Infrastructure & Ops
TechOps
The day-to-day technology operations nobody owns
- One accountable owner for internal systems
- Access reviews that actually happen
- SaaS sprawl and spend under control
- 30-45%
- SaaS spend recovered
- < 4 hrs
- Internal support first response
- 100%
- Access reviewed quarterly
Typical from licence rationalisation and dead tools
Business hours, tracked and reported
Joiners, movers and leavers with an audit trail
The invisible tax
In most companies between thirty and two hundred people, internal technology operations are handled by whichever engineer is least able to say no. It is not in their job description, it is not on their objectives, and it interrupts the work they were hired for.
The cost shows up in three places: senior engineering time spent resetting passwords, security gaps nobody owns, and SaaS spend that grows quietly every quarter.
What we find, almost every time
- Active accounts belonging to people who left months ago
- Shared admin credentials in a password manager, or worse, a spreadsheet
- Two teams paying separately for the same tool
- Backups configured years ago and never once restored
- Laptops without disk encryption or a management profile
- An offboarding process that depends on someone remembering
None of these are signs of a badly run company. They are what happens when nobody is accountable for the category.
Automation, where it earns its place
Because this is also an AI automation practice, we automate the repetitive parts of this function rather than staffing them: provisioning and deprovisioning driven from your HR system, access reviews assembled automatically, licence usage reports generated rather than compiled by hand, and first-line support triage handled by an assistant that escalates anything it is not confident about.
That is not a sales angle. It is why a small team can run this properly.
How it runs
What the engagement looks like
Phases, not a proposal. Each one has an output you can see.
- 1
Find out what exists
Weeks 1-2Every system, subscription, admin account and shared credential. This stage reliably surfaces active accounts for people who left, and tools two teams pay for separately.
- 2
Close the obvious gaps
Weeks 2-4SSO and MFA enforced, shared credentials eliminated, orphaned accounts removed, admin rights reduced to who genuinely needs them.
- 3
Put process behind it
Weeks 4-6Joiner, mover and leaver runbooks, a support intake that is not someone's direct messages, and a quarterly access review with a record.
- 4
Operate and report
OngoingWe run it, report monthly on support load, access changes, spend and renewals, and flag what needs a decision.
FAQ
Questions we get asked
Is this just outsourced IT support?
It includes support, but the value is in the operating model — access control, offboarding, spend and vendor management, and a clear owner. Ticket handling without those is a helpdesk; this is the function that stops the security and cost problems forming.
We are 40 people. Is it too early?
Forty to fifty is exactly where this usually starts hurting. Below that a couple of engineers can absorb it informally. Above it, informal becomes a security finding — most commonly an ex-employee with live access.
How does this relate to DevOps?
TechOps is your internal systems and the people using them; DevOps is your product's delivery pipeline and runtime. Different problems, frequently landing on the same overworked engineer. We separate them.
Do you handle procurement and renewals?
Yes. A renewal calendar with owners, and a rationalisation pass before anything auto-renews. Recovering 30-40% of SaaS spend in year one is common, mostly from licences for people who left and overlapping tools.
Talk to someone who does techops
Thirty minutes with an engineer who has delivered this, not an account manager. You will get a straight answer on feasibility, rough cost and where it would fail.
Or email [email protected] · we reply within 1 business day