Managing Director
Chief Executive
Sets the firm's direction and remains personally accountable for the largest programmes. Spends a fixed share of each week on client engagements rather than internally.
- Strategy
- Key accounts
- Governance
Leadership
The people who are accountable for the work.
A leadership team that still delivers — every person here carries client engagements alongside their firm-wide responsibility.
18 yrs
Average experience
9
Leadership team
6
Practice areas
100%
Client-facing
Leadership team
Who does what
If your engagement runs into trouble, one of these people will be in the room.
Chief Technology Officer
Technology & Architecture
Owns the firm's technical direction and the standard every engagement is held to. Chairs the architecture review board and the technology radar.
- Architecture
- Tech radar
- Engineering standards
Director of Delivery
Programme Delivery
Accountable for every engagement landing on time and to the agreed quality bar, including the ones that go wrong. Runs the post-mortem process.
- Delivery assurance
- Post-mortems
- Resourcing
Head of Cloud
Cloud & Platform Practice
Leads migration, landing zone, and platform engineering work across AWS, Azure, and GCP, including the FinOps practice.
- Cloud architecture
- Platform engineering
- FinOps
Head of Security
Cyber Security Practice
Runs assessment, architecture, and detection engineering. Sets the standard that every engagement's security gate is measured against.
- Zero Trust
- Detection engineering
- Compliance
Head of Data & AI
Data & AI Practice
Leads data platform and applied AI work, with a particular focus on the governance that determines whether models reach production at all.
- Data platforms
- Applied AI
- Governance
Head of People
People & Capability
Responsible for hiring, capability development, and the internal engineering progression framework.
- Hiring
- Capability
- Progression
Finance Director
Finance & Commercial
Owns commercial structure and pricing, including the fixed-price model and the way scope changes are handled contractually.
- Commercial
- Pricing
- Risk
Head of Industries
Sector Practice
Coordinates the sector specialists across financial services, healthcare, manufacturing, and public sector engagements.
- Sector expertise
- Regulatory
- Client advisory
How we lead
Four commitments we are held to
These are the things clients tell us make the difference, so they are the things we protect.
Leaders stay on engagements
Everyone on this page carries client work. A leadership team that has stopped delivering loses the ability to judge what is actually achievable.
Bad news travels fast
Problems are escalated the week they appear, not the month before a deadline. Sponsors hear it from us before they hear it from their own team.
We say no to work
If we are not the right team, or the timeline is not achievable, we say so and lose the work. That is what makes our estimates worth anything.
Decisions are written down
Architecture and commercial decisions come with recorded reasoning, so the choice can be revisited later by people who were not in the room.
Accountability
Who is on the hook for what
Published with response times, because an escalation path you only discover during a problem is not an escalation path.
| Role | Accountable for | You will meet them | Escalation reaches them in |
|---|---|---|---|
| Engagement leadYour main contact | Scope, delivery and the commercial relationship | From the first call, and throughout | Same day |
| Practice lead | Technical standards and staffing for the practice | At architecture review and at each phase gate | One business day |
| Principal engineer | Architecture decisions that outlive the engagement | During design, and whenever a decision is contested | One business day |
| Delivery director | Cross-practice programmes and delivery risk | On programmes spanning more than one practice | Two business days |
| Managing partner | The relationship, and anything the above cannot resolve | At contract, and at any point you ask | Two business days |
Engagement lead
Your main contact- Accountable for
- Scope, delivery and the commercial relationship
- You will meet them
- From the first call, and throughout
- Escalation reaches them in
- Same day
Practice lead
- Accountable for
- Technical standards and staffing for the practice
- You will meet them
- At architecture review and at each phase gate
- Escalation reaches them in
- One business day
Principal engineer
- Accountable for
- Architecture decisions that outlive the engagement
- You will meet them
- During design, and whenever a decision is contested
- Escalation reaches them in
- One business day
Delivery director
- Accountable for
- Cross-practice programmes and delivery risk
- You will meet them
- On programmes spanning more than one practice
- Escalation reaches them in
- Two business days
Managing partner
- Accountable for
- The relationship, and anything the above cannot resolve
- You will meet them
- At contract, and at any point you ask
- Escalation reaches them in
- Two business days
How we lead
Three commitments the leadership team is measured on
Continuity
The person who scoped it is still there when it ships
The most common complaint about consultancies is that the senior people in the pitch are never seen again. Our engagement leads stay on the engagement, and if one has to change we tell you why before it happens rather than in a status report.
- Engagement lead named in the proposal and on the delivery
- Changes to key people flagged in advance, with reasoning
- No pyramid staffing behind a senior-led pitch
- The same reviewer sees your architecture from start to finish
Escalation
A path that reaches a decision-maker, not a queue
Escalation is only meaningful if it reaches someone who can change the plan. Ours is published with response times, and it ends at a partner rather than at an account manager who has to ask.
- Published response times at each level
- Escalation ends at a partner with authority to act
- No requirement to go through commercial first
- Raising a problem is never treated as a relationship issue
Candour
Told early, including when it is our fault
Bad news does not improve with age. Leadership here is measured partly on whether problems surface while they are still cheap to fix, which requires that nobody is punished for raising one.
- Slippage reported at the point it becomes likely, not certain
- Our own mistakes named as ours in the review
- Estimates revised in the open with a stated confidence range
- Post-incident reviews shared with the client, not summarised
Questions
What clients ask about who they will be working with
Mostly the pitch-team question, which is a fair one to lead with.
Who you deal with
Will the people in the pitch be the people on the work?
Yes. The engagement lead named in the proposal is the engagement lead on delivery, and the principal who reviews your architecture during scoping is the one who reviews it during the build. If someone genuinely has to change — illness, someone leaving — we tell you before it happens and introduce their replacement properly.
What happens if we are unhappy with delivery?
Raise it with the engagement lead first, and if that does not resolve it the path above is published with response times and ends at a partner. We would much rather have an uncomfortable conversation in month two than a contract dispute in month nine, and nobody here treats a client raising a problem as a relationship difficulty.
How large is the leadership team relative to the firm?
Nine people across thirty-seven engineers, which is deliberately top-heavy for a firm this size. It is the mechanism that makes the continuity commitment above affordable — senior people deliver here rather than only selling, and that only works if there are enough of them.
Want to meet the team?
Ask for whoever leads the practice relevant to your problem. You will get them, not an account manager.