A practice built at the intersection of technology, compliance, and law.
Konve exists because the organisations and individuals who most need senior expertise in these three disciplines are precisely those the existing professional services market is least well designed to serve. This page explains what the firm is, who leads it, and where it is going.
What Konve is, what it stands for, and why it exists.
Konve was founded on a simple observation that took three decades of professional experience to articulate clearly. The organisations and individuals who most need senior technology, compliance, and legal expertise are precisely the ones the existing market is least designed to serve. The SME whose board is asking data protection questions the founders cannot answer. The professional services firm that needs its Microsoft Cloud environment to reflect regulatory obligations its MSP has never read. The individual whose job application was rejected by an algorithm with no explanation and no recourse. These are not marginal clients in a specialist niche. They are the majority of the market — and they are consistently underserved by a professional services industry that has organised itself around the clients who can afford the largest firms and the longest retainers.
Konve exists to change that. Not through charity, and not by pretending that senior expertise can be delivered at junior prices — it cannot. But through a different operating model. A small, senior practice supported by purpose-built AI agents that extend what a qualified practitioner can deliver without diluting the quality of the judgement behind the work. An AI-native firm, built from the ground up on the assumption that the combination of senior human expertise and supervised AI capacity produces a different price-to-quality ratio than the traditional staffing model allows. The result is a practice that can provide the DPO function a listed company would pay a large firm for, at a price a fifty-person SME can afford — without the compromise in standard that would ordinarily be the cost of that difference.
The firm is built at the intersection of three disciplines that are usually sold separately. Technology delivery. Compliance and governance advisory. Legal practice. Most technology firms do not understand the regulation that governs the systems they build. Most compliance firms do not understand the architecture of the systems they audit. Most law firms understand neither well enough to advise on the intersection. Konve is designed to occupy that intersection — not as a generalist that does everything adequately, but as a specialist that does the intersection exceptionally, because the principal's credentials span all three disciplines and the firm's operating model is designed around their combination. A data protection question at Konve is answered by the same practitioner who designed the data architecture. A vendor contract is reviewed by the same person who recommended the vendor. A Microsoft Cloud migration is governed by the same firm that holds the client's ISO 27001 programme. The integration is structural, not cosmetic.
Konve is designed to outlast its current form. The practice as it operates today — four service lines, a single principal, an AI-extended operating model — is the foundation of a firm that will be larger, more capable, and differently structured within ten years. Konve Legal will open when the principal qualifies as a solicitor, adding regulated legal services to the practice's capabilities and converting the governance and advisory relationships built today into legal client relationships tomorrow. Associates and partners will join as the firm grows into the roles that human expertise is irreplaceable in. The AI agent layer will deepen as the technology matures, extending capacity further without compromising the standard of senior supervision. The measure of success for Konve is not revenue in the next financial year. It is whether, in ten years, the firm is serving more of the people who need it most, at a higher standard, and with a deeper capability than it has today. That is the goal. Everything else is the work required to get there.
Kosta Veves
Kosta Veves has worked in technology since 1993 — thirty years across enterprise infrastructure, cloud architecture, cybersecurity, and digital transformation at organisations ranging from SMEs to global groups. The technical depth accumulated over those years is not incidental to Konve; it is the foundation on which everything else is built. The CISSP formalised a security posture that had been developed across decades of real-world engineering work. The Microsoft Expert-level certifications reflect sustained investment in the platforms that most of Konve's IT clients operate on.
The decision to study law was not a career change. It was a recognition that the problems Kosta was being asked to solve in technology — data protection failures, vendor disputes, governance gaps, regulatory non-compliance — were not purely technical problems. They were legal problems with technical dimensions, and addressing them properly required standing in both disciplines simultaneously. The LLB, achieved with a 2:1, and the MBA represent the deliberate construction of a multi-disciplinary capability that the market consistently fails to provide from a single source. The SQE preparation, now underway, is the final step in that construction — qualifying as a solicitor to open Konve Legal as a fully authorised legal practice within the next three years.
Konve was founded not because the market needed another MSP or another compliance consultancy, but because no firm was operating at the specific intersection that the clients Kosta worked with actually needed. The governance questions that arose from technology decisions. The technology implications of compliance obligations. The contractual risks that MSPs missed because they did not read the contracts. The data protection failures that compliance consultancies missed because they did not understand the architecture. Building Konve was the answer to a gap that thirty years of working inside that gap had made impossible to ignore.
The practice Kosta is building is designed to outlast him — a firm with a methodology, a values framework, and an operating model that can be carried by associates and partners as it grows, and that will eventually be qualified to provide the legal services that complete the intersection. The measure of success Kosta holds for himself and for Konve is not personal recognition or financial accumulation. It is whether the firm, ten years from now, is serving more of the people who need it most, at a higher standard, and with a greater range of capability than it has today. That ambition is what Konve is built around. Everything else follows from it.
Qualifications and certifications
Konve Legal
Konve Legal is the firm's forthcoming authorised legal practice. It will open once the principal has qualified as a solicitor through the Solicitors Qualifying Examination and has been admitted to the roll — at which point Konve Legal will operate as a fully authorised practice regulated by the Solicitors Regulation Authority.
The decision to build toward a legal practice was not made after Konve was founded. It was built into the design of the firm from the beginning. The clients Konve serves through Advisory, IT, and People are served up to the boundary of what an unqualified practitioner can lawfully provide. When Konve Legal opens, that boundary moves. The data protection advisory work that today stops short of regulated legal advice becomes a full legal service. The governance and compliance retainers that today refer out matters requiring a solicitor become self-contained engagements. The technology contracts that today are reviewed with commercial and technical expertise become reviewed with legal authority as well.
The clients who come to Konve now are not being asked to wait for a firm to become what it needs to be. They are building a relationship with a practice that already understands them, their sector, their technology, and their obligations — and that will be qualified to serve their legal needs when the qualification arrives. The transition from advisory client to legal client will not require a new relationship or a new onboarding. It will require a new engagement letter.
For organisations and individuals with legal needs that arise before Konve Legal opens, we are honest about our current position and will always refer to qualified solicitors where regulated legal services are required. We maintain relationships with qualified practitioners in the relevant areas and will always ensure our clients have access to the right level of service, regardless of whether we can provide it ourselves today.
The values that govern every decision we make.
These are not aspirations. They are descriptions of how the firm operates and how it makes decisions — in engagements, in client relationships, and in the choices about what work to take and what to decline.
Honesty before comfort
We tell clients what they need to hear, not what they want to hear. If the work they are asking us to do is not the right answer to their problem, we say so. If we are not the right firm for the engagement, we say so and help them find who is. We do not generate work by withholding the advice that would make the work unnecessary. The short-term commercial cost of honesty is always smaller than the long-term cost of its absence.
Specificity over generality
We do not provide generic advice dressed as specific expertise. When we advise on a data protection obligation, we advise on the specific obligation, the specific processing, and the specific risk — not on data protection as a category. When we recommend a technology approach, we recommend the specific approach for the specific client, not the approach most commonly sold. Specificity is harder than generality. It is also more useful, which is why clients pay for it.
Accountability without delegation
Every Konve engagement is led personally by the principal. Work is extended through AI agents and specialist partners, but the judgement, the named role, and the accountability remain with the qualified practitioner. We do not take on engagements and hand them to juniors. We do not sign our name to work we have not personally supervised. The accountability the client is buying when they engage Konve is the accountability they receive throughout the engagement.
Access as a principle
The professional services market systematically prices senior expertise out of reach for the clients who most need it. Konve's operating model — a small senior practice extended by supervised AI agents — exists specifically to close that gap. We are not a charity and we are not free. But we are committed to a price-to-quality ratio that makes senior expertise accessible to organisations and individuals who the existing market has decided cannot afford it. This commitment shapes every commercial decision we make.
The long relationship over the quick engagement
We build practices, not projects. The clients we serve today are the clients we intend to serve in five years, in ten years, and through Konve Legal once it opens. We make decisions with that relationship in mind — which means we decline work that would compromise the trust the relationship depends on, we tell clients when they would be better served by a different approach, and we invest in understanding each client's business well enough to advise it rather than just service it.
Impact that outlasts the engagement
The measure of a good engagement is not whether the work was delivered to scope and on time — it is whether the client is in a genuinely better position because of it. A data protection programme that passes the audit but cannot be operated is not a good outcome. A Microsoft Cloud environment that works on handover day but deteriorates without support is not a good outcome. We design our work to be sustainable after we leave, and we tell clients honestly when their situation requires ongoing support rather than a one-time delivery.