About
Frisco Computer Service is led by Jack Nash. When you engage us, he is the person accountable for your environment — the one who knows your systems, sits in your budget conversations, and answers for the outcome.
Thirty years in enterprise infrastructure and security, beginning in the early 1990s with engineering training at Pacific Bell and AT&T Systems and Technologies — among the most rigorous programs the industry has produced, and the foundation under everything since.
BT Global Services — Director of Technology for the international outsourcing team, architecting multinational IT solutions for Fortune 500 clients on engagements ranging from $500M to over $1B in total contract value, across hundreds to thousands of sites. Worked directly with client CIOs and executive teams, and was routinely named in the outsourcing agreements themselves to guarantee continuity after the sale.
Cadbury and Kraft Foods — Global Infrastructure Architect across a 60-country, 500-site footprint, then through the Kraft acquisition to a combined 100+ countries, 2,000+ sites, and 500,000 employees. Ran large-scale global RFPs with national and regional telecom providers.
Exinda Networks — Chief Technology Officer, recruited to succeed the departing technical founder. Led a 100+ person global systems engineering organization and served as primary technical liaison to Fortune 500 clients and industry analysts including Gartner.
Plenty of people have held a senior title. What is less common is having sat on every side of the same transaction — building networks, selling them, buying them at Fortune 500 scale, running the vendor, and being the customer.
Contracts negotiated on nearly every continent, from both sides of the table. That is why a quote can be read for what it actually cost the person who wrote it, and why an auto-renewal clause gets caught before the window closes rather than after.
Your organization signs agreements constantly — copier, phone system, point of sale, cloud subscriptions, the support contract itself — and evaluates almost none of them. That is ordinary, and it is expensive.
The reasonable worry about a background like this is that it arrives with enterprise answers to small problems — over-engineered, over-priced, and governance nobody has the staff to run.
The counterweight is running a business of my own. Payroll, contractors, insurance, vendors, and renewals that come due whether the quarter was good or not. The same trade-offs my clients make, made with my own money.
Much of the value is simply exposure. Phishing-resistant hardware security keys, end-to-end encrypted email, and network practices that are routine at scale and unheard of at forty people. These organizations face the same threat landscape as the Fortune 500, without the budget and usually without ever having been shown how large enterprises answer it.
Six white papers on infrastructure, security, and supplier strategy — including a defense-in-depth security architecture written specifically for organizations with limited IT resources, built against NIST CSF 2.0 and CIS Controls.
Another examines how dependency on a service provider accumulates one convenient service at a time, until changing any of them means changing all of them — and how to design against that before it happens.
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 — monitoring that runs at two in the morning, backups verified by restore rather than by a green checkmark, documentation that stays current after the project ends, patch cycles and renewals nobody flagged.
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. And when work calls for a specialist — network, security, development, on-site hands — we bring one in, scoped and reviewed, on our paper rather than yours.
That depth extends further than most providers will go. Commercial kitchen equipment, AV and speaker systems, fire alarm relays — anything with real technical complexity tends to end up on our desk.
"We make recommendations, the Customer makes decisions, and Frisco Computer Service LLC supports those decisions."
A fair question to ask anyone, and the reason it gets a straight answer here is that I spent years being named personally in outsourcing agreements to guarantee continuity for Fortune 500 clients. Continuity is a contractual discipline, not a promise.
Every environment is documented so nothing depends on one person's memory. Escalation paths are defined before they are needed. Specialists already engaged with your systems can carry work forward. And this is a business with insurance, contracts, and obligations — not a rate that disappears if one person does.
The honest trade-off is worth naming: you do not get forty hours a week. You get executive-level judgment on the decisions that require it, qualified hands on the rest, and specialist time scoped per engagement rather than sitting idle on payroll. See how that compares to the other options →
We support professional services firms, multi-location organizations, private companies, and faith-based institutions across Dallas, Frisco, Plano, McKinney, and the surrounding communities.
Being based in North Texas means we understand the regulatory, operational, and growth pressures facing local organizations directly — not from a regional call center.
A single network, security, or architecture specialist typically costs $160K–$300K a year before benefits. A CIO, a CISO, and an infrastructure lead are three hires most organizations this size will never make.
Our clients pay $500–$2,100 a month, including CTO/CISO-level strategy, on a fixed rate that does not move when their technology does.
Worth knowing before you hire anyone, including us.
An electrician, a plumber, or an accountant must qualify before being permitted to practice, and you can rely on that qualification without investigating it. No such requirement exists here. Anyone may describe themselves as an information technology provider, and a considerable number do so on the strength of aptitude and self-teaching rather than formal engineering training. Some of them are genuinely capable.
The difficulty is that you cannot tell the difference from a proposal. Training, or its absence, is invisible until something is configured badly, documented poorly, or secured on assumption rather than on standards — by which point you own the consequences.
You are entitled to ask any provider what formal training and professional background the people doing the work actually hold, and to ask it in writing. We answer whenever we are asked, and the answer is on this page.
We work as an independent contractor and carry our own insurance. Workers' compensation covers our personnel — an injury sustained by our technician on your property, on a ladder, or in a server closet is our responsibility and our insurer's, not yours.
Commercial general liability addresses third-party bodily injury or property damage arising out of our work.
Certificates evidencing both are available on request, and you may be named as certificate holder. 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.
And because we are contracted rather than employed, you carry no payroll taxes, health and retirement benefits, paid leave accrual, workers' compensation premiums, recruitment and onboarding, continuing certification, employment practices exposure, or loss of institutional knowledge when an employee departs.
How recommendations get raised, decided, recorded, and returned to.
Selecting the right controls is only half the work. The other half is having a repeatable process: measure the environment against recognized frameworks, propose the control that closes the gap with the reasoning and the cost stated plainly, let the client decide, record the decision and what it means, and revisit it at every service review.
Two parts of that are worth stating outright. The client makes the final decision on every control; our role is to advise, explain the reasoning, and make sure the choice is an informed one. And a recommendation that is declined is not deleted — it stays on the record and is raised again when budgets, staffing, or circumstances change.
The result is a documented history rather than a series of conversations. Both parties can see what was recommended, when, what was decided, and what remains open.
Four commitments that shape every engagement.
Budgeting, vendor selection, and long-range planning happen on a schedule, tied to where your organization is actually headed — instead of piling up until something forces the issue.
Policies get written and enforced, not just documented. When something needs to be locked down, there's one accountable partner making sure it happens.
Every environment is built the same disciplined way and fully documented — so nothing depends on one person's memory of how it was set up.
You always know who owns what and what's actually happening — through plain, regular reporting, not vague status updates.
We work with a limited number of North Texas organizations each year to ensure focus and long-term partnership. Initial consultations are confidential.
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