About Us

The term “Hiring the Old-Guy” in our context loosely describes the people or a person that we bring to the table to engage in your business. They bring many years of ‘lessons learned’ and experience you just cannot gather from sitting in a classroom.

It is past mistakes that learned lessons come from that ensure we deliver “right” choices for your business change environment and hopfully prevent what we term ‘bad decisions’ from being repeated.

CCServe Ltd is the business vehicle we use for the provision of experienced and qualified interim consultancy roles focused on global clients requiring executive led IT Change & Transformation services. We have access to a global network of likeminded contacts whom have in the past mostly held long term VP level roles within large global businesses and the experience that comes with. Our engagements are typically a mix of Programme Portfolio Leadership, IT Change or global Transformation delivery, or Advisory Outsourcing. We typically engage Senior executives/Board level Management.

Sample of the services we provide:-

  • IT Vendor delivery management
  •  Vendor Introduction, contract negotiation & cost comparison analysis
  • Operational Change Management
  • Programme portfolio governance – engagement methods
  • In-house or Outsourced Shared Service BPO
  • Contact Centre “Right Sourcing” advisory

Sample of experience gained from the following brands:-

HSBC Bank, UBS Investment Bank, Citigroup, Emirates Airlines, Coats PLC, Zurich Insurance, Renaissance Bank, Marsh MacLennan, LIFFE (Now NYSE Euronext), Credit Suisse, Sitel BPO, Teleperformance, Deutsche Bank, Credit Suisse, Sutherland Outsourcing, Genesys, AVAYA, Juniper, Cisco, Nortel



There’s one thing that’s in short supply in almost every organisation, at every level, and that’s straight talking – business frankness.
It’s business’s biggest dirty little secret that in most companies, most people would hide or spin the truth rather than openly share it, making it harder for decision makers to bring the reality of the situation to the surface in order to fix it.


Taking charge of a programme by an interim for what’s considered a short period of time doesn’t mean the Interim can’t make a big impact to an organisation. In most cases an Interim would have the benefit of seeing the issues with fresh eyes, but more importantly the actions that they take are not clouded by political outcomes.


Permanent contracts are still dominant in businesses – and it is set to stay that way for the foreseeable future. But does a senior level “permanent” position really exist in this day and age? How beneficial could it be for us all to adopt an interim mind set – regardless of our actual position?


Why we should all be concerned about what boards are ‘NOT’ discussing!

CEOs and their executive leadership teams often don’t recognise that if they don’t have their business technology knowledge at their fingertips, then they are making corporate decisions in the dark. Boards should certainly be building technology agendas into the core of their medium-term business strategy, if they don’t want to be overtaken by their market competition. Digital agenda does drive business growth and in turn revenue and market share – so therefore CEOs should be deliberately recognising how technology has a large say in the way that their business grows, and why technology leadership should be sitting at the Board Table.

Contact Us

+44 (0) 2080 908 352

Fetcham, Surrey, United Kingdom

Monday-Friday: 9am - 6pm (GMT)

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