A vendor-independent advisor who reviews your IT landscape, delivers a workable modernisation roadmap and, if you wish, helps build the execution. No 200-page report, but a concrete plan your team can start on tomorrow.
An IT modernisation consultant helps your organisation make the move from legacy to modern, from on-premise to cloud, from monolith to modular. It is a broader role than a standalone platform migration or technical debt programme: we look at your entire application portfolio, suppliers, contracts, costs and strategic fit, and give well-founded advice on the right direction for each system.
In practice, that means reviewing your application landscape, mapping costs and risks, drawing up a modernisation roadmap together with you, and supporting you with the decisions that follow. Whether that ends up being a SaaS package, a cloud migration or a piece of cloud-native custom development, we are not tied to any particular direction, because we have no reseller deals with vendors.
Our consultants are not pure advisers who only produce PowerPoints. They are experienced engineers and architects who have built systems themselves, so the advice you receive is technically sound and actionable. And if you want, we can also take on part of the implementation.
The typical client is a CIO, CTO or IT director dealing with a fragmented application landscape, declining agility, rising maintenance costs, or compliance pressure from new legislation and regulations such as NIS2 or DORA. Board members who feel a "loss of speed" and post-merger IT integration challenges also call for this type of advice. We combine an independent outside view with practical feasibility, not ivory-tower advice that disappears into a drawer.
An engagement always starts with listening: what prompted it, which business goals are on the table, what has your team already investigated and which constraints are non-negotiable? Only then do we take stock of the landscape. This order prevents us from laying a generic modernisation template over your situation: your context determines the scope, not the other way around.
Releases are slowing down, simple changes take a disproportionate amount of time, and competitors ship features faster. An audit shows where the bottleneck lies, often spread across several applications at once.
Licences, maintenance contracts, downtime and specialist support are swallowing the IT budget. With a TCO analysis, we set current costs against scenarios for consolidation, SaaS replacement or cloud migration.
A supplier ends support, GDPR/NIS2/DORA forces changes, or a key system runs on outdated technology. We map the risk and provide a prioritised mitigation plan.
After a merger or acquisition, you are left with two or more overlapping IT landscapes. Which systems stay, which go, which are merged: these choices call for independent advice that doesn't favour either side.
The strategy is clear, but the existing IT does not enable it. A roadmap links the business goals to concrete modernisation steps, prioritised by value and risk.
Your current supplier or internal team has put forward a recommendation, but you doubt whether the direction is right. We give an independent assessment, vendor-neutral and based on technology rather than commercial interests.
An inventory of applications, integrations, hosting, contracts and vendor dependencies. We create a blueprint of your current situation, with a TCO analysis, risk mapping (GDPR, NIS2, DORA, ISO 27001 gap) and business-IT fit. Without a full baseline assessment, a roadmap is a guess.
For each application, we give a keep/migrate/replace/retire recommendation based on the Gartner 6 Rs: Retain, Rehost, Replatform, Refactor, Repurchase or Retire. Plus make-or-buy choices (SaaS vs package vs custom) and, where relevant, RFI/RFP/POC support for vendor selection.
Not "advice only" — we can also build. That means programme management for large migrations, architecture coaching for your internal team, and, where it makes sense, building a piece of software ourselves (see enterprise software). You decide where our role begins and ends.
What you get in your hands at the end of a consultancy engagement, depending on the scope you choose.
A full overview of applications, integrations and hosting in your current situation.
Total cost of ownership of your current IT versus modernisation scenarios, with a multi-year forecast.
Prioritisation and sequencing per application, with scenarios and an indication of lead times.
GDPR, NIS2, DORA and ISO 27001 gaps, plus technical debt translated into business risk.
A well-founded RFI/RFP/POC outcome for cloud, SaaS or custom partners.
The reasoning behind the chosen architecture, including weighted alternatives.
Sprint planning, team composition, milestones and risk management for the delivery phase.
The people and process side alongside the tech: adoption, training and governance.
Not every consultancy engagement looks the same. Five ways we get involved: you choose the format that fits your question.
An audit of your IT landscape, TCO analysis, risk mapping and delivery of a modernisation roadmap. A few sprints of work, with a plan as the end result that the board, IT and the business all stand behind.
Support with RFIs, RFPs and POCs for cloud providers, SaaS tools, integration platforms or custom software partners. We help you draw up criteria, compare vendors and substantiate your choice, with no stake of our own in the outcome.
Programme management and architecture direction during large migrations. We safeguard coherence between separate projects and keep the roadmap up to date when reality deviates from the plan.
Regular sparring with your internal tech team on choices, design documents, security reviews and technical debt. Especially useful if you have a strong internal team that wants an independent sounding board.
A sounding board at CIO level or a temporary fill of the role. Particularly relevant during vacancies, transition phases or when an experienced tech perspective is missing at board level.
Most clients don't choose a pure format but a mix: for example audit + delivery, or vendor selection + architecture coaching. We agree the scope sprint by sprint, so you're not locked into a format that stops fitting halfway through.
We're not a Big Four firm, not McKinsey, not Gartner. We don't deliver two-hundred-page reports and we don't have an army of junior consultants turning up on your doorstep. What we are: a small team of technically rigorous consultants and engineers, with decades of combined experience in building and modernising business software.
For some organisations, that's exactly what they need: direct contact with people who can build themselves, no process overhead, vendor-independent advice. For others, a large consultancy is a better fit; that's fine too, and we're transparent about it.
A key difference lies in combining advice with delivery. Many traditional consultancies deliberately don't build software themselves — they rely on implementation partners to do the actual build. That creates a gap between "what was recommended" and "what gets delivered", and in practice a lot of value is lost there. With us, the same architect who helped write your roadmap can also help write the first production release. For projects where the technology is genuinely complex, that saves months otherwise lost in handover.
We're also transparent about what we don't do. We don't take on pure organisational advice, large-scale change management or highly specialised compliance questions (think in-depth DORA audits) on our own — for those we work with specialist partners. Being honest about our limits prevents disappointment later.
A half-hour introductory call in which we go through where your organisation stands, what you want to achieve and which type of engagement fits your needs. No sales pitch — just an honest conversation about whether we are the right partner.
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