I work with people, not systems.
Every information system is run by a CIO who makes trade-offs, negotiates and leads teams, often alone. I work alongside that person, or hold the role for as long as needed, as a peer.
Over 25 years managing information system transitions and, above all, leading hybrid teams. GROW-method coach.
Three ways to work together, with the same peer stance.
Deputy CIO
Your role is overflowing: a contract to renegotiate, an executive team expecting a position on AI, a team to get back on track. We move forward together; you keep the decisions and the credit for the result.
See this approach in detailFractional CIO
I hold the CIO role a few days a week and help your IT manager grow, so they take on an increasing share of it.
See this approach in detailInterim CIO
I secure operations, take back control of suppliers and unblock pending decisions, then prepare the ground for your next CIO.
See this approach in detailMost blocks in an IT department are human ones.
A drifting contract often reflects a worn-out relationship. A stalled project is often waiting for a decision nobody dares to take.
As a GROW-method coach, I work through four steps with you.
Goal
What you want to achieve, defined with you.
Reality
What is actually happening with your teams, your executive team and your suppliers.
Options
The possible scenarios and what each one costs.
Will
What you decide, who carries it and by when.
Six areas to take stock of your role.
Each question starts from a situation many CIOs face and simply asks: what about you? Each area leads to a specific intervention.
Strategy
Many CIOs have a roadmap the executive team has never really discussed. Who champions it at your executive committee?
Portfolio and budget
Many CIOs carry projects launched long ago that nobody ever stopped. How many do you have?
Operations and service quality
Many CIOs have green service reports and users who complain. Is that gap there for you?
Security and compliance
Many CIOs hold an audit right over their outsourcer that they have never used. Have you?
Suppliers and contracts
Many CIOs live with an outsourcing contract signed in a market that has since changed. When is your next renewal date?
Teams and skills
Many CIOs have teams managing suppliers without ever having learned that job. Is that the case for yours?
45 minutes by video call to take stock, and one page to share with your CEO.
We go through the six areas of the CIO Weather Check, two to three questions each. Within 24 business hours, you receive a dated page: the state of each area, what needs your attention and the question to put to your executive team.
Written to be put on your CEO's desk as it is: six areas, what is holding up, what needs attention and one question to settle.
See a sample pageOver 25 years between IT outsourcers and their clients.
At IBM, then Kyndryl, I sold, negotiated and delivered IT outsourcing contracts for major French companies, and managed their transitions.
I have led hybrid teams: in-house staff and contractors, on site, nearshore and offshore, in person and remote, working with the business as well as IT.
I know how a supplier builds its margin, prepares a renegotiation and defends its scope. Today I put that experience at the service of client companies and of the people who carry these decisions.
Cyril Chien Chow Chine, founder of 4C Partners