External IT Manager · Thun · Switzerland-wide

You’re making decisions about technology
that you’re not in a position to assess.

This isn’t a knowledge issue. What’s missing is someone to translate, explain and keep you informed.

I’ll take care of that.

Arrange an initial consultation What I’ll take care of

Why this role is missing

In many companies, IT now consists solely of support.

It keeps the business running and reports upwards — to the finance director or directly to the managing director. That’s where technology decisions are made, for which nobody has the necessary background.

It’s not down to negligence. It’s simply that there’s no one designated to bridge the gap between business and technology.

As long as IT is sitting at the wrong table, the wrong decisions will be made.

What I take on

Leadership, where it’s lacking. And building the structures that support it.

Interim leadership

IT management, acting CIO or CDO. I sit at the decision-making table and act as a bridge between IT and the business.

Supplier management

Contracts, service level agreements, escalations. Without any personal interest in what the supplier is selling.

Project and transformation management

Prioritisation, dependencies, sequencing. You know, for every sub-project, what it depends on, what it costs and what it delivers.

Stabilisation

When an environment is in a critical state, operational stability is the first priority. Everything else comes afterwards.

Sustaining structures

Roles, documentation, operating model, knowledge transfer. What I put in place will continue to function even without me. It’s up to you to decide whether you want to keep me on afterwards.

The difference

An IT consultancy will also provide you with someone.
They’ll bring their own portfolio with them.

On paper, it’s the same: interim IT management, leadership, oversight. But they earn their fee from what you end up with.

I bring nothing with me. No revenue targets, no exclusive distribution rights, no product of my own. If a placement fee is payable, you’ll know that in advance.

Whatever I recommend to you, I recommend because it’s the right fit.

→ Read the guide: costs, duration and when interim makes sense

And afterwards: the structure that holds it all together

If support only finds out what has changed from the user, the order is wrong. So I make sure the information is there beforehand — from the specialist departments themselves.

Key users

First point of contact within their own department
Induction of new staff
Defining processes, formulating requirements
Beta testing prior to roll-out
Implementation of updates

Super-user

Organises the key users in their department
Collates and validates requirements and errors
Beta testing
Point of contact for IT

A department no longer reports hundreds of opinions. It reports a validated requirement. And it knows what’s coming before the update.

From real-world experience

Two departments. One budget.
Suddenly on the same page.

A Swiss company with its own IT department: development and support.

The head of development effectively ran the entire IT department. He set the direction — and judged the department that had to deal with the consequences of his mistakes.

Development delivered. No handover, no documentation. Support only found out about new features when the first user rang.

So both sides pointed the finger at the other. The development team was convinced they made no mistakes and that the support team were useless. The support team suspected that behind every error lay a change that nobody had told them about.

Those who could leave, did. In the end, even the support team leader left. Then I arrived.

I could have organised a workshop on collaboration. A team-building event. Both help when people don’t understand one another. Here, they understood each other perfectly well.

Instead, I changed the rules.

A budget for both departments. A ticketing system that makes it clear where a bug comes from. And service level agreements — not just between support and senior management, but also between development and senior management.

From then on, a bug cost the development team its own budget.

People don't work against each other because they are bad. Nor because they are incompetent. They do it because the structure rewards them for it. Change the structure.

From real-world experience

The group prescribed the system.
The processes didn’t exist.

A Swiss subsidiary had to integrate with its parent company’s ERP system. No choice, no leeway. The only problem was: there were no documented processes — just habits that worked.

The resistance was there before I was. Understandably so: anyone who’s been doing something well for years isn’t going to let an outsider rewrite the rules.

So I didn’t rewrite them. I worked out the processes with the accounts team — and we decided on them together.

A system can be connected in weeks. People cannot.

The first step

Understand first.
Then decide.

A conversation in which I listen and ask questions. If I see that you don’t need me, I’ll tell you so.

Arrange an initial consultation Read more first

My promise

I’ll pull out if it’s not going to work.

I once halted an ERP implementation. Not because the tool was bad — but because no tool can replace a process that doesn’t exist.

You’ll find this out early on, not later.

An honest ‘no’ costs me a client but saves you many times that amount.

Frequently Asked Questions

How much does an external IT manager cost?

That depends on the scope: one day a week is quite different from full-time interim management. I work at transparent daily rates; a quote will follow after the initial consultation. No fixed packages, no minimum volume commitment.

External or in-house IT manager — which is better?

It depends on whether the role is needed on a permanent basis. Many SMEs don’t need a full-time IT manager, but they do need someone to bridge the gap when it comes to technology decisions. If an in-house appointment makes sense, I’ll tell you — and help set it up.

From what company size does this become worthwhile?

It depends less on the size of the company than on whether IT decisions are being made without anyone being able to assess the consequences. If I see that you don’t need me, I’ll tell you so during the initial consultation.

How long does an assignment last?

As long as the role remains unfilled. Some assignments end as soon as the internal structures are in place. Others run for years because the role is needed on a permanent basis and a permanent position isn’t cost-effective. Both are fine — it’s not up to me to decide.

How soon can you start?

The initial meeting usually takes place within a few days. Whether and when an assignment can start depends on my workload — I’ll tell you that upfront, rather than keeping you waiting.

What happens when you leave?

Roles are filled, processes are documented, the operating model is in place, and knowledge has been handed over. I don’t build anything that will fall apart without me. This applies from day one — not just when an end is in sight.

Do you sell software or hardware?

No. No sales targets, no exclusive distribution, no in-house portfolio. If a referral is remunerated, you’ll know that in advance.

You’re making decisions about technologythat you’re not in a position to assess.