IT strategy and vCIO services designed for professional services firms across the DMV.
What firms find when their IT runs without a plan.
The IT firm recommends what they happen to sell. The leadership team approves it because they don’t have time to dig in. Six months later, the new system doesn’t fit how the firm operates.
The IT bill goes up year over year, and nobody can explain exactly why. New software gets added without a plan. Old systems stay running because nobody’s owned the decision to retire them.
Your industry’s regulators move, and your insurance carriers update their policies. Your client engagement letters add new terms. The firm finds out the IT setup doesn’t match when something goes wrong, not when the rules changed.
What works for 15 people stops working at 30, then at 50. The system gets patched as the firm grows, but nobody steps back to ask whether the foundation still fits.
A senior advisor who joins leadership conversations and understands the firm's strategy, not a generic consultant who turns up only for the
quarterly review.
Structured reviews every 90 days that catch changes in regulation, insurance, technology, and the business itself before they become surprises.
A two-to-three-year IT roadmap with budgets, milestones, and decisions mapped against where the firm
is going.
17 years working with legal, accounting, financial, and pharma firms across the DMV, with strategy advice grounded in what your kind of firm has to manage.
The vCIO who runs your strategy is the senior person who's been working with the firm since the start, with continuity across years rather than rotating accounts.
30 days of strategic advisory with 100% of your fees refunded if the engagement isn't delivering what we promised.
“From the very start of our partnership, they have consistently delivered outstanding, professional, and timely data security and tech support services.
Their proactive approach to helping us set up and maintain our data security measures has been a game-changer for our firm.”
Four steps from understanding the business to a roadmap the firm can plan against.
We start by mapping where the firm is today, including current technology, costs, gaps, and the obligations the firm answers to. The output is a baseline assessment that the rest of the engagement gets measured against.
We work with leadership to define a two-to-three-year IT roadmap, with clear priorities, sequencing, and budget plans. The roadmap maps technology decisions against where the firm is going, not generic best practice.
Every 90 days, your vCIO joins a leadership review covering progress against the roadmap, changes in the firm’s environment, and decisions that need to be made next. The reviews drive decisions rather than collect updates.
Between reviews, your vCIO is available for the strategic decisions that come up unexpectedly, including new technology evaluations, vendor decisions, and questions from leadership about where to take the firm next. The relationship is structured around ongoing access, available between reviews as well as during them.
Common questions when firms scope a strategy and planning engagement with us.
A vCIO is part of your leadership team, joining your business conversations and making technology recommendations against where the business is going. A consultant typically delivers a project or report and moves on. Most professional services firms get more value from a vCIO because the recommendations stay grounded in the business.
On a fixed monthly retainer, agreed up front. The retainer covers the vCIO’s time, the quarterly reviews, the audit work, and ongoing advisory between reviews. The cost is predictable from month one.
No. Strategy and planning work as a standalone engagement, with or without our other services. Many firms start with a vCIO relationship and add managed IT, cybersecurity, or cloud later. Others keep the vCIO work entirely separate from their day-to-day IT support.
As involved as the firm wants. Most clients have the vCIO in their quarterly leadership reviews after the first year, with some bringing them into monthly leadership conversations and others reserving them for specific decisions. The relationship gets shaped around how the firm operates, with the cadence and depth turned to what leadership wants.
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