We Are Scypio—Technology Advisors
Accelerating & Transforming Business

Seasoned Toronto-based technologists—transforming 'what could be' into 'what is'

Scypio Partners with Small-Medium Enterprises to Create Technology Strategies that Transform Business

Why We Do What We Do

Scypio's Core Philosophy

Modern businesses need more than financial and legal strategies to remain competitive and grow—they need a seasoned technology partner who isn’t selling hardware or software to help navigate the intersection of powerful, dynamically-changing technologies and the business landscapes they can transform. We believe you need your own trusted advisors—answering only to you—passionate technologists with a heart for small-medium enterprise success.

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When people ask why Scypio was founded, we realized so much has to do with
what we are now calling the digitization—and transformation—of business by technology,
enabling it to drive efficiency and performance in ways never before imagined.

Dean LeesuiHead of Technology Strategy, Scypio

After nearly two decades working in the technology trenches—including some amazing opportunities consulting with a varied array of global brands—we are keenly aware that businesses today stand at a crossroads. With the widest and richest opportunity imaginable, today’s businesses also face a looming storm cloud—threatening technology avoiders and resisters of change.

With each passing year, technology is evolving—at ever-increasing rates—to massively transform and disrupt the world. It will continue to accelerate change in the way we live, work, and consume products and services. The magnitude and speed of change mean the modern enterprise today faces both unprecedented possibilities and business-wide challenges it must prepare for, address, adapt to, and ultimately embrace—or risk being left behind by more technologically-savvy competitors.

For Fortune 500 companies, the “solution” is often to just throw enormous amounts of money at the challenge. For small-medium enterprises, things can be a bit trickier. What we realized is that much of the challenge for them begins well before any full-scale technology initiatives are even undertaken. It begins with questions and concerns about the current technology landscape, and how new and increasingly-unfamiliar tools relate (or don’t relate) to their own business.

So rather than worrying about what they don’t yet know—and may not have the in-house resources to fully discover—it seemed to us that what they really needed was a trusted technology advisor with the experience and credibility to help them craft their strategies around technology and then help guide them through execution.

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What we knew for certain is that the last thing small-medium enterprises needed
was someone—or even an army of people—trying to sell them specific technologies
when they might not yet even fully understand whether those technologies even
mapped back to their business’ operations or its goals or plans for the future.

So the bottom line—in our minds—is that the modern competitive business needs
more than just the financial and legal advice traditionally obtained through accountants
and lawyers. The modern enterprise now needs continuous, experienced technology
collaboration and advice to help navigate strategy and execution for the rapidly-
changing business landscape that today’s technologies are uniquely capable of
addressing—and transforming.

Scypio Technical Advisors

TALENTED. TESTED. TRUSTED.

Scypio’s team members have worked
with and advised some of North America’s
 largest companies & global brands—
 these are just a sampling.
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Only 26% of executive respondents indicated they perceived digital technologies
as any type of threat, leading to the [MIT Sloan] conclusion that an overwhelming
majority are incurring substantial risk in incorrectly characterizing an imperative as
discretionary—and becoming more marginalized over time as they wait to act.

MIT Sloan Management“Aligning the Organization for Its Digital Future,” July 2016
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Mid-market executive efforts to digitize individual areas within their scope
of operations are generally deemed successful, yielding average rates of
return of 27.5 percent—to as high as 38 percent for the most rapidly digitizing
segments. Yet, wholesale “digital transformation” is proving more elusive.

National Center for the Middle Market“How Digital Are You? Middle Market Digitization Trends and How Your Firm Measures Up,” January 2016
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87% of surveyed executives believe digital technologies
will disrupt their industries yet only 44% indicated
their organizations were taking appropriate
measures to avert digital disruption.

MIT Sloan Management“Aligning the Organization for Its Digital Future,” July 2016
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Companies in the early stages of transformation demonstrate—almost
without exception—talent gaps that will need to be filled using appropriately
skilled contingent workers or contractors to effectively move them toward
digital transformation as they work in parallel to develop talent from within.

MIT Sloan Management“Moving Digital Transformation Forward,” [Infographic], 2016
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For many mid-market organizations, the slow speed of advancement—
moving from “early stage” transformation (individual digital projects, to
“developing” digital proficiency, to becoming a “mature” digital organization—
can be largely attributed to lack of internal expertise and resistance to outsourcing.

National Center for the Middle Market“How Digital Are You? Middle Market Digitization Trends and How Your Firm Measures Up,” January 2016
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Mid-market executives grading themselves on a 1 to 4 scale (4 being high)
as to how effectively their organizations were taking “appropriate measures”
on the path to digital maturity—only gave themselves mean scores
of between 2.4 and 2.5.

National Center for the Middle Market“How Digital Are You? Middle Market Digitization Trends and How Your Firm Measures Up,” January 2016

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