AI governance, IT strategy, supplier management and governance, plus the delivery discipline to make them stick. Every service below has been delivered directly, grounded in real engagements.
Four fixed-scope engagements for the problems organizations are paying to solve now. Each is quoted at a fixed price after a 30-minute call.
The problem. Your auditors have raised findings against IT controls, change, access or supplier oversight, and the deadline to close them is already set.
What you get. Each finding traced to the process, role and tool that caused it; the fixes designed and put in place with your teams; and an evidence pack the auditor can test, so the finding closes and stays closed.
Why OSCI. Built on OSCI's work against a KPMG audit compliance review, which produced the six-module Unified Operating Model, and on SOX, GxP and 21 CFR Part 11 compliance work in pharmaceutical and financial services.
Request This Service →The problem. You are outsourcing, bringing work back in-house, or replacing a supplier, and the vendors across the table do this every week. You do it once every few years.
What you get. A sourcing strategy and business case, the scope and service levels written as a statement of work you control, an evaluation of the bids, and a transition and exit plan that protects service continuity.
Why OSCI. Asif has sat on the vendor side of the table as solution architect on deals above $50M, and has written the statements of work. He led the move of 400+ Medtronic applications to managed services across 30+ suppliers with zero continuity breaches, and built the insourcing roadmap for a Fortune 6 energy company.
Request This Service →The problem. Customers, regulators and boards are starting to ask how you govern AI. A policy document is not an answer they will accept for long.
What you get. A gap assessment against ISO/IEC 42001, an AI inventory with named owners, the risk and impact assessment method, the controls to put in place first, and a roadmap to certification if you want it.
Why OSCI. AI governance treated the way OSCI treats any supplier: owned, measured and auditable. It draws on ISO 20000 and ISO 9001 compliance work, ITIL service management, and 2024–2025 certification in AI and generative AI.
Request This Service →The problem. Your IT organization is moving from projects and service towers to product teams, and nobody has said who now owns budget, change, risk and the suppliers.
What you get. The product taxonomy, product owner roles and accountabilities, funding and governance rules, how change, risk and supplier management work under products, and a pilot product team running the new model.
Why OSCI. At Merck, Asif moved the cybersecurity unit from a service model to a product model, reaching 95% process adoption; the proof of concept led directly to a $45–50M transformation deal. He holds the Certified Scrum Product Owner credential.
Request This Service →Treat AI as your newest supplier: owned, measured and auditable from the start.
A half-day session for your leadership team, with a written readout. You leave with an inventory of where AI is already in use, who should own each use, and the first five controls to put in place. The fastest way to move AI from scattered pilots to something the board can see and trust.
Request This Service →AI is your newest supplier, and it needs the same discipline as any other: a named owner, the business service it supports, a commitment it is held to, and an audit trail. OSCI builds that model from 25 years of supplier governance, so AI fits the accountability you already run instead of sitting outside it.
Request This Service →AI governance written after deployment is documentation, not governance. OSCI's Responsible AI advisory is grounded in completed formal training and applied from the start of an integration effort.
Request This Service →Most organizations adopting AI right now haven't assessed whether their own governance can actually support it. OSCI's advisory work bridges existing service-management governance directly with AI integration strategy.
Request This Service →Bolting AI onto an ITSM practice without touching the underlying governance just adds a faster way to make the same mistakes. OSCI designs AI integration strategy to work with the governance already in place — the same principle underlying Truss's own approach to AI as a bounded, gated capability.
Request This Service →This practice is built on completed 2024–2025 training in Generative AI, Prompt Engineering, and AI Product Strategy through Google and DeepLearning.AI, applied directly to live client engagements since.
Request This Service →Every technology dollar traced to the business outcome it supports.
A technology roadmap only earns trust when it's tied to something measurable — not a slide of arrows pointing at "modernization." OSCI builds roadmaps anchored to a defined current state, a specific target state, and the sequence of decisions that gets an organization from one to the other.
Request This Service →The TOM is the actual blueprint — who does what, which platform supports which capability, and how governance holds it together. OSCI has designed and redeployed a proprietary TOM methodology across pharmaceutical, financial services, energy, and technology engagements for nearly a decade.
Request This Service →Transformation strategy fails most often not from bad ideas but from a plan nobody can actually execute against. This is the discipline behind a $45–50M transformation deal generated from a single proof of concept recognized as genuinely transformative, not just well-presented.
Request This Service →Before recommending anything, OSCI measures what's actually there against what the organization actually needs — capability by capability. This exact discipline is running today on a live ISG engagement for a Fortune 6 global energy company.
Request This Service →A gap register that just lists problems isn't useful; one that ties each gap to an owner, a priority, and a resolution path is. OSCI builds gap registers as living governance documents, not one-time deliverables.
Request This Service →The gap between "how it works today" and "how it should work" is where most transformation value lives. OSCI maps both states explicitly, then treats the distance between them as the actual work plan.
Request This Service →When IT and business functions can't agree on what depends on what, incidents take hours longer to resolve. OSCI has built formal dependency matrices — including for SmartGrid and utility-scale infrastructure — to close that gap before it costs real time in a live outage.
Request This Service →Requirements gathered without genuine stakeholder access produce documentation nobody trusts later. OSCI's work is built on direct, structured stakeholder engagement.
Request This Service →A workshop that produces energy but no decisions has wasted everyone's calendar. OSCI designs workshops around specific, named outputs, so the room leaves with something concrete.
Request This Service →Many suppliers, behaving as one service, with one accountable person for each relationship.
Governance across ten suppliers looks nothing like governance across one. OSCI designs multi-vendor structures upfront, including the specific mechanics of how vendor performance gets measured and improved.
Request This Service →Multi-vendor IT environments fail in the seams between suppliers. OSCI's service-integration practice, often called SIAM, is built on a framework architected and deployed globally at enterprise scale — the same one now expressed as working software in Truss.
Request This Service →When a merger or acquisition brings new vendor relationships into an existing landscape, the absence of a real supplier policy shows up fast. OSCI has built SPPM frameworks specifically for this kind of complexity.
Request This Service →Integration strategy decides whether ten vendors act like one coordinated service or ten separate problems — foundational, proprietary methodology work at OSCI, not an add-on to a bigger engagement.
Request This Service →Hybrid delivery models fail most often on handoff and communication design. OSCI has led hybrid teams of 50+ people with zero service continuity breaches — a real, measurable outcome.
Request This Service →Moving delivery across borders means managing real timezone, regulatory, and cultural transition risk simultaneously. OSCI has direct, repeated experience across the US, Canada, Latin America, and the UK.
Request This Service →An SOW that's vague about scope becomes a client conversation nobody wants to have three months in. OSCI has authored SOWs for engagements up to $500M in cumulative value, with real delivery detail, not boilerplate.
Request This Service →Ownership that lives in accountable roles, with processes and controls that hold up under audit.
A RACI model that exists on paper but not in the actual tooling doesn't hold up under pressure. OSCI applies the Parivarta Accountability Model to replace stale owner fields and assignment groups with named, scoped roles, and builds them directly into platforms like ServiceNow, across dozens of suppliers at once.
Request This Service →Real ITIL process design means Incident, Problem, Change, Release, Configuration, Asset, Service Level, and Service Catalogue all connect to each other. OSCI has designed and implemented this full set repeatedly, across regulated and unregulated environments.
Request This Service →Most CMDBs decay because relationships are treated as optional. OSCI designs CMDBs — including federated models spanning geographically distributed data centers — where structure is enforced, drawing directly on the architecture behind Truss.
Request This Service →Decomposing a business service down to the individual task level, and profiling every task into a real CMDB, is genuinely rare work — the exact engagement that turned a client's IT function from a "black box" into a trusted business partner.
Request This Service →A knowledge base nobody reads is worse than no knowledge base. OSCI designs knowledge frameworks with real ownership, lifecycle, and publication discipline built in from day one.
Request This Service →Platform migrations carry real risk of losing institutional process knowledge in the move. OSCI has led these transitions directly, including a 100+ user Remedy-on-Demand migration achieving a 90% adoption rate.
Request This Service →An SMO that isn't measuring anything isn't managing anything. OSCI has established SMOs that directly improved delivery times by 25% and vendor performance by 30%.
Request This Service →Regulated environments don't forgive process gaps. OSCI has delivered transformation work inside SOX, GxP, and 21 CFR Part 11 environments specifically, including a 100% SOX audit compliance outcome.
Request This Service →Assessing a security organization's actual structure, governance, and maturity against real industry practice is exactly the work recently completed on an ISG engagement for a Fortune 6 global energy company.
Request This Service →A maturity assessment that produces a score but no path forward hasn't helped anyone. OSCI's assessments produce Target Operating Model artifacts and concrete roadmaps for insourcing, modernization, or organizational redesign.
Request This Service →Reviewing how a security operations function actually detects and responds to threats is grounded in a completed Google Cybersecurity Certificate covering SIEM, Splunk, and threat detection and response directly.
Request This Service →Programs that land: governance, change and release discipline from start to handover.
A PMO that exists as an org chart entry doesn't actually govern anything. OSCI builds PMO structures with defined project intake, implementation tracking, and performance reporting.
Request This Service →Release planning that ignores environment, QA, and regression dependencies fails in production, not in the plan. OSCI has redesigned end-to-end release lifecycles securing formal executive sign-off.
Request This Service →A roadmap that only covers this quarter isn't a roadmap. OSCI builds Y2Y roadmaps to keep a program's direction visible and defensible across budget cycles.
Request This Service →Risk registers created for the audit and ignored the rest of the year provide no real protection. OSCI's frameworks are built for ongoing use — including the discipline that achieved 100% SOX audit compliance on a regulated financial services transition.
Request This Service →Technology change that outpaces organizational readiness produces adoption numbers nobody's proud of. OSCI treats OCM as a first-class discipline, built into the plan from the start.
Request This Service →asif.shaikh@osci.biz · CAN: +1.416.884.6724 · US: +1.908.301.6724
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