Cloud Modernisation, Data Harmonisation, Sustainable Energy Engineering and Infrastructure Audits for the Financial Services Industry, Aviation and Logistics, Government and Public Sector, Telecommunications and Energy across West Africa.
The problem we were built for
It still works, and that is what makes it dangerous. Kit that is out of support runs quietly for years, then takes a core platform down on a Friday evening with no vendor left to call.
Klyvant finds it, maps what depends on it, and replaces it while the business keeps trading. Then we look at what the estate costs you to power, because energy is now large enough to change an infrastructure decision.
Sectors
Three environments where recovery has to be evidenced rather than described, and where the cost of a stoppage compounds by the minute.
Regulators do not accept an outage narrative. Continuity has to hold under examination, which means the recovery position is documented, rehearsed and evidenced before anyone asks for it.
Operations run against the clock and the cost of a stoppage compounds by the minute. Systems that recover in hours have already failed the operation, so we design for the window the ground team can absorb.
Ageing estates, split budgets and mandates that cannot slip. Work is sequenced so each phase stands on its own and delivers something defensible, even when funding for the next phase arrives late.
Capabilities
Four practices that are usually bought separately, scoped and delivered by the same team so nothing falls between them.
01
Multi-cloud architecture design, software defined storage and hyperconverged integration, planned so the estate moves in stages the business can absorb. Every cutover has a tested path backwards before it has a date.
Enterprise disaster recovery and production backup built on Veeam and VMware, with data sovereignty treated as a design constraint rather than a paragraph in a policy. Recovery targets are proven by rehearsal.
Energy audits and green power optimisation frameworks for operations carrying heavy infrastructure loads. We profile what the estate actually draws, then reduce the draw before recommending anything anyone has to buy.
End of life and end of support hardware assessment across the estate, risk mitigation planning ranked by what actually falls over first, and standing technology advisory for executives who need a straight answer before a board meeting.
How an engagement runs
Most firms sell one of these. The failures happen where they meet, so Klyvant holds the estate end to end, edge through cloud.
How We Work
Every stage produces something the business can act on by itself, so funding that arrives in tranches does not strand the work halfway.
Full inventory of what is actually running, including the undocumented parts. End-of-support exposure ranked by business impact rather than by asset age.
Output: risk registerTarget architecture across cloud, storage, recovery and power, costed and sequenced. Every cutover gets a tested path backwards before it gets a date.
Output: migration planWork lands in increments the operation can absorb, with rollback rehearsed and recovery times proven under load before anything carries production traffic.
Output: proven cutoverManaged support, scheduled recovery rehearsals and standing executive advisory, so the estate keeps its position rather than drifting back toward end of support.
Output: standing retainerCompany
A small senior team, engaged directly. Clients deal with the people accountable for the work running.
Managing Director
Akeem Adesina is an Information Technology and Digital Transformation leader with over three decades of experience. His professional background includes experience gained at IBM. His expertise covers Large-Scale Technology Infrastructure, Core Banking, Cloud Infrastructure Platforms, Enterprise Technology Platforms, AI Practice and Advisory Services.
Klyvant runs a deliberately small senior team covering operations, finance, enterprise architecture and business development. Clients deal with the people doing the work.
That is the whole structural argument, and it is why engagements move quickly. There is no layer between the person scoping the work and the person accountable for it running.