Digital & Technology

Mid-market companies have been sold technology programs at a pace, and a price, that bears little relationship to what those companies are equipped to absorb. Halverson Reed's digital and technology practice was built deliberately to be the opposite of the firms responsible for that pattern. We start from what the business needs, work toward the technology that serves it, and accept the constraint that the workforce — not the consulting team — must sustain whatever is implemented.

Our work concentrates on four areas. Transformation roadmaps — multi-year plans for the technology and operating-model changes the business intends to make, sequenced and costed in a way the CFO can underwrite. Operational technology — the platforms, data infrastructure, and automation that make the business actually work, with particular attention to ERP modernization, e-commerce, and the integration of acquired businesses onto common systems. AI and analytics — the disciplined adoption of these tools in environments that are not natively technical, where most of the value comes from a small number of well-chosen applications, not from organization-wide enthusiasm. And tech diligence — pre- and post-transaction assessments that protect acquirers from inheriting platforms whose true cost, fragility, and concentration risk are visible only from the inside.

We are particularly active with mid-market companies in non-technology industries — manufacturers, distributors, specialty services firms, healthcare organizations — where the gap between what vendors promise and what the workforce can absorb is at its widest, and the cost of a failed program is borne disproportionately by the operators who must continue to run the business through it.

The partner on our engagements led the technology function inside a mid-market industrial distributor before joining the firm. She has been on the receiving end of the consulting our practice now competes with, and the practice is shaped by what she learned there: that the right answer is almost always smaller, more sequenced, and more demanding of the executive team than the answer the vendor proposes.

Our work is conducted alongside the CIO, the CFO, and the operating leadership. We do not deliver shelfware, and we do not extend engagements past their useful life.