The results,
without the logos

A manufacturer with several plants had bought four companies over fourteen years and never combined their systems. Nobody could explain how it all fit together.

We moved everything onto one core business system, shut down 31 systems they no longer needed, and rebuilt the internal team around three senior hires. Costs went down while output went up.

An investor was three weeks from signing. The whole growth story depended on one custom piece of software, and the one person who wrote it.

We found the software would need an expensive rebuild and that the business would stall if that one developer left. The buyer lowered the price and made both issues the first items on the post-deal plan.

A regulated lender had staff sharing logins, a network where one break-in could reach everything, and a regulator's exam coming up with old problems still unfixed.

We gave everyone their own access with only the permissions they need, split the network into protected sections, and automated the paperwork. They went into the exam with every prior issue closed.

Clinical staff at nine locations were losing hours every week to computers that didn't work and support tickets nobody closed.

We put every site on the same standard equipment, automated setup and updates, and assigned named engineers with promised response times. Support tickets dropped by half in six months.

A supplier handling Controlled Unclassified Information (CUI) needed to meet DFARS and CMMC requirements, but its files, email, and laptops were spread across systems that were never built to hold that data.

We moved CUI into a government-tenant Microsoft 365 environment, enforced the controls on every device instead of only writing them down, and automated the evidence collection. Onboarding a new engineer went from days of manual setup to a same-day, template-driven build.