Two practice areas.
One trusted team.
Independent technical and operational consulting for private equity and M&A transactions, and vendor-neutral technology advisory for enterprise. Built on decades of hands-on executive experience in telecommunications and managed services.
- Technical diligence
- Post-merger integration
- Business intelligence
- Vendor-neutral reviews
- Network and security
- Cloud and managed IT
Two practice areas, one foundation of operational experience.
Due diligence, built for telecom and managed services.
We support private equity firms and service providers through technical, operational, and cybersecurity due diligence. We built our intelligence platform specifically for this work, leveraging deep telecom and managed services expertise to deliver clear, structured insights focused on the metrics that matter most to your investment decisions.
See the metrics that move the deal.
Our intelligence platform turns raw commission and revenue feeds into clear, structured insight: annualized run-rate, net revenue retention, revenue under contract, customer tenure, and forward book, all in one view. We built it for the diligence and operating questions investors actually ask.
Confidential client data, anonymized for display
A boutique advisory and consulting firm, built by operators.
A "boutique" advisory and consulting firm that specializes in telecommunications and managed service providers. Our team is made up of seasoned professionals with decades of experience in executive and leadership roles.
Investors and operators
- Private equity firms
- Investment banks
- Service providers
Technical, operational, and product due diligence; we evaluate risk and opportunity in a potential investment, then help develop and execute the growth strategy after close.
Technology decision-makers
- Mid-market companies
- Enterprise companies
Independent technology assessments across phone systems, call centers, internet access, SD-WAN, managed firewalls, and cybersecurity, drawn from a curated partner network.
Why T Advisors?
Our strength comes from the roles and projects we have actually run. We take a hands-on approach with every client, and we are committed to personalized, actionable advice. Whether you are looking to invest, buy, sell, or grow your business, or simply want a clearer understanding of your technology infrastructure, we partner with your team to navigate the process and deliver impactful solutions and knowledgeable advice.
Independent and unbiased
No vendor ownership or referral arrangements.
Principal-led delivery
Both managing members engage directly on every engagement.
Practitioners, not theorists
COO, CTO, and engineering roles we held before we advised on them.
Depth that institutional clients rely on.
Choose the engagement that fits your need.
Consulting Group
Independent technical and operational due diligence. We surface risk, validate the investment thesis, and lead post-close integration.
- Technical, operational, and product due diligence
- Post M&A integration across people, process, and technology
- Business engineering and process redesign
- Interim executive leadership for COO, CTO, and IT roles
- End-to-end project management
Advisory Group
Vendor-neutral technology assessments. We evaluate the current stack, identify gaps, and recommend the right solutions from a curated partner network.
- VoIP, UCaaS, and contact center solutions
- Internet access and SD-WAN design
- Information security assessments and managed security
- Cloud services and infrastructure virtualization
- Managed services and IT helpdesk outsourcing
With T Advisors, the engagement is built differently.
Independent. No vendor ownership or referral arrangements.
Recommendations shaped by vendor relationships and referral fees.
Principals run the engagement end to end.
Work delegated to rotating junior staff.
Operators who have held COO, CTO, and engineering roles.
Frameworks applied by theorists without operating experience.
Built for private equity, investment banking, and M&A timelines.
Broad, multi-month scope that misses telecom and MSP nuance.
Trusted across telecom and managed services.
A selection of organizations we have had the privilege of serving, from the private equity sponsors who rely on our diligence to the service providers we partner with.
Private equity firms and acquirers
A few of the investment firms that hire us to run independent technical, operational, and cybersecurity due diligence on their transactions.
Operators, carriers, and MSPs
Telecom and managed services businesses that have invited us into their platforms, integrations, and transitions.
A curated partner network behind every advisory engagement.
Advisory recommendations draw on a vetted network of technology providers. We stay vendor-neutral; the network exists to deliver the right solution, not a preferred one.
Evaluating a transaction, or assessing your stack?
Tell us about the engagement. Our team responds within one business day, and every conversation is confidential.
A boutique firm built by operators.
T Advisors is a boutique advisory and consulting firm that specializes in telecommunications and managed service providers. Our team is made up of seasoned professionals with decades of experience in executive and leadership roles.
Hands-on, by design.
Our strength is derived from previous roles and projects. We take a hands-on approach with our clients and stay committed to personalized, actionable advice.
If your company or firm is looking to invest, buy, sell, or grow, or simply wants a clearer understanding of its technology infrastructure, we partner with your team to provide impactful solutions and knowledgeable advice.
Two audiences, one team.
Advisory delivers technology assessments for mid-market and enterprise companies.
Consulting delivers technical, operational, and product due diligence for private equity firms, investment banks, and service providers.
Experience a generalist firm cannot replicate.
Practitioners, not theorists
Our principals have held the executive roles they now advise on. Every assessment reflects direct operational experience.
Independent and unbiased
No ownership or financial arrangement with any vendor. Every recommendation is driven by what is right for the client.
Built for institutional clients
Structured for private equity, investment banks, and enterprises where precision, confidentiality, and speed are non-negotiable.
Telecom and MSP depth
A specialized sector with nuanced economics and integration complexity that generalist consultants consistently underestimate.
Principal-led, always
Both principals engage directly on client work. There is no delegation to junior staff on T Advisors engagements.
Fast, confidential delivery
Independent third-party analysis delivered on transaction timelines. The NewSpring diligence was completed within two weeks.
The principals behind every engagement.
Both principals engage directly on client work. There is no delegation to junior staff on T Advisors engagements.
Andrew Silber
Seasoned technology executive with deep expertise in telecommunications, managed services, and enterprise technology strategy. Decades of C-suite experience leading complex transformations for PE-backed and publicly traded telecom operators.
Andrew has guided organizations through platform modernization, post-merger integration, and operational turnarounds, aligning engineering, product, and go-to-market teams around measurable outcomes. He has advised private equity sponsors and management teams on technical and operational diligence across UCaaS, CCaaS, and managed services platforms.
His work translates complex infrastructure realities into clear, decision-ready guidance, helping investors and operators understand both the risks and the opportunities embedded in a transaction.
Martin J. Rodriguez
Experienced operator in telecom, M&A integration, and OSS/BSS platforms. Proven track record scaling service provider businesses post-acquisition with precision execution and cross-functional leadership across engineering, product, and operations.
Martin has led the integration of acquired companies into unified, scalable operations, built OSS/BSS and provisioning systems from the ground up, and modernized network and infrastructure footprints for regional and national carriers.
He partners directly with investors and management teams on technical, operational, and product due diligence, with a focus on the metrics and key-person risks that most often shape an investment decision.
Two practices. Ten disciplines.
The Consulting Group reduces transaction risk and improves integration outcomes. The Advisory Group gives technology leaders objective, vendor-neutral guidance. Select a practice to explore its disciplines.
For investors and acquirers.
Five disciplines designed to reduce transaction risk, improve integration outcomes, and drive measurable operational improvement.
Due Diligence
Independent assessment of technical, operational, and product dimensions for private equity, investment banking, and M&A.
View detailsPost M&A Integration
People, process, and technology integration following an acquisition, spanning strategy, reorganization, and EBITDA optimization.
View detailsBusiness Engineering
Operations optimization, process innovation, scalability design, systems integration, and automation to improve measurable efficiency.
View detailsInterim Leadership
Interim executive placement for COO, CTO, engineering, IT, product, and strategy roles, with mentoring for incoming permanent leaders.
View detailsProject Management
End-to-end management of highly complex technical and operational projects, delivered on time, within budget, and to stakeholder satisfaction.
View detailsStart an engagement
Evaluating an acquisition or planning a post-close integration? Tell us about the transaction and timeline.
For technology decision-makers.
Five advisory areas where T Advisors provides objective, vendor-neutral guidance drawn from a curated network of technology partners.
VoIP Services
Virtual phone systems, call center solutions, POTS line replacement, and remote and hybrid collaboration tools for modern workforces.
View detailsInternet Access
Broadband access via cable, fiber, or cellular. SD-WAN across multiple connections with backup failover for business continuity.
View detailsInfo Security
Business continuity and disaster recovery, penetration testing, intrusion detection, DDoS mitigation, ransomware protection, and endpoint management.
View detailsCloud Services
Server, network, and infrastructure virtualization. Datacenter colocation and data storage for growing and distributed enterprises.
View detailsManaged Services
Managed firewall, remote IT helpdesk, and full or partial outsourcing of IT functions to a qualified third-party service provider.
View detailsRequest an assessment
Want a clearer picture of your technology stack and where it can improve? We start with a structured assessment.
A clear path from question to recommendation.
Scoping and access
Align on the question behind the engagement, the timeline, and the access required. Confidential from the first conversation.
Independent assessment
Principals conduct the technical, operational, and product review directly, working hands-on with leadership and the existing stack.
Findings and recommendations
An unbiased third-party deliverable: risks, opportunities, and prioritized recommendations mapped to your goals and thesis.
Execution support
Where needed, we stay on through post-close integration, interim leadership, or project delivery, keeping customers agnostic to the change.
Due Diligence: Operations, Technology and Product.
Growing by acquisition is one way to increase your revenue, but it is not an easy endeavor. Every acquisition is different, and there is no cookie-cutter approach to integrating companies.
A disciplined assessment of people, process, and technology.
M&A teams typically direct the majority of their diligence toward legal and financial matters, while the technical and operational condition of the target receives comparatively limited scrutiny. Those areas frequently determine whether an acquisition performs as underwritten.
For private equity firms, investment banks, and acquirers, engaging a team capable of rigorous technical, operational, and product due diligence is essential to managing transaction risk. T Advisors also prepares companies in advance of a sale or merger, so they enter the process from a position of strength.
People
- Is the appropriate leadership and technical team in place
- The efficiency of the company's operations
- Whether top talent can take time off without disruption to the company
- Compensation levels of key employees
- The extent to which employees wear multiple hats
- Whether employees are overwhelmed or underworked
Process
- Whether the company has well-documented technical tribal knowledge
- The efficiency of the company's operations
- Whether they are adaptable and compatible for post M&A integration
- Whether the company manages by numbers or operational metrics
- The level of visibility and accountability across the organization
- The existence and effectiveness of information security policies
Technology
- The effectiveness of the company's technology usage
- The scalability of the company's technology for expected growth levels
- The existence and value of any intellectual property
- Redundancy of the company's technology with the acquirer
- The availability and geographical redundancy of the company's systems
- Whether their technology implementation and operation can run at lower cost
Why due diligence on operations, technology, and product?
Identifying technical risks: Technical due diligence helps identify any potential technical risks associated with the target company's products, services, technology, and infrastructure. This includes assessing the scalability, reliability, and security of the technology, as well as compliance with industry regulations.
Assessing the target company's capabilities: Technical due diligence can provide insight into the target company's capabilities, including their technology stack, development processes, and intellectual property. This information can be used to identify potential synergies and inform integration planning.
Evaluating the target company: Assessing the target company's technology, development processes, and intellectual property can provide insight into the company's future growth potential and revenue streams.
Identifying areas for improvement: Technical due diligence can identify areas for improvement within the target company, such as outdated technology or processes, which can be addressed before or after the acquisition.
Making informed decisions: Technical due diligence helps the acquiring company make informed decisions by providing a comprehensive understanding of the target company's technology and operations.
A company can benefit from technical and operational due diligence when preparing for M&A by identifying potential issues or risks associated with the target company's technology, operations, and infrastructure. This can include evaluating the target company's product or service offerings, assessing the scalability and reliability of their technology, and examining their compliance with industry regulations.
By identifying these issues early, a company can negotiate more favorable terms or even walk away from the deal if the risks are deemed too great. Technical and operational due diligence also helps the acquiring company understand the target company's capabilities and potential synergies, which informs the integration planning process and helps ensure a smooth transition post-acquisition.
Identifying operational risks: Operational due diligence helps identify potential operational risks associated with the target company, such as inefficiencies, compliance issues, or financial mismanagement. This can include evaluating the target company's financial performance, organizational structure, and business processes.
Assessing the target company's operations: Operational due diligence can provide insight into the target company's operations, including their systems, infrastructure, and processes. This information can be used to identify potential synergies and inform integration planning.
Evaluating the target company's management: Operational due diligence can evaluate the target company's management team, including their experience, leadership skills, and track record, helping the acquiring company determine if the team is a good fit post-acquisition.
Identifying areas for improvement: Operational due diligence can identify areas for improvement within the target company, such as inefficiencies or compliance issues, which can be addressed before or after the acquisition.
Making informed decisions: Operational due diligence helps the acquiring company make informed decisions by providing a comprehensive understanding of the target company's operations and management.
The full Consulting Group practice.
Five disciplines that carry an investment from diligence through integration, growth, and delivery.
Due Diligence
- Technical
- Operations
- Product
- Private equity, investment banking, and M&A
Post M&A Integration
- People, process, and technology
- Strategy, reorganization, and optimization
- Increased EBITDA
Business Engineering
- Operations optimization
- Process innovation, design and implementation
- Scalability and flexibility
- Increased efficiency
- Systems integration
- Process automation
Interim Leadership
- Interim executive leadership to temporarily fill vacancies
- A pool of consultants with varied, extensive industry backgrounds
- COO, CTO, engineering, IT, software development, product, and strategy
- Mentoring upcoming leaders to adapt to new roles
Project Management
- Managing highly complex technical and operational projects
- Technical, operational, and product implementations
- Delivered on time, within budget, and to the satisfaction of all stakeholders
Some of our consulting projects.
Led the migration of a telecom service provider from a self-hosted VoIP platform to a PaaS model, letting the client focus on selling instead of network and infrastructure issues.
Led the technical due diligence to acquire two managed service providers, then their integration into one profitable, scalable company.
Integrated 100+ operational roles while maintaining the existing customer base and revenue stability throughout the process.
Maintained business continuity while leading a team through the launch and implementation of a homegrown OSS/BSS platform, keeping customers agnostic to the change.
Implemented a knowledge management wiki and drove company-wide adoption, improving cross-training and lowering mean time to repair.
Developed middleware to integrate four wireless carriers into a single, centralized provisioning and billing platform.
Technical and operational due diligence.
Independent technical diligence for a 100th portfolio investment.
NewSpring Capital, an investment firm founded in 1999, needed an independent technical assessment of Star2Star Communications, a Florida-based unified communications firm, before adding it as their 100th portfolio company.
Their professionalism, backgrounds, and deep knowledge of telecommunications provided our firm with well-rounded technical due diligence analysis that was key in our decision-making process.Marc LedermanGeneral Partner, NewSpring Capital
Challenge
Evaluate the target's technical risks, costs, growth opportunities, team capability, technology, and processes ahead of the investment decision.
What we did
Technical evaluation of current and proposed infrastructure, engineering management assessment, product roadmap and competitive review, and an IP and human capital assessment.
Outcome
Delivered an in-depth, independent third-party analysis within two weeks, surfacing risks and opportunities that informed the investment decision.
More case studies.
A glimpse of recent diligence and consulting engagements. Client and sponsor names are withheld per confidentiality.
Identify and assess key functional competencies and business capabilities of a maturing telecom product company. Evaluate scalability, certifications, vendor relationships, IP, and customer experience ahead of an acquirer's strategic decision.
Engaged the management team in multiple sessions across software, hardware, service delivery, business and sales, product, and technical support. Reviewed architecture, pricing, change management, third-party integration, compliance, NOC organization, R&D, and a partner-channel relationship.
Validated a maturing company with seasoned management and a clear strategy for systems, sales, and scale. Mapped opportunities, threats, and integration considerations to the acquirer's overall strategy and gave a recommendation on fit.
Evaluate revenue-generating products and services, scalability, geographic redundancy, network strengths, information security, data protection, business continuity and disaster recovery, certifications, change management, and third-party integration before a sponsor's investment decision.
Virtual sessions with the executive and senior management team. Assessed call control, session border controllers, network backup strategy, a distributed data center footprint, automated attendants and contact center options, monitoring and alerting, and an IP-fax platform engineered for HIPAA. Reviewed an offshore software team and two recent acquisitions.
Confirmed a mature, well-led platform with strong technical and operational foundations and a clear growth strategy. Recommended a project management overlay to align ongoing initiatives, and surfaced the opportunities embedded in the bilateral US / international expansion.
Assess functional competencies and business capabilities at a pivotal moment and recommend the transformations required to evolve the company into a nationwide MSP, including corporate alignment, operating model, data integrity, and operational maturity.
70+ remote meetings with 40+ executive leaders across product, sales, account management, solutions architecture, finance, network operations, operations, strategic initiatives, HR, training and knowledge management, vendor management, and marketing. Mapped a strategy realignment around foundational projects, MSP transition, data integrity, and account management.
Delivered a roadmap covering process documentation and automation, systems integration, data integrity, MSP transition, and human resource overhaul, with a department-by-department analysis and concentrated breakouts for the most critical foundational initiatives.
Deliver an objective, technically grounded diligence to inform an investor's decision, with the added complexity of an existing portfolio company on a different telecom stack. Assess platform implementation, infrastructure, redundancy and disaster recovery, cybersecurity, operational maturity, key-person dependencies, AI roadmap, third-party vendors, and business systems.
16 structured sessions over four weeks across nine technical domains. Reviewed an offshore operation, AI strategy and systems integration, the existing portfolio company's platform, and a structured comparison of three competing UCaaS/CCaaS platforms with an AI capability gap analysis.
Found a technically credible operator with deliberate, twenty-year engineering decisions and a workable operating model. Flagged founder-led knowledge concentration as the central institutional risk, surfaced two items requiring resolution pre-close, and delivered a structured platform consolidation recommendation for the acquirer.
Assess the current state of operations, infrastructure, network security, sales and account management, product strategy, customer support, automation, billing, and field services for a long-standing regional carrier. Recommend a path that improves retention while expanding the addressable product set.
Reviewed leadership and corporate structure, dual data center infrastructure on a NetSapiens UCaaS stack, edge firewall and DDoS posture, sales pipeline and CRM tooling, white-label product options, customer support and training, project management, billing, IT, and process automation.
Identified SIP registration redundancy and disaster-recovery test gaps as the highest-priority infrastructure risks. Delivered a product-and-operations roadmap covering platform redundancy, security posture, white-label packaging, sales and account management upgrades, and operational automation, with a hybrid channel strategy for sustained UCaaS growth.
Bring the same depth to your transaction or technology decision.
Tell us about the engagement. Confidential. Principal-led. Typical response within one business day.
Let's discuss your next engagement.
Whether you are evaluating an acquisition, seeking a technology assessment, or planning a post-close integration, our team responds promptly. All engagements are treated as confidential.
Tell us about the engagement
Confidential. Typical response within one business day.
Phone
+1 (305) 209-6877Confidentiality
Every engagement, and every conversation that precedes one, is treated as confidential.
Due Diligence
Independent technical, operational, and product diligence for private equity, investment banking, and M&A transactions, delivered on transaction timelines.
We give investors and acquirers an unbiased third-party view of the technology, the team, and the operational realities behind the deal. Every engagement is run directly by the principals, so the questions we ask, and the ones we know to ask next, come from people who have held the executive roles being evaluated.
On the technical side, we evaluate current and proposed infrastructure, engineering management depth, the product portfolio and competitive roadmap, and the existence and value of intellectual property. On the operational side, we look at the company's ability to function under pressure, how it manages by numbers, and how its information security posture stands up.
Findings are organized to map directly to the investment thesis: what is real, what is risk, what is opportunity, and what changes the diligence implies for the post-close plan.
What this looks like in practice
- Technical evaluation of current and proposed infrastructure
- Engineering management and team capability assessment
- Product, IP, and competitive roadmap review
- Operational and information-security posture
- Findings mapped to the investment thesis
- Independent third-party deliverable, NDA from day one
Track record. In the NewSpring Capital engagement we delivered the technical diligence within two weeks ahead of the firm's 100th portfolio investment.
Other Consulting Group disciplines
Post M&A Integration
People, process, and technology integration after the close, structured to protect customers, retain talent, and unlock the EBITDA case.
Acquisitions are unique. Generic integration playbooks fall apart on contact with real customers and real engineers. Our work begins from the diligence findings (or a fresh assessment if we did not run the diligence) and turns them into a concrete integration plan with owners, dates, and success criteria.
We focus on the three places integrations fail: people (who needs to stay, who needs to land somewhere, who needs to lead), process (what one set of operations looks like, and how to get there without customer disruption), and technology (which platforms win, which sunset, and how to migrate without breaking SLAs).
Where we have led these efforts before, we have kept customer bases stable through cutovers, integrated 100+ operational roles into a single org, and brought OSS and BSS platforms online with the customer agnostic to the change.
What this looks like in practice
- Integration plan tied directly to the deal thesis
- People strategy: leadership, retention, reorganization
- One process target state and a no-disruption migration plan
- Technology rationalization with SLA-aware cutovers
- EBITDA tracking against the integration plan
- Customers stay agnostic to the operational change
Track record. On one engagement we integrated 100+ operational roles while maintaining the existing customer base and revenue stability throughout.
Other Consulting Group disciplines
Business Engineering
Operations optimization, process innovation, scalability design, systems integration, and automation, measured by what they actually move.
Business engineering is what we call the work of rebuilding a company's operating model so it can grow without breaking. It starts with a clear picture of the current state and ends with measurable changes in efficiency, capacity, or customer outcomes.
We design processes that scale and instrument them with the right metrics, integrate systems that should have been talking to each other for years, and automate the parts of the operation that should never have been manual. The goal is fewer heroes and more dependable execution.
This work is often the missing middle between strategy and execution: not a slide deck, not a single project, but the operational redesign that makes the strategy possible.
What this looks like in practice
- Operations optimization with measurable KPIs
- Process redesign for scale and quality
- Systems integration across OSS, BSS, CRM, and finance
- Process automation where manual work breaks
- Operational metrics, dashboards, and accountability
- Implementation, not just recommendations
Track record. We implemented a knowledge management wiki and drove company-wide adoption, lowering mean time to repair across a telecom operation.
Other Consulting Group disciplines
Interim Leadership
Senior executives placed into operating seats while the company runs a permanent search or stabilizes a critical function.
Sometimes the right answer is not a consultant, it is a leader. Our principals and a curated network of senior operators step into COO, CTO, head of engineering, IT, product, or strategy seats to keep the company moving while the permanent hire is found.
We do not just fill a chair. The interim leader runs the function, hires and develops the team, and prepares a real handoff document and a successful relationship with the permanent leader who eventually arrives.
Engagements range from a few months of stabilization through a full permanent search, and end the same way: with a stronger function than we found and a leader set up to win.
What this looks like in practice
- COO, CTO, head of engineering, IT, product, and strategy roles
- Operating leadership, not advisory only
- Hiring, development, and team stabilization
- Mentoring for the incoming permanent leader
- Clear handoff document on exit
- Available for confidential placements
Track record. Our consultants bring varied executive backgrounds across COO, CTO, engineering, IT, software development, product, and strategy roles.
Other Consulting Group disciplines
Project Management
End-to-end management of complex technical and operational projects: on time, within budget, and to the satisfaction of all stakeholders.
We run projects that touch the engine of the business: OSS and BSS platforms, post-close integrations, large carrier migrations, knowledge and tooling rollouts, multi-vendor middleware. The kind of work where executive attention is required and a missed milestone costs revenue.
Our project management is opinionated. We define the success criteria in writing, set up the operating cadence, and run the program against it. We bring the technical fluency to ask the right questions in the room, so stakeholders are confident the program is being run, not just reported on.
Outcomes we have delivered include VoIP platform migrations from self-hosted to PaaS, middleware that consolidates multiple wireless carriers into one provisioning and billing platform, and homegrown OSS/BSS launches without customer-visible disruption.
What this looks like in practice
- Defined success criteria and operating cadence
- Technical PMs who understand the work, not just the schedule
- Multi-vendor, multi-team programs
- Risk and dependency management across functions
- Status that executives can trust
- Track record of complex programs delivered
Track record. We led a telecom service provider's migration from a self-hosted VoIP platform to a PaaS model, letting the client focus on selling rather than infrastructure.
Other Consulting Group disciplines
VoIP Services
Virtual phone systems, call center solutions, POTS replacement, and the collaboration tools that hybrid teams actually live in.
Voice has quietly become one of the most complex parts of an enterprise stack. Cloud PBX, UCaaS, contact center, POTS replacement, and integrations with CRM and ticketing tools all live in the same conversation. We help clients map their actual needs against what each vendor really does well.
Because we are vendor-neutral, our recommendations are driven by call patterns, integration requirements, regulatory constraints, and total cost, not by who pays the largest referral. When the picture is complex (multi-site, multi-country, contact center with WFM, or strict compliance) we are useful precisely because we can compare like-for-like across the partner network.
We do not just recommend. We support the procurement, the migration plan, and the bring-up, so the technology assessment translates into a working phone system.
What this looks like in practice
- Virtual phone systems and cloud PBX
- Call center and contact center solutions
- POTS line replacement at scale
- Remote and hybrid collaboration platforms
- Integrations with CRM, ticketing, and identity
- Vendor-neutral procurement support
Track record. Our advisory partner network includes RingCentral, Nextiva, Five9, Zoom, Dialpad, CallTower, Sangoma, Microsoft Teams, and many more.
Other Advisory Group disciplines
Internet Access
Broadband access via cable, fiber, or cellular, with SD-WAN across multiple connections and backup failover that actually fails over.
Connectivity is the floor under every other service. We work with clients to design the right primary, secondary, and out-of-band access for each site, against real bandwidth needs and real risk tolerance.
Where SD-WAN is the right fit (multi-site, latency-sensitive applications, cloud-heavy traffic) we design the topology, recommend the right vendor, and validate the failover behavior against actual scenarios. Where it is not, we say so.
We also keep our clients honest on cost: legacy circuits live forever inside enterprises long after they should. A clean inventory and a market-priced redesign is often where the engagement begins.
What this looks like in practice
- Broadband internet via cable, fiber, and cellular
- SD-WAN topology and vendor selection
- Backup and out-of-band failover that has been tested
- Carrier diversity and geographic redundancy
- Circuit inventory cleanup and right-sizing
- Market-priced contract negotiation
Track record. Our network includes Verizon, AT&T Business, Comcast Business, Windstream Enterprise, Zayo, TPx, Cato Networks, and Palo Alto Networks.
Other Advisory Group disciplines
Info Security
Business continuity, penetration testing, intrusion detection, DDoS mitigation, ransomware protection, and the endpoint hygiene to make it stick.
Security is where the gap between executive perception and operational reality is widest. Our assessments are structured to show leadership what is actually in place, what is at risk, and which controls give the biggest reduction in risk per dollar.
We do not sell tools. We help our clients understand the current posture, the obligations they carry (regulatory, contractual, insurance), and the priorities a security program should pursue over the next quarter and the next year. Where managed services are the right answer, we help select and bring them on.
On the diligence side, security findings frequently shape deal terms. We surface them early and write them up so they can be acted on by both sides of the transaction.
What this looks like in practice
- Business continuity and disaster recovery planning
- Penetration testing and vulnerability scans
- Intrusion detection and prevention
- Information security assessments and policy review
- DDoS mitigation and ransomware protection
- Endpoint management and network monitoring
Track record. Our advisory partner network includes Palo Alto Networks, Cato Networks, and managed security providers across multiple regions.
Other Advisory Group disciplines
Cloud Services
Server, network, and infrastructure virtualization, datacenter colocation, and the storage strategies that hold up at growth.
Most enterprise cloud strategies are a mix of public cloud, private virtualization, and physical colocation. We help clients design the right shape of that mix for their actual workload profile, instead of defaulting to one provider.
We pay particular attention to data: where it lives, what it costs to move, what compliance requires, and how it is protected. Cloud bills surprise nobody more than a CFO whose data egress assumptions were wrong.
On the operations side, we look at how cloud is run day to day: cost management, identity, observability, and the people skills required to keep the platform healthy.
What this looks like in practice
- Server, network, and infrastructure virtualization
- Datacenter colocation strategy
- Data storage architecture and cost management
- Public cloud (AWS and Azure) and hybrid design
- Identity, observability, and operational readiness
- Vendor selection across colocation and cloud
Track record. Our network includes AWS, Microsoft Azure, Rackspace, TierPoint, Flexential, and Evolve IP among colocation and cloud partners.
Other Advisory Group disciplines
Managed Services
Managed firewall, remote IT helpdesk, and full or partial outsourcing of IT functions to a qualified third-party provider.
Internal IT is a balance. Some functions must stay in house. Others run better outsourced to a partner whose scale and tooling beat what you can build. We help our clients draw that line clearly.
We help select the managed services partners that fit the company's size, hours, regulatory posture, and ticket profile. We design the working agreement so SLAs are tied to outcomes, not just response times, and so the relationship is built to be reviewed every year.
For clients in the middle of growth or post-acquisition integration, managed services often unlock the breathing room to focus internal IT on the work only an insider can do.
What this looks like in practice
- Managed firewall and network security
- Remote IT helpdesk and end-user support
- Full or partial IT function outsourcing
- SLA design tied to outcomes
- Working agreement and partner governance
- Annual review and rebid discipline
Track record. Our partner network includes managed service providers across helpdesk, firewall, and infrastructure operations for organizations of various sizes.