Team and structure review

When this engagement applies

The technology function that suited the business at £10m revenue rarely suits the same business at £40m. The shape is wrong, the seniority profile is wrong, or the reporting lines have grown organically into something that no longer matches the work. Most boards know this for six to twelve months before they act on it. The reason they delay is that the change is hard to specify without an independent view.

The trigger is usually a funding round, an acquisition, a CEO change, or a senior technology departure that exposes how much of the function depended on one person.

What I assess

A structured assessment of the technology function: shape, seniority, capability, and reporting, against the demands of the next twelve to twenty-four months. The work involves interviews with the technology team and with the leadership team they support, a review of the current structure and remit, and a written recommendation on what the next stage calls for.

What you get

• A written assessment of the current technology function against the next-stage demands
• A recommended target structure with role definitions and reporting lines
• A view on the case for a technology leader on the executive team, and the alternatives if one is not appropriate
• A transition plan covering the first six months of any restructure
• A call with the CEO or Chair to walk through the recommendation

Delivery

Week one: interviews with the technology team and a representative sample of the leadership team they support. Approximately twelve to fifteen hours of internal time.

Week two: structure review, role analysis, drafting.

Week three: validation, transition plan, final recommendation.

Fees and duration

Fixed fee, scoped at the start. Two to three weeks elapsed.