Virtual CIO
Many capital markets institutions do not have the scale to sustain a full-time technology director, but they do face the technology decisions of one. That is the gap we fill.
The problem
Refreshing servers, choosing between cloud and on-premise, deciding whether a system is bought or built, evaluating a vendor proposal, answering what the CNV requires of the infrastructure. These are decisions that commit money and years, and in many institutions they end up being made by whoever has the freest calendar that day.
The typical result: infrastructure that grew by accumulation, contracts that renew themselves, systems nobody quite remembers the purpose of, and no view of where the technology is heading.
How it works
The virtual CIO does not deliver a report and leave. It participates in the operation at an agreed cadence and answers for the decisions it recommends.
Inventory of infrastructure, systems, contracts, licences and expiry dates. A picture of where the institution stands today, with the risks identified.
A plan prioritized by impact and risk, with the estimated cost of each initiative so it fits into the annual budget.
A fixed cadence with management: what moved, what stalled, which decision is due and by when.
Technical analysis of third-party proposals, with a written recommendation and its reasoning.
Which systems are critical, what happens if they fail, what the backup covers and what is left exposed.
If the institution wants, the same team executes what the plan defines. If it prefers another provider, that works too.
Let’s talk
If the honest answer is “whoever is available”, we should talk.