Turn IT spend into clearer business outcomes, stronger operations, growth, and lower risk by aligning technology decisions with strategy, operations, and finance
Tie technology choices to margin, growth, and risk.
Pilot first, validate KPIs, then scale what works.
Baseline cost and performance, then map initiatives to P&L impact.
Build a roadmap and budget scenarios around measurable business outcomes.
Reduce waste without harming productivity, growth, or resilience.
Most mid-sized companies invest heavily in technology without clear visibility into what is driving performance. We identify what supports growth, what reduces risk, and what creates drag, then build a clearer roadmap for what to keep, optimize, cut, and accelerate.
This work is best suited to leadership teams that need clearer visibility, stronger prioritization, and better financial discipline around technology spend.
Most engagements begin with a fixed-scope IT Value Alignment Assessment
At TNG, we do not just implement technology. We follow the money. We look at where spend is going, what is delivering value, and what is holding the business back. Then we align technology, people, and process to improve performance, reduce risk, and support growth.
We reconcile GL/P&L, contracts, usage, uptime, tickets, and security posture to expose quick wins and structural gaps. Each line item is translated into a business lever—revenue, margin, or risk—so we can set KPIs we’ll improve against. You get a defendable current state and an actions shortlist you can fund now.
Every initiative is tied to P&L impact. We spotlight keep/kill/consolidate decisions, renegotiation targets, and process fixes, quantifying benefits and risks. The result is a clear stack-rank by Impact, Effort, and Risk so you know what deserves fast-track—and what to stop.
A right-sized operating model separates the winners from the losers. Leverage board-ready options (maintain, accelerate, de-risk) with KPIs, owners, and timelines. Decisions become socializable in days, not months—so execution can start while alignment holds.
2–3 proof-of-value use cases will be distilled with instrument KPIs up front, and can be run for 30–60-day pilots. Only what hits targets scales. You get validated ROI, a runbook for rollout, and controls that keep cost, security, and change risk in check.
Monthly value reviews and quarterly board updates keep the plan honest. Live dashboards show KPI movement, variance to plan, savings captured, and risks retired—so you can course-correct early and compound gains over time.
President & CEO | Xtiva Finanical Systems
"We never realized that our architecture was killing our GM. We lacked clarity and control over how our technology dollars were being spent, and in determining the appropriate budget for key projects. We've now re-architected our solution, which allowed us to gain visibility, predictability, and optimization across the business, each of which supported the relaunch of our flagship product."
Chief Information Officer | HomeEquity Bank
"They identified inconsistencies in governance, how our technology was being deployed, and excesses in our technology spending. We now have robust governance in place and are well on our way to delivering highly scalable, consistent, and reliable financial services platforms that will enable us to go to market with new and enhanced service offerings."
CEO Engineering Services Firm
"IT is an essential part of our structural engineering firm. But recently, they've been holding us back—we couldn't finish anything! TNG quickly developed a roadmap that prioritized what was most important for us. It enabled productivity while improving security so that we could be confident that we were productive yet protected. They standardized our infrastructure to have fewer points of failure if disaster struck. And finally, they showed us how much IT costs in a way that made sense."
Managing Director, Online Retailer
"We needed a partner who could build budgets, optimize IT spending, and lead us through a multi-year digital transformation. 70% of our IT budget was labour! With TNG, we have it back to 50/50 labour to non-labour. We are on our way to 30/70!
We can now focus on running our business!
We now have service levels and penalties for noncompliance. We have improved security and compliance with industry standards, safeguarding our customers."
CFO, Retail Store Chain
"We had a lot of challenges to overcome. IT was costing 3.5% of revenue, and the company's core applications were aging complex, and difficult to use. There were high volumes of issues in retail locations, and the business was looking for a way to improve things while setting us up for future success
The Narrative Group leveraged their proprietary methodology to identify a roadmap to evergreen their infrastructure, stabilize core applications, reduce store incidents, and charted a path toward IT spending being 1.5% of revenue within 18."
Managing Partner, Law Firm
As a small but growing employment law firm, we were drowning in disconnected systems — case files, billing, and communications were all over the place. We didn’t realize how much time we were losing to inefficient tech until TNG stepped in.
They started by reviewing our cost structure and workflows, then rebuilt our stack with the right cloud and document automation tools, and cut 40% of our software spend in the process.
Now we’re faster, more accurate, and have a clearer picture of our profitability. I no longer feel like IT is a liability — it’s become a strength.
Complex digital transformation projects delivered.
Mid-sized companies, including pharma and life sciences.
Average experience of our senior technology experts.
Satisfaction rate focused on performance and ROI.
Prioritize investments that improve margin, growth, and risk posture.
We establish shared objectives between IT leaders and business stakeholders through regular meetings and clear communication protocols. Our alignment strategies include creating a common language for technology investments, implementing key performance indicators that both IT and business units work toward, and fostering mutual respect through collaborative decision making processes.
Our technology and business strategies focus on achieving alignment through data driven decisions rather than technology-first approaches. We leverage technology as an integral part of business processes, ensuring information technology investments directly support business objectives while maintaining competitive advantage through strategic alignment.
Yes, we deliver concise, decision-ready materials that translate complex IT strategy into business value metrics. Our board presentations focus on strategic alignment between technology investments and business objectives, showcasing key performance indicators, competitive advantage gains, and how information technology supports business growth and strategic goals.
We implement continuous improvement frameworks that enable faster execution when market trends shift. Our approach combines collaboration tools with ongoing communication structures, allowing many organizations to stay ahead of regulatory requirements while driving innovation through informed decisions and enhanced collaboration.
Risk management is central to our information systems approach, covering data security, operational costs, and strategic goals alignment. We help business leaders make better decision making through comprehensive risk assessment, ensuring technology solutions support business growth while maintaining competitive edge through proper resource allocation.
We establish key performance indicators that directly tie information technology spend to business outcomes. Our methodology tracks how IT services and IT systems contribute to business success, ensuring every technology investment delivers measurable business value while supporting overall business priorities and strategic objectives.
We use project management software integrated with business processes to ensure unified team coordination. Our approach emphasizes achieving alignment between IT department capabilities and business needs, focusing on customer experiences improvement while managing the vast array of technology solutions required for transformation.
We facilitate effective communication through structured governance that builds mutual respect and shared understanding. Our process includes regular meetings focused on strategic alignment, ensuring both IT and business units maintain focus on common objectives while addressing alignment issues through collaborative problem-solving and clear communication.
We optimize resource allocation by analyzing which technology solutions deliver competitive advantage versus those that simply maintain operations. Our strategy balances operational costs with business priorities, ensuring information systems investments support business growth while maintaining efficient IT services delivery.
We establish ongoing communication channels and regular performance reviews using collaboration tools and key performance indicators. Our continuous improvement process includes quarterly alignment assessments, ensuring technology and business strategies evolve together while maintaining focus on business outcomes and strategic goals.
