About us
How we work
In our work the risk is what we put at the centre. We want to put those responsible in a position to take informed decisions and in that way to make IT projects possible instead of holding them up.
The time loop
Not for the first time, in a data centre far, far away …
First comes the technology, everyone is taken with it and wants to use it. It promises to do in minutes what used to take weeks. Then the law follows. It appears briskly in the Official Journal of the Union: data protection, artificial intelligence, platform regulation, IT security. The intention is good every time. Yet among those it addresses, uncertainty sets in quickly.
In 2009 the uncertainty was called cloud. Everyone wanted it, but nobody knew whether data was allowed to leave the building. There was an answer. It was in the statute, and it was unspectacular.
Then the uncertainty was called GDPR. Doorbell nameplates were anonymised, address books were deleted. Then it was called artificial intelligence. The bans came, and the guidelines came. Reality outruns both.
Standstill is expensive. What costs is not the wrong decision but the one that fails to be taken for fear of it. The project sits because it might be prohibited. The works council does not consent. The legal department has not answered yet. Nobody decided, and every single person was careful.
In 2026 the uncertainty is called data sovereignty. In 2009 the question was whether the data may leave the building. Today it is whether it has to come back. There is no prohibition, and there is no obligation either.
It is this standstill we work against. We say what is prohibited and what is possible under which conditions. Decision-makers can break the time loop – or keep doubting, and then despairing.
We make it work
The question is often not whether a project is permitted, but under which conditions it would be.
Pragmatism
A recommendation that nobody in the business follows is not one. What counts is what can be put into practice with the people and systems that are there.
Individuality
A form does not know the organisation it is meant to apply to. That is why the facts come first and not a template.
Legal certainty
The assessment has to be comprehensible and to withstand a question from the supervisory authority. That is why a risk assessment stands at the end, and not an answer of yes or no.
From the facts into everyday operation
Record the facts
Where things stand, what is to be achieved, which requirements apply. In practice the most underestimated step.
Assess the legal position
With the emphasis on a risk assessment, because much in data protection law cannot be answered unambiguously.
Recommendation
Options with their pros and cons, taking strategic considerations and operational risks into account.
Support the implementation
The decision turns into contracts, templates and procedures.
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Fit the pieces in
As a rule the challenge lies in making something fit.
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