Your company is ready for a technology leader, and not for the salary that comes with one.
Most leaders land on "so, outsourced IT?" Close, but not quite. An outsourced IT provider manages the computers, the network, and the help desk. We manage the decisions. Which software the company runs on, how the data fits together, which vendors are worth keeping. That work belongs to a director on your payroll, and we deliver it on a flat monthly fee.
Situations
As a company grows, its systems rarely keep pace. Between new hires, new tools, and growing data to track, the same situations surface again and again. Most leadership teams recognize three or four of them immediately.
- Two systems disagree about the same customer and nobody can say which one is right.
- The monthly numbers take a week to assemble and two people to reconcile.
- The CRM was built for how the company worked three years ago.
- The same information gets entered twice because two systems do not talk.
- One person understands how the reporting works, and they are on vacation.
- A renewal notice arrives and nobody can say whether the tool is still used.
- Every new hire takes two weeks to get access to everything they need.
- Leadership wants to do something with AI and no one can point to where it would pay off.
- The CEO is the final technical decision maker and would rather not be.
- A tool was bought to fix a problem and the old process is still running beside it.
Problem
The problem is not any one of those systems. It is that no one owns them. Decisions land wherever there is capacity, software arrives department by department, and accountability for the whole never lands anywhere.
This is a leadership gap rather than a staffing gap. Another administrator does not close it, and neither does another subscription. Neither does an hourly consultant, who by design arrives only after something has already gone wrong.
We work on a flat monthly fee because ownership is what we sell. A timesheet is what a company pays for when no one owns anything.
Managed IT owns infrastructure, devices, and uptime. Kelley Systems Group owns business systems, data, and vendor strategy. The two fit together cleanly, and most companies have a capable IT partner while still having no one who owns this.
Companies of twenty to a hundred and fifty people, growing fast enough that last year's arrangement no longer fits. A real CRM and a real accounting system, both in daily use, with everything else bought one problem at a time. No CTO, no CIO, no technology director.
With AI now built into most business software, growing companies are ready to put it to work. Almost none have anyone qualified to decide where it fits. AI Advisory is built for that decision.
Engagements
Three engagements, each on a flat monthly fee, plus an AI Advisor retainer that layers onto any of them. The ladder measures ownership rather than hours.
Owns the upkeep
Platform Care
For a team whose system works and nobody owns it.
- We handle administration and configuration changes as the business shifts.
- We build in a sandbox and release to production deliberately.
- We keep the data clean and the system healthy.
Owns one platform
Salesforce Platform Manager
For a company whose CRM runs the business with nobody accountable for it.
- We own the platform end to end, from configuration and automation through data quality and releases.
- We meet every department that uses the system, on a schedule.
- We design clear, reliable reporting that leadership opens and trusts.
- We connect the platform to the systems on either side of it.
Owns the whole function
Fractional Technology Director
The full seat, for a company that needs a technology leader and is not ready to hire one.
- We hold accountability for the whole stack rather than a single platform.
- We own vendor and contract strategy, including what gets cancelled.
- We own the budget and a roadmap tied to where the business is going.
- We take a seat in leadership meetings, where the decisions actually get made.
Hiring versus retaining
The familiar answer to unowned technology is to hire someone. Sometimes that is right. The risk is hiring before the company knows what it is buying.
The U.S. Department of Labor puts the cost of replacing a bad hire at 30% of first year salary. SHRM puts the real figure for a mid-level role between 100% and 150%.
U.S. Department of Labor; SHRM
A technology director runs roughly $250,000 a year fully loaded, and the wrong one announces itself in month nine. We deliver the same ownership on a flat monthly fee, start in week one, and end on thirty days' notice. The full comparison is on the next page.
Experience
Kelley Systems Group is led by someone who has already held this seat from the inside, through the same growth stage your company is in the middle of.