Technology Advisory.
Senior counsel on the technology and infrastructure decisions that move the enterprise: cloud and platform transformation, application modernization, data and analytics, AI adoption, and the cyber and balance-sheet risk that travels with them. For boards, CIOs, CTOs, CISOs, and CFOs.
Technology Advisory covers the major moves in an enterprise technology estate: cloud and platform migration, application modernization, data and analytics consolidation, and AI adoption. We lead these programs at a senior level, and we account for what each decision changes in the balance sheet, the regulatory posture, and the risk profile, the dimensions most technology engagements leave unaddressed.
Infrastructure is the core of the practice, and the depth extends across four lanes. Infrastructure: cloud migration from readiness assessment through landing-zone build to data-center decommissioning. Applications: modernization and replatforming at portfolio scale. Data and analytics: enterprise data migration and the executive-grade reporting that makes program status legible to the people funding it. Security: architecture and posture carried through active transformation by credentialed practitioners rather than assessed from outside.
The engagement operates on two levels: managing the transformation itself, and quantifying what each decision obligates, its effect on the income statement, the board's disclosure requirements. AI deployment, cloud migration, vendor concentration, ransomware exposure, and third-party platform dependency each carry financial and operational implications that most enterprises model only partially.
Our practitioners hold senior cloud platform certifications and engage at both the executive and architectural level, without a loss of fidelity in either direction. The deliverable is a defensible technology posture: one that withstands review by a regulator, a board, an incoming executive, or a buyer in diligence.
Infrastructure transformation is the core delivery capability of the practice. We lead it as a governed program across the full arc below, from the initial business case through to the decommissioning of what the new environment replaces, with each stage run as a managed workstream rather than a handoff between vendors.
| Stage | The hard part | What we deliver |
|---|---|---|
| Readiness & the business case | A case that survives board scrutiny, and is still standing at program close. | Current-state assessment, application and infrastructure inventory, target-state definition, and a multi-year cost-and-return case framed for executive approval. |
| Foundations | Building the platform deliberately before workloads force it into shape. | Target platform design and build, with identity, network, and security architecture established before the first workload moves. |
| Migration at scale | Moving the estate while the business keeps running on it. | Wave-planned migration of end-user computing, applications, and data, sequenced and governed as workstreams with named owners and a cadence that holds. |
| Modernization | Replatforming without ending up running two estates forever. | Application replatforming and refactoring, communications and platform consolidation, and rationalization of the data and reporting layer. |
| Exit & decommissioning | Actually leaving: the stage most programs defer and never finish. | Legacy retirement, facilities and managed-services exit, and the cost takeout that proves the original business case. |
Technology decisions are typically framed in technical terms a board cannot act on directly. This practice translates each exposure into the implication an executive committee evaluates, and the deliverable that resolves it.
| Technical exposure | Board / CFO implication | What we deliver |
|---|---|---|
| Ransomware & extortion | Balance-sheet loss exposure, business-interruption risk, insurability and renewal economics. | Quantified loss scenarios and the control improvements that move renewal pricing. |
| Enterprise AI deployment | Disclosure obligations, model and data governance gaps, regulatory and reputational exposure. | AI governance, risk, and disclosure structures with the operating-model layer that keeps them sustainable. |
| Cloud migration & modernization | Capital reallocation, vendor lock-in, resilience posture, and change to the risk profile. | End-to-end cloud transformation program management, from readiness assessment through decommissioning. |
| Vendor & third-party concentration | Single-points-of-failure, contractual exposure, and continuity risk at portfolio scale. | Concentration-risk assessment and the operational controls that contain it. |
| Technology in M&A | Hidden integration cost, post-close surprises, and value at risk in the deal thesis. | Pre-close technology and cyber diligence, with the integration risks that surface after close. |
A great many technology decisions are financial decisions that happen to be made by technologists. Build or buy, own or rent, cloud or co-location or on-premises, reserved capacity or on-demand. Each carries a cost structure that often goes unexamined until it shows up a year later as a bill nobody modeled. We bring financial analysis alongside the technical work so the architecture decision and its cost are considered together, while there is still a choice to make.
- Build vs. buy. Total cost of ownership across the full lifecycle rather than the purchase price alone, so the cost of carrying and maintaining what you build is on the table next to the cost of buying it.
- CAPEX vs. OPEX modeling. How an architecture choice lands on the balance sheet versus the P&L, and what that means for cash, capital planning, and the metrics the business is measured on, frequently the part of the decision that matters most and gets discussed least.
- Infrastructure scenario modeling. Cloud, co-location, and on-premises compared under the conditions that actually occur (growth, migration, repatriation), with the points where the economics cross over made explicit.
- AI cost & consumption modeling. The economics of AI workloads (token and inference consumption, training versus serving, reserved versus on-demand capacity), so the investment is sized against the value it is meant to create and the ongoing run-rate is understood before launch rather than after the first full quarter.
- Run-rate & spend analysis. Establish the real technology run-rate, identify where it is drifting, and put in place the cost discipline that keeps a modernized estate from inflating its own bill over time.
- Infrastructure & cloud transformation. End-to-end program leadership for cloud migration and platform consolidation. Cloud readiness assessment (Cloudamize), Azure Landing Zone build, EUC migration, UCaaS consolidation, and co-located data center decommissioning.
- Application modernization. Portfolio rationalization, replatforming and refactoring at scale, migration sequencing, and the decommissioning discipline that retires legacy estates instead of running them in parallel forever.
- Data, BI & analytics. Enterprise data migration at scale, platform consolidation, and executive-grade reporting: the KPI, benefit-realization, and portfolio dashboards that make a program legible at the board table.
- Security architecture & posture. Security carried through transformation rather than bolted on after: architecture decisions, control rationalization, and posture uplift designed into migration and modernization programs by credentialed practitioners.
- AI adoption & governance. Stand up enterprise AI deployment with the governance, risk, and disclosure structures around it, including the operating-model layer that keeps it sustainable.
- Cyber risk quantification. Translate cyber exposure into dollar terms the CFO and board can act on. Scenario modeling, loss projection, capital implications, and board-facing exposure dashboards instead of buried technical reporting.
- Third-party & vendor risk. Assess concentration risk, contractual exposure, and resilience implications of an enterprise's vendor ecosystem at portfolio scale.
- Technology M&A diligence. Pre-close technology and cyber risk diligence on strategic and PE-backed transactions, including the integration risks that tend to surface post-close.
- Board & executive advisory. Standing counsel to boards, audit committees, and CISOs on cyber posture, regulatory exposure, and operating-model design.