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DIGITAL & AI ADVISORY

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Services

Seven services in three areas: deciding what to do (Direction), preparing and delivering AI (AI) and getting projects live and keeping them on track (Execution). A mandate can combine two or three and each starts with a defined scope and aims to put something useful in your hands in the first weeks.

Direction

Strategy and roadmap

Know where technology and AI create value in your company, what to do first and what to leave alone.

Who needs it. Owners and executives with a list of technology projects and no clear order or a plan that no longer fits the business.

What you get

  • A diagnostic of your systems, data and processes, based on interviews with your team
  • A short list of priorities ranked by impact, feasibility and expected return
  • A roadmap sequenced around quick wins, with owners and decision points
  • An explicit "not now" list

First weeks. A first read of the situation and two or three quick wins your team can start before the roadmap is final.

How it connects. Feeds System selection and AI preparation. Once projects start, Implementation governance keeps the roadmap honest.

System selection

Choose the right ERP, CRM, BI, e-commerce or operations system on your terms, not the vendor's.

Who needs it. Companies replacing or adding a core system, often with vendor demos already booked.

What you get

  • Requirements written from your processes, constraints and growth plans
  • A vendor shortlist and an evaluation grid applied the same way to each
  • Demos and reference checks run against your own scenarios
  • A written recommendation with the trade-offs, risks and total cost to expect

First weeks. Requirements and a shortlist, so demos follow your scenarios instead of the vendor's script.

How it connects. Starts from Strategy and roadmap when one exists. Leads into Implementation support, including choosing and onboarding the integrator.

Fractional CIO

Senior technology leadership on a regular schedule, without a full-time hire.

Who needs it. Companies whose technology decisions have outgrown ad hoc handling but don't justify a full-time CIO.

What you get

  • A seat in management: technology on the agenda, with someone accountable for it
  • Ownership of the roadmap, the technology budget and vendor relationships
  • Direction for your IT staff or managed service provider
  • A regular decision rhythm and reporting to management

First weeks. A review of current projects, contracts and spend, and a short list of decisions to make now.

How it connects. Draws on any of the other services as needed. Can follow a strategy and roadmap mandate.

AI

AI preparation

Know which AI use cases are worth doing, and whether your data and systems are ready, before you spend on a build.

Who needs it. Companies being told to "do something with AI" with no clear starting point.

What you get

  • An inventory of candidate use cases drawn from your operations
  • A readiness check of the data and systems each use case depends on
  • Privacy and risk guardrails, including Quebec Law 25 obligations
  • A ranked short list by impact and feasibility, with what each would take
  • Hands-on AI coaching for leaders and teams: using AI tools in daily work, safely and within Law 25

First weeks. The candidate list and a first readiness read, so weak use cases are dropped early.

How it connects. Preparation comes before building; AI delivery then takes the selected use cases into production. Can be part of a Strategy and roadmap mandate.

AI delivery

Take the first selected use cases from pilot to a tool in production, integrated with your systems and owned by your team.

Who needs it. Companies that have picked a use case and want it running, not just tested.

What you get

  • A delivery plan: scope, success criteria, data and integration needs
  • Coordination of your integrator or internal team from pilot to production
  • A clear decision point between pilot and production
  • Handover: documentation, named owners and what to monitor
  • Small implementations we build ourselves, such as an assistant, an automation or a data pipeline, when bringing in an integrator would be overkill

The method. A narrow first scope, success criteria set before the pilot starts, a formal decision before production and a handover to the people who will run it.

First weeks. A pilot scope and success criteria agreed before any build begins.

How it connects. Delivery is the build and handover, after AI preparation. Implementation governance can oversee it alongside your other projects.

Execution

Implementation support

Hands-on help to get a project live: we do the work alongside your team.

Who needs it. Companies with a decided project (a new system, an AI use case, a process change) and not enough senior people to deliver it.

What you get

  • Project scoping and a realistic plan
  • Integrator selection and onboarding, including the statement of work
  • Working sessions with your team and the vendor to clear blockers
  • Go-live preparation: testing, training and a cutover plan

First weeks. A scoped plan and the first blockers cleared.

How it connects. Support is the doing; governance is the oversight. Large projects often need both; smaller ones usually need support alone.

Implementation governance

Keep a running project on scope, on budget and transparent, without running it yourself.

Who needs it. Companies with a project under way, often led by an integrator, that want a senior check above it.

What you get

  • A steering committee and a decision rhythm
  • Vendor and budget oversight against the contract
  • Risk and benefits tracking, reported to management
  • Go/no-go checkpoints before each major stage

First weeks. A status read of the project and a first steering meeting with clear decisions.

How it connects. Governance is the oversight; support is the doing. Can follow System selection or AI delivery.

For investors

We also work in support of operating partners at private equity firms and their portfolio companies, before and after an acquisition. The questions are the ones every owner faces, with a deadline attached. The method doesn't change: a written scope, quick wins early and a plan the company's own team can carry forward.

  • Technology due diligence before the acquisition

    Systems, data and AI readiness, with the risks and costs to price in before you sign.

  • A 100-day plan after the acquisition

    Quick wins, system selection and implementation governance for the post-acquisition integration.

  • AI readiness and value creation across the portfolio

    A consistent read of where AI creates value in each company, and which use cases to fund first.

  • Interim or fractional CIO

    Senior technology leadership for a portfolio company that doesn't have its own CIO yet, or is hiring one.

Depending on the mandate, we bring in senior specialists and trusted integration partners.

What to check before you sign is covered in this article. A 30-minute call is enough to frame the deal or the first 100 days.

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