Current landscape
Applications, workflows, licensing, vendor agreements and the spots where staff retype data from one program into another. Collected in conversations with staff and by looking at the configuration over a secure connection.
We begin with the way the firm makes its revenue; technology comes later. Specific tools are chosen only once it is clear what needs to change and why.
Applications, workflows, licensing, vendor agreements and the spots where staff retype data from one program into another. Collected in conversations with staff and by looking at the configuration over a secure connection.
We ask sales, accounts, the warehouse and the directors what slows them down day to day. Their answers seldom match what the person running IT believes the problems are.
Microsoft 365 licences, SaaS subscriptions, cloud usage, hours billed by outside consultants. We sort the costs that earn their keep from those that continue purely out of habit.
KSeF and its link to your accounting system, GDPR, possible NIS2 coverage under the amended KSC act, and security demands from your own customers. They go into the plan on day one instead of arriving as a mid-year surprise.
Each initiative is scored for benefit, cost and risk, and we explain in writing why the order is what it is.
If a KPO, FEnIKS or regional programme call is on the table, we help prepare the technical part: the IT baseline, scope and timeline, in a form that transfers easily into an application. We make no promises about funding.
A document covering one to three years, broken into stages with sums and moments where management must choose, so the owner can decide without needing an interpreter.
Duration depends on the size of the firm and the number of departments, and is agreed before we start. Every meeting is held online.
Revenue model, plans for the next two years and whatever currently holds growth back. Technology takes a back seat at this stage.
A look at the systems, a register of licences and contracts, and one-to-one calls with the managers of each team.
Business pain points are set against the state of the systems, and we calculate what each change delivers and what doing nothing costs.
A presentation for management, debate and revisions. The final version reaches you as a working document rather than a glossy brochure.
In many firms some spending buys nothing at all. Seats still paid for staff who quit half a year ago, two apps covering one task in separate teams, a platform purchased “for later” and never switched on. Tidying that up can pay for part of stage one without any fresh budget.
For a small company the plan is shorter, but the questions do not change: what to buy, in which order and for how much. With 25 staff the document is simply shorter. Typical topics are choosing an ERP, tidying up Microsoft 365 and getting ready for KSeF.
The heads of each department plus whoever signs off spending. A roadmap drawn up only with the IT person tends to be technically correct yet detached from what the business actually lives on.
We do not write complete applications and we make no promises about funding. We help prepare the technical part describing the IT investment: current state, objective, scope, timeline and cost estimate. Your funding adviser, or you yourself, then completes the rest of the paperwork.
You will hear them straight, even when the root cause is the way work is organised and not the software. Unwelcome news, perhaps, yet it keeps you from pouring money into a tool that could never have solved the issue.
No. The plan belongs to you, and you can carry it out with your current supplier, your own team or with us. The figures in it are based on market rates, not on our price list.
Let us know what concerns you most: costs, the pace of change or risk. You will get a suggested project outline and a realistic timescale in reply.
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