Thierry
Sayegh-Sauvage
Thirty years of technology leadership across large international groups. Trilingual FR/EN/IT · Paris.
Thierry Sayegh-Sauvage formalises, under the name Glossolalie Advisory, the experience gained over a thirty-year career across large international groups, twenty-five years of it in technology leadership roles on five continents, with P&L accountability exceeding $20M. His career spans Accenture Technology Consulting (Scandinavia/Baltics), Motorola, and RELX Group, where he held the roles of Senior Global Technology Director and VP Technology APAC.
He is the author of six governance frameworks: ECM™, PLCF™, VEGA™, TDG™, CORE™, and LEGATE™, an adaptation of the agent harness pattern. Together they address the disciplined stewardship of the divestiture, depreciation and structural ageing of technologies and of delegations.
His career was built at the intersection of enterprise architecture, AI governance, capital discipline and systemic risk management, across Europe, Scandinavia, the Middle East, Africa, Latin America, APAC and North America.
Career
The name, the concept, the reason for being
The word comes from the Greek: glōssa (tongue) and lalia (speech). Glossolalia designates the capacity to speak in a language that exceeds ordinary speech: an articulation that carries what common words cannot contain.
I chose this name deliberately. Organisations have urgent things to say: about their technical architecture, about their invisible systemic debt, about their unprovisioned regulatory exposure, about the gap between the strategy they announce and the capacity they actually possess. These truths are present in the data, in the contracts, in the backlogs. They remain unarticulated. For want of a common language between the board, management and technical teams.
This work consists of naming them in the form of instruments that the organisation can operate itself.
Organisations know what they cannot say. This work builds the language that makes it sayable.
What grounds the work
Four stable convictions, developed over thirty years of observing governance failures in large-scale organisations.
Precision before persuasion. Name the problem before proposing the solution.
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Instruments to operate
A framework nobody operates is a dead document. The value of a framework is measured by its capacity to be activated daily.
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Governance is an operational capability
Compliance sets the minimum that can be demanded, and governance begins beyond it. Organisations that treat governance as a reporting exercise never develop the decision-making capacity that effective oversight demands.
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Technology is a capital allocation decision first
Return, risk, depreciation horizon. Every architectural decision is a capital allocation decision. Treating technology otherwise leads to under-optimised portfolios and under-priced risk.
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Precision before persuasion
Name the problem before proposing the solution. Transformation rhetoric more often conceals diagnostic failures than it accelerates change.
Publications & Corpus
Two complementary outputs: a LinkedIn series of thirty-one articles for technology leaders, and a corpus of six governance frameworks with their documentary deliverables.
Publications
The Technology Leader's Compass: 31 articles on AI governance, leadership and transformation.
Corpus
ECM™ · PLCF™ · VEGA™ · TDG™ · CORE™ · LEGATE™: six technology governance frameworks with their documentary deliverables.
Discuss the work with its author
thierry@glossolalie.pro · LinkedIn: linkedin.com/in/thierrys
Write to the author