Managed GCC
AI Readiness & Strategy
The hard part of AI is not the model. It is finding the processes where being right 95 percent of the time is genuinely good enough.
Most AI programmes stall in the same place. A pilot works impressively in a demo, then meets a process where the remaining five percent of cases carry all the risk, and the whole thing quietly returns to manual.
Starting from the work
We start with your processes rather than the technology. Which tasks are high-volume, judgement-light and tolerant of review? Which are low-volume and high-consequence, where automation adds risk without saving much? The answer is usually not where the enthusiasm is.
The readiness questions
Is the data accessible and consistent enough to act on? Do the systems involved have APIs, or is it screen-scraping a green screen? Is there a human review step that already exists? Would anyone notice if the output were wrong?
Governance before deployment
Acceptable-use policy, data handling rules, model and vendor selection, an audit trail for decisions that affect people, and a documented position on what you will not use AI for. This is far easier to establish before the first deployment than after.
What you get
- A ranked shortlist of use cases with estimated effort and benefit for each.
- A candid list of the ones we recommend against, and why.
- A governance pack your risk function can actually sign.
- A first implementation scoped tightly enough to prove or disprove the thesis in one quarter.
What is included
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Process-first assessment
We rank your actual workflows by suitability rather than starting from the technology.
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Data readiness review
Whether the data and interfaces exist to make an idea implementable, before anyone commits.
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Governance pack
Acceptable use, data handling and audit trail - written before the first deployment.
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A scoped first build
One use case, tight enough to prove or kill the thesis inside a quarter.
Common questions
Before you ask
No. Most engagements start with either an assessment or a co-managed arrangement where we take tickets and after-hours while your team keeps everything else. Expanding from there is a decision you make with two quarters of evidence rather than a sales promise.
Per user per month for the recurring service, with servers and sites priced separately. Project work, migrations and hardware are quoted individually so the monthly fee never becomes the place surprise costs hide.
A dedicated offshore team working only for you, in an entity we set up and run to your standards. It is not a shared outsourcing pool - the people are yours, and if you want to own the entity eventually, the transfer date goes in the contract up front.
Below roughly 50 seats the governance overhead usually eats the saving. Between 50 and 150 it works if the work is coherent enough to justify dedicated leadership. Above 150 the economics are almost always favourable if retention holds.
Frequently, and it is one of the arrangements that works best. We agree a written split of responsibilities before starting so nothing lands in the gap between two teams, and we work inside your ticketing system rather than making you adopt ours.
Related
Often bought together
Managed IT Services
Monitoring, patching and service desk - plus managed application services for the ERP and legacy systems your business actually runs on.
ExploreCo-Managed IT & Help Desk
Your internal team keeps the strategy and the relationships; we take the tickets, the nights and the overflow.
ExploreCybersecurity
Managed detection and response, endpoint hardening, and the evidence your insurer and clients now demand.
ExploreReady to find out what your IT is really costing you?
A 45-minute working session gets you an honest read on estate health, security posture, and the two or three changes that would pay for themselves first.