Issam Khouri started with a partnership. Then came 300 colleagues.

Issam Khouri’s company began with a partnership that already had a life outside the office. In 2004, he and his wife, Tina, founded itsoli. Two people started the consulting practice; a much larger cast would follow. The opening has the welcome advantage of being comprehensible without a glossary, a diagram, or a committee appointed to define the word partnership.

“I co-founded itsoli (IT Solutions, Inc.) in 2004 with my wife, Tina.” Khouri’s own account puts her in the first sentence. That is where she belongs. He serves as co-founder, president and CEO; she serves as co-founder, executive vice president and CFO. The founding relationship remains visible in the division of responsibility at the top.

The company describes a journey from two consultants to more than 300 professionals in the United States and India. Those endpoints supply the scale. The more interesting question is what happens between them: how work once done by the founders becomes work entrusted to other people, across disciplines, offices, and countries.

*The company’s published description; the headcount statement is undated.

Before the title, the delivery work

His education is listed as a Bachelor of Business Administration in Computer Information Systems at Texas State University. The pairing of business and computing is an apt credential for a career spent around enterprise technology, where a system’s purpose has to survive its journey from proposal to everyday use.

Khouri’s professional background includes senior management at Agilent Technologies and consulting at Electronic Arts. His publicly listed career places the Agilent role between 2000 and 2006 and the Electronic Arts work between 2006 and 2010. The chronology overlaps the founding of itsoli. It places company building alongside the practical business of serving an organization.

There is a particular kind of experience in that combination. Corporate technology work happens among budgets, competing priorities, and people whose requirements do not always arrive in a tidy order. Consulting adds the obligation to make oneself useful inside somebody else’s arrangements. Neither occupation gives a project permission to succeed merely because its presentation was handsome.

A public recommendation from Kent Barnes offers a more concrete assessment of Khouri’s work. Barnes credits him with getting a program executed while handling difficult personalities, shifting priorities, and constrained funding. The recommendation is about delivery under pressure. It supplies a colleague’s view of the professional behind the executive title, with the obstacles left in the picture.

“Issam has the ability to get an program executed while dealing with challenging personalities, changing priorities and limited funding.”

Kent Barnes · professional recommendation

The grammar is Barnes’s; the predicament will be familiar to anyone who has managed a project. People change their minds. Money has limits. A deadline remains a date on the calendar, even when everybody has developed an excellent explanation for missing it. This is the working terrain against which that recommendation should be read.

The partnership acquires a wider map

Khouri is based in Roswell, Georgia. Itsoli lists locations in Roswell, Sunnyvale, California, and Bengaluru, India. The map gives the founding story a second dimension. A company that began with a pair of consultants now has a working footprint spanning two countries, with the coordination such a footprint requires.

Indian corporate listings record Khouri’s appointment as a director of Itsoli India Private Limited on February 22, 2018. They also place that company’s incorporation in December 2014. These are separate milestones: the establishment of the Indian company and his later directorship. Together they add dates to the international side of the business.

An office address makes expansion look deceptively simple. Day-to-day delivery gives it substance. A client needs to know who owns a decision, who understands a requirement, and who will still be there when a system behaves unexpectedly. The map matters because the work must travel across it. Geography is useful; accountability needs a person attached.

What all those colleagues actually do

The business Khouri leads works on enterprise strategy, project management, and the systems through which organizations manage services. These are broad terms for rather specific frustrations. A company can own capable software and still struggle to decide which investment comes first, how departments should work together, or who is responsible when a request stops moving.

Itsoli’s strategy work addresses that connection between business objectives and technology decisions. Its offerings include architecture planning, assessments of existing capabilities, investment roadmaps, and governance. The sequence has an everyday logic: understand the situation, decide what deserves attention, put the work in order, and establish how choices will be made.

That makes the firm’s work easier to picture. Before a new application earns its place, somebody must explain what it will help the organization do. Before several initiatives compete for the same budget, somebody must decide their relative importance. A roadmap is useful when it makes those choices intelligible to the people expected to carry them out.

A project for a large computer and printer manufacturer gives that work a concrete setting. The manufacturer had fragmented business intelligence delivery teams and needed a shared strategy and oversight. Itsoli established a governance framework with defined responsibilities and operating processes, then developed a common business intelligence strategy and reference architecture. The engagement also included an assessment of existing ownership costs to support decisions about simplifying the operation.

The client is unnamed, so the useful detail is the assignment itself. Several groups needed a way to direct related work together. The deliverables included agreements about responsibilities and decisions, alongside the technical plan. Within the business Khouri leads, organizational arrangements form part of the work delivered to a customer.

Project management gives those choices an operating structure. Itsoli offers a managed project management service for organizations with established methods, and a build, operate, transfer approach for organizations developing their own project management office. In the latter arrangement, the firm establishes and runs the operation before handing it over to the client.

There is a useful business idea in that last verb. Transfer means the client eventually takes responsibility for the people, processes, and tools assembled for the job. The arrangement makes the destination explicit. A project office must become something an organization can use, with the mechanics of running it included.

Making the ordinary request work

Another part of itsoli’s work concerns enterprise service management. Here the scale comes down to the employee making a request and the department expected to answer it. The firm helps design, implement, and administer workflows connecting functions such as IT, finance, human resources, and legal. ServiceNow is among the technologies it supports.

The promise is practical: requests should have a route, responsibilities should be visible, and information should help people see where work is getting stuck. Itsoli’s approach covers assessment, integration with existing tools, employee usability, automation, implementation, and continued improvement. Technology sits inside an ongoing organizational process, with people still responsible for making it useful.

Consider the ordinary request that passes between departments. Without an agreed route, each participant can do a perfectly respectable small task while the whole matter goes nowhere. A shared workflow gives those separate actions a relationship. It is the sort of improvement that seldom requires a trumpet, though the employee waiting for an answer may feel otherwise.

Another chapter, with AI

The next chapter is dated. In August 2026, Lokheshwar Rangarajan announced his appointment as itsoli’s Chief Architect and AI Practice Leader. He thanked the company’s leadership and Khouri personally for their trust. He described leading HADT, the firm’s practice for delivering IT services through human and AI teams working together.

Rangarajan framed the challenge around getting dependable quality from AI-assisted work across different people. That is his stated priority for the practice. For Khouri’s story, the announcement adds a specific colleague, role, and development to a business whose origins sit more than twenty years earlier. A company’s next chapter needs people willing to take responsibility for it.

Itsoli’s AI offerings include custom models and agents, model fine-tuning, data pipelines, data intelligence, and adoption planning. The range connects software development with the preparation and organizational work around it. Building something is one responsibility. Preparing the data and helping an organization put it to use supply others.

Placed beside the firm’s project and service management work, the newer offering brings a familiar question into a different technical setting: how will the work produce a result that another person can rely on? The technology has changed considerably since 2004. The obligation to make an engagement work remains easy for a customer to understand.

A life beyond the project plan

Outside work, Khouri enjoys tennis and time with Tina. His account of family life also includes travel with their two adult children. The details are modest, which is part of their appeal. They return the person to view after the titles, locations, and service descriptions have had their turn.

Tennis requires a court and another player. A consulting business requires colleagues and clients. The resemblance need go no further; a hobby deserves to remain a hobby without being conscripted into a leadership lesson. Khouri can enjoy a game without every forehand being asked to explain his management philosophy.

The founding partnership, however, belongs at both ends of the story. Issam and Tina started the company together. They continue to hold distinct executive responsibilities within it. Between those facts sit the additional colleagues, the international operations, and the expanding range of work. The business has acquired many more participants. Its beginning still has two names.