Executive experience at your disposal

01 · Strategy

IT strategy, roadmap and budget

An assessment of where you are, a clear roadmap and a realistic budget. I help leadership make technology decisions with a grip on cost, risk and benefit — turning IT from a cost line into a working asset.

I work well in environments with limited internal IT capacity too — translating technical topics into business language, so decisions get made on risk and return, not technical jargon.

02 · Projects

IT project management

I run IT projects from idea to handover — migrations, rollouts, office and datacenter moves, international initiatives. My practice is grounded in ITIL v4 and PRINCE2 training, adapted to the size of the project.

Every project gets a clear owner, a schedule with realistic milestones and regular stakeholder communication — so there are no last-minute surprises.

03 · Vendors

Vendor selection and negotiation

I have negotiated IT contracts across countries and markets. I help you pick the right vendor, negotiate fair terms and manage contracts and service levels after signing.

I know the dynamic between vendor and client from both sides of the table, which helps both in negotiation and in managing the relationship afterward.

04 · Leadership

Interim IT leadership

When you need an IT director, but not full-time: I take on the IT function on an interim or fractional basis — building teams and processes from scratch, bringing order and preparing the handover to permanent leadership.

A fractional CIO is an IT director on a part-time, contracted basis — bringing executive-level experience into the business without the cost and commitment of a full-time hire. It's typically the right fit for a business that has outgrown ad-hoc IT support but doesn't yet have enough work to justify a full-time position: a growing team, a period of change after an ownership change or merger, or the gap between a previous IT director leaving and a permanent one being hired.

The engagement usually starts with an assessment of the current state and priorities, followed by an agreed cadence — anywhere from a few hours a week to several days, depending on what the business needs. Scope is fixed upfront: strategy and budget, team leadership, vendors and projects, or a combination of the three. Accountability is concrete: a weekly or monthly status to leadership, measurable goals and a budget that holds. The goal is always the same: an IT function that's in order, with a smooth handover whenever you decide to hire a permanent director — or we simply continue on the same basis for as long as it makes sense for the business.

05 · Audits

Audits and independent assessments

An independent look at your infrastructure, security and processes — what works, what is a risk and what to change first. You get a concrete report with prioritized recommendations, not generalities.

An IT infrastructure audit is usually a good first step before investing in a new system, or ahead of due diligence in a deal — it shows exactly where to start.