One account of how the operation runs.

It does not mean a new slogan, a reorganization chart, or a tool that replaces the ones you already run. It means the separate pieces of an operation agree on the work, the owner, and the week.

The review covers the people who move the work, the systems that record it, the vendors and tools the work depends on, and the leadership that owns the decisions. Security and compliance sit in that same account: the evidence has to match the controls you actually run. A gap in any one of those shows up in the others.

You receive a direct account: what is already sound, what is split, and the sequence in which to join it. The first visit is scoped in writing before it is scheduled. Work that follows is agreed separately.

In scope: IT strategy and governance; security and compliance, including SOC 2 and PCI, with evidence that matches the controls in use; systems, identity, and access after a merger or acquisition; SaaS and AI governance, including vendor cost; automation of onboarding, offboarding, access review, and that evidence; the identity, network, and platforms the operation already runs; and the people who keep it, with one account for the executives who own it.