Accountable by name.
Clear decision rights, named signatories and a direct path for escalation. The structure behind every commitment Altuon makes to a client.
How the firm is led.
The firm is led by its founder, who is the legal person behind the entity and the final signatory on every engagement. Below that sit three kinds of leadership role, each with a written remit: practice leads, who own the standard of their practice; engagement directors, who own the relationship and the outcome of a mandate; and the operating roles that hold finance, legal and security for the firm as a whole.
The roles are designed so that no engagement depends on a single person and no decision about a client's system is made by someone who is not accountable for it. A practice lead can stop a release; an engagement director can stop an engagement; the founder can stop a client relationship. Each of these powers has been used, and each is written into the delivery system rather than exercised by exception.
Decision rights.
| Ruolo | Decide | Firma | Escalation |
|---|---|---|---|
| Founder and principal | Which mandates the firm accepts, the commercial terms of every engagement, the firm's public positions and the appointment of practice leads. | Engagement agreements, non-disclosure agreements, data processing agreements and the legal notice on this site. | Final escalation for any client, reachable through the engagement director within one business day. |
| Practice lead | What the practice's standard is: the delivery patterns, the evaluation discipline, what may be shown to a client and who on the team is ready to lead a workstream. | Architecture reviews, release gates and the evidence pack that closes each phase for work in the practice. | First escalation for quality; may halt a release or a phase gate in any engagement that uses the practice. |
| Engagement director | Scope, staffing and cadence of a mandate within the agreed terms, the steering agenda and the recommendation to extend, convert or end an engagement. | The mandate document, phase acceptance with the client's sponsor, the quarterly review and the handover record. | The client's single point of accountability; reachable by the executive sponsor directly. |
| Security and data protection | The residency position for every mandate that touches personal data, the sub-processor list, access policy and the incident response plan. | Data protection impact assessments, sub-processor changes and incident reports to clients. | Named in every data processing agreement; the contact on the trust page. |
How decisions are made and recorded.
Decisions about a client's system are made in the engagement's steering cadence and recorded in its architecture register with the reasons and the alternatives considered. Decisions about the firm are made in a monthly leadership review and recorded in the same way. The habit of writing down why is the firm's main defence against the drift that turns a sound decision into an unexplained one.
Conflicts of interest are declared before a mandate is accepted. The firm does not take a market-intelligence mandate from a direct competitor of a current client during the engagement and for an agreed period after, does not take margin on media, and does not accept referral fees from vendors it recommends. These policies are decided at the leadership level and published on the practice pages so that a client can hold the firm to them.
People.
The people who hold these roles are introduced in person at the first briefing, and named in every proposal. Where the firm has published names and roles, they appear below.
Leadership is introduced in person, at the first briefing.
Meet the people who would sign your mandate.
An executive briefing puts the practice lead and the engagement director in the room with your leadership before any proposal is written.