Toronto, serving Canadian SMEs
You bought
the software.
Someone has
to make it land.
A structured first conversation about the project. It costs nothing and commits you to nothing.
We supply the senior project-delivery leadership that turns a funded technology purchase into a working operational capability, fractionally or in a fixed scope, at a size a small business can actually buy.
We do not sell software, write code, or resell licences. We supply the governance, planning, coordination, reporting, risk management and adoption support that closes the gap between the purchase and the result.
- Principal
- A. Mansuri, PMP
- Engagements
- Fractional or fixed scope
- Shortest scope
- Two weeks
- Coverage
- Toronto · Canada-wide
96%
of Canadian SMEs invested in digital technologies in 2025, up from 91% in 2021.
Business Development Bank of Canada
10%
have fully integrated those tools across their operations. That gap is the whole business.
Canadian Federation of Independent Business
12.2%
of Canadian businesses used AI by Q2 2025, double the 6.1% a year earlier. Rapid adoption without governance fails predictably.
Statistics Canada
The gap
01 / 06
The problem isn’t adoption.
It’s integration.
Canadian businesses are buying technology at close to universal rates. Very few get it working inside daily operations. The software is purchased; the implementation stalls.
Scope is undefined, vendors are uncoordinated, internal ownership is unclear, decisions go unrecorded, risks are unmanaged, and staff never fully adopt the new system. Integration is a project-delivery discipline, not a software feature.
Why this exists
02 / 06
Three options.
Each fails structurally.
An SME with an intermittent but high-stakes implementation has three realistic alternatives. Every one of them breaks for a reason that has nothing to do with effort.
01
Hire a senior project manager
A Toronto market salary plus employer costs, carried against demand that is intermittent rather than continuous. The cost exceeds the project budget.
02
Engage an enterprise consultancy
Minimum engagement sizes routinely exceed the entire implementation budget of an SME project.
03
Rely on the vendor's project manager
The vendor's project manager is accountable to the vendor. Nobody represents your interest in scope, schedule and adoption.
We occupy the space those three leave open: forty to eighty hours a month of senior delivery leadership, bought by the month, owing its duty to you rather than to the vendor.
Services
03 / 06
Five service lines.
Scope stated up front.
Each has a defined scope, a stated deliverable set and a fixed commitment shape. Every engagement is priced from one standard hourly rate, so a fixed fee is an hour estimate rather than an invented number.
01
Fractional project management
A part-time senior project lead on a fixed monthly allocation of hours, for a live project that has a vendor, a team, and no consistent owner.
Retainer · 40–80 hrs / month
02
Project-health check
A short, independent review of a project that is late, unclear or drifting, ending in a prioritised recovery plan.
Fixed fee · 20–40 hrs
03
PMO setup
A governance capability sized to your organisation, built and handed over, with your own staff trained to run it.
Fixed fee · 40–80 hrs
04
Implementation governance
A governance layer around an active technology implementation, so it stays aligned to the business need, on schedule, in scope, and actually adopted.
Retainer · by intensity
05
AI-enabled workflow advisory
The discipline that decides whether an AI tool becomes an operational improvement or an unmanaged liability. Not AI development.
Fixed-fee diagnostic, then retainer
How an engagement runs
04 / 06
Five steps, the same
every time.
No work begins without a signed commercial document. We do not reserve delivery capacity or commence work on the basis of a verbal agreement, an email confirmation or expressed intent.
01
Discovery
A structured conversation about the project, the delivery problem, the business objective, the timeline, your internal resources and your existing vendors.
We confirm there is a defined delivery problem we can solve, or we tell you there isn't and decline.
02
Scope and proposal
A written scope setting out objectives, deliverables, responsibilities, estimated hours, pricing, assumptions, exclusions, milestones and acceptance criteria.
You understand exactly what you are buying, and exactly what remains your own responsibility.
03
Agreement and kickoff
You sign a Statement of Work. We confirm the sponsor, the stakeholders, the working cadence and the first milestones.
Work starts with ownership, authority and expectations already established.
04
Delivery and reporting
We operate a charter, project plan, RAID log, decision log, status report and action tracker, proportionate to the assignment rather than to a methodology.
Deadlines, risks, decisions and responsibilities are visible and actively managed rather than assumed.
05
Review and handover
Deliverables reviewed against the acceptance criteria agreed at scoping. Final documentation, templates and a recommended next-step plan provided.
You keep usable tools and can continue the work after the engagement ends. Handover is a contractual deliverable, not a courtesy.
What you actually receive
Governance, made concrete.
“Governance” is an abstraction until you see the artefact. This is the reporting format an engagement produces: issued at an agreed cadence, stating status honestly, tracking milestones against a baseline rather than against optimism.
Every engagement leaves you with documents your own staff keep using after we withdraw. A baselined scope, a maintained risk register, a decision log, a reporting cadence and a change-control procedure.
Overall status is stated honestly, including when it is red. A consultant who supplies comfortable reporting reproduces the problem they were hired to solve.
Milestones against baseline
- Risks open
- 6
- Issues
- 2
- Decisions awaited
- 1
- Changes priced
- 3
Who delivers the work
05 / 06
From writing the code
to governing the delivery.
Arifmohammad Mansuri, PMP, is the founder and principal consultant. Eighteen years running from hands-on .NET and SQL Server engineering to senior delivery management across India, the United States and Canada.
That progression matters more here than a conventional consulting résumé would. This work means standing between a business owner who understands the commercial objective and a technical team who understands the software, and making the two produce a working result. A project manager without technical grounding manages the schedule but not the substance. A technologist without delivery discipline builds the system but not the adoption.
Canadian delivery experience includes work connected with the Ontario Power Generation Darlington refurbishment environment, where a decision that is not documented did not happen, and a digital-solution initiative supporting Superior Propane operations in Canada and the United States.
- PMP
- Project Management Professional, Project Management Institute
- CSM
- Certified ScrumMaster, Scrum Alliance
- CSPO
- Certified Scrum Product Owner, Scrum Alliance
- MCA
- Master of Computer Applications, Gujarat University
- B.Com
- Bachelor of Commerce, Gujarat University
Member, PMI and the PMI Toronto Chapter
Stated plainly
06 / 06
What we don't do.
Clear exclusions are as commercially important as clear inclusions. Unless expressly included in a signed scope, these sit outside the engagement, and we will say so, and refer you elsewhere where it helps.
- Software licences, subscriptions, or any resale of third-party technology
- Hands-on software development, coding, scripting or configuration build work
- Hardware procurement, supply or installation
- Legal, regulatory or compliance advice
- Cybersecurity certification, penetration testing or formal security assurance
- Accounting, tax or financial advisory services
- Subcontractor services or the supply of contract labour
- Recruitment or staffing services
Start here
A discovery call,
then a written scope.
Or a straight no.
The first conversation is a structured discussion of your project, the delivery problem, the objective, the timeline, your internal resources and your existing vendors.