REAP

The Problem

The data to explain any network incident already exists in the environment — split across telemetry, configuration, tickets and topology that do not talk to each other. Senior engineers stitch it together by hand, and that context does not scale across shifts, sites and changes. A change completes and the ticket closes, but nobody can prove the network is healthy. Redundancy is paid for every year and tested on the day it fails. REAP’s own phrase for it: restored is not fixed.

What REAP Does

REAP discovers a multi-vendor network with read-only credentials, correlates topology, telemetry, configuration and change history with the ticketing system and the runbooks a team already has, and presents each incident as a complete explanation — what happened, why, what is affected, what to do next — with the commands and outputs behind each conclusion. It verifies changes before and after a window and records the evidence in the ticket. It finds the standby pairs that would not fail over before the failure. Natural-language runbooks turn a team’s knowledge into approval-gated action with an execution record. Observe, reason, act, prove.

The Three Doors

Where It Runs

Built for enterprises with many sites, three or more network vendors and change-control or audit obligations; for mid-sized organizations with three to ten network engineers and no 24×7 NOC; and for managed service providers running networks for many customers. The industries REAP names: manufacturing, healthcare, higher education, financial services, retail, data centers and MSPs. The buyers: the network engineer, the NOC lead, the network architect, the security architect, the VP of Infrastructure and the CIO.

The Proof of Value

REAP sells the way I argue every infrastructure vendor should: a forty-five-day proof of value on one production domain, read-only first, with eight measures agreed up front and a decision at the end. Its design targets — detection under four minutes, root cause under five, about thirty percent lower operations cost — are stated as targets measured against a reference architecture, not as customer results. REAP labels them that way itself, and I hold to the distinction on every page I write, because a claim a buyer can verify is worth ten a buyer has to take on faith.

The Team

REAP is built by engineers who ran the networking infrastructure enterprises depend on — two co-founders of WiteSand (acquired by Juniper Networks), and founding and early engineers at Andiamo and Insieme (acquired by Cisco) and Pensando (acquired by AMD) — with 32 granted US patents between them from that work. San Jose, California.

Why It Matters to My Work

REAP is the argument of my Field Notes on the Agentic Enterprise applied to the network: an agent that reasons is allowed to act only when its authority is written down, when a human stays in the loop for consequential changes, and when every action leaves evidence an auditor can read. Selling that to network operations leaders — buyers who have heard AIOps promises before — is the discipline behind The Seven C’s Outreach Program™: define the outcome, instrument it, and sell what you can prove.