We combine strategic depth with real execution power – underpinned by international project experience across EMEA, APAC and the US. For regulated industries such as banking, insurance, chemicals/industry and the public sector, we design IT strategies that convince the board and work on the ground. Our advisory work spans the design of global operating models, the definition of resilient cloud target architectures on Azure, AWS and GCP, and board-ready business cases with substantiated ROI and TCO analyses. We anchor methodological clarity through established frameworks such as COBIT 2019, TOGAF 10 and NIST CSF 2.0 – combined with sector-specific regulation (MaRisk, BAIT, DORA, ESG reporting). Whether cross-country portfolio rationalisation, vendor consolidation, an SAP S/4HANA transformation or the build-up of a Cloud Center of Excellence: our IT strategy bridges the gap between board expectation and operational reality. The outcome is not a slide deck but a measurable, prioritised roadmap that justifies investment decisions, empowers governance boards and demonstrably shortens time-to-value.
Overview
Why strategic consulting?
IT transformations rarely fail because of technology – they fail because of unclear target pictures, missing governance and business cases nobody can defend anymore. That is precisely where we step in.
Vetrexa develops IT strategies that connect: to the business strategy, to regulatory requirements and to the technological reality of your organisation. We think in target architectures, roadmaps and measurable outcomes – not in slideware.
Our consultants bring more than two decades of project experience in global corporate structures. We have set up operating models for international chemical and industrial groups, guided multi-cloud migrations in banking and implemented digitalisation strategies in the public sector. That experience is our foundation – your strategic clarity is the outcome.
The drivers behind current business transformations are multi-layered and mutually reinforcing. Generative AI and agent-based automation are reshaping business models and value chains – from knowledge work to customer service – and force a reassessment of the IT portfolio along clear benefit paths. At the same time, a visible wave of cloud repatriation is emerging: hyperscaler-based workloads are being moved back to sovereign-cloud or private-cloud environments on the basis of real FinOps data whenever TCO, data residency or concentration risks demand it. ESG reporting under CSRD and the forthcoming EU reporting standards require resilient data lineages from SAP, ServiceNow and operational systems through to the group financial statements – auditable and with clear data provenance. DORA obliges financial firms to maintain a complete ICT third-party risk register, including standard contractual clauses, exit strategies and ongoing concentration-risk analysis. Digital sovereignty, EU data spaces and NIS2 implementation are additionally moving to the top of the agenda for regulated groups. Vetrexa translates these drivers into concrete strategic choices – from the target architecture picture through governance boards to KPI cascades into the business units.
Services
What we deliver for you.
Six core building blocks that we deliver modularly or as an integrated consulting programme.
01 · Transformation
Business transformation & digitalisation strategies
Actionable digitalisation strategies from target picture to delivery roadmap – including change architecture and portfolio prioritisation. We connect business strategy, technology target architecture and regulatory reality into a consistent transformation programme with a clear KPI cascade. The result is an investment-ready roadmap jointly carried by board, supervisory bodies and business functions.
Portfolio rationalisation and vendor consolidation across business units
Set-up of a Transformation Office with clear governance boards
02 · Operating Model
Global operating models (EMEA, APAC, US)
Design and harmonisation of global operating models: roles, processes, governance and steering logic across all regions. We define the Target Operating Model along the balance between central standardisation and regional delivery strength – including RACI, service catalogue and steering KPIs. The result is a scalable target architecture that supports growth, M&A activity and sovereignty requirements.
Establishment of a Center of Excellence for cloud, data or security
KPI cascade from group level down to operational teams
03 · Supply Chain
Supply chain analysis & optimisation
End-to-end analysis of your value chains, identification of bottlenecks and implementation of data-driven improvements. We combine BPMN process modelling with Power BI analytics and SAP data models to improve cycle times, stock levels and service quality in a traceable way. In addition, we anchor ESG and supply-chain due-diligence KPIs along the value-chain axis.
Set-up of a supply-chain KPI cockpit with baseline measurement
Vendor consolidation and portfolio rationalisation in procurement
04 · Cloud
Cloud strategy & target architecture (Azure, AWS)
Cloud target architectures, landing zones and migration roadmaps for multi- and hybrid-cloud scenarios – regulatorily sound in line with MaRisk, BAIT and DORA. We define the Cloud Landing Zone with network segmentation, policy guardrails, identity federation and a clean baseline account model for Azure, AWS and GCP. FinOps is embedded from day one as an integral part of cloud governance.
Build-up of a FinOps board including chargeback and showback logic
Establishment of a Cloud Center of Excellence as multiplier
05 · Business Case
Business cases, ROI & break-even analyses
Board-ready business cases with benefit modelling, sensitivity analysis and transparent TCO views across the full investment horizon. Cost and benefit assumptions are source-based, risk scenarios are documented, and the break-even statement is defensible – also for complex cloud and SAP undertakings. The outcome is a business case that board and CFO can jointly represent.
Sensitivity analyses for cloud repatriation and FinOps effects
Benefit modelling along KPI cascade and baseline measurement
06 · Governance
Governance frameworks (COBIT, NIST, MaRisk)
Design and evolution of IT governance frameworks – regulatorily compliant for banking, insurance and regulated industries. We combine COBIT 2019, TOGAF 10 and NIST CSF 2.0 with industry-specific regulation into an operationally usable steering framework. Governance boards, roles and escalation paths are defined such that compliance does not remain trapped in documentation.
Design and facilitation of Architecture, Cloud and Security Boards
KPI cascade from governance objectives into service catalogues
Approach
Our approach.
Four clearly defined phases – from baseline assessment to a robust roadmap.
01
Assess
Baseline assessment: analysis of the current architecture, processes, governance and regulatory starting point.
02
Design
Design of the target architecture and operating model – aligned with business and IT stakeholders.
03
Business Case
Quantification of benefits, costs, risks and break-even – board-ready and traceable.
04
Roadmap
Prioritised delivery roadmap with milestones, dependencies and a clear governance model.
Standards
Frameworks in detail.
Three load-bearing pillars of our governance and architecture work – each applied where it delivers measurable effect.
COBIT 2019
Focus areas for IT governance
COBIT 2019 provides the reference model for governance and management of enterprise IT. We work with the focus areas – such as Information Security, DevOps, Small & Medium Enterprise or Risk Management – and derive concrete design factors for your organisation. The governance and management objectives are broken down into roles, processes and KPIs and integrated with existing steering structures. What emerges is not a framework on paper but IT governance that is actually lived.
TOGAF 10
ADM phases as architecture backbone
TOGAF 10 structures enterprise architecture along the Architecture Development Method (ADM). We use phases A through H – from Architecture Vision through Business, Data, Application and Technology Architecture to Opportunities & Solutions, Migration Planning and Implementation Governance – as an iterative frame. This produces target architectures, migration plans and architecture contracts that actually guide projects. Requirements Management runs throughout the entire cycle.
NIST CSF 2.0
The new Govern function
NIST CSF 2.0 raises Governance to the same level as Identify, Protect, Detect, Respond and Recover. The Govern function addresses Organisational Context, Risk Management Strategy, Supply Chain Risk and Roles & Responsibilities – central topics for DORA, NIS2 and ESG compliance. We map the subcategories onto existing control systems, document maturity levels and derive prioritised fields of action. The framework thereby links strategic leadership with operational cyber resilience.
Project experience
Selected reference projects.
A cross-section of our Strategy & Consulting engagements – without naming clients.
Chemicals / Industry
Global operating model & service design
Harmonisation and digitalisation of service processes across EMEA, APAC and the US. Design of a common governance and steering logic.
SAP · Power BI · BPMN · Jira · Confluence · Design Thinking · SAFe
Banking
Multi-cloud migration & IAM advisory
Strategic advisory for the transformation to Azure and AWS. Service-based target architecture, governance and regulatory alignment with MaRisk and BAIT.
Development of a multi-year digitalisation strategy including target architecture, business case and delivery roadmap.
TOGAF · Power BI · BPMN · Confluence · Design Thinking
Insurance
DORA strategy & ICT third-party risk register
Design of the ICT third-party risk register including standard contractual clauses, exit strategies and concentration-risk analysis. Set-up of a DORA steering board and integration into the existing outsourcing management with clear responsibilities across business, IT and compliance.
DORA · MaRisk · BAIT · ServiceNow GRC · Confluence · Power BI
Public Sector
E-Government Strategy 2030
Development of a multi-year e-government strategy including sovereign-cloud target architecture, portfolio rationalisation and a governance model for cross-departmental digitalisation initiatives.
TOGAF · BPMN · Power BI · Sovereign Cloud · Confluence
Financial Services
Cloud repatriation business case
Substantiated TCO and risk analysis for the repatriation of selected workloads from a hyperscaler to a sovereign-cloud environment. Sensitivity analysis of FinOps effects, concentration-risk assessment and briefing document for the CFO and CRO circle.
Azure · AWS · FinOps · DORA · Power BI · TOGAF
Toolset & Frameworks
The methods we work with.
Proven tools – applied where they demonstrably serve your objectives.
BPMN
Power BI
Azure
AWS
SAP
Jira
Confluence
COBIT
NIST CSF
MaRisk
DORA
TOGAF
Design Thinking
Related competences
Complementary advisory areas.
Strategy & Consulting unfolds its full impact in combination with our other competence areas.
Continuous operations, SLA-based steering and automation of your critical services.
Anti-patterns
Common mistakes in business transformation.
Four patterns we see time and again – and which can be avoided systematically.
Missing executive sponsorship. Transformations without active, visible board backing lose momentum at the very first conflict of priorities. A plain "the mandate has been given" is no substitute for active moderation of portfolio prioritisation decisions and political cover across business units. We therefore anchor sponsorship in binding governance boards with clear escalation paths, defined decision cadences and a steering committee that carries the programme on substance – not merely on paper.
Strategic goals that are too coarse. "We will go cloud-first" or "we will digitalise the processes" are not strategic goals – they are headlines. Without translation into measurable targets – TCO reduction, time-to-market, process cycle time, service quality, ESG KPI – neither investment decisions can be justified nor progress evidenced. Goals must be cascaded into the business units and underpinned by KPIs that are genuinely reviewed in the monthly steering rhythm.
Big bang instead of iteration. Multi-year programmes with a single large go-live are practically never controllable – requirements change faster than the programme can deliver, and risk concentration grows month by month. We cut transformations into robust waves with their own business-case contributions and define governance checkpoints at which we deliberately continue, course-correct or stop. This keeps the programme decision-ready and delivery-ready at every stage.
KPIs without a baseline. Anyone promising a 20 per cent efficiency gain must document the starting point measurably – otherwise the business case remains an assertion. We insist on a clean baseline measurement before the first implementation step and define the measurement method, the data sources and the responsible owners along programme governance. Only then can transformation success be substantiated afterwards, defended at board level and embedded into subsequent investment decisions.
Frequently asked questions
FAQ – Strategy & Consulting.
Answers to the questions clients regularly ask us.
How does Vetrexa calculate the ROI of IT transformations?
We work with a structured business-case model comprising a cost baseline, benefit scenarios (both quantitative and qualitative), sensitivity analysis and a break-even calculation. This is complemented by KPIs such as TCO reduction, time-to-market, process cycle time and risk reduction – prepared transparently and ready for board-level discussion.
What makes a good operating model?
A resilient operating model connects strategy, processes, roles, governance and technology into a scalable target architecture. It harmonises standards across EMEA, APAC and the US, defines clear decision paths and strikes the right balance between central steering and local delivery strength.
Do you support cloud-first strategies?
Yes. We design cloud target architectures for Azure and AWS – from landing zones through multi-cloud governance to the migration roadmap. In doing so we address regulatory requirements (DORA, MaRisk, BAIT) and integrate IAM, data sovereignty and FinOps as core building blocks.
Which governance frameworks do you use?
We work in a framework-agnostic way and select what fits: COBIT for IT governance, NIST CSF and ISO 27001 for cyber security, TOGAF for enterprise architecture, and MaRisk, BAIT and DORA for the regulated financial sector. Frameworks are never applied dogmatically – always in the context of your organisation.
How do you determine the TCO of a cloud migration?
We calculate TCO across a horizon that is typically five years and compare on-premise and cloud costs structurally: infrastructure, licences, operations, migration, FinOps optimisation and exit costs. Compliance effort (DORA, MaRisk, BAIT), data-residency requirements and concentration risks are also brought into the model. The outcome is a transparent TCO curve with break-even, sensitivity analysis and clear identification of the main value drivers – defensible for board and CFO.
What is a Target Operating Model?
A Target Operating Model (TOM) describes the target architecture of an organisation along the dimensions of strategy, processes, roles, governance, sourcing and technology. It makes explicit which capabilities are to be provided centrally in future, which regionally and which locally – including the service catalogue, steering KPIs and governance boards. A good TOM is the bridge between strategy and delivery: scalable, regulatorily resilient and operationally traceable down into the business units.
What role does FinOps play in our strategy?
FinOps is the central discipline that makes cloud spend transparent, cause-based and controllable. We embed FinOps as an integral part of cloud governance – with a FinOps board, chargeback and showback models, tagging standards and defined optimisation paths per workload class. This makes cloud investments defensible in the business case, cloud repatriation decisions data-driven and ROI statements at board level evidenced.
Strategy that holds. Delivery that works.
Talk to our consultants about your next transformation phase.