Security work sits on top of IT work. You cannot meaningfully defend an environment where nobody knows how many laptops exist, patches land whenever someone remembers, and the last three people who left still have accounts. Managed IT is the foundation, and most of what makes a business hard to attack happens here rather than in a security product.
Help desk your people will actually use
The measure of a help desk is not its ticket volume. It is whether an employee with a broken laptop calls it or works around it. People route around slow support, and every workaround — the personal Dropbox, the forwarded email, the password written down — is a control you no longer have.
We staff the desk so that response is fast enough that using it is the path of least resistance. Tickets are documented, patterns get tracked, and if the same failure keeps recurring we fix the cause instead of billing you for the symptom eleven times.
Monitoring and patching
Remote monitoring and management gives us a live picture of every managed device: what it is, what it runs, whether it is healthy, and whether it is current. Patch management then closes the window that most intrusions actually use — not an exotic zero-day, but a known vulnerability with a fix that shipped months ago.
Patching is scheduled, staged, and verified. Verification is the part usually skipped: a patch policy that reports ninety-eight percent compliance while quietly failing on the two servers that matter is worse than no policy, because it produces confidence you haven't earned.
Onboarding and offboarding
Two of the most security-relevant processes in any business are usually the least documented. A new hire needs the right access on day one and nothing beyond it. A departing employee needs every access path closed on the day they leave — including the ones nobody thinks of, like the shared SaaS login, the personal device still syncing mail, and the vendor portal registered to their name.
We run both as checklists with evidence, which has the useful side effect of producing exactly the artefact an auditor asks for under access control.
Vendor and licence management
Somebody has to sit on hold with the line-of-business software vendor whose product broke after an update. It should not be your operations manager. We take vendor relationships as part of the service, track what you are licensed for against what you are actually paying for, and tell you when those two numbers stop matching. That last part frequently pays for a meaningful slice of the engagement.
Asset inventory and lifecycle
Hardware and software both expire, and both expire quietly. An operating system reaching end of support does not stop working — it stops receiving fixes, which is a different and worse problem, because everything continues to look fine. We maintain the inventory, flag what is approaching end of life, and plan replacements into a budget cycle instead of an emergency.
Co-managed IT
Plenty of our clients have their own IT people, and the arrangement works well. An internal team knows the business, the personalities, and the priorities in a way no external provider will. What they usually lack is overnight coverage, deep specialisms across every discipline, and enough hours in a week to run projects while also keeping the lights on.
Co-managed engagements split those responsibilities explicitly, in writing, so nothing sits in the gap between two teams who each assumed the other had it.
How it's priced
Fixed monthly, based on your environment. We do not bill per incident, because a provider who earns more when things break has an incentive we would rather not have. If our work is good, our cost to serve goes down — and that is the arrangement we want on both sides of the table.
Want a straight assessment of what your current IT arrangement is and isn't covering?