Andrew Mole

My career has been built at the intersection of enterprise architecture, commercial negotiation, and executive governance. I have led platform strategies for global manufacturers operating across 30+ countries, negotiated directly against tier-one vendor account teams from Microsoft, ServiceNow, Oracle, and SAP, and structured technology separation programmes during complex multi-entity divestitures. I hold a ServiceNow Master Architect certification, one of a small number globally, and have designed and governed estates spanning tens of thousands of users.

Before establishing Hillyer Group, I operated as a senior principal within enterprise technology consulting, consistently retained at CIO and board level. The decision to work independently was deliberate: the advisory I provide is better delivered without the conflicts inherent in partner-aligned or reseller-affiliated firms.

I do not advocate for technology for technology's sake.

Most large organisations are over-licensed, under-governed, and structurally misaligned between what they own and what they need. The technology estate is an operational asset, no different from plant, property, or working capital, and should be subject to the same commercial rigour. When it isn't, value leaks quietly and at scale.

My role is to bring that rigour. I work from the vendor contract upward, not from the architecture diagram downward. I interrogate what is actually deployed, what is contractually committed, and where the delta between the two is either costing money or creating risk. I then build the governance structures to ensure the problem doesn't recur once I leave.

I have no partner channel revenue, no platform allegiance, and no reseller margin. When I advise a CIO to walk away from a vendor position, it is because walking away is the right answer.