...where technology gets down to business...

I like people to finish the day knowing they've got somewhere.

That's true of technology, too. A good IT function isn't about technology for technology's sake; it's about helping the business get things done.

When things get bogged down in technical detail, competing agendas or unnecessary complexity, I bring some clarity, focus on what matters and help get things moving again.

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Capability

what is it you're looking for?

Technology Strategy

An experienced, independent perspective on how well your technology function serves the business.

With 20+ years in technology leadership, I assess technology services, processes and capabilities against business needs and industry best practice. I help identify opportunities, challenge existing thinking and develop practical strategies that deliver value.

Program & Project Management

Experienced leadership when delivery matters, complexity increases or projects need to get back on track.

I've led and been accountable for thousands of projects, from software implementations to complex corporate integrations. My experience spans major defence programs, global agile software development and acquisitions involving significant organisational change.

Product Development & Software Implementation

Taking digital products from concept through development, deployment and ongoing operation.

I've led and mentored multidisciplinary teams across software engineering, testing, business analysis and product management. My experience spans greenfield development, global B2B and B2C products, and identifying new digital products and capabilities for businesses and software vendors.

Technology Due Diligence

Understanding the technology behind an acquisition, investment or potential transaction.

With practical M&A experience across international businesses, I independently assess technology capabilities, architecture, risks and costs. Whether acquiring a technology business or preparing your own for investment or sale, I help identify issues and inform better commercial decisions.

Technology Advisory

An experienced sounding board for business and technology leaders.

Having led both business and technology functions across different countries, cultures and industries, I bring perspective, context and practical advice to complex decisions. Equally comfortable discussing P&Ls with CFOs or systems architecture with CTOs, I can challenge thinking, mentor leaders and help navigate change.

Interim & Virtual CIO / CTO Services

Experienced technology leadership when you need it, without necessarily making a permanent appointment.

I can step in for a few weeks or longer to assess the environment, establish priorities, develop a technology roadmap or lead significant change. This can include interim executive leadership, supporting existing teams or helping identify and transition to a permanent CIO, CTO or senior technology leader.

Confidence

engaging at all levels

Glenn Seaye

Technology Executive

Sometimes the brief is simply that something isn't quite right.

A business owner might know their Technology Group needs attention but not have the time, internal capacity or perspective to work out exactly what needs to change. That's often where I come in.

The first step isn't a big proposal or a team of consultants. It's a conversation, some good questions and experience applied in the right places.

From there, I work with the business and its technology people to understand the current landscape, identify what matters, and develop a practical strategy that gives everyone a clear direction. The approach is proportionate to the challenge, with the right people involved at the right time.

Introductions & Discovery

First, understand the business, its objectives and the role technology plays in supporting them.

Review the technology landscape across infrastructure, operations, applications, development and business services.
Map technology capabilities against the organisation's business capability model.
Interview technology leadership and key staff, suppliers and service providers, and internal and external customers and stakeholders.

Deep Dive & Assessment

Move beyond the high-level picture to understand how things actually work, where the constraints are and what needs attention.

Examine the technology stack, architecture, programs and projects, financials and commercial arrangements.
Assess current technology capabilities, operating models and delivery effectiveness.
Run capability gap analysis and prioritisation workshops.
Benchmark capabilities against relevant industry standards and undertake SWOT analysis.
Develop and validate findings with key stakeholders.

Strategy Development

Turn the findings into a clear, achievable direction for technology, with recommendations that make sense for the business and the people who need to deliver them.

Develop the technology strategy, recommendations and target-state vision.
Define strategic priorities across the key technology pillars.
Translate the strategy into a prioritised tactical roadmap.
Develop supporting business cases, investment considerations and delivery plans.
Present the strategy and communicate the outcomes to staff, leadership and key vendors.

Implementation & Ongoing Support

A strategy only has value when it translates into action. Support the transition from planning to delivery, maintaining momentum and helping the organisation realise the intended outcomes.

Provide ongoing advice and support to technology leadership.
Take ownership of selected initiatives and priority actions within the tactical roadmap.
Help coordinate delivery, resolve obstacles and maintain alignment with the agreed strategy.

Testimonials

what others have to say

Greg Dooley

Director/Board Member

..thoroughly enjoyed working with Glenn even during some of the more contentious discussions we had. As an IT professional his aim was always to do what the customer needed which made my job much easier...

Melissa Carydias

National IT Manager

..it was a privilege to work under your leadership. Thanks for the sage advice over the years...

Mark Finocchiaro

Managing Partner/CIO

..helping me with improving our ways of working within our IT leadership team to better collaborate, report, and service the business to improve delivery..

Peter Serti

Business Development Manager

..A true gentleman and living proof that decent people can still climb the corporate ladder....

Ryan Herlihy

Head of Dealing

..Was a pleasure working alongside Glenn. He challenged, tested and pushed us to achieve great things!

Julia Chen

Group Data Architect

..a great experience to work with Glenn. Suin always telling me, she was lucky to have Glenn as a leader.

Glenn Goodwin

Executive Director

..Amazing commitment, you were an inspiration and a great mentor to a lot of your co-workers.

Craig Duffy

Technology Infrastructure, Global Head

..one of my most influential managers in my career and I learned a tremendous amount under your leadership. Especially around IT Finance, delivery and accountability..

Kevin Prior

CISO

..brilliant support and guidance over those years that our paths crossed...

Matthew Garvin

COO

..I really enjoyed my time working with Glenn, we achieved alot, and proud of it all. I've no doubt he will be missed...

Case Studies

what I have to say

Robotics Process Automation (RPA) & Artificial Intelligence (AI)

Paper considers new technologies such as AI and Intelligent Process Automation, it calls out best practices when introducing and integrating them into your Digital Operating Model. Content is drawn from on my experience and lessons learned deploying Digital Operations at scale within a Global Financial Services company, saving US$30m in costs per annum.

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Technology Strategy, what's that exactly?

Paper positions how a company can shape a tactical strategy that enables desired business outcomes, quickly. It covers techniques, tools and detail required; to assess the current state of all IT services/functions, how to quantify capability gaps across the technology pillars, how/where to set priorities, to articulate a tactical plan, communications and adjusting..always adjusting. Content is drawn from my framework and experience implementing such.

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