About
I'm the technology executive companies bring in when they've outgrown their MSP.
Many companies reach a point where the technology stops fitting the business. The MSP is answering tickets, but nobody owns strategy. Nobody is holding the MSP accountable, because evaluating an IT vendor requires being an IT executive. Security posture is assumed rather than verified. And AI has quietly arrived inside the company: staff using consumer tools, company data going places nobody approved, no policy, no owner.
That gap is what I close. I own the technology stack, the roadmap, the vendor relationships, and the risk, reporting to the CEO rather than to IT.
Most people in this seat stop at the recommendation. I don't. I own the AI and automation layer from inception to production, so the distance between "here's what you should do" and "here's the working system" is measured in weeks instead of quarters.
Where I work best
- Warehousing, logistics, and distribution. Cold and dry. Three and a half years as IT Business Partner at Lineage Logistics, the world's largest temperature-controlled logistics operator, supporting regional and IT leadership across a multi-site footprint.
- Biotech and pharmaceutical. Where warehousing, chain of custody, data sensitivity, and cybersecurity all converge. It's the sector my background maps onto most completely.
- Healthcare-adjacent companies. Billing and revenue cycle, staffing, DME, IT suppliers, and clinic groups. Five years inside hospital environments taught me how clinical operations actually run, and what HIPAA means in practice rather than on a checklist.
The road here
I've spent years on both sides of the table. As an external technology executive, in virtual CIO and principal consultant roles at Aldridge, FusionTek, Pacific Office Automation, and PacketDrivers, I've advised dozens of small and mid-sized companies on strategy, infrastructure, and security. As an internal one, I ran IT for multi-site operations at Lineage Logistics, and delivered infrastructure and clinical-adjacent programs across hospital departments at Trillium, where downtime isn't an inconvenience. Earlier, enterprise environments at PEMCO and Safeco.
Throughout all of it I've stayed hands-on with the systems themselves, which is the part I'd rather not delegate.
Operating principles
How I work
Usability first.
If real people can't use it, it isn't done.
Plain language.
Recommendations you can understand and act on without a translator.
No vendor agenda.
My advice is based on what fits you, not on referral commissions.
Leave it better.
Every engagement should leave your team more capable, not more dependent.
Scott Riedy Consulting LLC is my independent IT & AI practice, headquartered in Mill Creek, Washington and serving the Seattle area for onsite work, remotely across the United States otherwise.
All of it comes back to one thing: "Every App, For Everyone!" Every system, workflow, and interface should be usable by every person who touches it, regardless of ability, technical background, or device. Accessibility isn't a checklist at the end of a project. It's a design constraint from the first conversation. My own site targets WCAG 2.2 AA.