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Meet the team behind Interval. Discover the consultants, recruiters and industry specialists driving high-quality delivery and exceptional client outcomes across all sectors. Our team We're a small but growing team of high performers, delivering big results. Kim Napeñas Managing Partner Kim is a managing partner of Interval. She leads the public sector division, with a focus on organisational development and training. Kim has extensive experience leading, advising on, and delivering projects and policy within UK and Middle East government and financial services. Read More Daniel Lawson Consultant Daniel brings deep industry experience in creative direction, design and brand development to his role at Interval. He leads visual and strategic branding efforts both for Interval and its clients, translating complex ideas into clear, compelling narratives. Read More Rik Mistry Managing Partner Rik is a managing partner of Interval. Rik leads the private sector division, with a focus on strategic and technology transformation programmes. Rik has over a decade of leadership and consulting experience and has worked across Europe, Asia and North America with a host of global clients. Read More Julie Jensen PMO Julie is a communications specialist with expertise in PMO, PR, social media, and strategic communication for international organisations. With a Master's in Public & Political Communication, she has worked across Europe and Latin America, excelling in intercultural collaboration and multi-lingual communication. Read More Michael Kellitt Senior Consultant Michael is a Senior Consultant with 15+ years of experience in recruitment and talent acquisition. As part of the Interval leadership team, he plays a key role in identifying client synergies that align with our core services in the IT sector. He has advised some of the most innovative GTM and multinational firms in EMEA. Read More Looking for your next career challenge? We are always looking for great talent. Join our team Expertise in action Meet some of the industry experts who have helped shape our success - each one a key part of our story. Looking for your next role? We publish new opportunities daily. Explore our Jobs page

Explore business success stories and case studies from real Interval clients. Learn how our strategies delivered growth, results, and measurable impact. Success stories Discover how we've helped businesses like yours succeed - explore our success studies. Filter by specialism Administrative Finance Human resources Life sciences Marketing Strategy Technology Training Filter by industry Automotive Aviation Construction Consulting Energy Finance Fintech Insurance Life sciences Manufacturing Marketing Medtech Payments Pharmaceuticals Private sector Professional services Public sector Retail Technology IT Infrastructure for a National Electricity Grid Operator The client, a major electricity grid operator, needed locally based IT professionals to support a complex digital transformation across infrastructure, security, and remote access. We launched a targeted recruitment campaign focused on candidates with the right certifications and enterprise-level experience. As a result, the client delivered key IT upgrades with minimal disruption, improved performance and security, and established a long-term talent partnership. Read More Cybersecurity for a Global Construction Leader Interval delivered specialised cybersecurity, cloud and OT expertise to help a major construction group close critical security gaps and build long-term resilience across its global IT and OT environments. The programme focused on strengthening network security, introducing modern cloud architectures and improving remote access controls to protect high-value operations. Read More Executive Recruitment for a Technology Consulting firm A global professional services firm retained us to identify and secure a Senior Partner to lead a core capability area within its Technology Consulting practice in Ireland. This was a highly strategic hire, requiring not only technical excellence and commercial acumen but also the credibility to operate at C-suite level and shape a long-term market proposition. Read More PostgreSQL App Modernisation for a Government Agency A German state authority modernising from legacy systems to Java and PostgreSQL needed internal upskilling. We provided a PostgreSQL expert who delivered tailored training and hands-on migration support - boosting team confidence, ensuring system stability, and accelerating their digital transformation. Read More Digital Manufacturing in Pharma and Healthcare Machinery Staffing support for two global organisations in the healthcare machinery and pharmaceutical sectors undertaking large-scale digital manufacturing transformations. Interval sourced and deployed niche MES, SCADA, and IT/OT integration experts across multiple regulated sites in Europe, helping both clients accelerate delivery and overcome internal capacity constraints. Read More Scaling Medical Affairs and Clinical Teams in Pharma A global pharmaceutical company faced an urgent need to expand its Medical Affairs capability across cardiovascular, metabolic, respiratory and nephrology. In parallel, the business required nurses and physicians to be hired and deployed at scale, ensuring effective peer-to-peer engagement with healthcare professionals. The challenge lay not only in sourcing highly specialised talent but also in delivering a fast turnaround to meet critical launch and engagement timelines. Read More APAC Recruitment for a Global Payments Company Interval partnered with a global payments technology company to support its ambitious expansion across Asia-Pacific. With Singapore as the regional base, the company required a flexible and responsive recruitment model to deliver both permanent and contingent talent across key business areas. Our tailored approach enabled them to scale rapidly with high-quality hires across tech, finance, operations and payments. Read More Industrial Market Entry Strategy for a Consultancy A consultancy engaged Interval to support one of their Japan-based private investor clients exploring entry into a specialised segment of the industrial machinery market. The investor required detailed market insights and a clear view of several potential acquisition targets’ strategic positions within a highly technical and fragmented sector. The project demanded multilingual research, precise analysis and discreet stakeholder engagement. Read More Marketing Talent Acquisition in a Multi-Delivery Environment Demand for high-impact marketing talent has grown significantly across our client base and within Interval itself. From brand strategy to digital campaigns and interim leadership, organisations needed experienced professionals who could deliver fast, measurable results. Interval set out to tackle this challenge by delivering efficient and innovative marketing talent that could be scaled up or down as needed. Read More Mobile Device Management for a Global Construction Manufacturer Our client launched a major IT transformation programme, including the modernisation of mobile device management (MDM) systems. The company needed to migrate from its legacy MobileIron solution to Microsoft Intune to align with its broader digital workplace strategy and improve mobile security and control. Read More Backup and Recovery for a Global Manufacturer Our client operated several legacy backup and recovery solutions, leading to inconsistent data protection and recovery processes. Managing and securing data had become complex and risky. We transformed the client's backup and recovery model, consolidated systems into a unified hybrid platform, standardised across all geographies and significantly improved data availability, resilience and governance. Read More Microsoft Entra ID (Active Directory) Transformation for a Global Manufacturer A leading global manufacturer of building materials sought to enhance its IT infrastructure by ensuring seamless management of its complex hybrid Entra ID / Active Directory (AD) environment. The company’s environment included a multi-forest Active Directory, Azure AD, Active Directory Federation Services (ADFS), and AAD Connect, integrated with Microsoft Exchange and Windows Server. As part of a larger IT transformation, the client required an experienced AD administrator/architect to maintain, optimise, and improve its global directory service across multiple regions. Read More Full-Stack Development for a Statutory Pension Organisation A national statutory pension organisation embarked on a major digital transformation project: the development and implementation of a new electronic application system. To support this initiative, there was a need for highly skilled backend and frontend developers with expertise in Java, Spring Boot, Angular and agile delivery practices. Read More Permanent Recruitment for a Global Consulting Firm Interval has been the trusted partner at this client for several years, initially providing contingent labour to support short-term, high-demand projects. Over time, the client recognised the need for a partner who could also assist in permanent recruitment to help fill strategic, hard-to-source roles, particularly across their technology, infrastructure, and SAP teams within Consulting. Read More Cloud Security Advisory for a Leading Insurance Group Upon launching a cloud-first strategy, which aimed to move from internal data centres towards a multi-cloud environment, our client identified a critical gap: visibility and control over multi-cloud security. Specialist expertise was required to evaluate a platform that could potentially address this gap. Interval's expertise enabled the client to make an informed decision on how best to achieve their cloud security objectives. Read More IT Training in SAP Enable Now for a Government Agency A federal employment agency needed expert support to enhance its SAP Enable Now platform. We provided a specialist who improved system access, resolved incidents, ensured audit readiness, and strengthened compliance - resulting in a more secure, efficient, and future-ready SEN environment. Read More NextGen IT Recruitment for Leading German Insurer A leading German insurer urgently needed IT talent to drive a large-scale digital transformation. Interval delivered freelance and permanent experts in IT governance, cybersecurity and service management, enabling full compliance, faster execution and smooth integration with internal teams. Read More ServiceNow ITSM and GRC Expertise for the Insurance Industry A major German insurer needed expert support to enhance and scale its ServiceNow platform as part of a broader IT transformation. We delivered a specialist team that improved governance, compliance, and scalability, resulting in measurable platform maturity and strategic IT alignment. Read More Digital Platform for an Energy Infrastructure Provider A leading European energy infrastructure provider needed secure, automated network infrastructure for its new Digital Platform. We deployed a certified Network Security Engineer who delivered enterprise-grade solutions - boosting security, enabling automation, and accelerating software development in a complex hybrid cloud environment. Read More Designing IAM PKI Architecture for an Automotive Client A global automotive safety leader needed a secure, scalable IAM and PKI architecture to support digital transformation and regulatory compliance. We delivered a tailored solution across 4,000+ endpoints - enhancing security, automating identity processes, and enabling sustainable, future-ready infrastructure. Read More Digital Java Transformation for an Automotive Company Interval supported a global automotive brand in enhancing its vehicle planning and production platform - modernising core Java components and preparing the system for cloud migration. The result: faster performance, improved maintainability, and a foundation for long-term scalability. Read More SAP SD Implementation for an Automotive Company Interval supported a global automotive leader in preparing for a major SAP S/4HANA migration - analysing core sales processes, engaging key users, and driving change awareness. The result: faster buy-in, clearer vision, and a solid foundation for transformation. Read More Windchill PLM Architecture & Development for an Automotive Company Interval supported a global manufacturing leader in transforming its product lifecycle management landscape by designing a modular Windchill PLM architecture that balanced local flexibility with global consistency. This delivered improved integration, stronger data quality and higher productivity across regions. Read on to find out how Interval provided Windchill PLM upgrade, architecture and integration expertise to support a complex global modernisation programme. Read More Credit & Lending Operations for a Major Banking Merger Interval supported a high-profile US bank merger valued at $190m by leading the credit and lending integration - ensuring compliance, consistency and control across risk modelling, governance and underwriting. The result: a seamless integration delivered under tight timelines and complex regulation. Read More Global SAP Transformation Through SD Expertise As part of a major ERP transformation, Interval supported a global automotive manufacturer in moving from SAP Business Suite 7 to SAP S/4HANA - delivering key expertise in Sales and Distribution to shape processes and enable long-term success. Read More SSCM Migration for an Automotive Safety Company Interval supported a global manufacturer with an urgent migration of over 4,000 endpoints to a modern SCCM platform - enhancing security, stability and deployment capabilities, all while avoiding disruption during a critical business period. Read More Strengthening Cybersecurity & Network Access Control A global manufacturing company partnered with Interval to enhance its security posture through improved Network Access Control. The project has significantly improved network policy compliance, visibility, and device governance across global operations. Read More macOS Ecosystem & Cybersecurity Transformation Interval supported a global manufacturer in overhauling its underdeveloped macOS environment - addressing critical security and operational risks and enabling nearly 1,000 users to benefit from a secure, stable and well-integrated Apple ecosystem. Read More PMO to Drive IT Infrastructure Transformation A global manufacturing group partnered with Interval to design and implement a dedicated Project Management Office function for its infrastructure portfolio -helping to bring structure, visibility and alignment to a complex and fast-moving IT transformation programme. Read More Email Migration to Microsoft 365 in the Construction Industry A global building materials manufacturer partnered with Interval to streamline and modernise its complex email estate, moving to Microsoft 365 / Exchange Online. This formed part of a wider IT transformation programme to increase operational efficiency, strengthen security, and enable scalable digital growth. Read More HR Transformation for the Automotive Industry Interval supported an ambitious HR transformation for a global automotive manufacturer headquartered in Germany. The end client launched a €45 million programme to design and implement a unified HR services model across the group, and partnered with Interval to provide specialised expertise throughout the transformation journey. Read More Payments Centre of Excellence for the Aviation Industry Interval supported a major international airline group in building a unified Payments Centre of Excellence (CoE) across its core airlines, as the existing payments integration had introduced complexity. Interval was commissioned to lead a preliminary study and prepare for the implementation of a Payments CoE to align with the client’s group-wide payments strategy. Read More Technology Advisory and Implementation for a Leading Consulting Firm One of the world’s leading consulting firms partnered with Interval to deliver innovative IT staffing solutions supporting its Technology Consulting practice and key clients. Our engagement spanned enterprise IT infrastructure and applications, emphasising technical expertise, strategic innovation, and seamless collaboration. Read More Public Sector Finance Management for a National Government Interval strengthened financial governance, operational transparency and scalability for a rapidly expanding government programme portfolio. By establishing a dedicated finance management function and introducing improved controls and reporting standards, we helped the department transition from reactive processes to a stable, scalable and future-ready operating model. Read More Executive and operational support for a SaaS scale-up Providing trusted executive and administrative support to help a fast-growing SaaS business scale internationally without losing operational control. Read More Business continuity through urgent administrative cover in the finance industry Rapid deployment of experienced administrative professionals to maintain service levels during unexpected operational disruption. Read More Administrative support for a complex transformation in manufacturing Providing structured administrative and coordination support to keep a multi-year transformation programme on track. Read More Pipeline growth through digital and performance marketing in Medtech Building compliant, high-quality demand through targeted digital marketing in a regulated healthcare environment. Read More Brand repositioning and go-to-market for a retailer's international expansion Repositioning a brand and supporting go-to-market execution to enable successful international growth. Read More UK Go-To-Market Acceleration (Retail Lead Generation) for an EU SaaS provider A leading European SaaS provider specialising in content syndication and digital asset management for brands and retailers engaged Interval to accelerate its UK market entry and secure high-value retailer partnerships. Read More Rapid Response Specialist Delivery Across Industries Interval deploys verified specialist consultants in as little as 24–48 hours, helping organisations respond to critical delivery risks, stabilise programmes and maintain momentum across cybersecurity, cloud and business transformation. Read More Got a question? We would love to hear from you! hello@intervalgroup.com Contact us Submit Follow us on social

Learn about Interval’s supplier code of conduct, outlining the legal, ethical, environmental and professional standards expected from all suppliers worldwide. Supplier code of conduct Introduction A supplier’s performance and commitment to high business standards is a vital part of Interval’s value chain. We expect our suppliers to uphold strong legal, ethical, environmental and professional standards within their own businesses and throughout their wider supply chains. Interval’s commitment to integrity and professionalism is set out in our business code of conduct, which defines the standards we apply to all aspects of our work. Deviations from or violations of the code are unacceptable and we expect professionals, clients and suppliers to raise concerns without fear of retaliation. This supplier code of conduct outlines the minimum standards of business conduct we expect from all suppliers. Suppliers must notify Interval as soon as reasonably possible if any action relating to the delivery of their services could impact Interval’s business or reputation. The code Compliance with laws Suppliers must comply fully with all laws and regulations applicable to them in every country where they operate. Environment Interval expects suppliers to understand the environmental risks, impacts and responsibilities linked to the products and services they provide. Suppliers should: Maintain an effective environmental policy, statement or programme that is evident at all levels of the organisation. Have processes in place to ensure their operations comply with all environmental legislation and hold all required permits, approvals and registrations. Measure, monitor and review environmental performance regularly and make continuous improvements where practicable. Minimise the use of energy, water and raw materials and use renewable or sustainably sourced resources where possible. Monitor, control and reduce emissions that may contribute to pollution or climate change. Reduce waste generation and reuse or recycle materials wherever possible. Handle, store, transport, treat and dispose of waste responsibly and in line with regulations. Consider the environmental standards and performance of their own supply chain vendors. Offer products and services that include options with reduced environmental impact, sustainable materials or environmentally sound technologies. Human rights Suppliers and their subcontractors must respect human rights and comply with all relevant laws, regulations and directives governing wages, benefits and working conditions. Suppliers must ensure that: Child labour, forced labour or the exploitation of any vulnerable group does not occur within their operations or supply chains. All local laws relating to the elimination of slavery and human trafficking are strictly observed. Diversity and inclusiveness Interval’s sourcing decisions and supplier relationships reflect our commitment to diversity, inclusion and equal opportunities. We expect the same from our suppliers. Suppliers must: Ensure no discrimination, harassment or victimisation occurs on the basis of sex, gender identity or expression, marital or civil status, race, ethnicity, national origin, disability, religion, sexual orientation, age or part-time status. Comply with all applicable discrimination legislation. Treat all suppliers fairly and equally in tendering and purchasing processes. Consider accessibility and usability for individuals with disabilities when designing products or delivering services. Maintain policies that explicitly prohibit discrimination, bullying and harassment on the basis of protected characteristics. Provide or encourage diversity and inclusiveness training, including training related to sexual orientation and gender identity or expression. Diverse businesses Interval’s diverse procurement strategy aims to identify and support certified diverse businesses, enhancing innovation and providing competitive, cost-effective products and services. A “diverse business” is defined as a company that is at least 51 percent owned, operated and controlled by one or more individuals who identify as minority, woman, LGBTQ+, disabled, veteran, service-disabled veteran, aboriginal or indigenous. Locally defined historically under-utilised businesses and social enterprises also qualify. Interval is a diverse business and expects suppliers to: Maintain equivalent policies to promote diversity within their own supply chains. Use reasonable efforts to engage diverse businesses as suppliers and subcontractors. Provide evidence of diverse supplier engagement when requested. Health and safety Suppliers and their subcontractors must comply with all health and safety laws, directives and regulations in any location where work is carried out and must implement all required updates to these laws. Ethics Suppliers must uphold the highest standards of integrity. Corruption, extortion, bribery (including facilitation payments) and embezzlement are strictly prohibited and may result in immediate termination and legal action. Suppliers must not offer money or anything of value to improperly influence an individual or secure a business advantage. Community engagement is encouraged where it supports social development. Suppliers must: Understand Interval’s gift and hospitality policies before offering gifts or entertainment to Interval personnel. Avoid any gift or entertainment that could create the appearance of impropriety. Adhere to the UK Prompt Payment Code or equivalent local standards. Comply with all trade control laws governing the import, export and transfer of goods, services, software and technology. Ensure all invoices and customs documentation accurately describe the goods, services and pricing. Avoid sharing or exchanging price, cost or competitive information in a way that could be considered collusive. Use only subcontractors or third parties that comply with all laws and meet the minimum standards of this supplier code of conduct. Monitoring Interval may conduct annual compliance surveys to confirm that suppliers meet the standards in this supplier code of conduct. Suppliers are expected to actively monitor their own processes and provide evidence of compliance when requested. If you have any questions regarding our supplier code of conduct, please contact us .

Creating a workplace that thrives on diversity is no longer just a nice-to-have. It’s a strategic imperative. When you embrace diversity initiatives in workplaces, you unlock a wealth of creativity, innovation and resilience. I’ve seen first hand how companies that prioritise diversity and inclusion initiatives not only attract top talent but also build stronger, more adaptable teams. Let’s explore how you can transform your workplace by embedding these principles deeply into your culture. Why Diversity Initiatives in Workplaces Matter More Than Ever Diversity initiatives in workplaces are about more than ticking boxes. They’re about creating an environment where everyone feels valued and empowered to contribute their unique perspectives. This leads to better decision-making and problem-solving. For example, a team with diverse backgrounds can approach challenges from multiple angles, leading to innovative solutions that a homogenous group might miss. Moreover, diverse workplaces tend to have higher employee satisfaction and retention rates. When people feel included, they’re more engaged and motivated. This directly impacts productivity and the bottom line. Companies that invest in diversity initiatives often see improved financial performance and a stronger reputation in their industry. Diverse team collaborating in a modern office Practical Steps to Implement Diversity Initiatives in Workplaces Implementing diversity initiatives in workplaces requires a clear strategy and commitment from leadership. Here are some practical steps you can take: Assess Your Current Culture Start by understanding where your organisation stands. Conduct surveys and hold focus groups to gather honest feedback about inclusion and diversity. Set Clear Goals Define what diversity means for your company and set measurable objectives. This could include increasing representation of underrepresented groups or improving inclusivity in leadership roles. Train Your Team Provide regular training on unconscious bias, cultural competence, and inclusive communication. This helps build awareness and equips your team with the tools to support diversity. Revise Recruitment Practices Ensure your hiring process is fair and inclusive. Use diverse interview panels and standardised questions to reduce bias. Create Employee Resource Groups (ERGs) Support networks for different communities within your organisation can foster a sense of belonging and provide valuable insights to leadership. Regularly Review Progress Track your diversity metrics and adjust your strategies as needed. Transparency in reporting builds trust and accountability. By following these steps, you can create a workplace where diversity initiatives in workplaces are not just policies but lived experiences. The Role of Leadership in Driving Change Leadership plays a crucial role in transforming workplaces. When leaders actively champion diversity, it sends a powerful message throughout the organisation. I’ve noticed that leaders who share their own experiences and demonstrate vulnerability create a culture of openness and trust. Leaders should also hold themselves accountable for diversity goals. This means including diversity metrics in performance reviews and rewarding behaviours that promote inclusion. When leadership is visibly committed, it encourages everyone to follow suit. Business leader advocating for diversity at a conference How Diversity and Inclusion Initiatives Boost Innovation and Growth Innovation thrives in environments where different ideas collide and combine. Diversity and inclusion initiatives create exactly that kind of environment. When you bring together people with varied experiences, you get fresh perspectives that challenge the status quo. For example, a tech company that includes women, ethnic minorities, and people with disabilities in its product development teams is more likely to create accessible and user-friendly products. This not only opens new markets but also enhances customer satisfaction. Moreover, diverse teams are better at anticipating risks and adapting to change. This agility is essential in today’s fast-paced business world. By embedding diversity and inclusion initiatives into your strategy, you position your company for sustainable growth. Building a Culture That Sustains Diversity Initiatives Sustaining diversity initiatives requires ongoing effort and cultural change. It’s not enough to launch a programme and hope for the best. You need to embed diversity into your company’s values and everyday practices. Encourage open dialogue about diversity and inclusion. Celebrate cultural events and milestones. Recognise and reward inclusive behaviours. These actions reinforce the importance of diversity and help it become part of your organisation’s DNA. Also, be prepared to listen and learn continuously. Diversity is a journey, not a destination. By staying curious and adaptable, you ensure your workplace remains welcoming and dynamic. Your Next Steps to Embrace Diversity Initiatives in Workplaces If you’re ready to transform your workplace, start by taking small, meaningful actions today. Review your current policies, engage your team in conversations about diversity, and seek expert advice if needed. Remember, the goal is to create a workplace where everyone can thrive and contribute their best. By prioritising diversity initiatives in workplaces, you’re not just improving your company’s culture, you’re driving innovation, attracting top talent and positioning your business for long-term success. Let’s make diversity a cornerstone of your workplace transformation. Embracing diversity initiatives is a powerful way to future-proof your organisation. The benefits are clear, and the time to act is now. Together, we can build workplaces that reflect the rich diversity of the world around us and unlock the full potential of every individual.

Interval Group worked with a UK-based FemTech start-up developing a Class II medical device to support its preparation for Seed funding. Like many early-stage MedTech companies, the business had strong technical and clinical potential but faced challenges translating this into a clear, credible investment proposition. This case study outlines how Interval combined MedTech market insight, NHS-aligned clinical expertise, and VC-facing advisory support to strengthen investor readiness and position the company for its next stage of growth. Client Overview UK-based FemTech start-up developing a Class II medical device for the healthcare market. Challenge: MedTech Seed Funding Readiness The client was preparing for its Seed funding round but faced persistent challenges securing investment throughout 2024. While the product showed strong technical promise, the start-up struggled to: Gain traction with MedTech and FemTech investors Clearly articulate its clinical and commercial value proposition Establish sufficient clinical credibility aligned with NHS and regulatory expectations Position itself effectively against competing early-stage medical device companies The leadership team engaged Interval Group, a specialist MedTech and Life Sciences consultancy, to accelerate funding readiness and strengthen its investor narrative. Interval Group’s Approach Interval Group began with a detailed talent-mapping and MedTech market analysis, focusing on: Venture Capital firms actively investing in MedTech and FemTech start-ups Leadership structures and go-to-market strategies of competitor medical device companies approaching product launch Investor expectations for early-stage Class II medical devices This analysis identified clear gaps in the company’s investor positioning, clinical narrative, and overall funding strategy. To address these gaps, Interval deployed its fractional consulting model, providing the start-up with direct access to senior MedTech expertise, including: VP-level Medical Affairs specialists with direct NHS clinical backgrounds Medical Affairs leaders with prior CMO-level experience, supporting early-stage MedTech companies Venture Capital Principal Advisors specialising in MedTech investment and Seed-stage funding Strategic Support Delivered Through this fractional model, Interval Group supported the start-up with: Strategic guidance on Seed funding pathways and MedTech investor targeting Development of a clinically credible positioning strategy aligned with NHS and regulatory requirements Refinement of the company’s Seed Round investment narrative Professional restructuring and redesign of pitch materials to improve clarity, messaging, and investor impact Results: Improved MedTech Investor Readiness By early 2025, the start-up had significantly improved its Seed funding readiness. Interval Group delivered: A clear, aligned MedTech funding strategy grounded in NHS and market realities Direct access to senior clinicians and VC advisors experienced in evaluating early-stage medical devices A transformed investor deck and pitch approach, improving differentiation in a competitive MedTech landscape High-impact strategic and clinical expertise delivered through a cost-effective fractional consulting model Conclusion Interval Group provided the strategic, clinical, and investor-facing support required to elevate the FemTech start-up’s Seed Round positioning. By combining MedTech market insight, NHS clinical expertise, and VC-aligned advisory support, Interval equipped the business with the narrative, materials, and executive-level guidance needed to pursue funding with confidence.

Original article: https://www.helpnetsecurity.com/2025/11/07/rik-mistry-interval-group-it-security-metrics/ In this Help Net Security interview, Rik Mistry, Managing Partner at Interval Group , discusses how to align IT strategy with business goals. He explains how security, governance, and orchestration shape IT operations and why early collaboration between IT and security leaders leads to better outcomes. Mistry also shares his perspective on automation and emerging technologies. When you assess an organisation’s IT strategy, what’s the signal that the strategy is genuinely aligned with business outcomes, not just labeled that way on paper? One of the first things we look at is how an organisation’s IT defines success. IT KPIs , metrics and targets that closely match their business counterparts are a sign that IT and business are pulling in the same direction. Depending on the industry, examples of these might be customer retention, website conversion rates or order-to-cash cycle time. If a CIO is focused only on uptime and IT project delivery, the strategy isn’t fully aligned, as although these are important IT metrics, they’re not what the business is concentrating on. We design target operating and governance models where business and technology priorities are reviewed in the same forum and where product teams have both IT and business accountability. A useful test is to ask business leaders how clearly they can describe the IT roadmap and vice versa. In well-aligned organisations, both sides can explain not just what is being delivered, but why it matters commercially. Where that connection is missing, our work often involves redefining value streams, clarifying ownership and reshaping incentives so that business outcomes drive technology priorities, not the other way around. Many organizations are shifting from “owning” infrastructure to “orchestrating” it across cloud, on-prem, and SaaS ecosystems. What competencies do you see becoming non-negotiable for IT teams in that transition? We’re seeing an increased shift of requests for infrastructure “owners” to “orchestrators”, requiring a different mix of competencies. Skills in platform and integration architecture, API governance, automation and cloud security have become non-negotiable alongside the ability to manage multi-cloud suppliers and service-level accountability across an often-fragmented ecosystem. Successful orchestration also depends on financial and operational literacy, teams need to understand cost optimisation, compliance-by-design and how to maintain performance and resilience without direct ownership. That shift demands both technical breadth and strategic coordination. While many organisations can embrace orchestration, those in critical infrastructure or highly regulated sectors still need to retain ownership of certain components, as the recent AWS outage reminded everyone, resilience and control are not optional. CISOs and CIOs are often aligned in theory but misaligned in execution. What practical patterns distinguish organisations where security and IT operate as strategic partners rather than friction points? The best partnerships happen when security is built into the approach, rather than added for compliance later. In practice, this means embedding security architects into product, project and infrastructure teams and treating security KPIs (e.g. time to patch or zero-trust coverage) as shared metrics across the CISO and CIO desks. A few years ago, I led a global programme at one of the world’s largest enterprises to migrate to a cloud productivity platform. Bringing the CISO into the planning early was absolutely critical to its success. Those transparent discussions between the programme and security teams not only accelerated internal approval but also prompted the vendor to implement several product changes to meet the stringent compliance requirements of the DACH region. It was a great example of how involving security leaders early transforms them from “gatekeepers” into enablers of innovation. Infrastructure automation promises efficiency but can also accelerate mistakes. How do you recommend organisations strike the right balance between automated workflows and human oversight? We recommend automating repeatable, low-risk activities (e.g. provisioning, monitoring, compliance checks) but keeping human validation in high-impact workflows like production changes or incident response. Mature organisations combine automated enforcement with human review of exceptions. The goal is to use automation to surface decisions faster, not to remove decision-making entirely. On infrastructure automation projects, we use an automation assessment model that classifies each process by risk, recurrence, and reversibility. If a task is high-risk or hard to reverse, we build in human approval checkpoints, while low-risk, high-frequency tasks move into automated workflows. This provides efficiency gains without eroding accountability or control. When evaluating emerging technologies, what’s your framework for distinguishing between durable strategic value and short-term hype? To evaluate emerging technologies, we focus on three key areas: business relevance, ecosystem maturity and organisational readiness. A technology has durable value when it improves core business outcomes, integrates well into existing processes and the organisation has the capability to adopt it responsibly. Hype technologies usually score high on optics / UX but low on operational readiness or proven return on investment.  Personally, I like to look at whether it solves a recurring pain point or just adds novelty. I also factor in organisational size and maturity (what’s viable for a startup isn’t always realistic for a global enterprise) and I generally start from a position of scepticism, as most new technologies need several years of evolution before they’re enterprise ready. Want to turn your cybersecurity metrics into meaningful business impact? If you’re ready to align security KPIs with business goals and strengthen your organisation’s cyber resilience, book a free strategic security consultation with Interval today  and see how expert-led measurement frameworks can drive outcomes that matter.