Senior Technology & Strategy Consultant

We're looking for a consultant who moves seamlessly between the boardroom and the engineering team — and is credible in both worlds.

We don't want someone who just talks about transformation. We want someone who walks into an organization, diagnoses the problem, designs a solution, and takes ownership of it — from the first executive workshop to the moment the change actually works.

This is a role for an operator with a strategic mindset. For someone who knows that effective IT is far more than code, cloud, and DevOps — that the real bottlenecks usually sit in the operating model, architecture, decision-making structures, and the way people work together.

What you'll deliver:

This isn't a list of "areas of interest." These are things you'll be expected and held accountable for:

• IT operating model design — Not just for DevOps — for all of IT: relationships between Business, Product, Architecture, Delivery, and Operations. Team topologies, boundaries of responsibility, decision-making processes, and interfaces between functions. This is the work that determines whether an organization can deliver at scale.
• Target Architecture Landscape (TAL) — Leading TAL initiatives end-to-end: capability mapping, application analysis using the Gartner TIME model, complexity reduction, modernization roadmaps, and TCO optimization of the application portfolio.
• Practical AI advisory — Not trend presentations — real decisions: where AI makes business sense, how to integrate it into existing architecture, how to prepare the organization and its data, and how to measure return. The ability to separate value from FOMO.
• IT investment ROI analysis and prioritization — Justifying decisions with numbers — not slides. Modeling costs, outcomes, and risks of initiatives in a way that withstands questions from the CFO.
• Engineering organization effectiveness reviews — Diagnosing why delivery is slower than it should be. Metrics, observation, conclusions, and a remediation plan. Working with management on actually implementing changes.
• Client decision support for modernization and transformation — Being a sparring partner for Engineering Management on decisions with real financial and organizational consequences.