Apex Tech Consulting exists because the work that matters — wiring legacy and modern systems together, integrating the tech estates that come with an acquisition, building lakehouses that actually get used — almost never gets done well. It gets billed to a pyramid, pitched as a product, or quietly de-scoped. We do it differently.
Apex Tech was started after watching the same pattern play out across dozens of integration and post-acquisition projects: a strategy team writes an integration plan it can't execute, a build shop executes a plan it didn't help write, and an integrator gets blamed when two ERPs, three CRMs, and a fifteen-year-old database refuse to speak to each other.
We collapsed those three into one team. Then we made it small on purpose. The result is a firm built specifically for the integration work that other firms quietly avoid — including the messy, time-pressured integration of acquired technology estates.
These show up on every engagement, sometimes inconvenient to us, sometimes inconvenient to the client. We hold them anyway.
A prototype that doesn't survive contact with real users is a slide with extra steps. We build for week 52, not the demo at week 8. If we can't get to production on the scoped timeline, we say so on day one.
Postgres before vector DBs. SQL before LLM calls. Queues before streaming. The exotic stack should serve the outcome, never the other way around. The fewer moving parts you'll need to operate at 3am, the better.
If your systems can't agree on what a "customer," "order," or "shipment" is, no model will save you. We start with the semantic spine — the durable model of your business — and let the technology fit it, not the reverse.
Autonomy is earned, not assumed. Every agent we ship has a graceful place where a human takes over, an audit log of what it did, and a clear off-switch. AI should expand the operator, not replace them in silence.
An engagement that creates lock-in failed at its job. We document everything, we hold knowledge-transfer sessions until your team can run the system without us, and we offer to leave on the date the contract ends. The clients who keep us around the longest are the ones to whom we proved, early, that we didn't need to be.
I started Apex Tech after a long stretch of watching brilliant teams try to integrate systems — especially after acquisitions — through the wrong organizational shape. Strategy in one room, engineering in another, a third party owning the integrations. By the time the two estates actually spoke to each other, the deal thesis had moved.
What I wanted to build was the team I needed when I was the operator on the other side of the table: deeply specialized in the unglamorous integration work — ERP-to-ERP, ID-to-ID, database-to-lakehouse — small enough to keep its own context, and stubborn enough to stay until everything actually talks.
We're now a few engagements into proving that out. The principles on this page aren't marketing — they're the things we've already had to defend, in conflict, on real projects. If they resonate with how you want your next integration done, the door is open.
The core firm stays small. For specialist work — security, regulated industries, niche stacks — we pull from a curated network of operators we've worked with before.
CFOs, controllers, and rollup architects who've integrated 4+ ERPs in anger.
Lakehouse engineers who've shipped medallion architectures (bronze / silver / gold) in production.
SAP, NetSuite, AS/400, custom — the operators who've bridged 1998 to 2026 and lived to tell.
SSO, SCIM, audit, and enterprise compliance specialists for cross-org integrations.
No deck, no pitch. A 30-minute working call to trade context and find out whether the shape of the work fits.