Advisory & people
The right people, exactly as long as you need them.
IT talent on demand and senior advice without the headcount. One partner who can think it through, staff it up and stand behind the result.
People provision
Four ways to borrow our people.
Hiring is slow and firing is horrible. Somewhere between the two sits the work that just needs the right person now. That is what this practice is for.
Contract & labour hire
Engineers, technicians and support staff inside your team for a term, a project or a parental leave, vetted by people who do the same work themselves.
Project delivery
A delivery lead and the hands to match, brought in to land a specific outcome and hand it over documented.
Consulting
Short, sharp engagements that answer a hard question: the audit, the architecture review, the second opinion before you sign.
Advisory
A senior technology voice on tap: roadmaps, budgets and vendor decisions, without hiring an executive you only need six days a quarter.
Advisory
Executive thinking, part-time price.
Most organisations our clients’ size need senior technology judgement a few days a month, not a full-time executive. Advisory gives you that judgement on a rhythm: planning ahead of budget season, present when the big decisions land.
- A technology roadmap mapped to your budget cycle, not to vendor launch dates
- Board and Council papers written in business language
- Vendor and contract decisions with someone independent in your corner
- Succession safety: your IT knowledge documented, not carried in one head
For internal IT teams
Your IT lead stays in charge. We add depth.
This is not a replacement play. Plenty of our longest relationships are with organisations that have a strong internal IT lead and use SCCS for extra hands, specialist skills and holiday cover. Good people deserve good backup. And the people we place get the same development, coaching and team support as everyone else at SCCS, because that is what keeps them good.
How co-managed IT worksReady when you are
Tell us the gap. We know the person.
Forty-five minutes to map the role, the term and the fit. If the honest answer is that you should hire instead, we will say so.