Firms that sell expertise rather than technology still depend on it completely: scheduling, billing, client portals, the internal tool somebody built years ago. There is no technology executive, because the org chart never had room for one.
Stabilise the critical tool, document it, remove the single point of failure, and only then discuss what should replace it. This is the pattern behind our application repair work, and it is where these engagements almost always start.
“Two prior vendors had given up on it. It was running in production inside six weeks.”
Every engagement starts with an assessment, whatever the sector. You keep the document either way.