Boards decide on core systems, AI programmes and cloud dependencies that bind a company for a decade. Most boards have one member who can challenge the executive team on these decisions, or none. The Review gives the board a second opinion at its own level: independent, fixed in scope, fixed in fee, finished in six weeks.
The same six perspectives frame every review, while the questions reflect the business and the decisions ahead.
What technology needs to deliver for the business over the next three years and where it should not lead the agenda.
How technology and AI decisions are made, how the board maintains oversight, and which risks are being taken — deliberately or otherwise. Reference: ISO/IEC 38507.
Who owns the data, whether it can be trusted and used for AI, and where it creates value or has become a liability.
Where the business depends on suppliers, cloud platforms and contracts and how much freedom it has to change course.
Cyber risk, incident preparedness and the implications of quantum-safe security for the board.
Whether the organisation has the skills, leadership and capacity to deliver what the strategy requires.
Kickoff with the chair and the CEO. Document review: strategy, IT budget, project portfolio, risk reports. Six to eight interviews: chair, CEO, CFO, CIO or CDO, two members of the executive team, one key supplier.
Analysis and comparison with programmes we have led or reviewed, anonymised. The draft report is discussed with the chair and the CIO before it reaches the board.
A half-day board session, moderated by Damir Bogdan. The board leaves with a verdict, ten decisions and a roadmap.
- A core-system, ERP or platform decision is on the agenda, and the board will have to approve a budget it cannot assess from the inside.
- The executive team presents an AI strategy, and the board cannot tell ambition from plan.
- Dependence on a single cloud or technology supplier has become a risk question, in Switzerland increasingly a sovereignty question.
- A cyber incident, an audit finding or a new CIO has changed the picture.
- The board wants to know whether its IT spend buys resilience or only continuity.
- A report of 15 to 20 pages with a one-page verdict.
- Ten decisions for the board, each with priority and timing.
- A twelve-month roadmap the executive team can own.
- A half-day board session.
Fixed fee, agreed before we start. A compact format exists for companies below 500 employees.
We do not sell implementation, and we have no stake in the outcome. Where implementation partners are needed, we name them and stay the board's sparring partner. Where quantum-safe security becomes concrete, we point to specialised partners.
After the six-week review, the collaboration can continue where it adds value, with Damir Bogdan as an independent sparring partner to the chair, typically two days per quarter.
at Raiffeisen Switzerland, 8 of them on the executive board as CIO and Head of Operations
Avaloq core-banking programme, led as programme head and chair of the steering committee
board mandates, up to five in parallel; nominated for election to the Switzerland Global Enterprise board in April 2027.
annual IT and operations budget, 800 staff
core insurance replacement at KPT, chaired from the board, on time and on budget
companies in the Swiss CDO Roundtable, founded and hosted since 2018
Let’s discuss the decisions ahead.
And whether an independent perspective could add value.