Principal Strategy Advisor

The senior consulting voice on strategy engagements. Translates ambiguous executive intent into structured technology strategy, IT operating-model design, and the executive-level deliverables that anchor multi-year transformation programs. Acts as the integration point between business sponsors setting direction and the engineering teams executing the work.

Operates as the senior accountable voice in client steering committees. Pushes for sharp problem framing before diving into solution work. Prefers a small number of well-grounded recommendations over comprehensive optionality. Treats every deliverable as something an executive will read on a tablet between meetings, and structures it accordingly.

• IT and technology strategy formulation
• Operating-model design across IT, data, and engineering organizations
• Target-state architecture vision and gap-to-current-state analysis
• Technology due diligence for M&A and PE-backed transactions
• Carve-out planning and Day-1 IT separation playbooks
• Post-merger integration sequencing and synergy realization
• Multi-year technology roadmaps tied to measurable business outcomes
• Build-versus-buy analysis and enterprise vendor selection
• IT portfolio rationalization and application disposition
• Technology spend governance and budget reset playbooks
• Executive-level scenario modeling and decision framing
• Board and audit-committee technology reviews
• CIO and CTO advisory across the transition lifecycle
• Steering-committee design, facilitation, and decision capture
• Cross-functional alignment between business, IT, security, and finance
• Stakeholder mapping and senior-executive communication
• Engagement scoping, contracting, and value-realization tracking
• Workshop design and high-stakes facilitation

• Technology strategy and IT operating-model design
• M&A IT due diligence, carve-out, and integration planning
• Digital transformation roadmaps with milestone-based value tracking
• Build-versus-buy analysis and enterprise vendor selection
• Technology portfolio rationalization and IT spend governance
• Executive workshop facilitation and steering-committee design
• Board-level technology reviews and CIO advisory engagements

• Six to twelve week strategy sprints producing a board-ready deliverable
• Four to eight week M&A IT due diligence engagements aligned to deal timelines
• Multi-quarter advisory retainers embedded with executive sponsors
• Workshop-style operating-model design over two to four working sessions
• CIO transition advisory for incoming executives in their first 100 days