Approach
A quarter to remove the blockers and install the foundations.
A three-month engagement can't move ARR on its own — and shouldn't try. Its job is to clear the structural blockers and stand up the operating model a multi-year software transformation compounds on. With proof, not slideware.
The two operators
Senior people who have actually done this — embedded with your team.
The technology & AI spine
A career technology and AI leader (CTO / CAIO) who installs the operating model, the platform and data foundations, AI in production, and the org capability to run them. They carry the cloud-native and AI narrative that a hardware-native organization usually can't supply internally.
The commercial & finance spine
A former Fortune 50 CFO who stands up packaging and pricing, the separate software revenue target and incentives, the CapEx-to-OpEx transition, and revenue recognition and reporting the board can underwrite.
The engagement
Three outcomes, sequenced to reinforce each other.
OUTCOME 1
One governed operating model
One owned definition of success for the software business — metrics, a named accountable owner, and a planning cadence the whole organization can rally around.
OUTCOME 2
A commercial engine
Remove the blockers that leave recurring revenue on the table, and stand up a repeatable motion to package, price, sell, and bill software.
OUTCOME 3
A reference proof point
Convert real customer pull into an instrumented pilot with hard, baselined ROI — the evidence that justifies the multi-year target.
They compound: ownership and metrics make the commercial engine governable; the commercial engine makes the proof point sellable rather than a free POC; the proof point justifies the investment in the first.
Cadence
How a quarter runs.
A weekly working session keeps it moving between the checkpoints. The goal of the quarter is that ownership lives inside your organization by the end of it — not with us.
Scope
Deliberately staged. Foundations first.
In the first quarter
The operating model and owner, the commercial motion, and one instrumented reference proof point with a baseline. Enough to prove the model and make the case — not a finished platform.
Deferred by design
Full platform convergence, the broad analytics tier, and portfolio-wide rollout are sequenced later. They depend on the foundations above and shouldn't be pulled forward before the model is proven.
Questions
The things leaders ask first.
Why only 90 days?
Because a quarter is long enough to remove the structural blockers and install the operating model, and short enough to force focus and proof. The multi-year transformation runs on the foundations the quarter lays down.
Are you advisors or operators?
Operators. We embed with your team and carry the narrative, metrics, and operating model from the inside — then transfer ownership before we leave.
Why two of you?
Software transformation fails when the technology and the commercial model aren't solved together. One of us owns the platform/AI/operating-model spine; the other owns the pricing/finance/commercial spine. Same outcome, two halves.
What do you need from us?
An executive sponsor with authority, access to the financial baseline, and a small amount of engineering and commercial capacity for the reference pilot. We supply the rest.
How do you measure success?
A governed operating model with a named owner, a working commercial motion, and a reference proof point with hard ROI against a baseline taken at the start.
Let's find where your software value is trapped.
A short conversation is enough to know whether a quarter would pay for itself.