We review your IT and tell you what to do
Most bad IT investments come not from a bad product but from a bad diagnosis. A server is bought when the problem was the network, software is replaced when the problem was training, perimeter security is reinforced when the real gap was a non-existent backup.
An audit establishes a factual picture before any purchase decision: what exists, what works, what is running out of road, what exposes the company, and in what order to deal with all of it.
We do not sell hardware as part of an audit. The report you receive can be used by any provider, including one other than us.
Four situations where deciding without a diagnosis means investing blind.
A budget is set aside to renew equipment or change software, but nothing proves that is the most useful spend today.
An outage, a data loss or an intrusion has exposed a weakness. The question becomes: what else could give way?
A new leader inherits an IT estate nobody can accurately describe, along with commitments nobody has listed.
A client, an insurer or a partner asks for guarantees on security and continuity. You need to answer with facts.
A full inventory of hardware, software, contracts, credentials and dependencies. Often, it is the first time such a document exists.
Every recommendation is ranked by urgency, cost and impact. You know what to tackle this quarter and what can wait.
Proposed investments are costed and argued. The file can be presented as-is to a partner, a board or a bank.
You stop relying on a single provider's word to judge the state of your own IT.
Each domain produces a finding, a risk level and a costed recommendation.
The physical and logical state of what keeps the company running day to day.
The real entry points, often different from the imagined ones.
The domain companies we audit most often overestimate.
What your teams actually use, as opposed to what is paid for.
The human side: decisive, and yet rarely audited.
What IT really costs, across every line.
Six domains examined every time, whatever the size of the company.
We define the scope, the people to meet and the questions the audit must answer for management.
Day 1Hardware inventory, technical measurements, review of configurations and contracts, with minimal disruption to your teams.
Days 2-4We ask users what gets in their way day to day. These interviews surface problems no technical tool detects.
Days 3-5Cross-checking findings, assessing risks, costing recommendations and building the roadmap.
Days 5-8Verbal presentation of the report, answers to questions and priority decisions taken with the decision-makers.
Day 9 or 10A budget set aside to replace twenty computers users found too slow.
The slowness came from a saturated file server and the network. Renewal postponed, budget redirected, the problem removed.
An email fraud attempt aimed at the accounts department nearly succeeded.
Domain authentication, revision of payment approval circuits and awareness training for the teams concerned.
A buyer discovers an IT estate with no documentation and credentials held by a former provider.
Full inventory, credentials recovered into the company's name and an eighteen-month upgrade roadmap.
An audit never costs as much as a misdirected investment. Diagnosis is the one expense that prevents the others.
Very little. Technical collection is observational, and interviews take around thirty minutes per person. No change is made to your systems without your agreement.
No. The audit is an independent engagement and the report can be used by any provider. If you later entrust work to us, that is a separate decision made afterwards.
Whatever you have saves time: contracts, invoices, plans, credentials. But missing documentation is itself a finding we address.
Yes. The summary addresses management in plain language. Technical appendices exist for whoever implements the recommendations.
You are free. Many clients handle the urgent points in-house first, then come back to us for the structural work.
An audit takes five to ten days and gives you a factual basis for every IT decision of the next two years.