Know what you are approving before the commitment becomes difficult to reverse.
Before you approve a major supplier proposal, technology investment or delivery approach, I independently review the business fit, scope, assumptions, architecture, cost, delivery risk, vendor dependency and lock-in. You receive a clear view of what holds up, what is missing and what should change before you commit.
Need someone to take ownership after the review? Explore Interim CIO / IT Director
Reviewing existing vendor spend, renewals or contract exposure? Explore Vendor & Contract Audit
The review starts with the actual decision, its owner, the deadline and the evidence that could change the outcome.
Scope, access, assumptions, exclusions and unanswered questions are made explicit before conclusions are presented.
The review closes with an approve, adjust, pause or walk-away recommendation, plus concrete next actions and owners.
Challenge before commitment
The proposal, assumptions, evidence, and alternatives are separated so leadership can proceed, adjust, or walk away deliberately.
Timing
The best moment is before a supplier proposal, technology investment, architecture decision or transformation plan becomes politically or commercially difficult to reverse.
The review does not rerun the entire selection process. It focuses on the assumptions, dependencies, costs, risks and commitments that could materially change the decision.
Challenge
The review separates the decision from internal history and vendor momentum. It tests the business case, scope, operating impact, commercial structure, delivery model and available alternatives without undermining the internal team.
Evidence
Proposals, estimates, architecture claims, implementation plans and risk statements are checked against what is known, what is assumed, what is excluded and what still requires proof.
Particular attention is given to hidden dependencies, ownership gaps, unrealistic phasing, acceptance criteria, recurring costs, vendor lock-in and the organization's ability to operate the proposed solution.
Verdict
Leadership receives a concise executive view of what holds up, what needs to change and what should happen next: approve as proposed, renegotiate, re-scope, phase differently, pause or walk away.
If the review exposes a broader leadership or execution problem, any subsequent advisory or interim mandate is discussed and scoped separately.
Decision dossier
The useful boundary is visible before the work begins: the decision, the evidence, what is excluded, and what happens next.
Whether the proposed option is sound, what assumptions need challenge, and what conditions should be attached before approval.
The defined decision, available alternatives, commercial and delivery assumptions, architecture and security implications, operating fit, dependencies, and material risks.
A full landscape assessment, procurement process, formal legal review, or implementation management unless separately requested.
Decision paper, proposals, contracts or draft terms, architecture, cost model, risk material, evaluation criteria, and access to the relevant decision owners.
The decision owner receives a concise independent view: proceed, change the conditions, gather more evidence, or stop.
Timing
1–3 weeks
Delivery owner
Every mandate is led directly by Sven Van Roosenbroek. Specialist involvement, when needed, is made explicit in scope.
Commercial model
Fixed fee for a defined decision and evidence pack.
Thirty minutes is enough to establish fit, the right depth, and the next responsible step.