When the technology problem has become a company problem.

The budget was committed. The vendor was engaged. Something is wrong and your team is too close to it to see it clearly. You’ve stopped believing the status reports.

Or the opposite: competitors are moving, the pressure is real, but internally there are too many opinions, no clear owner, and every initiative keeps getting deferred.

Sometimes the problem is the team itself. The output is missing and everyone who could fix it reports to you — which means the calls that need making don’t get made.

And sometimes the business is moving faster than the infrastructure it needs. It needs building, not a plan for someone else to build it.

The technology problem is usually where it surfaces. The actual problem sits across IT, operations, and finance at the same time — which is why a specialist rarely solves it.

I’ve operated across all of those departments. I come in without a stake in the politics. That’s the point — it’s what makes possible the decisions that nobody already inside the organisation can make without it costing them something.

When the solution requires a trusted person or vendor brought in quickly, I know who to call. No tender process.

Depending on where the problem sits, I come in as interim CTO, CDO, or CIO. The role is defined by what you actually need.