Know what to do about your technology. Then see it working.
Technology decisions get made twice: once in the recommendation, and again by whoever ends up building it. We do both halves, which is why what gets built still resembles what was decided.
Something already brought you here.
Four of them account for most of the calls we get. The nearest one is usually close enough.
Everything is critical, and the list is longer than the year.
More is being asked for than can be delivered, the estate grew by accumulation rather than by decision, and the budget conversation starts from last year's number. The work is making the list defensible before it reaches a board.
The decisions have outgrown whoever is making them.
Vendors are handled by whoever answers the phone, renewals arrive and get signed, and there is nobody at the executive table who can say what the technology is for. The seat can be filled without hiring for it.
The licences were bought before anyone settled what they were for.
The board is pushing, people are already using something, and nobody has written down what the company will and will not do. The first job is deciding which ideas are worth building — and whether the estate underneath them would survive being searched.
Two teams, two numbers, and an argument about which one is right.
Work that runs on re-keying, a report nobody trusts, or a system that will not talk to the one beside it. These are the ones with a payback you can calculate, which is usually why they go first.
None of them quite it?
Most work starts from a sentence like these rather than from a service name. Bring yours and we will tell you what we would do about it.
Four engagements, and what changed.
49 engagements written up the same way: the sector, what we did, what changed. These four are the ones we would show first.See all the work
IT cost model and showback
The organization knew what it spent on technology in total, and not what any part of the business consumed. We mapped spend from the ledger to services, and to the units that use them.
A cost picture finance recognized.
- Process
- Information
ETRM program reset and recovery
Senior business stakeholders brought us in when it was clear that adjusting the existing plan would not be enough. We reset how the program was governed and took over management of the integrator's plan.
We replaced the program leadership.
- People
- Process
- Technology
AI strategy and roadmap
The board was pushing, employees were asking, and licences had been bought before anyone settled what they were for.
More than twenty opportunities, ranked on difficulty and on the AI capability each one actually required.
- People
- Process
- Technology
Volumetric reconciliation across terminals and refineries
Volumes reported across a network of terminals and refineries, on figures nobody could trace back to where they came from. Audited back to source, then rebuilt in Power BI.
We did the advisory work and the build.
- Process
- Information
- Technology
Buy the answer before the project.
A bounded piece of work that ends in a decision and the evidence behind it, and that you can act on without committing to anything after it.
Copilot readiness & enablement
What your tenant would surface, the remediation it needs, and the rollout after it.
What it covers ↗SharePoint remediation
Structure, permissions and search, and a migration that fixes rather than moves.
What it covers ↗Automation assessment
A ranked list with payback, and the right platform named for each process.
What it covers ↗Reporting review
Disputed measures traced, definitions settled, and a model to rebuild on.
What it covers ↗Application estate review
A verdict on every application you run — keep, fix, replace or switch off — in an order that survives the renewal calendar.
What it covers ↗IT spend review
A cost model that reconciles to your ledger, and a savings list with owners.
What it covers ↗Project assurance
An independent read on where the program actually is.
What it covers ↗Eighty-four applications, four decisions.
An invented mid-market estate carried end to end, so you can see what a review produces before buying one.
See the deliverable ↗From the question to the thing working.
Four stages, each ending in something you can use on its own: a decision, a working system, a team that can run it, and the numbers behind it.
- 01Find out what is going on
A short, fixed-scope piece of work, quoted before anyone commits to a project. No discovery phase that quietly becomes the engagement.
- 02Build one thing that matters
Chosen because it can ship, not because it demonstrates well, on the platforms you already pay for wherever that works.
- 03Make it stick
Training in your people's own language, documentation you could hand to someone new, and a named owner behind it.
- 04Show the numbers
Baseline against actual, written plainly enough for a board, and a straight recommendation about what comes next.
A recommendation with a price on it, including the case for waiting, when that is what the evidence supports.
- You agree the cost before the work starts.
A fixed price where the scope is defined. Where it genuinely cannot be, an agreed rate and a ceiling, set before anyone starts.
- The code and the data.
Documented for someone who was not in the room.
- Your existing relationships.
Your MSP, your vendor, your internal team — we work around them, not over them.
- Approval and control.
Thresholds, segregation of duties and payment release stay exactly where they are.
- The ability to stop.
Every stage is priced on its own. You can end it after any one of them, and nothing downstream depends on you continuing.
- The off switch.
On anything we put into production.
It is budget season, and two things moved underneath it.
Microsoft raised licence prices and now bills agent usage by consumption. The automation vendors did the same. Both land in next year's budget as a variable line where there used to be a fixed one.
- Microsoft raised prices and changed how you pay for AI agents↗
- Automation software is moving to usage-based pricing↗
Bring the decision you are stuck on.
We will tell you what we would do about it, what it would take, and when the answer is that nothing needs doing yet.
Or email consulting@clarityarc.com and describe it in a paragraph.