Rasheid Karl Scarlett
Founder and Chief Executive Officer. He started this company in 2005 and still reads the statements of work himself.
Where the expertise comes from
A B.S. in Computer Science from Wheaton College, then network architecture at Verizon and AT&T, where the systems in question were carrier scale and failure was measured in customers rather than tickets. After that, infrastructure consulting at Accenture for Fortune 500 clients, and advisory work at KPMG, which is where the difference between a design that works and a design that survives a budget cycle becomes obvious.
The full career history is Verizon, AT&T, Accenture, and KPMG, before founding NetAesthetics in 2005. That path matters for a simple reason: he has been on the carrier side, the integrator side, and the owner side of the same problems, so he knows where each one tends to hide the risk.
What he does here
He reads incoming statements of work, decides what the company will and will not bid, and stays accountable for delivery on the programs we hold. He is the person a prime calls when something needs a decision rather than a meeting.
Technical depth
Twenty years of building networks and software means the technical conversation does not need a translator. When a program office asks whether an approach will work, the answer comes from having built the thing, not from having read about it.
Board and governance work
Board Chair of Legends Public Charter School. He begins the UCLA Anderson Board Director Program in August 2026. Governance is not a side interest here: the questions a board asks about risk are the same questions a program office asks about delivery, phrased differently.
Public recognition
Member of the Forbes Business Council.
- Role
- Founder and Chief Executive Officer, NetAesthetics Federal Services
- Founded
- Founded NetAesthetics in 2005
- Education
- B.S. Computer Science, Wheaton College
- Prior experience
- Verizon, AT&T, Accenture, KPMG
- Board service
- Board Chair, Legends Public Charter School
- Executive education
- UCLA Anderson Board Director Program, beginning August 2026
- Focus areas
- AI governance, cybersecurity governance, critical infrastructure, network architecture
- Direct contact
- gov@netaesthetics.us
Published writing
Boardroom Brief.
Rasheid writes for directors and executives under the title Boardroom Brief, published at rasheid.com. The recurring subjects are AI governance, cybersecurity as a fiduciary duty rather than an IT line item, and what happens to critical infrastructure when automated systems fail.
It is relevant here for one reason. The way a firm thinks about governance is visible in how it builds. The writing is the argument; the delivery method on our capability pages is the same argument applied to a program.
Read the perspectives that shape how we build, or go straight to the source.
How leadership works here
No layer between you and the work.
Larger firms send a capture team to the briefing and a delivery team to the program, and the two do not always agree. Here they are the same people. What gets promised in a briefing is what gets staffed, because the person promising it has to live with it.
That is a real advantage of working with a company our size, and it is worth asking any firm you are evaluating: will the people in this room be on the program?
The other half of that question matters just as much. Direct access to the person accountable is useful only if the work does not stop when that person is unavailable. Every position on a program has a named backup identified at staffing, the delivery method is written down and followed the same way on every engagement, and documentation is produced while the work happens rather than reconstructed afterwards. How the work stays repeatable sets out the sequence. A program should never depend on one person being reachable, including this one.
About leadership
Rasheid Karl Scarlett, founder and chief executive officer. He founded the company in 2005 and remains directly involved in scoping and delivery.
On a team our size the person in the briefing is the person accountable for the delivery. There is no separate sales layer between you and the people doing the work.
Enterprise networking and consulting, including time at Verizon, AT&T, Accenture, and KPMG, followed by two decades building and running systems at NetAesthetics.
He writes at rasheid.com under Boardroom Brief, on AI governance, cybersecurity as a fiduciary duty, and critical infrastructure. Those articles are published there, not reproduced here.
Talk to the person accountable for delivery.
A capability briefing is a direct conversation about your scope, not a pitch deck.
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