“The greatest asset of a company is its people.” – Richard Branson

 

Introduction: The Growing Need for Tech Talent in Business Growth

You’re investing in new software. You’ve approved the cybersecurity budget. You’ve even started exploring AI. But who, exactly, is making sure it all works together seamlessly? Is it still Jane from finance, who happens to be ‘good with computers’? Or is it a costly external firm you only hear from when an invoice is due or a server is down?

Every CEO has found themselves in this scenario at some point. As your business grows and digital transformation accelerates, managing technology becomes a bigger and bigger challenge. The key to successfully scaling and diversifying your business lies not just in choosing the right tools but in building a scalable tech team that can implement, manage, and leverage these tools effectively.

It’s easy to fall into the trap of thinking, “We’ll hire tech people when we’re bigger,” but this is a risky assumption. As businesses scale, so too do the complexities of technology. In our ongoing series on Practical Digital Transformation, we’ve examined the CEO’s roadmap to growth, the secrets to building scalable tech on a budget, and the non-negotiable need for a robust cybersecurity blueprint. The unavoidable conclusion from all three is that strategy and technology alone are not enough. The crucial missing ingredient is human capability.

The core challenge of a scaling business isn’t just buying technology; it’s building a scalable tech team with the expertise to select, manage, secure, and truly leverage that technology for the strategic growth of your business.

This isn’t about finding a “computer guy” to fix printers. It’s about strategic resourcing. It’s about understanding that every dollar spent on technology without the right people to guide it is a pound partially wasted.

In this article, I’ll walk you through the CEO’s playbook for getting this right. We’ll dismantle the myths and provide a clear, stage-by-stage guide to understanding what kind of tech talent you need, when you need it, and the most cost-effective way to bring that talent on board as your business grows. Whether you’re just starting out or you’re scaling rapidly, building the right tech team at the right time will ensure that your business remains secure, competitive, and ready for the future.

Related Articles:

• The CEO’s Digital Transformation Roadmap: Driving Sustainable Growth on a Sensible Budget
• Building Scalable Tech on a Budget: A CEO’s Guide to Smarter Spending
• Cybersecurity for SMEs: Your Blueprint for Long-Term Business Growth

 

The Foundational Mindset: From IT Cost Centre to Strategic Capability

For far too long, tech has been viewed as a “cost centre” – a necessary evil that business owners reluctantly fund to keep the lights on. But today, that mindset is not only outdated, it’s a serious hindrance to growth. Your tech team should not be seen as a mere function to fix things when they break; instead, they are the backbone of your company’s competitive edge and the foundation of your business diversification efforts.

Technology enables sustainable growth and plays a critical role in business diversification, allowing businesses to pivot and scale with agility. A robust scalable tech team can guide your scaling business, enabling the kind of agile operations that can pivot quickly in response to new market opportunities. To scale successfully, technology needs to be seen as an enabler of strategic growth rather than just an operational tool.

Technology now permeates every facet of business operations, from your email and phone systems to your CRM, ERP, marketing automation, production lines, and more. A failure in one of these systems is no longer an inconvenience; it’s a critical business failure.

Just as you would never want to skimp on the quality of your sales or marketing, it’s crucial to allocate sufficient resources to build a capable tech team. Whether it’s in-house hires, fractional roles, or outsourcing, building and managing the right tech talent is a long-term investment that pays dividends. Under-investing in the right people leads directly to technical debt, security vulnerabilities, and missed opportunities – challenges that can cost your business far more than the apparent upfront savings.

In my previous articles, I’ve talked about the importance of seeing technology investments as strategic, and the same philosophy applies to hiring – building the right team is a direct investment in your company’s resilience. They provide the foundation that allows you to pivot and adapt, ensuring long-term sustainable growth.

This aligns perfectly with the principles in The Art of Scale, which highlights how leveraging technology to standardise processes is key to keeping overheads low. But it’s the people who choose, implement, and optimise that technology. Without the right talent, you risk creating a chaotic mess of systems that don’t talk to each other, leaving you vulnerable to crippling security breaches and unable to scale effectively.

The Cost of Inaction

Failing to address your tech talent gap early will lead to crippling costs down the line. A lack of coordination, poor system integration, and the inability to scale will result in missed opportunities. Technology becomes a hindrance rather than a driver of growth, leaving your business vulnerable to inefficiency and even cybersecurity breaches, not to mention the possibility of a declining, rather than growing, business as a result.

Related Articles:

• How to Fix the Costly Lack of Technology Understanding in Business
• Tech-Enabled Triumph: How You Can Leverage Technology for Unprecedented Growth
• Business Diversification Strategies: Driving Sustainable Growth with New Products and Markets

 

The Tech Talent Journey: Matching Roles to Your Growth Stage

There is no one-size-fits-all answer to structuring your tech team. The needs of a five-person startup are worlds away from those of a 100-person scaling business. The key is to match your resourcing to your current stage of growth while always planning for the next. This journey helps you define responsibilities, avoid bottlenecks and the dreaded “role creep” where everyone does a bit of IT, and build a foundation for the future.

Stage 1: The Early Days (The “Accidental IT Manager”)

Who they are: In the beginning, tech responsibility often falls to the founder, an office manager, or an enthusiastic (but non-expert) employee.

What they do: Their tasks are basic: setting up new laptops, managing SaaS subscriptions like Microsoft 365 or Xero, and being the default person to call when the Wi-Fi drops.

The Smart Solution: At this stage, hiring a dedicated tech employee may not be necessary – your capital is generally better spent elsewhere. Instead, partner with a reputable Managed Service Provider (MSP). For a predictable monthly fee, they handle the fundamentals: professional setup, robust cybersecurity, reliable backups, and reactive support. This gives you access to a team of experts without the fixed cost of a salary and frees your non-technical staff up to focus on their actual jobs – a core principle for smart scaling.

Stage 2: The Growing SME (The First Coordinator)

The Trigger: You now have 15-50+ employees. Tech support requests are becoming a constant distraction for your “accidental IT manager,” pulling them away from their actual job. You’re using more software, and managing it all is getting complex.

The Role: It’s time for your first dedicated tech-focused role, but it’s likely not a deep technician. You need an IT Co-ordinator or Systems Manager. Think of this person as a translator and a project manager. They are the single point of contact for employees, manage the strategic relationship with your MSP, oversee the technology aspects of employee onboarding and offboarding, and ensure your software assets are tracked.

The Smart Solution: This could be a full-time hire if the need is great enough, or a re-defined role for a highly organised operations person. Crucially, this is also the perfect time to consider a Fractional CIO. This expert can provide high-level strategic oversight for a few days a month, helping you develop your tech roadmap and ensuring your co-ordinator is working on the right priorities, without the cost of a full-time executive.

Stage 3: The Scaling Business (The First True IT Manager & Team)

The Trigger: Your business now relies on multiple, interconnected, and complex systems (perhaps an ERP, a sophisticated CRM, and custom internal tools). Your MSP is a critical partner, but you need someone in-house driving the strategy. Cybersecurity has rightly become a board-level conversation.

The Role: You now need a proper IT Manager. This person moves beyond co-ordination to strategy and ownership. They manage the tech budget, own senior vendor relationships, develop the multi-year technology roadmap to support strategic growth, and are ultimately responsible for enforcing security policies. As one of the essential skills of a top team, they may hire a junior IT support specialist to handle the day-to-day tickets, freeing them up to focus on high-value projects.

The Smart Solution: A full-time IT Manager is now essential. The Fractional CIO model remains incredibly valuable here, acting as a mentor to your new IT Manager and a strategic sounding board for the leadership team, ensuring your tech strategy remains aligned with your broader goals for business diversification. This is also a critical stage for succession planning to ensure this vital knowledge isn’t held by a single person.

Stage 4: The Strategic Enterprise (The CIO/CTO)

The Trigger: You’ve successfully scaled. Technology is no longer just supporting the business; it is the business, or at least a primary driver of your competitive advantage. You may also be building proprietary software or leveraging data in highly sophisticated ways to drive your diversification strategy.

The Role: This is the point where you need C-level technology leadership. The title depends on the focus:

• A Chief Information Officer (CIO)is typically internally focused, optimising systems, processes, data, and security to make the business run as efficiently and effectively as possible.
• A Chief Technology Officer (CTO)is often externally focused, driving the technology vision for customer-facing products and services.

The Smart Solution: This is a senior leadership hire who sits at the executive table and is deeply involved in the 3-to-5-year vision of the company. Their role is to ensure the company has the technical capability not just to compete, but to dominate its market and build lasting resilience.

 

The Resourcing Equation: Finding Your Perfect Model

Now that we’ve discussed the stages of growth and the roles that are necessary at each stage, let’s tackle the next big question: how do you actually find the right people for your tech team? It’s not as simple as hiring someone to manage your software and systems. The reality is, there are numerous options available to SMEs when it comes to building their tech teams. The trick is to determine which model works best for you at each stage of growth.

In-House vs Outsourcing: The Great Debate

For many CEOs, the decision of whether to hire in-house or outsource is a major point of debate. Both options have their pros and cons. Let’s take a look at each:

In-House, Full-Time Employees:

• Pros:They possess deep, contextual knowledge of your business, are fully aligned with your company culture, and are immediately available to tackle issues. This is your go-to for roles that require intimate understanding of your daily operations.
• Cons:This is the most expensive option, with salary, benefits, and overheads. Finding top talent is a competitive and time-consuming process, and relying on a single person for a critical function creates a dangerous single point of failure.

Full Outsourcing (Your MSP Partner/s):

• Pros:MSPs gives you immediate access to a wide range of specialist skills for a predictable cost without long-term payroll commitments. They offer 24/7 support, can scale their services up or down as your needs change, and can fill capability gaps almost instantly.
• Cons:Their model is often reactive, and they may lack a deep, strategic understanding of your unique business goals. Without careful management, there can be a cultural mismatch or a feeling of being just another client on a long list.

The “Goldilocks” Hybrid Solutions:

This is where the real magic happens for a scaling business. By blending in-house and outsourced talent, you get the best of both worlds, being able to balance the availability of expertise with cost. The level of hybridisation might well change as the company grows, but the principles remain the same – you will always need at least some in-house resource to oversee things, while drawing on the expertise of partners for specific areas.

There are, of course, different types of outsourcing partners and you may choose some, or all, as a part of your extended tech team:

• MSPs for basic tech management and security monitoring
• MSSPs (Managed Security Service Providers) for advanced cybersecurity needs
• Cloud infrastructure specialists for scalability and server management
• AI and automation specialists to optimise workflows and systems

Two other critical roles that should form a part of your overall tech team consideration are:

• Fractional Roles (vCIO, vCTO):The Fractional or Virtual Chief Information Officer is one of the most powerful concepts for a growing SME. You get the strategic guidance, roadmap development, and executive-level oversight of a seasoned CIO, but for a fraction of the cost – perhaps only a few days a month. This is perfect for businesses in Stage 2 and 3 that need high-level strategy but can’t yet justify a six-figure salary.
• Project-Based Contractors:Need a new website, an ERP implementation, or a complex cloud migration? Bringing in a specialist contractor is the ideal solution. You get world-class expertise for a specific, defined project without taking on a long-term payroll commitment.

Choosing the Right Partner

When you decide to outsource any part of your tech function, from your core support to a specialist AI project, your vetting process is critical. A bad partner is worse than no partner at all and can end up costing you considerably more in the long run.

Use this short checklist:

• Do they speak “business”? Can they explain complex technical issues in terms of business risk and opportunity, or are they lost in jargon?
• What is their security posture? Ask them to detail their own internal security practices. If they aren’t protecting themselves rigorously, they can’t protect you.
• Can you speak to their clients? Get real, honest references from companies of a similar size and in a similar sector to your own.
• How do they communicate? Is their communication proactive and transparent? What are their guaranteed response times (Service Level Agreements)?
• Are they a culture match? Often overlooked, this means understanding ‘what makes them tick’ and whether it aligns with your own values, and your vision.
• Will they scale with you? Discuss your strategic growth plans. Do they have the depth of expertise to support your strategic roadmap in two years’ time?

Leadership in Practice: Managing Your Blended Team

A common challenge for non-technical leaders is managing a team that “speaks a different language.” Success requires trust and clear communication. Whether your team is in-house, outsourced, or a hybrid, focus on creating a collaborative environment. Set clear goals based on business outcomes, not just technical tasks. Prioritise their needs for modern tools and training, as this directly impacts their ability to support the business. This isn’t just management; it’s leadership, and it’s vital for integrating external experts with your internal culture for seamless delivery and knowledge transfer.

When considering outsourcing, it’s crucial to evaluate service providers carefully. A poor fit can end up costing more in the long run. Choose a provider that aligns with your business needs, has a proven track record in security and technology management, and is committed to clear communication, and knowledge transfer as appropriate for your business.

Related Articles:

• Reduce Costs by Defining Your Ideal Employee
• Building Your Dream ‘A-Team’ – Hiring A+ Talent
• How an Unretirement Policy will Improve Your Business

 

Assembling Your Crew: Beyond the ‘A-Player’

It’s easy to fall into the trap of thinking that every hire must be an “A-player” – someone who can drive innovation, challenge the status quo, and keep your company ahead of the competition. While this mindset is essential for leadership roles, the idea that every single employee must be a disruptive, world-changing visionary is a fallacy. In fact, a team composed solely of A-Players can lead to chaos, with too many generals and not enough soldiers.

A truly high-performing, scalable tech team requires balance.

The Case for a Balanced Team

A business is made stronger by a diverse mix of skills, backgrounds, and work styles. In the context of building your tech team, this means recognising the value of both “A-players” and those who may not be as ambitious but who are nonetheless crucial to day-to-day operations. You need a balance.

• A-Players: You absolutely need your “A-Players” to set the vision, challenge the status quo, and drive your business diversification strategy forward. They are your architects and innovators.
• B-Players: But you also need a strong contingent of reliable, diligent “B-Players.” These are your expert practitioners who excel at execution, maintaining stable systems, and methodically delivering projects. They are the bedrock of your team, providing the stability that allows your A-Players to innovate.

A high-performing team thrives on balance. Too many A-players can lead to internal competition and instability, while too many B-players can lead to stagnation. The key is ensuring that the roles you hire for align with your business growth strategy and roadmap. Remember, too, that cultural fit and long-term potential are the two most important issues when hiring; skills can be taught.

Managing Under-performance

When someone isn’t performing to expectations, ask yourself why. Are they in the wrong role? Are they struggling to keep up with modern skills or perhaps facing a cultural mismatch? Sometimes, the issue may be a simple misalignment, while in other cases, the person might truly be under-performing.

• Coaching: If they’re struggling due to a lack of skills, it’s your job as a leader to provide the necessary support and coaching.
• Reassigning: Perhaps they need to be moved into a different role where their skills are better utilised.
• Parting Ways: In some cases, it might be necessary to let someone go, so they can find their ideal niche elsewhere, as by staying they will drain the team’s morale and productivity. The most effective businesses are led by the right people in the right roles.

This aspect of leadership is key to building a tech team that will support strategic growth and long-term success, in your overall culture of continuous improvement, empowerment and accountability.

Related Articles:

• Empowerment at the Core: Catalysts for Unleashing Your ‘A-Team’s’ Potential
• The Power of Accountability in Business Success
• Successful businesses are built on the brilliance of a team of people, not just one individual
• “Hire Character. Train Skill.” – Peter Schutz
• Mastering Continuous Improvement: The Imperative of Effective Leadership in Driving Success

 

The AI Co-pilot: The Newest Member of Your Tech Team

No conversation about building a scalable tech team today is complete without mentioning Artificial Intelligence. As with so many roles, AI is not here to replace your human experts; it’s here to augment them, acting as a powerful co-pilot, improving efficiency and enabling your team to handle more complex tasks with fewer resources.

AI as the Assistant

For a lean tech team, AI is a force multiplier. AI tools can augment a lean scalable tech team by automating helpdesk responses, providing smarter diagnostics, proactively monitoring networks for anomalies, and accelerating development. This allows a small team to punch far above its weight, and to focus on more strategic initiatives, boosting overall productivity and efficiency.

AI as the Adversary

The flip side is that malicious actors are also using AI to craft incredibly sophisticated phishing attacks and new forms of malware, and data breaches. The risk of over-relying on automated AI solutions that lack true contextual understanding is also significant. This all creates a growing need for tech teams to understand AI’s risks and opportunities, and to have the skill to select, interpret, and defend against AI-driven threats, and weed out inaccurate responses to other queries.

The key takeaway is this: AI doesn’t reduce your need for human expertise; it elevates the type of expertise you need. Your team’s skillset must now include the ability to select, manage, and critically evaluate AI tools, as well as defend the business against AI-powered threats. This is a new, non-negotiable part of modern technical literacy and a key consideration for your strategic business roadmap.

Related Articles:

• AI Risks: Protecting Your Business in the Age of Artificial Intelligence
• Unlocking the Power of AI for SMEs: How to Leverage it for Sustained Growth
• Practical AI for SMEs: Streamlining Operations, Boosting Efficiency, and Gaining a Competitive Edge

 

Leadership, Culture, and the Human Element

Technology doesn’t operate in a vacuum. Its success is intrinsically tied to the culture and leadership within the organisation. As you grow your business will only be as resilient and dynamic as its culture and leadership.

Championing a Tech-Literate Organisation

Culture starts at the top. CEOs and business owners must actively champion digital understanding, even if they themselves aren’t tech experts. The most effective businesses are led by the right people in the right roles – including the tech team who support your scalable business strategy.

Make technical training and cross-training part of your people strategy. Encourage curiosity, experimentation, and open dialogue about the role of technology in business diversification and scaling. Design in opportunities for learning – conferences, peer networks, formal upskilling – but also informal lunch-and-learns or job swaps.

Key Metrics for Measuring Success

You cannot manage what you do not measure. For a CEO, it’s not enough to feel like the tech team is doing a good job. You need clear metrics to judge the impact of your investments in people, partners, and platforms. These metrics should go beyond technical jargon and connect directly to business performance.

• Operational Metrics (The “Keeping the Lights On” Scorecard):
• System Uptime: What percentage of the time are your critical systems (email, ERP, CRM) fully operational?
• Mean Time to Resolution (MTTR): How quickly, on average, are support tickets resolved?
• Security Incidents: How many security breaches or significant near-misses have occurred? The goal is zero.
• Strategic Metrics (The “Driving Growth” Scorecard):
• Project Delivery Velocity: How effectively is the team delivering on strategic projects outlined in your tech roadmap?
• User Adoption: When you roll out new software, what percentage of employees are actively and effectively using it?
• User Satisfaction: How comfortable with the systems are those using them; do you have an open feedback / communication culture to air issues and make suggestions?
• Business Impact: Can you draw a line from a tech initiative to a business outcome? (e.g., “The new CRM implementation contributed to a 15% increase in sales pipeline efficiency.”)
• Tech Team Engagement: How invested are your tech team members in the company’s growth?

Tracking these metrics gives you a powerful, data-driven language to discuss performance and ensure your tech investments are delivering real, tangible value and contributing to sustainable growth.

Common Pitfalls to Avoid

There are many, but these are among the most common:

• Treating tech management as an afterthought – especially during product/market diversification pushes.
• Over-reliance on a single vendor or key individual.
• Short-changing ongoing training or engagement.
• Failing to embed tech understanding in business planning.

Remember, as in “Goedkoop is duur koop”: A penny saved early often costs a pound later. Cutting corners on tech talent can create obstacles for years to come – especially when diversifying into new markets or products.

Creating a Learning Organisation

Technology is always changing. Encourage continuous learning, feedback, and a culture of improvement. Your tech team should not only be solving today’s problems but also preparing for tomorrow’s challenges.

Related Articles:

• Mastering Continuous Improvement: The Imperative of Effective Leadership in Driving Success
• 3 Rs of Great Leadership – Results, Reputation and Relationships
• The Power of Accountable Leadership

 

Conclusion & Your Next Move

We’ve covered a lot of ground, but the central message is simple. Building a scalable tech team is not a one-off task but an evolutionary journey. Your strategy must be a dynamic, hybrid blend of in-house talent, trusted outsourced partners, and flexible fractional experts, all tailored to your specific stage of growth, and strategic objectives. Technology is only as good as the people and partners you entrust with it. The decisions you make about your tech talent today will directly define your growth, resilience, and success tomorrow.

Next Steps:

So, here is your call to action. Take 15 minutes this week – no more – and perform a simple audit on a single piece of paper. Map out who is currently responsible for your technology strategy, your day-to-day support, and your cybersecurity. Does that map reflect the reality of your business needs today? And more importantly, does it give you confidence that you can achieve your growth plans for tomorrow?

 

It’s your turn now:

“What’s the one tech role you wish you’d hired earlier, or outsourced smarter?” Let’s hear your experiences on growing a tech team that supports your strategic goals – use the comments section, or feel free to drop me an email directly.

 

FAQs – Top 10 Questions About Building a Scalable Tech Team:

1. At what number of employees should I make my first full-time IT hire?

There’s no magic number, but a common trigger is when a non-technical employee is spending more than 25-30% of their time on tech-related issues, or when you reach about 30-50 employees. At this point, the need for a dedicated IT Co-ordinator or Manager becomes hard to ignore.

2. Is a Managed Service Provider (MSP) just for small companies?

Not at all. While they are essential for startups, many scaling businesses, and even very large ones, use MSPs to handle specific functions like 24/7 network monitoring, helpdesk support, or managing cloud infrastructure, freeing their in-house team to focus on more strategic, business-specific projects.

3. What’s the real difference between a CIO and a CTO?

Traditionally, a Chief Information Officer (CIO) is internally focused on the technology and systems the business uses to operate efficiently. A Chief Technology Officer (CTO) is often externally focused, driving the technology vision for the company’s products or services offered to customers. In many SMEs, one person may cover aspects of both roles.

4. What is a fractional CIO / CTO?

A fractional CIO, or CTO, is a part-time executive who provides high-level technology guidance and strategy, giving you the benefit of great expertise and experience without the full-time salary – often being present just a few days a month.

5. How can I manage a tech expert if I don’t understand the technology myself?

Focus on outcomes, not tasks. You don’t need to know how to configure a firewall, but you do need to agree on the business outcome: “Our network must be secure from external threats.” Manage them based on the strategic metrics we discussed: system uptime, project delivery, and business impact. A good Fractional CIO can also act as an invaluable translator and manager in these scenarios.

6. Is it better to hire a generalist or a specialist for our first tech role?

For your first hire (like an IT Co-ordinator or Manager), a smart generalist is almost always the better choice. They need a broad understanding of networking, security, and software to manage vendors and solve a wide range of problems. You can bring in specialists (like a cybersecurity expert or database administrator) on a contract or project basis as needed.

7. How do I prevent losing all our technical knowledge if our IT Manager leaves?

This is a critical risk. Mitigate it by insisting on excellent documentation for all systems and processes. Use a reputable MSP as a backup, as they will have their own documentation. If you have a small team, implement cross-training. Finally, a Fractional CIO can provide continuity and strategic oversight during a transition period. This is a core part of succession planning.

8. How much should I budget for tech talent?

This varies wildly by industry and location. A good starting point is to look at your total technology spend (hardware, software, services). Your “people cost” (whether salaries, contractor fees, or MSP retainers) will be a significant portion of that. A better question is, “What is the cost of not investing?” A single security breach or failed system implementation can cost far more than a year’s salary.

9. How is AI changing the tech talent landscape for SMEs?

AI can multiply your team’s efficiency – but also raises the bar for skills needed to manage, secure, and adapt these tools responsibly, especially during rapid diversification.

10. What’s the greatest mistake SMEs make with tech resourcing?

Assuming it can be “set and forget,” or that good enough is good enough. Proactive, strategic investment in people – matched to your strategic roadmap – will save far more than it costs.

 

If you’ve found these answers helpful and want to look more deeply into the subject of digital transformation and tech teams, you can explore the full article and more resources in the previous sections. And as always, feel free to share your thoughts in the comments below or reach out to me directly for further insights.

 

Want more tailored advice on practical digital transformation, technology or building an effective team? Book a free 30-minute strategy session today and get personalised advice.

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This month, we’re exploring the topic of Practical Digital Transformation, with this being the fourth article in the series. The previous ones, should you wish to review them, are:

> The CEO’s Digital Transformation Roadmap: Driving Sustainable Growth on a Sensible Budget

> Building Scalable Tech on a Budget: A CEO’s Guide to Smarter Spending

> Cybersecurity for SMEs: Your Blueprint for Long-Term Business Growth

 

Stay tuned for further articles to help you take your business to the next level – or better yet, subscribe to my blog and receive the latest insights straight to your inbox. Click here to sign up or send me a note here and I’ll add you to the list.

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Let’s Take Your Business to the Next Level

With over 50 years in the technology industry across three continents – including three decades in CxO roles driving exponential revenue and profitability growth – I now coach business owners and leaders to achieve even greater success.

💡 Need help with your strategy, culture, leadership, board dynamics, or scaling your business? Let’s talk. Book a complimentary 30-minute strategy call today and unlock new opportunities for growth. Schedule your session here.

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Related Posts

If you’d like to learn more about digital transformation and the areas we’ve covered here, the following articles and posts might be of interest:

• How to Fix the Costly Lack of Technology Understanding in Business
• Tech-Enabled Triumph: How You Can Leverage Technology for Unprecedented Growth
• Business Diversification Strategies: Driving Sustainable Growth with New Products and Markets
• Reduce Costs by Defining Your Ideal Employee
• Building Your Dream ‘A-Team’ – Hiring A+ Talent
• How an Unretirement Policy will Improve Your Business
• Empowerment at the Core: Catalysts for Unleashing Your ‘A-Team’s’ Potential
• The Power of Accountability in Business Success
• Successful businesses are built on the brilliance of a team of people, not just one individual
• “Hire Character. Train Skill.” – Peter Schutz
• Mastering Continuous Improvement: The Imperative of Effective Leadership in Driving Success
• AI Risks: Protecting Your Business in the Age of Artificial Intelligence
• Unlocking the Power of AI for SMEs: How to Leverage it for Sustained Growth
• Practical AI for SMEs: Streamlining Operations, Boosting Efficiency, and Gaining a Competitive Edge
• Mastering Continuous Improvement: The Imperative of Effective Leadership in Driving Success
• 3 Rs of Great Leadership – Results, Reputation and Relationships
• The Power of Accountable Leadership
• Book: The Art of Scale and Website

Backgrounders

McKinsey –  We’re all techies now: Digital skill building for the future

Entrepreneur – Great Startups Start With Great Teams

HBR – Building a Startup That Will Last

• GenAI Is Leveling the Playing Field for Smaller Businesses

CIO Magazine: The Skills Modern IT Leaders Need in a Tech-Evolving Landscape

• Harnessing Innovation to Drive Impact in Digital Business Transformation
• Technology Shouldn’t Be an Afterthought – Make it the Backbone of Business

 

#BusinessFitness #ArtOfScale #BusinessGrowth #BusinessStrategy #DigitalTransformation #Growth #Leadership #Risk #ROI #ScalingYourBusiness #Strategy #Technology #QOTW