In enterprise IT, size and brand reputation often create a false sense of security. We assume that large companies must have robust leadership, tight project management, and strong architectural discipline. But that’s not always the case.

 

Earlier this year, I was invited into the hiring process for a senior freelance IT leadership role at a major European manufacturing enterprise. As the process unfolded, what I discovered during interviews with top-level stakeholders was deeply concerning:

• There was no formal project management approach
• Architectural oversight was missing
• There was a complete lack of documentation and governance

 

These aren’t small red flags — these are structural issues that can quietly derail IT performance across the board. What shocked me most was that these gaps were not only present but appeared to have been normalized under existing leadership.

 

Despite a promising start, the process went silent after I began asking the right questions. And that’s when it hit me:

 

I wasn’t rejected because I lacked skills — I was ignored because I uncovered the truth too quickly.

 

I realized I had dodged a bullet. Working under leadership that resists change isn’t why I became an independent IT executive. I built Tech Consultancy Pro to partner with organizations that are ready to face hard truths and want to fix what’s broken — not hide it.

 

It also reminded me of something else:

 

No company is too big to need help.

And no leadership structure is too rigid to be redefined.

 

If your organization is stuck — stalled projects, team disengagement, or unclear strategic direction — it might be time to bring in someone who doesn’t play internal politics. Someone who sees the problems, speaks the truth, and delivers results.

 

Let’s have a real conversation — not just about where you are, but where you should be.

Contact me here