We Don't Sell Solutions. We Work Alongside Funds That Take Their Obligations Seriously.
Our job is to understand your environment, reduce what you're exposed to, and be the partner your fund office can actually rely on: before something goes wrong, and if something does.
What Working With Revolt Fund Guard Actually Looks Like
We Start With a Baseline, Not a Product Pitch
Almost every engagement starts the same way: with a baseline. Before we recommend anything, we build a clear picture of your administrative workflows, your vendor relationships, your staff structure, how your trustees govern, and where the pressure points already are. That baseline becomes the reference point for everything that follows. It's what lets us tell you specifically where the fund is exposed, what to fix first, and what can wait. Without it, we're just another firm applying a generic framework to an environment we don't actually know.
We Work in the Background So the Fund Office Doesn't Have to Think About Us
Our goal is not to become a visible, high-maintenance part of your operations. Our goal is to be the reason certain problems never happen, and to move fast when they do. The funds we work with are not spending management meetings discussing IT vendors. They're focused on participant service, cost management, trustee governance, and fund sustainability. We support that focus by handling our responsibilities quietly and completely.
We Don't Advertise What We Put in Place
This is intentional. Advertising the specific controls, systems, or configurations we deploy for our clients would undermine the purpose of those controls. What we will tell you is what changes: what risks get reduced, what gaps get closed, what the fund office is no longer exposed to. The specifics of how we accomplish that stay between us. That discretion is not unusual in serious security work. It reflects how we believe this niche should be served.
We Stay Current on the Regulatory Environment So You Don't Have To
The DOL/EBSA cybersecurity guidance, the enforcement priorities that shift year to year, the insurance underwriting requirements that are tightening: these are moving targets. Staying current on them is part of what we do, not a value-add you have to ask for. When regulatory expectations change in a way that affects how your fund should operate, we'll tell you, and we'll help you respond before it becomes a compliance gap. We also engage independent specialists to validate our work and test our controls. Self-assessment isn't a defensible standard when the stakes involve participant data and ERISA fiduciary accountability.
We Help Fund Offices Navigate What AI Is Doing to the Threat Landscape
AI tools are making phishing more convincing, impersonation faster, and fraud harder to detect before it happens. The workflows most vulnerable to these attacks are the same ones they always were: payment authorizations, banking change requests, contribution processing, and staff communications. The answer is the same as it has always been. It starts with the human layer. Trained staff, verified payment workflows, and clear escalation processes are what prevent most incidents. We focus here because this is where most incidents actually start. Business email compromise, in particular, depends almost entirely on human error rather than technical failure. As the tools attackers use improve, the investment in people and process becomes more important, not less.
What Funds We Work With Have Been Able to Move Past
A Carpenters health and welfare fund had been relying on a single senior staff member to manage a complex contribution reconciliation process. When that person announced they were leaving, the fund was facing a real operational gap with no documentation and no backup. We helped stabilize the process, document it thoroughly, and train replacement staff. The situation became a controlled transition. The trustees were able to report it was handled before it became a service disruption.
A fund administrator discovered that a vendor they'd worked with for years had experienced a security incident affecting client data. They didn't have a clear picture of what data the vendor held, what their contractual obligations were, or what the notification requirements looked like. We helped them work through the exposure quickly, identifying what was affected, what they were required to do, and how to communicate with trustees and participants. What could have been a weeks-long scramble took days.
A trustee board had been asking their administrator for documentation showing that the fund's technology controls met current DOL guidance. No one had a clear answer, not because the controls weren't there, but because no one had ever assembled the evidence in a form trustees could review and defend. We put that documentation together. The next time the question came up, from an auditor rather than a trustee, the fund was ready.
A fund office was increasingly concerned about the volume of phishing and impersonation attempts targeting their staff. Several employees had received convincing emails requesting changes to vendor banking information. None of the attempts had succeeded, but the near-misses were close enough to cause real concern. We addressed the control gaps that made those attempts plausible, and built the awareness and processes that reduced the exposure going forward. No incident occurred. That's the outcome.
If You're Considering Working With Us
We work with a limited number of Carpenters union benefit funds and select other Taft-Hartley plans under ERISA. That's not a positioning line. It's a capacity decision. We can only do this work well if we know each client's environment deeply.
If you're looking for a firm that will respond to a ticket queue and send monthly reports, that's not us. If you're looking for a firm that will be genuinely embedded in your environment, stay ahead of your exposure, and be available when something needs immediate attention, that's exactly what we do.
Everything we do ultimately traces back to the members. The operational work we support in fund offices, including tools that modernize job-level hour reporting to close contribution gaps and reduce fraud exposure, and coordination of benefits processes that ensure participants receive the coverage they're entitled to, are not IT projects. They are participant service obligations. When the fund office runs well, members get what they earned. Our job is to make sure the office can deliver that consistently.
The first step is a conversation where we both get to assess the fit.
This Is a Conversation, Not a Sales Pitch
We work with a small number of Carpenters union benefit funds. When we talk to a trustee or administrator for the first time, we come prepared, with questions rather than a product deck. If you're responsible for a Taft-Hartley fund and you want a direct conversation with someone who understands your obligations, we're ready when you are.
Strategy Call
No pitch deck. No follow-up sequence.