It is independent of any product
The assessment does not assume you need a new system. It establishes what is actually happening first. If the answer is that your current systems are fine and a process is not, that is what the report says.
Where to start
Find out where technology is actually costing you
Most companies know something needs to improve. Far fewer can say precisely where, or what it costs them each month. The Business Technology Assessment is a short, structured look at how your business actually runs, and a written, ranked view of what to address first.
What it is
A diagnosis, not a proposal
We spend a short period understanding how information moves through your business: what is captured, where it is re-entered, what people work around, and where decisions wait on data that arrives too late to act on. You receive a written assessment of what we found, ranked by business impact.
It is written down
You keep a document. It states the current position, the specific gaps found, what each gap costs the business in your own terms, and the order we would address them in.
It separates cheap fixes from real projects
Findings are split into what can be corrected quickly with what you already own, and what genuinely requires an investment decision. Those are different conversations and they should not be mixed.
Who it is for
The person who has to decide
The assessment is built for the CEO, general manager, owner or CFO of a mid-size or large company. It needs someone who can see the whole operation, because the most expensive problems usually sit between departments rather than inside one.
It is usually the right moment when one of these is true
01
You know you need to improve and cannot say where to start.
02
New leadership has arrived and needs an accurate picture rather than an inherited one.
03
Growth is straining systems that were adequate at a smaller size.
04
A previous technology project disappointed and nobody wants to repeat it.
05
A budget cycle is approaching and a position has to be taken.
What happens
Five steps, in order
Nothing here is a workshop for its own sake. Each step exists because the next one is unreliable without it.
Executive conversation
We start with the person accountable for the result. What is the business trying to do in the next period, and what is getting in the way. This frames everything that follows, because a technical finding without a business consequence is not actionable.
Interviews across the business
Finance, operations, IT, and one or two line managers who do the work daily. The gap between how a process is described at the top and how it runs on the floor is frequently the finding itself.
Follow the information
We trace how information actually moves: where it is entered, re-entered, exported to a spreadsheet, and reconciled by hand. Workarounds are not a sign of a bad team. They are a map of where the systems do not fit.
Review the systems footprint
What you own, what is used, what is paid for and not used, and where the integration gaps are. Companies routinely already own capability they are not getting the benefit of.
Present the findings before writing them
We walk you through what we found and rank it with you before the report is finalised. If we have misread something, that is the moment to correct it, not after a document has been issued.
What you receive
A document you can act on without us
The deliverable stands on its own. If you decide to do nothing further with us, the assessment is still usable.
The current position, described accurately
How the business runs today across the processes we examined, in plain language your own team recognises as true.
The specific gaps
Named, located and evidenced. Not a category list; the actual points where time, accuracy or visibility is being lost.
The business consequence of each gap
Stated in your terms, not technical ones: the delay it causes, the rework it creates, the decision it makes late.
A ranked order of what to address
What to do first, what can wait, and what is not worth doing at all. Ranked by business impact rather than by how easy it is to sell.
What it costs you
Your time, and here is how much
The real cost of an assessment to a busy company is attention, so we state it plainly rather than leaving it to be discovered.
About half a day of executive time
The opening conversation and the findings walkthrough. These two are not delegable, because the framing and the ranking both need the person who owns the result.
Roughly six to ten hours across the team
Spread over the interviews and the process walkthrough, in short sessions rather than one long block. We work around operational hours rather than through them.
No preparation required
You do not need to assemble documentation, prepare a brief, or tidy anything up first. Assessing the operation as it actually runs is the point.
Commercial terms are agreed after the scope conversation, because scope drives effort. We do not publish a fixed figure for work whose shape we have not yet seen.
What it is not
Being clear about the edges
01
It is not a software demonstration. No product is presented during the assessment.
02
It is not a sales document with a diagnosis attached to it. The findings are not written toward a predetermined recommendation.
03
It is not a full technical audit of your infrastructure. It examines how the business runs; a deeper technical review is a separate piece of work if the findings call for one.
04
It is not an implementation plan. It establishes what should be addressed and in what order. Detailed planning follows the decision, not the diagnosis.
What happens next
Whatever the findings point to
The assessment routes to the work that the findings justify, which may be a process change, a systems selection, an integration piece, or nothing at all.
If the findings do not justify a project, we say so. That is the part that makes the rest of the assessment worth believing, and it is why companies come back to us with the second question.
Questions we are asked
Before you decide
How long does the assessment take?
A short, defined period agreed with you before it starts, sized to the scope of the business and the number of processes in question. It is deliberately not an open-ended engagement.
What does it cost?
Commercial terms are agreed after the scope conversation, because the effort depends on the size of the business and how many processes are in scope. We do not publish a fixed price for work whose shape we have not seen, and our representatives do not quote figures in a first meeting.
Do we have to buy a system afterwards?
No. The assessment is independent of any product. If the finding is that your existing systems are adequate and a process needs to change, that is what the report will say.
Will this disrupt our operation?
It is designed not to. The interviews are short and scheduled around operational hours, and no system change is made during the assessment.
We already have an ERP. Is this still relevant?
Frequently more so. Companies that already own a capable system are often not getting the benefit of what they have paid for, and the reasons are usually process and integration rather than the system itself.
Who needs to be involved from our side?
The executive accountable for the result, and a small number of people who run the processes daily: typically finance, operations, IT, and one or two line managers.
What do we actually receive at the end?
A written assessment covering the current position, the specific gaps found, the business consequence of each, and a ranked order of what to address, with quick corrections separated from genuine projects.
Can you do this for our operation in Syria?
Our leadership and team have direct experience of the Syrian market. Engagement there is arranged case by case; the practical starting point is a conversation about your operation and what is in scope.
Start with a conversation, not a proposal
Tell us what is not working and we will tell you whether an assessment is the right next step. If it is not, we will say that too.