A review of your systems
What you own, what each piece costs per year, where the risk sits and what is slowing the business down. Everything else starts here.
Technology consulting
Technology consulting that ends in a decision you can defend
You have technology decisions on the table and nobody with independent technical judgment looking at them. We read your systems, hand you a roadmap ordered by priority, and give you a written second opinion on the quotes you receive. Your company is the only one that pays us, and that goes in the proposal.
- Independent of vendors, in writing
- Fixed price agreed before we start
- The roadmap is signed by someone who has built systems
- If this is not the year to spend, the report says so
PHPLaravelSymfonyNode.jsPythonJava.NETVue.jsMySQLSQL ServerMongoDBRedisAWSGit
The deliverable
What you actually get at the end
The work is reading your business and your systems to decide which technology you need, which you do not, what order to take it in and what it should cost. The output is a roadmap: short, ordered by priority, with numbers you can put in front of a board.
It has value on its own. If the answer is to wait a year, or to switch on something you already pay for, the report says that. Whoever signs the roadmap has built and maintained systems like the ones being recommended, and knows what they cost to run.
What the work produces
Diagram
A long report
Plenty of pages
A roadmap
Prioritized, with numbers
Prioritized
With numbers
- 01 Frees up cash or removes risk
- 02 Nice to have
- × Whatever is in fashion Out
Holds up in front of
Your partnerYour board
Engagements
What companies bring us
Some arrive on their own. Most come combined.
A technology roadmap
Phases, priorities, dates that hold, and a budget range per step. What frees up cash or removes risk goes first. Whatever is in fashion stays out.
Independent software selection
Picking the ERP, the store or whichever tool matters. We set the requirements, put vendors through the same questions and translate the fine print.
A second opinion on a quote
A proposal landed and you cannot tell whether it is reasonable. Or a project with another provider has stalled. We read it quietly and write up a technical opinion you can use in the negotiation.
Fractional technical direction
A senior engineer acting as your technology lead for an agreed number of hours a month. Orders the decisions, talks to vendors in their own language, helps you buy well.
Where AI actually pays
Concrete use cases, such as classifying documents, drafting, or getting at data you already hold, each with its cost and its risk. Then an order to start small, measure, and decide whether to scale.
Our ground
Technology consulting for plants and operations
One of the places this work lands hardest is a company that makes or moves things. A veteran ERP nobody wants to touch, production data living on its own island, spreadsheets holding up a process the business cannot run without, and a roster of technology vendors who have never spoken to each other.
This version of the work goes down to the floor. Sorting out the management systems, getting production data into the office, building dashboards that tell the truth, and deciding with numbers whether the next move is replace, integrate or wait. It fits manufacturing, logistics, automotive and construction, where the plant, the yard or the job site runs on systems the office never sees.
From the plant floor to the office
Diagram
Office
Dashboard
Not connected
Not connected
Tells the truth
Management system
Veteran, and nobody wants to touch it
Spreadsheet
Holding up a process you cannot run without
Production data
Connected to the office
Plant
On islands today
Decide with numbers
- Replace
- Integrate
- Wait
Who does the work
The engineer who signs the roadmap is the one who read the systems
Cristian Fernández, CTO of STRADA DEV, runs the review and presents the conclusions himself. Working sessions go on the calendar between 8 and 11 a.m. Eastern, which keeps the interviews with your people inside one morning.
Fit
When the engagement pays for itself
04 signalsIt pays for itself when:
- A large purchase is in front of you, an ERP or a platform, and getting it wrong would drag on for years.
- The company grew and the tools you chose ten years ago are splitting at the seams.
- A project with another provider stalled or doubled in price.
- Technology decisions keep piling up and nobody with technical judgment is looking at them.
03 casesAnother option suits you better if:
- You already know what you need and only the build is left. Go straight to custom software development.
- Your budget covers the build and little else. Put all of it into the project.
- You want a report to bless a decision already made. If the decision looks wrong to us, we will say so, with arguments.
Comparison
A global firm, or the engineer who answers the phone
There are excellent global firms, and there are situations where one of them is the right call. Here is the comparison.
| Where it matters | Global firm | STRADA 360 |
|---|---|---|
| Who does the work | A partner sells it, a junior team delivers it | The senior engineer who signs it does the work |
| Independence | Alliances with the vendors who implement | Independent of vendors, in writing |
| Typical client | Enterprise and public sector | Mid market companies, a lot of them making or moving things |
| What you get | A long report with a methodology framework | A short roadmap, ordered by priority, with numbers |
| Price | A global rate card | A fixed price agreed before it starts |
| When to pick it | You need a worldwide brand on the cover to carry the decision through a board | You need to get the call right and then execute on the budget you have |
If your situation calls for the global brand to carry the decision, you will hear that in the first conversation.
Method
How the engagement runs
- Scope and the business questions.
We agree which decisions the work has to answer, and sign an NDA. The scope and a fixed price come to you in writing.
- Interviews and a look inside.
We talk to the people who matter and read the systems from the inside, with permission, while your operation keeps running. You get a calendar of sessions.
- Analysis and options.
What we learn turns into scenarios with costs, dates and risks side by side. Doing nothing goes on the table too, when that holds up.
- The prioritized roadmap.
Initiatives ordered by impact and effort, each with a budget range, in enough detail to execute.
- Presentation, then whatever follows.
We walk you through the conclusions in a session with room to argue. Staying alongside you through the execution, whoever ends up doing the building, is agreed separately.
How you buy it
Two ways to contract it
A fixed consulting project
A systems review, a software selection or a second opinion, with scope, price and dates in writing.
Ongoing technical direction
Fractional technology leadership with an agreed monthly allocation, for companies that want senior judgment on hand without hiring a full time CTO.
If what you need is steady development capacity, that is team augmentation. If the answer turns out to be keeping what you already have alive properly, that is managed services.
How we look at it
Tools and method
- Inventory:systems, contracts and what technology costs you per year
- Interviews:with the business, and with whoever runs the systems
- Application review:PHP, Laravel, Symfony, Node.js, Python, Java and .NET
- Data review:MySQL, SQL Server, MongoDB and Redis
- Infrastructure review:AWS
- Side by side:vendor proposals put through the same questions
Common situations
Three situations we get called into
Illustrative, and recognizable.
01Situation
A manufacturer cannot decide between replacing a fifteen year old ERP and reinforcing the one it has.
Solution
The engagement puts the real cost of both routes side by side over five years, and the call stops being a bet.
02Situation
A company asks three vendors for quotes and gets three proposals that cannot be compared, with different line items and different fine print.
Solution
We normalize them, translate the fine print, and point out what each one leaves out.
03Situation
An owner with no technical lead has renewals, licenses and vendor decisions piling up on the desk.
Solution
Fractional technical direction puts them in order and keeps them there.
Case studies
A project we worked on
A real piece of software work. The scope and the technical calls are in the full write up, with the rest in case studies.
Investment
What a consulting engagement costs
It tracks the size of the question. Four things move the number.
- How many systems, sites and people are involved
- How deep the analysis goes, from a narrow second opinion to a full review
- Whether software selection and a vendor comparison are included
- Whether you want us alongside you while the plan gets executed
The number worth holding it against is the cost of choosing wrong. Replacing an ERP you should never have bought means licenses, implementation and internal hours all over again, plus the wear on the team that never shows up on an invoice.
The scope, the price and the dates come to you in writing in the proposal.
Why us
Why run the engagement with STRADA 360
Your company is the only one that pays us, and that goes in the proposal. If the best option for you is somebody else’s product, or waiting a year, the report says so.
The roadmap is signed by someone who has developed, integrated and maintained real systems. We know what it costs to execute what we recommend, because we execute it.
Short, ordered by priority, with numbers, and written to be carried out by us, by your own team or by another provider.
You know the scope and the price before anything starts. Staying alongside you through the execution is agreed separately, and only if you want it.
Questions people ask about independence
Who pays us shapes what we recommend, so these three come up first.
Tell us what you are decidingYour company is our only client on a consulting engagement. We work with no commercial alliances with vendors and no commission for recommending one, and it goes in the proposal in writing. The recommendation gets decided on your numbers, with nobody else's margin in the room.
We recommend it anyway. The report answers to your interest, not to our catalog. If the best option is an off the shelf product, a specialist provider, or waiting a year, the roadmap says so. And we will sit on your side of the table in the meetings with that third party.
You execute it with whoever you choose. The document carries enough detail for your own team, for another provider, or for us. All of it lands in your hands from day one.
Next step
Before you build it, decide what to build
If a project is on the table and there are three ways to approach it, tell us what you want out of it and what you already have running. You hear back within one to two business days and we put the proposal together.
Write to us