Services
How I can help
My work combines three areas of expertise: IT project management and transformation, IT architecture and infrastructure, and IT leadership and management advisory. The responsibilities I take on and the deliverables we agree depend on your specific project.
IT transformation and project management
I manage complex IT projects and transformation programmes, from planning through delivery. That includes realistic project plans, clear ownership, resource planning and the management of technical and organisational dependencies. Depending on the engagement, tangible deliverables may include an agreed project and milestone plan, a clear view of risks and dependencies, and documented decisions and outstanding actions. For me, the measure of progress is not how good a status report looks, but whether the project is actually moving forward.
Project and programme management
Interim Head of IT
When an IT leadership position needs to be filled at short notice or an organisation needs additional management capacity, I take responsibility for a defined period. I know the demands of running an IT department first-hand – from operations and people management to budgets and project delivery. The priorities are stable operations, clear responsibilities, agreed priorities and a structured handover with outstanding issues documented. Any changes are driven by the actual situation, not by a predefined transformation programme.
Interim leadership
IT infrastructure and architecture
My career began in hands-on IT. I spent many years planning, operating and managing infrastructure before moving into leadership and consulting. Today, I apply that experience to architecture decisions, infrastructure migrations and modernisation. Whether the subject is networking, data centres, cloud or security, I assess designs, identify dependencies and coordinate delivery with the teams involved. Typical deliverables may include assessed architecture options, documented technical requirements, decision papers and an agreed migration or implementation plan.
Technical architecture and delivery
Advisory for IT leaders and executives
Major IT decisions are rarely purely technical. Costs, risks, people and the wider impact on the business matter just as much. I help assess the options and prepare sound decisions, combining technical understanding with commercial judgement. Depending on the question, the outcome might be a structured comparison of options, a cost and risk assessment, or a concise decision paper with my recommendation. The final decision remains with the client.
Technical and commercial decision support
Getting challenging IT projects back on track
Sometimes projects stall: deadlines slip, responsibilities are unclear or important technical dependencies have been overlooked. My first step is to establish a reliable view of the situation. Then we address the problems openly, reset priorities and work with the project team to agree a realistic way forward. Tangible outcomes may include an agreed situation assessment, a prioritised action list, clarified responsibilities and an updated delivery plan.
Project stabilisation
Enterprise architecture
In established IT environments, it is often difficult to see how applications, systems and interfaces depend on one another. I help build a clear architecture picture, define technical standards and develop target architectures and transformation roadmaps. My experience spans hands-on infrastructure work and architecture governance using TOGAF and LeanIX. Depending on the engagement, deliverables may include a documented IT landscape, mapped system dependencies, agreed architecture principles and a prioritised roadmap.
Architecture and governance