Making technology a business conversation.

Aligning technology value to business outcomes

Bridging the gap between IT initiatives and business value, ensuring that investments in technology solutions deliver measurable business impact.

Secure executive buy-in and funding - by building clear, compelling business cases and ROI models aligned to strategic priorities.

Accelerate decision-making and adoption - through executive-level value narratives that translate technical solutions into tangible business outcomes.

Optimise investment outcomes - by identifying, quantifying and prioritising the business drivers and improvement opportunities that technology can unlock.

Improve customer success and satisfaction - by ensuring that value is realised post-implementation, not just promised at the point of sale.

Increase operational efficiency and financial returns - by advising on process improvements and operational excellence.

Case studies

  • Digital Product Innovation

    Financial & Property

    Need: Get a stalled product to market and deliver against business objectives.

    Actions: Cost-benefit analysis, ROI assessment, Product-led ops model, Venture-style funding model, Performance measurement and Profit optimisation.

    Result: 5,000 customers in 6 months from £2.9 million initial budget

  • Legacy Modernisation

    Consumer Data Service Provider

    Need: An evidence-based investment case for a complex cloud migration programme.

    Actions: Technology value articulation, Business process efficiency analysis, Cost-benefit assessment, Financial modelling, Business cases and Executive communications.

    Result: Uncovered £39 million incremental revenue and operational efficiency

  • Customer Data Enhancement

    Airline

    Need: Align a data programme with the organisation's business plans. Create an investment case.

    Actions: Technology value articulation, Cost-benefit analysis, Financial modelling (TCO| & ROI), Business case and Executive communications.

    Result: Approval of £11 million funding and business backing

  • Digital Transformation

    Health Insurance

    Need: Present the Board with a value-focused transformation programme plan and business case

    Actions: Discovery workshops, Business process efficiency, Financial modelling (TCO & ROI), Capability analysis, Target operating model and Business case.

    Result: Board approval for a £19.5 million investment and transformation roadmap.

  • Customer Experience

    Wealth Management

    Need: Drive revenue growth by increasing client online investment activity.

    Actions: Value opportunity analysis, Market & customer research, Value proposition development, ROI modelling and Business case.

    Result: 19% uplift in client engagement. 8% increase in average client investment (£)

S E R V I C E S O V E R V I E W

Show me the value

Establish a clear line of sight between technology outputs and their impact on business success

Value Flow Mapping – linkage between initiative’s outcome, business benefits and financial performance

Business Value Cases – for funding approval, ongoing performance assessment and decision-making

Realise the value

Build/improve feedback loops to enable a build-test-learn delivery model to succeed

Measurement Infrastructure – data capture, collation, processing and reporting to analyse value accurately

Assessment Capabilities – validating value contribution to defined business and financial metrics

Align for value sooner

Iterative strategy and budgeting approach for a build-test-learn delivery model

Emergent Strategy Development – executives shape the vision, portfolio teams define solutions, and product teams detail the initiatives

Value-driven Funding – incremental investments conditional upon value delivery from the previous round

Value-driven Governance – value, not activity, progress against spend, business and financial metrics

Value-driven Portfolio Management – the above practices are applied to running a portfolio of initiatives

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ADVICE | INTERIM MANAGEMENT | MENTORING

Aligning technology value to business outcomes

Partnering with sales teams, engineers, marketers and client-side stakeholders across IT, finance and operations to co-create investment cases that secure funding, accelerate decisions and drive meaningful outcomes.

Jamie Feather

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A R T I C L E S

A framework for delivering value
A framework for delivering value

Ask ten people what ‘business value’ means and you’ll likely get ten different answers. Finance teams might think in terms of revenue, cost savings or ROI. Product teams may focus on customer engagement or adoption. Operational leaders might cite improved processes or faster delivery. These interpretations aren’t wrong, they’re just partial. Everyone sees value through their own lens.

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Aligning IT success with business outcomes.
Aligning IT success with business outcomes.

It's easy to get caught up in the buzz around Gen AI, cloud and data analytics. The tech is impressive. The teams are talented. The ambition is real. But if all this doesn't drive business value, it risks becoming just another IT project.

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Show me the value.
Show me the value.

CIOs who successfully communicate the business value of information technology will maintain 60% higher funding levels than their peers who don't (Gartner).

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Make technology a business conversation
Make technology a business conversation

Let’s face it – technology modernisation, AI initiatives and digital innovation aren’t just about technical mastery. If you want funding, support, and sustained investment, you’ve got to make technology a business conversation.

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10 truths for measuring the business value of IT
10 truths for measuring the business value of IT

Questions about the business value of tech often come from senior business executives outside of IT. This can happen at the initial stages of a programme of work or a during execution.

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Aligning Strategy & Execution for maximum value
Aligning Strategy & Execution for maximum value

Many technology initiatives stall or fail to unlock their full potential due to a fundamental misalignment between strategy and execution.

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Emergent Strategy development powers agile technology delivery
Emergent Strategy development powers agile technology delivery

In today's fast-paced business environment, rigid strategies often struggle to keep up with rapid technological advancements and shifting customer expectations. Business leaders must embrace a more flexible, dynamic approach.

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Business case has no place in agile development. Really?
Business case has no place in agile development. Really?

I’ve been told that business cases have no place in agile delivery. The degree of planning and detail required to assemble a business case contradicts agile thinking.

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No feedback loops, no learnings – the iterative build-test-learn process fails to be effective
No feedback loops, no learnings – the iterative build-test-learn process fails to be effective

'You cannot manage what you cannot measure'. Without feedback loops, build-measure-learn becomes guesswork. It undermines the seriousness of continuous improvement.

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