IT Leadership · Cybersecurity · Infrastructure
Your technology decisions should be made by someone whose only stake is your organization. That is why they get made by employees — and why most organizations your size can't afford to have them made well. We fill that seat a different way.
It isn't the job title. It's that an employee's pay doesn't change based on what they recommend.
When your IT person says the firewall can wait another two years, that recommendation costs them nothing. When they say it can't, you believe them. That alignment is what makes internal IT worth what it costs — not the hours, the trust.
Every other option breaks that alignment somewhere, or fills the seat only partway. Each one is missing something different, and they are not missing the same thing.
Which is why the comparison is rarely as simple as price. An option that costs less but sits outside the circle isn't a cheaper version of the same thing — it's a different thing, and the difference tends to surface at the worst possible moment.
What follows is the arrangement that keeps the alignment and adds the reach.
A full-time hire gives you alignment without reach. However capable they are, there is a point where the work exceeds what they have done before — a network redesign, a security review, a migration. Then they guess, or you go find a vendor you have no way to evaluate.
An MSP gives you coverage without ownership — a ticket queue, a rotating cast, and a contract measured in tickets closed rather than decisions made well.
A reseller gives you advice without independence. Their recommendation is shaped by agreements signed with manufacturers long before your name came up.
An independent contractor gives you hands without a department. They do the work you ask for. Nobody owns the work you didn't know to ask about.
Frisco Computer Service is led by Jack Nash. When you engage us, he is the person accountable for your environment — not an account manager, and not whoever is available that week.
Thirty years in enterprise infrastructure and security, beginning with engineering training at Pacific Bell and AT&T Systems and Technologies. Director of Technology for BT Global Services' international outsourcing team, architecting multinational solutions for Fortune 500 clients on engagements from $500M to over $1B in total contract value. Global Infrastructure Architect through the Cadbury and Kraft Foods merger, across a combined footprint of 100+ countries and 2,000+ sites. Chief Technology Officer at Exinda Networks, leading a 100+ person global engineering organization.
That range matters more than any single role. Contracts negotiated on nearly every continent, from both sides of the table — as the carrier, as the vendor, and as the Fortune 500 customer buying from them. It is the reason a quote can be read for what it actually cost the person who wrote it.
And it is paired with running a business of his own — payroll, contractors, insurance, vendors, and renewals that come due whether the quarter was good or not. Enterprise practice, applied by someone who has to make the same trade-offs with his own money.
Six white papers on infrastructure, security, and supplier strategy — including a defense-in-depth security architecture written specifically for organizations with limited IT resources, and a study of how dependency on a service provider accumulates one convenient service at a time.
Arguments you can read and evaluate before you hire anyone.
Full professional profile and papers at jacknash.me →
A contractor delivers work. A department delivers functions — and most of them don't look like work until they're missing.
Monitoring that runs at two in the morning. Backups that get restore-tested rather than simply run. Documentation that stays current after the project ends. Patch cycles, lifecycle tracking, and renewals nobody flagged. These are the functions that separate having an IT department from having someone you call.
We run our own infrastructure to deliver them. Backup targets, monitoring, staging environments, and hosted services that exist whether or not anyone is billing hours this week. An independent contractor arrives with a laptop and works on your equipment. We bring a standing platform to the engagement.
And we operate as a business, not a billable rate — insured, contracted, with specialists engaged on our paper rather than yours. For an organization with a finance committee or a procurement process, that is often the difference between an engagement that can be approved and one that can't.
A conventional IT department performs eighteen distinct functions, from help desk through to CIO, CISO, and CTO. We perform all of them under one line item — and the four executive functions are performed by Jack Nash personally.
See all eighteen functions → See the infrastructure behind it →
Most organizations assume their technology recommendations come from an assessment of their needs. Often they come from a contract signed with a manufacturer months earlier.
A reseller signs an agreement with a manufacturer that entitles it to pricing below MSRP. In exchange, it commits to an annual sales volume — a specific number — and frequently to keeping a minimum count of technicians certified on that manufacturer's products. Hit the number, keep the discount. Miss it, and margin disappears across every deal the following year.
Two things follow, and neither requires anyone to act in bad faith. The recommendation narrows before you are in the room, because the economics are best on the line they committed to move. And the certified staff shapes the design, not just the product — technicians trained on one platform are a fixed cost that has to stay utilized.
Then there is timing. Quotas are measured in quarters and years. When urgency arrives in late March and nothing in your environment has changed, that urgency belongs to someone else's calendar.
No manufacturer agreements. No hardware sales. No commissions. There is no product we make more money recommending — which means we are free to tell you the thing a reseller structurally cannot: that what you have is fine, and this year's budget is better spent somewhere else.
And if you would rather use someone else — a firm you already trust, a contractor a board member recommends, the vendor who installed the system originally — we will manage them. Scope the work, review the quote, hold them to it, and verify what was delivered.
We don't need to be the ones doing it. Someone needs to be accountable for whether it was done right.
For most small and mid-sized organizations, one dedicated IT employee — if that — is the reality. (Fortune 100–500 companies run hundreds or thousands of internal IT staff; this is built for everyone else.)
A network, security, or infrastructure specialist in this market is a six-figure salary before benefits — paid at market rate, dedicated to a single employer, whether there is enough work to fill the week or not. A CIO, a CISO, and an infrastructure lead are three hires most organizations your size will never make.
So the seat goes unfilled, or it gets filled by whoever is available — an office manager who is good with computers, a volunteer, a board member's son. Not because anyone believes that is adequate. Because the alternative was a salary line that could not be justified.
Less than a phone plan for a handful of employees. Less than the copier. Less than one after-hours emergency when a server fails on a Friday night.
Industry-wide, this pattern holds: CompTIA's research on managed services found that 46% of organizations using them cut annual IT costs by 25% or more.
One fixed monthly rate, typically $500–$2,100. Growing your technology footprint doesn't change it.
New cameras, network cabling, computer rollouts, and similar work are the kind of project a client would reasonably hire any vendor to do — so we charge for that project, once, the same way a vendor would. It never turns into a permanent increase to the monthly rate.
The difference is that we're already embedded in your staff, your technology, and your goals — which usually makes us the most obvious choice to define, design, build, stage, configure, and deploy whatever comes next.
Three things stop being your problem to manage day-to-day.
Budgeting, vendor selection, and long-range planning happen on a schedule, aligned to where your business is actually headed, instead of piling up until something breaks.
Policies get written and enforced, not just documented. When something needs to be locked down, there's one accountable partner making sure it happens — not three vendors pointing at each other.
Networks, cloud platforms, and endpoints are monitored and kept current on a schedule — so the first you hear about most issues is that they've already been handled.
Automotive groups, food production facilities, schools, faith-based institutions, and hospitality operations across North Texas.
See the full list of industries we serve →The conversation is different depending on what you're comparing us against.
Usually that person is capable. The gap is that nobody is watching the things that don't announce themselves — and nobody has to be replaced to fix it.
Every option trades something away, and they don't all trade the same thing. Here is where each one actually lands on cost and capability.
Most engagements start with a structured review of your current environment — findings first, before anyone discusses an engagement. We work with a limited number of North Texas organizations each year. Initial conversations are confidential.
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