// IT Consulting · Düsseldorf & Rhine-Ruhr
IT consulting for Düsseldorf — strategy, audit, projects
Before money is committed, it should be clear what it is buying. We record the current state, name the risks and set an order of work that fits the budget you have.
// Why advice
The costliest decisions get made without paperwork
In many companies the IT has accumulated over the years: a server because somebody needed one, a cloud service because a department asked for it, cabling that never followed the last refurbishment. Every single decision made sense on the day. Added together, nobody can say any more what depends on what.
That usually surfaces at a specific moment — a new site opens, an auditor asks about access rights, an application is due to be replaced. Suddenly the basis for choosing between two quotations is missing.
This is where consulting earns its keep: not as a slide deck with a sales pitch at the end, but as a survey that states in writing what exists, what is missing, and in which order the missing parts are worth adding.
// Reasons
Three situations that bring companies to us
No target picture
Something bigger is coming — a new location, growth, replacing a core system — and nobody can say what the IT will have to be capable of.
The state is unclear
Security questions, access rights, backups: there is an assumption about how things stand, but nothing solid enough to act on.
A quotation has landed
A proposal is on the table and hard to judge technically. We check the scope, the assumptions, and above all what it does not mention.
// Process
What a consulting engagement looks like
First a conversation about the business rather than the technology: what has to work for you to deliver, and what happens on the day it does not. That determines what is genuinely worth protecting.
Then the survey on site — server room, network, workstations, contracts, accounts. We look at what is actually standing there instead of trusting a list that was accurate three years ago.
At the end we sit down again and walk through the findings. You keep the documents and decide what to take on — with us or with somebody else.
// Deliverable
What ends up on your desk
Not a slide marathon, but paperwork you can actually work with and tender against.
-
Current state
What exists: devices, systems, contracts, accounts — including the places where the knowledge sits in one person’s memory.
-
Risks, weighted
Where an outage genuinely hurts, ordered by the effect on your business rather than by technical severity.
-
Target picture and sequence
A realistic route there, broken into steps, with dependencies and an effort range for each one.
-
Something to decide on
Summarised so that management and your accountant can both follow why the investment happens in that order.
// Questions about consulting
Worth settling before a consulting appointment
01 Will you advise us even if somebody else does the work?
Yes. Advice whose conclusion is fixed in advance is worth nothing. You receive the documents and can put the work out to tender with them. It happens regularly, and it is fine.
02 How long does an inventory take?
For a single site with a manageable setup, usually a few days spread across visits and analysis. Several locations or a server landscape that has grown over a decade take longer — we give you the range before we start.
03 Can you review a quotation from another provider?
Yes, and it is a frequent reason for calling us. We check whether scope and technology match the stated goal, what is missing, and which follow-up costs are not visible in the price. We judge the proposal, not the competitor.
04 How does your advice differ from a manufacturer’s?
A manufacturer advises on its own product. We are a systems integrator and build environments from components of several vendors. So our first question is what the environment has to carry, and only then which parts carry it.
05 Do we get something in writing?
Yes. The result is a document with the current state, recommendations, an order of work and an effort range — written so that a managing director without an IT background can follow the reasoning.
Where it usually leads next
How we work
Want a second opinion?
Describe the starting point and send whatever you already have. We will tell you whether a full survey is worth it — and what it would need to cover.