In practice
Nine situations we are usually called into.
Each is voiced by a client in their own words, long before anyone mentions a method. Eight are engagements. The ninth decides whether any of them can happen at all.
They are not nine products. They are nine ways the same problem presents itself: an organisation committing to a decision about its own systems without an independent, evidenced description of what those systems actually do. The argument behind all of them is on the home page.
- 01 Key person risk and knowledge transfer“The people who understand this are leaving.” Evidence what depends on fewer than three people, then design the transfer around it.
- 02 Capability centre and GCC design“The board approved the centre. Nobody has said what it is for.” Classify the capabilities before anything moves, and design the receiving model around what does not commoditise.
- 03 Regulatory evidence and audit“We cannot prove this to the regulator.” Locate where control logic actually sits against where policy says it sits.
- 04 Independent estate assessment“We are committing money against a picture nobody trusts.” Build the estate picture independently, and separate what is locked in from what is portable.
- 05 Technology and software due diligence“Forty-five days, two million lines, and one person spot-checking it at night.” Read the estate inside the deal window instead of sampling it.
- 06 Legacy modernisation“It was quoted at three years, so we deferred it again.” Retire the dead logic before the programme commits to carrying it.
- 07 Delivery and change economics“Our estimates are planning poker.” The cost of not understanding your own systems, made visible against your own records.
- 08 AI enablement on a legacy estate“The board told me to do AI. I have activity, not a programme.” Establish which parts of the estate are safe to point an agent at, and why the rest are not.
- 09 Sovereign and in-tenant deployment“Our source code does not leave our network. That is not negotiable.” A qualifying gate rather than an engagement. Nothing crosses the boundary.
Tell us what you are trying to land.
A short conversation about your situation and whether an independent accountable role is the right instrument. If it is not, we will say so. No deck follows automatically.