When a regulated company looks for “technology adaptation”, the market almost always offers the same thing: a project, a rotating team and a PowerPoint deliverable. The report can be right. The system, a month later, is unchanged. Orbit exists to close that gap: audit, plan, implementation and monitoring on a contractual rhythm. It does not replace counsel or certify the framework. It does leave the stack closer to what the framework asks — and it comes back next month.
The shortage is not advice
In Fintech, LegalTech and banking, advice is plentiful. Law firms, GRC, the Big Four and boutiques read the gazette. The bottleneck is someone who will touch access, CI/CD, data, logs and the product already in production. That someone is rarely the person who signed the report.
The result is fragmentation. One vendor for cloud, another for security, another who summarises rules with no technical impact. Nobody closes the loop. The CTO orchestrates. Risk moves from slide to slide. Orbit is born from that friction: one owner coordinating four blocks — audit, technical compliance, technology and monitoring — and delivering them on cadence.
What a company buys when it hires a consultancy
A classic project sells closed scope: weeks or quarters, a team that arrives, diagnoses and leaves. The incentive is the milestone, not the orbit. If the framework changes in month four, you need another SOW. If the control must be implemented, a third party usually appears — or the internal team, which had no slack.
That is not a moral defect. It is the model. The consultancy optimises for the deliverable and utilisation. The client is left with evidence that “it was analysed”. Evidence that “the system was adapted” comes later, if it comes. For a supervisor or an investor, the difference is not semantic.
What it buys when it hires Orbit
Orbit is a monthly program. The initial audit (€1,000, depth by plan) opens the cycle. From there, Starter, Growth, Scale or custom set cadence and intensity. Value compounds sprint after sprint: controls in place, stack touched, monitoring that re-prioritises.
The owner does not rotate with quarterly staffing. You move up orbit when the business asks, without a new RFP. Solutions — cloud, Ask Intelligence, cybersecurity — come in as an extension of the same program. That is what a consultancy calls “phase 2” and bills as another project.
Who implements, and who keeps the risk
In the report model, the risk of not implementing stays with the client. In Orbit, implementation is the product. We do not promise certification: the client remains responsible for compliance, and legal opinion belongs to authorised third parties. We do promise technical work with an owner and evidence of what was changed.
That boundary matters. A company looking for “certify us” is not an Orbit client. A company looking for “stop letting the stack and the rule run on separate tracks” is. The 30-minute diagnostic exists to tell those cases apart before we charge for the audit.
When a consultancy still makes sense
There is work Orbit does not do: legal opinion, ISO/SOC certification as a body, cultural transformation of a thousand people, a three-year PMO. If that is what you need, hire whoever sells it honestly.
Orbit wins the stretch consultancies delegate: adapting systems, leaving technical evidence and coming back next month. Many clients use both. Counsel reads the framework; Globodain translates it into stack changes. Without fighting over the same invoice.
How to decide in one meeting
Three questions suffice. Who implements the control after the report? What happens the month the gazette changes? How many vendors do you orchestrate for a single framework? If the answers are “us”, “another project” and “several”, the consultancy model is costing you coordination, not just hours.
If the answers are “the same team”, “the next cycle” and “one”, you are already in orbit — or you should be. The next step is not another RFP. It is a diagnostic and, if it fits, the initial audit.