Definitions, implementation and traceable results
We develop decision evidence for internal delivery, outsourcing and mixed operating models.
The focus comes before commissioning a provider: which services suit which sourcing model, which capabilities must remain internal, and what conditions must be met before deciding? The engagement delivers criteria and decision routes, not proof that a provider operating model already works.
We develop decision evidence for internal delivery, outsourcing and mixed operating models. Objectives, dependencies, retained tasks and switching options are documented so accountable decision-makers can assess alternatives transparently.
3 service modules
Bookable individually or as an end-to-end programme.
We make alternatives comparable using agreed criteria.
We define conditions for selection, concentration and possible transitions.
We translate strategy into traceable decisions and follow-up work.
5 phases
We inventory services, objectives and existing dependencies. These define comparable sourcing options with cost assumptions, risks and implementation prerequisites. Handover includes a strategy paper, documented decisions and prioritised next steps.
Your contact
Sarah Richter
Head of Information Security, Cyber Security
10+ years of experience, CISA, CISM, Lead Auditor, DORA, NIS2, BCM, Cyber and Information Security
A well-considered outsourcing strategy creates the framework for successful outsourcing decisions and helps companies deploy their resources optimally. It is not only about cost optimisation, but about the strategic positioning of the company in an increasingly interconnected economy.
Compare internal oversight, transition costs and possible provider changes alongside price. A cheaper offer alone does not establish a viable outsourcing decision.
8 QUESTIONS, BRIEFLY ANSWERED
You receive a justified comparison of sourcing options, strategic guardrails and an action plan. Open prerequisites remain visible; a strategic preference is not represented as an implemented solution.
Strategy sets objectives and conditions for external delivery. Selection examines specific providers, while oversight follows performance and risks in an existing relationship. Those subsequent tasks have their own deliverables.
We compare defined service scopes against capabilities, effort, dependencies and change options. Assumptions are stated and reviewed with owners so alternatives are not assessed on inconsistent foundations.
Accountable specialists establish which requirements apply to the organisation, service and contractual model. These inform criteria and evidence; the strategy is not labelled as blanket confirmation of DORA, EBA or MaRisk conformity.
We identify shared providers, subcontractors and technical dependencies where known. Alternatives, transition effort and insourcing conditions are assessed; a second contract alone does not establish an independent fallback.
We include the criteria agreed for your decision and verifiable evidence. Unchecked self-assessments and missing information remain labelled; a general sustainability promise does not replace concrete assessment.
We agree review triggers and criteria, such as changes in services, dependencies or cost assumptions. Assessment compares actual results with the documented decision without assuming generic saving rates.
The action plan identifies owners, prerequisites and subsequent selection or transition steps. Affected business and operating teams examine their tasks; handing over a strategy paper alone does not establish a successful operating transition.
Our clients trust our expertise in digital transformation, compliance, and risk management
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