Nail down utterly and comprehensively the alignment of IT and business objectives. Stop being seen as a jargon-spouter; always speak in terms relevant to the business as a whole.

Strike up, develop and maintain relationships with key stakeholders – leaders within the business who can help further your cause.

Market the value and contribution of what it is you and your team do for the organisation. Encourage the idea that IT is a central resource, not a cost centre.

Help cut costs in other parts of the organisation: this can be a great way of underlining the usefulness of IT. But containing costs should not be your only priority.

Be lucky – in the sense of building trust and credibility, to the extent that when expansion opportunity comes along you are ideally placed to seize the day.