A Chief Information Security Officer is a senior-level executive responsible for protecting your data and intellectual property and your information systems and processes. They understand your business strategy, your legal and market requirements, and your business’s risk appetite, and they ensure that these are all met.
They are also responsible for planning and implementing a business’s IT security strategy, to make security decisions, to assess risk, and to keep the Board apprised of risk and risk management.
More broadly, they provide leadership and management throughout the business at an IT, process, and cultural level.
The fact is that security has become an enormous concern in our lives, and we need to keep our eyes open.
In a business the problem is magnified ten- or a hundred-fold. Aside from email and phone scams, which target businesses as well as individuals, there is a security risk every time your business hires a new employee or vendor, inks a new contract, connects your network to a new device, outsources any task, even makes a simple financial transaction. The risk is bigger when you take on investors or merge with or acquire another company.
This is why many companies hire a CISO. This is not the person who will help your company streamline its systems and processes or guide it through an ERP project. Nor is it the person who will setup the firewalls or install anti-virus software. Instead, a CISO is a strategic hire to put security at the heart of your business systems and processes.
CISOs become especially valuable as businesses become larger and more established. The job of security and risk management will simply become too big for the CIO or CTO. Another way to look at it is that the CISO frees up the CIO to implement the IT and technology that will help the business grow.
Why does it need to be someone on the Board? Because security is not simply a matter of clever tech. Many of the highest-profile hacks have affected companies with highly expert teams and the most sophisticated security technology. Good security requires a commercially minded leader who fully understands the detailed technical issues rather than just a technical expert.
A serious security lapse could cause your business catastrophic financial and reputational damage. A minor security lapse will cost you time and money. Any kind of lapse may have legal implications, resulting in lawsuits and fines.
On the other hand, addressing security concerns can provide a marketing advantage. In many industries, companies select suppliers who have impressive cyber security and compliance certifications. Thus, having a credible leader like a CISO enables you to gain new clients, or secure funding, or generally raise your business’s profile.
CISOs are highly specialized and in-demand, so they command high salaries. Many mid-market businesses simply can’t afford to pay another executive’s full salary. Or they may be in an in-between stage where the security concerns are too time-consuming for a CIO but don’t yet merit a full-time salary. That’s why we often suggest a ‘fractional’ or part-time CISO.
If you have questions about CISOs, or any other aspect of IT and technology, feel free to get in touch. We’re always up for a no-strings conversation about cyber security or any other aspect of running a mid-market business.
An Enterprise Resource Planning (ERP) project is when you integrate all your company’s core processes into a single system—finance, HR, manufacturing, supply chain, services, procurement, whatever else you need to run your business, back-end and front.
ERP can transform your company. When it’s done right, a new ERP system will deliver savings, service improvements, better compliance, and provide a sound platform for digital expansion and future growth.
5 steps to ERP implementation
ERP projects are large and expensive undertakings. They are a major exercise for the entire organization. So before you start your ERP journey, have a look at our 5 steps to implementing an ERP.
But ERP projects are large and expensive undertakings. They are a major exercise for the entire organization and will consume the attention of all key staff and leaders for months. So before you start your ERP journey, have a look at our 5 steps to implementing an ERP.
Many ERP projects derail because the company never worked out the key priorities. When the inevitable glitches arrive, they don’t know where to compromise. So, your very first step must be an honest boardroom discussion about business objectives.
What are the outcomes that you’re looking for? Some examples:
• Redeploy four FTEs by avoiding any rekeying between the ERP and website • Eliminate orders from customers on credit stop by eliminating the lag between finance and order processing • Integrate with a new customer’s ordering systems within about two weeks of contract signing
Of course, your own needs will likely differ. Just notice that the objectives above are (a) measurable and (b) can be readily assigned a monetary value. An ERP project typically has twenty or more such key objectives, and it’s crucial that the board have consensus on each of them. Because then there will be far less room for argument when the road gets bumpy. And later you’ll be able to point back to your requirements document and show that it was all there in black and white from the start, avoiding disputes internally and with suppliers.
2. Assign clear ownership of the project.
Too often ERP projects are run by a gaggle of people with vague roles. Instead, the CEO must absolutely appoint someone with the necessary technical know-how, business experience, people skills, and leadership qualities to run a complex project. (We would, of course, suggest one of our fractional IT leaders join your team.)
The CEO and this leader must then be clear on who is accountable for which aspects of the project. These people must have the space to do their jobs—avoid interrupting them with day-to-day issues so they can genuinely focus on the ERP project.
This can be uncomfortable for mid-market companies with ingrained ways of working. But a combination of flexibility and accountability is critical to success—plus you can see it as opportunity to develop people for the long-term.
To continue reading, download the article above.
Visit our ERP and Integration Issues Knowledge Centre, which includes all content related to this topic.
Freeman Clarke is the largest and most experienced team of part-time, or fractional, IT leaders. We work exclusively with organizations looking to use IT to grow their business. To find out more about how we could add value to your business, get in touch..
Do you actually need an ERP project?
An Enterprise Resource Planning (ERP) project is when you integrate all your company’s core processes into a single system—finance, HR, manufacturing, supply chain, services, procurement, whatever else you need to run your business, back-end and front.
ERP can be a launching pad for transformative growth. When it’s done right, customers are happier, employees are freed from menial tasks, and all the separate parts of your business have access to the same information in real-time. ERP becomes a launching-pad to transformative growth.
Do you actually need an ERP project?
ERP can be a launching pad for transformative growth. When it’s done right, customers are happier, employees are freed from menial tasks, and all the separate parts of your business have access to the same information in real-time.
When ERP is done wrong, it gets very expensive, not to mention causing more of the stress and frustration you were hoping to squelch by implementing the project.
So before you start pouring precious time and resources into a complicated project, ask yourself if it’s even necessary. If any of the following issues keep popping up, it’s time to get started.
Your existing solution has serious support problems.
Are you having frequent disputes with your suppliers? Are existing products no longer supported? Multiple suppliers and support problems are a strong indication you need ERP.
You’re driven to distraction by rekeying, data issues, and workarounds.
Every business has its workarounds, yet yours have become a serious problem. You’re wasting money on staff who merely help you get through the day, rather than serve your customers.
Back-office systems are hindering your marketing plans.
You and your CMO have some great new ideas, but back-office solutions have become the barrier to progress.
To continue reading, download the article above.
Visit our ERP and Integration Issues Knowledge Centre, which includes all content related to this topic.
Top 4 benefits of hiring a digital strategy consultant
Many companies wonder what are the benefits of using a digital strategy consultant, a role often fulfilled by an experienced CIO or CTO. We see 4 specific areas where digital strategy consultants bring advantages over internal staff or other experts.
Broader experience
Digital strategy consultants will typically be working with a wider range of businesses, in both your sector and in adjacent sectors.
For most companies, strategic reviews are relatively rare, whereas for consultants this is bread and butter and they are able to bring a wide range of recent experiences to bear.
It’s important to have experiences from the same sector, but we would also point to extremely valuable experiences from adjacent or entirely different sectors. For example, B2C e-commerce has seen major innovations in recent years that have shifted people’s expectations and these are now being reflected in changes in B2B e-commerce.
Methodology
Corralling a management team through a strategic review process can be a difficult challenge in itself.
Part of the challenge is to present a simple, sensible and appropriate methodology that the leadership is confident with. Digital strategy consultants are able to refer to a range of methodologies and established practices that they have used many times and are able to confidently follow.
The consultant’s confidence in the methodology can create momentum and enthusiasm that is transformational in itself.
Impartial
Impartiality has a number of different aspects. Of course, it includes being distant from the internal politics and the competing objectives of different leaders within the organisation. It also means not being tied to particular solution vendors and other external teams.
The best digital strategy consultants are able to work through internal battles and to recommend what is right for the organisation rather than receiving commissions or other incentives to sell particular products.
Access to wider network / other outside experts
Digital strategy consultants are often able to access other networks of experts and advisors. These include specific functional experts as well as companies who can implement their recommendations.
This is obviously useful in itself but also means that they can check the achievability of their recommendations during their consultancy intervention. They can, for example, create a vision to match a budget rather than working in a vacuum, and they can ensure that further partners are lined up to deliver the vision rather than just creating a “white elephant”.
Freeman Clarke often leads digital strategy creation and acts as a consultancy. We have unparalleled experience of devising, leading and implementing digital transformations for mid-market businesses. We bring broader experience, methodologies, impartiality and access to a wider network.
For more non-technical advice, visit our Technology Roadmap for Growth Knowledge Centre, which includes all content related to this topic.
Your business should have a CIO because the right CIO will align your IT strategy to support your business strategy and goals. They will look beyond the day-to-day to ensure that IT not only keeps the business running smoothly but that it also drives growth. A CIO will also smooth out integration issues and take ownership of transformational projects like an ERP and cyber-security.
How can a Fractional CIO help reduce business costs?
Many mid-market businesses need a CIO, but they may not have the resources or the need for someone full-time. This is where a fractional CIO comes in: ‘fractional’ simply means part-time, because they work for have a portfolio of other companies as well. A fractional CIO is still a Board member, making high-level decisions in the best interests of your company — streamlining and improving IT processes to keep costs down, managing teams and suppliers, negotiating with suppliers when necessary. But as the fractional CIO only spends a portion of their time with your business, salary and benefit expenses are reduced. A fractional CIO, therefore, allows your business to have financial flexibility, to keep overheads reasonable and to spend in other areas that need addressing.
How much does a Fractional CIO cost?
Full-time CIOs are expensive – according to recent surveys, up to £250,000 per year in salary alone. Of course, the experience of the CIO and where they work will affect the salary, but a full-time CIO will never come cheap. A fractional CIO, however, can be a great option because it costs a fraction of the full salary, whilst providing the services your business needs to grow. To get an idea of how much a fractional CIO may cost your company, contact us at Freeman Clarke.
‘We were looking to tap into the experience of a successful IT leader who is as comfortable having a discussion on business strategy as they are discussing IT operations, innovation and digital disruption. Freeman Clarke provided us with the perfect individual to be our CIO. He quickly connected with our high-energy culture and international footprint and helped to get colleagues excited about the possibilities of change.’ Nicola Stott, Global Managing Director, Exigent.
For more non-technical advice, visit our Technology Roadmap for Growth Knowledge Centre, which includes all content related to this topic.
What does a Fractional CIO do?
CIO stands for ‘Chief Information Officer.’ It’s a Board-level position responsible for technology, staff, and suppliers. CIOs also oversee systems, processes, and data reporting. The term ‘fractional’ in ‘fractional CIO’ simply means ‘part-time’ (ie they work for a portfolio of 2 or 3 other companies)
Driving transformational projects such as integration, automation, and ERP
Business improvements
Cybersecurity and risk management
Why should your business have a Fractional CIO?
CIOs command high salaries due to their decades of expertise in IT and technology. A fractional CIO means that your business gets the support and innovation it needs at a competitive, sustainable price. In addition, they bring in external skills, experiences and different perspectives that internal staff rarely see.
Freeman Clarke CIOs align IT solutions to business objectives, ensuring focus and cooperation across teams and departments. In addition, our CIOs are expert strategic thinkers, guiding your business through all the necessary changes to meet well-defined commercial goals.
Due to our stringent standards, only 1% of our initial candidates become part of our team. So you can be confident that your fractional CIO has the highest technical and commercial expertise, adding benefit to your business from Day One.
What does a Fractional CIO do and how can they help your business?
Fractional CIOs ensure that the IT and technology of your business support your goals. They ensure that systems are well-integrated and that processes are efficient. Fractional CIOs take ownership of the day-to-day IT and technology, including risk management and cyber security.
Fractional CIOswill also drive transformational projects, such as automation or a new ERP system, or a complete digital transformation.
The overall goal is to create an IT and technology environment that is flexible and adaptable and provides a platform for growth. A fractional CIO will also lead teams through the inevitable business challenges and strategic obstacles — our CIOs have guided businesses through extremely challenging transformational events like COVID-19 and Brexit.
Fractional CIOs are accountable for technology, teams and suppliers
Fractional CIOs have a crucial role in a business in that they have ownership of virtually every aspect of its IT and technology, including hardware and software and how staff uses the technology. They supervise the technology-related teams, taking responsibility for day-to-day operations as well as the delivery of longer-term projects.
An important part of the fractional CIO’s role is that they are accountable for suppliers. They foster sound, productive long-term relationships and ensure that all contracts and deliverables make sense for the business and will renegotiate or replace suppliers when necessary.
Fractional CIOs drive integration, automation and transformational projects including ERP and online
A fractional CIO’s role should be transformational. Their impact should be felt positively throughout the business. The transformation could simply be a matter of making improvements in existing technology, such as improving integration — ensuring that systems communicate with a minimum of problems. Another way to make an impact is through automation: a fractional CIO will see where automation is possible and if it makes sense for the company.
A fractional CIO is responsible for larger transformational projects as well, including an ERP if needed, or when necessary deep changes and upgrades to digital platforms. This will often require changes to process, organisation and culture, and a fractional CIO will take a leading role in these changes.
Fractional CIOs align IT with business strategy
Fractional CIOs are responsible for aligning the IT to the business strategy. This may mean helping to clarify the business goals first before making changes to IT and technology. Once the goals are clear, the CIO’s role is to help the business achieve its commercial goals, so they will make all IT decisions in that light.
Fractional CIOs improve systems and digital usage within a business, transforming profits
A fractional CIO looks to make improvements in how staff uses the systems and indeed all the technology. For example, systems may actually be working well, but employees have never been properly trained in their usage, leading to wasted time and money. A fractional CIO takes a hard look at how staff interacts with technology in order to exploit it to the fullest.
‘Freeman Clarke have made IT a strategic enabler, aligned with our business strategy. Our systems now provide much greater support for our staff, reducing wasted time, costs, and problems. The culture and practices within our IT team have changed radically, and they are now a critical contributor to our success.’ Mike Yiannis, Hydrock’s Chief Financial Officer, Hydrock.
For more non-technical advice, visit our Technology Roadmap for Growth Knowledge Centre, which includes all content related to this topic.
The three-step strategy for hybrid working
The pandemic took us all by surprise, but we’ve had our eyes on hybrid working for some time.
In 2018, we wrote a CEO’s Briefing on Working from Home, prompted by the first sustained decline in UK railways’ season-ticket sales in its entire 150-year history. Urbanization and commuting remain established ‘mega trends’ across the world, but there were signs in both the US and UK that office working was on the wane.
Of course, with the pandemic, this gradual trend became a sudden flip. And what a flip: a US surveyfrom late 2020 reported that the jump in remote-working was from 20% to 71%.
For many companies, there was a mass evacuation from the office conducted with little time to plan, and even less time for a strategy. Nevertheless, during the months that followed, people and companies adapted to new ways of working and found ways to cope.
Unlike the rapid flip required by the pandemic, this time there is scope to plan and strategise.
As the pandemic eases, many companies are looking again at office working, home-working and hybrid arrangements. Unlike the rapid flip required by the pandemic, this time there is scope to plan and enact a thought-through strategy.
We propose that your approach should be based on the following steps.
1. Strategise.
Remind your senior leaders of your business objectives and how your business stands out in the market. What makes it special in terms of customers and value? This should drive planning for you and other decision-makers in your organisation.
For example, if your market is highly commoditised, then of course this is an opportunity to look at offshoring further roles to lower costs (or to automate more roles and eliminate some costs altogether).
If your business thrives on creativity, however, we recommend that you bring your people together, because thereis no substitute for the spark of brilliant people, in a room, face-to-face.
If you are competing to recruit rare talent, then perhaps home or hybrid working allows you to recruit more easily — to cast the net wider and to offer a better package than your competitors.
If you emphasise great service, then think about what your customers want, rather than what you want.
2. Segment.
Your plans for home, office or hybrid working should be rooted in the role profiles within your company. Not all office jobs have the same profile and needs; what makes sense for a credit control clerk may not make sense for a product designer.
Consider your roles in terms of:
The frequency, complexity, and ambiguity of their interactions with other people,
Their need for supervision or help,
And, of course, their access to suitable home-working facilities and/or their need for specialist office equipment.
Your adoption of home, office or hybrid working should be based on the needs of the role rather than the department or seniority.
3. Optimise.
It’s easy to do hybrid working badly. Meetings where half the team are in the office and half are remote can easily leave the remote workers feeling excluded. Getting the best from all your people requires more deliberate communications and inclusion; even more clarity on roles, processes, and controls; and investment in technology that supports hybrid working patterns.
In particular:
Hybrid working must be part of the culture of the company. People need to see how the hybrid way of working has become part of the day-to-day and feel that they are still part of the company even if they’re rarely in the office. This is particularly important for engaging new starters.
Set clear expectations of how work gets done, for instance defining when their physical presence is expected. Perhaps it’s okay to attend company-wide meetings on video, but weekly departmental meetings should be in person.
Go overboard with communication: send out information on all channels, engaging everyone at all levels, and encouraging them to take part.
Recognise that not everyone has a great working environment at home. Whereas senior staff can use the spare annex, junior staff may have to work from their bedroom.
Need help with your hybrid working strategy? Get in touch.
One of our colleagues remarked that the pandemic was the first time that communication with his offshore providers had worked properly, because they were equals in video meetings rather than side-lined. This anecdote shows how easily we can get it wrong and lose so much of what people have to offer.
But when done right, hybrid working offers the opportunity to attract the best, to lower costs, and to reduce the impact on the environment. We have a unique opportunity right now to improve service to our customers and increase productivity and job satisfaction. Let’s make the most of it.
An IT Director supervises technology, teams and suppliers. They focus on delivery of IT services to support and improve a company.
What is the salary for IT directors in the UK?
Surveys by recruitment companies indicate an IT Director salary can be up to £150,000 per year. The salary of an IT Director will vary by the experience of the candidate, but where they work also matters. IT Director salaries in the London area tend to be the highest, but CTOs can certainly earn high salaries in other cities across the UK.
With all these factors – experience, geography, the quality of the candidate and the needs of the business – it can be complicated to assess an IT Director’s salary.
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 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.)
If you have questions about the role of the IT Director and their salary, we can help. We interview, screen, select and develop more Board-level IT leaders than any other organisation. 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 ‘CTO as a service’?
‘CTO as a service’ means getting valuable advice from a Chief Technology Officer (CTO) as you need it without having to bear ongoing costs. We live in an era where everything is available as 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 highly sought after 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 which is very 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. Put bluntly, if you can fix a problem with a phone call, it’s not something that requires a high-quality CTO.
To achieve real, market-leading success, you need a clear vision, strong leadership, and expert judgements. There must be communication and action over an extended period.
Technology alone rarely delivers value. The greatest challenge is to make organisations and business work together with IT. It isn’t practical to expect a remote, disconnected ‘service CTO’ to deliver this value.
‘CTO as a service’ compared to 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 technology initiatives and decision-making.
The best CTOs bring a cogent commercial and technical vision for how IT 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.
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 CIO’s 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 Board-level leader whose remit encompasses all aspects of IT, including systems, processes, organization, and governance.
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 digital programmes. And they must know how to make technology and people work successfully to achieve commercial aims. 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, in order 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?
Naturally, 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 very externally focused, ensuring, for example, that everyone on the Board 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-class CIO.
How does a CIO impact businesses of different sizes?
Systems and technology are at the heart of any modern business, so the role of the CIO is crucial regardless of its size.
In larger organisations, 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 organisations, the CIO ensures that commercial 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 centre 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 within our timescales, with no drama and delivered us exactly what we needed. Fantastic.’
Freeman Clarke CIOs work on a fractional, or part-time model. This provides a business with first-class technology 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 technology to drive growth. But they are also suited to the culture and reality of mid-market business.
Whatever the remit, our CIOs 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.
Subscribe to our Business Insights
Plain English board-level briefings focused on technology strategies to deliver competitive advantage and business success.
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.
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.
You can unsubscribe at any time.
Thank you.
You’ll now receive regular expert business insights.
