ServiceNow_logo_TM_SMALL_RGB_600dpi_061912Struggling for years with an internally hosted, antiquated and legacy solution, we found we just couldn’t keep pace with our evolving service management needs. As a company that is driven by the demand of the customer, we quite liked what we found in ServiceNow. But how did we arrive there?

Read on.


We evaluated a range of possibilities. We managed the company’s migration to new tooling as a formal project with a proof of concept stage, a pilot migration and then finally a phased migration of the services we support.

Lessons Learnt

  • “Software as a service” (SaaS) is definitely the way to go! With a growing service management portfolio, the availability of the tools to support that business are essential.
  • Managed as a formal project with a defined set of requirements and planned life-cycle made sure that the delivery met expectations.
  • We decided not to use the professional services offered by ServiceNow, which was a mistake. We thought we would be able to adapt the solution to meet our needs with little support and no training – big mistake. Although we have ended up with what was needed, it would have been achieved quicker, at higher quality and at less cost if we had used the services available from service-now.
  • Build a “regression” test pack as part of the project to enable testing of any future changes (either internally or new versions by service-now).
  • We only contracted for the services for a year, in case the tool wasn’t right for us – in hindsight we should have signed up for 3 years to fix the pricing over that term.
  • One of our core requirements was to be able to provide our customers with a “portal”. This requirement grew and customers also wanted to manage and assign tickets. This requirement means that these users would incur additional license costs, so we developed a portal solution that negates the need for licensed users.

Final word

Ok so SaaS solutions may not be everyone’s cup of tea. Some are definitely over-rated. But we have seen the advantages of going the SaaS route for our business. We’ve never been totalitarian about any one technology or vendor. Our neutrality is well known and that goes for the tools we select for our own business. We think this is healthy and suggest you think the same way. Always know where the exit door is and have a pathway out of, as well as into, any technology you deploy. But when you find something that works, persist with it, iron out the minor gotchas and be a responsive customer so your supplier knows what you like and what you don’t like.

Put the needs of your customers first, and work backwards from there.

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EOA-summit-logo-2013It was great to see National Rail Enquiries (NRE) win an award at the European Outsourcing Association Awards in Amsterdam last Friday (26 April).

In recognition of their SIAM outsourcing strategy (Service Integration and Management), NRE won the award for Best Multi-sourcing Project of the Year , beating strong category finalists 60k and Centrica (Centrica won this category in 2012).

Smart421 is pleased to be a large part of that initiative, performing the Managed Services element on top of an AWS Cloud platform for several key NRE applications.

As customers struggle with the chains of traditional SI relationships, Smart421 is providing agile delivery and innovation methods in the IaaS world.

Many analysts see this as “third generation outsourcing” and a change for good – and so do I.


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Along with Andy and Adam, I attended the annual IT Service Management Forum (itSMF) Conference in London on the 7th and 8th November 2011. This is regularly billed as the event of the year for service management professionals and everything ITIL.  It is supported not only by a range of delegates with serious interest in Service Management but also governing bodies, sponsors and 40 suppliers exhibiting their Service Management based tools, training and consultancy.  Of note, that may well be reflective of these times of austerity, is that the last time I attended the itSMF conference in 2009 there were over double the number of suppliers exhibiting at the conference with some notable leaders in the field not represented at this year’s event.

The main content of the conference were 50 presentations on a variety of subjects spread across the 2 days.  Typically the presentations ranged from thinly disguised vendor sales pitches, through theoretical rather than pragmatically based concepts, to real world examples of initiatives undertaken and the associated experiences. As a general rule of thumb it tends to be these real world experience based presentations along with targeted factual update sessions that provide the most value.

The sessions I went to varied greatly in their interest and usefulness with the main value coming from sessions covering:-

  • Developing Effective Performance Management, which although not a particularly revolutionary concept did help crystallise a few ideas regards a more system based approach for Performance Management.  Such an approach would be more holistic but provide differing levels of granularity in order that ‘default’ levels provided could be matched to respective audience requirements, whilst at the same time allow for drilling down to more granular based information as and when required.  One interesting idea was to utilise the Service Catalogue to identify the relative value of the Services offered to the business.
  • The ITIL 2011 Update session which outlined the major changes that have been introduced in the very recent publication of updated versions of the five ITIL manuals.  Whilst it is clear that we will need to reference all these new updated versions, approximately 80% of the changes are focused on the Service Strategy manual and cascading of these changes through the other manuals for consistency.  The only potential new concept is the introduction of a Continual Service Improvement Register, a concept we have advised clients on previously even if not using that specific terminology.
  • A session describing the currently under development ITIL Master Qualification. This will be the highest qualification attainable in ITIL and will be based upon validation of  the capability of candidates to apply the principles of ITIL in the real world. It will not be based upon any form of courses or examinations but instead will take the form of four stages working through Application, Proposal, Work Package creation and submission based upon real world utilisation and experiences before a Final Interview. There will be a set of 40-45 requirements that will be have to be met for candidates to be accepted onto the qualification programme, but further details are not yet available. Therefore the applicability to representatives from Smart421 is not yet known, but besides the personal value of such a high qualification there may be of value to Smart421 as a significant differentiator for Sales if anyone within Smart421 were to achieve this qualification.
  • Mobility, Big Data and Precognitive Support was a session presented by Chris Dancy,  the founder of ServiceSphere, which delivered an interesting and compelling view of the recent past, the present and what we should anticipate for the future. For example:-
    • Mobility:- There are 5.3 billion mobile subscribers (that’s 76 percent of the world population) with the growth being led by China and India.  Over 85 percent of new handsets are Web Enabled, which will facilitate continents like Africa to completely leap-frog  ‘hard’ infrastructure requirements like land lines and PC based networking. Mobile devices are already ubiquitous and will be the de facto integration method i.e. will increasingly take precedence and preference over ‘traditional’ PCs and laptops etc.  Facilitating integration will be primarily based around mobile apps,  one projection being that by 2016 cumulative mobile apps downloads will reach 44 billion.
    • Big Data:– a term the presenter thought will become as familiar as Cloud in the coming months and years.  Statistical examples included that the same amount of worldwide information generation that occurred between 1995 and 2000, was achieved in 2 days in 2010 and in 1 day in 2011. Another example was that the size of the internet in 2003 is the same size as Facebook alone  is today!
    • This amount of data is facilitating a move towards more precognition analysis etc. For example:- studying moods on twitter via automated textual analysis, happiness on foursquare mapped across cities etc. In addition to the presentation but another directly connected example, I heard a radio interview on the way home from the conference about perception of value for money of 3D films based upon automated textual analysis of blogs on film based sites. Back in the presentation these techniques are already apparently being utilised in extended news cycles by media organisations, with pre-event analysis occurring specifically in preparation for actual events – sounds a bit like pro-active trending!
    • Finally the speed of change that should be anticipated is already outlined to a large degree with some of the statistics highlighted above, but it is also argued that in the wider scale that “we are still in the first minutes of the first day of the internet revolution” and that Kurzweil’s Law of Accelerating Returns with the implied exponential and non-linear growth in technological capabilities and human knowledge is already occurring in line with Kurzweil’s 6 Epochs  ideas. Whilst it could be argued that such considerations are overly cerebral and abstract, it doesn’t take much consideration of the evidence and experience of the last 10 or 20 years to realise that the future opportunities and challenges are going to be a world apart from what we have seen previously.

Finally Andy & I also attended a couple of sessions based on management of ‘The Cloud’. We found both sessions basic and were left with the clear impression that Smart421’s capabilities and position are far more advanced than anything represented at the conference – so clearly this is an area we should be shouting about more!!

In December I had the pleasure of attending a seminar called “Service Management in Cloud and Virtual Environments” which was organised by IT Service Management Forum (ITSMF) at a very cold but, thankfully, snow free Manchester Museum. The aim of the seminar was to “highlight the specific challenges, and suggest practical ways to how you can modify your approach to service design, service transition, and service operations”.

There were speakers from the following organisations; HP, Global Knowledge, Atos Origin and Fujitsu and each presentation was followed by a short question and answer session.

First up was the presenter from HP who gave a very interesting address entitled “Why is Infrastructure Converging? – Creating platforms for the Cloud”.  This presentation outlined the technology challenges ahead driven by Population Growth, Urbanisation and Globalisation resulting in an Information Explosion. Together with an aging, complex and inefficient IT infrastructure will lead to an environment where business demand technology which is based upon rigorous standards, high volume, low-cost and rapid innovation. In the presenter’s opinion, this environment will be dominated by the “top table players”, namely Cisco, IBM, Oracle and unsurprisingly HP! There will always be small companies leading the innovation
cycle and “looking to be acquired” but mid market players such as SAP will be squeezed. New convergence technologies such as intelligent energy management, virtual I/O networks and virtual resource pools will be the infrastructure which underpins the Cloud Solutions but unlike the mainframe era the only lock in will be via quality as businesses look to metrics such as Time to Innovation, Cost to Innovation and Longevity of Supply.

This was an extremely thought-provoking presentation backed up by some incredibly large numbers and forecasts and it made me consider the following;

  • The need to address the regulatory environment when looking at Cloud solutions. For example the requirements for retaining data are different in the USA compared to the UK and Europe and what does this mean if the customer is based in the UK but Cloud services (and data stored) are provided elsewhere or anywhere!
  • What is the impact to Service Level Management and Service Operations where the network becomes the boundary of the organisation as devices are too diverse and widespread to be supplied or supported by IT?
  • The challenges associated with organisations grappling with initiatives associated with reducing their carbon footprint. How do you measure the number of transactions per unit of power and what are the operational challenges moving workload from the hot part of the data centre to the cooler areas?
  • Service Transition policies and plans are required to have a greater focus on how to move service from one cloud provider to another.

Next up was the presenter from Global Knowledge who gave a presentation called “Service Level Management and the cloud revolution. A survival guide”. This presentation started by reviewing the definition of the Cloud given by Forrester Research (“Any computing service that is provided outside the customer premise and that is provided on a ‘pay-as-you-go’ basis”)
and looking at some of “… as a Service” offerings such as Platform as a Service (PAAS) and Infrastructure as a Service (IAAS). An interesting slide outlined the speaker’s findings about “the Cloud” when speaking to various CIO’s and these were; lack of control, accountability, visual representation and transparency including security and resolution processes. The presenter then looked at Service Level management in more detail and in particular looked at some details around “Agree”, “Monitor” and “Improve”. When looking at “Agree” the following key themes were discussed; Cloud is just another Third Party Service
with Underpinning Contracts, Performance and Availability will be outside your control, Security is NEVER guaranteed and Service Catalogues will be vital. “Monitor” basically asked one question and provided one possible outcome;
Traditional measures of components are irrelevant and Synthetic Monitoring will be the key. Finally when looking at “Improve” it is worth considering that Cloud providers are unlikely to be interested in your Service Improvement Programme (SIP) and therefore SIP may have to be achieved by switching vendors.

This presentation was much more related to Service Management than the first of the day and was still as interesting and again made delegates consider some interesting questions.

  • During and after this presentation I found myself in full agreement with the assertion that Cloud Services  is just another underpinning contract which needs to be managed although in practice this may be an easier “sell” to the customer where a service is fully outsourced but where  other sourcing models, such as co-sourcing or multi-sourcing, are in place then this may not be the case.
  • Additionally I was in full agreement with the speaker regarding synthetic monitoring, i.e. monitoring from the end-user perspective, as for far too long organisations have hidden behind complex availability metrics whilst end users feel the service is less than satisfactory. However it’s easier to talk about synthetic monitoring than achieve it and when designing a service this sort of monitoring must be able to be lifted and shifted if the service is to be moved between Cloud service providers
  • As part of the Service Design process it seems to me that organisations may spend less time on technical resources but actually spend more time and effort ensuring people understand how to manage procurement and the supplier management processes.
  • Demand Management, understanding User Profiles and Patterns of Business Activity are likely to be a key part of Service Design process to ensure the ability to leverage benefits of the cloud such as ensuring there is enough capacity to meet spikes in demand.
  • Consideration will need to be given to how network availability is designed as a network is the key to accessing Cloud based services. Questions will need to be asked how are the providers of networks geared for this change when changes
    in this area are typically slow to provision. Additionally how does this affect IT Service Continuity if network providers utilise a shared infrastructure.
  • Most of the above questions and issues appear to me to have a significant bearing on how Service Level Agreements are negotiated with clients. It may be that fundamentally not a great deal has changed with delivering the service
    when moving to the cloud but the very act of moving a service in to the cloud will mean that many questions that have not been addressed until now suddenly become all important.

The 3rd presentation was given by a representative of Atos Origin and began by restating some defining principles of Cloud Computing. The presenter then outlined some considerations which organisations may need to consider when looking at moving in to the Cloud; Migration consideration – build an “Internal Cloud”, Determine external vs. internal Cloud ROI and
monitor external costs, Don’t abdicate responsibility to the Cloud, Use the Cloud for short-term scale and offload capacity, Safeguard your data, Gain access to well-trained “Cloud expertise” which in my opinion these all seemed very sensible observations.

Personally I found this slide show less stimulating but one or two of the slides made for interesting discussion.

  • Firstly that organisation should consider moving non-strategic services in to the Cloud; personally I can see the merit in that approach but that may be a bit idealistic as the appetite and speed of migration of services in to the
    Cloud will be driven by many different factors. For example if an organisation no longer has capacity in their own data centre then all future services may be moved in to the Cloud in spite of their strategic importance to the organisation.
  • Here at Smart421 we are not building an Internal Cloud but undertaking an exercise to “eat our own dog food” by moving some of our internal services in to the Cloud.
  • I particularly like the suggestion to engage with an organisation with Cloud Expertise :-)

The final presentation was from Fujitsu which was titled “A Private Cloud – The HMRC “S4” Service” which was described as “A private cloud service for hosting Windows, Linux, and AIX based applications”. A Capacity Unit was the model used for charging and was composed of n CPU cores + memory.

When discussing the challenges associated with this service it was clear that many of the traditional challenges remain, namely; maintenance slots, how much to invest against the foreseeable customer demand, forecasting workload and optimising utilisation.

Finally, looking at the benefits of this shared infrastructure solution it can be seen that there are similar benefits to be gained as identified from cloud solutions, that is; reduction in costs, faster deployment of business solutions and reduced sizing risk. The final benefit, according to the presenters, was “Simple decommissioning at end-of-life” which I assume was meant from an infrastructure point of view in terms of not having to retire and dispose of hardware etc.

  • Although this was presented as a Private Cloud, in my opinion this was more of a shared infrastructure solution which had some features and benefits of cloud but also had some limitations. For example the HMRC Service Owners
    could purchase the service using a standard service catalogue and costs were below what would typical charged to host the solutions on dedicated hardware however there didn’t appear to be anyway to “burst” beyond what was purchased
    in terms “Capacity Unit”.  Whilst I can see attraction of this from a technical point of view this charging model does not directly relate to business outcomes or metrics which in my opinion is the way the IT Service Management community is heading.
  • In my opinion a true cloud solution would offset some of those shared infrastructure concerns. For example maintenance slots negotiation could be mitigated by moving the workload to another instance in a true cloud solution. Again in a true cloud solution investment would be less of an issue as the customers only pay for what you use.

In conclusion this was interesting rather than startling seminar however what was still clear to me was specific real world examples of organisations moving services in to the Cloud are still pretty thin on the ground. Additionally addressing the security concerns of organisations is fundamental to driving this growth of take up of Cloud Services.

Looking at the Service Lifecycle and some of the processes contained within I believe that greater emphasis in the future is going to be  placed upon Service Strategy (Demand Management), Service Design (Capacity Management) and Service Transition.

When assessing the impact on Service Operations I think there is a fundamental requirement to assess existing processes for appropriateness and effectiveness when moving services in to the Cloud. Indeed there could be opportunities to streamline processes and for example, potentially reduce the impact on end users associated with Change.

Continual Service Improvement will continue to be a challenge especially with those Infrastructure as a Cloud (IAAS) service providers which operate a true utility model.

Finally in my opinion, the demand placed upon IT Service Management will still be as great as ever but the emphasis may be different to what we have seen in the past which for me is an exciting part of the challenge.

Along with Stuart and Simon, I attended the annual IT Service management Forum in Birmingham on 9th and 10th of November. This is the event of the year for service management where 80 + suppliers exhibit their products including Service Desk tools, Monitoring tools, ITIL training and consultancy. Everyone serious about Service Management is there along with the all the governing bodies and sponsors.

The theme this year was ‘optimising IT services for business success’. Along with a few celebs, some I’d even heard of, there were 57 presentations spread across the 2 days on various subjects. Some of these are from consultants and vendors and these tend to be covert sales pitches and sometimes rather academic or theoretical  in that they are too good to be true or sound slightly removed from reality. The sessions given by employees of companies, govt depts, universities etc tend to much more real world and they share some of the problems and challenges as well as the benefits.

Of the sessions I went to one was entertaining but didn’t actually tell me anything, it was titled “can I have cheese with my burger please” which made me curious. I then spent an entertaining hour watching a presentation given by a good speaker with some great anecdotes and pictures but virtually devoid of anything useful. To give him credit, he made one good point which was that a Service Catalogue should not list every service on offer, it should just list the services available to the role of the user. The obvious benefit is to make it quicker to find the service you need but the other angle is staff morale. The example he gave was that the call centre user who needs a new PC could get a bit de-motivated if they see an option for the executives to book the company jet. Therefore Service Catalogues should be linked to active directories.

Two other sessions I went to were better but for different reasons, one was slightly alarming, the other very useful and relevant.

The alarming presentation was given by The University of Teeside and Northumbrian Water and was titled “Service management and the Youth of today”. The alarming thing about it was that Teeside is the only university in the UK (maybe even the world) where Service Management is included as a mandatory part of a computer science degree. They include ITIL foundation and about 50 hours of tuition + course work on the subject. Presumably other universities think that IT systems are created put live and then just look after themselves! Another alarming thing was that the students who are forced to do service management complain that it is diluting their IT skills. I don’t necessarily disagree with this but it’s alarming that they even think of this and explains why we sometimes struggle to attract the right people into service management. Maybe the answer is to stop calling it development and service management and have one name for the entire IT systems lifecycle. On the plus side the professor giving the lecture reported that most students felt quite positive about service management once they had completed it and obviously having an industry recognised qualification looks good on their CV.

The other interesting session was given by Co-operative Financial Services and as they are one of our customers I went along and was very glad I did. The title was “end to end service management – a low cost approach”. The focus of the presentation was on service reporting. A lot of  IT services companies are very poor at reporting, others like us put a lot of effort into producing very comprehensive and accurate reports with lots of graphs and metrics. CFS view from conducting surveys with their users is that users (and presumably customers) don’t want masses of detail and often don’t understand, or don’t have time to understand some of the metrics we produce such as availability figures. A report stating 100% availability would be reported as green and we’d think we’re doing a great job but the user may have had several hours of slow performance to put up with. If this was reported as one incident and as the system wasn’t down it was classified as a medium priority in line with the SLA then it probably didn’t even breach a service level. Other examples are where a recurring problem is fixed quickly every time, so again no breach of service level and a nice green service report but a frustrated user. The message here is that big fat reports are a lot of effort, often don’t get read and can even annoy the reader.

Their solution was to ask the user what they wanted – a novel approach!  What they came up with was a one page report with a single performance indicator and a calendar with trouble free days as green, other days were amber or red depending on the severity of problems occurring on those days. Behind the single performance indicator can be a variety of simple or complex metrics and measures based on the users view of an impact of a problem and the speed of resolution; these do not  necessarily need to be in line with the contract and can differ between depts for the same service. The user does not need to remember exactly how the performance indicator is made up but knows that they have agreed with the measures and what an acceptable figure is and can see the trends over time. The one page report also had a couple of other trends and free text but essentially it was a very simple and understandable view and probably less effort than the reports we produce. They also managed all this without the need of expensive monitoring and reporting tools.

cloud and seaDo the service level agreements (SLAs) offered by public cloud providers hold water? Or are they useless to a customer -and not worth the cyberspace they are written on? We decided to pick the cloud fraternity poster child – Amazon EC2 – review their current SLA offering (which is defined here), and then compare it with ‘traditional’ hosting vendors offerings.

First let’s review the Amazon EC2 SLA. We’re not offering a legal perspective here, but several things strike us as interesting about this:

  • The SLA does provide for some punitive damages in the sense that should the service availability be between 90% and 99.95%, Amazon would still have to pay out 10% of your payments to them.
  • If EC2 was only available 60% of the time, their liability would be limited to 10%.
  • In no way are the damages that Amazon pay out linked to your potential losses. If Amazon had a major outage that could cost you millions, they might only pay out a few thousand in compensation.
  • The definition of ‘unavailable’ that they use here could potentially allow you to claim service credits even when your application is functioning perfectly well if we’re reading the SLA correctly, because ‘region unavailable’ appears to mean that one (not all) of the availability zones within a region is down. For example, if there are two availability zones within your region – your application could be running in both of these zones, such that it fails over between them. You’d get credit if a zone went down even in the event of the application failing over to the backup zone – even though your app is still ‘up.
  • Availability is measured in 5 minute blocks, which implies that they exclude all 4 minute downtimes. 4 minutes is a long time for a critical system to be down.
  • The other angle on this is that the advantage of using EC2 is that it gives you much easier ways to recover from any outage that does occur (provided it doesn’t bring down the whole region, when things get a little trickier).

Having said all of that, how different is this arrangement from what traditional hosting providers offer?

The view from our Head of Service Management is that it looks fairly standard – the hosting providers we work with have similar offerings. One of them offers up to 50% off the monthly fee for poor availability which sounds great but when you read the small print it’s measured in quarterly periods so they can get away with a bad month so long as they have two good months in the same quarter. Amazon’s small print doesn’t look too pleasant from an admin point of view as you must claim within 30 days of the last outage, and have to provide evidence of the outage etc.

Service credits are things that procurement and legal departments like but IT departments can’t be bothered with them, as they cause too much hassle to claim back a small sum that doesn’t really hurt the supplier and doesn’t compensate the customer for the real loss. We have come across some companies who offer a service whereby they take 100% of the service fee if they meet service levels i.e. you don’t have to prove it or claim it, which is obviously more attractive.

Our conclusion is that Amazon have paid lip service to service credits, and have probably done enough to satisfy procurement/legal requirements but nothing to shout about.

Thanks are due to my colleagues Paul Russell and Andy Budd for their input on this material…

Further reading on this subject…

Along with Karen, Zoe and Stuart, I attended the IDC Service Management Outsourcing seminar in London on 25th June. 

Over 100 delegates attended from a wide range of companies, a few of them are existing customers such as BP and Morrisons. I gave a 30 minute presentation on the common pitfalls of outsourcing software along with some solutions to these problems with the aim of the presentation being that an equitable partnership between customer and supplier is the only sustainable arrangement in the long term.

This customer/supplier – win/win relationship message was echoed by a number of other suppliers who gave presentations. Other suppliers included Capita, Verizon, Google (and one of their customers), Wyless, Xerox, Cognizant and MEDZ. Presentations focussed mainly around traditional outsourcing and off shoring, some were incredibly dull; hopefully mine wasn’t!! 

Google’s presentation was related to their SaaS cloud offering and was definately food for thought for me. Very straightforward cost model and very competitive pricing for mail, calendar, office type tools, document sharing, anti virus, anti spam filtering and more.

One thing that struck me as pointless was how much time the large companies devote to talking about their own organisations. Some of the presentations wasted half of their slot on slides about how many employees they have, how many countries they’re in, how many offices… They could just say “we’re massive” and skip the whole intro. Conversely my presentation said very little about Smart421 which is a lesson for me next time.

Marketing and Sales will be following up the leads that we gathered during the day and also following up with the full list of attendees that IDC will send us.

 It was a very successful and well organised event and I am hopeful that some of the leads will be converted to real business in due course.

Thanks to Joseph for getting there early and organising and packing away our stand, collateral, champers etc.

ok gloveI often think that we don’t sing our own praises enough at Smart421, and this was reinforced to me the other day when I received April’s customer survey results for the Service Management part of our business. It made me proud to be a Smartie! It’s part of the payback for all the hard work that goes into activities like being early adopters of ITIL all those years ago etc…

Here’s are just some of the quotes, each from a different customer in the survey:

  • “absolutely pleased with their knowledge and confidence of the system”
  • “dependability and thoroughness of execution, transparency of reporting and communication allow low overheads in maintaining the relationship – when compared across other suppliers”
  • “the team have delivered consistently on or in advance of agreed timeframes”
  • “Commercial propositions are responded to quickly, that’s a great help with our customer being so dynamic”
  • “Reports/feedback from [the team has] always been detailed, constructive and informative. Far beyond what I would have expected based on the experience I’ve had with other support teams”
  • “…continue to provide excellent support, as do the whole team”
  • “Response time is excellent. Very good in taking ownership and resolving issues.”
  • “[The team] have maintained their excellent level of service”
  • “All of this individuals who I have worked with have gone above and beyond the call of duty for what has been

    asked of them. It’s a pleasure to work with you all.”

  • “Very responsive and alert to the needs of our customer’s business. An excellent partner to work alongside, as they feel like part of the project team and can be relied upon like a colleague.”

The full details of the survey results are available – just ping us an email. Forgive me the sales pitch :)


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