Independent enterprise architecture for organisations about to spend serious money on technology. Not frameworks for their own sake — a current state that is real, a target worth funding, and a roadmap that survives contact with delivery.
We do not resell software, take referral fees, or staff the build. The only thing we sell is the advice.
Tell us which one you are. We will say honestly whether we are the right people for it.
A platform selection, a migration, a replatform, a business case going to the board. Something specific needs thinking through before the money is committed.
A fractional chief architect, a design authority, an architecture review function that actually reviews things. Someone who knows the estate before the decision is needed.
A delivery nine months in with a design that keeps moving, an integration nobody owns, an auditor asking questions the architecture cannot answer.
You do not have to hand us a transformation programme. Some clients start with a four-week current-state assessment and stop there.
Work that turns an intention into a decision someone can defend.
What you actually run today — applications, integrations, data flows, contracts, and the things nobody documented.
A target architecture tied to business outcomes, sequenced into work that can realistically be funded and delivered.
What to keep, replace, retire or leave alone — with the cost and risk of each option made explicit.
How data actually moves between systems, and what it takes to stop three teams building the same interface.
Where workloads should sit and why, including the cost model nobody checks until the first bill lands.
Independent assessment of what a vendor is really offering, before you sign a multi-year commitment.
Longer arrangements for organisations that keep having to decide things.
Senior architecture leadership at executive level, at the days per month you actually need it.
An architecture review function that makes decisions, records them, and holds delivery to them.
A second, senior read on someone else's target architecture before you fund it.
Work that starts under pressure, usually with a date fixed by someone other than you.
Establish what has been built, what was assumed, and what has to change for the programme to land.
Day 1 separation or integration, and a way off transitional services before the clock runs out.
When APRA, an auditor or the board asks for evidence the architecture is under control — respond with documents, not slides.
Describe the situation in two lines. We will tell you what makes sense — including if the answer is nothing yet.
A bank, an agency and a scale-up are all judged by different people. We frame the work around the review that actually decides your funding.
Operational resilience obligations assume you can trace a critical business service through every system, vendor and dependency that carries it. Most institutions cannot, and find that out during the review rather than before it.
"The current-state pack answered questions our last three programmes could not."
General Manager, Technology · InsurerAssurance reviewers want to see that the technical approach is real, sequenced and costed. An architecture written after the business case rarely survives that reading.
"It was the first time the technical approach and the funding model matched."
Program Director · State agencyHealth estates are layered decades deep, with interfaces that only one person understands. The architecture work is mostly discovery, and the sequencing has to respect clinical operations rather than project plans.
"We finally knew which interfaces we could not switch off."
Chief Information Officer · Aged care providerEstates that grew through acquisition or speed carry decisions nobody made deliberately. The answer is rarely an enterprise framework — it is a small number of choices, written down, that stop the next three years compounding the problem.
"He talked us out of the platform we had already chosen. He was right."
Founder · National services businessInterviews, systems, contracts, integrations and data. The estate as it is, not as the last strategy deck described it.
Business direction, constraints, cost and risk. Which parts of the estate are in the way, and which are fine as they are.
A target architecture and a sequenced roadmap, with the reasoning and the options you rejected recorded alongside it.
Design authority, review, and the unglamorous work of holding delivery to what was agreed.
Most architecture advice in this market is attached to something else being sold — a platform, a licence, a delivery team. The advice bends accordingly, usually without anyone intending it to.
There is no second revenue line that a particular recommendation would happen to serve. You can check this in the engagement terms.
You are left with a current-state model, decision records and a roadmap someone can pick up in two years. Not a deck that made sense only while it was being presented.
Rajesh does the work personally. There is no pyramid of juniors between the person you met and the person writing the architecture.
If the problem is operating model rather than architecture, or if you do not need us yet, you hear that in the first conversation.
Eight plain questions, about two minutes. No framework knowledge needed. You get a readiness score and the two or three things worth fixing first.
Your result appears here once you have answered all eight. Nothing is sent anywhere until you choose to send it.
"Most technology money is not wasted on bad decisions. It is wasted on decisions nobody wrote down."
I have spent years walking into programmes where the architecture existed only in the heads of three people, two of whom had left. The work itself is not complicated. It is just work nobody is paid to do until it is already expensive.
You do not need a brief, a budget or a business case to talk to us. A problem and an hour is enough for a first conversation.
First conversation is at no cost and without obligation.
What has triggered this — a selection, a programme, a review, or just a growing sense that nobody has the whole picture.
Rajesh will reply within one business day.