June 24, 2026
A note to start — the honest version of why this blog exists.
I’ll be straight about how Peek IT Services began, because the honest version is better than the founding-myth version.
In August 2023, I was asked to help with IT business operations at a biopharmaceutical company in Virginia. To work with them the way the engagement needed to run — corporation to corporation — I needed an entity. So I created one. That was the entire original plan: a practical vehicle for a single piece of work.
It took about a few weeks for that plan to start feeling too small.
Because once the entity existed, I started seeing what it could actually become. I’d spent nearly thirty years inside enterprise IT — global pharmaceutical, energy, financial-services, and manufacturing organizations, some with device estates north of 200,000 — doing the unglamorous, high-leverage work that quietly decides whether an IT organization is treated as overhead or as a genuine business function. Managing hardware and software licensing. Cleaning up CMDBs nobody trusted. Fixing broken contracting processes — and when it was warranted, helping select, procure, and implement the contract management system to replace them. Managing budgets and optimizing spend. Renegotiating vendor contracts that should never have been signed the way they were, and standing up real IT vendor relationship management where there had only ever been transactions.
Peek IT could be the vehicle for all of it — not one engagement, but a way to take almost three decades of hard-won experience and put it to work for organizations that genuinely need that kind of help.
That’s the whole idea, honestly. Use what I’ve learned to do some good for companies wrestling with the operational side of IT.
The conviction underneath it is simple: IT should be run with the same financial discipline, operational rigor, and strategic clarity as any other core business function. Most organizations I meet don’t have an IT problem. They have an IT business operations problem — money leaking through unmanaged contracts and licenses, a CMDB no one trusts, vendor relationships run as transactions instead of partnerships, and no clean line between what IT spends and what the business actually gets for it.
This blog is where I put that point of view to work. Expect practical, opinionated, evidence-based perspectives — not vendor talking points or recycled frameworks. The kind of thinking I’d bring into your steering committee, written down.
A few of the pieces already on the way:
– The five ITAM metrics every CIO should actually be watching
– Why your CMDB keeps breaking — and how to fix it for good
– Why CLM is a process problem long before it’s a technology problem
– Building a chargeback model that finance and the business both trust
– Turning vendor management from a scorecard exercise into real partnership
If you run IT — or you run a business that quietly depends on it more than anyone admits — this is for you.
And if something here lands, or you recognize one of those leaks in your own organization, let’s talk. That’s what the firm is for.
Brad Peek, Founder, President, CEO, and Managing Principal Consultant, Peek IT