Practice — Information Technology
IT Consulting
Vendor-neutral technology advice from people who spent years inside the platforms and carriers doing the selling. We assess what you are actually running, define requirements before anyone demos a product, price what you genuinely need, and stay through the cutover. Telecom expense management is one of the six lines of work below, not the whole practice.
When to call us
The usual triggers
- You are being sold a platform and have no neutral party to check the pitch against.
- Nobody can produce a current inventory of circuits, lines, licenses, or endpoints.
- Telecom and connectivity invoices have crept up for years without anyone auditing them.
- A contract is auto-renewing and you have weeks, not months, to decide.
- A migration is planned and there is no sequencing, rollback, or ownership plan.
- Systems accumulated through acquisitions or site openings now overlap and nobody owns the map.
What we do
Six lines of work
A full picture of what you are running: systems, circuits, licenses, contracts, integrations, and the gaps between what is documented and what is actually deployed. Almost every assessment surfaces services still being billed for sites that closed.
Requirements defined before products are considered, then a structured comparison of real options against those requirements — with total cost of ownership, switching costs, and contract terms modeled honestly rather than taken from the vendor’s slide.
Circuit and bandwidth sizing against actual utilization, redundancy and failover review across sites, and carrier diversity assessment. Written by people who have provisioned enterprise connectivity from the carrier side.
What belongs in cloud, what does not, and what the migration will actually cost once egress, licensing, and re-platforming are counted. Includes a staged plan rather than a lift-and-shift assumption.
A practical review of access control, endpoint coverage, backup and recovery, vendor access, and incident readiness — framed around the risks your operation actually carries and what a client, insurer, or contracting officer will ask you to demonstrate.
We represent your interests through the rollout: holding vendors to the statement of work, sequencing cutovers, validating that what was billed was delivered, and closing out the contracts you are leaving.
Sub-practice
Telecom Expense Management
Enterprise telecom billing is complex enough that overspend survives for years inside organizations with competent finance teams. It is not usually fraud — it is disconnected sites still billing, rate plans that never followed the contract, features nobody enabled, and circuits ordered for a project that ended in 2019. We know where it hides because we used to work on the side of the desk that sent the invoice.
Performance-based by design
Our TEM work is priced as a share of what we actually recover. If the audit finds nothing, you owe nothing for it. That alignment is the point: we only earn when your bill goes down, and we have no incentive to move you onto a service that pays us elsewhere — because nothing does.
Every line, circuit, and service reconciled against sites, contracts, and actual usage — typically the first complete inventory the organization has ever held.
Line-item review against contracted rates to surface billing errors, unapplied discounts, zombie services, and features being charged for but never used. Historical credits are pursued where the contract allows.
Terms, renewal windows, termination liability, and rate structures assessed before decisions get made under deadline pressure. We prepare the negotiation position; you keep the relationship.
Where a move genuinely saves money, we model the switching cost honestly — termination liability, install intervals, parallel-running period — and sequence the cutover so service never drops.
Recovered savings erode without maintenance. Continuing invoice review catches the creep, the new-site orders that never got the contracted rate, and the renewals approaching quietly.
Position
On vendor neutrality
We hold no reseller agreements, no partner tiers, and no commission arrangements with carriers, platforms, or integrators. When we recommend a vendor, our compensation does not change based on which one you choose.
That is worth stating plainly, because a large share of the technology advice available to mid-market and public-sector organizations is delivered by parties who are paid by the vendor being recommended. That arrangement is not necessarily dishonest, but you should know when you are inside it. With us, the only party paying us is you.
Questions
Straight answers
Both. We do not install hardware or write code, but we oversee implementation — holding vendors to the statement of work, sequencing cutovers, and verifying that what was delivered matches what was billed.
No, and it is a common arrangement. Your provider builds and runs the environment; we represent your side when decisions, contracts, and costs are on the table. We are not competing for the managed-services work.
Whatever records exist — contracts, invoices, a site list, an asset register if you have one. We can work from imperfect records; reconstructing the inventory is part of the job, not a prerequisite for it.
TEM is the one line priced as a share of verified recovered savings, agreed in writing before the audit starts. No recovery, no fee. The other five lines are quoted as fixed-fee scopes.
Next step
Start with what you are actually running.
Whether the question is a platform decision, a migration nobody has sequenced, or spend that has crept up for years, the first step is the same — an honest inventory. Bring us whatever records you have; reconstructing the rest is part of the job.