We build IT governance sized to your company: who decides what, how much gets invested, which risks are accepted and how results are measured. A lean model that leadership understands and your team can sustain.
IT rarely lacks effort or technology. What's missing is clarity on who decides, what it costs, which risks are on the table — and how all of it connects to the business.
The board conversation is about how much IT spends — never about what it makes possible.
Investments, priorities and exceptions decided case by case, with no clear decision rights or record of why.
Licenses, contracts and cloud growing with no owner, no forecast and no link to the value delivered.
Auditors, customers, headquarters or LGPD/GDPR ask for controls and evidence that today live only in people's heads.
We start by measuring, design only what your size calls for, and stay until governance runs on its own. Each phase ends with a deliverable approved by leadership.
An honest snapshot of how IT decides, invests, delivers and protects itself today: a maturity level per domain and the risks that need immediate attention.
Findings presented and priorities agreed with leadership.
A tailored governance model: who decides what, in which forum, under which policies and KPIs. Only what your size calls for — no framework bureaucracy.
Model approved by leadership and ready to go live.
Governance moves off paper and into routine: we run the first cycles with your team, measure progress and hand the model over — or stay on as an ongoing service.
Rituals running with your team — or Kasnol staying on as an ongoing service.
Indicative timelines: they vary with the size of IT, the number of domains in scope and leadership availability. If a recent assessment already exists, we build on it.
We rate each domain on a five-level scale. The snapshot shows where IT stands, where it needs to be and which step is worth climbing first.
Improvised practices that depend on key people. Decisions made case by case.
Some routines repeat, but with no standard, record or KPIs.
Processes, roles and policies documented and followed across IT.
Performance measured by KPIs; decisions made with data.
Continuous improvement: governance evolves with the strategy.
Reference scale inspired by COBIT and CMMI. Not every domain needs to reach the top: the target is the level the business requires — and your team can sustain.
Governance isn't a document: it's the set of decisions that defines how IT plans, invests, delivers and protects itself. Each domain gets a level, a target and a plan — and only what your moment calls for goes into scope.
An IT strategic plan tied to business goals.
Decision rights, RACI matrix and forums with an agenda and an owner.
Prioritization, CAPEX/OPEX and a business case for every initiative.
Licenses, contracts and cloud under control, with visible TCO.
Risk matrix, controls and response plans.
Policies, access management and ISO/IEC 27001 as reference.
Data inventory, legal bases and the DPO role under LGPD/GDPR.
Selection, SLAs, performance and third-party dependency.
Service catalog, service levels and ITIL-based processes.
Backup, disaster recovery and contingency plans.
Some companies need the model designed and delivered; others need someone to run it day to day. The formats combine — and a project can become an ongoing service when it makes sense.
Assessment and design with defined scope, timeline and price. We deliver the model ready for your team to run, with a supported handover.
A senior Kasnol leader runs the forums, the KPIs and maturity progress on a part-time basis — for companies not yet ready for a dedicated CIO.
Whoever designs your governance has answered as Head of IT for budget, risk and delivery — and knows what works beyond paper.
COBIT, ITIL and ISO 27001 guide the work, but the model fits your size: only the controls and forums the business actually uses.
Governance, information security and data protection handled together, by someone who also serves as Data Protection Officer (DPO).
In 30 minutes, we understand the context and the pressure on IT — and give you an honest read on where governance should start.