The technology leader has gone — suddenly, or not suddenly enough. Or the transformation programme has stopped moving, and nobody can say exactly when that happened. Or it is moving too fast, and the thread between the programme and the business outcome it was supposed to deliver has been lost. The board needs someone in the chair who has done this before — this month, not in six months when the search concludes.
Full-time or near full-time, for a defined period. The first weeks establish what is actually true: delivery state, team, supplier commitments, money. Then stabilise — decisions made, priorities cut to what matters, reporting the board can trust. Then hand over, to a permanent leader hired well rather than fast, with a function in better shape than it was found.
An honest assessment of the position within the first month — including the parts that are uncomfortable. A stabilised programme or function with a decision log behind it. Suppliers held to account. A board that knows what it is being told is true. And an orderly handover, with help hiring the permanent appointment if wanted.
The organisation stops paying for drift. The board gets the time to make the permanent appointment well instead of desperately — and the person who takes the role inherits something worth taking.
Programme leadership to £1.5bn. Thirty-seven years in technology across 20+ sectors, from computer operator to Group CTO. A specialism in organisations that have stalled, are accelerating too fast, or have lost the thread between their technology programme and the business outcome it was supposed to deliver.
Questions people ask before booking
How quickly can this start?
This exists for situations the organisation cannot afford to leave open — the intent is to start this month, not after a search process concludes.
How long does an interim engagement typically run?
Typically three to nine months, structured around stabilising the position, delivering, and handing over in good order.
What do we get in the first month?
An honest assessment of the actual position — including the uncomfortable parts — rather than a diplomatic summary that avoids naming what's wrong.
Does this include help hiring a permanent replacement?
Yes, if wanted — the handover at the end of the engagement can include running that hiring process.
How is it commercially structured?
A day rate or a monthly retainer, depending on the shape of the engagement, for a full-time or near full-time commitment.
Ready to start a conversation?
Most engagements begin with a single conversation. No obligation — the right fit matters more than the right brochure.
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