One structured working session with your leadership team, run by senior D55 consultants, anchored on Mindset, People, Process, and Technology. Funded directly by D55, no charge to your organisation, no commitment beyond the morning.
Arrange the morningA data and AI plan is a decision about which data matters, who needs it, when, and how it gets to them. The technology choice comes after that, not before.
Most leadership conversations get the order the other way round. Vendors pitch their tool as the answer. Your internal teams have strong views on the platform because they'll run it. The strategic question, what your plan is actually for, keeps being deferred to the next meeting. The Data Strategy Diagnostic is built to settle the strategic question for you in one morning.
Your decisions get made on instinct because the underlying data isn't trusted, or isn't available in time, or isn't reconciled against the system that holds the authoritative version. Reporting cycles stretch. Investment goes into the loudest project rather than the most consequential one. Vendor pitches start to set the agenda.
The Diagnostic is one structured working session, on site or remote, run by senior D55 consultants and Funded directly by D55. The four dimensions, Mindset, People, Process, and Technology, run in parallel rather than in sequence. That's the move that lets your room get to a settled plan in hours rather than months.
The morning opens with the questions your leadership team is already wrestling with. The customer-data project that has no owner. The platform decision that keeps being deferred. The AI experiment that needs a home. Not a fresh exercise; a working session on what's already in your room.
Each question gets considered through all four dimensions at once. The appetite for the work. The people who'll run it. The processes it'll live inside. The technology that supports it. Tensions between the four dimensions are the point. Surfacing them in one room is what makes the plan settle for you.
The morning ends with a shared view of where your priorities sit and a clear next-conversation decision. Either the plan is ready for paid scoping and we set one out, or the conclusion is that the moment isn't now. Both are valid outcomes.
A shared view of where your data and AI priorities actually sit, side by side rather than in separate decks. A settled answer to which projects matter most, and which can wait. A next-conversation decision in your leadership team's hands the same day. Where the appetite is there, a defined entry point into our wider Data Services consultancy on AWS.
The Diagnostic is the entry point into our Data Services work. Engagements that have followed include:
Bryt Energy. A central data platform on AWS, with event-driven pipelines on AWS Step Functions and Lambda feeding a single data lake.
Amber Energy. A real-time bridge between Salesforce and the payments stack via AWS EventBridge and Lambda.
Janes. An ingestion platform rebuild that reduced processing time by 99.9 per cent (twelve hours to under two minutes) and supported 35 times more data sources.
Lloyd's List Intelligence. An intelligent ingestion platform for high-stakes maritime intelligence data, with full traceability and analyst-configurable source weighting.
A vendor workshop is usually built to validate the vendor's product fit. The Diagnostic is Funded by us directly because the morning's value sits in settling your leadership team's plan, not in pre-qualifying anyone's platform choice.
No. The Diagnostic is Funded directly by D55. AWS funding programmes such as the Migration Acceleration Program can apply to your downstream migration or modernisation work where eligible, but the morning itself is on us, not on AWS.
Then nothing is the recommendation. The Diagnostic is run honestly; if your leadership team's appetite isn't aligned with the data work the business actually needs, the right answer is to say so and revisit the conversation in six months. The aim is the decision, not a sale.
Your leadership team, plus whoever owns the data and AI questions in practice. Typically your CEO, CFO, CTO, or Chief Data Officer, and one or two people closer to the work. Three to six people is a workable shape.
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