Situation A U.S.-based advertising and marketing technology company faced significant challenges in remediating audit findings related to their internal control environment. The company received multiple material weaknesses and deficiencies in its prior and current annual audit and needed to address the root causes of these control failures, rationalize existing controls, and implement new controls to close gaps identified by their external audit firm. The control issues affected most business processes, including entity-level controls, and extended across financial and revenue flows. In addition, IT General Controls issues were identified across homegrown and SaaS applications responsible for tracking, accounting, and reporting revenue.  The existing control environment relied heavily on manual processes, which impacted the realization of value for accounting and reporting software solutions. Solution Altum’s practical and flexible approach to addressing the audit findings focused on prioritizing the issues that needed to be remediated first and then planning and executing deep discovery sessions for each related process and control that were found to be insufficient.   In doing so, we were able to uncover the root cause of each issue and develop fixes that were both efficient and achievable. To address the audit findings, Altum led an initiative to rationalize controls and develop […]

This week has been all about closing Q4 and planning for 2026. I reflect on the key discussions with leaders this week. #technology #ai #altumwave #altumstrategygroup #strategy

Introduction In many organizations, cybersecurity and business strategy have historically operated in silos. This disconnect has created friction, delayed innovation, and exposed enterprises to unnecessary risk. At Altum Strategy Group, we believe that closing this gap is not only possible—it is essential. By aligning security with business priorities, we help organizations transform cybersecurity from a perceived barrier into a powerful growth enabler. Core Challenge The traditional model casts security teams as gatekeepers—often labeled the “Department of No.” This perception stems from a lack of shared language and goals between business and security units. Business leaders focus on speed, innovation, and customer outcomes, while security teams prioritize risk mitigation and compliance. Without alignment, these priorities can clash. We work to bridge this divide by reframing cybersecurity as a strategic partner. When integrated early and effectively, cybersecurity becomes a driver of business value, not a roadblock. Strategic Alignment Our approach begins with a mindset shift: security must be embedded into the business, not bolted on. We facilitate collaborative workshops that bring together business, IT, and security stakeholders to define shared objectives and success metrics. These sessions uncover friction points—such as delays in security approvals or vulnerability remediation—and identify opportunities for improvement. One […]

I just returned from a conference on #ai and the business landscape for the upcoming year. Here's my quick take on what's concerning business leaders: the rapid evolution of #technology and its impact. #altumwave #AltumStrategyGroup #business

As organizations expand across geographies and embrace hybrid or remote work models, the challenge of leading change in dynamic and distributed workforces becomes increasingly complex. Successful transformation in such environments requires more than deploying new systems—it demands cultural alignment, accountability, and a clear communication strategy. Drawing from real-world experience, this article outlines key strategies for managing change, ensuring performance, and driving successful transformation in dispersed teams. Leading Change Across Distributed Teams One of the most critical elements of leading change in a distributed workforce is fostering a culture that embraces transformation. Without cultural alignment, even the most well-planned initiatives can falter. A foundational principle is that transformation fails without accountability, and accountability fails without cultural shift. To address this, organizations must first focus on adjusting norms and expectations. This involves helping employees understand what is changing and why it matters. Change leaders often begin by reshaping the workforce’s mindset—moving from “this is how we’ve always done it” to “this is how we can do it better.” Once this cultural groundwork is laid, accountability mechanisms such as KPIs and performance metrics can be introduced to reinforce the new behaviors. However, these metrics should not be used punitively. Instead, they should be […]

Matt Gantner Announces Tidal Shift Thursdays. Matt's going to explore what leaders are talking about this week regarding business and technology. Join the conversation! #technology #businesstransformation #digitaltransformation #ai #cybersecurity #AltumWave #AltumStrategyGroup #MatthewGantner #leadership

In the fast-paced world of business, implementing new systems and processes is a critical component of growth and innovation. However, these implementations often come with significant risks. Too frequently, these risks are identified only after a system or process has gone live, resulting in costlier fixes and greater impact. To mitigate these risks, high-growth companies must adopt a proactive approach through structured pre- and post-implementation reviews. This approach strengthens internal controls, accelerates time to value, and ensures alignment with business objectives. Be Proactive Internal controls are most effective when developed and applied before or during implementation. Identifying risks early allows for cost-effective fixes and better outcomes. Embedding pre-implementation reviews into the implementation schedule can catch design issues and misalignments in requirements and quantify risk exposures, leveraging system configurations to support control objectives. Post-Implementation Reviews While pre-implementation reviews are ideal, post-implementation reviews during a planned stabilization period can also be effective. As systems and processes become operational, teams can identify areas for enhancement or risk that may not have been uncovered during design. Structured post-implementation reviews create a feedback loop that continuously improves execution. Dual Review – Pre & Post Reviews Combining pre- and post-implementation reviews ensures that risks identified during […]

Introduction In today’s hyperconnected world, cyber resilience is no longer just a technical concern but a strategic imperative. As digital systems become central to business operations, the ability to withstand, recover from, and adapt to cyber disruptions defines industry leaders. At Altum Strategy Group, we champion a forward-thinking approach to cyber resilience, positioning it not merely as a security function but as a core business differentiator. Core Value Proposition of Cyber Resilience Cyber resilience is more than defense—it is continuity, agility, and trust. Organizations that embed resilience into their digital infrastructure maintain uptime, protect customer experiences, and recover faster than competitors. This resilience translates directly into business value: increased customer satisfaction, stronger brand reputation, and greater operational efficiency. “Resiliency is a business benefit. Increased resiliency means increased uptime, which means increased customer satisfaction—which drives more interactions, sales, and growth.” — Andy Pojuner, Managing Director, Technology, Data and Intelligence, Altum Strategy Group Business Alignment We position cyber resilience as a catalyst for innovation. Rather than viewing security investments as sunk costs, we help clients recognize them as enablers of agility and transformation. This shift in mindset—from compliance-driven security to resilience-focused strategy—empowers organizations to embrace digital change with confidence. One client, for […]

Introduction In today’s rapidly evolving technological landscape, AI and automation are becoming integral to business operations across various industries. While these advancements offer significant opportunities for efficiency and innovation, they also introduce new categories of risks. Data privacy concerns, algorithmic bias, and data protection challenges are just a few of the emerging issues that organizations must address. To harness the benefits of AI while mitigating these risks, companies need to adopt proactive risk management strategies. This article explores how businesses can identify and mitigate emerging risks associated with AI and automation, emphasizing the importance of data preparation, governance, and cross-functional collaboration. AI is Changing the Landscape AI is rapidly becoming integral to organizations of all sizes, bringing both opportunities and challenges. Emerging risks related to data privacy, appropriate use, and algorithmic bias require a deep understanding of control frameworks and organizational goals. Balancing these risks while leveraging AI’s potential is key to sustainable growth. Proactive Controls Traditional internal controls are often reactive or detective, addressing issues after they arise. With AI driving new and emerging risks, organizations must shift to proactive controls. By identifying and mitigating risks before they manifest, businesses can stay ahead of potential issues and ensure the […]

In the fast-evolving landscape of digital transformation, organizations are increasingly turning to structured goal-setting frameworks to drive clarity, alignment, and measurable progress. These frameworks—particularly Objectives and Key Results (OKRs)—are proving essential in accelerating transformation by aligning teams, focusing efforts, and enabling agile course correction. This article explores the key components of effective goal-setting frameworks, how they integrate into broader transformation strategies, and real-world examples of their impact. Key Components of Strategic Goal-Setting Frameworks At the heart of any successful transformation lies a clear and actionable strategy. Strategic goal-setting frameworks like OKRs provide the structure needed to translate high-level vision into operational execution. Several core components make these frameworks effective: Alignment on Objectives and Key Results: Determining goals is not enough—organizations must ensure that everyone understands and agrees on what success looks like. This alignment helps prevent miscommunication and ensures that all teams work toward the same outcomes. Clarity and Focus: Effective frameworks avoid ambiguity. They define what needs to be achieved and how progress will be measured. This clarity helps teams prioritize their efforts and avoid distractions or scope creep. Cross-Functional Collaboration: Transformation often spans multiple departments. Goal-setting frameworks must identify who owns each objective and who is responsible for […]

As organizations expand across geographies and embrace hybrid or remote work models, the challenge of leading change in dynamic and distributed workforces becomes increasingly complex. Successful transformation in such environments requires more than deploying new systems—it demands cultural alignment, accountability, and a clear communication strategy. Drawing from real-world experience, this article outlines key strategies for managing change, ensuring performance, and driving successful transformation in dispersed teams. Leading Change Across Distributed Teams One of the most critical elements of leading change in a distributed workforce is fostering a culture that embraces transformation. Without cultural alignment, even the most well-planned initiatives can falter. A foundational principle is that transformation fails without accountability, and accountability fails without cultural shift. To address this, organizations must first focus on adjusting norms and expectations. This involves helping employees understand what is changing and why it matters. Change leaders often begin by reshaping the workforce’s mindset—moving from “this is how we’ve always done it” to “this is how we can do it better.” Once this cultural groundwork is laid, accountability mechanisms such as KPIs and performance metrics can be introduced to reinforce the new behaviors. However, these metrics should not be used punitively. Instead, they should be […]

In today’s fast-paced business environment, selecting the right technology platform—whether ERP, CRM, or data systems—is not just a technical decision; it’s a strategic imperative. As organizations evolve, so must their systems, supporting long-term growth, operational efficiency, and strategic agility. As a transformation leader, Jared Clark from Altum Strategy Group offers a pragmatic and experience-driven approach to evaluating and implementing technology platforms that align with evolving business needs. Key Criteria for Evaluating Technology Platforms When advising companies on technology selection, Clark emphasizes three core criteria: Technology Fit: The platform must meet the organization’s current and near-future functional requirements. This includes ensuring the system can handle the business’s operational needs without excessive customization. Cultural Fit: Beyond technical capabilities, the vendor’s culture must align with the client’s. “You can have the best software out there,” Clark notes, “but if the two companies don’t mesh well, it will be a failed engagement.” Scalability: Scalability is critical when selecting a technology platform. Organizations must assess whether a system can support their long-term growth goals and adapt to future business needs. A common pitfall is over-investing in a platform that exceeds the organization’s current capabilities, akin to purchasing a high-performance vehicle when a more modest option […]

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