Fractional CIO | IT Strategy for High-Stakes M&A | Faster M&A, Smoother Exits | De-risking IT & unlocking value | Author

Most technology integrations miss their synergy targets. Not because the technology is wrong, but because the right leadership wasn't in place early enough.

That's where I come in.

I'm an Interim / Fractional CIO specialising in Transformation & Resilience. I work with CEOs and boards of multi-site, acquisition-led businesses, typically PE-backed, 500–10,000 employees, to turn technology from a source of risk into a source of value.

When integration timelines slip, cyber posture is unclear, or the estate has grown faster than the team can manage, I step in to stabilise delivery, simplify complexity, and build a roadmap the board can trust.
Recent engagement:

VetPartners (BC Partners-backed, £1B revenue, 14,000 staff, 9 countries). Built the Group IT Strategy from scratch. Created acquisition integration blueprints. Accelerated new practice onboarding by 30%. Simultaneously ran IT operations for 540 UK practices.

Career outcomes:

£700M+ M&A technology integration across the platform and bolt-on acquisitions
£15M+ annual EBITDA contribution through operational excellence and cost optimisation
Technology leadership across automotive retail, consumer goods, and veterinary services

Clients call me when:

→ Integration is off-track, and synergies are at risk
→ The board wants cyber confidence before exit, audit, or due diligence
→ Technology is a red flag in the data room
→ They need senior leadership fast—without permanent headcount

I also serve as NED (Digital & Technology) at Age UK, and I've published on AI governance, IT leadership, and board-level technology strategy.

Available for select interim and fractional mandates.

Let's talk: DJ@Starkhorn.co.uk

Daniel J. Jacobs

The AI didn’t fail. It did exactly what we asked, just not what we meant.
We built an agent that ran flawlessly… until everything around it started quietly breaking.

 If you're leading AI deployments or planning to, this reflection might save you some heartache.

👇 Read it here: Reflections on Agentic AI, Human Trust, and the Space 

Between Promise and Reality

What’s the most surprising thing you’ve learned deploying AI in the real world?

Interim / Fractional CIO (Transformation & Resilience) | Board-level clarity on Technology (Risk • Cost • Delivery) | Multi-site & acquisition-led businesses | M&A integration • Cyber resilience • Operating model

View newsletter: Digital Disruption Digest

The system did what we asked. It just didn’t do what we meant, and we didn’t realise the difference until something subtle broke. Reflections on Agent

Open article: The AI didn’t fail. It did exactly what we asked — just not what we meant. by Daniel J. Jacobs • 7 min read

The AI didn’t fail. It did exactly what we asked — just not what we meant.

“We won’t fix the legacy stack, it’s too complex and too expensive. Let’s add AI and show progress.”

That move can create a short-term win.

The short-term gain

➡️ Nicer dashboards and “insight” layers
➡️ A quick story for the board: “We’re doing AI”
➡️ Lower upfront disruption than a proper rebuild
➡️ Faster cycle times in a few workflows (support, sales ops, reporting)

It feels like momentum because some metrics will move.

𝐓𝐡𝐞 𝐥𝐨𝐧𝐠𝐞𝐫-𝐭𝐞𝐫𝐦 𝐜𝐨𝐬𝐭 (𝐭𝐡𝐚𝐭 𝐪𝐮𝐢𝐞𝐭𝐥𝐲 𝐞𝐚𝐭𝐬 𝐭𝐡𝐞 𝐛𝐞𝐧𝐞𝐟𝐢𝐭)

If the core systems are brittle, AI becomes a high-gloss layer sitting on low-trust data and fragile processes.

You end up with:

➡️ Automation of mess (you scale inconsistency, not performance)
➡️ Rising change cost (each “quick win” increases architectural debt)
➡️ Hidden operational risk (every new model relies on unstable integrations)
➡️ A strategy trap (it looks modern, so the real modernisation never happens)
➡️ AI outputs nobody trusts (because the underlying data is wrong or incomplete)

AI on broken foundations doesn’t transform the business; it amplifies whatever the business already is.

𝐀 𝐂𝐄𝐎-𝐥𝐞𝐯𝐞𝐥 𝐰𝐚𝐲 𝐭𝐨 𝐭𝐡𝐢𝐧𝐤 𝐚𝐛𝐨𝐮𝐭 𝐢𝐭

Don’t ask, “Where can we deploy AI?”

Ask, “Where do we have clean ownership, stable data, and a repeatable process so AI can compound value instead of compounding risk?”

𝐑𝐮𝐥𝐞 𝐨𝐟 𝐭𝐡𝐮𝐦𝐛:

If a process can’t be measured, governed, and explained without AI… Adding AI won’t fix it. It will just make it faster and harder to debug.

𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧: Where in your business is AI used to modernise, and what would fixing the foundation unlock instead?

Kicking off 2026 with renewed energy and big goals, but what I’m hearing from leadership teams isn’t “new year, new me”.

It’s urgency.

After months of planning in 2025, 2026 is shaping up as the year of decisive execution. The “nice-to-have” transformation work is becoming “must-have” modernisation, and the question has changed:

𝐍𝐨𝐭: “Should we modernise?”
𝐁𝐮𝐭: “How fast can we move without breaking what already works?”

The companies that win this year will treat technology as a strategic lever, not a support function:

➔ IT optimisation as a weapon, not a cost centre
➔ M&A integration as value creation, not operational admin
➔ Cybersecurity as business enablement, not just risk management

If 2026 is the year you’re aiming to reduce complexity, strengthen resilience, or become acquisition-ready, I’m happy to compare notes.

What’s your biggest technology challenge heading into 2026?

#ITStrategy #DigitalTransformation #Cybersecurity #BusinessGrowth #2026Goals

New IT strategy question for 2026:
How fast can you change your mind—without breaking the business?

That confession will sound familiar to anyone who has watched organisations cycle through enthusiasm and quiet disappointment. Project NANDA’s prelimi

Open article: New IT strategy question for 2026:
How fast can you change your mind—without breaking the business? by Daniel J. Jacobs • 7 min read

70% of digital transformations fall short. It's not because the technology fails, but rather because the operating model remains unchanged. (McKinsey/BCG)

After years spent guiding transformations and saving millions across PE-backed businesses, one truth is impossible to ignore:

“Technology rarely breaks a transformation.
Behaviour, capability, and ownership do.”

Because if the organisation doesn’t change how it works, the tooling becomes nothing more than expensive wallpaper.

Here’s how this destroys EBITDA:

𝟏. 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐮𝐫𝐚𝐥 𝐅𝐚𝐢𝐥𝐮𝐫𝐞

If leaders don’t change how they work, new systems become old habits wrapped in a new interface.

Commercial impact:
→ £300k–£700k in unrealised value for a mid-market portfolio company.

𝟐. 𝐋𝐚𝐜𝐤 𝐨𝐟 𝐂𝐚𝐩𝐚𝐛𝐢𝐥𝐢𝐭𝐲

You can’t scale with a workforce that doesn’t believe in the new system—or lacks the skills to use it.

The hard truth:

- 60% of work can be automated
- 70% of teams fear the capability gap
- 80% of leaders mistake resistance for stubbornness (instead of upskilling)

Commercial impact:
→ 10–15% rise in operating costs (often £500k+ annually)

𝟑. 𝐙𝐞𝐫𝐨 𝐎𝐰𝐧𝐞𝐫𝐬𝐡𝐢𝐩

When nobody owns decisions, transformations collapse under their own weight:

- No clear accountabilities
- No single owner for platforms
- No clarity on “who delivers what, by when”

Commercial impact:
→ £5M–£10M wiped off the exit valuation due to poor execution discipline

𝐓𝐡𝐞 𝐫𝐮𝐥𝐞 𝐨𝐟 𝐭𝐡𝐮𝐦𝐛:

Spend your first 30 days on:
✓ Shifting behaviour
✓ Upskilling teams and rebuilding capability
✓ Establishing clear ownership and decision rights

When behaviour, capability, and ownership move in tandem, PE-backed companies typically see a 1–4% annual improvement in EBITDA.

Because successful transformations were never about technology —
They’re about disciplined execution.

Repost ♻️ if you’re tired of seeing transformations fail for the same avoidable reasons.

P.S. CIOs, which mistake (1–3) do you see most often in the field?

Early in my career, I measured myself by how much I was needed.

Every escalation that landed on my desk felt like proof I was valuable.
Every decision that required my sign-off confirmed I was essential.

Then I took two weeks off. And the wheels came off.

Not because my team wasn’t capable.
Because I’d built a system that required me to function. I’d confused being needed with being effective.

That was a hard lesson. And it shows up fast in boardrooms and due diligence.

When investors assess a business, they’re not only looking at EBITDA.
They’re quietly asking: what happens if this person leaves?

If the honest answer is “things slow down” or “decisions stall”, that risk gets priced in, even if performance looks fine today.

The harsh reality for technology leaders is that being indispensable isn’t a sign of strength; it's a sign of vulnerability masked as importance.

The shift that changed how I lead:

𝐒𝐭𝐨𝐩 𝐚𝐬𝐤𝐢𝐧𝐠, “How do we perform when I’m here?”
𝐒𝐭𝐚𝐫𝐭 𝐚𝐬𝐤𝐢𝐧𝐠, “How do we perform when I’m not?”

Design decision rights so choices don’t bottleneck.
Build operating rhythms that run without you in the room.
Create clarity so your team doesn’t need to check with you; they already know.

That’s operational maturity: not a leader holding things together, but a system that doesn’t need holding.

What’s one thing you’ve deliberately built to work without you?

PE firms don’t buy technology.
They buy better EBITDA.

This is the non-negotiable truth of Private Equity.

Most CIOs still believe PE wants:
• New platforms
• AI implementation
• Modern tech stacks
• Big transformation programmes

This is “technology theatre”.

After delivering £1.5M in savings across multiple PE-backed businesses in 10+ countries, one pattern is consistent: 𝐏𝐄 𝐨𝐧𝐥𝐲 𝐛𝐮𝐲𝐬 𝐨𝐮𝐭𝐜𝐨𝐦𝐞𝐬.

Here's the brutal truth. PE partners aren't interested in shiny tech. They need commercial clarity.

They priorities:

𝟏. 𝐌𝐚𝐫𝐠𝐢𝐧 𝐞𝐱𝐩𝐚𝐧𝐬𝐢𝐨𝐧:
Reducing operational cost through vendor optimisation, licence rationalisation, and system consolidation.

𝟐: 𝐑𝐢𝐬𝐤 𝐫𝐞𝐝𝐮𝐜𝐭𝐢𝐨𝐧:
Eliminating technical and vendor debt (including the £500k penalties and £3M true-ups we routinely uncover) that can erode exit value.

𝟑. 𝐀 𝐒𝐭𝐫𝐨𝐧𝐠𝐞𝐫 𝐄𝐱𝐢𝐭 𝐒𝐭𝐨𝐫𝐲:
Building a simple, scalable platform that guarantees growth. Allows the next buyer to pay a higher multiple (as seen in the 10x outcome achieved for one of our clients).

This requires the CIO to become the Chief Value Officer.

Every transformational decision (from renewing a Salesforce contract to integrating a new acquisition) must be tied around its direct commercial outcome— otherwise it's noise.

P.S. What is the single biggest "tech for optics" investment you’ve seen that failed to deliver a measurable EBITDA-level return? Comment ↓

AI in growth planning has moved from experiment to operating system. Five evidence-backed patterns, and what actually changes in your next planning cycle

The shift isn't about faster spreadsheets. It's about fundamentally rethinking how organisations sense, decide, and adapt. Something quiet but profoun

Open article: 5 Ways AI Is Reshaping Growth Planning in 2026 by Daniel J. Jacobs • 5 min read

5 Ways AI Is Reshaping Growth Planning in 2026

Your M&A integration strategy should do one thing above all: protect EBITDA.

Most integrations fail because leaders start with systems rather than commercial reality.

They obsess over:
- Buying new tools
- Implementing platforms
- Rebuilding CRMs
- Chasing “transformation theatre.”
- Forcing teams to adapt before they’re ready

And the consequences are predictable.
Here’s how EBITDA leaks when leaders ignore commercial reality:

𝟏. 𝐒𝐥𝐨𝐰𝐞𝐫 𝐨𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬:
Misaligned teams delay integration by 30–60 days, resulting in £500k+ in EBITDA leakage.

𝟐. 𝐄𝐱𝐭𝐞𝐧𝐝𝐞𝐝 𝐢𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐢𝐨𝐧 𝐭𝐢𝐦𝐞𝐥𝐢𝐧𝐞𝐬:
Each delay increases deal costs by 10–15%, often adding £500k–£1M in extra operating spend.

𝟑. 𝐒𝐡𝐫𝐢𝐧𝐤𝐢𝐧𝐠 𝐞𝐱𝐢𝐭 𝐦𝐚𝐫𝐠𝐢𝐧𝐬:
A 60–90-day delay can reduce valuation by 0.5x–1.2x EBITA multiples, wiping £5M–£12M from the exit story of a mid-market portfolio company.

And once EBITDA leaks, you almost never get it back.

𝐓𝐡𝐞 𝐭𝐫𝐮𝐭𝐡 𝐢𝐬:
Protecting EBITDA is unrelated to technology.

It begins with stabilising people, contracts, and processes in the first 90 days (long before systems are touched).

Because if teams aren’t aligned, contracts aren’t secured, and processes aren’t controlled, the exit clock is already ticking. Every month of delay permanently erodes value.

This is why the best CIOs ruthlessly remove duplication, noise, and complexity.
They lead with clarity, disciplined sequencing, and clean commercial execution.

The result?

𝐂𝐮𝐭𝐭𝐢𝐧𝐠 £𝟐𝟓𝟎𝐤–£𝟓𝟎𝟎𝐤 𝐢𝐧 𝐞𝐱𝐜𝐞𝐬𝐬 𝐜𝐨𝐬𝐭 𝐰𝐢𝐭𝐡𝐢𝐧 𝐭𝐡𝐞 𝐟𝐢𝐫𝐬𝐭 𝟗𝟎 𝐝𝐚𝐲𝐬 (as we’ve seen repeatedly across multiple PE-backed businesses).

Commercial stability comes first.
Systems come last.

Repost ♻️ if you’re tired of watching the same integration failures repeated across the industry.

P.S. What’s the most expensive integration mistake you’ve seen CIOs make? Comment below ↓

Alt text for the Image: M&A Integration Strategy Fix

Most execs don’t realise it… 
Every time employees use public AI tools for sensitive work, they could be training their competitors’ systems.

After Samsung’s $100M wake-up call, and seeing similar risks across industries. I built a framework to help leaders turn AI governance into a competitive edge.

Read more here: https://lnkd.in/eDRYMFFt

NashTech

As an accomplished Senior Vice President of Engineering and seasoned Cloud Practice Head, I bring over 17 years of strategic leadership and technical expertise to the table. With a track record of spearheading high-performance teams and delivering scalable solutions, I have excelled in the realms of Cloud, AI, Virtualization, Hosting, Mobile Communication, Open Source, Operations, and Datacenters.

My comprehensive leadership and project management skills have allowed me to construct and expand DevOps, Cloud, and SRE tech stacks from the ground up. This includes driving observability, scalability, and high availability to ensure robust systems.

Currently, at  NashTech, I lead the DevOps Competency and Cloud Engineering Practice. My role encompasses various facets, from talent acquisition and training to full-scale implementation and expansion. Recently, I have initiated the DevOps SRE training academy and introduced the innovative DevOps Audit service product. My focus also extends to driving DevFinOps and DevSecOps, encompassing vulnerability testing and cost optimization for Cloud and Kubernetes environments.

My technical proficiencies encompass a wide range, including functional requirements, microservices, team management, FinTech, Microsoft Azure, Terraform, and Python programming. I am driven by a passion for tackling novel challenges and pioneering ideas that push the boundaries of technological innovation.

Let's connect and explore how my expertise can contribute to your organization's success.

Senior Vice President of Engineering | Cloud Practice Head | DevOps Competency Head 

As a seasoned Cloud Practice Head and DevOps Competency Head, I bring over 15 years of experience in leading technical teams and delivering highly scalable solutions in the fields of Cloud, Virtualization, Hosting, Mobile communication, Open Source, Operations, and Datacenters. My deep technical leadership and project management skills enable me to build and scale DevOps, Cloud, and SRE tech stacks from scratch while ensuring observability, scalability, and high availability.

At Knoldus Now NashTech, I lead the DevOps Competency and Cloud Engineering Practice, managing everything from hiring and training to implementation and scaling. In addition, I have recently launched the DevOps SRE training academy and started the DevOps Audit as a service product. I also focus on driving DevFinOps and DevSecOps with vulnerability testing and cost savings for Cloud and Kubernetes.

My technical expertise includes functional requirements, microservices, team management, FinTech, Microsoft Azure, Terraform, and Python programming. I am passionate about new challenges and innovative ideas that push the boundaries of what's possible with technology.

Vice President of Engineering | Cloud Practice Head | DevOps Competency Head 

Oracle

IT Senior Principal Consultant, Managed Cloud.
Participate in deeply technical architectural discussions with customers, partners and Oracle field personnel to ensure solutions are designed for successful deployment in the cloud.Capture and share best-practice knowledge amongst the field and internal teams.Author or contribute to customer-facing publications such as whitepapers, handbooks, reference architectures and presentations.

Build deep relationships with senior technical individuals within customers to enable them to be cloud advocates.Act as a technical liaison between customers, service engineering teams and support.Work with customers with the goal of making them solid references on the OCI container services platform
Participate in and become a well known thought leader in the Docker, Kubernetes, container and DevOps community

IT Senior Principal Consultant, Managed Cloud

Nagarro

Performing Multiple Roles of DevOps Architect, Project Manager and Product Owner . Domain is Automotive (BMW ) and BFSI (BMW BANK).Delivery Next project involves the creation of an automated platform where the integrated solutions have the highest level of automation via CI/CD and ZTD frameworked in Devops toolchain and Cloud technologies invloving migration from Opensource to Enterprise tools.

DevOps Architect and Project Manager

Working as DevOps architect with  the DevOps Center of Excellence Team.Helping International clients Embrace and Implement DevOps in their current setup.

DevOps Associate Architect

Publicis Sapient

Sapient Experience 
Client 1: Wellington Management
Location: Gurgaon

Onsite Experience : Marlborough U.S.A


Project Details		: Delivery Tools Support
Applications Supported	: JIRA,Crucible,AccuRev,Mavens,Jenkins,Hudson,Git


KEY RESPOSIBILITIES : 


•	Working in DevOps model and making teams aware of DevOps techniques.
•	Leading team to use the new AWS Cloud for infrastructure.
•	Written Migration tool , Unix Script for accurev to git migration.
•	Supporting and driving upgrades for Tools such as JIRA including Admin tasks and troubleshooting.
•	Supporting and administrating release management tools like Maven, Jenkin, Hudson, uDeploy.
•	Identify and publish the RCA for all the incidents coming up in production.
•	Releasing and deploying production Hot fixes with minimum downtime.
•	Communicating with business for all the issues.
•	Handling Weekly meeting with business for Tools performance.
•	Preparing Quarterly reports on tools performance upgrades and downtimes.
•	Handling JIRA-QC Integration issues with Plugins like Jam Connector and Orasi.
•	Integrating knowledge sessions with Delivery Services.
•	Maintaining wiki pages for all the tools and FAQ and KEDB.
•	Guide client thorough all phases of their implementation ensuring the client is successfully moved to production.
•	Handling L1 team from Bangalore and Pune and guiding them during the ITIL processes.
•	Creating Kb articles and SOP for all the tasks and processes.
•	Creating Reports in Service Now for better tracking and process improvements.
•	Leading a team of 6 members globally who support Multiple Applications.
•	Indentify and publish the RCA for all the incidents coming up in production.
•	Releasing and deploying production Hot fixes with minimum downtime.

Senior Associate DevOps

NatWest Group

Payroll of Polaris Consulting & Services Limited 
Deputed at Client RBS Gurgaon

Project Description: Regulatory Risk Support involves Compliance Monitoring through a Conflict Management application LOUIS. It sources data from various GBM systems which is loaded daily into a purpose built Staging Layer where it is validated and transformed, before being loaded into the LOUIS database and alerts are generated where necessary.

Applications Supported: 
AML Actimize (Anti money laundering)
Trade Surveillance 
Strategic Trade Surveillance - Apama
Conflict Management System 

Project: Regulatory Risk and Operations
Team: Markets and International Banking

Responsibilities
•	Identify and lead project team members in the design, development and delivery of technology solution 
•	Production Support : UNIX, Shell Scripting, Oracle PL/SQL
•	Defines requirements and project plan lifecycle deployment. 
•	Account management responsibility 
•	Create strategies for risk mitigation and contingency planning 
•	Escalate project delay and issues with appropriate cross-functional teams 
•	Ability to complete the implementation tasks 
•	Work with clients to collect requirements and business needs 
•	Efficiently identifies and solves project issues.
•	Develop positive and valued relationships with key client decision makers and influencers 
•	Guide client thorough all phases of their implementation ensuring the client is successfully moved to production.
•	Worked upon and supported java based and Dot Net Based Applications.
•	Worked upon and supported Share point Based Application.
•	Used Pl/Sql and Excel sheets for making Reports using pivot tables.
•	Making Unix - Solaris Shell Scripts, Powershell,Perl scripting for automation of Reports and KPI data collection.
•	Upgrading Autosys from 4.5r to 11.3r
•	Decommissioning Applications.
•	Running applications on Disaster Recovery Mode.
•	Taking Part in all new releases.
•	Developing Power shell scripts for server stats.

Senior Support Analyst in Release Management - DevOps

Amdocs

Project Details
2. a)Experience at Amdocs
 Project				:	 Vodafone D2
Onsite Experience 			: 	 Vodafone Germany, Dusseldorf Germany


2.b) Second Project at AMDOCS 
Onsite Experience  			: 	Telkom South Africa
Location 				:	Pretoria, South Africa

Production Support: UNIX, Shell Scripting, Oracle PL/SQL


Resposibilities : 
Meeting SLA (Service level agreements).
Combining the different changes to make an integral part in the production environment.
Updating all the team members regarding new changes in the Applications.
Setting up the new environments for different clients.
Customizing the products as per the requirement of the customer.
Escalating the changes/problems faced to team as well as client.
To keep the sync of production server with maintenance servers.
Setting the priority depending upon the criticality of the notification & work accordingly.
Operational support.
Support all Billing activities.
Maintain Servers health. User administration
Rebooting Production Servers.
Writing Shell Scripts for clean up and bouncing activities.
Handling the critical & non-critical issues and reporting the defects and ensuring the resolution.
Research Problems and tracking logs.
Coordinating with User and other partnership-organizations for resolving an incident.
Production Servers Troubleshooting.
 Web Sphere configuration – profile creation, federation, cluster configuration, performance monitoring etc. 
Web logic application deployments, implementing security, and installation .
Worked upon and supported java based and DotNet Based Applications.
Worked upon and supported Share point Based Application.
Used Pl/Sql and Excel sheets for making Reports using pivot tables.
Worked on Windows server 2003-2008 Environments

Senior Subject Matter Expert - DevOps

Infosys

Software Enginner in finance Domain for the Banking product FINACLE.
Client ICICI Bank.

System Engineer

System Engineer

Xchanging

As a Software Developer , Unix , Linux and Shell Scripting.

Software engineer

Senior VP of Engineering @ NashTech | Cloud Practice Head | DevOps Practice Head

With over 17 years in the tech industry, I've grown from a hands-on engineer to a strategic leader, guiding talented teams to deliver innovative and scalable solutions in the domains of Cloud, AI, and DevOps. As the Senior VP of Engineering at NashTech, my mission is to drive digital transformation and ensure our clients achieve their tech goals seamlessly. 

My expertise spans across AWS, Azure, GCP, Oracle Cloud, and Databricks. I've built and scaled DevOps and SRE tech stacks from scratch, ensuring high observability, scalability, and availability. I'm also proficient in Agile methodologies and business intelligence. 

Recently, I've been exploring FinOps and SecOps, focussing on cloud cost optimization and infrastructure vulnerability scanning. I've also authored a book - "Mastering Cloud Storage", sharing insights from my journey in the tech world.

I'm always open to discussing technology, leadership, and the future of Cloud and AI. Let's connect!

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