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Four services.
Each one starts small.

Every engagement opens with a short piece of work at a fixed fee with a defined output, so you can judge how I think before committing to anything larger. What happens next is your decision, and I will have told you in advance what I think it should be.

Enterprise
Project Leadership

For businesses running their own operations.
A business builds expertise in what it does constantly, not in what it does once. Once-a-decade decisions are usually the expensive ones, and you're making this one for the first time, opposite a vendor who's made it hundreds. That asymmetry shows up in the requirements, the demo, and the change requests eighteen months later.

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What I do
I lead the project: requirements, vendor selection, contracts, governance, and delivery, sitting on your side of the table throughout.

Offshore
Delivery Setup

For companies in the UK, the US, and Europe.
Offshore delivery rarely fails on talent. It fails because offshoring transfers the work, not the context, and context is most of the job. Quality drifts quietly, the spec gets more literal each month, and eighteen months in you have a team that does exactly what it's told and nothing more.

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What I do
Build a delivery capability in India that belongs to you. Set it up, hire into it, run it, hand it over once your own people can carry it.

Fractional CTO

and Operations Leadership

For services firms, in India or overseas.
Small businesses run on relationships and memory. It works until growth erodes it, and the people who care most start compensating without being asked. That is not a performance problem. It is a business that outgrew its operating model.

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What I do
Senior technology and operations leadership, at the portion you actually need: strategy, budgets, vendor relationships, hiring, capacity, and the decisions nobody senior enough wants to own.

Services Delivery
Operating System

For services firms, in India or overseas.
A firm of ten does not need an operating model. Past forty, it does, and nothing replaces it. The gap shows up in people, not numbers: the same reliable few absorb it, quarter after quarter, until someone resigns instead of the spreadsheet showing it.

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What I do
Build the operating layer: utilisation, margin visibility, capacity planning, and quality ownership, run by your managers, not by me.

Not sure which?

Most people are not at the start, and the situation rarely arrives in a clean category. Describe what is happening and I will tell you which of the four fits, or that none of them do, which is a fine outcome for both of us.

What this costs

I do not publish a rate card. The honest answer depends on the size of your organisation and the shape of the problem. What I will commit to is how the number reaches you.

Every engagement starts with a fixed fee for a fixed scope

Defined, priced, and agreed before anything begins. No hourly rates against an open-ended brief, no retainers that quietly roll forward. You know what you're buying and what it costs. Once it's delivered, continue or stop.

You'll have an indicative figure within two working days

One conversation is usually enough to size the problem and give a realistic fee range. No discovery process built to qualify you before anyone mentions money. If I'm not the right fit, I'll say so.

Continuing work is priced monthly against agreed days

A defined number of days each month, agreed in advance. Predictable costs, and the flexibility to scale up, scale down, or stop. No hidden commitments.

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