Why Clients Call Us

The Board Wants 20% IT Cuts. The Tech Team Says It's Impossible.

We combine financial discipline with deep technology expertise to deliver real cost optimisation—not just cuts. We don't advise from the sidelines. We take the executive seat, own the P&L, and get it done.

Recognise This Situation? See How We've Done It
The Uncomfortable Truth

Why Technology Costs Spiral Out of Control

It's not incompetence. It's systemic. And nobody is incentivised to fix it.

Empire Building

CTOs are incentivised to grow headcount and budgets—that's how power works. More people, more projects, more influence. Cost optimisation means shrinking their empire. Nobody volunteers for that.

Vendor Lock-In

Outsourcing firms and talent vendors charge a fortune, create dependency, and deliver just enough to stay indispensable. They're not incentivised to make you self-sufficient—they're incentivised to bill hours.

Licence Neglect

Nobody reviews software licences annually. Nobody watches for cheaper alternatives entering the market. Renewals auto-approve. Shelfware accumulates. 25-30% of software spend is typically waste.

Technical Decisions, Financial Consequences

Nobody connects technical decisions to financial impact. That expensive server infrastructure? The CFO sees a line item. The IT team sees "essential systems." Nobody sees the £400k/year that could be saved by paying only for what you actually use.

Failed Initiatives

Fancy technology "innovation" projects consume millions but deliver nothing. By the time it's obvious, it's too late to stop—too much political capital invested. The sunk cost fallacy protects bad decisions.

Fear of Rebuilding

Everyone's scared to rebuild systems just for cost optimisation. The people who know how don't care about costs. The people who care about costs don't know how. So nothing changes.

The Fundamental Misunderstanding

Technology is not a cost centre. It's a genuine business enabler—but only if you understand the business. Most technology leaders don't. They understand systems. They don't understand how their technical decisions affect profitability, operational efficiency, or the bottom line. That's the gap.

Our Focus

Two Things. That's It.

We don't care about technology for the sake of technology. We care about outcomes.

01

Cost Optimisation

Find the waste. Eliminate it. Renegotiate contracts. Stop paying for what you don't use. Cut what doesn't deliver value. Protect what does. Typically 20-30% sustainable reduction in technology spending.

02

Technology as Revenue Enabler

Build platforms that create new revenue streams. Automate what unlocks scale. Ship products that customers pay for. Technology should generate returns, not just consume budget.

A significant part of our fee is tied to outcomes—cost saved and value created. We're not billing hours hoping the engagement extends. We're incentivised to hit the targets and leave you better off.

Sound Familiar?

The Situations That Trigger a Call

We've seen these patterns before. That's why we can move fast.

"The board wants 20% IT cost reduction—yesterday"

The CFO is under pressure. The CTO is defensive. Nobody knows where the money actually goes. You need someone who can read both the P&L and the architecture diagrams.

"Cloud spend tripled but nobody can explain why"

You migrated to AWS or Azure. Costs exploded. The engineering team says it's necessary, Finance says it's out of control. You need someone who's optimised this exact problem before.

"Vendor renewals are coming with 30% increases"

Microsoft, Oracle, Salesforce—they all know your renewal date. They know you're locked in. You need someone who's negotiated these contracts hundreds of times and knows their playbook.

"200 software tools, zero visibility"

Every team bought their own tools. Nobody knows what overlaps, what's unused, what's actually critical. You need forensic analysis, not another spreadsheet exercise.

"Our CTO just left and we have critical projects in flight"

The technology team is rudderless. The board is nervous. You need someone who can take the seat immediately and stabilise the ship.

"We spent 6 months and £200k, and it still doesn't work"

The last agency delivered something unmaintainable. Or over budget. You need product delivery with actual accountability.

The Difference

Why We Can Actually Do This

The rare combination that makes real optimisation possible.

Financial Intelligence

We read P&Ls, not just architecture diagrams. Every technology decision gets translated to business impact. We understand unit economics, cost allocation, and how CFOs think.

Technical Execution

We don't hand over a deck and disappear. We take the CTO seat, lead the engineering team, and execute the transformation ourselves. When the board asks who's accountable—it's us.

Pattern Recognition

We've seen your situation before. 40+ transformations across Just Eat, ClearBank, and enterprises across UK, Europe, and Middle East. We know what works and what doesn't.

We Are the Rare Combination

A CTO who thinks like a CFO. Someone who can read both the architecture diagram AND the P&L—and tell you exactly which line items are waste and which are load-bearing. Then take the executive seat and actually execute the fix, with full accountability. This person doesn't exist in the market. That's why we built this firm.

Cloud Infrastructure
Featured Case Study

Just Eat

Cloud Migration & Nearshore Scaling

Facing catastrophic scalability barriers and spiraling data centre costs, the client required an urgent, high-stakes transformation. We led the migration of the UK's largest AWS workload while simultaneously pivoting the engineering culture.

  • Reduced cloud costs by ~40% through aggressive auto-scaling architecture
  • Decomposed legacy monolith into 600+ microservices for velocity
  • Established and scaled nearshore centre to 100+ engineers in < 12 months
  • Completely eliminated data centre operational risk
Read Full Case Study
Why Global Star

Not Another Consulting Firm

Why clients choose us over traditional consultancies.

Execution, Not Advice

Advisory firms typically conclude engagements with recommendations. We assume operational accountability. By taking executive positions—CTO, Programme Director—we remain accountable until the financial targets are achieved and the technology function is performing.

Principal-Led, Always

Many firms deploy senior partners for business development, then staff engagements with less experienced consultants. At Global Star, Mykola Sudarykov leads each engagement directly, bringing over 20 years of executive technology leadership to your organisation.

Results-Based Fees

Our commercial arrangements are structured around measurable outcomes—operational expenditure reduction, successful programme delivery, or risk mitigation. Fee structures include performance-based components tied directly to agreed targets.

The gap in the market is simple: you can hire a CFO who doesn't understand technology, or a CTO who doesn't think in P&L terms, or a consultant who won't take accountability. You cannot hire someone who does all three. Until now.

Facing Cost Pressure? Let's Talk.

If any of these situations sound familiar, we should have a conversation. No pitch deck—just a direct discussion about what's possible.

Book a Confidential Call