You have an IT team, but no senior technology leader
The operational work gets done, but there is no one consistently translating business priorities into technology direction, investment choices and executive-level accountability.
Fractional CIO | Interim CIO | Executive IT Advisory
Senior IT leadership without the permanent headcount.
I help owners and senior leadership teams take control of technology strategy, priorities, governance, vendors and delivery — with experienced CIO-level support scaled to what the business actually needs.
Whether you need recurring fractional leadership, interim cover or an independent view on a major decision, I work directly with your leadership team to turn technology into a controlled business agenda.
25+ years in technology and transformation | Former GM & CTO | Former Head of Group IT | PMP certified | Dubai, UAE
You may need CIO-level leadership — not another full-time executive
A permanent CIO is not always the right answer.
Your organisation may already have capable IT managers, technical specialists and external providers. What may be missing is senior leadership above that layer: someone who can connect business priorities to technology decisions, challenge vendors, set clear governance and give the executive team confidence that investment and delivery are under control.
A fractional CIO can provide that capability without creating unnecessary permanent overhead.
Technology spend is growing without a clear roadmap
Projects, licences, cloud services and vendors have accumulated over time, but priorities are unclear and it is difficult to see where money is creating value.
Vendors are driving too much of the agenda
Suppliers naturally advocate for their own products and services. You need an experienced client-side view that can challenge proposals, compare options and protect the organisation's interests.
A major transformation or growth phase is beginning
The business is expanding, restructuring, acquiring, replacing core systems or changing operating models and needs technology leadership before decisions become expensive to reverse.
The board or ownership needs better visibility
You need clearer reporting on technology priorities, cost, delivery, risk, dependencies and expected business outcomes.
You need interim leadership
A CIO or senior IT leader has left, recruitment will take time, or you need experienced cover while the permanent operating model is being established.
Turning technology into a business-controlled agenda
My role is not to produce strategy documents that sit on a shelf. It is to help leadership make better decisions, establish accountability and move the organisation toward a technology environment that supports the business.
IT and digital strategy
Translate business priorities into a practical technology direction, with clear outcomes, sequencing and ownership.
Technology roadmaps and investment priorities
Build a realistic view of what needs to happen now, what can wait, what should stop and where investment will create the greatest value.
Governance and decision rights
Establish who decides what, how significant technology decisions are reviewed, and how risks, dependencies and trade-offs are made visible.
Portfolio and PMO oversight
Create a clearer view across projects and programmes so leadership can see priorities, progress, resource constraints, risks and competing demands.
Vendor and commercial management
Strengthen client-side control of suppliers through clearer expectations, performance management, commercial challenge, SLA governance and escalation.
IT operating model and accountability
Clarify responsibilities across internal teams, external providers and business functions so that ownership does not fall between organisational gaps.
Executive reporting and value tracking
Replace technical noise with concise reporting that helps owners and executives understand what matters, what needs attention and whether technology investment is producing the intended result.
Service governance and operational resilience
Improve oversight of service performance, support models, availability, recurring issues and business continuity at the governance level.
Build-versus-buy and major technology decisions
Provide an independent executive view when the organisation is considering platforms, outsourcing, cloud services, ERP, integrations or other material technology commitments.
Leadership and capability development
Support IT managers and senior team members, strengthen ways of working and help build internal capability rather than creating long-term dependence on an external advisor.
More clarity. Better control. Fewer surprises.
A successful fractional CIO engagement should leave the organisation with more than advice.
Depending on the assignment, the result may include:
- A technology strategy that is visibly connected to business priorities
- A prioritised roadmap with clear ownership and decision points
- Better control of IT spend and vendor commitments
- Stronger governance around projects, risks and investment
- Clearer executive reporting
- More disciplined vendor performance management
- Better alignment between business leaders and technology teams
- Reduced duplication, waste or unmanaged complexity
- A stronger internal IT leadership capability
- Greater confidence that major technology decisions are being made for the right reasons
The objective is not to make technology more complicated. It is to make the organisation's relationship with technology clearer, more deliberate and easier to govern.
Executive-level support, scaled to the situation
Fractional does not mean remote advice from the sidelines.
Where the engagement requires it, I work directly with owners, executives, internal IT teams, business leaders, vendors and delivery partners.
1. Understand the real position
I start by understanding the business priorities, current technology environment, active commitments, key concerns and where leadership feels it lacks visibility or control.
2. Establish priorities
We identify what genuinely matters, what requires a decision, what needs intervention and what can be left alone.
3. Put practical governance around it
That may include roadmaps, decision forums, portfolio controls, vendor governance, reporting, accountabilities or specific transformation leadership.
4. Stay close enough to delivery
Strategy and governance only work if they survive contact with reality. I remain connected to the teams and suppliers responsible for delivery so that decisions are grounded in what can actually be executed.
5. Build capability, not dependency
Where possible, I strengthen the organisation's own leadership, governance and ways of working so that the business becomes less dependent on external support over time.
Use the level of support the business needs
There is no requirement to buy a conventional long-term consulting engagement.
Fractional CIO
Recurring CIO-level leadership for an agreed number of days or hours each month.
Suitable for: organisations that need ongoing executive technology leadership but do not need a permanent CIO.
Interim CIO
Temporary executive leadership during recruitment, restructuring, transition or a major transformation.
Suitable for: organisations that need immediate leadership continuity.
Ad-hoc executive advisory
Independent senior input on a specific technology, vendor, investment or governance decision.
Suitable for: owners or executives who need experienced challenge before making a consequential commitment.
Strategy and governance engagement
A defined piece of work to establish direction, priorities, governance, reporting or a technology roadmap.
Suitable for: organisations that need structure before moving into a major phase of investment or change.
Transformation oversight
Executive-level client-side leadership across a major programme or portfolio.
Suitable for: organisations that need stronger control above individual project and vendor teams.
I've worked on both sides of the table
I have spent more than 25 years working across enterprise technology, transformation and complex programme delivery.
My career has included executive responsibility as a General Manager & Chief Technology Officer and Head of Group IT, as well as nearly a decade leading major enterprise programmes for Infor / Lawson.
That combination gives me both perspectives.
I understand what it means to be the executive accountable for budgets, vendors, service levels, investment decisions and business outcomes.
I also understand what happens inside complex delivery programmes — where scope changes, dependencies emerge, technical reality collides with commercial commitments and executive reporting can become disconnected from what is actually happening.
That is particularly useful when an organisation needs someone who can move comfortably between the boardroom, the IT function, the project team and external suppliers.
Relevant experience includes:
- Enterprise IT and digital strategy
- Executive technology and operational leadership
- Multi-million-dollar budgets and vendor contracts
- PMO, governance and value-tracking frameworks
- ERP and enterprise platform transformation
- Cloud, SaaS and hybrid technology environments
- Service and SLA governance
- Multinational delivery teams
- Vendor-side and customer-side programme leadership
Credentials:
- Project Management Professional (PMP)
- Infor Project Management Certified
- MA, Geographical Information Systems, University of Leeds
- BSc (Hons), Geography, University of Huddersfield
- Dubai-based with UAE Golden Visa
Strategy is only useful if it can be executed
One of the advantages of working with me is that CIO-level advice does not sit separately from delivery reality.
If the organisation also needs project or programme leadership, I can remain involved through implementation — or help establish the governance and leadership structure needed for internal teams and delivery partners to execute successfully.
That may include:
- Programme mobilisation
- PMO and governance
- Vendor alignment
- Delivery assurance
- Programme recovery
- ERP and core-platform implementation
- Testing, cutover and operational readiness
Need CIO-level leadership, but not a permanent CIO?
If your organisation needs clearer technology direction, stronger governance, better vendor control or experienced interim leadership, let's have a direct conversation about what is happening and what level of support would genuinely be useful.
Email: enquiries@sirictech.com
Corporate mobile: +971 52 479 4310