Viewing archives for Digital Transformation

What Is an IT Director or VP of IT Salary?

An IT Director or VP of IT supervises tech, teams and suppliers. They focus on delivery of IT services to support and improve a company.

What is an IT Director/VP of IT Salary in the US?

Surveys by recruitment companies indicate an IT Director or VP of IT salary as high as $280,000 per year.

The lower end of the IT Director salary is usually due to experience, but where they work also has an effect. IT Director or VP of IT salaries in the Northeast tend to be higher, but they can earn excellent salaries in other cities across the US.

With all these factors – experience, geography, the quality of the candidate and the needs of the business – it can be complicated to assess the right salary for an IT Director or VP of IT.

How to determine an IT Director’s salary?

When we are selecting IT Directors, we look at the following indicators to benchmark their experience and value which helps in determining their salary:

1. Does the IT Director or VP of IT understand the business well, as opposed to just the technology? Do they have strong connections with other business leaders? When they introduce changes to a company, does it drive improvements across a range of areas and activities? Similarly, do they focus on improving key business activities that drive business performance – not just activities more narrowly related to IT or technology?

2. Do they introduce best practice or simply good practice? For example, do they stay informed about the most recent cybersecurity tactics and products? Are they knowledgeable and experienced in modern automation tools to remove repetitive business administration tasks?

3. Do they have excellent team leadership and management skills? Can they grow a high-performing, loyal, and cost-effective internal team? Similarly do they effectively negotiate price, contract and service management arrangements with suppliers?

Ultimately, the position of IT Director is extremely important and can have a huge impact on a business. The IT Director’s salary needs to reflect that. (For more information about the role itself, see our explanation here.)

We interview, screen, select and develop more executive-level IT leaders than any other organization. We’re always happy to discuss the recruitment process or any other IT challenges or opportunities.

Why Freeman Clarke?

Freeman Clarke is the largest and most experienced team of part-time (we call it “fractional”) CIOs, CTOs and IT directors. We work exclusively with ambitious mid-market organizations, and we frequently help our clients to use technology to beat their competition.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What Is a CTO Salary?

A Chief Technology Officer (CTO) is responsible for tech, teams and suppliers. They drive innovation and efficiency across the business.

What is the salary for CTOs in the US?

Surveys by recruitment companies indicate a CTO salary as high as $280,000 per year.

A CTO salary will vary by experience. Where they work also has an effect. CTO salaries in the Northeast tend to be higher, but CTOs can earn excellent salaries in other cities across the US.

With all these factors – experience, geography, the quality of the candidate and the needs of the business – it can be complicated to assess a CTO’s salary.

How to determine a CTO salary?

Assessing where a CTO should fit in this range can be complicated. We simplify it by using three key factors:

1. Does the CTO look to the horizon—to market leaders and emerging technology—in order to bring innovation and new ideas to the business? Are they genuine leaders in digital, custom
software, and identifying market opportunities? Do they continually learn and ensure they are at the top of their game?

2. Do they take a leading role in improving efficiency, effectiveness, and driving business value? Do they create new starting points and innovations to open the door to new business strategies? Or is their job to simply meet the agenda set by more senior leaders?

3. Finally, do they take broad ownership for delivering change? For example, does the CTO facilitate discussions with other leaders within the organization and potentially outside? Do they work as equals with other leaders to meet overall objectives? Are they credible and knowledgeable when dealing with investors and other external stakeholders?

Overall, the CTO is an extremely important position that can have a huge impact on a business. The CTO’s salary needs to reflect that. (For more information about the role itself, see our article, What is the meaning of “CTO”?)

We interview, screen, select and develop more executive-level IT leaders than any other organization. We’re always happy to discuss the recruitment process or any other IT challenges or opportunities.

Why Freeman Clarke?

Freeman Clarke CTOs work on a “fractional,” or part-time model. This provides a business with first-class tech leadership without the full-time cost.

Our fractional CTOs are uniquely suited to mid-market businesses. They have outstanding technical expertise. They are strategic thinkers. They understand how to use tech to drive growth. But they are also suited to the culture and reality of mid-market business.

Whatever the remit, our CTOs operate from the fundamental idea of linking a business’s systems and digital strategy to business objectives. This should be the goal of every innovative company, because when the two disciplines are connected, we see real, sustainable growth.

Visit our Chief Technology Officers (CTOs) Knowledge Centre which includes all content related to this topic.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What Is a CIO Salary?

A Chief Information Officer (CIO) has the ultimate responsibility for tech, teams, and suppliers. They provide clear oversight of systems, processes, data reporting, and staff.

What is the salary for CIOs in the US?

According to recent surveys, a CIO salary can be as high as $300,000 per year.

A CIO salary will vary by experience. Where they work also has an effect. CIO salaries in the Northeast tend to be higher, but CIOs can earn competitive salaries in other regions across the US.

With all these factors – experience, geography, the quality of the candidate and the needs of the business – it can be complicated to assess a CIO’s salary.

How to determine a CIO salary?

Where a candidate fits depends on key factors relating to the CIO role itself, including:

 

1. To what extent is the CIO responsible for IT strategic decisions? Are they accountable for strategic IT direction or just operational decisions?

2. To what extent do they contribute to business strategy? More specifically, do they contribute IT innovations and options for the business? Do they translate business strategy into IT strategy?

3. To what extent do they lead projects that address changes to process, technology, organization, and reporting? Or do they just handle the technology component?

4. What experience do they have in terms of internal team size, expenditure on products and services, complex contract management, and potential impact of failure or security breach?

 

Overall, the CIO is an extremely important position that can have a huge impact on a business. The CIO’s salary needs to reflect that. (For more information about the role itself, see our article, What is the meaning of “CIO”?)

If you have questions about the role of the CIO and their salary, we can help. We interview, screen, select and develop more executive-level IT leaders than any other organization. We’re always happy to discuss the recruitment process or any other IT challenges or opportunities.

Why Freeman Clarke?

Freeman Clarke CIOs work on a “fractional,” or part-time model. This provides a business with first-class tech leadership without the full-time cost.

Our fractional CIOs are uniquely suited to mid-market businesses. They have outstanding technical expertise. They are strategic thinkers. They understand how to use tech to drive growth. But they are also suited to the culture and reality of mid-market business.

Whatever the needs of the company, our CIOs operate from the fundamental idea of linking systems and digital strategy to business objectives. This should be the goal of every innovative company because when the two disciplines are connected, we see real, sustainable growth.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

Book your FREE Fast Tech Audit TODAY!

Many CEOs and leadership teams encounter frustrations with their IT and business systems. The Fast Tech Audit helps you identify how you can streamline your business, improve customer service, and build business value.

We will provide you with a simple heatmap of your business tech and make practical recommendations for improvements.

We have a limited number of sessions available so book your audit today and unlock your business’ potential.

 

Space is limited, Contact us and book your FREE Fast Tech Audit TODAY!

What is “CTO as a service?”

“CTO as a service” means getting valuable advice from a Chief Technology Officer (CTO) as you need it, without ongoing costs. We live in an era where everything is a service; “CTO as a service” is an extension of this idea.

The Benefits of “CTO as a Service”

A CTO can deliver transformational benefits to a mid-market business by bringing expertise and traction to systems and digital projects. An effective CTO can streamline business processes, improve customer service, and increase value. They drive online projects, custom software and app development.

However, good CTOs are rare and thus command high salaries and benefits. So having a CTO as part of the senior team is potentially unaffordable for many mid-market businesses.

And even where budgets allow, it is a risky hiring decision and difficult to get right.

The solution is retaining a CTO as a service on a contract rather than full-time.

Issues with “CTO as a Service”

Of course, a CTO is a senior leader, and not all the benefits of a senior leader can be delivered as a series of well-defined tasks, or questions and answers, or opinions delivered from a distance.

Difficult issues are often ambiguous, and there are seldom simple solutions. To be blunt, if there is a problem you can fix with a phone call, you don’t need a high-quality CTO.

To achieve real, market-leading success, you need a clear vision, strong leadership, and expert judgment. There must be communication and action over an extended period.

Tech alone rarely delivers value. The greatest challenge is to make organizations and businesses work together with Tech. It isn’t practical to expect a remote, disconnected service person to deliver this value.

“CTO as a Service” vs. a Fractional CTO

A fractional CTO joins the senior leadership of a company on a part-time basis. This is a cost-effective approach and provides genuine and effective technology leadership. The fractional CTO is a part of the senior team, with ongoing involvement in tech initiatives and decision-making.

The best CTOs bring a cogent commercial and technical vision for how tech can deliver value to a business, and they bring innovation into the heart of the senior team. This cannot be achieved by someone working in a “taskified,” on-demand manner.

On the other hand, a fractional CTO shapes and influences a company without adding the overhead of a full-timer. A fractional CTO can have a huge impact on the growth of a mid-market firm without undercutting the bottom line.

Visit our Chief Technology Officers (CTOs) Knowledge Centre which includes all content related to this topic.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

CIO vs CTO: What’s the difference?

It is easy to assume that a Chief Information Officer (CIO) is the same thing as a Chief Technology Officer (CTO). However, there are important differences from the point of view of a mid-market CEO. Read on to learn about both job titles and their functions.

Internal or External?

Although there isn’t universal agreement on the difference, one way of thinking about it is that the CIO is more internal-facing, while CTOs are more external.

CIOs take ownership of internal processes – the day-to-day tech, the systems and devices. A CIO also facilitates collaboration between the C-suite, IT teams, and other stakeholders. A CIO speaks the language of tech and the language of business.

Of course a CTO must communicate between techies and businesspeople. But they have a strategic function, developing the tech initiatives that will drive growth and value. For example, they will oversee the development of custom software and apps.

Is CIO higher than a CTO?

For organizations with both a CIO and CTO, the CIO is normally senior. But the positions should be complementary, especially if a business is looking to grow. And while there will of course be overlap in terms of skillsets, they are two different positions, with different career paths.

Do you need both a CIO and a CTO?

If the business is large and complex, it is a very good idea to have both a CIO and a CTO. Just make sure that there is a crystal-clear delineation of duties so that both roles add value and have space to operate effectively.

The internal vs. external idea is a good place to start. Remember: it’s the CIO’s job to keep things moving along inside the company and to communicate between the techies and business units. The CTO looks forward, developing innovations for growth.

And it behooves the CEO to ensure smooth communication and cooperation between the positions so there is no confusion or duplication of work.

Comparing a CIO and a CTO

CIO: Chief
Information Officer

image/svg+xml

Internal
IT operations
Builds systems to supports growth
Supervises vendors of internal systems
Represents IT teams to the Board
Focus on improving systems and processes
Organized, skilled communicator and technologist
Click to learn What is the meaning of CIO.

CTO: Chief
Technology Officer

image/svg+xml

External
Ensures connection between tech and business goals
Supervises medium- to long-term initiatives, e.g. custom software and apps
Skilled communicator and technologist
Uses systems and digital to drive innovation and deliver value
Click to learn What is the meaning of CTO.

“Freeman Clarke provided a CIO to help us develop a roadmap for the future state of our IT systems, together with a strategic plan to help us get there. Our IT has always been a significant value driver in our business, and we need to ensure it stays that way.… [Our] Freeman Clarke CIO has not only helped us with creating that roadmap. He also became a key member of our senior leadership team.” – Chris Johnson, Chairman, JJS Manufacturing.

Why Freeman Clarke?

Freeman Clarke CIOs and CTOs work on a “fractional,” or part-time model. This provides a business with first-class tech leadership without the full-time cost.

Our fractional tech leaders are uniquely suited to mid-market businesses. They have outstanding technical and strategic skills. They understand how to use tech to drive growth. And they are suited to the culture and reality of mid-market businesses.

Whatever the remit, our CIOs and CTOs operate from the fundamental idea of linking a business’s systems and digital strategy to business objectives. This should be the goal of every innovative, ambitious mid-market company because it’s one of the best ways to create real, sustainable growth.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What is the Meaning of “CIO”?

First, there is a simpler question: What does the abbreviation “CIO” stand for? The answer: “Chief Information Officer.” But what is the exact role? How is the CIO different from the CTO? How does a CIO make a difference to a mid-market business?

There is no universally agreed definition of a CIO’s role. But in our view, a CIO is a C-suite position responsible for all aspects of IT, including organization, systems, and processes.

The CIO helps develop the vision and strategy of the business and ensures the systems and processes create a firm foundation for growth.

For CIOs to succeed, they must be expert at delivering complex, transformational projects. And they must know how to make tech and people work successfully to achieve business goals. This means understanding IT in detail as well as being an impressive communicator and organizational leader.

What does a CIO do? What are the roles and responsibilities?

The CIO oversees all internal IT teams and suppliers, all IT budgets and IT operations, cybersecurity, and risk management. Their role may encompass digital and online and they may drive initiatives across other areas as well.

These initiatives should include systems and data integration in order to deliver more efficient processes. Integration improvements are often focused on improving margins and customer service. But the CIO will tie integration to improvements in management information and reporting, which are crucial to enabling growth.

The CIO will also be responsible for streamlining and automating systems and processes whenever possible, to enable scalability, reduce costs, and facilitate the ability to demonstrate compliance.

In some cases, the CIO is responsible for linked areas of information and compliance, such as regulatory approvals like GDPR and ISO 27000.

Are there different types of CIO?

Of course, the CIO’s role will vary depending on the needs of the organization.

In some cases the CIO’s main purpose is to drive transformational change; sometimes the role is to maintain and continually improve infrastructure and systems.

Some CIOs are externally focused, ensuring, for example, that the company leadership understands the needs of their customers. Others are far more occupied by ongoing management of internal operations.

For mid-market businesses, a ‘fractional,’ or part-time CIO, provides a cost-effective way to access the skills of a top-quality CIO.

How does a CIO impact businesses of different sizes?

Systems and tech are at the heart of any modern business, so the role of the CIO is crucial regardless of its size.

In larger organizations, the CIO leads broad-based initiatives where a siloed approach would be counterproductive, for example in businesses struggling with disintegration and incompatibility. The CIO provides unifying leadership, bringing together different groups, resolving competing objectives, and creating buy-in to a single vision.

For smaller organizations, the CIO ensures that business objectives are met by managing suppliers, teams, and specific projects. The CIO understands the technical and commercial details and can make decisions accordingly.

In a mid-market business, the CIO spans the range from unifying leader to expert. Critically, the CIO always sets the agenda and drives the business priorities into the IT culture. The CIO is always aware of the strategic direction of the business and ensures that the systems and digital strategy match.

“A new business strategy required TGS to become the operational center of the other businesses within the group. We had no systems in place at the time and a very short timescale, so we needed somebody with the knowledge, experience and drive to understand our business very quickly, source and implement a group wide ERP solution, create a new IT infrastructure, and find a trusted IT partner in minimal time. Freeman Clarke came in and completed what we believed was a mammoth task, with no drama and delivered us exactly what we needed. Fantastic.”

Clare Coles, Group Finance Director, Traffic Group Signals.

Why Freeman Clarke?

Freeman Clarke CIOs work on a “fractional,” or part-time model. This provides a business with first-class tech leadership without the full-time cost.

Our fractional CIOs are uniquely suited to mid-market businesses. They have outstanding technical expertise. They are strategic thinkers. They understand how to use tech to drive growth. But they are also suited to the culture and reality of mid-market business.

Whatever the needs of the company, our CIOs operate from the fundamental idea of linking systems and digital strategy to business objectives. This should be the goal of every innovative company because when the two disciplines are connected, we see real, sustainable growth.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What is the Meaning of ‘CTO’?

“CTO” stands for “Chief Technology Officer.” But what exactly does that role entail? And why is a CTO so important to a mid-market company?

There is no widely accepted definition of the role. However, in our view, a CTO is a C-suite executive responsible for all the technology in the company – including, but not limited to, its IT. The CTO is also responsible for all tech-related teams and suppliers.

The term “CTO” best describes the role required when tech is a significant part of a company’s revenue, profit, or value, often through online and digital initiatives.

A good CTO will have a deep understanding of tech, particularly custom software development, combined with real-world business experience. A good CTO also understands funding, valuation, and exit.

A CTO can transform a business by fostering innovation, efficiency, and streamlining. When a CTO combines tech expertise with real-life business experience, they can have a significant effect on the valuation of a company.

What are the roles and responsibilities of a CTO

A CTO is responsible for all the tech in the company, as well as all the teams and suppliers relating to technology. The CTO manages all the relevant budgets and ensures the secure, reliable, and efficient operation of all these resources.

More importantly, the CTO uses systems and digital to drive innovation and deliver value. This may mean streamlining and automation. It may also mean more specific changes, such as improvements to customer service. These changes will often involve creating custom software for market-facing systems.

The software may be central to the business plan, and the CTO may have a key role in communicating the plan to investors and other stakeholders. Thus the CTO’s credibility and track record will be important to the credibility of the plan, and, as a result, the credibility of the entire company.

Are there different types of CTO?

There can be many variations in the roles and responsibilities of a CTO, depending upon the needs of the business. Some CTOs will focus more on infrastructure; others may spend more time on the tech itself. These days, when so much business is online, a CTO may spend the majority of his or her time on customer acquisition or the customer experience.

Often a CTO will take a more global view of the business, looking for ways tech can drive value. This may involve implementing a new ERP or streamlining the IT to increase efficiency and lower overhead.

The exact responsibilities of the CTO will always be driven by the needs of the business, especially for mid-market companies. In these cases, a “fractional,” or part-time CTO, is an affordable alternative.

How a CTO impacts businesses of different sizes

A CTO will have a profound effect on a business of any size. The CTO of a multinational corporation may have thousands of subordinates, and the ability to inspire other leaders, to seek out opportunities and negotiate with internal and external partners will make an enormous difference to the bottom line. Their approach to innovation and security will strongly influence the corporate culture.

In a small business, particularly in startups, the CTO is crucial to survival. They must be nimble and flexible, wearing whatever hat is necessary to keep the business functioning. Since so many startups deal with tech products, the CTO’s talent and acumen is absolutely vital.

In the mid-market space, CTOs combine nimbleness and vision. Here the CTO should influence the culture, such as fostering good security habits, and deal directly with suppliers. And they also must be thinking ahead, aligning tech needs to business goals so that the business will thrive.

“Investing in IT has been – and will continue to be – critical for the continued growth and success of our business. Freeman Clarke has given us the confidence we need to make those investments. The flexibility and depth of experience provided by the Freeman Clarke model has been ideal for us as we’ve grown.”

Peter Davies, COO, Gateley

Why Freeman Clarke?

Freeman Clarke CTOs work on a “fractional,” or part-time model. This provides a business with first-class tech leadership without the full-time cost.

Our fractional CTOs are uniquely suited to mid-market businesses. They have outstanding technical expertise. They are strategic thinkers. They understand how to use tech to drive growth. But they are also suited to the culture and reality of mid-market business.

Whatever the remit, our CTOs operate from the fundamental idea of linking a business’s systems and digital strategy to business objectives. This should be the goal of every innovative company, because when the two disciplines are connected, we see real, sustainable growth.

Visit our Chief Technology Officers (CTOs) Knowledge Centre which includes all content related to this topic.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What are Agile Principles?

Agile Principles present an approach to software development that emphasizes collaboration, flexibility, and customer satisfaction.

Some managers use the term “Agile” to excuse their unstructured ways of working, or to justify a lack of planning, or their vagueness about roles and responsibilities. In fact, Agile is the opposite; it emphasizes very clear and specific ways of working and well-defined management methods.

But Agile can also represent a general shift of culture and behavior to a more rapid, focused and value-driven approach, which is less easy to define. You know it when you see it!

What’s Agile for?

Agile came from merging ideas of lean manufacture and rapid prototyping, particularly in the software development sector.

Software development may seem like a specific challenge, it may seem that principles that apply here may not work with other kinds of projects. But software development is like every classic project management problem, in that it is complicated and labor-intensive.

If you have spent time on software projects, you have seen many times how things can go wrong…very wrong!

These challenges drove software project managers towards a set of ideas to try to maximize the chance of success. These ideas were best summarized under the banner, “waterfall”: the underlying idea is to get things right the first time by finding problems as early as possible. Problems found late in the project become expensive and time-consuming to fix.

So detailed project methods emerged to guide a project: a clear delineation between customer and supplier; quality checks at the end of each phase; and an emphasis on progressing only when you are certain you are ready.

What Problems Can Agile Solve?

While on the surface, “waterfall” seemed like a great idea, in many cases this approach drove software projects into a negative spiral of risk-aversion and paralysis by analysis. Many large projects became mired in endless reviews, processes, and signoffs.

Projects became very lengthy, sometimes lasting years. A habit emerged wherein project managers loaded in every conceivable requirement from the start, because any requirements not included in the initial scope would probably never see the light of day!

So projects became bloated, creating further complications, risks, and extended timescales.

But experienced managers know that business requirements change for all kinds of reasons. Even experts often don’t know what they need until they see it. So perhaps detailed, long-term planning is something of a fallacy—or at least a more flexible, less bureaucratic approach was needed.

What Is Agile and How Does It Help?

In contrast to the waterfall approach, Agile emphasizes delivering value over impressive-looking plans or documents. It emphasizes genuine commitment, teamwork, and collaboration from all those involved in the project, rather than formal signoffs and handoffs.

Agile is thus is a shift from detailed planning towards clarity of vision. At every step, the team knows that the aim is to deliver working software!

Along the way, Agile project managers expect changes and problems. The team must embrace them and make trade-offs, always focusing on delivering value and progressing towards the vision.

So Agile project management consists of a set of methods to:

What Are the Problems with Agile?

Agile is not a panacea. Sometimes it simply replaces one problem with another.

Specifically, companies embarking on Agile projects must accept that plans may not be clear from the outset. And this approach may not be commercially or culturally acceptable.

It can also be the case that the idea of incremental improvements is simply not appropriate. In some cases, there is no value until the project is finished—you cannot live in a half-built house!

For simple or well understood projects, Agile can be an unnecessary encumbrance, creating a meandering journey to the finish line. Sometimes it is best to let the team create a plan, get their heads down, and get it done.

Adopting an Agile Culture

There is a wider point, however, that companies might adopt Agile thinking to other aspects of their work. Many spend time planning things that never happen, creating things that have no value to customers, or indulging in “blame-based management.”

Creating an Agile projects capability can break through these problems, creating a more effective culture of rapid value delivery for a forward-looking 21st century business.

The 12 Agile Principles

The following principles are from the Agile Alliance website. Look them over and see how they may or may not apply to your mid-market business and its current project.

  1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
  2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
  3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  4. Businesspeople and developers must work together daily throughout the project.
  5. Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done.
  6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
  7. Working software is the primary measure of progress.
  8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
  9. Continuous attention to technical excellence and good design enhances agility.
  10. Simplicity – the art of maximizing the amount of work not done – is essential.
  11. The best architectures, requirements, and designs emerge from self-organizing teams.
  12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

At Dekra, we reduced software development to rapid seven-week cycles. Dekra’s Ops Director, Alex Underwood, said “During the period we have been working with Freeman Clarke, we have invested in IT products to bring ever higher levels of value and service to our clients. This has paid off in our market expansion and diversification.”

Why Freeman Clarke?

Freeman Clarke has extensive experience in software development utilizing principles of collaboration, flexibility, and customer satisfaction. If you are a CEO considering how Agile Principles can help your mid-market business – perhaps your teams aren’t communicating well, or you’ve got a stuck bespoke project – Contact Us for a low-pressure chat.

Visit our Technology Roadmap for Growth Knowledge Center which includes all content related to this topic. You may also want to look at our Digital Transformation Knowledge Center.

Diamond Logistics Client Story

Diamond Logistics is thriving. CEO Kate Lester speaks about her passion sharing her company’s success and how Freeman Clarke’s tech expertise has been instrumental for Diamond and its clients.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

Freeman Clarke is the largest and most experienced team of part-time (we call it “fractional”) CIOs and CTOs. We work exclusively with ambitious organizations and we frequently help our clients to use technology to beat their competition.

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Graeme Freeman
Co-Founder and Director

Subscribe to our Business Insights

Plain English board-level briefings focused on technology strategies to deliver competitive advantage and business success.

* Please enter an email address
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You can unsubscribe at any time.

Thank you.

You’ll now receive regular expert business insights.

Call us on 0203 020 1864 with any questions.