STRATECH ADVISORY
Every business runs on technology. Senior-led experience that aligns direction and execution. Built for high stakes initiatives where the decision matters as much as the delivery.
DECISION GATE
A senior-led review of your initiative to surface constraints, ownership gaps, hidden dependencies, and failure exposure. We return a board-defensible position — GO, GO with conditions, or NO GO — backed by evidence, findings, and explicit conditions.
HOW WE DELIVER
We partner with leadership teams when the stakes are high and execution must hold in practice.
We shape the underlying architecture, define the operating model, and coordinate delivery through your teams and selected partners until outcomes are self-sustaining.
Client-owned. Execution-governed. Built to last.
Deliverables are shaped to your context, constraints, and the decision being supported.
Decision Gate
A senior-led review that returns a clear outcome: GO, GO with conditions, or NO GO. Supported by evidence and explicit closure requirements.
Strategy and Architecture
Architecture and operating foundations teams can deliver with confidence.
Delivery Orchestration
We coordinate implementation through your teams and partners, embed cadence and controls, and make ownership stick.
This entry sequence activates our full A.C.Q.U.I.R.I.S.™ method.
Discover the framework
ACQU
Analytical and planning-led. We establish direction, define the target state, and surface constraints early — so execution has a real, defensible destination to build toward.
IRIS
Execution-led. We apply execution control, define the operating model, and manage the handoff — ensuring ownership, cadence, and outcomes that become client-owned and self-sustaining.
Initial analysis, company profile, enterprise architecture definitions, IT services evaluation.
Discovery, study development and problem mapping with stakeholders, focused in design thinking methodologies.
Data analysis, improvement opportunities, ROI, business value and performance evaluations.
Conclusions and strategy planning for presentation and analysis.
With the strategy settled, we must prepare the organization for the changes that are about to come.
Operationalizing the change. Where it starts, who is involved, what are the steps, how will it be executed.
The end goal must unlock new capabilities, products, performance, and resilience.
Focus on creating a sustaining model so the improvements generated keeps compounding as time goes.
We map context, constraints, and priorities before proposing a senior-led path.
INSIGHTS
AI initiatives often fail not because the model can’t work, but because the organization isn’t structurally ready to own it. Missing infrastructure, undefined operational ownership, and incomplete data governance turn a “pilot” into an ongoing commitment. When people’s data is involved, jurisdiction and LGPD exposure become part of the decision, along with reputational risk that is hard to reverse. What starts as a signal of modernity can become dependency: recurring cost, support load, auditability, traceability, and incident response. In many cases the real question isn’t “do we do AI”, but which commitment the business can sustain without distorting the operating model.
After mergers, teams can share objectives and still operate on incompatible assumptions. In strong technical environments, the bottleneck is rarely capability, it’s the absence of minimum executable validation criteria. Without criteria, critical work starts too early and turns into manual verification before it reaches the right experts. Weeks disappear into coordination tax, rework, and fixes that never become enforceable boundaries. The unlock is often a few mechanisms that define what must be true upfront — not a platform rebuild.
Vendor transitions often optimize price and promises while integration reality is evaluated late. The contract rarely includes the hidden work embedded in the legacy: connectors, normalization, and downstream assumptions. When outputs change shape, the customer inherits the cost to recreate consumable formats, or rewrites consumers downstream. A defensible move is to map the integration delta pre‑signature, then normalize at the cheapest upstream point. The mistake isn’t “switching.” It’s switching without making explicit what was actually being bought.
See the full index.
Explore our Public DiagnosticsDecades of senior-led mastery in enterprise architecture, resilient controls, data foundations, and deployable AI transformations.
20+ high-stakes engagements delivered worldwide across regulated industries and rapidly scaling environments, outcomes built to compound and last.
Channeled through our proprietary A.C.Q.U.I.R.I.S. framework — for real, self-sustaining operational advantage.
