Technology Advisory for Boards and Owners

A technology voice the board can trust.

A technology advisor to the board gives owners and directors an independent view on technology and AI investment, risk and leadership, so they can challenge management and suppliers with confidence. I combine the view of someone who has founded and grown technology businesses with the view of an investor managing a portfolio.

Engagement: Advisory retainer, Project-based
Led by: Nicolò Mazzari, personally
Clients in: Europe, UK, US

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Who it's for

Family-owned companies going through a generational handover
Private equity and investor-backed companies before or after a transaction
Boards without a technology expert among their directors

You might need this if

The board approves large IT budgets without being able to challenge them
A new generation is taking over and wants to modernize, but carefully
You are buying, selling or merging a business and technology is a blind spot
Management and the board see technology priorities differently

What I do

Scope of work

01

Board advisory

Regular, independent input on technology and AI strategy, budgets, risk and leadership, in plain language.

02

Transition support

Continuity during generational or ownership changes, so knowledge and control don't leave with people.

03

Technology due diligence

The business side of due diligence (systems, suppliers, costs, dependencies, team and the realism of the plan), with technical specialists for code-level review when needed.

04

Portfolio oversight

A consistent view on technology across several companies, with shared priorities and benchmarks.

How it unfolds

The first steps

Month 1
Baseline

Review of strategy, spend, risks and leadership. A first briefing to the board.
Months 2 and 3
Agenda

A technology agenda for the board, with the questions to ask management and the indicators to track.
Ongoing
Advise

A steady cadence of reviews, briefings and on-call advice when decisions can't wait.

What you get

Deliverables

Board technology briefing, quarterly or monthly
Technology and AI risk register
Due diligence report with red flags and value levers
Post-deal integration plan

What changes

Outcomes

A board that can challenge technology plans with confidence
Fewer surprises in transactions and transitions
Technology investment aligned with ownership goals

Engagement

Ways to work together

Advisory retainer

A senior sounding board for the CEO, the owners or the board, with regular reviews and on-call advice.

Cadence: A few hours a month, plus on-call

Best for: Boards, owners, investors and CEOs who want an independent view

Project-based

A defined scope under a statement of work: assessment, roadmap, supplier selection, due diligence.

Cadence: Fixed scope, fixed timeline

Best for: A specific decision or deliverable

I work as an independent executive under a services contract: clear mandate, clear scope, clear notice period. How I work

FAQ

Frequently asked questions

Do you take board seats?

I work as an advisor to the board or to the owners, under a services contract. Formal board roles can be discussed case by case.

What does technology due diligence look at?

Systems and their dependencies, suppliers and contracts, licence and cloud costs, key-person risks, team capability and whether the technology part of the business plan is realistic. Code-level review is done by technical specialists I brief and coordinate.

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