Independent technology advisory
Technical judgment for decisions that are difficult to reverse.
Mochavi advises investors, boards, acquirers and technology leaders on technical capability, leadership, risk and execution. Each mandate starts with the decision, then tests the technical and organisational evidence behind it.
Confidential first conversation. No proprietary material required.
Where Mochavi is useful
When an independent technical view matters.
- 01
Investment
An investment case depends on claims about technology, differentiation or the ability to execute.
- 02
Leadership
A senior technology appointment requires deeper technical scrutiny than a conventional executive interview.
- 03
Board decisions
Management is asking the board to commit to a significant technology programme, investment or change of direction.
- 04
Transactions
An acquirer needs to challenge existing diligence, management assumptions or post-close readiness.
- 05
Software delivery
A company needs senior help to design, build or harden software where the technical choices carry operational risk.
Independent advisory
Advisory areas
Mochavi accepts mandates where independent technical judgment can materially improve a decision. The scope and form of advice depend on the question, the available evidence and the level of assurance required.
- 01 Investor advisory
Investor Technology Advisory
Independent technical perspective for investment teams evaluating technology businesses, markets, products and leadership. Mochavi helps test the assumptions that matter to an investment case and identify where further evidence is needed.
- 02 Leadership assessment
Technology Leadership Assessment
Assessment of CTOs, Technical Directors, VPs of Engineering and other senior technology leaders against the company’s actual strategy, stage and technical context. The work may concern candidates, incumbents, succession questions or post-acquisition leadership.
- 03 Board advice
Board Technology Advice
Independent advice on significant technology proposals and changes in direction. The purpose is to separate evidence from assertion, clarify the available choices and give the board a defensible basis for its decision.
- 04 Technology due diligence
Technology Due Diligence
Independent technology due diligence for acquirers and investment teams assessing software, leadership, engineering capability and execution risk. Mochavi may address a defined question, contribute to a wider diligence team or challenge an existing report.
Software services
Senior software work, from architecture to production.
Mochavi designs, builds and hardens selected software systems. The work includes architecture, AI-enabled workflows, internal tools, integrations and production engineering where technical judgment must remain close to implementation.
- Software architecture and build Architecture review, target-state design and focused implementation for systems that are expensive to get wrong.
- AI-enabled software and automation Workflow services, agent interfaces and automation built around real operational work.
- Internal tools and integrations Interfaces, integrations and operational software for a specific team or process.
- Production hardening Permissions, monitoring, recovery, deployment and failure handling for software that carries real users, data or business responsibility.
Senior-led
The person giving the advice does the work.
Mochavi is a senior-led practice with experience across software architecture, distributed systems, security-sensitive infrastructure, product engineering and technical leadership.
The practice brings an operator’s perspective to decisions that cannot be resolved by presentation material alone. External mandates are accepted only after conflict, confidentiality and subject-matter review.
About MochaviHow the work is approached
Working principles
- 01
Independent judgment
Conclusions are not shaped to justify a transaction, appointment or technology programme.
- 02
Evidence before narrative
Claims are considered against the available technical, organisational and operational evidence.
- 03
Direct senior involvement
Analysis, interviews, judgment and client discussion remain with the senior adviser responsible for the mandate.
- 04
Scope proportional to the decision
Each mandate is defined around the question and the level of assurance required, rather than a standard package.
- 05
Discretion and conflicts
Scope, confidentiality and potential conflicts are established before sensitive material is exchanged.
Discuss a mandate.
Briefly describe the decision, transaction, leadership question or software project. Do not send confidential documents, candidate data, credentials or market-sensitive information through the public form.