Interim leadership.

Senior roles on the key positions of your project

In transformations and technically complex projects, a handful of key roles make the difference between momentum and standstill. Breakfast fills those crucial roles with senior professionals who understand both the business and the technology, and who know what happens under the hood of such a programme.

Transformation is not continuous development.

Most organisations only start a real transformation once in their existence. The internal development team is used to further developing and maintaining the existing platform: Sitecore developers on Sitecore, AEM administrators on AEM. That is valuable knowledge, but it is not the same knowledge you need to migrate to something new.

A transformation is usually a parallel track: the old platform keeps running while something fundamentally new is introduced, often on technology that is barely known in-house. The technical choices reach far beyond regular development and call for a different kind of seniority. A common complaint from the agency world: the product owner on the client side lacks the technical depth to spar meaningfully. In a transformation the role is simply heavier than in business-as-usual, and requires knowledge that often only emerges after several programmes.

Who is interim leadership suitable for?

  • Organisations starting a transformation without prior experience in this type of programme.
  • Teams whose internal developers are strong in maintenance and continuous development, but not in migration or new technology.
  • Clients working with an agency and noticing that oversight on the client side is falling short.
  • Programmes in which far-reaching technical choices have to be made that extend well beyond a single release.
  • Executive teams that want firmer grip on scope, speed and quality of an ongoing or upcoming project.

The roles we fill.

Three profiles on the positions where transformations either get stuck or force breakthroughs. Deployable as a trio, a duo or as individual reinforcement, depending on where your team needs it most.

01

Product owner with dual expertise

A PO who speaks the language of both the business and the development team. Someone who can prioritise requirements and also think along about architectural decisions, integrations and technical debt.

  • Business and technology: translates strategic goals into a workable backlog while safeguarding the technical long term.
  • Genuine counterpart: an equal discussion partner for agency leads and internal architects, so that decision-making does not stall.
02

Lead engineer or architect

Senior profiles who carry the technical core of the project, for frontend, backend or the coherence between the two.

  • Architecture & choices: brings structure to stack, integration and deployment decisions that the team will live with for years.
  • Able to keep pace: works shoulder to shoulder with the internal team or the agency and ensures knowledge is transferred along the way.
03

Programme manager

For programmes with multiple workstreams, suppliers or business units that need to be tightly coordinated.

  • Oversight of the whole: keeps scope, planning and dependencies between teams and parties in check.
  • Steering-committee ready: translates operational reality into decisions that need to be made at executive and steering-committee level.

The value of Breakfast.

From advice to delivery

When Breakfast has done the advisory work, we know better than anyone what delivery requires. The same people who shaped the strategy can stay on through execution, without a handover or ramp-up time.

Agency-world experience

Our senior roles have spent years on the agency side guiding complex transformations. They know the dynamic between client, agency and internal teams and how to keep that constellation productive.

Flexible composition

We fill the senior roles; your team or a contracted agency provides the development capacity. Or we do both: seniors from us, developers from you. The project determines the composition.

Frequently asked questions.

Do you replace our own team?
No. We fill the roles that are missing or under-staffed: typically product owner, lead engineer, architect or programme manager. Your own team remains the engine; we make sure the steering mechanism is solid.
Can you work with our agency?
Yes, we do that regularly. In many engagements we take on the senior oversight on the client side while an agency handles the build. That immediately solves one of the most common agency frustrations: a full-fledged counterpart on the other side of the table.
What makes your product owner different from a regular interim PO?
Our POs have spent years on the build side themselves. They can write user stories and read pull requests, which lets them weigh real technical trade-offs. That avoids endless loops back to architects for decisions the PO should be able to make.
How quickly can you start?
Depending on the role and availability, usually within two to four weeks. When we have also done the advisory work, the transition is virtually seamless.
Do your people become part of our team or work remotely?
They work within your rhythm, in your ceremonies, with your tools. Interim leadership only works when our people are fully part of the team.

Senior reinforcement where it really matters.

We'd be happy to have an informal conversation. An introductory chat about your project, the roles where things are straining and whether we can add value. We ask sharp questions and listen carefully.

Schedule an introduction
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