SSO
Application onboarding and single sign-on consolidation
Bringing the estate behind SSO with provisioning, and retiring the local accounts behind it.
Programme lead
Eight to twelve days a month. Four to six months, minimum four, extendable by agreement. Remote by default, with an on-site cadence agreed up front — kick-off, key milestones, a cutover week.
01 · The problem it addresses
You bought the platform. You have engineers. The business case was approved. And eighteen months later the rollout is forty per cent done, the migration keeps slipping behind other priorities, and the audit finding it was meant to close is still open.
These programmes rarely stall for technical reasons. They stall because application owners cannot be herded by someone junior to them, because nobody arbitrates when security priority meets delivery priority, and because the decisions that unblock the work sit above the people doing it.
That is a leadership gap, not a resourcing gap — and it does not need a full-time hire to close.
The one-line test
Your hands plus a finish line: this is the programme lead. Our hands, or no finish line: it is not this product, and we will say which one it is instead.
The product in one sentence
Aevix leads a defined identity programme to a named end state, using delivery capacity you provide. You bring the hands. We bring the head: scope, plan, sequencing, vendor management, trade-offs, governance and executive reporting.
02 · Work this fits
SSO
Bringing the estate behind SSO with provisioning, and retiring the local accounts behind it.
PAM
The platform bought, the migration behind, the application owners unherded — or a migration off a legacy platform.
TENANT
Entra, Okta, or post-acquisition estates brought into one.
JML
So HR drives identity, with movers handled properly rather than as an accumulation of entitlements.
GOVERNANCE
A role and group model, named owners, and recertification that actually removes something.
PRIVILEGE · AGENTS
Inventoried, credentialed, and traceable to a responsible person.
03 · How it runs
The day count is not flat, and that is deliberate: the front of a programme is where the trade-offs that decide the outcome are made, and it needs half a leader’s time. Once the plan is approved and your counterpart is running the daily cadence, it steps down.
The first call
Is there an end state and a date? Whose hands do the work? Who is the counterpart? If the honest answer to the first is “we don’t really know”, the right first step is the diagnostic, not a programme.
Weeks 1–8 · twelve days a month
Scope baselined and signed by the sponsor. Plan approved, with the delivery team’s capacity confirmed against it. Counterpart in seat. Steering running, with the decision log open.
Steady state · eight to ten days a month
Aevix runs the weekly steering rhythm and takes the escalations; your counterpart runs the dailies. Surge weeks — cutover, go-live — are planned inside the monthly average, not billed as a surprise.
The end state
The named end state met. A clean handover — or, where the firm needs someone to hold what was built, the same person stays on at lower intensity as the retained lead.
04 · What makes fractional viable
1
Your project manager, your engineering manager, the vendor’s engagement manager, or an associate we agree — written into the statement of work. Aevix leads; the counterpart runs the daily coordination. If there is no counterpart and none will be funded, we will say so and decline rather than take the engagement and fail slowly.
2
Structured work happens on the days in the agreement. Between them, an escalation route and a decision turnaround are written into the statement of work, so a blocked team is not left waiting for the next one. A delegated-authority matrix sets what your counterpart settles alone, so only genuine escalations travel — and they stay rare.
3
Aevix directs the programme’s resources and has a direct line to the sponsor. At kick-off the sponsor introduces the engagement in their own voice — not “we’ve brought in a consultant to help” — because borrowed authority only works when it is spent publicly.
4
The plan, the governance, the decisions escalated and taken, the risks raised, the steering cadence, the readouts. Your obligations — named people, their availability, the decision turnaround — sit in a schedule to the agreement, and both sides are held to it.
05 · Where the boundary sits
06 · Intensity, said honestly
A programme that has fallen far enough behind still has a finish line — it just needs more of a leader’s time to reach it than a fraction can give. Hour-by-hour direction, daily presence, a team that needs steadying rather than steering: that is full-time work by nature.
Where that is where yours is, we will say so in the first call, and help you scope the interim or the hire rather than sell you a fraction of what it needs. A client who needs a body was never buying this product, and pretending otherwise fails slowly for both of us.
07 · What it costs
Agreed before we start. The figure depends on the shape of the programme and the intensity it genuinely needs — twelve days a month through mobilisation, eight to ten thereafter — and that is a conversation rather than a price list.
Next step
Whether there is an end state, whose hands do the work, and who your counterpart would be. If it is not a programme, we will tell you that too.
hello@aevixadvisory.com