Why I Started N.O. IT Strategy
Most organizations have IT support. Few have IT leadership. I've watched that gap cost organizations in wasted spend, compounding risk, and technology that creates friction instead of momentum.
I founded N.O. IT Strategy in early 2026 to provide the kind of independent, accountable IT leadership that growing organizations need, without the overhead of a full-time executive hire. The firm is new, my experience is not.
What Makes This Different
N.O. IT Strategy is fully independent. There are no vendor relationships, no product incentives, and no sales quotas driving recommendations.
Every engagement is built around one question: what does this organization actually need? The answer shapes everything.
The scope, the approach, and the advice.
Who I Work Best With
I work best with business owners, executives, and leadership teams who are ready to treat technology as a strategic function. Not just a support cost.
Whether you're building something new, managing a growing environment, or preparing for a significant IT transition, the common thread is this.
You want a trusted advisor who's genuinely in your corner, someone who understands both the technology and the business decisions behind it.
Founder Nate Olson with his two German Shepherds, “Stop it” and “Don’t”.
Why Choose N.O. IT Strategy?
Because technology decisions deserve ownership, not guesswork.
I provide independent, strategic IT oversight with no vendor incentives, no product bias, and no sales pressure. Every recommendation is made solely in your organization’s best interest.
I understand technology not only from a technical perspective but from an operational and financial one because I’ve run organizations myself. When risk is increasing, costs are drifting, or decisions feel unclear, the answer is structured strategy, not more noise.
Who I am
I’m Nate Olson, founder of N.O. IT Strategy.
I’ve spent more than 16 years in information technology. With over six years in IT leadership roles, most recently as IT Director for a mid-market organization supporting hundreds of users, and overseeing a substantial technology buildout.
Before moving into leadership, I spent years inside the managed service provider world, supporting a wide range of business environments. That experience gives me a practical understanding of how technology environments actually function, not just how they’re supposed to on paper.
I’m also a serial entrepreneur. I’ve founded multiple companies, including a 7-figure national eCommerce business where I served as founder and CIO, overseeing the full technology stack from infrastructure to platform to digital presence.
That combination: IT leadership, MSP experience, and firsthand business ownership shapes how I approach every engagement.
Technology decisions have to make operational sense, financial sense, and strategic sense.
All three.
At the same time.
Years working in the MSP world
Entrepreneurial Perspective
Building and running businesses changes how you think about technology.
When I was operating my eCommerce business we scaled to a team of 25 and were generating seven figures in annual revenue. Every technology decision had a direct impact on revenue, customer experience, and operational efficiency. There was no room for technology decisions that didn’t pull their weight.
That experience informs how I advise every organization I work with. Technology is not a support function that exists separately from the business. It is woven into cost structure, risk exposure, and day-to-day execution. Decisions must be financially sound, operationally practical, and built for where the organization is going, not just where it is today.
When I sit down with a business owner or executive, I’m not just the IT person in the room. I’m someone who has made the same kinds of decisions they’re making.
What I am Best At
I’m best at bringing structure to environments where technology has outpaced the leadership supporting it.
I walk into unfamiliar organizations, assess how things actually work, and quickly identify where the real gaps are. Whether they be in risk management, vendor accountability, cost visibility, and or strategic direction. My focus is never on adding tools or complexity. It’s on reducing noise, clarifying priorities, and restoring discipline to technology decision making.
I work particularly well when:
- Leadership needs clear, unbiased guidance on technology decisions
- Vendor and MSP relationships lack accountability or structure
- Costs are increasing without clear visibility into why
- Security posture needs a structured, realistic improvement plan
- Technology decisions are being made reactively rather than strategically
- An organization is navigating a significant transition and needs steady leadership through it
I’m direct when clarity is needed, conservative where risk is concerned, and steady under pressure. Technology should not feel chaotic. My role is to stabilize, clarify, and align it.
Before founding N.O. IT Strategy, I served as an IT director in the nonprofit world. I know how hard these organizations work and how thin the budgets run. Helping mission-driven organizations matters to me, so I offer verified nonprofits discounts off my standard for-profit rates.
Ready to put experienced IT leadership in your corner?
Let’s talk about where your organization is headed and how I can help you get there on solid technology footing.
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