Technology Risk Advisory.
Senior counsel where security strategy meets the balance sheet. For boards, CISOs, CFOs, and risk officers navigating cyber, AI, and digital-platform exposure.
Boards and senior leaders need cyber and technology risk translated into the language the executive table actually uses: capital allocation, balance-sheet exposure, regulatory posture, and strategic optionality. We do that translation. Our practitioners hold deep credentials across cyber and information security and bring the underwriting and risk-transfer fluency that comes from years inside the insurance market.
Our work is rarely about the technology itself. It's about how technology decisions land on the income statement, what they obligate the board to disclose, what they shift in the insurance program, and how the operating model needs to evolve to absorb them. AI deployment, cloud migration, vendor concentration, ransomware exposure, third-party platform dependency — each carries financial and operational implications that most enterprises model partially, if at all.
We bring a practitioner's perspective from the cloud and infrastructure side, including major cloud platform certifications. The conversation moves from boardroom strategy to architectural reality and back without losing fidelity. Our deliverable is a defensible posture — one that stands up to a regulator, a board, a new CEO, or a buyer in diligence.
Most cyber and technology exposures are discussed in technical terms the board can't act on. Our work is the translation — turning each exposure into the implication the executive table actually weighs, and the deliverable that addresses 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, insurance program calibration, 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.
- Cyber risk quantification. Translate cyber exposure into dollar terms the CFO and board can act on. Scenario modeling, loss projection, capital implications.
- Cyber insurance strategy. Program design, market positioning, retention and limit calibration, and the operational improvements that materially shift renewal economics.
- Cloud transformation program management. End-to-end program management for cloud migration and modernization. Cloud readiness assessment (Cloudamize), Azure Landing Zone build, EUC migration, application transformation, UCaaS consolidation, and co-located data center decommissioning.
- AI governance. Stand up the governance, risk, and disclosure structures for enterprise AI deployment, including the operating-model layer that keeps it sustainable.
- 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.
- Production analytics for risk governance. Design and deploy production-level Power BI environments connected to SQL with automated refresh. Client-facing portfolio dashboards, vertical risk views, single-client deep dives. Used as a governance and visibility tool, not an internal-only dashboard.
- Board & executive advisory. Standing counsel to boards, audit committees, and CISOs on cyber posture, regulatory exposure, and operating-model design.