Systems that support the way you operate.
Technology, systems and integration
Technology lead owns architecture, integrations, implementation and support ownership.
AI-assisted workflows, reviewed by people
The right systems make work easier to control rather than adding another disconnected layer. Accounting, reporting, documents and approvals often evolve independently as an office grows. We assess how information moves between them, choose changes against practical requirements and establish who supports each system after implementation.
Typical needs include repeated manual entry, spreadsheet dependencies, unclear permissions and a migration that never fully reconciles. We begin with workflows and ownership rather than a predetermined vendor. Acceptance criteria cover data quality and the real work users need to complete, with implementation changes tracked against the agreed roadmap. Implementation is organized around complete user journeys: a document arrives, information is entered or extracted, a reviewer checks it and an authorized person approves the next step. We test those journeys across systems rather than accepting isolated screens as evidence of readiness. Migration reconciliation shows what transferred, what was corrected and what remains unresolved. The handover identifies operating owners, vendor responsibilities and the route for a change request, so implementation does not end with an unsupported configuration.
Senior availability and reviewer responsibilities are agreed per mandate; the role need not be a dedicated full-time appointment.
02 / Scope and deliverables
- 01systems assessment/roadmap
- 02accounting/reporting/document/workflow requirements
- 03vendor evaluation criteria
- 04integration/data-flow diagrams
- 05migration cleanup and reconciliation
- 06agreed system configuration
- 07role-based permissions
- 08approval/reminder workflows
- 09user acceptance testing and issue register
- 10operating guides and training
- 11handover and support escalation
- 12license/cost reviews; change-control process
03 / AI-assisted work, reviewed
- Synthesize approved workshop notes into requirements, with process owners confirming the resulting specifications.
- Analyze repeated tasks for automation suitability and document risks or approval dependencies for review.
- Draft test cases and operating documentation; users validate the scenarios against their actual work.
- Implement approved process automation and permission-aware retrieval with explicit access rules, test evidence and change approval.
04 / Practical delivery
- 01
Assess current systems, map data flows and agree requirements, evaluation criteria and support responsibilities.
- 02
Clean and reconcile migration data, configure systems and permissions, then run user acceptance tests with an issue register.
- 03
Train users, hand over operating guides and review integration exceptions, license costs and approved changes after launch.
05 / Outputs and cadence
Outputs include a systems roadmap, integration diagrams, configuration records, migration reconciliation and acceptance evidence. Support guides identify the responsible provider and escalation route. Post-launch reviews follow agreed service intervals, while change requests are assessed for cost, access and impact before implementation.
06 / Measures agreed per mandate
Examples to agree for the selected scope and baseline; not promised numerical results.
- Workflow adoption
- Integration exceptions
- Acceptance-test completion
- Support resolution
- Duplicate entry removed
- Costs versus baseline
07 / Working interfaces
The technology lead interfaces with finance, operations, security, data owners and appointed software/integration providers. The family office approves vendor selection, expenditure and access. Support ownership and availability are agreed per system; introducing a tool does not automatically extend the mandate to every provider or legacy workflow.
Cybersecurity, privacy and fraud controls
Protect the office's information and decisions.
Explore service →Build the support your family office needs.
Tell us where the office stands today and what you want to improve. Use an initial conversation to understand the work, assess fit and define the next step.