Every day, businesses are asked to make complex technology decisions often without anyone on their side of the table representing their interests and opinions.

I started RRP Advisory because I saw that gap firsthand. Vendors are incentivized to sell their own solution, whether or not it's the right fit. Internal IT teams are often stretched too thin to properly vet every option. And most business leaders are left making six and seven figure technology decisions with limited time, unclear information, and no unbiased guidance.

My perspective on this comes from a few vantage points. Early in my career I worked in sales, which gave me firsthand experience with quotas, pricing negotiations, and account growth strategy. That experience taught me how vendors think and how deals and customers are viewed from their side of the table. I also spent time as a Solutions Engineer at one of the largest Technology Solutions Distributors in the Channel where I saw both the need for and the value of an independent advisor sitting on the buyer's side of the deal. Today, as a SOC compliance auditor, I see the other side of that equation where a solution that looked great in theory can fall short in practice, creating gaps and hurdles for internal teams that didn't exist before the "fix" was implemented.

That combination shapes how I approach every recommendation: with a clear view of how deals get made, and an even clearer view of what actually holds up once a solution is in place.

Above all, RRP Advisory is built on a simple principle: to serve others humbly, as Galatians 5:13 says. That's not just a piece of scripture I like, it's the standard I hold myself to in every client relationship.