we have a tailored solution that will help you meet your ESM needs.