Once an estate runs to several hundred desks, the department, the ticket queue and the approved budget are all in place. The gaps sit elsewhere. Capacity on the escalation queue during a bad fortnight. A network or security specialist nobody can realistically hire for a three-week job. Numbers that survive a board meeting without being tidied up first. We work beside your own people in a co-managed arrangement: a bounded remit, service levels that belong to the agreement, and reporting that comes out of the tooling rather than out of a sales deck.
Six strands, all of them written down. Part of the list is engineering; the rest is governance, meaning who decides, who carries it out, what gets counted, and how a trade-off reaches the people paying for it.
Routine work and the relationship with users stay where they are. Anything your own desk cannot close reaches us through the platform you already run, be it GLPI, ServiceNow, Freshservice or Jira Service Management, tagged with the categories and priority bands you have always used.
A quarter of an hour to acknowledge anything critical, with distinct restoration targets per priority band, argued out before signature rather than after the first breach. They live in the body of the agreement, not on a slide that vanishes when the meeting ends.
Every figure is generated by the ticket platform and the monitoring stack: how much arrived at each priority band, how much landed inside the promised window, how the estate is holding up, what stays unresolved. The layout is agreed so a finance director reads it unaided.
Hypervisors, cloud tenancies, switching, storage and restore jobs all report into a single console, which tends to notice drift well before a user files anything. Hands-on work in the rack belongs to your operations staff or your hosting provider, against procedures we write.
EDR, SOC monitoring, privileged account management and steady work against NIS2, the GDPR and, in financial services, DORA. We operate on the principles of ISO 27001 and prepare you for an audit, including one conducted by an outside body.
On the agreed rhythm, a ranked list of work with a rough cost against each line. Your IT director arrives at the budget round holding something concrete, instead of reconstructing afterwards where a difficult quarter swallowed the money.
Which indicators count is settled in the agreement, and the values are computed rather than typed. Arguing about what they mean is fair game; arguing about what they say is not.
The single most valuable entry in a report is the list of things that keep recurring. Fourteen separate tickets in one month about a session that keeps dropping tells you nothing about the people answering them; it names a root cause nobody has been given time to attack. Recurring patterns get their own heading in our reports, alongside a proposal to remove whatever causes them, because closing an identical ticket forever is not a service.
Ownership of the estate and the authority to decide never leave your department. What we receive is a defined remit, perhaps escalations, switching, restore jobs and overnight cover, plus exactly the privileges that remit calls for and nothing beyond it. An annex sets out line by line who signs off a change, who carries it out, who gets asked and who simply hears about it afterwards.
Where you prefer it, yes. We are given a queue or a group inside your instance and we honour the taxonomy and templates already in use. Your agents stop retyping requests into a second product, and the complete trail of an incident remains your property, including once we have stopped working together.
It appears in the report, together with why it happened and what changed afterwards. What follows contractually is settled during negotiation, not improvised while an outage is still running. Our experience is that a number published on a fixed rhythm disciplines a supplier more reliably than a penalty clause nobody is willing to trigger.
Premium gives you the same named engineers month after month, people who carry your architecture in their heads without being booked to you full time. A major incident brings the on-call rota in behind them. Where exclusivity is a genuine requirement, we assemble a dedicated team and price it on request.
Documentation, diagrams, inventories and administrative credentials are handed across, and we brief whoever takes over for a period fixed in advance. Those terms are settled at signature, not improvised during a difficult conversation. Holding on to a client because no outsider can decipher their estate strikes us as a poor way to earn a living.
Outline your estate, how the department is structured and the acknowledgement times you are aiming at. We come back with a division of duties, proposed targets and a sample reporting layout.
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An answer follows inside one working day. Report an outage that is stopping people working and it moves ahead of everything else.
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