One team for the advice, the work to put a process or a recovery path in, and the watch after it is in. Start at Advise, Integrate, or Manage. A 30-minute discovery call comes first. The offer comes after.
This section shows our standard offerings. Advisory, integration, and managed services are also available and can be customized.
Productivity claims die without a named process and a baseline. This accelerator automates one core operation with AI, then reports quality, latency, and cost against the number you started with. You get a measured lift, not a chatbot demo. The AI Value Accelerator picks the bet. This one is the operations bet already named.
Resilience is not a binder. It is proof that a critical service still runs when something fails. We test the path, name the dependencies, and give the board a recovery story with owners. This is not a pentest. If a pentest is the right spend, we say so after discovery.
A monthly vCTO retainer. Add vCISO or vAITO if you need them. One subscription, a named technology officer, a fixed monthly rate based on the hours required, and a discount on additional hours.
Which process, which service, who owns recovery, and what "good" looks like before anyone builds.
You have several processes that eat hours. We pick the one worth automating first: volume, pain, baseline, and whether the stack can actually support it. You get a written short list and a named owner. Building that process is the Intelligent Operations Accelerator, not this card.
Most companies have a BCP document and an untested assumption. We read the critical services, the dependencies, and the last time anyone actually ran the path. You get a ranked view of what would fail first. A full exercise is Integrate. A pentest is a different spend.
A bot without an owner is a pilot that dies. We set who decides, who reviews exceptions, and how the function takes the process back. HI stays on the exception. You get a one-page operating model the function lead can run.
The board wants a recovery story, not a tool list. We name the service, the recovery objective in plain words, and the person who calls the path. You leave with owners and a written story. Testing that story is Business Resilience Assurance.
The process change fails when the team thinks the bot replaces them. We name the new work, the training, and what stays human. You get a change plan the function can stand behind. Enablement during the build sits under Integrate.
Land the process, wire the systems, write the runbooks, and run the exercise.
The Accelerator proved the lift. This is the work to put that process in the environment you already run, with the handoff to the team that owns it Monday. You get a working path, not a prototype on a laptop. We do not become the software vendor.
The process has to talk to the systems you already own: ERP, CRM, ticketing, finance. We wire that path and the exception queue. You can show what the bot touches and who approved it. Identity and data controls sit on the cyber catalog when that is the gap.
A binder is not proof. We design and run the exercise for one critical service: who is in the room, what fails, what the recovery path actually does. You get findings with owners. This is not a pentest and not a SOC drill.
Services fail on the thing nobody listed. We map people, vendors, data, and systems for the service you named. You get a picture the recovery lead can use at 2 a.m. Keeping that map current is Manage.
The night team cannot use a 40-page plan. We write the short path: detect, decide, act, who to call. HI stays on the decision. You get runbooks the function will actually open.
Keep the process running, keep the recovery path honest, and keep the numbers current.
Once the process is in production, someone has to run it. We operate the path: exceptions, model or prompt changes, and the handoff when it breaks. You get a named operating picture. A human still owns the business exception.
One tabletop a year goes stale. We run a short, scheduled test of the service you named and write what changed. You get a living proof the board can read. This is not MDR and not an IR retainer.
When the service is down, the plan has to move. We keep the recovery path current and sit with the owners when it is invoked. You do not start a contract at 2 a.m. We do not publish a recovery-time SLA we have not staffed.
The board asked what the process returned and whether the service still stands. We baseline both, track the metrics you named, and write the quarterly read. Iterate, pivot, stop, or scale stays a decision with evidence. We do not invent a productivity percent.
No obligation.
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