The problem

Growth by acquisition, integration by heroics.

Every merger closes with an integration plan; most stall in the middle. Applications multiply across inherited tenants, data flows run on point-to-point connections nobody documented, and the platform team inherits the union of every predecessor's technical decisions.

The resources sector adds its own constraints: sites with marginal connectivity, operational technology boundaries that must be respected, and global footprints that make "just centralise it" a naive answer. Integration at this scale is an architecture problem, and it rewards engineering discipline over consulting theatre.


How we deliver

Consolidate, integrate, govern.

Integration at scale

Application and data integration programmes that survive contact with reality: staged waves, measurable error rates, and integration platforms built on Azure services rather than heroic middleware.

Platform consolidation

Multi-tenant and multi-region estates brought under one governed structure: landing zones, subscription vending, and policy baselines that hold across business units and geographies.

Cost discipline

FinOps foundations for estates where cloud spend is material: enforced tagging, budget guardrails, and the reporting structure that makes optimisation a habit instead of a quarterly panic.


Proof

A global mining integration programme.

The same disciplines carry across the sector: hospitality and multi-region operators face the identical multi-entity governance problem, which is why the multi-region hospitality landing zones engagement (15+ subscriptions governed, 100% IaC) reads like a resources case study with different logos.

Related reading: Optimising costs in your Azure environment.

Integration · consolidation · governance

Make the acquisition actually integrate.

Start with a governed foundation via the Secure Landing Zones offer, or bring in senior integration judgment on the Fractional Cloud Governance Lead retainer.