IT Consulting

IT Consulting and Team Leadership

I provide software development and IT consulting to corporate clients. I stay beside you through the decisions — from technology selection to project management — and try to leave the established setup sustainable.

Who this is for

This is for managers who want an independent assessment before making a technology, team or supplier decision, and for organizations that need to build a team, draw up a roadmap and create the structure that will own the work.

What I do

Advice on technology and architecture selection
Running project and team management processes
Infrastructure setup and team building across many private projects
IT service management (ISO/IEC 20000-1) and quality management (ISO 9001) perspective

I have completed lead auditor training in ISO/IEC 20000-1:2018, 27001:2022, 42001:2023 and ISO 9001:2015; this knowledge guides me when organizing processes and preparing for audits.

How I manage work in this area

In consulting, half the work is finding the right question. Technology choices often go wrong because they are not weighed together with team capability, budget and schedule.

Steps

Needs conversation: goals, current state and constraints are heard; scope is clarified.
Situation analysis: existing systems, team structure and suppliers are reviewed.
Options and recommendation: technology and team options are compared on scope, budget and risk together.
Roadmap: the recommended option becomes a phased roadmap and an owned task list.
Team building and coordination: if needed a team is formed; I act as the single point of contact across developers, designers, testers and suppliers.

Deliverables

Situation analysis summary
Options comparison and recommendation
Phased roadmap
Roles and responsibilities table

Methods and tools

Decision meetings are summarized in writing; risks and open questions are tracked with owners. The aim at the end of a consulting engagement is that the team can carry on without me. My recommendations are written with their reasoning; rejected options are recorded with their reasons too.

Common risks and how I handle them

One-sided technology preference: Options are compared on scope, budget and team capability together.
Dependence on the consultant: Decision records and handover sessions are prepared so the team can proceed independently.
Supplier coordination gaps: Roles and responsibilities are written in a table.

Acceptance criteria

The situation analysis and recommendations have been delivered in writing.
Every item on the roadmap has an owner and a date.
The roles and responsibilities table has been accepted by the parties involved.
The team is able to carry on the next steps without a consultant.

What I will ask you before we start

Which decision do you expect the consulting to inform?
Who are the current team, suppliers and systems?
What are your budget and schedule constraints?
Who is the decision maker, and what information do they need?

Communication rhythm

A written summary and list of open items follow every conversation; decision dates are placed on the calendar.

Why it matters for leading AI teams

In AI programs, consulting is often the question "for which business need, with which team, in what order?" My experience in building and running teams helps turn the answer into an organization plan.

Frequently asked

How long does consulting take?

It depends on scope; in the first conversation I outline a short framework, then tie it to a written plan.

Can you work in an ongoing role?

Besides project-based or fixed-term consulting, I am open to a longer-term remote role; you can describe it via the contact page.

To get started: describe your goal in two or three sentences via Contact or on WhatsApp (+90 531 679 10 14). For my overall method see Project Management, for my working rhythm How I Work, and for other areas Services. I work remotely, including across time zones — see the FAQ.