Infrastructure assessment & roadmap
I look for the problem
you can't see yet.
You called because something's wrong, or something's coming, and nobody in the building has time to figure out which. Remember that change that was made at 9PM on a Friday night? I spend two to six weeks finding out what's actually going on, then hand you a decision, not a deck.
The honest answer
Why not just run this through AI?
"Couldn't a model just read our docs and tell us what's wrong?"
It can read what's written down. Most of what's actually wrong with a company's infrastructure isn't. It's the workaround someone built during an outage two years ago and never mentioned again. It's the vendor contract that auto-renewed itself twice because nobody owns it anymore. It's the engineer who's known about a specific risk for eight months and has never once been asked directly. It's a ticket that was never entered.
Finding that takes a person in the room, following up on the thing someone almost said, noticing when a confident answer doesn't quite add up. That part doesn't scale, and it's the part that changes the outcome.
I'll use every tool available to move fast through the parts that are mechanical. The diagnosis itself isn't one of them.
The engagement
Hand me the problem. Get back a decision.
Every engagement runs the same four phases, in the same order, every time. You always know where you are and what's next.
Discovery
Weeks one thru threeInterviews, access, documentation, contracts. I learn how your environment actually runs, not how the diagram says it does.
Investigation
Heads-downDeep technical review, cost modeling, vendor and risk research. Quiet by design, this is where the real answer gets found.
Options report
The deliverableTwo or three viable paths, with real costs and real risks, plus the one I'd choose and why.
Readout & handoff
Then I leaveI walk your leadership through the decision, stay reachable for 30 days, and hand execution to your team or vendors.
What I bring to the assessment
I've spent over a decade spent on the operating side, not the sales side.
I've owned the infrastructure I'm now being asked to evaluate elsewhere, budget, vendors, audits, and all.
Built and rebuilt it, not just reviewed it
- AWS & Azure architecture and cost governance
- Network design and enterprise monitoring
- Identity, SSO, and Active Directory migrations
- M365 / Workspace tenant consolidations
Risk you can explain to a board, not just a scanner
- vCISO-level risk assessment & risk registers
- CIS and NIST framework mapping
- SOX 404B and GDPR compliance programs
- Security policy development & audit readiness
Process that survives contact with a real org
- ITIL-aligned service management
- Vendor management & SLA enforcement
- IT budgeting up to $3M, and the forecasting behind it
- Policy documentation that people actually follow
Change work, not steady-state maintenance
- Post-acquisition IT integration
- Due diligence & technical buyer conversations
- Office moves, platform migrations, rebrands
- Multi-site, multi-business-unit coordination
GL-2026-014 · CONFIDENTIAL
Infrastructure at a crossroads:
grow-ready vs. sale-ready
The report is the product
Built to be forwarded.
- Decision-ready, not a data dump.Written for the person who signs, and the board they answer to.
- Independent by design.I don't sell implementation work, so there's no incentive to recommend more of it than you need.
- Plain language throughout.If a page needs a glossary, it hasn't been written yet.
Ready when you are
Tell me what keep you up at night. That's usually where the real problem lives.
Fixed-fee engagements, 2–6 weeks, one decision-ready report. No retainer required to start the conversation.
Start the conversation
A few lines on what’s going on is enough to start. I’ll follow up to schedule a short call.