How do you transition from an existing vendor?

Very carefully. We are well aware that transitions can be risky and disruptive, and we devote a great deal of attention to minimizing that risk. The first step in any contract is to develop a detailed plan, jointly with the client, for transition and transformation. This plan will be different in each case, depending on the client’s needs and wishes. We also try to build a positive relationship with the incumbent vendor – perhaps by buying replacement parts or software tools that they have invested in for the project – so that we can learn as much as possible from their experience. If possible, we may also make offers to key technicians the client wants to retain.

How do you achieve such a high level of savings for your clients?

The savings we achieve typically arise from two sources. First, we right-size staffing and pay technicians at market-driven rates. (Many companies either pay technicians more than they need to or tolerate work that is substandard.) Second, and more importantly, we manage infrastructure support in a highly efficient way. For example, our “swap” methodology for hardware break/fix allows us to achieve a higher level of staff utilization than we could otherwise achieve by doing repairs at the desk side.

Do you have tangible metrics to validate your savings claims?

We use industry metrics to set benchmarks and create a customized strategy for each client that delivers high cost savings. Our clients have found that we typically provide cost savings of 25-30%. We have client references available who can attest to our ability to deliver compelling cost efficiencies.


What is your SLA average across industries?

We help each client develop a SLA that is suited to its business needs, and then we meet that SLA. We are able to share our SLA metrics with clients three months after project onset. We have met extremely aggressive respond/resolve SLAs for high-demand businesses.

How do you ensure that the right person handles each job?

At any point in time, each technician has a specific set of support tasks that he or she is qualified to perform. However, our philosophy is not to allow technicians to overspecialize. Critical problems shouldn’t be held up waiting for a particular person. To make sure we have as many “right people” as possible for each job, we continually train our technicians to expand their range of skills.  As technicians gain experience, they are able to take on more complex tasks.

How will you guarantee your services and costs?

How we guarantee service level agreements relates to the SLA contracts. Some clients include penalties for failing to meet SLA. How we guarantee costs: we have different types of pricing agreements with different clients – fixed-price, time and materials, per desktop, or per incident.  Whatever the pricing model, contracts must include protections for both us and the client.

What kind of reporting tools do you offer?

Our reporting style is simple but effective. We track SLAs by location, service type, and failure type. Over time we assess industry levels and compare them to see if we have any systemic issues that need to be addressed. We also conduct proactive assessments of software and hardware to minimize problems and user disruption. We believe in identifying and resolving issues before they occur.