ABOUT THE OVERSIGHT GAP
Evidence becomes useful when it is understood in context
The Oversight Gap combines a structured, repeatable approach with more than 20 years of direct experience managing complex alliances, channels and global technology partnerships.
That experience matters because the same finding can mean very different things in different relationships. The value lies in understanding what the evidence means, what deserves leadership attention and what should happen next.
LEE MCCREADY
Experience built inside the relationships being examined.
My career has involved responsibility for relationships ranging from individual technology alliances to broad, multi-tier partner ecosystems.
During 13 years with NTT, that included responsibility for the IBM alliance, representing more than £150 million in business, and global relationships including Dell. Later roles have involved building alliance strategies, partner programmes and routes to market across technology, software and consulting organisations.
The work has involved the decisions clients face today: where to invest, how to improve an important relationship, whether expectations remain aligned, how to allocate limited resources and when a different approach is required.
THE ROLE OF JUDGEMENT
The same finding can mean different things in different relationships.
Evidence must establish the position. Experience helps identify which differences matter, understand their strategic and commercial significance and determine a proportionate response.
This protects the engagement from a predetermined conclusion while ensuring the output goes beyond a score or generic recommendation.
WHY IT EXISTS
Important partner decisions are rarely made without information.
Important partner decisions are rarely made without information. Most organisations already have reporting, governance, account plans and people who understand the relationships well.
The difficulty arises when the relevant evidence and perspectives sit across different partners, teams, systems and conversations. Each source may be valid, but leadership still needs a consistent way to bring them together, compare what they show and decide where attention will have the greatest value.
The Oversight Gap was created to provide that structure. Standardised evidence makes comparison possible. AI-supported analysis makes it practical at scale. Experienced interpretation connects the findings to the organisation’s strategy, commercial context and partner priorities.
The result is not a theory imposed on the ecosystem. It is a clearer basis for making the decisions the organisation already needs to make.
THE APPROACH
Measured, evidence-led and proportionate.
The work begins with the decision and the evidence it requires. The scope follows from that.
Current position
Establish what is happening now, rather than relying on the reputation or history of the relationship.
Comparable
Use consistent language and criteria so different perspectives and relationships can be understood together.
Actionable
Connect the evidence to a decision, a priority and a proportionate next step. Then reassess.
Not sure if there could be something worth a closer look?
Begin with the decision, relationship or area of uncertainty that prompted the question.