Synera
The goal is not to sell audits. The goal is to make organisations self-sufficient.
Synera came from a simple observation. Most small businesses and non-profits have neither the resources nor the budget to hire an IT director, a security lead, a legal adviser and a governance expert.
Yet they must comply with exactly the same laws. Quebec’s Law 25 offers no discount for small structures. A six-person community organisation carries the same obligations around designation, incident registers and privacy policy as a thousand-person company.
That asymmetry produces a predictable result: many organisations know they are not compliant, do not know where to begin, and end up doing nothing at all.
A compliance report that leaves the organisation as helpless as before has fixed nothing. It has documented the problem.
What I am building with Synera
Synera 360
A complete view of an organisation’s compliance and security posture, in language an executive director can act on.
Synera Flex
Modular support matched to the organisation’s real size and budget, rather than a single package designed for larger structures.
Simplified compliance paths
A staged progression where each step delivers concrete compliance gain. No eighteen-month project with nothing visible until the end.
Assessment tools
Enough to situate an organisation without tying up a firm for three weeks. The starting point has to stay light, or nobody crosses it.
Governance guides
Documents written to be read by people who are neither lawyers nor IT specialists — that is, most of the people concerned.
Adapted support
Built specifically for Quebec small businesses, non-profits and municipalities, with their real constraints of budget, time and staffing.
The logic
Situate
Where the organisation actually stands, without judgement and without legal vocabulary.
Prioritise
Which obligations expose the most, and which can wait until next quarter.
Equip
Supply the templates, registers and policies rather than billing for writing them from scratch each time.
Hand over
Transfer the capability so the organisation maintains its own compliance the following year.
This approach comes directly from my experience in the community sector. When you have led an organisation where every billed hour takes an hour of service away from beneficiaries, you do not think about compliance the same way.
A question on this?
Describe the context in a few lines. I answer with a proposed angle, not a brochure.