Related case studies
Ongoing engineering ownership, architecture review and the senior judgement you need occasionally but cannot justify hiring full time.
Software does not end at launch. It needs patching, monitoring, capacity planning and someone who will pick up the phone at 2am — and most organisations would rather not build that capability for a single system.
We run applications we built and applications we inherited, under defined service levels. Alongside that we do the advisory work that does not fit a delivery contract: architecture review, technical due diligence before an acquisition, or standing in as an engineering leader while you recruit one.
If several of these sound familiar, this is the service that addresses them.
A critical system has no clear owner since the original team moved on or left.
Incidents are found by customers before they are found by monitoring.
Security patches lag because nobody is accountable for the upgrade path.
A build-versus-buy or re-platform decision needs an opinion with no vendor stake in the answer.
An acquisition needs its technology and team assessed before the price is agreed.
The engineering organisation has outgrown its structure and nobody internal can see it clearly.
Response and resolution targets by severity, with an escalation path and named owners on both sides.
Alerting tuned to reduce noise, with a rotation and a documented escalation policy.
Triage, resolution and blameless post-incident reviews with tracked corrective actions.
Dependency and security patching, certificate renewal, capacity review and cost monitoring on a schedule.
A written assessment of a system's structure, risks and modernisation options, with sequenced recommendations.
Code, architecture, team and process assessment for investment or acquisition decisions.
Senior technical leadership on a part-time basis while you build the permanent function.
We pick from a deliberately boring toolkit. Novelty is a cost you pay in maintenance.
We read the code, the infrastructure and the incident history, then document what we found — including anything we are not yet willing to own.
Monitoring, alerting, backups and runbooks brought to a defined baseline before the SLA starts.
Shadow period running alongside the incumbent team, then a defined handover date.
Operate to SLA, with monthly service reviews covering incidents, changes, cost and risk.
A share of each month's capacity reserved for reducing the causes of recurring incidents.
