How we work
I review technology investments and existing systems for business value and technical feasibility. You get an independent written recommendation for the decision in front of you.
Ask or talk
Free
Send a question or book 45 minutes. You get my initial view and the question I think matters most. If it needs documents or a deeper look, I'll tell you what that involves before you commit.
Review
Pay if it was worth it
Whatever the decision needs: an opinion, due diligence, a proof of concept, or a vendor or tender evaluation. You describe it and I propose scope and fee, or you name a budget and I tell you what it buys.
We sign a short agreement first. If it gave you no value, you don't pay: you lost your time and I lost mine, so we're even.
Retain
When it makes sense
If the work was useful, you can keep me close while your program runs, as reserved days or an hours bank, whichever fits.
Your choice, on terms we set together. The aim is that it earns or saves you far more than it costs.
What you get
It depends on the decision. Whatever the form, you get my position in writing, with the reasoning and estimates behind it.
Don't sign yet. The 95% accuracy was measured on the vendor's data. Test 500 of your own cases first, with pass criteria agreed before the test starts.
For example
| Situation | The decision | What you get |
|---|---|---|
| A vendor offers AI claims triage at 95% accuracy | The decision: Adopt it, or test it first | What you get: A two-week test on your own claims, with pass criteria set first |
| Your ERP vendor wants you on their cloud next year | The decision: Move or stay | What you get: What to move, and what it costs to run |
| An energy tender may end in litigation | The decision: How strong your technical position is | What you get: A technical opinion your lawyers can use |
| An investor is about to fund a technology company | The decision: Is the technology what they claim | What you get: Technical due diligence |
| A program is behind plan | The decision: Continue, change scope, pause or stop | What you get: Evidence check and a go or no-go opinion |
| You're writing a tender for a case-management system | The decision: What to require | What you get: Requirements you can test at acceptance |
| You pay more for your systems every year and get less from them | The decision: Fix the systems, or change how you work | What you get: What to change first, in the systems or the process |
How I work
AI agents are my team. They work in a clean room set up for your engagement, and I make every call.
How I answer
What I use
- Isolated for your engagement. Nothing is shared with other clients.
- We agree the tools and who may access it before you share anything.
- AI services under commercial terms that exclude training on your material.
- Returned or deleted at the end, confirmed in writing.
Behind the agents: thirty years of hands-on work, from writing code to taking systems into production, and a network of specialists I've worked with.
On a large program you get one accountable person who holds the whole picture, with AI and specialists doing the legwork. My view is that small senior teams working this way will do much of what used to need a consulting firm's bench.
Terms
- Every engagement runs under a short written agreement. The first one includes the no-value, no-fee clause.
- Independence: I don't sell implementation. A vendor may also be bidding for the project; I'm paid for my work only.
- My recommendation can be to proceed, change direction, reduce scope or stop. A clear reason to stop counts as value.
- Public sector: through an approved framework holder, on the framework's terms.
- I choose my work too. Trust goes both ways.
Ask me a technology question about your businessBook 45 minutes