Public sector, exclusively.
Every client we've ever had is a government agency. That's a structural choice, not a marketing line. Our frameworks, benchmarks, and contract playbook were all built for how public procurement actually works.
Government procurement isn't a slower version of enterprise procurement. It's a different game, governed by different rules.
Public dollars require public defensibility. Every decision gets audited, appealed, and FOIA'd at some point. Selection rationale has to hold up to a council hearing, not just a steering committee. Our frameworks produce traceable, citable outputs, not opinion-shaped PDFs.
The buying cycle is once a generation. Agencies select enterprise systems every ten to twenty years. Without market intelligence across comparable engagements, the negotiation is blind. We bring the reference data vendors hope the agency doesn't have.
Residents don't get to opt out. When a city hall go-live goes wrong, the consequences land on citizens with no alternative service provider. That raises the bar on governance, change management, and risk monitoring. We build for that bar, not a lower one.
Which is why we've never taken a commercial engagement: nothing splits our attention, and nothing in our playbook is a generic enterprise template retrofitted to government realities.
All five. Same Avèro standard.
The vertical changes. The discipline doesn't. Independence, senior-led delivery, FOIA-survivable documentation across every engagement.
Cities & Municipalities
Towns of 5,000 to mid-market cities. Finance, HR, and utility billing stitched together with decades of workarounds. Replacing the plumbing without breaking constituent services is the engagement.
Counties
Enterprise complexity in a public-sector wrapper. Land records, assessor, treasurer, sheriff, courts. Each a potential system, each with its own user community.
Utilities & Public Power
Rate structures, regulated reliability, growing fiber operations. CIS, billing, and GIS decisions ripple through every customer interaction for the next decade.
Airports, Ports & Aviation
FAA, federal, and state oversight layered on systems that handle complex billing, concessions, leases, and operational safety. Few advisory firms understand the governance model.
Special Districts
Water, sewer, transit, housing. Lean teams, enterprise-scale responsibilities. Right-sized modernization matters more than benchmark-scale modernization.
One standard.
Same independence, same senior-led delivery, same FOIA-survivable documentation. The vertical changes. The discipline doesn't.
Cities & Municipalities
From towns of 5,000 to mid-market cities, municipalities share a pattern: finance, HR, and utility billing all stitched together with decades-old workarounds. Replacing those systems without breaking constituent-facing services is the engagement.
Typical engagements
- ERP selection (Finance, HR, Utility Billing)
- Implementation PMO and IV&V
- Legacy data migration planning
- AI and digital services strategy
Key stakeholders
- City Manager / Deputy City Manager
- CIO / IT Director
- Finance Director / CFO
- HR Director
Counties
County government is enterprise complexity in a public-sector wrapper. Finance, HR, land records, assessor, treasurer, sheriff, courts. Each a potential system, each with its own user community. The coordination challenge is as large as the technology decision.
Typical engagements
- Comprehensive ERP selection and rollout
- Departmental system consolidation strategy
- Data governance across agencies
- Multi-year modernization roadmap
Key stakeholders
- County Executive / Administrator
- CIO / IT Director
- Finance Director / Auditor
- Department heads (Assessor, Treasurer, Clerk)
Utilities & Public Power
Public utilities sit at the intersection of complex rate structures, regulated reliability requirements, and growing fiber/broadband operations. CIS, billing, work management, and GIS decisions ripple through every customer interaction for the next decade.
Typical engagements
- Customer Information System (CIS) selection
- Utility billing and rate structure advisory
- Fiber/broadband operational alignment
- TVA-area rate and regulatory complexity
Key stakeholders
- CEO / General Manager
- CIO / CTO / VP IT
- VP Customer Service
- CFO / Controller
Airports, Ports & Aviation
Public aviation and port authorities operate under a distinct mix of FAA, federal, and state oversight. Enterprise systems have to handle complex billing, concessions, lease management, and operational safety simultaneously. Few advisory firms understand the governance model. We do.
Typical engagements
- Enterprise modernization program management
- Oracle / SAP / Workday implementation rescue
- Billing, concessions, and lease system integration
- Independent executive project management
Key stakeholders
- Executive Director / CEO
- CAO / CFO
- CIO / IT Director
- Board of Commissioners
Special Districts
Water, sewer, transit, housing, and other single-purpose districts operate with lean teams and enterprise-scale responsibilities. Right-sized modernization matters more than benchmark-scale modernization, and that's rarely what vendor sales teams are pitching.
Typical engagements
- Fit-for-purpose ERP and CIS selection
- Shared-services modernization strategy
- Board-level technology governance
- Contract negotiation for single-purpose districts
Key stakeholders
- General Manager / Executive Director
- Board of Directors
- Finance and Operations leadership
- IT Manager (often a single role)
Different agencies. Same standard.
If you're a public-sector leader navigating an ERP, data, or AI decision, we'd value the conversation. Thirty minutes, and nobody will pitch you.