Our mission
To make sound technology leadership accessible to companies too small to justify a full-time executive and too complex to be well served by a help-desk contract.
Most of the businesses we work with are profitable, well run, and quietly accumulating technical debt. They have outgrown the founder who used to run the servers, and they cannot yet justify the salary that would solve it. That gap is where we work.
Our model
LeverageTech exists because clients should not be dropped. It started when the founder’s circumstances changed and the clients being looked after could have been handed a name and a phone number and left to work things out on their own, which is usually what happens. Instead they stayed, still looked after by the person who already knew their systems. That is the whole idea, and it has not changed since.
We are deliberately small. Every engagement is led by the same person from first meeting to final review, and the person you meet is the person who does the work. We do not hand a project to a delivery team you never met and bill for the difference.
The person who scoped your first engagement is the person answering the phone now. No account managers, no re-explaining your systems to someone new every quarter. Continuity is the product.
We are also deliberately independent. We do not resell hardware, licenses, or services, and we do not take commissions from vendors. When we recommend a product, it is because it fits your situation and no one is paying us to say so.
Where this comes from
The practice rests on hands-on operating experience, not advisory theory:
- Infrastructure design and implementation — designing, standing up, and maintaining the systems a business actually runs on.
- Project management — sequencing the work, holding scope, and landing projects on a schedule that survives contact with a real budget.
- Hardware and software integration — making the pieces work together, including the vendor-supplied ones that rarely do on the first attempt.
- Process improvement — removing the manual workarounds that quietly consume staff hours.
- Vendor relations — the contract conversations, renewals, and accountability that sit between a supplier and your budget.
- Executive accountability — technology leadership first, then organization-wide operations: budget, policy, vendors, and board reporting, rather than recommendations handed down for someone else to implement.
Security, compliance, and accountability
Cybersecurity strategy and execution, along with the compliance load that comes with it, have sat with one person for the last eleven years. That scope is operational rather than theoretical:
- Security strategy and execution — program ownership, not a policy document nobody maintains.
- Managed security operations — selecting, scoping, and holding an outsourced SOC accountable: what belongs in the contract, what gets reported back, and what happens when the alert volume gets ignored.
- Regulatory compliance — FERPA, GDPR, HIPAA, and PCI handled in practice, including the evidence each one demands and the cadence it has to be produced on.
- Cyber insurance — the application, the underwriting questions, coverage limits that match actual exposure, and the renewal conversation that nobody else owns.
- Incident management — the part nobody plans for: who declares, who communicates, who notifies the regulator, and what gets written down afterwards.
At most of the firms we work with, accountability for all of this belongs to somebody who is also doing something else entirely. That is the gap this practice closes.
Our approach
Plain English first
Findings, options, costs, and tradeoffs stated in language your team and your board can act on. No jargon as a substitute for thinking.
Vendor-neutral
Recommendations are tied to your goals. We manage vendors on your behalf; we do not sell you anything.
Accountable
Quarterly reviews with real measures: spend against plan, risks closed, projects delivered, and decisions deferred.
What you get
The practical version of the offer, in plain terms:
- A written technology roadmap with priorities, costs, owners, and dates — not a list of suggestions.
- A named person on call who knows your environment and takes your calls.
- Vendor management — we review contracts, challenge renewals, and hold suppliers to their service commitments.
- Documented risk and security posture, so audits, compliance reviews, cyber insurance renewals, and due-diligence questions stop being a scramble.
- Reporting leadership can use, measured against the plan we agreed to, not against hours worked.
- Client references on request — we will put you in contact with people we have worked for, so you can ask about the work directly instead of taking our word for it.
Who we work with
Businesses roughly between 20 and 200 employees, typically in healthcare, manufacturing, higher education, and professional services — organizations where technology is central to operations but is not itself the primary business.
We are less useful if you are a very small company that needs hands-on day-to-day IT support, or an enterprise that already employs a full IT leadership team. We will say so on the first call.
What we do
See Services for the full detail: IT strategy, digital transformation, governance and risk, and ongoing vCIO leadership.