Raz Tech Strategy
Helping Tech Executives Lead The Way
Helping Tech Executives Lead The Way
Transform your technology into the competitive edge that sets you apart.
I’m Shahar M. Raz. Since founding Raz Tech Strategy in 2006, I’ve partnered directly with tech executives and leaders to convert complex architecture choices and cloud investments into clear, board-level decisions. With three decades in tech, I act as an independent sounding-board—ensuring every roadmap, technology initiative and organisational change accelerates growth.
Strategic clarity — a north-star vision that aligns product, engineering and finance.
Operational confidence — actionable roadmaps that move from slide-deck to delivery.
Optimized investments — supporting your long-term business thesis.
Let’s connect on LinkedIn—or drop me a note if you’d like to explore how this approach could sharpen your next strategic move.
At Raz Tech Strategy, I work directly with executives and leadership teams to drive technology and strategy initiatives that create lasting business impact. I focus on selective engagements where decades of experience translate into meaningful, sustainable value — helping organizations make confident decisions, optimize spend, and build foundations for long-term success.
Some engagements are short and highly focused, designed to address a specific challenge or opportunity with precision. Others are tailored as longer-term partnerships, evolving with the organization’s needs and supporting leadership through periods of growth, change, or complexity.
Every engagement is designed to create a strategic "wow effect" — delivering the clarity, insight, and momentum that reshape how leadership approaches technology, investment, and growth.
Driving strategic alignment between cloud investments and business priorities to maximize value creation, unlock operational efficiencies, and build a resilient technology foundation. Identifying areas that require alignment or refinement, and working with teams across the organization to embed strategic direction into day-to-day execution. Developing long-term roadmaps that position organizations for growth, agility, and sustained competitive advantage.
Creating clarity and strategic direction during critical transitions — including mergers, acquisitions, divestitures, and high-growth expansions — by designing technology strategies that align with new business realities. Developing actionable roadmaps and immediate execution plans, and working across teams to ensure every effort is aligned with strategic objectives, enabling organizations to unlock value, integrate smoothly, and adjust effectively to the realities ahead.
Leading solution evaluations, alternative comparisons, and commercial negotiations to ensure vendor and provider engagements fully support the organization's technology and business strategies. Building overarching consumption strategies and aligning all external engagements with long-term goals, operational priorities, and financial discipline.
Serving as a trusted partner to C-level executives, providing independent, experience-driven insights to navigate complex decisions, challenge assumptions with an external perspective, and sharpen technology roadmaps — ensuring leadership choices are aligned with long-term business goals.
Advising leadership on building the right teams, controls, and processes to achieve sustainable cost excellence across cloud and IT environments. Instructing and mentoring FinOps leaders to ensure their work is fully aligned with business priorities, while helping finance, technology, product, and operational teams develop deeper cost-awareness — ensuring that cost management becomes a strategic enabler of long-term success.
I work with mid-sized to large companies that are seeking to enhance strategic clarity, strengthen operational efficiency, optimize technology spend, and accelerate executive decision-making.
Successful engagements share three key criteria:
If these criteria align with your current situation, we are likely to be a strong fit.
Note: My availability for Q2/2025 is fully committed. I am accepting new engagements for Q3/2025 and beyond.
Please note: I am not taking on new engagements during 2025. Any new requests will be added to my waiting list, with the earliest availability in January 2026. If you believe you urgently need my assistance, please reach out — I will do my best to accommodate on an exceptional basis.
I pioneered the field of cost optimization long before the term FinOps was coined— with tips and tricks I knew long before they became commoditized knowledge, trainings were commonly available, or so many tools were created. Working at the executive level I treat cost management as an important element of your technology strategy that should align with many other elements—not a checklist of generic best practices. Needless to say -I’m not a replacement for your FinOps consultants—in fact, I can help you recruit them, guide them and align them with your strategy, ensuring you extract maximum value from every dollar you invest in your FinOps practice.
Over the years, I’ve mentored many executives, leaders and engineers - out of which - dozens of FinOps professionals, helping them elevate their practice from tactical cost cutting to strategic value creation. I understand why sometimes even well-staffed FinOps teams fail, and I advise executives on exactly what skills are needed, and what to require of them so they provide the organization with what's needed.
I partner with organizations that are already familiar with common cost optimization practices—those with FinOps teams in place or under development—and are seeking strategic ways to make it work, with a mandate to collaborate at the C-level to drive real results. My engagements are reserved for organizations with multi-million-dollar cloud investments.
I know that many early-stage companies—though they may not yet have the structure or resources for a full-scale strategic engagement—can still gain enormous value from high-end consulting insight. I periodically open a limited slot for startups: a short, highly focused paid engagement designed to support critical phases and high-impact decisions.
Over the years I’ve partnered with numerous startups and entrepreneurs, and I’ve seen firsthand how a single early-stage decision can set the trajectory—positively or negatively—for years to come. My goal is to help founders make those pivotal choices with clarity and confidence.
If that’s where you are right now and you’d like to be considered for one of these slots, please contact me—letting me know why I should dedicate a slot to you—so I can check availability.
Giving back is woven into Raz Tech Strategy’s DNA—and it’s something I’m genuinely proud of. Over the years I’ve mentored through leading accelerator and industry programs, while also guiding companies and individual leaders one-on-one.
Every year I reserve a small number of pro bono mentoring slots for:
These places are extremely limited—awarded on fit and potential impact—and,
because of my limited availability, they require a full commitment from each mentee.
They’re intended for leaders who could see outsized impact from expert guidance
but cannot yet justify high-end consulting rates.
If you think such a path could accelerate your growth,
contact me with a clear and short outline of your challenge and why you believe I’m the
right mentor to help.
If you’re a vendor or provider, I’ll be happy to hear about your product, service, or solution—whatever you have to offer. However, I’m not interested in partnerships or reseller arrangements, as I wish to maintain complete independence from vendors and solution providers. Selling, reselling, or representing any third-party products or services is not part of my consulting business model. This is to guarantee that every recommendation I make is solely in my clients’ best interests.
I typically set aside specific time-slots for vendors who want to brief me on their offering. If you’d like one, please contact me with a concise overview of your product or service. Please note that I do not intend to introduce you to customers; any introductions are made only when they directly align with a structured process I’m running for a client—I prefer to avoid spamming them with the many products I encounter.
Additionally, please note that I generally do not schedule meetings with companies whose primary offering is workforce services, such as outsourced software development teams or staffing solutions, as this is outside the scope of my consulting services.