New Technology Audit

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There are a few things to take into consideration when it comes to technology in a new business. The decisions you’ve made our quick just to get going. That’s how it’s supposed to be. As you grow it’s time to get more structured. I’ve seen the CEO even act as the IT help desk (with no IT experience), which probably isn’t the best use of their time.

The questions we answer are: What type of real IT support do you need? How can we set a baseline to ensure appropriate ROI on our technology? Are you implementing the basic foundational cybersecurity principles that are required?

A New Technology Audit typically works as follows:

1) Business Demographics: Ensure you understand where your business is and where it’s headed. What types of contracts are you bidding on? What types of contracts have you been winning? How do you expect your FTE to change? How many contracts are you bidding on per fiscal year? How do you envision running your business as it grows? Onsite/offsite? We must start here. There are many companies that start at the kitchen table and grow to a couple of hundred employees and stay at the kitchen table. There are companies that have built their own buildings after working in their basements. And there are companies that are perfectly fine staying relatively at par with new contracts cycling in as old contracts cycle out. These are strategic decisions you have to make that will impact how technology can be deployed and supported in your organization. Types of contracts can dictate this as well.

2) Support Requirements: The becomes a point where the CEO should not be the IT help desk. The CEO should be focusing on revenue growth. We’ll discuss whether it makes sense to hire someone full-time or outsource to a Managed Service Provider. There are pluses and minuses to both.

3) Asset Tracking: We’ll go over the importance of tracking assets in your company. What other key performance indicators to track? The difference between logical and physical diagrams and how this is important for your cybersecurity.

4) Cybersecurity: Government contracting is governed by the DFARS 7012 rule where companies need to adhere to the NIST 800-171 cybersecurity framework (a new rule CMMC has been in the works for years). We will start to identify baseline requirements and documentation to adhere to these rules. My focus is on creating a culture that takes cybersecurity seriously not just checking boxes. Is easier to start new behaviors in the beginning.


Location: Remotely. Onsite can be requested for additional Fee and Travel Reimbursement

Duration: 4-12 weeks, plus 3 months post support for continued implementation

Scheduling: A new technology audit can usually be scheduled and locked in on the calendar within 1-3 weeks, depending on the time of the year

Deliverable: Hours of industry-leading advice that follows a proven process, very carefully and concisely stated recommendations for your note-taking, with later expansions as necessary.

Implementation Guidance: Up to 3 months involving up to three significant interactions. They are agenda driven, which means that you’ll keep a log of the questions you have and we’ll address them in a batch. We don’t count email exchanges during those 2 months. (This work is not a like a coach)

Participation Requirements: Principal gathers required documentation (if exists). Decision making principal is a participant in each scheduled meeting. Approximately 4-8 hours over the course of the engagement. Selected managers and key employees participate based on their roles.

Qualifications Overview: As a principal, this will most align if you have a company with 25 employees or less or under 3 years old. The best use of our expertise with this engagement is to build a solid foundation that can be adhered to as you grow. If you are a more mature organization. Consider either the Cybersecurity Review or Total Technology Reboot for your specific concerns.

Cost: $6000 Fee

Payment Terms: Prepaid and non-refundable. Via ACH, check or credit card (+3%)

“I was ready to expand my business and needed a more robust, technically advanced accounting system. John not only successfully help me navigate the tech but assisted with the business side. My accountant was 99% certain a fully licensed CPA had assisted me. Clearly John is my go-to person for business consulting ”

Sterling Edwards

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