BACKGROUND
A multi-million-pound professional services firm was poised for transformation. Investors saw an opportunity to use technology to drive scale, unlock efficiencies, and expand into new markets. However, our Tech Due Diligence (Tech DD) uncovered a critical disconnect:
- Technology was seen as a cost centre, not a growth enabler.
- The leadership lacked a strategic vision for leveraging technology.
- Existing tech investments were focused on maintenance, not innovation.
For the investment thesis to succeed, technology had to shift from an operational necessity to a core driver of competitive advantage.
IDENTIFYING THE CHALLENGE
On paper, the firm’s technology stack was well-managed, secure, and cost-effective—traits often seen as positives. However, this “success” masked a major limitation:
- The tech team operated on a low budget, prioritising stability over innovation.
- No scalable digital strategy existed to drive new revenue streams.
- Leadership was unaware of how technology could fuel expansion.
To unlock growth, we needed to shift the leadership’s perspective—helping them see technology not just as an operational tool, but as a vehicle for value creation.
CREATING THE CHANGE
Our approach went beyond a traditional Tech DD, driving a fundamental mindset shift:
- Strategic Benchmarking – We demonstrated how competitors were using technology to scale faster, increase margins, and differentiate. This helped leadership visualise new possibilities.
- Executive Coaching & Change Management – Leadership and the technology team received targeted coaching to break free from legacy thinking and align with the investor’s vision.
- Fractional CIO Engagement – We introduced an interim Fractional CIO to bridge the gap, ensuring technology leadership could effectively drive the transformation.
- Investment-Aligned Roadmap – We developed a clear, staged roadmap linking technology investments to EBITDA growth, making the case for capital allocation and execution priorities.
RESULTS
By aligning technology with commercial objectives, we turned a risk into an opportunity:
- Scalable Tech Infrastructure: The roadmap laid the foundation for expansion and automation.
- Leadership Buy-In: The executive team embraced technology as a profit centre, not a cost centre.
- Stronger Investment Thesis: Technology-driven efficiency and market expansion opportunities were directly tied to investment returns.
