If you are a CIO, CTO, or transformation director at an Algiers institution, you have probably already paid for consulting that ended in a slide deck nobody reads. It is almost the norm in the consulting world — and it is exactly the opposite of what we do.
This page is not a pitch. It is an editorial portrait of how serious technology consulting actually works in the Algerian capital, and why consulting delivered by engineers who practice production daily changes the nature of the engagement.
Why technology consulting in Algiers is different
The tech consulting market in Algeria is essentially empty for what really matters. Large international firms deliver six-figure engagements with consultants who have never written a line of code in production. Small local structures deliver generic PowerPoint. Between the two, there is almost nothing.
That is exactly the space we occupy. Our consulting engagements are delivered by the same engineers who deliver our production engagements — not by a separate consulting team that never touches actual delivery. When we say "build this" or "do not buy that", we are speaking from experience, not from a framework.
« Technology consulting in Algiers is measured in decisions avoided, not pages produced. »
What we deliver in Algiers
Our consulting engagements in Algiers focus on five areas.
First: independent architecture reviews. You have an existing system or a planned design, you want a serious external opinion. We read your code, talk to your team, write a 30-50 page report with prioritized findings.
Second: build-vs-buy analyses. Should you build your auth system or use Auth0? Build your data pipeline or use Fivetran? We do the math specific to your context.
Third: AI strategies and roadmaps. Most companies waste their AI budget on the wrong things. We identify the 2-3 places where AI really makes a difference.
Fourth: modernization roadmaps. You have a legacy system nobody wants to touch. We trace the safest incremental path.
Fifth: engineering team topology. Your team is growing and the org chart is showing its limits.
The same rigor for the large institution and the SME
Our most visible client this year is a large Algiers public institution. Our broadest engagement is an architecture review on a system processing hundreds of millions of transactions. But on the same calendar, we are advising a 30-person Algiers SME on their target architecture for the next three years.
The same process, the same engineers, the same written report. Scale of recommendations is different, quality of judgment is the same.
What we adapt is scope, not rigor. An SME needs clear decisions on 3 to 5 critical topics. That is what we deliver in two weeks.
« A consultant who has never deployed in production cannot honestly tell you whether to build or buy. »
How we work with Algiers institutions
Our team is in Algiers. A serious consulting engagement starts with a week of code reading and data flow instrumentation — not with a PowerPoint kickoff. Followed by a week of structured interviews with your team, then a week of report writing.
We work under NDA from the first meeting. For sensitive institutions, code access is read-only on isolated infrastructure. Our invoicing complies with Algerian taxation, no surprises.
The deliverable is always a written report — typically 30 to 50 pages, with prioritized findings, concrete recommendations, calculations specific to your context, and decision criteria. No generic framework. Plus a 1.5-hour live walkthrough where we present and answer questions.
Consulting that leads to action — or not
Several of the consulting engagements we delivered in Algiers ended with "we decided to do nothing" — and that is an excellent outcome. If we save you a 50-million-dinar project that would have failed, we paid for ourselves 100 times over. We are not commissioned on what you decide to build.
This concerns you directly: you are buying an honest opinion, not a biased recommendation. We have no interest in pushing you toward a delivery engagement.