About
Novado Solutions exists because most companies are advised on technology by the people selling it to them — and because the gap between what a business pays for technology and what it gets from it is nearly always larger than anyone expects.
Who we are
If you asked your finance team today what your business spends on technology — every licence, every cloud commitment, every circuit, every vendor retainer, every hour of internal time spent working around a system — how long would it take them to answer, and how confident would you be in the number?
For most mid-market companies the honest answer is weeks, and not very. That gap is where our work lives. Not because anyone did anything wrong, but because technology spend accumulates across dozens of small, locally sensible decisions and nobody owns the aggregate.
Tom Greenwald founded Novado Solutions to close that gap from the outside — with no products to sell, no vendor relationships to protect, and no incentive to recommend anything other than what the evidence supports. He now serves on the firm's board of directors.
Today that work runs in two directions. For investors, we are the technology and AI workstream in diligence: testing what a target actually has, what it costs to run, and what it will take to fix. For operating companies, we find the waste, size it, and help drive it out.
What we believe
Nobody is concealing it. It sits in renewals that auto-processed, licences assigned to people who left, and a manual step added during a busy quarter four years ago. It takes an outsider with time and access to see it.
Consulting has a credibility problem because so much of its output cannot be checked. We attach a dollar value, a source and a confidence level to everything — including the things we are unsure about.
The useful question is never "what is our AI strategy". It is "where does judgement work concentrate, what does it cost us, and can a model do part of it reliably enough to matter". That question has a checkable answer.
We build with the people who will own it afterwards, in their language, against their constraints. A brilliant plan that only works while the consultants are in the building is a failed plan.
Thirty minutes is usually enough to tell whether there is something worth looking at. If there is not, we will say so.