Concrete situations. Focused work.

How do you assess IT governance, and the organisation’s dependencies, when you sit on the board?

I joined a private session to work through these questions with the board, including the concentration of responsibilities and dependence on particular people or suppliers.

The session connected day-to-day reality with questions of governance, so the board had concrete points to examine.

A company wanted to explore what AI could do, and to set a direction suited to its business.

I carried out a proof of concept, then set out recommendations for the AI strategy to pursue. Those recommendations were presented to the company.

The work combined a technical trial with thinking about the next steps, based on what had actually been tested.

Before considering a product offered by an AI scale-up, a client wanted an independent technical view.

I carried out a focused assessment of the product, including direct conversations with the scale-up’s developers, to understand how it worked and the technical choices behind it.

The brief called on my ability to go into the detail with development teams, then draw out what the client needed in order to decide.

In a company of several hundred people, I am working with an ePMO to explore Copilot from the tasks he actually does.

He tries the features, and I help clear the blockers: adjusting prompts, clarifying the instructions and looking at the limits he runs into.

When those limits justify it, we then look at further options with Copilot Studio or Foundry. The trial moves forward from what we observe, with no more technical complexity than the subject needs.

An organisation was considering a change to its Microsoft 365 environment, under requirements for governance, security and compliance. The objectives, constraints and responsibilities needed to be clarified, so that a decision could be reached more easily.

I carried out an independent review of the proposal, looking at the assumptions it rested on, the target architecture, the responsibilities, the risks and the dependencies.

The aim was a clearer view of the current situation, the intended target and the proposed path of change, so that discussions with stakeholders and suppliers could rest on that view.

An organisation wanted to modernise its IT environment and move towards SaaS services. The existing infrastructure had several long-standing dependencies that had to be understood and taken into account before any transition.

I supported preparation of the change by analysing what was already in place, identifying the technical and organisational dependencies, and helping to define the target.

The work combined coordination of the people involved, technical analysis and support for the project, so that the choices were sound and the steps of the migration could be prepared.

An organisation wanted to modernise its telephony and was considering a move to Microsoft Teams. Before starting the transition, the existing uses, the operational constraints and the impact of the options on the table had to be understood.

I supported the organisation from the analysis of the current situation through to preparing implementation. The work covered identifying the needs, assessing the solutions on offer, supporting the selection process and defining the target architecture.

That work aligned the technical choices with how the business uses telephony, and gave a solid basis for preparing the transition and its rollout.

Several local authorities rely on Microsoft 365 for their day-to-day work, and regularly have to decide on questions of security, governance, new uses and changes to the platform.

I act as Microsoft 365 adviser on governance, cybersecurity and how the platform evolves.

The role brings continuity to decisions, puts new needs in perspective, and supports choices on security, uses and the Microsoft 365 roadmap.

CIOs call on me to test their analysis and to have an outside view of their IT questions.

Our conversations are a way to question assumptions, look at the options and go into the technical implications when that is needed.

The work rests on a direct conversation between professionals, and on a knowledge of the context that develops over time.