o6o International is strategy consulting with an implementation focus. Technology and go-to-market aren't just powerpoint slides and architectural drawings. They're real deliverables for real customers bringing in real revenue. Or they're not.
Hugh Sheehy — BE, MBA, CTO/CPO, ex-Google/Shell/HP.
Based in Dublin — working with clients across Ireland, the UK, Europe, and the United States.
Both want experienced judgment that connects the business and the
technology.
Both want someone who cares about getting it done more than anything.
You're small still, but you want senior strategy and technology judgment. You need it delivered with the focus and flexibility of someone who has been in your shoes. No nonsense. Just straight talk.
You've worked with major consultancies before. What you want now is someone on your side. Direct access to someone senior who can take uncertainty off your hands and turn it into deliverables.
Someone who does more than just make recommendations — they stay involved after
the recommendations are delivered, when the work has to get built. When push comes to shove.
“A strategy nobody implements is just an opinion with slides.”— The whole point of o6o International
The core of the work is getting technology, go-to-market, and commercial strategy all pointed at the same business plan — from the basics of your tech stack, to where AI genuinely belongs, to how you actually take it to market. Get any one of those out of step with the others and the plan doesn't survive contact with reality.
Make sure the technology roadmap actually serves the business strategy — not the other way around.
AI really is going to change the world in lots of industries. Get practical direction on stack decisions, architecture, and where AI genuinely helps — and where it's just noise.
Most strategy work stops at the deck. This doesn't — hands-on leadership to get the plan actually built. From suits to sleeves rolled up.
GTM isn't a launch-week afterthought — it's planned alongside the tech and the business case, not bolted on once the product's built.
Structuring teams and decision-making so the strategy survives first contact with the org chart. Here, more than anywhere, simple is better. And often harder. Before you even start, are you really ready to change?
Senior technology and product leadership on demand, for
companies that need the judgment before they need the headcount.
From "MVP" (whatever that needs to mean) to full scale systems, discuss what the business needs first.
Each engagement is shaped around the business problem, but these are the most common ways to begin.
For a leadership team that needs a clear view of what is working, what is getting in the way, and what deserves attention first.
You get: a concise assessment, agreed priorities, and a practical action plan.
The project needs: Serious initial conversations. Access to leadership and their teams. Access to data.
For a business making important architecture, platform, data, or AI choices without a shared basis for deciding.
You get: a sequenced roadmap tied to business value, investment, risk, and ownership.
The project needs: Business plan info and tech inventory. Access to leadership.
For a programme, product, or transformation that has lost momentum, clarity, or confidence across the leadership team.
You get: Straight answers. Clean stop/keep going recommendations. A route back to delivery.
The project needs: Forgiveness, or ruthlessness. Or both.
For a company that needs experienced technology or product leadership before a full-time executive hire makes sense.
You get: Another grown-up in the room. Input on the major decisions; tech/product; the team; suppliers. Clarity on roadmaps and execution.
The project needs: Flexibility. Trust. Clear communications.
Timings are indicative. Scope, pace, and deliverables are agreed before the work begins.
Focused discovery, clear judgment, and practical recommendations without unnecessary layers.
We work directly with clients. Communications are straight to the point of bluntness. After decisions are made, sleeves are rolled up.
Technology, AI, and go-to-market decisions are all judged by what they do for the business case — not for their own sake, and not based on anyone's personal preferences.
Recommendations are implemented. Powerpoint is not a deliverable.
Hugh races sailboats or kitesurfs when he's not untangling business or technology strategy —
same instinct for reading conditions and adjusting fast.
Read the OTIA interview on kitesurfing and goldsmithing.
Hugh leads o6o International. Initially an engineer in the world of offshore oil, he moved into telecom after completing his MBA at INSEAD, and from there into the internet. His career since has combined operating roles — including CTO, CPO, and other C-suite positions — with strategy, technology, product, and commercial leadership.
He has lived and worked across Europe and around the world, working at major international companies including Shell, Google, and Hewlett Packard, as well as founding multiple startups. He also spent several years in a boutique strategy consulting firm, mostly on jobs where the client had gotten frustrated with the big brand-name firms.
His experience spans internet, software, energy, telecom, and professional and financial services. He has worked in English, Dutch, Spanish, and French with clients across Ireland, the UK, Europe, Asia,and the US.
