General Consulting
Adviceyoucanretestwhentheassumptionschange.
We advise executive and board audiences on technology strategy, operating models, transformation, process automation, sourcing and CRM selection. The product is a defensible recommendation, not a confident opinion.
- Technology Strategy
- Sourcing Strategy
- CRM Selection
- Transformation Mapping
- Process Automation
- Technology Strategy
- Sourcing Strategy
- CRM Selection
- Transformation Mapping
- Process Automation
Who this is for
The situation that makes this urgent
The mandate and boundaries below come directly from the approved service catalogue.
A transformation case states benefits without a measured current-state baseline.
A vendor selection risks criteria being fitted to a preferred product.
Board recommendations do not state the evidence or assumptions they depend on.
Three ways to engage
Assess, Transform, Operate
Each package has a defined duration, retained outputs, commercial model and objective exit criterion.
Assess
Strategic and process baseline.
Transform
Programme design and steering.
Operate
Advisory retainer.
Capability detail
The technical substance, on the page and not behind a form
The operating capabilities and controls that define this practice.
Strategy
Technology and operating models
Transformation
Sequencing and benefit cases
Process
Measured analysis and automation ranking
Sourcing
Vendor strategy and selection
CRM
Evidence-based software selection
Governance
Decision logs and benefit tracking
Technical standard
Requirements that apply to every engagement
Must and should requirements from the board-approved practice standard, made visible before a conversation.
State evidence and invalidating assumptions for every recommendation.
Disclose SOAVM commercial interests at the point of recommendation.
Refuse independent assurance of SOAVM-built systems and offer an external path.
Measure the current state before designing the target state.
Give every benefit a client owner, measurement method and realisation date.
Contribute a confidentiality-reviewed reusable instrument from every engagement.
Record options, evidence, decision, decision-maker and date for material decisions.
Set selection criteria and weights before vendor demonstrations.
Prove capability transfer through independent client operation.
Revisit invalidating assumptions at every retained quarterly review.
How we work
Four phases. Objective exit criteria.
A gate passed on assertion has not been passed. One exit criterion per gate is shown here; the full set sits on each practice page.
Discover
Workload profile, dependency map and recovery objectives written down and signed off by the client owner.Design
Target architecture reviewed against the vendor-supported pattern for the engine in question; failure modes enumerated.Deliver
Recovery tested from backup within the stated RTO, evidenced by a timestamped test record.Operate
Runbooks in place, rota published, first quarterly service review held with measured figures.
The boundary
What we do not do
A capability list without explicit limits is only marketing.
Independence
Commercial interests are disclosed where recommended; external evaluators score our bids in consulting-led selections.
Not advice
No regulated financial, tax, actuarial, legal or statutory audit opinion.
No implementation
Consulting shapes the programme; engineering delivery receives its own contract and gates.
Evidence
The artefacts that make the claim testable
Evidence replaces unqualified promises and unattributed metrics.
Decision record
Options, evidence, assumptions, decision-maker and date in one durable log. Measurement method and review date accompany the delivered record.
Benefit instrument
Measured baseline, accountable owner, method, target and realisation date. Measurement method and review date accompany the delivered record.
Get started
A strategic baseline gives you a ranked opportunity portfolio whose evidence and assumptions are visible.
You keep the written baseline whether or not we continue together.