Business-first technical discovery
I start by clarifying the decision, the buyer, the constraints, and the risk - not by jumping straight to tools.
About
Daniel Shayesteh
Solutions architect and technology advisor for enterprise SaaS, media technology, cloud architecture, and workflow transformation.
Real background
About Daniel
Daniel Shayesteh is a solutions architect and technology advisor with 10+ years of experience helping organizations evaluate, implement, and modernize enterprise technology.
His background spans consulting, enterprise SaaS, cloud architecture, media technology, and workflow transformation, including roles at Deloitte, CGI, and Dalet.
Daniel has worked across technical discovery, solution design, vendor evaluation, proof-of-concept planning, implementation strategy, presales support, and delivery alignment. His work focuses on helping teams make high-stakes technical decisions when requirements are unclear, stakeholders are misaligned, or implementation risk is not yet understood.
He helps founders, GTM teams, operators, and technology leaders turn ambiguity into clear requirements, practical architecture, executive-ready recommendations, and implementation plans that teams can actually execute.
10+ Years Consulting & Solutions
Deloitte • CGI • Dalet
Enterprise SaaS & Media Tech
Cloud & Hybrid Architecture
Presales → Delivery
How I Work
Practical advisory work that ends in usable artifacts.
The work starts with the decision, constraints, and risks, then turns that context into outputs teams can use.
Architecture that supports execution
The goal is not a prettier diagram. The goal is a plan that sales, product, engineering, delivery, and leadership can align around.
Proof through artifacts
Every engagement is designed to produce usable outputs: briefs, evaluation frameworks, POC plans, implementation roadmaps, or executive recommendations.
Next step
If this style of support matches what the team needs, bring the live problem.
The goal of the first call is to determine fit quickly and decide whether a sprint or an advisory relationship makes sense.