Interim IT leadership is often staffed as availability: someone free, someone cheap, someone who can pick it up. That is how business-critical work still gets filled. Then the organisation is surprised when the landing does not hold.
RAID’s IT consultancy is director-led. The person who scopes the work stays with it. Status, risk and decisions stay at a level the organisation can act on. Vendors are in the programme, not after it.
That pattern is the through-line of the work. At Bell Integration, the job was the customer side of IT outsourcing: transition, live service, and the P&L of the portfolio, with two large clients kept moving through change. At Legal & General, a failing Windows 7 refresh had to be recovered — 7,500 people, £10 million, applications cut from about 3,500 to 600 — and then the service job: £62 million of IT operations, the IBM estate, and an 8% drop in in-year run cost.
Done well, this work looks effortless. Done badly, it costs a lot of money to put right. Hire for the outcome, not for the gap in the org chart.
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