Sector · Interim Management

Technology and telecommunications

Technology and Telecommunications Sector

Scaling up products and teams without breaking the bank.

In technology, growth masks problems until it no longer does. Whether you’re a founder who’s taken a company from twenty to two hundred people, a telecoms group with a network that demands constant investment, or a fund looking to get a portfolio company in order ahead of the next funding round or a sale, the challenge is the same: turning technical capability into a profitable and predictable business.

A good product is not enough if the acquisition costs are not recouped, if technical debt holds back each release, or if the management team has outgrown the company’s current size.

EPUNTO Interim Management provides CTOs, CIOs, COOs and Managing Directors who have already been through this transition. They do not simply redesign the architecture on paper: they prioritise, set up the missing product and engineering governance structures, and leave the organisation capable of sustaining the pace on its own.

Engineering and product that scale

Organising how decisions are made, how products are built and how they are delivered usually yields better results than simply adding people to the team.

Product governance: We implement a genuine prioritisation process, based on business criteria, to stop building whatever the loudest customer demands.
Technical debt under control: We turn technical debt into a plan with a budget and timeline, rather than a recurring complaint that never makes it onto the roadmap.
Predictable delivery: We stabilise release cycles and engineering metrics so that the business can commit to deadlines and meet them.

We’re a technical company and we lack management expertise. Would an interim manager be a good fit?

This fits particularly well. It is the most common type of assignment: a senior executive who brings the management approach that is lacking without displacing the founder or the technical team, and who also ensures that the person who will take over the role is properly trained.

Can you cover for our CTO whilst he’s away without disrupting the roadmap?

Yes. An interim CTO takes charge of engineering within days, honours commitments to clients and sets priorities whilst the search for a permanent assignment is underway. This avoids a gap of several months, which often ends up costing more than the assignment itself.

We’re about to raise a round of funding, and we’re concerned about the technical due diligence.

This is a good reason to bring in an interim manager in good time. The architecture is documented, obvious security and licensing risks are addressed, and the due diligence process is approached with prepared answers rather than improvised ones.

Do you also work with telecoms operators, not just on software?

Yes. They are different types of business: one is capital-intensive and involves extensive network roll-out, whilst the other is product-intensive. We are introducing executives who have managed the specific business we are discussing, with its cost structure and regulatory framework.

What is the difference between this and hiring a technology consultancy?

The consultancy firm provides you with a recommendation and a team that leaves once the report is complete. The interim manager takes on the role, makes decisions, manages the team and is accountable for the outcome. And when they leave, the expertise remains within the organisation.

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Technology and telecommunications