WeSync is a two-partner consulting practice for executives whose vendors have failed them. We bring Big-4 financial discipline and Fortune-500 technical architecture — independent of every vendor — and produce a written diagnosis you can act on.
Why executives call us
The shape of the problem is rarely technical alone. It is a structural misalignment between the buyer's accountability and the vendor's incentives — and it requires an independent third party to unwind.
Engagement model
A 21-day fixed-fee diagnostic engagement producing a written report, a remediation plan, and a cost-to-fix estimate.
Execution of the remediation plan, performed by WeSync independent of the original implementation vendor.
A fractional CFO and technical architect on retainer — covering reporting, data hygiene, and vendor governance.
Methodology
The audit is conducted jointly by the principals — Virginia leads the financial and process review; Eaymon leads the technical and architectural review — and concludes with a single bound report delivered to the executive sponsor.
Read-only access is established across financial and operational systems. A change-control freeze is recommended for the duration of the audit. A forensic timeline of vendor commitments is opened.
A technical examination of the deployed environment: data model integrity, integration architecture, security posture, and the variance between the vendor's statement of work and the production state.
A reconciliation of invoiced amounts against delivered scope, an examination of change-order discipline, and a defensible position on disputed billings the executive can take to the vendor.
A written report containing the diagnosis, a prioritized remediation plan, a cost-to-fix range, and an explicit recommendation on retaining versus replacing the original vendor.
Engagement summary
A regional agricultural cooperative engaged WeSync nine months after a point-of-sale implementation had been declared complete. Member-dues reconciliation had not been functional since go-live, and the original integrator had moved on to a remediation proposal at a rate the board declined to accept.
Over the course of the 21-day audit, the engagement produced a written diagnosis identifying three structural data-mapping errors, a position on $48,000 in disputed change-order billings, and a recommended remediation path that did not require the original vendor. The cooperative engaged a smaller regional integrator to execute the recommendation; remediation was completed in eight weeks.
The principals
Most enterprise software fails not due to code quality, but to a fundamental misalignment of political incentives between the vendor and the buyer.
You cannot manage what you do not understand. Our first mandate is to strip away the vendor abstraction and present the raw state of the infrastructure.
Where the principals have served
A representative deliverable
A redacted version of the actual document delivered to a recent client at the conclusion of the engagement. We provide it on request to executives evaluating the engagement model.
A single email, sent once. No mailing list.
An initial call to determine whether an audit is warranted. There is no obligation, no proposal, and no follow-up unless you ask for one.
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