The Hybrid Technology Alliance
the HTA and the why of the Strategic Alliance?

Strategic alliances are agreements for cooperation or collaboration between our complementary businesses, with the ultimate result being a synergy where each party will benefit more from the alliance than from individual efforts alone – and serve our clients with a completely integrated approach to technology deployment.

By definition, a strategic alliance is an agreement between two or more parties to pursue a set of agreed upon objectives while remaining independent organizations,
This type of partnership falls between mergers and acquisitions and organic growth.

Overall, our strategic alliances allow each of our partner to pool resources while concentrating on their competitive advantage and simultaneously growing their respective businesses and together serving our clients though integrated and sustainable architectures at a lower cost.

How our Partners Benefit
from the HTA, Strategic Alliances

Our Businesses enter our alliances with resources the other alliance members are looking for. These resources include our complementary products, distribution channels, development capabilities, funding and intellectual property. Other benefits include knowledge and expertise transfer, economic specialization and shared expenses.

HTA – Knowledge and
Resource Sharing

Pooling our resources increases the attractiveness of all our partners. A knowledge share can include anything from our marketing skills to management to branding to our expansive technical know-how.

The combination of these shared resources increases the value of each partner in a way that is not possible when each business acts alone. Knowledge and resource sharing often increases our client speed to market, reduces operational complexity and increases cost efficiency, and these benefits are directly shared with our clients.

HTA – Opportunities
for Growth

Our businesses can only sustain and grow organically until they reach a certain ceiling, which is determined by operational and financial capacity.

This organic growth might not be sufficient to satisfy the strategic growth requirements of management or stakeholders, meaning that a business cannot grow and extend itself enough without the expertise and support of an external partner. We are Partners in the true 21st Century sense – this is a direct benefit to our global client market.

HTA – Access to
Target Markets

Entering a new market for both the HTA and our clients almost certainly involves overcoming localized risk and operational hurdles. Often, forming an alliance with an “on the ground” or local partner is the only way to enter a specific market.

This is especially true when entering developing countries or countries with limited experience dealing with foreign businesses. In the US we are client facing with US resources but can access global development talent not limited by diminished capabilities in the US or any one country.

HTA – Economies
of Scale

When companies pool their resources and allow each other to increase development and distribution capabilities, economies of scale can be achieved.

Forming strategic alliances within the HA, with the correct partner and developing effective executional strategies also allows smaller businesses to compete against larger competitors. This is all passed on directly as a benefit to our clients.

HTA – Market/
GeoPolitical Risk

Businesses looking to enter new markets minimize their exposure to market and political risk by entering strategic alliances with businesses in their target markets. This is because the local business will have experience in and understanding of local laws, customs and the cultural climate in the target market. This type of partnership generally works best when the partners’ portfolios complement, but do not compete, with each other.

Other advantages of entering the HTA strategic alliances include accessing new technologies, R&D resources and IP rights, diversifying products and services, improving material flow and product lifecycle times, making operations more agile and reducing overhead and administrative costs.

HTA – We ask Our Clients


Ability to meet performance expectations: Is your potential partner able to produce at a time and speed you are expecting, at a cost and efficiency that are attractive to you?

Clear goals: These are necessary before entering into any partnership. Costs, deadlines, project roadmaps and execution duties should all be laid out clearly. They must also be agreed upon before any work begins.

Partner compatibility and commitment to a long-term partnership: This is ultimately the most important part of a strategic alliance. Both sides must feel that they will receive a clear and definite benefit from the partnership. Without such a benefit, engaging in a strategic alliance is not advisable.

Engaging in the HTA strategic alliance allows each partner to learn from each other and develop competencies that can be more widely utilized elsewhere in standard business operations. Our clients see the benefit clearly from this process.

HTA – Our Client focused
Governance process


Corporate Governance is an area we generally discuss as regards how IT projects are prioritized and how these decisions are made.

Projects Governance flows from Corporate Decision making.

Data Governance and standards are discussed at the level of Architecture.

Security Governance refers to the Risk Framework equations and how the will be designed.

Blockchain Governance refers mostly to Private Blockchains which are permissioned. Public Blockchains are Permission-less and often have embedded access controls and do not require specific intervention of specific governance as this is mostly managed by the consensus algorithms.

With Us


(713) 705-3544


Central United States
Houston, Texas


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