CIO & IT Advisory
“I’ve inherited an IT estate I can’t explain to the board.”
Strategy, operating model and application portfolio for technology leaders — so the estate can be explained, defended, and changed.
A new technology leader inherits three things at once — a budget already committed, an application estate nobody has counted, and a board that wants a number. The estate is usually the part that cannot be answered, and not because the information does not exist. It exists, in eleven systems, four spreadsheets, and the memory of someone who left in 2021.
That is the work that makes everything after it possible. You cannot rationalize applications you have not counted, defend a budget you cannot decompose, or lead a transformation whose starting point is disputed in the room.
We do this as people who have held the role rather than reviewed it, which mostly means knowing which questions have real answers and which ones cost six weeks to ask badly.
Where AI fits here
Includes where AI belongs in the estate and where it does not: which applications are worth modernizing, which are worth retiring first, and what has to be true before an AI program is worth funding at all.
The five levels of AI capabilityWhat the engagement contains
The actual work.
IT Strategy
Where the estate is going, what it costs to get there, and what has to stop — written so a board can act on it rather than receive it. Includes the funding model, because a strategy the budget cycle cannot execute is a document.
Technology Leadership
Decision rights, governance and the operating model maturity to scale — and, where the seat is empty, one of our operators in it while you recruit. They also run the search, because they know what the job actually needs.
Application Rationalization
What you run, what it costs, what duplicates what, and what can be retired without breaking a process nobody documented. The output is a sequenced plan with the savings attached, not an inventory.
Who does the work
The people who have already done this.
Envorso staffs engagements with operators who have held the job you are hiring for. Not analysts who have studied it, and not a junior team with a template.
Stuart Taylor
Chief Executive Officer
Deputy CEO for electronics and software at VinFast; 17 years at Ford
Steve Tengler
Chief Growth Officer
30+ years in automotive product development
Florian Frischmuth
Senior Vice President, Digital Engineering
Executive Director, Vehicle Controls, Ford
Sakis Kitsopanidis
Partner, CIO Practice
28 years at Ford and Ford Credit, including Interim CIO
Michael Dennis
Partner, Enterprise Architecture
30+ years in enterprise software — Disney, Microsoft, ExxonMobil; three patents
Keshav Puttaswamy
Senior Vice President, Product Management
25+ years — Microsoft, Atlassian, Meta
J. Caldwell
Atlassian Solutions Architect and Practice Lead
20+ years in enterprise IT operations — Disney, Expedia, AT&T Wireless; Atlassian-accredited
John McCauley
Director, Portfolio Management
16+ years in portfolio management — Deloitte, UMT Consulting Group
Proof
Where we have done this before.
4 engagements where this work was the difference, with what changed and by how much.
Industrials
IT Handoff Heroics
Transitioning with trust
A multi-million-pound transition to an outsourced IT managed service, spanning many stakeholders and every core system, with a requirement that day-to-day operations were not disrupted while it happened.
A multinational transitioning to outsourced ITAutomotive
Rebooting Readiness
Aligning IT to accelerate EV production
The IT organization was overwhelmed and misaligned with the business it served. Systems were fragmented, shadow IT filled the gaps, and an Oracle ERP implementation — on the critical path to production readiness — had stalled.
A rapidly growing EV manufacturerIndustrials
Building a Digital Powerhouse
Aligning technology with vision
IT was decentralized, without leadership, a roadmap, or a governance structure. Investment decisions were made locally and did not add up to a capability — so spend rose while reliability and scalability did not.
A manufacturer scaling its technology functionAutomotive
1,800 → 14Jira Reinvented
From chaos to clarity
Eighteen hundred custom Jira projects had accumulated over years, each configured by whoever needed it at the time. No two behaved the same way, no change could be made without an unknown blast radius, and assembling a portfolio report took six weeks of manual work — by which point it described a company that no longer existed.
An electric vehicle manufacturerHow it starts
Evaluate → Improve → Confirm. We drive.
Three steps, in order, every time — and an operator of ours driving all three. The first is deliberately small and deliberately purchasable, because nobody should commit to a transformation program before anyone has established what is actually wrong.
Two hours to find out whether we recognise your problem.
No deck, no obligation. We listen, we tell you whether we have seen this before, and we say what we think it would take. If a Jump Start is the right next step we will say so — and if it is not, we will say that too.