The Great TransitionCompany

Engagement options

Choose the help
your company needs.

Three paths into intelligence-centered operations. Start with a defensible decision; choose who should build and guide what comes next.

Compare the three paths ↓
A defensible decisionDirection for your buildersBuild it. Change the work.

At a glance

A shared starting point.
Different responsibilities.

On small screens, scroll the comparison horizontally. Full details follow below.

Compare three engagement paths
Your decisionIIC assessment onlyIIC plus fractional AI leadershipIIC plus implementation and transition
Best fitYou have builders, or want a decision before choosing them.You have internal or external builders and need sustained direction.You need a delivery partner and have authority to change how work is done.
Business questionWhat is worth changing first?How should we guide the transition?Can we build a useful capability and capture its value?
Who builds?Your internal or external teamYour internal or external team, with bounded guidanceA separately scoped Great Transition engineering engagement
Intended evidence modelCollected automatically from the Microsoft sources you authorizeCollected automatically from the Microsoft sources you authorizeCollected automatically from the Microsoft sources you authorize
Intended deploymentYour own Azure subscriptionYour own Azure subscriptionYour own Azure subscription
What travels with you?Portable assessment decision artifactsAssessment artifacts and agreed advisory outputsAssessment, capability, acceptance evidence, and operating handoff
Operating responsibilityYour named teamYour named teamNamed explicitly before acceptance; ongoing support agreed separately
TimingAssessment timing is agreed after scope and evidence readiness are established.Meeting allowance, founder capacity, responsibilities, term, and fee are agreed in scope.Opening assessment → approximately 90-day build → planned six-week transition and stabilization → closing reassessment. Assessment work and customer delays are additional.
Commercial statusScope and fee agreed after readinessScope, meeting allowance, fee, and term agreedBuild, transition, reassessment, and oversight scoped transparently

Separate from the three paths

The Founding Company Cohort begins with the Opening IIC Assessment.

A founder-led cohort for three companies, beginning with a bounded evidence and feasibility phase. Continue when the evidence supports further investment. Implementation is a separate decision.

Discuss founding-company readiness

Installed IIC assessment; qualification gates apply

IIC assessment only

Understand where the transition should begin, with decision artifacts your team can take forward.

Discuss assessment fit
Who it fits
You have builders, or want a decision before choosing them.
Business question
What is worth changing first?
Intended outputs
  • A reviewed reconstruction of the selected operating work
  • A candidate and dependency map, with evidence gaps and assumptions
  • Finance-grounded investment framing and portable decision artifacts
What Great Transition does
Guided installation, authorized Microsoft discovery, intent chains and institutional intelligence, economic evaluation, human review, and verified engineering handback/lifecycle where warranted.
What you supply
Source-boundary and permission authorization, technical participation, domain and Finance review, investment decisions, and your own implementation resources. You do not preselect valuable evidence.
Timing
Assessment timing is agreed after scope and evidence readiness are established.
What it excludes
Production engineering, an instant scan, and a turnkey self-service software license.
The next decision
Proceed with your builders, deepen the evidence, defer, or stop.

Relationship available to discuss; terms agreed in scope

IIC plus fractional AI leadership

Pair the assessment with a bounded executive and architecture relationship as your team carries the work forward.

Discuss leadership fit
Who it fits
You have internal or external builders and need sustained direction.
Business question
How should we guide the transition?
Intended outputs
  • The assessment decision artifacts
  • A bounded advisory and architecture agenda
  • Investment and design reviews with explicit decision ownership
What Great Transition does
The same installed IIC assessment plus separately scoped executive guidance and architecture review.
What you supply
Internal or external builders, source-boundary authorization, technical participation, day-to-day operations, domain and Finance review, and assigned customer owners.
Timing
Meeting allowance, founder capacity, responsibilities, term, and fee are agreed in scope.
What it excludes
Unlimited engineering, day-to-day operation, and automatic support coverage.
The next decision
Continue the agreed advisory scope, revise it, or hand over.

Preferred full-service working rhythm; scope and acceptance gates apply

IIC plus implementation and transition

Identify a bounded capability, build and validate it, then move the agreed work into operation.

Discuss implementation fit
Who it fits
You need a delivery partner and have authority to change how work is done.
Business question
Can we build a useful capability and capture its value?
Intended outputs
  • Opening assessment and a separately approved capability scope
  • Integrated, instrumented capability with acceptance evidence
  • Operational transition, training, exception ownership, and handoff
  • Closing reassessment and a next-investment decision
What Great Transition does
The same installed IIC discovery and reviewed handback, then separately authorized engineering, transition and stabilization, and reassessment. Founder oversight is included or itemized transparently.
What you supply
Executive change authority, timely access, domain and Finance participation, acceptance decisions, and adoption.
Timing
Opening assessment → approximately 90-day build → planned six-week transition and stabilization → closing reassessment. Assessment work and customer delays are additional.
What it excludes
A guaranteed 90-day total journey, unlimited scope, and an assumed ongoing support commitment.
The next decision
Continue, support, remediate, hand over, or stop. Name the ongoing operator before acceptance.

The full-service working rhythm

The build is a chapter.
The transition includes more.

  1. Opening assessment

    Establish the evidence, economics, boundaries, and candidate worth building.

    Scope and readiness determine timing.

  2. Build & validate

    Prove integration early. Build a bounded capability and test acceptance criteria.

    Approximately 90 days, separately approved.

  3. Transition & stabilize

    Control the changeover, stop specified duplicate work, train, and observe exceptions.

    Planned six-week allowance.

  4. Reassess & decide

    Compare the evidence and choose to continue, support, remediate, hand over, or stop.

    Closing assessment follows the change.

The opening and closing assessments are outside the approximately 90-day build. Acceptance, customer dependencies, and business observation windows determine progress. The complete journey is not guaranteed in 90 days.

Who operates it
after handoff?

Agree the ongoing operator, runbook, exception ownership, recovery, and support economics before acceptance. Customer-maintained operation and separately scoped support are options to discuss.

Fractional leadership does not imply unlimited engineering or 24/7 support. The same founder oversight is not charged twice as both delivery and advisory.

Already operating a capability? Discuss reassessment ↗

Start with a conversation

Begin with a clear view of the work.

A short conversation can establish whether an Operations and Finance readiness session is a useful next step.

Discuss your company’s fit