Which industries do you have earned vertical expertise in?

Five verticals with named regulatory framework coverage. Legal (BSA/AML, FRCP 26-37 eDiscovery, ABA Model Rules, EDRM). Healthcare (HIPAA, HITECH, FDA 21 CFR Part 11, ONC interoperability, HITRUST CSF, HL7 FHIR R5). Hospitality (PCI-DSS v4.0, ADA Title III, FACTA, FTC Act §5). Construction (OSHA 29 CFR 1926, ANSI A10, ISO 45001, LEED, NEPA). Real estate (Fair Housing Act, RESPA, TILA, Dodd-Frank, NAR Code of Ethics, ARELLO).

What engagement models do you offer?

Four. Fixed-scope project for a defined deliverable with milestone gates and a change control board. Time-and-materials for discovery-led iterative work where the outcome is known but the path through is not. Retainer for ongoing capacity across a leadership team. Managed service for SLA-bound multi-year ITIL v4 service operations.

How do you measure capability maturity over the course of a program?

CMMI v3.0 as the spine, with vertical-specific overlays where the industry demands. The maturity baseline is established at engagement start. Quarterly reassessment against the baseline. Executive owner attached to each capability domain. The maturity record becomes one of the artifacts the steering committee reviews monthly and the audit committee receives at quarter close.

What certifications are on your bench?

PMP, PMI-ACP, PMI-RMP (Project Management Institute). CSM, PSPO (Scrum Alliance, Scrum.org). SAFe Agilist. ITIL v4 Foundation through Specialist. Lean Six Sigma Black Belt and Green Belt. Prosci CCMP. We staff engagements with the certification mix the program demands; no single certification is the entire qualification.

How is risk tracked during a live program?

Risk register as a living instrument, updated weekly against actual delivery telemetry. Probability x Impact scoring per PMI Risk Practice. Monthly steering committee review with executive owners attached to each open line item. Mitigation actions tracked to closure with named owners. The register is one of the artifacts the audit committee receives at period close.

BRIEFINSIGNIA / DOSSIER № 0001№ 0001FILE 2026.05.OVERVIEWCH.05 · SERVICES

PG. SUB · consulting-and-delivery

/ SERVICE · CONSULTING AND DELIVERY

Consulting and Delivery

Risk-managed program execution by senior practitioners. Vertical depth where it matters.

Manifesto

Programs decay between the discovery deck and the production cutover. The plan gets approved, the team gets staffed, the gates get scheduled, and six months in someone realizes the assumptions changed two quarters ago. We run programs against that reality. Risk-managed delivery means the register updates weekly, the maturity baseline is reassessed quarterly, the executive dashboard reads like a living instrument rather than a deck pulled together the night before.

Agile is the floor, not the religion. We deploy Scrum, Kanban, SAFe, or whatever shape fits the cadence the work actually needs, and we change shape when the work changes. Process management is BPMN where it earns the rigor and a whiteboard sketch where it does not. Capability maturity uses CMMI v3.0 as the spine and adapts where the industry vertical demands. Risk management runs FAIR for cyber-adjacent exposures and PMI Risk Practice for delivery surface.

Five verticals where we have moved beyond surface familiarity into earned domain depth: legal, healthcare, hospitality, construction, real estate. Each has its own compliance regime, its own workflow vocabulary, its own definition of done. We engage as practitioners, not vendors. Managed service delivery follows ITIL v4 service operations; transformation engagements follow target-operating-model design with measurable capability uplift mapped from current state.

The pillars

/ 01

Agile delivery

Scrum, Kanban, SAFe at scale where it fits the cadence. Team-of-teams orchestration for multi-program portfolios. Sprint rhythm calibrated to the work, not the certification.

Scrum
Kanban
SAFe
Team-of-teams

/ 02

Process management

BPMN 2.0 modeling where it earns the rigor. Lean Six Sigma DMAIC for measurable improvement programs. Value-stream mapping with named bottleneck owners, not unowned diagrams.

BPMN 2.0
Lean Six Sigma
VSM
RACI

/ 03

Capability maturity assessment

CMMI v3.0 as the spine. Vertical-specific overlays (HIMSS Analytics for healthcare, BIM Maturity Level 2 for construction). Quarterly reassessment with executive owners attached to each capability domain.

CMMI v3.0
HIMSS
BIM L2
Quarterly cadence

/ 04

Risk management and assessment

Risk register as a living instrument, updated weekly against actual delivery telemetry. FAIR for cyber-adjacent quantification. PMI Risk Practice for delivery exposures. Steering committee review on a monthly cadence.

FAIR
PMI Risk
RAID log
Steering review

/ 05

Managed service delivery

ITIL v4 service operations. SLA-bound, retainer-based, multi-year. Not just billing hours; capability uplift measured at quarter close against the maturity baseline.

ITIL v4
SLA-bound
Retainer
Quarterly uplift

/ 06

Digital transformation

Target operating model design with measurable executive-level milestones. Change management per Prosci ADKAR. Capability uplift mapped from current-state assessment to target-state architecture.

Target OM
Prosci ADKAR
Capability uplift
Exec milestones

Risk register · live instrument

The artifact the steering committee actually reads.

Risk register · v2026.Q2 · live

8 open · 0 critical unmitigated

Active risk register

The living instrument. Updated weekly against delivery telemetry. Reviewed at the monthly steering committee. P x I scoring per PMI Risk Practice.

ID	Risk	P	I	Score	Mitigation	Owner	Status
R-001	Vendor SLA shortfall on data platform	3	4	12	Contractual remedies invoked, secondary supplier engaged for failover	PMO	Mitigating
R-002	Key SME availability during cutover window	2	5	10	Knowledge transfer plan executed, backup SME identified and onboarded	Tech Lead	Mitigating
R-003	Regulatory framework update (HIPAA Omnibus revision)	1	5	5	Quarterly regulatory scan, counsel briefing on draft text	Compliance	Accepted
R-004	Integration scope creep across downstream systems	4	3	12	Change control board, weekly review cadence, executive owner assigned	Steering	Mitigating
R-005	Capability skill gap (ABAC implementation)	2	4	8	External hire pipeline opened, internal upskill program staged	Resourcing	Mitigating
R-006	Cutover window contention with retail freeze period	3	4	12	Alternate window negotiated with business, rollback plan rehearsed	Steering	Mitigating
R-007	Audit finding remediation slip	2	3	6	Owner attestation cadence, executive escalation path documented	Compliance	Mitigating
R-008	Vendor financial stability concern	1	5	5	Monthly financial health check, source code escrow established	Procurement	Accepted

Refresh · weekly · steering review monthlyDoc · INS-RR-v2026.Q2

Vertical depth · five domains

Earned domain expertise, not surface familiarity.

Legal

E-discovery workflows, KYC and AML compliance programs, matter management systems.

Relativity · iManage · Clio · Litera

Healthcare

HIPAA-conformant delivery, clinical workflow modeling, interoperability per HL7 FHIR R5.

Epic · Cerner · Athenahealth · FHIR R5

Hospitality

PMS integration, guest data flows, multi-property operational rollouts.

Opera Cloud · Stayntouch · Mews · Salesforce Hospitality

Construction

BIM-aware project portfolio management, PMI-PMP-led schedules, RFI and submittal automation.

Procore · Autodesk Construction Cloud · BIM 360

Real estate

PropTech delivery, CRE asset workflows, tenant lifecycle systems.

Yardi · MRI · VTS · AppFolio

Regulatory regimes

Vertical compliance · v2026.Q2

FIG. iii · five verticals

Regulatory regimes we operate inside

Per vertical: the federal, state and local, and industry frameworks we design programs against. Not exhaustive. Sufficient to signal where the delivery posture starts.

Vertical	Federal · national	State + local	Industry standards
Legal	BSA / AML FRCP 26-37 eDiscovery FCPA	State Bar conduct rules State AG attestations	ABA Model Rules EDRM
Healthcare	HIPAA Privacy + Security HITECH FDA 21 CFR Part 11 ONC interoperability	State PHI laws State medical board rules	HITRUST CSF HL7 FHIR R5
Hospitality	ADA Title III FACTA FTC Act §5	State hospitality codes State consumer protection	PCI-DSS v4.0 GDPR + CCPA for guest data
Construction	OSHA 29 CFR 1926 NEPA	IBC state-adopted Local building codes	ANSI A10 ISO 45001 LEED
Real Estate	Fair Housing Act RESPA TILA Dodd-Frank	State RE commission rules State landlord-tenant law	NAR Code of Ethics ARELLO standards

5 verticals · 38 frameworks namedDoc · INS-VRT-COMP-v2026.Q2

What we ship

Program charters with measurable success criteria
Risk registers updated weekly against delivery telemetry
Capability maturity assessments with quarterly cadence
Executive dashboards over RAID logs, not separate from them
ITIL v4 service operations for managed retainers

Stack

Jira · Linear · Asana · Monday · Smartsheet

Confluence · Notion · Lucidchart · MURAL

ServiceNow · BMC Helix · MS Project · Primavera

Engagement modes

01
Fixed-scope project
Defined deliverable, milestone gates, change control board. Right when the outcome is known and the scope is stable.
02
Time-and-materials
Discovery-led, iterative, scope-flexible. Right when the outcome is known but the path through is not.
03
Retainer
Block of capacity per month across roles. Right for ongoing program support across a leadership team.
04
Managed service
SLA-bound, multi-year, ITIL v4-modeled service operations. Right when delivery is a capability you want to procure, not build internally.

Lifecycle · how a program runs

Five process groups. Same shape, different cadence per engagement.

Engagement lifecycle · PMBOK process groups

FIG. ii · five stages

How a program runs, start to finish

Per PMBOK 6 process groups, adapted to the cadence each engagement actually needs. Pillar engagement markers show which capabilities activate at each stage.

/ 01Week 1-2
Initiating
Deliverables
- Program charter
- Stakeholder register
- High-level scope statement
Pillars active
- Risk management
→
/ 02Week 2-6
Planning
Deliverables
- WBS + sprint backlog
- Risk register v1
- Capability maturity baseline
- Resource plan
Pillars active
- Agile delivery
- Process management
- Capability maturity
→
/ 03Iterative
Executing
Deliverables
- Sprint outputs
- Production releases
- Quality artifacts
Pillars active
- Agile delivery
- Managed service
→
/ 04Continuous
Monitoring + Controlling
Deliverables
- Weekly risk reviews
- Executive dashboards
- Change control decisions
- Quarterly maturity reassessment
Pillars active
- Risk management
- Capability maturity
- Process management
→
/ 05Week N-1 to N+2
Closing
Deliverables
- Hand-over package
- Lessons learned
- Transition to managed service
Pillars active
- Managed service
- Digital transformation

Frame · PMBOK 6 process groupsDoc · INS-LIFECYCLE-v2026.Q2

Posture

Programs delivered

96%

On-time, on-budget

Active retainers

Audit failures

Certifications · on bench

PMP
PMI-ACP
PMI-RMP
CSM
PSPO
SAFe Agilist
ITIL v4
Lean Six Sigma BB
Prosci CCMP

Engagement · declassified sample

Engagement with , national hospitality operator. 18-month multi-property rollout. 47-system integration footprint. CMMI Level 2 to Level 3 maturity uplift across the IT delivery function. Zero unplanned production incidents during cutover. Managed service retainer continued through 2026.

Hover or focus the bar to reveal · client identity protected

Engage · file a brief

Bring the program. We bring the senior practitioner, the methodology, and the vertical depth. SLA-bound 24-hour reply, no four-call qualifier.

REQ Open the file →

Frequently asked · consulting and delivery

Six questions buyers ask before the first call.

Each answer cites the methodology, framework, or named certification involved. Substance instead of platitudes.

What methodologies do you actually use?: Agile delivery via Scrum, Kanban, or SAFe at scale where the cadence demands it. Process management via BPMN 2.0 and Lean Six Sigma DMAIC. Capability maturity assessment per CMMI v3.0 with vertical-specific overlays (HIMSS Analytics for healthcare, BIM Maturity Level 2 for construction). Risk management via FAIR for cyber-adjacent quantification and PMI Risk Practice for delivery exposures. Managed service operations per ITIL v4. Change management per Prosci ADKAR.
Which industries do you have earned vertical expertise in?: Five verticals with named regulatory framework coverage. Legal (BSA/AML, FRCP 26-37 eDiscovery, ABA Model Rules, EDRM). Healthcare (HIPAA, HITECH, FDA 21 CFR Part 11, ONC interoperability, HITRUST CSF, HL7 FHIR R5). Hospitality (PCI-DSS v4.0, ADA Title III, FACTA, FTC Act §5). Construction (OSHA 29 CFR 1926, ANSI A10, ISO 45001, LEED, NEPA). Real estate (Fair Housing Act, RESPA, TILA, Dodd-Frank, NAR Code of Ethics, ARELLO).
What engagement models do you offer?: Four. Fixed-scope project for a defined deliverable with milestone gates and a change control board. Time-and-materials for discovery-led iterative work where the outcome is known but the path through is not. Retainer for ongoing capacity across a leadership team. Managed service for SLA-bound multi-year ITIL v4 service operations.
How do you measure capability maturity over the course of a program?: CMMI v3.0 as the spine, with vertical-specific overlays where the industry demands. The maturity baseline is established at engagement start. Quarterly reassessment against the baseline. Executive owner attached to each capability domain. The maturity record becomes one of the artifacts the steering committee reviews monthly and the audit committee receives at quarter close.
What certifications are on your bench?: PMP, PMI-ACP, PMI-RMP (Project Management Institute). CSM, PSPO (Scrum Alliance, Scrum.org). SAFe Agilist. ITIL v4 Foundation through Specialist. Lean Six Sigma Black Belt and Green Belt. Prosci CCMP. We staff engagements with the certification mix the program demands; no single certification is the entire qualification.
How is risk tracked during a live program?: Risk register as a living instrument, updated weekly against actual delivery telemetry. Probability x Impact scoring per PMI Risk Practice. Monthly steering committee review with executive owners attached to each open line item. Mitigation actions tracked to closure with named owners. The register is one of the artifacts the audit committee receives at period close.

CH.05 · SERVICES · REGISTER · SERVICE PRACTICEIN.END · FILE CLOSED