Managed GCC
vCIO & IT Roadmap
Most technology money is wasted in the planning, not the execution - on things that were competently delivered and should never have been started.
Between the IT manager who keeps things running and the executive team setting direction, there is usually a gap. It shows up as a budget assembled from vendor renewals, a roadmap that is really a list of upgrades, and capital decisions made under time pressure.
What the role actually does
A standing seat in your planning cycle. We maintain a rolling three-year technology roadmap tied to what the business is trying to do, prepare the budget with you rather than reacting to it, and bring an opinion to decisions before they are urgent.
The quarterly review
Each quarter we go through estate health, security posture, spend against plan, risks that have changed and what should move in the next ninety days. It is written down, it is short, and it is the same format every time so trends are visible.
Vendor and contract discipline
Renewal calendars, benchmarking against market rates and a genuinely independent view on whether a product is still earning its place. We take no vendor commissions, which occasionally makes for an awkward conversation and is exactly the point.
Budget that survives contact
Capital and operating forecasts with the assumptions written next to the numbers, and a clear separation between what is necessary, what is deferrable and what is genuinely discretionary. Finance teams tend to find this unusual.
Where it fits
Some clients take this alongside managed services; others buy it on its own while keeping IT entirely in-house. It works either way, provided the person in the room has actual authority to disagree with you.
What is included
-
Rolling roadmap
Three years, tied to business objectives, revised quarterly rather than rewritten annually.
-
Quarterly business review
Estate health, security posture, spend and risk in one consistent format.
-
Vendor independence
No commissions, no referral fees - so the advice on renewal is genuinely ours.
-
Budget preparation
Capital and operating forecasts with the assumptions visible beside the numbers.
Common questions
Before you ask
No. Most engagements start with either an assessment or a co-managed arrangement where we take tickets and after-hours while your team keeps everything else. Expanding from there is a decision you make with two quarters of evidence rather than a sales promise.
Per user per month for the recurring service, with servers and sites priced separately. Project work, migrations and hardware are quoted individually so the monthly fee never becomes the place surprise costs hide.
A dedicated offshore team working only for you, in an entity we set up and run to your standards. It is not a shared outsourcing pool - the people are yours, and if you want to own the entity eventually, the transfer date goes in the contract up front.
Below roughly 50 seats the governance overhead usually eats the saving. Between 50 and 150 it works if the work is coherent enough to justify dedicated leadership. Above 150 the economics are almost always favourable if retention holds.
Frequently, and it is one of the arrangements that works best. We agree a written split of responsibilities before starting so nothing lands in the gap between two teams, and we work inside your ticketing system rather than making you adopt ours.
Related
Often bought together
Managed IT Services
Monitoring, patching and service desk - plus managed application services for the ERP and legacy systems your business actually runs on.
ExploreCo-Managed IT & Help Desk
Your internal team keeps the strategy and the relationships; we take the tickets, the nights and the overflow.
ExploreCybersecurity
Managed detection and response, endpoint hardening, and the evidence your insurer and clients now demand.
ExploreReady to find out what your IT is really costing you?
A 45-minute working session gets you an honest read on estate health, security posture, and the two or three changes that would pay for themselves first.