Category: Professional Services
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Choosing the right graph database architecture?
Historically, RDBMS could manage the majority of data tasks. However, with the advent of management information systems, the need for Online Analytical Processing (OLAP) and column store databases became evident. Key value pair and document stores soon followed, addressing unstructured and semi-structured information needs. Finally the rise of graph databases has presented new opportunities and…
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When the demo looks too good !
When you can build a high-fidelity prototype in 24 hours using low-code tools, pre-built components, or AI vibe coding, you inadvertently change the psychology of the buyer. When are selling a platform solution (not an off the shelf solution) a “too polished” demo can actually derail your sale. Here is how: The “Commodity Trap” If…
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The impact of AI on the professional services craft
McKinsey wrote at the start of 2025 – prompted by Reid Hoffman’s book Superagency: What Could Possibly Go Right with Our AI Future – that “Almost all companies invest in AI, but only 1 percent believe they are at a mature stage. Employees are rapidly experimenting with AI, but company leaders are not yet ready to…
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Advisory services in a zero attention span world ?
We live in an era of soaring complexity and plummeting attention spans. It is a cruel irony: the more we need deep expertise to navigate the today’s complexity, the less time we have to actually listen to it. If you are a consultant, you know the struggle. How do you position yourself as an authority…
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Don’t breed experts of the obvious
How do you ensure your team become true experts in their trade, that are working with novel, cutting edge technology whilst still maintaining a level of standardisation that helps guarantee quality
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Now you are growing, now you don’t!
Managing a professional services team within a SaaS company involves navigating a shifting priorities. A significant turning point occurs when management determines that the PS department has reached its optimal or required size, halting further expansion. This decision, while strategic for the company, can be unsettling for the PS team. The company focus pivots towards…
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The power of failure and the failure of power
The software industry loves its dogma, and few mantras have been more transformative, or more overused, than “fail fast and adapt”. Agile methodologies have quite rightly revolutionised how we develop products, empowering teams to iterate, learn from mistakes, and respond swiftly to the shifting sands of the market. For product development, it’s instrumental; a failure…
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I feel hollow – This year’s not recurring annual recurring revenue
ARR, or Annual Recurring Revenue, is a financial metric that represents the predictable revenue a company expects to generate from its active customer subscriptions and contracts over a 12-month period. It is a key performance indicator, especially for software-as-a-service (SaaS) and other subscription-based businesses, as it provides a clear view of stable, recurring income to assess…
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Captain’s log, stardate 28732
Time cards are a necessary, yet often begrudgingly completed task for consultants after long workdays or busy weeks. They play a crucial role in driving billing cycles and the ability to justify time spend. For smaller projects, where consultants operate without the constant involvement of a project manager, time cards also help in tracking scope,…
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5 steps to make PS great (again)
After 30 years in the industry, I remain baffled by how many companies still struggle with defining the right role for PS in their GTM strategy. I summarised my experience into a simple five-step programme to make your PS great (again).