A proven approach, augmented by AI
Vegvisir Method: stabilise, scale, accelerate.
30 years on international executive committees. Executive MBA, valedictorian in Innovation Management (Portland, USA).
In organisations, there are moments when everything speeds up, when reference points blur and when leaders must decide amid uncertainty. These moments call for a method, a framework and a rhythm.
My method structures the mission in three phases, powered by AI, to turn your IT situation into a costed, fundable and governed roadmap.
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Unique AI-based tools!
Why Vegvisir?
The Vegvísir is a compass of the Viking navigators: a symbol of guidance through uncertainty, to stay on course even when technology or people lose their bearings. "Carry this symbol with you, and you will not get lost, even in the unknown." (Huld Manuscript, Iceland)
My method carries this name, and its three phases carry the names of the three Norns of Norse mythology, who weave destiny by embodying the past, the present and the future:
01. Urðr, "what has come to pass": the Norn of the past. The quantified diagnostic, starting point of the mission.
02. Verðandi, "what is coming into being": the Norn of the present. The roadmap arbitrated with the Executive Committee.
03. Skuld, "what shall be", literally "the debt": the Norn of the future. The governance, deduced from the gap between Urðr and Verðandi. It is not chosen, it is deduced from your own numbers.
Phase 1: Urðr, Flash Diagnostic
Secure the immediate risks, quantify the situation, establish the mission's AI Memory.
Act without waiting for the diagnostic. A company cannot afford to wait 45 days to address its most urgent risks. In parallel with the full diagnostic, I put in place an immediate action plan to limit and control very short-term risks. This plan runs without depending on the final report: the company is secured from the very first weeks.
Structured interviews that become the living memory of the company.
The audit is based on structured interviews with all stakeholders: Executive Committee, business departments, middle management, IT teams, key suppliers. To this is added the collection of existing documentation.
🧠AI - All these interviews and documents are transcribed and fed into a dedicated AI project: they become the living memory of the company, queryable at any time throughout the mission.
Frameworks worthy of a top consulting firm. The unique experience of an interim manager is not in the AI's knowledge base. All the frameworks of the major consulting firms are.
🧠AI - Advanced AI is used to identify the frameworks best suited to your context and to extract the relevant benchmarks, with reliable statistical sources. The result: a complete, fully documented final audit report.
🧠AI - Why my AI approach is different.
90% of GenAI projects fail, and the rare successes sometimes cost more, in tokens, than the jobs they replace.
My approach is grounded in Innovation Management, a discipline that has been mature for decades, which I studied as a dedicated Major during my Executive MBA in Portland (USA).
Unlike the race for technology for technology's sake, I aim for pragmatic, effective and profitable AI, with a measured return on investment for every tool I build.
Phase 2: Verðandi, Projection & Alignment
Align the Executive Committee, business lines and IT on a costed, compliant and fundable roadmap.
A systematic cycle of sharing and feedback. The IT plan is presented and then enriched by feedback from the Executive Committee, business departments, middle managers and IT teams, in a cyclical, regular and transparent way, until it converges into a costed and fundable roadmap.
The filter that changes everything.
An IT roadmap only has value if it is consistent with the company's strategy and with its real investment capacity over the period. Without this filter, it remains a wish list disconnected from reality. With it, it becomes a decision-making tool for the Executive Committee.
Compliance, cybersecurity, Data/AI architecture: by default, not as an option.
Compliance (NIS2, Sapin 2, etc.) is built into the roadmap from the start. Cybersecurity is handled by default in every project. Data and AI are integrated by default into every project, just like cybersecurity.
🧠AI - Building the roadmap with my dynamic tools
I use dynamic tools customised for each company, coded live with AI and built on 30 years of field experience. The time savings are considerable: what takes weeks with a traditional approach is built and arbitrated in session with the Executive Committee.
Identify the key available resources.
In a few minutes with the managers, I map the IT and business resources available for projects, their average monthly capacity in days and their fully loaded cost.
List all the projects.
The audit identifies all potential projects with calendar duration, CAPEX/OPEX budget and a high-level breakdown.
Allocate resources to projects.
Average monthly estimate of resource consumption per project, with simulation of future, substitute or additional resources.
Observe and arbitrate live.
Immediate visualisation of how capacity aligns with ambitions, drag-and-drop arbitration, instant impact on resources and budgets, scenario management. You see exactly where it gets stuck and work on the organisation accordingly.
Communicate clearly.
A clear PDF report on the arbitrated priorities to bring the teams on board, including a first view of the budget and cash impacts over several years.
Steer IT finances.
Simple tracking of IT payroll and the Build/Run ratio, high-level entry of the other IT expenses (compressible or not), and a high-level financial summary: % Build/Run, % variable/fixed, % compressible/incompressible, with the company's positioning in its market.
Manage technical debt.
A clear backlog system to propose risk management for technical debt and address it with full knowledge of the facts, according to the company's real capacity.
Optional module: Extended presence
Interim management is never "just recommending".
It differs from consulting by the absence of any pure recommendation phase: I lead and execute day-to-day operations in every case, from the diagnostic onwards. On some missions, I stay longer after the roadmap is validated to keep driving the transformation myself: multi-site rollout, M&A or international support, negotiation of service contracts, structuring of internal and external teams. This extended presence secures the transformation through its most sensitive phase. It also allows an internal CIO to grow before handing over, rather than leaving them to take over a still unstable project alone.
Phase 3: Skuld, Governance & Handover
Clear, operational and shared governance, all the way to knowing when to step aside.
Tailored phasing, by priority. Once the first urgent projects are under control, the portfolio is phased: rapid stabilisation, then scaling to grow safely, then acceleration that takes full advantage of the roadmap.
🧠AI - AI governance. I help the company structure its own AI governance: how it decides, frames and evolves its use of AI after my departure. This is about governance, not architecture.
Knowing when to step aside. A point rarely owned in interim management: passing on the credit and the knowledge to those who stay is an integral part of the mission, not a side effect.
A simple mechanism that lasts after my departure. Governance at Executive Committee level enables efficient quarterly steering, understood by all. The teams build or configure their own tools with my help and become fully autonomous.
All the data from my tools is made available to the company via Excel export, at any time, on simple request.
Let's talk about your situation
A doubt about your IT trajectory, a transformation that is stalling, a vacant CIO position? The first conversation is simple and direct: your context, your challenges, and what the Vegvisir method can bring to them.
