Independent technology advisory at the board table.
Engaged as an external advisor to boards, chairs and executive teams, or as a C-level technology executive inside the organisation in an interim or fractional CIO / CTO seat. And when the transformation has to be driven, we can take ownership of the program too.
- Board & Executive Advisory
- Fractional CIO / CTO
- Interim CIO / CTO
- Transformation Direction
Engagements
Four ways to bring us in. From the board table to the steering committee.
Engagements can stand alone, layer with each other, or run in sequence as the situation evolves.
Board & Executive Advisory and Strategy
Independent technology and AI advisory to boards, chairs and executive teams. Setting strategic direction, and willing to change it where the situation calls for it. Standing relationship or defined-window engagement around a specific decision.
Fractional CIO / CTO
Strategic leadership and thought direction from inside the organisation, typically a few days a week. Setting the technology and AI direction the strategy depends on, and guiding the leadership team that delivers it.
Interim CIO / CTO
Full leadership of the technology function with full executive accountability. Clear direction, leadership of the team, and capability uplift built into the engagement. Used when the seat is open or the function needs to be reset.
Transformation Program Direction
Direct leadership of the transformation program itself: AI-driven operating-model shifts, restructures, integration, regulatory programs. Engaged as the program owner, with the authority and accountability the change requires.
Independent.
No vendor relationships, referral fees, or product agendas. The only commercial relationship is with you.
End‑to‑end.
From the board-room decision through the programme that delivers it. Accountable to outcomes, not artefacts.
Plain language.
Written and spoken for the board table and the executive room. Conviction with the receipts.
How We Engage
A clear runway, on both sides.
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01
Discovery
Thirty minutes, confidential and obligation-free. What the situation actually is, where the friction sits, and whether we are the right fit.
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02
Scope
A defined remit, duration, cadence, and the outcomes the engagement will be accountable to. One to two weeks.
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03
Deliver
Advisory at the board or executive table, fractional or interim leadership inside the function, or program direction at the steering committee, at the cadence the situation requires.
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04
Hand over
A deliberate exit to the permanent leader or to a defined steady state. The relationship continues only where it adds value.
Board Briefs
A quarterly orientation for directors.
Boards now carry fiduciary responsibility for the fastest technology and business-model shift in modern history, for a technology most directors did not grow up with. The question is no longer whether to engage with it. It is whether the board can fulfil its duties without doing so deliberately.
Each Bettanetworx Board Brief equips directors to ask the right questions, see the right risks, and act with the speed their duties demand. Short. Independent. Written for the board, not the engineering team.
About Paul
Senior technology leader. Board advisor.
Paul Dickson has spent his career in senior technology roles inside complex organisations, running the function, carrying the accountability, and advising the boards above it. Today he works across the spectrum: board and executive advisory, fractional and interim CIO and CTO leadership, and direct leadership of transformation programs.
Engage
Most engagements start with thirty minutes.
Confidential. Obligation-free. The fastest way to know whether we are the right fit for your situation.