IT and OT security consulting for manufacturing and critical infrastructure

The situation

Plants, mills, ports, rail and water systems share a problem: the equipment that makes the money was installed to run, not to be defended. A line controller from fifteen years ago can't take a patch. The vendor needs remote access to support it. The engineering workstation that programs it also reads email. Each of those is a reasonable decision on its own. Together they make the network nobody has mapped.

Then the business asks for more: production data in real time, supply-chain visibility, predictive maintenance, AI on the floor. Each request is another connection between the plant and everything else. Done carelessly, the connection that feeds a dashboard is the same one an attacker uses to reach a controller.

What we do here

We start by mapping what's on the OT network and every path into it, including the vendor connections. Then we design zones and boundaries so production data reaches reporting through a one-way, read-only path, and vendor access runs through brokered, logged sessions instead of standing tunnels. On the business side, we integrate production and supplier data into reporting through APIs and SQL, without opening the control network to do it. Where the business wants AI on the floor, it gets the same treatment as any new account: its own identity, read access by default, and a person approving anything that changes the process.

As VP of Research, Development & Innovation at a rail-technology company, our founder architected AI inspection running at the industrial edge, so we know what production AI on physical infrastructure demands.

Where to start

The first engagement is a fixed-price discovery, sized to the job. On a plant, it covers the OT asset and path inventory, the vendor connections, and the one or two data flows the business most wants from the floor. The written read-out ranks the fixes by risk and cost, cheapest first, and names what should wait for a planned shutdown. You decide in writing what happens next. Plenty of plant teams take the read-out and do the work themselves, and that's a fine outcome.