Experienced part-time IT leadership for companies that need to make sound decisions without having to hire a CIO. Assessment, guidance on strategic decisions, and a 12- to 24-month roadmap—with a dedicated, trilingual (ES · EN · FR) senior consultant.
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Experienced IT leadership without the cost of a full-time executive position
Technology decisions based on business criteria, not on supplier preference
Participation in your executive committees, in Spanish, English, or French, depending on your audience
Credible communication with your parent company's IT management and its group standards
Independence: If the best option is to do nothing or hire someone else, we'll say so
What’s usually missing at a subsidiary isn’t technical expertise—it’s someone who can make sound decisions.
A 12- to 24-month IT roadmap aligned with your business plan, with scheduled and prioritized investments
Making Key Decisions: Cloud or On-Premises, Renew or Migrate, In-House or Outsource
Quarterly reviews with a dedicated senior consultant, not a rotating point of contact
A trusted partner by your side, available the moment you make a decision.
We charge based on the number of hours we spend advising you, not on the number of licenses sold. Our goal is for you to make the right decision, not to buy more.
Many subsidiaries in Mexico have competent technical staff but no one to make decisions. Key strategic decisions—whether to renew or migrate, choose the cloud or an on-premises solution, or insource or outsource—are made out of urgency, out of habit, or based on whichever proposal came first. Our job is to ensure these decisions are made thoughtfully.
Before evaluating a server, we first understand where your company is headed: two-year goals, budget constraints, group and compliance obligations, and operational risks you cannot take on. Without that framework, any technical recommendation is simply a preference disguised as analysis.
A senior consultant with real-world IT leadership experience is assigned to the project, and that same consultant remains on the project for the entire duration of the contract. The value of consulting lies in the accumulation of knowledge: understanding your context, remembering why a decision was made eighteen months ago, and anticipating the consequences of a change. A rotating point of contact has to start from scratch every quarter.
Speak the language of your users and that of your parent company. At a subsidiary of an international group, your ability to conduct technical discussions in French or English with corporate IT leadership determines whether your arguments carry weight or get lost in translation.
Every strategic decision is evaluated based on its alternatives, its total cost over three years, and its operational implications—not just the option we prefer. And if the analysis concludes that your infrastructure is properly sized, we state that. A consulting firm that always concludes that you need to invest is not a consulting firm—it’s a sales pitch in disguise.
We don't charge a commission on your purchases. That's the only way our recommendation is worth anything.
Hiring a consultant doesn't mean switching providers. We review quotes, compare alternatives, question the scope of work, and support you throughout the negotiation. An infrastructure budget reviewed by someone who knows the actual market prices often pays for the consulting services on its own.
The 12- to 24-month plan sets timelines and prioritizes investments, and is adjusted each quarter in consultation with your leadership. We participate in the committees where decisions are made—we don’t just submit the document. A plan that no one ever reviews isn’t a plan—it’s just a file.
Differences from operational management, the consultant's profile, working with your current provider, and the billing model.
IT operations handle: servers, support, patches, backups, and day-to-day tasks under SLA. The consulting team decides: what to do, in what order, with what budget, and why.
They are complementary but independent. You can hire our consulting services without outsourcing your operations—and in fact, this is common: a subsidiary with a competent technical team but no one to oversee strategic decisions. You can also have us handle management and another firm provide consulting services, if you prefer that separation.
A senior consultant with IT management experience—not a technician who’s been promoted or a salesperson with a consultant title. You’re assigned a dedicated consultant: the same point of contact throughout the contract, because the value of consulting lies in understanding your context and your decision-making history.
Speak the language of your users and that of your parent company. In an international subsidiary, being able to hold a technical conversation in French or English with the group’s management isn’t just a nice-to-have: it determines whether your points get across.
Let's start with the business, not the technology: your two-year goals, your budget constraints, your group and compliance obligations, and your operational risks.
We then assess the actual state of your environment—conducting a preliminary audit if necessary—and from there, we make strategic, time-bound, and budgeted decisions: what to upgrade and when, what to migrate, what to bring in-house, and what to leave as is.
The roadmap is reviewed every quarter. A 24-month plan that is never adjusted isn't a plan—it's just a document.
Yes, and it's a common situation. Consulting doesn't mean switching providers—it means having someone evaluate their proposals based on technical criteria and in your best interest.
We review quotes, compare alternatives, scrutinize specifications, and help you negotiate. An infrastructure budget reviewed by someone who knows the actual market prices often pays for the consulting services on its own.
We work with your supplier, not against them. But we are your point of contact.
Two options, depending on your needs.
By project: a diagnostic assessment, a specific arbitration case, or the development of a roadmap, with a scope and price agreed upon in advance.
Through a monthly retainer: a set number of consulting hours at mes, with participation in your committees and availability to address any decisions that arise. This is the part-time IT management model.
We don't charge commissions on your purchases. If we recommend a solution, it's because it's the right one—not because we resell it.
We're telling you this, and it's a conclusion we're willing to accept.
A consulting firm that always concludes that more investment is needed isn’t a consulting firm—it’s a sales pitch in disguise. If your infrastructure is properly scaled and your risks are covered, the report will say so, and the engagement will have served to confirm this through an external assessment—which is exactly what management needs before approving or rejecting a budget.
How a 90-person subsidiary without a local IT department stopped making decisions based on urgency and shifted to a two-year technology plan approved by its European parent company.
A situation we often see
A subsidiary with about 90 employees had a competent technical team but no one to oversee strategic decisions. Whether to upgrade or migrate, use the cloud or on-premises solutions, or bring operations in-house or outsource them—everything was decided based on urgency or whichever proposal came first, without a business framework.
The standard approach: a part-time IT lead—a permanent senior consultant—who starts with the company’s goals, not the technology, and develops a 12- to 24-month roadmap with a timeline and budget.
What changes is not a number, but the quality of the decisions: management stops reacting and starts planning, with a technology plan that its parent company can understand and approve.
Leave us your contact information, and a Keptos specialist will contact Keptos the same business day.
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