Canadian IT strategy consulting that ends in a costed technology roadmap we can build, not a binder.
One Canadian team assesses, plans, and then does the work.
We audit what you run, what it costs, and where it breaks, before anyone writes a plan. Configs, contracts, renewal dates, and spend, scored on risk, cost, and business fit.
You get a technology roadmap with costs, dependencies, and dates you can take to a board. It names what to retire and what to defer, not only what to buy.
We hold quarterly reviews so the plan changes when your business does. Which items got funded, which slipped, and why, with the numbers in the room.
Only 48% of digital initiatives meet or exceed their business targets, across a survey of more than 3,100 CIOs (Gartner, 2024-10-22). Ours get built by the people who planned them.
IN PRODUCTION
Most strategy decks we're asked to review died in a drawer because nobody could cost them. A line with no price, no owner, and no quarter isn't a plan, it's an opinion with a logo on it. We price every line, say which two projects to kill, and then we're the ones handed the first build. Having to live with your own plan changes what you put in it.
I run this practice, so this is written by the engineer who'd be handed the build. Most IT strategic planning fails at the same place: the handoff.
A good technology roadmap is boring in the right ways. It says what you'll run, what it costs per year, what you're retiring, and in what order. Every item carries a number and an owner. It names the two or three things you should not do this year, because a plan that approves everything has decided nothing. If your roadmap can't survive a CFO asking "why this quarter and not next," it isn't a roadmap. It's a wish list with a logo on it. The test is simple and most deliverables fail it: hand the document to your senior sysadmin and see whether they can start on Monday. If they can't, you bought a diagnosis and called it a plan.
We start with what you actually run. Contracts, licence renewals, end-of-support dates, the switch nobody's rebooted since 2019. Risk usually sits in three places: kit past vendor support, a single person who's the only one who knows something, and renewals that auto-stack because nobody owns the calendar. We price the fix and the do-nothing option side by side, and you choose. There's a conflict of interest in that, so I'll name it. Most IT consulting in this country is a pre-sales motion: the assessment is free, the recommendation happens to be the vendor with the best margin, and the roadmap has a purchase order at the end of it. We build and run infrastructure too, so our exposure is real. The fix isn't a vow of poverty, it's writing the assessment fee and the build fee as separate engagements you can award separately. Ask any firm you're talking to whether they'll do that.
Bill C-8 received royal assent on 2026-06-15, and its Part 2 critical cyber systems rules are law but not yet in force, with no operators designated (Public Safety Canada, 2026). So a roadmap that budgets for that work in the right year is prudent, and one that panics is expensive. PIPEDA is the constant: outsourcing the work never outsources the accountability (Office of the Privacy Commissioner of Canada). Data residency, breach exposure at a record $7.11M average in Canada (IBM, 2026-07-29), and provincial rules like Quebec's Law 25 all belong in the plan, not in a footnote after you've signed. An IT modernization strategy that ignores the regulatory calendar gets re-sequenced later, at someone else's price.
Four steps, and the first one isn't a workshop. Planning goes wrong when consultants interview people about the estate instead of examining it. So we read the configs, the contracts, and the invoices first, then talk to your team about what we found. It's a shorter conversation and a more honest one. By the time we're proposing sequence, we've already priced the alternatives. You see the arithmetic, not just the recommendation.
We pull configs, contracts, renewal dates, and spend. What you run gets documented before anyone opines on what you should run. No workshops yet.
Every system gets rated on risk, cost, and business fit. Findings come with evidence attached, so you can argue with the score and not the vibe.
We build the technology roadmap: costed, dated, dependency-mapped. It includes what to kill and what to defer, and nothing arrives without a cost, an owner, and a date.
Quarterly review against the plan. Budgets move, vendors change, threats shift. A roadmap nobody revisits is a document, not a strategy.
Short answers first. If yours isn't here, an architect will take the call and won't route you through a salesperson.
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