A picture of what exists
Applications, workflows, licences, supplier contracts and every place where a figure is retyped by hand from one program into another. We build it from interviews and from reading configurations over a remote connection.
Service · IT consulting and audit
Digital strategy
The warning sign tends to look like this: the IT bill swells from one quarter to the next and nobody can say what the company gets for it. Alongside that sit deadlines nothing will postpone, electronic invoicing among them, and perfectly real ambitions coming from the top of the house: a second warehouse, a subsidiary abroad, a product line sold online. We gather all of it into one roadmap that says what to start now, what can wait a year and what is better dropped without regret. Everything is done remotely, through interviews and video workshops.
Remote
interviews and workshops over video
One to three years
span of the roadmap
Budget
split stage by stage
Document
readable by the management team
Where this service reaches
We begin with whatever keeps the company alive rather than with technology. Tools are picked only once it is settled what has to change and why.
What the departments say
We ask the sales people, the accounts office, the workshop and the directors what slows them down each day. Their answers rarely match the view held by whoever looks after IT.
Where the money goes
Microsoft 365 licences, SaaS subscriptions, consumption at OVHcloud or Scaleway, days billed by outside contractors. We separate spending that produces a result from spending that carries on out of habit.
Obligations ahead
Electronic invoicing and the Factur-X format, GDPR and the record of processing, whether NIS2 reaches your activity, security demands placed on you by your own customers. These enter the plan on page one rather than mid-year.
Priorities with reasons
Every project receives a reading of benefit, cost and risk, and we set out in writing why the order is the one we propose and not another.
Material for a funding file
If you are looking at France 2030 or support from Bpifrance, we prepare the technical part: the baseline, the scope, the timetable. We promise nothing about the money being granted.
Roadmap and walkthrough
A document spanning one to three years, cut into stages with amounts and decision points, written so a company director can choose without an interpreter at their side.
The way an engagement runs
Duration follows the size of the company and the number of departments to meet; it is fixed before we begin. Every exchange happens online.
01
Understand the trade
Revenue model, plans for the next two years and whatever holds growth back today. Technology deliberately stays in second place at this point.
02
Gather the material
A pass over the systems, an inventory of licences and contracts, one-to-one interviews with team leaders.
03
Analysis and costing
We set the daily irritations against the real state of the systems, then estimate what each change returns and what doing nothing costs.
04
Walkthrough
Presentation to management, discussion and corrections. The final version comes back to you as a working document, not a sales brochure.
In many companies a slice of the IT budget no longer buys anything. Seats still invoiced for staff who left a year ago, two tools doing the same job in neighbouring departments, a platform paid for “until later” and never switched on. Tidying that corner often pays for the first stage of the plan without asking for a single extra euro.
Questions and answers
The document will simply be shorter; the questions stay the same: what to buy, in which order and for how much. At that size the subjects are usually the choice of a management tool, tidying up Microsoft 365 and getting ready for electronic invoicing.
The head of each department and the person who commits the spending. A roadmap built only with the IT person will be technically sound and disconnected from what earns the turnover.
No, and we promise no funding. We prepare the technical part: starting position, objective, scope, timetable and cost estimate. Your funding adviser, or you yourself, fills in the remainder of the file.
We write them anyway, including when the cause lies in how work is organised rather than in the software. Uncomfortable at the time, but it stops you committing a budget to a tool that would never have settled the matter.
No. The document is yours and you can execute it with your current supplier, your own team or with us. The amounts rest on market prices, not on our rate card.
Ask for a costed roadmap
Tell us what worries you most: the costs, the pace of change or the risk. We answer with an outline of the engagement and a realistic timescale.
When we are around
Weekdays, 8:00 to 18:00 CET; answers land inside one working day
Weekdays, 8:00 to 18:00 CET; answers land inside one working day
Talking it through
A call on Teams or Google Meet, whenever writing is not enough
A call on Teams or Google Meet, whenever writing is not enough
Message received
An answer follows inside one working day. Report an outage that is stopping people working and it moves ahead of everything else.
- Anything unclear gets asked. Where a figure needs detail we do not have, expect an e-mail or an offer of a short call on Teams or Google Meet.
- A proposal follows. What is covered, the figure in euros excluding VAT, and a start date that will hold. Nothing hides beneath an asterisk.
- Then it is your call. The proposal sits in your inbox for as long as you need. Query any line of it, and decide once you are satisfied.