The five stages of the method
Frame
The real issue, not the symptom.
We look for what produces the problem, beyond the visible symptom. That is where our atypical perspective changes the most: we ask the questions nobody dares ask and trace back to the root cause. We see situations differently and we have made a method of it. What this gives the framing stage: the candour to tell you that the problem you name is not always the real one.
Decide
Costed options, argued recommendation.
Several documented scenarios, one firm recommendation. The executive decides with full information.
Organise
Roles, rhythms, steering indicators.
Who decides what, at what frequency, on which metrics.
Execute
On the ground, in direct responsibility.
Privateer steers execution with internal teams and retained suppliers.
Prove, then leave
The team takes over, we step back.
Documented handover, delivered metrics, clean exit. No default extension.
Four postures depending on the situation
Depending on what the situation calls for, we take one of these four postures.
Delegated technical leadership. We hold the technical direction you have not yet recruited: architecture, roadmap, team management.
Programme conductor. We coordinate multiple suppliers and maintain the programme's convergence: specification, arbitration, quality, deadlines.
Architect and designer. We define the strategy, the specification and the architecture model. Execution is entrusted to a partner, under our supervision.
Reinforcement expert. We intervene quickly on a specific technical point to unblock a situation, on your side or with your supplier.
Our commitments
Fixed-fee per project, deposit on order. You know what you pay before you sign.
A known cost upfront, without drift or surprise mid-engagement.
No recycled template. Each mission starts from your real situation, not a prefabricated model.
The real problem identified, not the visible symptom. A direction rather than a task list.
The engagement succeeds when your teams run it alone. That is when we leave.
An internal sponsor trained, indicators delivered, a model your teams operate themselves.
The business stays central. Technology is a tool, not an end in itself.
Concrete milestones and indicators at each phase. No vague measurement, no unverifiable result.
Six examples of situations in which we are called upon
These situations share a decision to make, and no one in-house able to hold the subject end to end.
A business issue contains a technical dimension, and the angle of attack has yet to be found.
The technical leadership is absent, in transition, or saturated.
An acquisition, merger or demerger raises unfamiliar technical questions.
An activity must become predictable without depending on a single person.
A product or infrastructure can no longer sustain the expected load.
A technical assessment is needed before an investment or capital transaction.
And many more: any situation where leadership needs a trusted third party capable of holding a technical subject over time, without becoming dependent on them.
Our offers respond to these situations, from the half-hour conversation to continuous steering. The choice is made on the duration and depth of the engagement. See the six offers in detail →
What we do not do: no time-and-materials, no subcontracting
We do not bill by the hour. We work fixed-fee per project, on a result commitment. We do not place consultants at your company by the day. We do not subcontract the mission. When a technical partner executes, it is under our supervision and with your prior agreement. Our business is decision and steering, at the executive level.