01 · For acquirers and investors
Technical due diligence
What you're actually buying: architecture, security posture, technical debt with a remediation cost, key-person risk. A red-flag summary for someone deciding whether to sign.
Technology assessment, implementation and advisory
20
years running technology operations
NOC → CTO
five promotions at one company
99.9%+
platform uptime, ad-serving and publishing
15 yrs
remote, for US companies, from Mexico
Where I come from
I started in a NOC chair, monitoring servers at 3am. Eleven years later I'd been promoted five times at the same company, ending as CTO. Along the way: a SOC 2 Type 2 certification led while running the systems being audited, and engineering and operations teams across Mexico, the US and South America.
Today I spend two to three weeks inside a technology operation (yours, or one you're about to buy) and tell you what's actually true. If you want the findings fixed, I do that work too.
Most assessment work is done by people who have never carried a pager. They produce findings that are technically correct and practically useless.
The difference shows up in the prioritization. That is the part you're actually paying for.
What I work on
01 · For acquirers and investors
What you're actually buying: architecture, security posture, technical debt with a remediation cost, key-person risk. A red-flag summary for someone deciding whether to sign.
02 · For leadership asked "what's our AI plan?"
Use cases ranked by value and risk, data readiness, tooling and vendor choices, guardrails your team follows. A plan your people adopt, not a graveyard of pilots.
03 · For companies that outgrew their security
Access, vendors, backups and incidents, with policies your team actually follows. When it makes sense, preparation for SOC 2.
04 · For companies losing customers to outages
Incident patterns, SLOs, on-call load, monitoring gaps, backup and recovery. What's actually causing your outages.
05 · For US companies building a team in Mexico
Employment structure, city selection, compensation, hiring and retention. I know where this goes wrong because I've been there when it did.
Also: platform consolidation, data and analytics. For programs that need a full team, I'll refer you. I'd rather refer the rest than do it half-well.
All servicesHow we work together
A written report: an executive summary a CEO will read, findings an engineer can act on, a roadmap with effort and cost per item, and a working session with your team.
When you want the findings fixed, not filed. I do the roadmap work myself. No account manager, no junior team learning in your environment.
A fixed block of hours each month. Senior technology leadership without a full-time hire.
No obligation. And if I'm not the right fit, I'll say so.