CIO & IT Advisory
Building a Digital Powerhouse
Aligning technology with vision
- Client
- A manufacturer scaling its technology function
- Sector
- Industrials
The challenge
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.
What we did
- Deployed an interim CIO and supporting team to establish a centralized IT function with clear accountability.
- Developed an IT strategy and roadmap aligned to the product and program strategy rather than to IT’s own backlog.
- Implemented a governance framework covering investment decisions, architecture, and delivery.
“We no longer operate in the dark. IT is now a focused, high-performing driver of our success.”
The practice behind this
CIO & IT Advisory
Strategy, operating model and application portfolio for technology leaders — so the estate can be explained, defended, and changed.
Read about this practiceAlso evidence for
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.
Related
Similar problems, other organizations.
Automotive
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 manufacturerAutomotive
Back on Track
Saving a delayed driver assist program
A second-generation driver assistance program being co-developed for a major OEM had been delayed three times. Governance was unclear, roles overlapped, the critical path was not agreed between the parties, and a distributed team had lost the informal coordination that had previously covered the gaps.
A global automotive parts supplierAutomotive
TPM Reimagined
From silos to scale
The company was falling behind EV competitors on exactly the measures that are visible to customers — recalls, quality issues, and delayed digital features. Underneath, the technical program management function that should have been connecting engineering teams did not exist as a defined role, so every cross-team dependency was handled by whoever noticed it first.
An automotive manufacturer competing in EVTwo 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.