Every board now carries technology risk on its register — cyber exposure, AI adoption, data governance, transformation, M&A due diligence. Few boards have an independent voice who can translate that risk into the language of fiduciary oversight. Kalika exists for that gap.
Tell us where technology risk sits on your board's register. We'll respond within one business day — in confidence, without obligation.
Governance rigour and operator credibility, in the same chair — for directors who need independent assurance, not another consultant with something to sell.
Who need independent assurance that technology strategy, spend and risk posture actually match what management is reporting to the board.
Facing cyber, AI governance, data and resilience questions that outrun the committee's collective technology depth.
Who need technology due diligence and programme assurance from someone with genuine operating experience — and no stake in the outcome.
Formalising governance for the first time and wanting technology risk built into the structure from day one — not retrofitted after an incident.
Deliberately advisory — challenge and assurance, never a shadow executive. Every engagement is matched to your ownership model, sector obligations and growth stage.
An ongoing, retained role: attending board or committee meetings on a defined cadence and giving directors a plain-language, independent read on what management proposes.
Before recommending any structure, we review what your board actually needs. A board in name only — one that meets but doesn't sharpen decisions — is worse than none.
For organisations formalising an advisory structure for the first time, or resetting one that isn't working — with technology risk oversight designed in from day one.
Ongoing chairing of advisory boards, technology risk committees, councils and panels — creating the conditions where honest challenge actually happens.
Not every board is ready for a structure. Some chairs and CEOs need a single, independent voice to pressure-test decisions before they reach the boardroom.
Independent technology assessment for acquisitions, integrations and major transformation programmes — from someone who has led them at group scale.
When your board discusses transformation, integration or international operations, the advice comes from someone who has carried that accountability — not studied it.
As Regional CIO (Americas & Pacific) for Egis — ~19,500 staff globally — Colin led technology strategy for 4,500 people across 28 countries and a €417M revenue line, including the group's Inhabit acquisition integration.
25+ years across engineering & construction, digital, automotive, retail, not-for-profit and health — because technology risk never presents itself in a single discipline.
Independent technology advisor to the board of the Alannah & Madeline Foundation and member of its Information Security Committee — translating technology risk for directors in a regulated, high-trust environment.
No vendor commissions, no reseller margin, no implementation volume to protect. Advice that answers only to the board in the room.
Years of technology leadership
Countries under direct CIO remit
Revenue line supported at Egis
Staff in the global group led from within
"A board in name only — one that meets but doesn't sharpen decisions — is worse than none. The right structure adds challenge without diluting accountability."— Colin Yeung, Certified Chair™ · Kalika C&A
If technology risk is on your board's register and independent assurance isn't, let's talk. Initiate a confidential discussion — no obligation, no sales pressure, and no stake in being agreed with.
All enquiries handled in strict confidence.