Viewing archives for Business Growth

Book your FREE fast tech audit TODAY!

Many CEOs and leadership teams encounter frustrations with their IT and business systems. The Fast Tech Audit helps you identify how you can streamline your business, improve customer service, and build business value.

We will provide you with a simple heatmap of your business tech and make practical recommendations for improvements.

We have a limited number of sessions available so book your audit today and unlock your business’ potential.

 

Space is limited, Contact us and book your FREE Fast Tech Audit TODAY!

What is ‘CTO as a service’?

‘CTO as a service’ means getting valuable advice from a Chief Technology Officer (CTO) as you need it without having to bear ongoing costs. We live in an era where everything is available as a service; ‘CTO as a service’ is an extension of this idea.

The benefits of ‘CTO as a service’

A CTO can deliver transformational benefits to a mid-market business by bringing expertise and traction to systems and digital projects. An effective CTO can streamline business processes, improve customer service, and increase value. They drive online projects, custom software and app development.

However, good CTOs are highly sought after and thus command high salaries and benefits. So having a CTO as part of the senior team is potentially unaffordable for many mid-market businesses.

And even where budgets allow, it is a risky hiring decision which is very difficult to get right.

The solution is retaining a CTO as a service on a contract rather than full-time.

Issues with ‘CTO as a service’

Of course, a CTO is a senior leader, and not all the benefits of a senior leader can be delivered as a series of well-defined tasks, or questions and answers, or opinions delivered from a distance.

Difficult issues are often ambiguous, and there are seldom simple solutions. Put bluntly, if you can fix a problem with a phone call, it’s not something that requires a high-quality CTO.

To achieve real, market-leading success, you need a clear vision, strong leadership, and expert judgements. There must be communication and action over an extended period.

Tech alone rarely delivers value. The greatest challenge is to make organisations and business work together with IT. It isn’t practical to expect a remote, disconnected ‘service CTO’ to deliver this value.

‘CTO as a service’ compared to a fractional CTO

A fractional CTO joins the senior leadership of a company on a part-time basis. This is a cost-effective approach and provides genuine and effective technology leadership. The fractional CTO is a part of the senior team, with ongoing involvement in tech initiatives and decision-making.

The best CTOs bring a cogent commercial and technical vision for how IT can deliver value to a business, and they bring innovation into the heart of the senior team. This cannot be achieved by someone working in a ‘taskified,’ on-demand manner.

On the other hand, a fractional CTO shapes and influences a company without adding the overhead of a full-timer. A fractional CTO can have a huge impact on the growth of a mid-market firm without undercutting the bottom line.

Visit our Chief Technology Officers (CTOs) Knowledge Centre which includes all content related to this topic.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

CIO vs CTO: What’s the difference?

It is quite easy to assume that a Chief Information Officer (CIO) is the same thing as a Chief Technology Officer (CTO). However, there are important differences from the point of view of a mid-market CEO. Read on to learn about both job titles and their functions.

Internal or External?

Although there isn’t universal agreement on the difference, one way of thinking about it is that the CIO is more internal-facing, whilst CTOs are more external.

CIOs take ownership of internal processes – the day-to-day tech, the systems and devices. A CIO also facilitates collaboration between the Board, IT teams, and other stakeholders. A CIO speaks the language of tech and the language of business.

Of course, a CTO must communicate between techies and businesspeople. But they have a strategic function, developing the tech initiatives that will drive growth and value. For example, they will oversee the development of bespoke software and apps.

Is CIO higher than a CTO?

For organisations with both a CIO and CTO, the CIO is normally senior. But the positions should be complementary, especially if a business is looking to grow. And whilst there will of course be overlap in terms of skillsets, they are two different positions, with different career paths.

Do you need both a CIO and a CTO?

If the business is large and complex, it is a very good idea to have both a CIO and a CTO. Just make sure that there is a crystal-clear delineation of duties so that both roles add value and have space to operate effectively.

The internal vs. external idea is a good place to start. Remember: it’s the CIO’s job to keep things moving along inside the company and to communicate between the techies and business units. The CTO looks forward, developing innovations for growth.

And it behooves the CEO to ensure smooth communication and cooperation between the positions so there is no confusion or duplication of work.

Comparing a CIO and a CTO

CIO: Chief
Information Officer

image/svg+xml

Internal
IT operations
Builds systems to supports growth
Supervises vendors of internal systems
Represents IT teams to the Board
Focus on improving systems and processes
Organised, skilled communicator and technologist
Click to learn What is the meaning of CIO.

CTO: Chief
Technology Officer

image/svg+xml

External
Ensures connection between tech and business goals
Supervises medium – to long – term initiatives, e.g. bespoke software and apps
Skilled communicator and technologist
Uses systems and digital to drive innovation and deliver value
Click to learn What is the meaning of CTO.

“Freeman Clarke were able to provide a CIO to help us develop a roadmap for the future state of our IT systems, together with a strategic plan to help us get there. Our IT has always been a significant value driver in our business, and we need to ensure it stays that way.… [Our] Freeman Clarke CIO has not only helped us with creating that roadmap. He also became a key member of our senior leadership team.” – Chris Johnson, Chairman, JJS Manufacturing.

Why Freeman Clarke?

Freeman Clarke CIOs and CTOs work on a ‘fractional,’ or part-time model. This provides a business with first-class tech leadership without the full-time cost.

Our fractional tech leaders are uniquely suited to mid-market businesses. They have outstanding technical and strategic skills. They understand how to use tech to drive growth. And they are suited to the culture and reality of mid-market businesses.

Whatever the remit, our CIOs and CTOs operate from the fundamental idea of linking a business’s systems and digital strategy to business objectives. This should be the goal of every innovative, ambitious mid-market company because it’s one of the best ways to create real, sustainable growth.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What is the meaning of ‘CIO’?

First, there is a simpler question: What does the abbreviation ‘CIO’ stand for? The answer: ‘Chief Information Officer.’ But what is the CIO’s role? How is the CIO different from the CTO? How does a CIO make a difference to a mid-market business?

There is no universally agreed definition of a CIO’s role. But in our view, a CIO is a Board-level leader whose remit encompasses all aspects of IT, including systems, processes, organization, and governance.

The CIO helps develop the vision and strategy of the business and ensures the systems and processes create a firm foundation for growth.

For CIOs to succeed, they must be expert at delivering complex, transformational digital programmes. And they must know how to make tech and people work successfully to achieve commercial aims. This means understanding IT in detail as well as being an impressive communicator and organizational leader.

What does a CIO do? What are the roles and responsibilities?

The CIO oversees all internal IT teams and suppliers, all IT budgets and IT operations, cybersecurity, and risk management. Their role may encompass digital and online and they may drive initiatives across other areas as well.

These initiatives should include systems and data integration in order to deliver more efficient processes. Integration improvements are often focused on improving margins and customer service. But the CIO will tie integration to improvements in management information and reporting, which are crucial to enabling growth.

The CIO will also be responsible for streamlining and automating systems and processes whenever possible, in order to enable scalability, reduce costs, and facilitate the ability to demonstrate compliance.

In some cases, the CIO is responsible for linked areas of information and compliance, such as regulatory approvals like GDPR and ISO 27000.

Are there different types of CIO?

Naturally, the CIO’s role will vary depending on the needs of the organization.

In some cases the CIO’s main purpose is to drive transformational change; sometimes the role is to maintain and continually improve infrastructure and systems.

Some CIOs are very externally focused, ensuring, for example, that everyone on the Board understands the needs of their customers. Others are far more occupied by ongoing management of internal operations.

For mid-market businesses, a ‘fractional’, or part-time CIO, provides a cost-effective way to access the skills of a top-class CIO.

How does a CIO impact businesses of different sizes?

Systems and tech are at the heart of any modern business, so the role of the CIO is crucial regardless of its size.

In larger organisations, the CIO leads broad-based initiatives where a siloed approach would be counterproductive, for example in businesses struggling with disintegration and incompatibility. The CIO provides unifying leadership, bringing together different groups, resolving competing objectives, and creating buy-in to a single vision.

For smaller organisations, the CIO ensures that commercial objectives are met by managing suppliers, teams, and specific projects. The CIO understands the technical and commercial details and can make decisions accordingly.

In a mid-market business, the CIO spans the range from unifying leader to expert. Critically, the CIO always sets the agenda and drives the business priorities into the IT culture. The CIO is always aware of the strategic direction of the business and ensures that the systems and digital strategy match.

‘A new business strategy required TGS to become the operational centre of the other businesses within the group. We had no systems in place at the time and a very short timescale, so we needed somebody with the knowledge, experience and drive to understand our business very quickly, source and implement a group wide ERP solution, create a new IT infrastructure, and find a trusted IT partner in minimal time. Freeman Clarke came in and completed what we believed was a mammoth task within our timescales, with no drama and delivered us exactly what we needed. Fantastic.’

Clare Coles, Group Finance Director, Traffic Group Signals.

Why Freeman Clarke?

Freeman Clarke CIOs work on a ‘fractional,’ or part-time model. This provides a business with first-class tech leadership without the full-time cost.

Our fractional CIOs are uniquely suited to mid-market businesses. They have outstanding technical expertise. They are strategic thinkers. They understand how to use tech to drive growth. But they are also suited to the culture and reality of mid-market business.

Whatever the remit, our CIOs operate from the fundamental idea of linking a business’s systems and digital strategy to business objectives. This should be the goal of every innovative company because when the two disciplines are connected, we see real, sustainable growth.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What is the meaning of ‘CTO’?

‘CTO’ stands for ‘Chief Technology Officer.’ But what exactly does that role entail? And why are they so important to mid-market companies?

There is no widely accepted definition of the role. However, in our view, a CTO is a Board-level executive responsible for all the technology in the company – including, but not limited to, its IT. The CTO is also responsible for all tech-related teams and suppliers.

The term ‘CTO’ best describes the role required when tech is a significant part of a company’s revenue, profit, or value, often through online and digital initiatives.

A good CTO will have a deep understanding of tech, particularly custom software development, combined with real-world commercial experience. A good CTO also understands funding, valuation, and exit.

A CTO can transform a business by fostering innovation, efficiency, and streamlining. When a CTO combines tech expertise with real-life business experience, they can have a significant effect on the valuation of a company.

What are the roles and responsibilities of a CTO?

A CTO is responsible for all the tech in the company, as well as all the teams and suppliers relating to technology. The CTO manages all the relevant budgets and ensures the secure, reliable, and efficient operation of all these resources.

More importantly, the CTO uses systems and digital to drive innovation and deliver value. This may mean streamlining and automation, or more specific changes, such as improvements to customer service. These changes will often involve creating custom software for market-facing systems.

The software may be central to the business plan, and the CTO may have a key role in communicating the plan to investors and other stakeholders. Thus the CTO’s credibility and track record will be important to the credibility of the plans, and, as a result, the credibility of the entire company.

Are there different types of CTO?

There can be many variations in the roles and responsibilities of a CTO, depending upon the needs of the business. Some CTOs will focus more on infrastructure; others may spend more time on the tech itself. These days, when so much business is conducted online, a CTO may spend the majority of his or her time on customer acquisition or the customer experience.

Often a CTO will take a more global view of the business, looking for ways tech can drive value. This may involve implementing a new ERP or streamlining the IT to increase efficiency and lower overhead.

The exact responsibilities of the CTO will always be driven by the needs of the business, especially for mid-market companies. In these cases, a ‘fractional,’ or part-time CTO, is an affordable alternative.

How a CTO impacts businesses of different sizes

A CTO will have a profound effect on a business of any size. The CTO of a multinational corporation may have thousands of subordinates, and the ability to inspire other leaders, to seek out opportunities and negotiate with internal and external partners will make an enormous difference to the bottom line. Their approach to innovation and security will strongly influence the corporate culture.

In a small business, particularly in startups, the CTO is crucial to survival. They must be nimble and flexible, wearing whatever hat is necessary to keep the business functioning. Since so many startups deal with tech products, the CTO’s talent and acumen is absolutely vital.

In the mid-market space, CTOs combine nimbleness and vision. Here the CTO should influence the culture, such as fostering good security habits and deal directly with suppliers. And they also must be thinking ahead, aligning tech needs to business goals so that the business will thrive.

“Investing in IT has been – and will continue to be – critical for the continued growth and success of our business. Freeman Clarke has given us the confidence we need to make those investments. The flexibility and depth of experience provided by the Freeman Clarke model has been ideal for us as we’ve grown.”

Peter Davies, COO, Gateley

Why Freeman Clarke?

Freeman Clarke CTOs work on a ‘fractional,’ or part-time model. This provides a business with first-class tech leadership without the full-time cost.

Our fractional CTOs are uniquely suited to mid-market businesses. They have outstanding technical expertise. They are strategic thinkers. They understand how to use tech to drive growth. But they are also suited to the culture and reality of mid-market business.

Whatever the remit, our CTOs operate from the fundamental idea of linking a business’s systems and digital strategy to business objectives. This should be the goal of every innovative company, because when the two disciplines are connected, we see real, sustainable growth.

Visit our Chief Technology Officers (CTOs) Knowledge Centre which includes all content related to this topic.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

What is project management consultancy?

Project management consultancy is when an expert project manager from outside an organisation manages or oversees a project or contributes to its management or oversight. 

A project management consultant makes sense for mid-market businesses who are beginning a large project, as most of their people are already committed to other roles. And large projects may be rare, so the company lacks the necessary project management routines and structures.

A professional project management consultant will have the time and expertise to fill this gap. He or she will guide the project and introduce the processes necessary for its delivery. 

Project management consultants also bring their experience of different organisations and projects, and they can avoid getting drawn into routine work that eats up the regular staff’s time. 

What does a project management consultant do?

 

At its simplest, project manager consultants focus on four activities:

  1. Identifying the necessary work.
  2. Identifying the necessary resources.
  3. Ensuring resources are properly allocated to deliver the work.
  4. Monitoring escalating issues and delivery.

These are important activities: large projects won’t succeed if they aren’t done properly. But crucially, these activities alone will not guarantee success

Why do projects fail or get ‘stuck’?

 

It is a well-established fact that most projects fail to deliver. In our experience, projects go awry because project managers don’t address the following crucial issues:

How do you find the right project manager consultancy?

 

The above points are leadership gaps, and project management consultants may not always fill them. In contrast, here are the key ways in which Freeman Clarke consultants ensure a successful project.

  1. Set clear business goals. The underlying business value of the project must be clear and accepted by all the stakeholders. Our role is to have the courage and drive to ensure this clarity is maintained until delivery.
  2. Embrace change. Delivering value often requires significant changes: for example, changes in organisation, behaviour, and/or processes. We take ownership of these changes and ensure they contribute to the success of the project. 
  3. Communicate issues or challenges. Project managers may not communicate issues or risks to the Board in ways that inspire positive action. This can happen even when there is ample progress reporting! We make sure that technical and non-technical people understand potential problems and take steps to resolve them.

To sum up: for most mid-market businesses, large internal projects are relatively rare, so they do not have the senior-level management skills available in-house. Project management consultants provide a solution, but they often leave a leadership gap. Freeman Clarke works with ambitious mid-market businesses to fill this gap and ensure that projects deliver the planned business objectives on time and on budget.

To find out more about how we could add value to your business, Contact Us or call 0203 020 1864 and we’ll be in touch for an informal conversation.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it ‘fractional’) IT leaders. We work exclusively with ambitious organisations and we frequently help our clients use IT to beat their competition.

Diamond logistics client story

Diamond Logistics is thriving. CEO Kate Lester speaks about her passion sharing her company’s success and how Freeman Clarke’s tech expertise has been instrumental for Diamond and its clients.

To find out more about how we could add value to your business, Contact Us and we’ll be in touch for an informal conversation.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it “fractional”) IT leaders. We work exclusively with ambitious organisations and we frequently help our clients use IT to beat their competition.

Getting the basics right on using IT in wholesale and distribution

This is a time of extraordinary change for the British market. Between Brexit and the pandemic, we’ve seen incredible shifts in how we do business.

From what we’ve seen at Freeman Clarke, the changes have been particularly challenging in the wholesale and distribution sectors. There are just so many associated services as logistics, transport, storage and 3PL, each with its own complications and disruptions.

Margins remain tight. Yet the range of services you need to offer is increasingly broad: customers want ever-higher quality and seek specialist support across the entire supply chain.

It is possible to prosper. But only for the most competitive, well-run and efficient companies.

Growing expectations

Warehousing and distribution have always been hugely competitive, low-margin sectors. Now the rise of ecommerce has set new standards in B2C parcel delivery standards that we are seeing reflected across the entire market. There are ever-increasing demands in terms of timeliness, reliability, cost and availability of information.

Service level agreements (SLA) also have ever higher demands as B2C ecommerce has redefined market expectations. The challenge with SLAs is partly adherence and partly demonstrating adherence.

At the same time regulatory requirements have grown more complex:

For mid-market businesses, all of these expectations are not matched by generous budgets! New technology can solve the issues, but the investment costs can be high.

Mid-market wholesalers and distributors can absolutely meet or even exceed customer expectations and external requirements. They just have to be incredibly strategic about technology. They need systems that guarantee commercial payback. They must select the best and most cost-effective suppliers, negotiate the best possible deals and ensure their investments deliver real business benefits.

Start by getting the IT basics right

For ambitious mid-market companies, IT is central to surviving and thriving. So then how does a mid-market company on a limited budget use IT to drive growth and customer satisfaction?

The answer is fairly straightforward: get the basics sorted. If the IT agenda is submerged in day-to-day problems, there is little time to talk about vision!

What follows if a brief list of priorities:

  1. Ownership. IT needs a senior leader who can set strategy, be part of the business decision-making, and maintain a coherent vision for the future. Without clear ownership, expect problems.
  2. Infrastructure. Identify a sensible and appropriate configuration based on your business needs. Remember that infrastructure includes hardware desktop computers, mobile devices, factory-floor devices, etc. Modern infrastructure is cloud-based, so insist upon reliable connectivity and security.
  3. Security. Cyber security is a rising problem, and it won’t go away. Make sure that you have right security protocols in place and that your staff has been properly trained. Remember that good habits start at the top: is your CFO scribbling passwords on Post-Its?
  4. Disaster planning. Disaster recovery and business continuity plans must be rehearsed and ready to go at short notice. Make sure that everybody knows who is in charge of what!
  5. Reporting. Accurate, timely reporting must be available so that managers and executives can understand what’s going on what’s working and what’s not.
  6. Suppliers. Go through the entire list and ensure that you are getting the service you paid for and that the pricing still makes sense. Make sure that your staff is properly trained and understands how to tackle problems. Third-party transport management or warehouse management systems can be effective, though the quality of support and customisation varies between suppliers. Are they still worth your time and money?
  7. Integration. The wholesale and distribution sector typically have multiple internal and external systems. Are all your systems effectively integrated? Meaning, is there minimal manual effort? Is anybody rekeying? Is data available to dashboards so managers can run the business hour by hour?
  8. Negotiate. When dealing with external suppliers, make sure that at every point you have the right price and service level for your company.

Once again: cost-effectiveness and ownership

Yes, we said that already. But it bears repeating. If you want to use IT to succeed in your sector, you must identify who is responsible for each and every IT project. Be very clear about who is tracking its implementation and outcome so that the benefits are realised.

And at every step you need a focused commercial argument to ensure that every last project is cost-justified before it gets authorised.

The future is more tech

We don’t see warehousing and distribution as getting simpler, in fact, we’re seeing every indication it will become more sophisticated and demanding. We’ll see more AI for route-planning, more chatbots for customer services. Autonomous delivery is coming.

Some of these technologies will be costly, and mergers will likely put a further squeeze on mid-tier players. But the best companies will prosper. In our experience, the best the companies are the ones with their IT clearly wedded to business goals, the ones using IT to reduce costs, improve service and to focus (or create!) their own points-of-difference.

Freeman Clarke is the UK’s largest and most experienced team of part-time (or ‘fractional’) IT leaders. We work exclusively with ambitious organisations, helping our clients use IT lower costs and beat the competition. Contact Us and we’ll be in touch for an informal conversation.

The 6 keys to succeeding in logistics with IT

‘Logistics’ is a big word. It encompasses wholesaling, distribution, carriage, warehousing, transportation, storage and more!

More importantly, each aspect is part of an increasingly competitive market. So how do you capitalise on the opportunities?

For such a complicated sector, the answer is quite simple: Digital. Get your systems in order and you’ve greatly increased your competitiveness and profitability.

In our experience, there are six key areas in which IT is integral to logistical success:

  1. Cost reduction. IT is like any other part of a business in that all investments need a well-defined ROI with a director accountable for delivery. But in logistics, the narrow margins make IT costs even more of an issue. Thus you have to minimise IT costs themselves whilst also using IT to save money, for example through process efficiency or clarity of information.
  2. Automated tracking. The key to an efficient operation is real-time tracking. The tracking must be both internal and external to customers and suppliers. This can be complex, involving web portals and an array of mobile and handheld devices. Plus customer expectations are ever higher. But it’s absolutely achievable with the right IT leadership.
  3. Streamlined processes. To keep costs down, it’s critical to have a seamless integration and standardisation of internal and external processes. When it’s done right, it also minimises errors and maximises simplicity. The focus must be on scalability and achieving tight connections between customers and suppliers.
  4. Flexibility. With logistics, ‘flexibility’ means both expansion and contraction. You must be able to rapidly and efficiently take on new business or acquisitions, be equally efficient when taking down operations in order to maintain overall profitability. Flexibility provides financial stability and confidence at every point of the business cycle.
  5. Disaster planning. IT outages whether due to cyberattacks, some natural events, or a freak accident will happen if you don’t prepare for them. An outage can lead to major losses and lawsuits, as well as reputational damage. The necessary preparations need not be expensive or even that complicated (think: two factor authentication), but they do need to be properly configured and rolled out.
  6. Strategy. However clear your business strategy, you won’t get far unless you have a clear IT strategy to match. That means understanding:

Of course this is a particularly difficult moment for businesses. But we do believe that the current stresses have only accelerated existing problems. Less efficient businesses are struggling, whilst those with better IT leadership are scaling up. These six areas are the right place to start if you’re looking to see how you can do better.

Freeman Clarke is the UK’s largest and most experienced team of part-time (or ‘fractional’) IT leaders. We work exclusively with ambitious organisations, helping our clients use IT lower costs and beat the competition. Contact Us and we’ll be in touch for an informal conversation.

The 3 key ways to transform your business with technology

The lockdown created an urgent need for many businesses to switch to home offices. It wasn’t easy, but it was doable: getting people connected and working from home didn’t hurt so much.

But for many mid-market business leaders, the dash to homeworking exposed troubling strategic challenges:

For nearly every mid-market business, security issues became even more acute. The lockdown quite quickly exposed weak and out-dated security and authorisation processes. The result? Companies are falling prey to cyberattacks. Or when the next audit comes round, they will struggle to demonstrate regulatory compliance.

These issues call for transformational changes. And although they won’t be easy, they’re not as hard as you might think.

Transformation 1: Using IT infrastructure to add value

Companies need to ensure that their IT infrastructure matches their business strategy.

For example, we often recommend outsourcing basic IT support of cloud services. This frees up in-house people to focus on value-adding activities. Depending on your own company strategy, it may be better to in-source strategic software development, business process improvement, back-office systems configuration or data analysis.

Transformation 2: Integrated systems, processes and controls

It can feel daunting to move away from legacy ways of working. But simple, well-structured processes and systems cost less, improve customer service, and allow for compliance and business continuity planning.

If your systems and data are rationalised, you can integrate with external services, so as we mentioned above, outsourcing can become part of your strategy.

And, for many business service providers, your ability to integrate with your clients’ systems provides a point of difference and creates a barrier to exit.

Finally, this transformation creates a platform for adoption of AI/ML and for creating new online channels.

Transformation 3: Innovation and digital initiatives

Both consumers and business clients expect almost all products and services to be online. Most innovations now have digital at their heart, and digital experiences are now practically inseparable from your customers’ experience of your brand.

This tech is much more than a necessary evil. To create a high-value and agile business, CEOs must embrace tech as part of their strategy.

These are uncertain times. But many CEOs see opportunities to restructure their business, to enter new markets, and to scale up. The above three transformations offer an approach to plan for your own breakthrough.

Need help? Many CEOs engage Freeman Clarke because we take on uncomfortable changes and challenges with reassurance and guidance. Transformational change requires experienced and expert IT leadership.

We are the largest and most experienced team of IT leaders. If you want to know more about how we can help, then get in touch.

Visit our Technology Roadmap for Growth Knowledge Centre which includes all content related to this topic. You may also want to look at our Digital Transformation Knowledge Centre.

Freeman Clarke is the UK’s largest and most experienced team of part-time (we call it “fractional”) IT leaders. We work exclusively with ambitious organisations and we frequently help our clients use IT to beat their competition. Contact Us and we’ll be in touch for an informal conversation.

Subscribe to our Business Insights

Plain English board-level briefings focused on technology strategies to deliver competitive advantage and business success.

* Please enter an email address
newnewsletterrecipient

You can unsubscribe at any time.

Thank you.

You’ll now receive regular expert business insights.

Call us on 0203 020 1864 with any questions.

Graeme Freeman
Co-Founder and Director

Subscribe to our Business Insights

Plain English board-level briefings focused on technology strategies to deliver competitive advantage and business success.

* Please enter an email address
newnewsletterrecipient

You can unsubscribe at any time.

Thank you.

You’ll now receive regular expert business insights.

Call us on 0203 020 1864 with any questions.