Strategy & Innovation
Technology decisions are operational decisions. We make them with you: where the spend goes, how the operation runs on it, and what it returns.
For operators in mining, energy, marine, nuclear and defence.
The next ten years of heavy industry will be defined by the leaders who execute digital transformation and AI well. The advantage will not go to whoever buys the most technology. It goes to whoever makes technology decisions as operational decisions: sequenced like a mine plan, governed like capital, run like a plant.
Technology in heavy industry exists to do four things.
Our guiding principle: if a piece of work does not pull at least one of these levers, we will tell you not to buy it.
Increase value
Production, throughput, and new revenue from what you already know.
Reduce expense
Unit cost down, duplication out, spend tied to return.
Control risk
Safety, security, compliance, and programs that do not surprise the board.
Manage assets
Decades-long assets, and the systems and data that run them, kept fit for purpose.
Technology strategy & digital foundations
The legacy estate got you here. It will not get you through the next decade.
We set where the technology spend goes and why: a strategy that moves you from legacy systems to platforms that fit the life of your operation. Foundations you can scale when the business grows, and exit cleanly when it changes. Sequenced into a roadmap the board can fund and the site can run.
Capability & maturity assessment
You cannot plan the next investment from an aspirational view of the current one.
An honest, evidence-based read of where your technology, data and delivery capability actually stand. Fixed price, weeks not months, findings you can act on. Investment then starts from reality, not from the org chart's version of it.
Technology operating model
The function that ran yesterday's systems will not carry tomorrow's demand.
We design how the technology function runs for scale, growth and change: structure, sourcing, decision rights and ways of working. The aim is blunt: more output from the function you have, without adding headcount.
Technology governance & data strategy
AI is only as defensible as the data and governance underneath it.
Decision rights and investment governance that make technology spend accountable, and a data strategy that makes AI and analytics possible and defensible to the board. We meet you at your maturity: some operations need integration plumbing before intelligence, and we will say so.
Product management & market engagement
Your operators know things the market would pay for.
For industrial businesses productising what they know: what to build, how it reaches market, and how it earns revenue. Product discipline applied with operator judgment, from the first customer conversation to a working commercial model.
Post-merger IT integration & divestiture
The deal is signed. Now two technology estates have to become one, without stopping either operation.
We carve technology in or out through M&A: integration and separation plans, day-one readiness, and the delivery leadership to land them. Zero production loss on a live cutover is the standard we plan to, not the stretch goal.
