When it makes sense to call us
Before signing a large contract with a vendor. When you have to decide between modernizing what exists or replacing it. When a project has fallen behind and no one is sure why. When leadership needs a technical reading that doesn't come from the team that will carry out the work.
In all of these cases, the value isn't in the answer but in the judgment: which questions need to be asked, which risks aren't being seen and which options weren't considered.
Vendor evaluation
Most evaluations focus on price and references. Neither tells you how that vendor will respond on the day something fails.
We review stated technical capability against the proposal, the consistency between what is promised and what is budgeted, the SLA design and the exit terms. A vendor that makes leaving difficult is building dependency, and that has a cost that never shows up in the bid.
Architecture and planning
An architecture isn't a diagram: it's a set of decisions with five-year consequences. What gets built, what gets bought, what gets integrated and what stays as it is.
We work with your team to document the current state, identify the technical debt that carries a real cost, and chart a modernization roadmap prioritized by risk — not by ease of execution.
Critical project management
When a project involves several vendors and internal departments, the problem stops being technical and becomes one of coordination. Someone has to uphold the acceptance criteria for each delivery and say no when necessary.
That role is hard to play from the inside, because whoever holds it depends on the same people they're evaluating. An outside perspective with domain knowledge resolves that tension.