Christian Pantle
IT Leadership
I build the IT a growing business needs, and stay responsible for making it work.
At AM Technical Solutions, I've built and carried IT through modernization, acquisitions and international growth. My work combines hands-on technical delivery with business judgment, security and developing people.
Building IT as the business grew.
When AGI became part of AMTS, I assessed the wider technology environment and helped establish an accountable in-house IT function. I made the case for changes, built the systems and carried primary technical responsibility as the company expanded.
That meant improving everyday collaboration while preparing for new projects, supporting acquisitions and keeping existing operations running.
2019 AMTS baseline · Annual snapshots · Through September 2026
Kyron · 2023
I led the IT side of the acquisition and migration, followed by continuing infrastructure responsibility and oversight in Ireland.
Sequence · 2026
Integration is underway. I work with its IT employees to bring operations together and provide higher-level oversight.
The decision that laid the foundation
The original plan was to migrate AGI into AMTS. AGI already had the stronger Office 365 environment, so I made the business case to use it as the foundation for the larger company.
Teams meetings, shared workspaces and coauthoring replaced much of the friction around shared conferencing accounts, emailed attachments and conflicting files. Using the same tools as clients also made collaboration easier.
Making recovery and history part of the system.
I replaced incomplete, disjointed backup arrangements with comprehensive protection for on-premises systems and Microsoft 365.
The work brought together office backup appliances, offsite cloud backups, a hosted server recovery route and separate coverage for Exchange, Teams, SharePoint and OneDrive. Permanent historical mailbox archives preserve records long after day-to-day use ends.
Those archives have helped make historical records available when they were needed. It's one of the lasting capabilities I'm proudest of building.
Getting ahead of the next requirement.
I look for what the business will need next, whether that's deployment capacity for a project ramp, a cost increase we can prepare for or clearer rules around a new technology.
Preparing for project demand
Ahead of major project ramps, I coordinated purchasing and licensing and built a live Intune and Windows Autopilot environment in approximately two months.
The goal was deployment capacity for roughly 200 computers of project demand, with a durable way to equip remote teams. The environment is operational, and user migration continues.
Giving people practical guidance
- Responsible AIOfficial policy, training and an approved work route, with human ownership and review of the output.
- CybersecurityGuidance rolled out across the organization, recurring awareness and computer-use policy.
- Risk and controlsOngoing HIPAA risk assessment and control implementation tied to business requirements.
Making the money go further.
Cost control has been part of the work throughout my career. These are two selected examples, one recent and one sustained over time.
Recent negotiations · 2026
Approximately $136KCombined reported procurement benefit and estimated annualized licensing savings and cost avoidance.
A $96K laptop purchasing benefit reported to executive leadership, plus approximately $40K in estimated annual licensing savings and avoided increases. The licensing figure represents a full year of benefit.
Bringing Austin support in-house · 2021
$85K / yearEstimated vendor cost avoided
At roughly $85K per year since June 2021.
I brought the service in-house and took responsibility for ongoing support and continuity after the vendor's final day on June 17, 2021.
Gross estimate of the former vendor's fees since June 18, 2021. Internal delivery costs are excluded.
Technical depth. A practical way of working.
My background includes running a business, managing IT, teaching people and doing the technical work myself. That combination shapes how I approach a decision: understand the business need, explain the tradeoffs and stay accountable for the outcome.
I manage and develop AMTS IT staff and work with acquired-company teams. My wider operating responsibility includes infrastructure in Ireland and support for company efforts in India, Israel and Malaysia.
I take the work seriously, and I want people to enjoy working with me. I make the call when it's mine to make, and help others build the confidence to take ownership themselves.
And yes, I'm partial to expressive glasses, a bit of orange and a good Star Wars shirt on a casual Friday.
Experience that shaped the work
- AM Technical SolutionsGlobal architecture, engineering, construction and commissioning for high-tech facilities.IT Manager · January 2019 to present
- Abbie Gregg, Inc.Architecture, engineering and design for high-tech manufacturing.IT Manager · June 2009 to January 2019
- Earlier business and IT leadershipComputer services, business ownership and corporate IT.Service management, mentoring and successor training.
Education and development
Bachelor's degree in Business, Information Technology Management
Western Governors University
Master of Business Administration, Information Technology Management studies
Western Governors University · Final term remaining
Teaching and mentoring have been a consistent part of my career, alongside continuing technical and business learning.
Let's talk.
If you're building an IT function, bringing operations together or thinking through what the business needs next, I'd enjoy the conversation.