Technology Legal Strategy
We build and advise on software that somebody has to answer for. To a regulator, an auditor, a board or a procurement panel. One technology partner, one legal partner, and the strategy work that decides what is worth building at all. Led by the same two partners from the first meeting to the last deliverable.
When to call
These are the situations that usually turn into a first conversation with us. If one of them is yours, you do not need a brief. Send the sentence.
An uptime, a recovery time or a data export was agreed in a document that nobody technical read before signature.
Finance and sales both have a revenue figure, both are correct by their own definition, and nobody wrote down which one wins.
A regulator, a customer or an insurer wants the record of processing, the threat model or the transfer mechanism, and what you have is a slide.
A nightly job fails silently, a retry duplicates orders, and the person who understood it has left.
A supplier is proposing something that sounds right, and you would like a second opinion from someone with no stake in the sale before the money moves.
Three workstreams depend on the same migration, nobody owns the order, and the first slip cascades into all of them.
Technology, legal, strategy
Technology and legal are the two chairs. Strategy is what happens when the two are at the same table, before anyone has committed money to a build or a signature to a contract.
Systems designed, built and reviewed by someone who will be measured on whether they still work in three years. Real-time and data-intensive platforms, integration, reporting, and the assurance evidence that goes with them.
Led by the technology partner
The contracts that govern a technology stack and the data protection position underneath it, reviewed by a qualified lawyer who has read the architecture. Three regimes, UK, EU and Turkish, that do not always agree.
Led by the legal partner
The decisions before the build: what to build, what to buy, which supplier, which market, and in what order. Written down with the reasoning, so the board can hold the plan to account and so can you.
Both partners, always
Practice areas
We would rather be the right firm for eight kinds of problem than a plausible firm for twenty. If your problem is not on this list, say so and we will tell you honestly whether we are the people for it.
The decisions before the build, written down with their reasoning. What to build, what to buy, which supplier, which market first, and what a serious buyer or investor will find when they look under the bonnet.
The work that keeps a business running. Connecting the systems you already have, moving data between them without losing any of it, and making the numbers that come out trustworthy enough to decide with.
Reporting scoped to decisions somebody actually makes. Every metric gets a written definition, so two departments stop arguing about whose revenue number is right.
Once the strategy is agreed, getting through it. Delivery management with an honest status, a team and a PMO that outlast us, and the change work that decides whether the new system is actually used.
Software where the data keeps arriving and being wrong has consequences. Telemetry ingest, sensor fusion, mapping, and an operational picture that tells an operator how certain it actually is.
Programme and policy work for public bodies, written so that a senior official can act on it. Research, options analysis, feasibility and the submission material that goes with them.
Security as something you can show a reviewer, not a badge on a slide. A threat model with named owners, authorisation tested rather than asserted, and a supply chain you can account for.
The legal work that decides whether a system can be deployed at all. Reviewed by a qualified lawyer who has read the architecture, alongside the engineer who wrote it.
How we work
Every consultancy claims to be practical, client focused and expert. None of that is checkable. These four are, and you can hold us to them.
More about the firmFeyzullah leads the technology, Bilge leads the legal work, and both sit in the strategy decisions. The partner who scopes your work is the partner who answers for it.
Anything expensive to reverse gets a short record: what we chose, what we rejected, and why. You keep those records whether or not you keep us.
Our findings mark what is confirmed, what is inferred and what we could not reach. A recommendation you cannot audit is not worth acting on.
The contract review and the architecture review happen in the same week, by two partners who talk to each other daily. That is the whole reason this firm has two partners.
A recommendation you cannot audit is not worth acting on. So every finding we hand over says where it came from, and every one we could not confirm says so.
Selected work
Our longest-running line of work. Connecting the systems a commercial operation already runs on, and making the data that moves between them reliable. ERP and CRM integration and migration, API layers over systems that were never designed to have one, legacy modernisation, and pipelines built for the boring failure modes: duplicate writes on retry, a nightly job that fails silently, and a field nobody owns.
Sales force automation for field teams: order capture, visit planning, pricing and promotions, and the business to business integrations that carry an order from a handheld to a distributor's system and back. Software designed for the conditions a field team actually works in rather than the office it was demonstrated in. Product strategy and programme management across the platform, with the data and reporting layer built alongside.
Business intelligence and dashboards for commercial, supply chain and operations teams, plus the programme work around them: technology assessment, a roadmap somebody can actually sequence, process re-engineering and the change management that decides whether any of it gets used. Every metric ships with a written definition, which is usually the part that was missing.
We produce policy and strategy for public bodies: the policy file, the strategy behind it, the scheme design and the programme plan that carries it through institutional review, written to the standard that reviewer expects.
Tell us what you are building or running. The first call is free, and you leave it knowing what we think the real problem is.
A first conversation costs you nothing and usually lasts half an hour. If we are the wrong firm for the problem, we will say so in that call rather than write you a proposal.
Get in touch