Peace of mind
A decision you can defend before the council, the owner or head office.
An independent opinion alongside your IT team’s recommendation, not instead of it. The board gets a comparison it can base a decision on and defend before the council, the owner or head office.
Questions worth knowing the answer to.
If the answer to any of them is “we don’t know”, that is exactly where I can help. I put these questions to boards, secretaries, county heads and company presidents before decisions are taken and money starts to flow.
- What do we get in each offer, and what does the vendor treat as “out of scope”?
- What does the system really cost over several years, not on the day of purchase?
- What will happen to the data and integrations when we want to change vendor?
- Was the demo run on our scenarios rather than on sample data?
What you get out of it.
Better results
A choice based on total cost, not on the lowest starting price.
Fewer reefs and mistakes
You avoid annexes, hidden costs and the vendor lock-in trap.
The cost of a mistake at this stage. Choosing on the lowest starting price often means a higher cost over several years and a hard exit from the contract. An advisor usually costs less than a single badly chosen technology, a single wrong vendor or a single trap in a contract.
An independent opinion alongside your own IT’s recommendation.
The board gets a comparison it can base a decision on and defend before the council, the owner or head office. The recommendation may be “don’t buy” or “stay with what you have”.
What you get.
- Questions for vendors and demos based on your own scenarios.
- A comparison matrix: offers normalised to a common scope, total cost over a multi-year horizon, maintenance and exit terms.
- For subsidiaries, a comparison against head-office purchasing guidelines, in English where needed.
- Taking part in vendor meetings as the client’s representative.
How I work at this stage.
- Questions and demosI prepare the questions for vendors and demos based on your scenarios, not on sample data.
- Comparison matrixOffers normalised to a common scope: total cost over a multi-year horizon, maintenance and exit terms.
- Conversations and recommendationI take part in meetings as the client’s representative. For subsidiaries I compare against head-office purchasing guidelines, in English where needed.
My expertise at this stage.
I know the vendors’ intentions and I know how technology is meant to work in the new version of the process, so evaluating offers is not reduced to comparing prices and feature lists.
Digital transformation and change management.
This is the key competence that ties all the stages together: over 20 years of work in many organisations, on the client’s side.
Frequently asked questions about this stage.
Does the opinion replace our IT team’s recommendation?
No. It is an independent opinion alongside your own IT’s recommendation, not instead of it.
What does the offer comparison contain?
Questions for vendors, the results of demos on your scenarios, and a matrix with total cost, maintenance terms and exit terms.
Let’s talk about this stage.
The first conversation takes 30 minutes and costs nothing. I reply within 2 working days.