Four levers when the IT situation tips
Not every problem needs the same solution. But most IT crises I see fall into one of four patterns. Sometimes it's one. Often it's a combination.
Managing Critical Vendor Audits
When Oracle, Microsoft, or SAP announce an audit, panic is the worst advisor.
I make sure you're prepared and enter those conversations on equal footing.
Interim CIO & Program Steering
Programs rarely derail because of technology. Usually, someone is missing who keeps the overview, speaks uncomfortable truths, and forces decisions.
I take over steering at management level – temporarily, independently, with a clear mandate.
IT Cost Analysis
"Where exactly is the money going?" – Sounds simple. The answer rarely is.
I bring structure to grown cost landscapes and deliver decision-making foundations, not PowerPoint.
Vendor & Contract Governance
20 vendors, 50 contracts, different terms, nobody has the overview. Sounds exaggerated?
It's everyday reality in most mid-to-large enterprises.
What comes out of it
II measure myself by results, not by consulting days. Typical outcomes from my engagements:
10–30% cost reduction on software and cloud contracts
Avoidance of six-figure audit claims
Stabilized programs that were previously out of control
Governance structures that work after my engagement ends
The numbers vary – but the direction is always the same.
What clients say
„During a phase of sharply rising IT costs, Matthias Dittler analyzed our contract and cost structure and initiated decisive corrections.“
Typical engagements (summary)
Review of critical IT programs for the CFO of a Swiss private bank
Multiple IT carve-outs and M&A integrations
Stabilization of escalated vendor audit situations
Building IT GRC structures
Rescue of a global infrastructure program after massive budget escalation