Broadgate, part of Ortecha, helped a Top 5 UK accounting firm assess its technology landscape, stabilise immediate risks through governance and supplier control, and define a clear, business-aligned technology strategy. The result was a board-approved transformation programme, clearer investment priorities, and a delivery roadmap executed with minimal disruption to day-to-day operations.
Scope:
Impact:
Technology had slowly become a source of frustration rather than support.
Years of underinvestment had created a build-up of technical debt. Systems were ageing. Costs were rising. And change felt increasingly risky.
Leadership could see the problem, but not the path forward. There was no clear view of where risk was building or which investments would actually make a difference.
Without that clarity, every decision carried uncertainty.
The CIO had worked with Ortecha before and knew the value of an independent, practitioner-led view.
This was not about another strategy document. It was about getting a clear, honest understanding of the current state and defining a direction the business could actually deliver.
They needed a partner who could break down the complexity, challenge assumptions and bring structure to a situation that had become reactive.
We started with a focused two-week deep dive across the IT division.
This was not a theoretical exercise. We assessed systems, governance, suppliers and ways of working to understand where risk and inefficiency were building.
From that, we identified immediate actions that could stabilise the environment:
These quick wins created early momentum and reduced day-to-day risk.
With a clearer view of the current state, we worked closely with the CIO and executive team to define the future direction.
The technology strategy was built directly against business goals. Not in isolation.
This turned a complex problem into a structured, actionable plan.
The strategy was approved by the Board and translated into a full transformation programme.
This included significant updates across applications, end-user technology, networks and communications.
We then created and managed the delivery roadmap, ensuring progress happened alongside business-as-usual operations.
Clarity replaced uncertainty.
Leaders moved from a reactive, fragmented setup to a clear technology direction. Investment decisions became grounded in evidence, not assumption.
Control returned to the business.
Leaders moved from a reactive, fragmented setup to a clear technology direction. Investment decisions became grounded in evidence, not assumption.
Progress happened without disruption.
A practical roadmap allowed transformation to be delivered while day-to-day operations continued with minimal interruption. The programme has now been delivered successfully.
Technical debt rarely arrives all at once. It builds quietly over time until it starts to limit change, increase cost and introduce risk.
The hardest part is not fixing it. It is knowing where to start.
By creating a clear view of the current state and a practical path forward, the firm was able to move from uncertainty to confident delivery.
This is what effective technology strategy looks like. Not a document, but a direction the business can actually follow.
A Top 5 UK accounting firm operating across multiple service lines and jurisdictions. A complex, partner-led business with growing reliance on technology to support client delivery and regulatory requirements.
Partner, Technology Transformation
Partner, Technology Transformation
