Advice and delivery
Four lines, one method.
We work with leadership teams on the technology, on what owning it costs, and on the people who have to make it move. Every engagement opens with one measurement and closes when what was decided is actually running. From one end to the other, neither the method nor the name answering for it changes.
The lines
Four ways in, and they meet in the same place.
Digital and AI transformationThe flagship line Strategy and delivery for companies that want technology to change the result, not only the bill.
- Digital and AI strategy with a roadmap
- Where AI is worth the money, ranked
- AI agents: design, build, operate
- Search across your own documents, and assistants that use them
- Process digitisation and intelligent automation
- Data foundations and business intelligence
- Customer channels and digital products
- Getting it adopted, and training the people who will run it
- AI governance and EU AI Act readiness
- Private AI infrastructure, run by us or by you
- Fractional Chief Digital Officer
Where it starts: the digital maturity diagnostic, two to three weeks at a fixed price.
Technology strategy and board advisoryFor decisions that are not easily undone Where the technology should go, what it should cost, and who carries it, when the choice is paid for over years.
- Technology strategy and investment roadmap
- Enterprise architecture and the exit from inherited systems
- Cloud strategy, and bringing the cloud bill down
- NIS2 readiness, at the level the board answers for
- Fractional Chief Technology Officer, or Chief Information Officer
- Independent oversight on your side of a large vendor programme
Where it starts: a fixed-price, fixed-length assessment of where you stand.
Ways of working and engineering effectivenessFor how the work actually flows A product operating model, teams that understand one another, and numbers where belief used to be.
- Product operating model and team topology
- A per-team approach, coached in place
- Engineering effectiveness, measured: DORA, SPACE, DX Core 4
- Delivery governance, objectives and portfolio management
- Ways of working alongside AI tooling, without letting the quality slip
Where it starts: a maturity assessment of two or three teams.
Independent assessment and vendor oversightThe independent line The large firms hold alliances with the vendors they advise you to choose. We hold none, and that is the whole difference.
- Technology due diligence for investors and acquirers
- Vendor selection and tender preparation
- Licence and contract optimisation
- IT audit and information risk review
Where it starts: a short senior review at a fixed price.
The method
MERIDIAN
One movement sits under every engagement, whichever line it comes from. We show it. You should be able to see where each phase ends and what you are holding when it does. The gold thread on every page here is that movement drawn to scale.
We take no commission from a vendor. Ever.
If we recommend a product, the only thing the recommendation earns us is a decision that works. That is also how we are free to tell you when you do not need something.
The edges
What we do not do.
- We do not staff large enterprise-system rollouts. When somebody else runs one, we sit on your side of the table.
- We do not run a round-the-clock security centre. Our advice is at governance level, and the night watch belongs to people who do it for a living.
- We do not rent out people by the head. What we sell is an outcome, not hours inside somebody else’s team.
- We do not run penetration tests. Partners do that, which keeps us independent of the result.
The beginning
Start with the measurement.
Tell us in a few sentences what is not working. A person answers, and what comes back first is questions.