I speak both languages: the developer’s and the CEO’s. Software since 2002, running companies since 2005 — as an owner in several. I am actively seeking collaborations: advisory projects, but I also join for revenue share or equity when the fit is right.
My expertise is the stake: bring me in where technology is the key to revenue. The form adapts to the situation:
Classic fees: assessment, vendor selection, oversight, interim roles — one-off or monthly.
Reduced fee + a share of revenue, with a buy-out option. Pays from the first revenue, cleanly terminable.
For the long run: I own the whole technology side for equity. Skin in the game.
Not as a vendor but as a stakeholder in the project: shared risk, shared results — details tailored to the situation.
The common thread: I do not just "deliver" software, I build it with you — and my interest is in the success, not the hours.
IT company leaders call me a business advisor; other entrepreneurs call me an IT advisor — the knowledge I am sought for lives on the boundary. And it is not only about me: where I am not the best answer, I work with my network of more specialised IT experts and economists. Until 2024 all my clients came through referrals.
My custom software company since 2002: taking over stuck projects, integrations, bespoke systems — from multinationals to SMEs.
An IT headhunting business I co-lead — one source of my broad expert network.
AI-based CRM for small teams — my own product, in production.
Automated online company valuation — my own product.
Organisational pulse surveys — my own product.
As co-owner of trading companies, an accounting firm and a manufacturer, I lived the CEO role from the inside.
Nothing has an owner — or several do, yet when trouble comes nobody takes responsibility. IT is always being "worked on", but there are no results and no visibility of who does what.
Your IT lead is gone? One person did everything and is no longer available — you do not know where to reach or whom to turn to.
The deadline has been exceeded, perhaps several times over. It feels like you will never get to use the system you dreamed of.
It started in harmony. As deadlines passed it got harder: slower replies, harder to reach. The relationship needs fixing — or replacing.
You know operations are suboptimal and something would help a lot — but you cannot quite articulate it, or you do not know what expertise is required.
With some software or automation they deliver cheaper or better, or reach your audience more easily. You need something similar — what now?
The product is good. The channel, the pricing and the packaging are missing.
You can do things in IT nobody else can. How does that become a business?
Quotes are shown in their original Hungarian.
„Olivér korábbi startup tapasztalatainak köszönhetően átlátta a helyzetet és a megfelelő támogatást nyújtotta számunkra."
CogniCone, Chief Technology Officer
„A másfél éves együttműködés során sikeresen tudtunk olyan komoly nehézségeket legyőzni, mint a háromszorosára duzzadó munkavállalói létszám."
Nemzeti Földügyi Központ, Informatikai Osztályvezető
„Felmerülő problémák és lehetőségek megoldásában racionális, üzleti szemlélet vezérelt, mely mind a KKV, mind a multinacionális nagyvállalati környezetben is megállja a helyét."
Acconsulting Kft, Ügyvezető Igazgató
„Úgy gondolom, hogy Olivér tartalmat teremt az ötletekbe."
Weco-Travel Magyarország, Senior Sales Manager
„Több esetben is kitalált számomra olyan megoldást, ami más szakembereknek eszébe sem jutott, és összességében sokkal jobban jártunk vele."
CallingIsFun, Founder
We state this because a mismatched engagement is expensive for both of us.
Write a few sentences about your situation — I reply in writing. You can also reach me on LinkedIn, my main channel.
Adolf Olivér