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Strategic IT sparring for SMEs – prioritisation, roadmap, governance, Evoloque Thun

Strategic sparring · Thun · across Switzerland

You’re deciding on IT course-changes –
without anyone who thinks along neutrally.

I sit at the table where decisions are made and bridge IT and the business — independently, with no sales interests of my own.

Strategic sparring means: someone at your side who thinks ahead before it gets expensive.

Arrange a sparring conversationWhen it helps

What sparring is

Not an external report.
A thinking partner in day-to-day operations.

Strategic sparring is for situations where you have to decide — and nobody in the room can translate neutrally what IT actually means.

I bring no slides and no product portfolio. I ask questions, order priorities and make visible what a decision really costs.

You keep the decision. I help you make it on solid ground.

When strategic sparring helps

When the question is not “Which tool?”, but “What first — and why?”

Ahead of major investments

ERP, cloud migration, a new CRM: before you sign, we clarify whether the problem really sits there — and whether the sequence is right.

When priorities are unclear

Five urgent topics, one budget: what first, what later, what not at all? Sparring brings clarity — without starting everything at once.

When IT and management talk past each other

IT delivers. Management waits for miracles. Nobody translates. That is exactly when I sit at the table — and make clear what is at stake.

What we spar on

Three topics that come up in almost every mandate — in different order.

01

Prioritisation

What is urgent, what is important, and where do the two terms mislead each other? We sort by dependencies and risk — not by volume.

02

Roadmap

Which steps in which order, and what each one costs — in money, in time and in operations afterwards. No Gantt chart for the archive, but a plan you understand.

03

Governance

Who decides what, who carries responsibility, and how a decision comes back when it does not hold. Without governance every roadmap becomes a wish list.

How it works

A regular thinking partner on equal footing — not a project that gets “delivered” at some point.

Initial conversation

Free of charge, non-binding. You say what is wrong. I ask — and tell you honestly whether sparring fits or whether you need someone else.

Regular sessions

Half a day a month, or tighter ahead of major decisions. I prepare, ask uncomfortable questions and record what was decided — so nothing is lost.

Ad hoc in between

When a supplier quote comes in or the board meeting draws closer: one call is enough. Sparring also means: reachable when it burns.

From practice

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.

→ All real-world stories

From practice

17 steps. Now just 4.

17→4manual
steps

A Swiss SME with 20 sites wanted to digitise its accounting. Between invoice receipt and booking sat 17 manual work steps.

I didn’t digitise a single one. First understood. Then simplified. Then automated.

What remained were four steps. The other thirteen had never been needed — they had simply never been noticed.

→ All real-world stories

The first step

Arrange a sparring conversation

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

Arrange a sparring conversationRead more first

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Frequently asked questions

How does sparring differ from classic consulting?

With sparring I sit regularly at your table — not to produce a report that ends up in a drawer. I think with you, ask questions and bridge IT and the business. No project brief, no deliverable at the end of the week.

How often do we meet?

That depends on your situation. Sometimes half a day a month is enough. Ahead of major decisions it can be tighter. We set the rhythm together — with no minimum term.

For which company size is this worthwhile?

When IT decisions are made and nobody thinks along neutrally, size is secondary. What matters is whether you need someone who translates — not whether you have an IT department.

Do you sell software or service providers in the process?

No. No sales targets, no exclusive distribution, no portfolio of my own. If a referral is remunerated, you know that beforehand.