HOW IT EXECUTIVES CAN

LEVERAGE EXTERNAL
IT CONSULTANTS
How to capitalize on a growing external IT workforce and get
the most out of external IT talent

1
 “
To succeed it’s essential
to meet the demand for
IT talent at the right time
and in the right place
”

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TABLE OF CONTENTS
04
A NEW WORKFORCE CALLS
FOR STRATEGIC CONSULTING
PARTNERS 08
KEY BENEFITS OF USING
EXTERNAL IT CONSULTANTS

14
DELIVERY MODELS AND
CONSIDERATIONS
18
22 LOOKING BEYOND
BORDERS

HOW TO HIRE
EXTERNAL
CONSULTANTS 26
SETTING YOUR
EXTERNAL WORKFORCE
UP FOR SUCCESS

27
PARTNER UP WITH AN
EXPERIENCED SUPPLIER OF
CONSULTANTS

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 A NEW WORKFORCE
CALLS FOR STRATEGIC
CONSULTING PARTNERS
The traditional employer-employee relationship is under pressure. And this major
shift points to a transformed future of work – increasingly, professionals will seek
the path of independence, and the framework of permanent employment will be
replaced by projects and task-oriented freelance work. Freelancers have come to
stay, and the underlying transformation of attitudes and values among professionals
calls for a more systematic and strategic approach to procuring these ”external
resources”.

MORE PEOPLE WANT A FREELANCE LIFE

”The gig economy” and ”contingent workforce” are just some of the terms used to
describe the current developments in the labor force. In short, the arrow points in
one direction – freelancing. Freelancers and independent consultants will constitute
a larger proportion of the workforce of the future.

First and foremost, the trend is for many of the mostly highly qualified and most
specialized professionals – especially within IT – to opt for a more independent
lifestyle. Among other reasons, this is because people have become more conscious
of their unique skill profiles and preferences: more and more of us are taking a
professional path that is 100% focused on our profile, competences and passion.
In other words, we are becoming specialists rather than generalists, and we are
interested in projects and tasks that match our preferences and requirements.

If we take an even longer view, there are plenty of signs that that this trend is even
stronger in the next generation. For example, studies show that no less than 75% of
the younger generation has an expectation of becoming independent. It also means
that we can expect an even larger share of the workforce to choose a freelance and
project-oriented career path.

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 ”The IT industry is by far the industry
which most often engages freelancers and
contract workers.
COMPANIES ARE HIRING MORE
FREELANCERS
In addition to the changing trends in the
structure of the workforce, companies
themselves are also changing – they are
increasingly hiring external resources. There
is a tendency internationally for the traditional
employee-employer relationship to be
replaced by a more dynamic composition of
the workforce in companies. In this case, that
means more freelancers.
At the international level, more independent
freelancers are being brought on, and
companies themselves indicate that they
expect to use more of this type of labor in
the future. These are same trends we are
seeing in Northern Europe and Scandinavia. In
Denmark,for example, the IT industry reports
that every fifth employee in the Danish IT
sector is on a temporary contract. At the
same time, more than one in three companies
report that they employ more loosely affiliated
employees than before. Everything indicates
that this development will continue. And that
it will make bigger demands on companies
moving forward .
A DEVELOPMENT THAT MUST BE HANDLED
STRATEGICALLY
In light of the changing composition of
the workforce and the growing need for IT
freelancers and IT consultants, companies
should be devoting more resources to
monitoring and adapting to the situation. But
studies show that under 10% of companies
today have fully developed processes capable
of dealing with the influx of IT freelancers,
part of this ”alternative workforce”. In addition,
IT freelancers are often only brought in as a
tactical measure to fill empty seats. While
this may seem like a great idea – at least in
the short term - today’s companies also need
to take a more strategic approach to the
changing workforce.
To acquire the right external resources
when the need arises, companies need to be
proactive. In the future, companies will be
forced to consider the acquisition of external
IT consultants and project workers as an
integral aspect of their overall recruitment
strategy.
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 CONSULTING PARTNERS – A STRATEGIC ALLIANCE
Any company that relies on qualified and competent IT specialists needs to make
strategic choices to keep up with the developments that are reshaping the current
and future workforce. Working more closely with partners who specialize in
connecting freelance resources with the needs of companies and their projects
should be one important aspect of this strategic approach, we believe.

We also believe that companies should form a strategic alliance with consulting
partners who have in-depth knowledge of their particular organization – who are
also at the forefront of the newest developments in the IT industry. A strategic
alliance with the right consulting partner allows companies to leverage the network
and expertise these partners bring to future projects, plans, and strategies, as well
as enabling them to provide support as the organization and its needs change.

A collaboration of this kind allows the consultancy partner to work proactively with
the company’s changing needs. And as a result, the consultancy can always match
the right consultant to the company’s specific situation.

Reactive TO Proactive
Strategic approach,
engaging in long-term
Tactical and partnerships to scale with
operational approach expert resources
to filling temporary
competence gaps Foreseeing needs for
roles and competences
”Something is on in connection with future
fire and we need an projects
expert who can help
us now” Aknowledge external IT
After failing to consultants as vital part
find permanent of the workforce strategy
employees, an external
consultant can be an Always at full capacity,
option able to meet market
demand

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7
 KEY BENEFITS OF
USING EXTERNAL IT
CONSULTANTS
It’s time to move beyond the limits of traditional ways of getting access to talent.
Today, more and more IT-intensive companies are utilizing an external IT workforce
to stay at the forefront of their industry and market. There are a variety of key drivers
and benefits to making a strategic decision to work with external consultants. Here
are some of the key benefits this approach brings to companies.

SCALABILITY AND FLEXIBILITY

Using external IT consultants increases flexibility. First of all, it provides functional
flexibility by enabling organizations to assign critical expert resources where they
are most needed and valued. It enables IT organizations to stay agile and change
as unforeseen challenges emerge; you can quickly scale up with in-demand expert
competences, either to fix a competence gap or simply to take advantage of an
opportunity. But by the same token, you can also scale down again just as quickly
when it makes more sense to focus elsewhere.

Some organizations find themselves busier during certain periods, or sometimes

they simply have vital projects which require urgent attention. In general, we find that
increasingly, IT-intensive companies require urgent access to new expert skills in
order not to stall projects and deliverables. This is where external IT consultants and
an external IT workforce provide the necessary flexibility and scalability to navigate
the challenges and demands of the market.

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It is the experience of senior
executives, that the external
workforce is able to improve
business performance.

EXPERTISE
It can be difficult to cover all necessary IT competences internally within an
organization by rely solely on permanent employees year-round. This is especially
true of IT organizations, where new technology, platforms, development languages
and methods are constantly emerging. Outside expertise is therefore often needed
to provide specialist competences for a particular need – either short-term or long-
term.

URGENCY AND SPEED

Your server is down. You are behind on the scheduled project plan. The Scrum team
is without a Scrum Master, or maybe you have found a gap in your IT security. There
are a lot of emergencies and tight spots that require immediate attention and an
experienced specialist to deal with the problem. And with an already busy schedule,
it can be difficult to allocate the necessary resources or to find the skills internally
within the organization.

In these situations, bringing an external IT consultant on board is the solution.

Experienced IT consultants are used to coming on board, addressing the core of the
problem, and delivering value from day one, which means they can quickly put out any
fires or at least mitigate the potential damage.

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 NEW PERSPECTIVE
If you are having trouble tackling a specific problem, you may simply need a
fresh perspective. Or you may have identified the cause of the problem but have
doubts about how best to solve it. Here as well, you will benefit from getting
another perspective from an ”outsider” – a specialist who can provide an objective
assessment and bring experience from similar cases into play. And who only has one
agenda: delivering value and quality to you as a client.

External IT consultants bring along a heavy toolbox full of knowhow and experience,
and there is always a consultant with the right profile to help with the specific
problems you are facing.

EMBEDDED COMPETENCES
As opposed to traditional outsourcing or even managed services, using externals
as part of your workforce means that your organization does not have to hand over
administration or ownership. Instead, the external expertise is embedded in the
organization, which gives you full control and ownership. It also allows you to use
externals for more business-critical projects that require a deep understanding of
and integration into your core processes.

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11
 DELIVERY
MODELS AND
CONSIDERATIONS
When working with external consultants, either
short-term or long-term, there are different delivery
models you can consider. In our opinion, this is not
an either/or choice: instead, it’s about being able to
take advantage of the delivery model which makes
the most sense in a given situation.

Definitions of delivery models and services can

vary. But in general, we divide delivery models into
two basic categories: time and material-based
consultancy services (staff augmentation), where
expert consultants join the current organizational
setup or team for a period of time; and managed
services, where a third party takes full control and
provides the necessary solution, support and/or
maintenance.

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THE CHOICE OF DELIVERY MODEL DEPENDS ON YOUR SITUATION
AND NEEDS
As a full-service consultancy, we think that both delivery models
have their merits. The choice really depends on the type of
assignments or projects at hand, in addition to the company’s
internal capabilities and setup. The table below highlights some of
the pros and cons of the two types of delivery model.

TIME AND MATERIAL BASED MANAGED SERVICES

CONSULTANTCY SERVICES (STAFF
AUGMENTATION)
PROS • Accessing a highly specialized
workforce who predominantly prefer
project-oriented work
• Rapid access to missing capabilities
and competences
• A highly scalable and agile service
• Price tied to an outcome which
equals guaranteed outcome
• Allows you to focus on core
business
• Accessing know-how within a
specific domain or area

• The organization maintain full control • Risk is assumed and managed by

the provider
• Engages with the organization as part
of the current teams and setup

• Simple and highly flexible contract

terms

• Transparent costs
CONS • No guaranteed outcome • Less agile and flexible

• All risk remain inhouse • Handing over control

• Risk of increasing administrative work

(if wrong supplier setup is chosen)

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 CHOOSING A PARTNER FOR YOUR JOURNEY
To take full advantage of external IT capabilities, you need
the right partner. Having a partner with the capabilities and
capacity to help and serve you depending on your unique
situation and need is vital. This not only offers you the
flexibility to get the right type of external assistance. It also
opens up the possibility to utilize your external partner on a
whole new level.

What the perfect consultancy

partner should be able to
offer you

IT specialists on time and

material basis Company mobility Managed services
(staff augmentation)

High quality services and IT expertise

The necessary capabilities to help the organization scale, while remaining agile and flexible
A long-term relationship
Understanding of your company’s goals, vision and setup
Extensive experience within your area and industry
The size and muscle to be there in the long run
Transparency across services and external workforce to give you the full overview
Freedom to focus on your core business and less administration

Offers transparent interface

for entire partnership

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Santander Consumer Bank

QUICK ACCESS TO THE IT CONSULTANTS

THAT MATCH OUR NEEDS
Testimonial: Flemming Kirkskov,
Head of IT Application Development Nordics, Santander Consumer Bank

At Santander Consumer Bank, we have made a strategic decision only to work with
suppliers who can provide IT consultants of the highest quality - both nearshore and
locally. ProData Consult falls into that category.

We have a strong and professional collaboration with ProData Consult. They know how
to deliver IT specialists who match our needs, and we get them quickly and efficiently -
whether it is local or nearshore.

Also, ProData Consult is responsible for delivering our nearshoring set up in Poland.
Both our facilities and, more importantly, the right consultants. Nearshoring is an
important element of our sourcing strategy. It enables us to have a high degree of
scalability due to the large volume of IT specialists in Poland. In addition, the prices are
very beneficial.

We come from a local set up, and since we started nearshoring, we have expanded it to
more countries in the Nordics. Today, we cover a wide range of IT roles and IT tasks in
Poland, and on our journey to achieving this, ProData Consult has played an essential
part.

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 We cover from A-Z within IT
Your access to high-end business
and IT consultants
Selection of consultant roles

Business
Program - & Project Manager Counselor Project Assistent
Business Developer Change Manager Analyst
Process Consultant Enterprise Architect Functional Consultant (SAP)
Business Consultant Test Manager Agile coach
Management Advisor Test Coordinator

Development/technical
Technical Project Manager Solution Architect Visual Designer / UX Consultant
Scrum Master Developer System Designer
Architect Web Developer Technical Consultant (SAP)
System Architect Mobile Developer Tester
Business Intelligence Consultant App Developer Technical Tester
Data Warehouse Consultant Database Specialist

Infrastructure
Infrastructure Project Manager Network Consultant Processes & Methods
Infrastructure Architect Security Consultant Support Consultant
Operations Consultant Database Administrator System Administrator

16 Request a consultant here: www.prodataconsult.com

Selection of IT competences

Technologies
.NET C/AL JavaScript Objective-C RPG VB/VB.NET
(AngularJS, jQuery,
ActionScript C++ Perl Ruby WCF
Node.js etc)
Active Directory Clojure PHP SAP ABAP Web Services
JSON
Ajax Cobol / Cobol II PL/1 SAS WinForms
LINQ
ASP Cognos PL/SQL Scala WPF
Lucene
ASP.NET Dart Delphi Powershell Solr X++
Matlab
ASP.NET MVC Groovy Python Spring XCode
Natural
Assembler HTML5/CSS3 QML SQL / T-SQL XMaL
NHibernate
C Informix 4GL Qt Swing XSLT
NoSQL
C# Java/J2EE React UML

Platforms/middleware
.NET Citrix iOS (iPhone) Microsoft Exchange SAP Portal
Server
Adobe CQ COM/COM+ Java/J2EE/J2SE SAS
Microsoft SharePoint
AIX Hadoop Linux Silverlight
Microsoft System
Android HP Quality Center Lotus Sitecore
Center Suite
Apache Hybris MacOS SunOS
Microsoft Windows
BizTalk IBM AS/400 Microsoft Azure Unix
Oracle E-BusinessSuite
BlackBerry OS IBM Mainframe Microsoft Business VMWare
Oracle WebCenter
Calypso IBM WebSphere Intelligence stack Weblogic
Ruby on Rails
(SSIS, SSRS, SSAS)
CICS Informatica Windows Phone
SAP NetWeaver
PowerCenter Microsoft Dynamics Xamarin

Methods
Agile Extreme Programming Lean Scrum Struktureret testing
ASAP IPMA ISTQB / ISEB PMI Six TOGAF
Automatiseret testing ISO-standarder Prince2 Sigma Unit test
BigData ITIL RUP SOA Use Cases
CMMI KANBAN SAFe SPICE V-Model

Databases
Access Firebird Lotus Domino Oracle Siebel
Adabas Informix Microsoft SQL Server Paradox Sybase
Cassandra Ingres Mongo DB PostgreSQL Unisys
DB2 Interbase MySQL Progress Wonderware

SAP
SAP SAP SCM SAP ABAP/4 SAP SD SAP QM
SAP CRM SAP NetWeaver (XI/PI, SAP Basis SAP MM SAP BW
BI, MI, EP, MDM, KW,
SAP SRM SAP CO SAP PM SAP WF
IdM, CE, WebAS)
SAP SEM SAP FI SAP PP SAP IS
SAP Portal
SAP PLM SAP HR SAP PS

... and 4000+ other competences 17

 LOOKING BEYOND
BORDERS
IT expertise does not have to be a scarce resource

More and more companies have trouble

acquiring IT talent, which slows down
projects, deliveries and ultimately the
growth of the business. But if your
company is imaginative and looks for
talent abroad, the solution is easy to find:
leveraging the skilled IT specialists in
neighboring regions.

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LACK OF IT RESOURCES IS A GROWING ISSUE
IN SCANDINAVIA AND NORTHERN EUROPE
Across Northern Europe, lack of access to
the right IT talent is increasingly becoming a
business inhibitor. In many of the markets we
operate in (Denmark, Sweden, Norway and
Holland), companies are struggling to scale.
Numbers reportet states that companies
are already experiencing a shortage of IT
specialists, and studies show that this will
remain a challenge in future.
THE LACK OF ACCESS TO TALENT IS
HURTING THE BOTTOM LINE
The lack of access to talent is particularly
obvious to IT executives, department
managers and project managers who struggle
to stretch resources and deliver the expected
projects, solutions and results. But there
are also clear negative consequences for
the entire business operation. For instance,
in Denmark and Norway respectively, 42.7%
and 46% of companies have either refused
an order, put market expansion plans on hold
or postponed development and innovation as
a direct consequence of the shortage of the
necessary IT competences. In Sweden this
also appears to be the biggest challenge to
continued growth in the digital sector.
In short: not having access to the necessary
IT competences and resources can seriously
hurt your bottom line.
RELUCTANCE TO LOOK ABROAD
Even though the challenge is growing and the
consequences are severe, we still find that
companies hesitate to look abroad, where
the pool of IT talent is actually increasing. For
some reason, looking beyond national borders
simply isn’t an option IT decision-makers
consider.
For instance, in Denmark and Norway
respectively, only 22.5% and 17% of the
companies that have unsuccessfully tried to
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 recruit IT resources have chosen to outsource
and/or move parts of the company abroad
(nearshoring or offshoring). And those
statistics may seem odd when the alternative
is to abandon development and orders. But
what makes companies so hesitant to look
abroad?
In relation to nearshoring, we find that the
major obstacle is a misconception of what it
takes to start tapping into the great potential
that is available just outside your country’s
borders. Many mistakenly assume that
nearshoring is a long and demanding process,
and that it takes a long time to begin reaping
the benefits.
But this is not necessarily the case. In fact,
with an established and professional supplier,
nearshoring is relatively simple. And it can
take as little as 30 to 45 days to get a team
ready to execute and deliver results.
MASSIVE VOLUME OF SOFTWARE
SPECIALISTS IN POLAND
Software specialists are in high demand
everywhere. Poland in particular can meet
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some of this demand, since there is a large
availability of competent software developers
here. More than 15,000 new Polish IT engineers
are educated every year, and they account for
10% of the total output of newly educated IT
engineers within the EU. The volume alone
is much greater compared to what we are
accustomed to in Scandinavia.
Poland is synonymous with IT competences
at the highest level, and being either an IT
engineer or software developer in Poland
comes with status and prestige. This also
means that the most talented and brightest
Polish youth choose a professional IT career
path. At the same time, there is a long
tradition of engineering and IT education at
the Polish universities, which means that their
degree programmes in these subjects are
currently among the best in Europe.
In addition, more and more international
companies, including leading banks, have
established themselves in Poland, which has
increased the number of experienced and
heavy-duty consultants. Polish IT consultants
are among the world’s absolute elite.
POLAND AS A NEARSHORING
DESTINATION
& POLISH CONSULTANS
WELL SCHOOLED
15,000 new Polish IT engineers graduate every
year.

QUALITY SOLUTIONS
Polish consultants understand how to create
quality solutions in compliance with Western/
Nordic standards.

A CULTURAL MATCH
The Polish mentality and culture is very
compatible with Holland and Scandinavia.

LANGUAGE SKILLS
The consultants in Poland have great English skills
– both written and verbal.

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 HOW TO HIRE EXTERNAL
CONSULTANTS
Here are a few useful tips on what to focus on when
hiring external consultants that will help you create a
more efficient process – and ultimately a better match.
WELL-DEFINED REQUIREMENTS ARE KEY
Getting your requirements clear is first.
Though it might seem like obvious advice, we
have observed that many companies tend to
treat this stage too lightly.
First, you have to achieve clarity within the
organization about what your needs are and
why they have emerged. When you have a clear
understanding of your needs, they are also
much easier to communicate – both to your
employees and to the supplier of consultants.
Put some effort into writing your request to
the supplier to make sure that you explain
what you need clearly and precisely.
We also recommend that you actively draw
on the supplier in the process of writing your
request. The more the supplier knows about
the project, the easier it is to find exactly
the right profile for your organization. In the
request, you should emphasize the description
of the project and the context around it. You
should also specify what competences and
area of expertise you want the consultant to
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have and what the status and objectives of the
project are.
For the supplier, the process is also about
making the project appear interesting to the
consultant, and a precise, detail-oriented
request is the best prerequisite for finding the
exact profile you need.
MEET THE CONSULTANT
The interview is an important part of the
process of finding a suitable consultant for
your project. In the interview, you have the
chance to assess whether the chemistry is
right, in addition to whether the consultant’s
competences match your expectations for the
project. Although a consultant might seem
like the right choice on paper, it is important
to make sure the candidate is a good match
in terms of personality and chemistry. While
much of the responsibility for finding the
right candidate lies with the supplier, the
interview is your chance to confirm that you
feel comfortable with the supplier’s choice of
consultant.
Your checklist to well-defined
requests
Assignment description: What characterizes the assignment. Explain
what problem the consultant should solve, in addition to the larger
context they will become a part of.

Competence requirements: What competences are vital for the

consultant to possess? Are there any methodologies or ways of working
the consultant should have experience with?

Organization and team: What is the team setup the consultant will
become a part of?

Language requirements

Urgency: When should the consultant be able to start?

Duration: How long do you expect the consultant to work on the

assignment?

Hours: How many hours per week are needed?

CV deadline: When do you want CVs on the consultants?

Interview method: How do you prefer to interview consultants?

Interview availability: When are you available for interviews?

Discuss your needs with your supplier: It is always a good idea to get
your supplier’s input on what information to include in the request. The
supplier will often be able to offer another perspective or challenge you,
which will ultimately result in a better match.

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 INCLUDE THE STAKEHOLDERS
During the interview, you can describe the
project in detail and introduce the key figures.
We recommend that you have relevant
stakeholders present at the interview – and in
fact, that you also involve them early on during
the process of writing the request. They have
concrete knowledge of your needs and what
it will take to meet them. Make use of this
knowledge from the beginning.
BE PREPARED
The consultant is aware that they are
expected to deliver from day one and to create
their own success. In other words, they are
used to hitting the ground running. However,
there are a few things you should remember to
prepare to help get the consultant settled in
quickly. Make sure to have electronic access
and equipment ready, know who will welcome
the consultant upon arrival, and how the
course of the first couple of days will be. We
also recommend that you give the consultant
access on equal terms as the permanent
staff so they can act as part of the team.
Prepare the employees and organization to
give the consultant the best foundation for
a successful start. This will also benefit your
organization in the long run.
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EVALUATE
Part of a successful relationship with an
external consultant is ensuring the consultant
completes and hands off the the project
properly. You should set aside time for the
consultant to hand over the project in a way
that prepares you to take over smoothly.
This also includes making sure everything is
documented and that there are no loose ends.
The evaluation is also your chance to assess
whether the objectives were realized and
whether your expectations were met.
USE THE SUPPLIER
When hiring an external consultant, you
should choose a supplier that understands
your organization inside and out and that
understands where you stand and where
you want to go. Consider the supplier a
collaborator, and be transparent and open
in your dialogue. This will give you the best
starting point for finding the right consultant
for your organization.
25
 SETTING YOUR
EXTERNAL
WORKFORCE UP FOR
SUCCESS
-- Onboarding new consultants

Expert IT consultants have the experience and skills to hit the ground
running and to deliver results from day one – this is their job. But if you
make a bit of an effort to pave the way for them, onboarding them fast and
efficiently, you can maximize the value they create. Here are a few tips to
help you onboard new external consultants to set them up for success.

GET RID OF FIRST-DAY TROUBLE

Enabling new consultants to hit the ground running is essential. A
successful onboarding for an external consultant rests on the ability to get
started right away. The mind-set of consultants is to make an impact from
day one. Getting off on the right foot is essential to their ability to do this.

So, avoiding first-day trouble is important, though it can seem like a

matter of simple practicalities. For example, giving the right permissions
and access to systems, making sure the right hardware is ready and other
practical matters.

SHARE THE BIG PICTURE

Though your external consultant might be part of the organization for
a limited amount of time, depending on contract period, sharing the
overall perspectives and strategies of your business is always important.
Understanding the full picture will help the consultant solve the problems
they have been brought on to help with.

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INTEGRATE THE CONSULTANT INTO THE
ORGANIZATION
Make sure the consultant is introduced to vital
stakeholders, team members and decision-
makers. Experienced consultants will be used
to navigating and succeeding in complex
organizations, but by giving them a more formal
introduction you will get a head start. The ‘Here
is your desk’ approach is not beneficial for
anybody.

In general, have an inclusive mind-set

throughout the engagement. Give the consultant
a good sense of your organizational culture.
Treat them as an integrated part of the company
throughout the contract, and make sure they
feel like a part of the team. In other words, good
onboarding goes beyond the first couple of
days. The skills, commitment and experience
an expert consultant brings will bring a much
higher return on investment if you avoid cutting
corners in the early phase. And good onboarding
is actually very simple.

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 PARTNER UP WITH
AN EXPERIENCED
SUPPLIER OF
CONSULTANTS
Today, companies are working hard to stay on top of their customers’ needs.
Their IT departments are - to a greater extent than ever before - confronted with
demands to become more agile, re-adjust faster, shorten time-to-market, and
provide continuous value to the business. Everything is in transition, and what we
know today is gone tomorrow. A situation like this requires a flexible and scalable
model for bringing competences and resources into your organization.

In our experience, the demand for a specific IT competence is often acute and
essential for the delivery of the solutions. We know what it takes to find and match
a company’s needs and situation with the right IT specialist fast and efficiently.
Bringing in external consultants allows your company to scale. If you are going
through a big transformation or have critical business projects in the pipeline, it is
crucial to have access to a large pool of qualified resources. This requires a partner
who can deliver when the need occurs.

At ProData Consult, our business is based on our ability to combine speed, quantity
and quality. This means that we can deliver expert consultants in immense
quantities and on short notice. That is what our clients expect. As an experienced
provider of consultants, we offer the scalability and flexibility that is necessary to
operate on a market and in situations which are constantly changing.

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29
 About us

Uncompromising is
business-as-usual to us
We specialize in matching high-end business and IT consultants with our clients’ needs for
specialist skillsets, and we have spent decades refining our ability to do just that. We serve our
clients not only by providing expert consultants locally on location, but also nearshore from one
of our nearshoring centers in Poland.

TRUSTED BY LEADING COMPANIES SINCE 1994

Today we work with some of the most renowned international companies and brands. We are
dedicated to providing second-to-none service without compromising an inch of our purpose:
To help clients with their business and IT needs by delivering uncompromising quality.

Since 1994, ProData Consult has been on an amazing journey, and today we are among the
leading providers in our segment in Northern Europe. We are headquartered in Copenhagen and
have branches in Sweden, Norway, Poland, the Netherlands and Germany.

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References and notes
• Global Human Capital Trends, Deloitte, 2019

• External workforce insights 2018 – How forces reshaping how work gets done
• IT-kompetensbristen – IT&telefomförtagen
• IKT Norges kompetanseundersøkelse 2017
• IT barometer 2018 + 2019 – IT-branchen Danmark
• IT i praksis - Rambøll
• Erhvervsstyrelsen Danmark.

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 Contact
Denmark Netherlands Poland
Info @prodata.dk Info @prodataconsult.nl Info @prodataconsult.pl
+45 43 43 1171 +31(0)70 750 85 01 +48 22 499 00 80

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