Business analysis, project management and vendor coordination — from the first conversation with the business to a system that runs in production and has someone to operate it.
years in IT, from business analysis to IT director
certified project management, applied to real deliveries
core systems, claims, regulatory reporting, reinsurance
documentation and communication with international teams and vendors
Few IT projects stall for technical reasons. They stall between the points: between what the business asked for and what the vendor understood, between contract and delivery, between launch and daily operation.
That gap is where we work. We turn business requirements into specifications a vendor can implement without guessing, keep the plan and the budget under control, and check what gets delivered against what was asked for.
When a solution needs several vendors, we bring them under a single coordination. You get one conversation and one party accountable for the outcome, instead of a stack of contracts that contradict each other.
We are a small firm with experience on the client side of the table. We have sat in the chair that signs off on delivery, not only in the one that issues the invoice.
One integrator role, plus nine areas of execution. Take them separately or as a full package, from idea to daily operation.
Few real needs are covered by a single vendor. We establish what has to be done, select the right vendor for each component and bring them under one coordination: a shared plan, clear interfaces between them and responsibilities defined in writing.
On your side, that leaves one conversation and one party accountable for the outcome. Keeping vendors aligned, on schedule and aware of their dependencies is our problem, not yours.
User interviews, process maps, functional and non-functional requirements, acceptance criteria. The document you can build from and, more importantly, sign off against.
Plan, budget, risks, dependencies, reporting to management. Coordination between internal teams and vendors, with decisions taken on time and put in writing.
How systems connect: APIs, file exchanges, synchronisation with the core system, message queues and control points for errors.
System-to-system migrations with field-level mapping, reconciliation after import and a rollback plan. Plus the reporting that comes out of the data: periodic sets, management indicators, files in the format your regulator or partner requires.
Intranets, project portals, process applications, document registers, reports. Built to measure when off-the-shelf products demand more compromises than they are worth.
Document flows, approvals, automatic generation of reports and correspondence, removing the manual steps that repeat daily and go wrong monthly.
Policies, procedures, access matrices, processing records, continuity planning. Preparation for audit and for regulatory requirements in the financial sector.
Requirements documents, evaluation criteria, technical comparison of bids, negotiation on scope and SLA. We help the buyer know exactly what they are buying.
IT director or programme manager on a fixed term, for organisations that need technical decisions made without hiring straight away.
Six stages, in order. Each one closes with a deliverable you can read, not with a meeting.
What problem we are solving, for whom, on what budget and by when. Outcome: a short project brief, agreed in writing.
Current processes, data, systems touched, legal constraints. Outcome: requirements and flows, each with acceptance criteria.
Stages, dependencies, risks, resources, the build-or-buy decision. Outcome: a delivery plan and a cost estimate.
We split the work into components, select a vendor for each and define the interfaces between them. Outcome: a complete delivery team under one coordination.
Execution in iterations, with testing on real scenarios and regular reporting. Outcome: a working system, verified against the requirements.
Documentation, training, operating procedures, support plan. Outcome: a team that can carry on without us.
The deepest experience is in regulated areas, where a mistake is not fixed with a patch.
Core policy and claims systems, settlement flows, regulatory reporting, accounts with partners and reinsurers, distribution channels.
Processes with audit and data retention requirements, integration between business applications and accounting systems, access control and traceability.
Organisations with a public or mixed mandate, where internal procedure and a transparent decision trail matter as much as the technical solution.
Companies without an IT department of their own, who need someone to translate between the business need and what vendors are offering.
An IT consulting firm based in Bucharest. We work directly, with no layers in between.
The name comes from how we look at a project: not as a single delivery, but as a sequence of points that have to be reached in order, up to the one that actually matters — a system used every day by real people.
Behind it are more than twenty years of work in the IT functions of insurance and financial services companies: business analysis, project management and, in recent years, leadership responsibility for an entire IT function. We have written requirement documents, evaluated vendors, led core system implementations and signed off on delivery.
That means we understand both sides of the table: the pressure from the business, and what can realistically be delivered in a quarter. When a project needs more hands, we bring in specialists for specific areas and remain accountable for the result.
The first conversation is over coffee and takes an hour. You leave it with a clear opinion, even if we do not end up working together.
The message comes straight to us. What you enter is used only to reply to you and is not passed on.
If you would rather talk before any documents, send us two lines and we will propose three slots. We do not send template proposals and we do not chase.