IT services and solutions for enterprise teams
Choose the operational support, engineering expertise and technology talent your business needs. Aevis delivers seven services individually or together, with responsibilities, deliverables and review points agreed from the start
Choose the service that fits your priority
- Clear ownership across the services in scope
- Named contacts and agreed responsibilities
- Documented decisions, service reporting and visible improvement actions
07
services under one governance model
24×7
coverage available where contracted
01
escalation path, whatever the scope
One operating model
The platform, and the practice
Everything the user touches
Capacity, shaped to the work
The estate, owned
Operations, not tooling
Built to be operated
Capability, not attendance
The seven
The seven, side by side.
Read down a column for one practice, or across a row to ask the same question of all seven. Every field is answered for every service, at the same length.
IT Service ManagementThe platform, and the practice | End User ComputingEverything the user touches | Staffing SolutionsCapacity, shaped to the work | Managed ServicesThe estate, owned | CybersecurityOperations, not tooling | Software SolutionsBuilt to be operated | Corporate TrainingCapability, not attendance | |
|---|---|---|---|---|---|---|---|
| In one sentence | IT Service Management ITSM platform implementation and operation — from workflow design and CMDB through to the operating model that keeps the platform useful after go-live. | End User Computing The workplace estate operated end to end — devices, desktop delivery, collaboration platforms and the service desk people actually contact when any of it stops working. | Staffing Solutions Technology talent matched to how the work is actually structured — a role, a project, a work package or a dedicated team operating as an extension of yours. | Managed Services Day-to-day ownership of the infrastructure, cloud and application estate — monitored, maintained and continuously improved against agreed service levels. | Cybersecurity Continuous security monitoring and operational response across endpoint, network, cloud and data — with the governance evidence your auditors and clients ask for. | Software Solutions Custom software, integration and modernisation — built by teams that also run production, so what gets delivered is what can be operated. | Corporate Training Assessed, role-based technology training for enterprise teams — taught by engineers who operate estates, with labs on your own environment and capability checked after delivery. |
| Reached for by | IT Service Management Organisations implementing or replacing a service-management platform, or holding one that was configured years ago and is now routed around. | End User Computing Organisations whose service desk is absorbing the cost of an unmanaged device estate, or who are standardising a workplace across sites after growth or acquisition. | Staffing Solutions Teams carrying a defined capability gap, a fixed-window programme, or a hiring plan that is slower than the work in front of it. | Managed Services Organisations whose internal team is absorbed by keeping the lights on, or who are carrying several infrastructure vendors with no single owner between them. | Cybersecurity Organisations that have bought security tooling and cannot yet answer whether anyone is watching it — or who need continuous coverage without building a standing internal team. | Software Solutions Organisations with a process no packaged product fits, an integration problem being solved by people copying data, or an application everyone is afraid to touch. | Corporate Training Organisations with a platform they under-use, a team about to be handed work it has not done before, or a training line they cannot currently defend with an outcome. |
| What changes | IT Service Management
| End User Computing
| Staffing Solutions
| Managed Services
| Cybersecurity
| Software Solutions
| Corporate Training
|
| Capability scope | IT Service Management
| End User Computing
| Staffing Solutions
| Managed Services
| Cybersecurity
| Software Solutions
| Corporate Training
|
| Contracted as | IT Service Management
| End User Computing
| Staffing Solutions
| Managed Services
| Cybersecurity
| Software Solutions
| Corporate Training
|
| Where it stops | IT Service Management We implement and operate the platform and the practice. Licence costs are contracted directly with the platform vendor, and certification of your organisation against a framework remains the assessor’s decision. | End User Computing We operate the workplace estate and the platforms it depends on. Hardware warranty and manufacturer RMA remain with the vendor; network, server and datacentre operations sit under Managed Services; security monitoring of the endpoint sits under Cybersecurity. Which of the three owns a given fault is written into the service agreement rather than settled per incident. | Staffing Solutions We supply and support technology capacity. Direction of the work, acceptance of deliverables and employment decisions on conversion remain yours, and are set out in the engagement terms. | Managed Services Managed operations cover the estate and scope defined in the service agreement. The workplace estate — devices, desktop delivery and the service desk — is End User Computing rather than part of this scope. Application feature development, statutory audit and formal penetration testing are separately scoped. | Cybersecurity We provide security operations, engineering and governance support. No provider can offer complete immunity from cybersecurity threats, we do not certify your organisation, and formal penetration testing is a separately scoped engagement. | Software Solutions Delivery timelines and scope are agreed per engagement. Third-party licences, infrastructure consumption and vendor support contracts sit outside the build unless explicitly included. | Corporate Training Aevis prepares people; it does not certify them. We are not an accredited examination body and hold no vendor-authorised training partnership unless an engagement states otherwise, so exams and vouchers are the vendor’s. Training transfers no operational accountability, and we do not deliver non-technology curricula. |
Combine services around a business need
Where two of them meet
Combine services around a business need Combine Cybersecurity, Managed Services and ITSM for secure operations; connect End User Computing and ITSM for productive workplaces. Add Software Solutions, Staffing Solutions and Corporate Training to build capacity, while AI and automation improve work with clear governance.
CybersecurityIT Service Management
A finding becomes a tracked change
Security work that stops at the recommendation is the common failure. Findings enter the same platform as the rest of your IT work, with an owner, a due date and an audit trail.
IT Service ManagementEnd User Computing
A request becomes a working device
A starter raised in the service catalogue arrives as a built, enrolled and compliant machine with the right access on the right morning, because the workflow and the hands that fulfil it sit in the same contract.
End User ComputingCybersecurity
An endpoint policy becomes a measured fact
Patch rings, disk encryption and agent coverage are set by the practice that owns the device, so the compliance position security reports is counted per machine rather than assumed from a policy document.
A change becomes an executed change
A patch, a firewall rule or an endpoint rebuild is actioned by a team that already runs the environment, rather than handed across a vendor boundary with a recommendation attached.
Software SolutionsManaged Services
A build arrives supportable
Observability, release process and operating cost are argued while the design is still cheap to change, because the people who will run it are in the room while it is being written.
IT Service ManagementManaged Services
A platform reflects real operations
The service platform is configured by the practice that works inside it every day, so the configuration data stays true between audits instead of drifting after go-live.
Staffing SolutionsManaged Services
Capacity arrives with context
Placed engineers are backed by a practice that already holds estate knowledge, so a resignation is a handover rather than the loss of the only person who knew.
Software SolutionsStaffing Solutions
A programme scales without restarting
A delivery team is extended with contracted capacity that has been screened by the same people who run the build, rather than sourced against a keyword list.
Staffing SolutionsCorporate Training
A gap gets closed rather than covered
The assessment answers whether the capability is worth building or worth contracting, and says which — including where a permanent hire or six weeks of enablement would serve you better than either. A supplier that never reaches that conclusion is not assessing.
IT Service ManagementCorporate Training
A platform the team can actually operate
Enablement built around your configuration rather than the vendor’s demonstration tenant, delivered by the engineers who implemented it — which is usually the fastest way to recover value from a licence you already renew.
By problem
Start from the problem.
If the service names are not how you think about it, these are the sentences clients usually open with. Each points at where the conversation tends to start — not at a fixed prescription.
What that usually means
Nobody owns the estate end to end.
Several vendors, none accountable for the whole, and issues that stall in the gaps between them.
Where the conversation starts
- Managed ServicesThe estate, owned
- IT Service ManagementThe platform, and the practice
Two names, not a prescription. Which of them a first conversation actually starts in depends on what is already owned and already working.
One sequence, whichever service you contract.
The same stages run whether the scope is a single platform or the whole estate. Each produces something reviewable before the next begins, and the stage names are the same in every service agreement we write.
Discovery
Estate, contracts, tooling and the people who currently hold the knowledge.
OutputDocumented current state
Assessment
Service levels, risk, cost and process maturity measured against a baseline.
OutputBaseline and prioritised gap register
Strategy
Target operating model, priorities and a sequence that survives contact with the business.
OutputTarget model and responsibility matrix
Implementation
Platforms configured, automation built, documentation written as the work proceeds.
OutputWorking capability and runbooks
Transition
Parallel running, escalation testing and an agreed acceptance point — not a start date.
OutputSigned transition acceptance
Operations
Delivery against agreed service levels, with a named service manager holding the account.
OutputOperational service against SLAs
Governance
Service reviews on a fixed cycle, change control, reporting and a maintained evidence pack.
OutputPeriodic review and audit-ready evidence
Continuous improvement
Recurring issues removed at the cause; cost, process and automation reviewed on a cycle.
OutputTracked improvement backlog
Engagement
How the work is contracted.
Four shapes, applied across the seven services. Which one fits is usually a question about where ownership should sit rather than about budget.
- Fully managed
- Aevis operates the function against agreed service levels and holds accountability for the outcome. Suited to organisations without a standing internal team in that area.
- Co-managed
- Your team retains ownership and decision rights; we provide out-of-hours coverage, surge capacity or specialist depth against a documented split of responsibility.
- Project or work package
- A bounded engagement with a defined deliverable, acceptance criteria and an end. No ongoing operational commitment is implied or required.
- Contracted capacity
- People placed into your structure and directed by you, backed by a practice that can be asked a question when the work needs depth.
Platforms
Platforms we work across.
We operate the stack you already own wherever it is fit for purpose. These are the categories and representative products the six practices work in.
Service management
- ServiceNow
- Jira Service Management
- Freshservice
- BMC Helix
Cloud and infrastructure
- Microsoft Azure
- AWS
- Google Cloud
- VMware
Endpoint and workplace
- Microsoft 365
- Intune
- Jamf
- Citrix
Security
- Microsoft Defender
- CrowdStrike
- Palo Alto Networks
- Qualys
Observability and automation
- Datadog
- Dynatrace
- Grafana
- Ansible
Data and integration
- Snowflake
- Power BI
- MuleSoft
- Apache Kafka
Engineering and delivery
- GitHub
- Azure DevOps
- Kubernetes
- Terraform
Application platforms
- .NET
- Java
- Node.js
- React
Industries
Industries we work in.
The same seven services, weighted differently. What a regulated bank needs first is not what a manufacturer needs first.
Banking and Financial Services
Regulator-facing evidence, third-party risk and access recertification that survives audit.
Insurance
Policyholder data control across brokerage and claims workflows that legitimately move data.
Healthcare and Life Sciences
Clinical device and shared-workstation control where uptime is the binding constraint.
IT and BPO
Per-client segregation demonstrated rather than asserted, and questionnaires answered from a pack.
Manufacturing and Automotive
Plant and corporate segmentation, and cycles designed around systems that cannot be patched on demand.
Hi-Tech and Semiconductor
Intellectual-property protection across fast-moving multi-tenancy engineering estates.
Consumer Goods and Retail
Distributed store estates, payment-scope control and readiness before the trading peak.
Energy and Utilities
Operational-technology visibility beside IT, with safety-critical process constraints respected.
Why Aevis
Why the set is worth more than the parts.
These are structural claims about how the company is organised, not adjectives. Each one is checkable in a contract or a service review.
One accountable owner
Whatever the mix of services, one named service manager holds the account, the history and the escalation path. There is no coordination job left on your desk. These principles explain how Aevis connects services, ownership and delivery across an engagement.
The seams are inside the contract
A finding that needs a change, a change that needs an engineer, a build that needs to be supported — those handovers happen inside one governance model rather than between vendors.
Your existing investment first
The usual first assessment output is a list of capability you already pay for and do not operate. We would rather configure that than sell a replacement.
Evidence as a by-product
Governance artefacts are produced as the work happens rather than assembled before each audit, so a review is a retrieval rather than a reconstruction.
Work tracked to closure
Recommendations become records with owners and dates. The measure is whether the estate changed, not whether the ticket was answered.
Boundaries stated on the page
What each service does not cover is written into the service description rather than discovered at the first incident.
Capability that outlasts individuals
Documented process and standing teams mean a resignation is a handover, not the loss of the only person who knew.
Distributed delivery, named people
Capacity across time zones for continuous coverage, with the same named contacts holding the relationship.
FAQ
Frequently asked questions.
These are the questions asked before a service is chosen rather than after. Where the honest answer is “no provider can”, they say that instead.
Do we have to take more than one service?
No. Each of the six is contracted on its own terms, and a single-service engagement is a completely normal outcome of a first conversation. The argument for taking more than one is that the handovers between practices stop being your coordination problem — not that anything is withheld from a single-service client.
Which service should we start with?
Usually the one attached to the problem that is currently costing you time, rather than the one that scores worst on a maturity assessment. If the service names are not how you think about the problem, the “start from the problem” section above maps the sentences clients actually open with to where the conversation tends to begin.
Can you work alongside our existing vendors?
Yes, and most engagements begin that way. Where another provider holds part of the estate, the boundary and the escalation path between us are documented before the service starts. We do not require displacement of an incumbent as a condition of taking on scope.
Do we have to replace the tooling we already own?
Usually not. The most common assessment finding is capability that is deployed and licensed but not operated, tuned or monitored. Where a genuine gap exists we will say so and scope it separately, but replacing a working product is not our default recommendation.
How is pricing structured?
By engagement model rather than by service. Managed and co-managed work is contracted against agreed service levels and scope; projects and work packages are priced against a defined deliverable; contracted capacity is priced against the role and duration. Indicative structure is given after discovery, before anything is committed.
What does the transition into a service actually involve?
Discovery of the current configuration and process, a parallel-running period, escalation testing, and a defined acceptance point that both sides sign. A contract start date is not a transition, and we do not treat it as one — including when we are taking over from an incumbent provider.
Who will we actually deal with day to day?
A named service manager holds the account across every service you contract, along with the practice leads for the areas in scope. Delivery capacity may be distributed across time zones for continuous coverage; the relationship contacts do not change with the shift.
Will any of this make us compliant with a framework?
No provider can make you compliant — certification is awarded to your organisation by an accredited assessor against your own controls and evidence. What we do is map operating controls to the framework, run the work that produces the evidence, and maintain that evidence continuously so an assessment is a review rather than a reconstruction.
Can a service be scoped as a one-off assessment?
Yes. Every practice supports a bounded assessment or enablement engagement that establishes the current position, designs the target operating model and hands it to your team, with no ongoing operational commitment.
What happens if the engagement model turns out to be wrong?
Models change at a review point, by agreement, with the responsibility split rewritten. Co-managed becoming fully managed, or a project becoming a standing service, are ordinary outcomes. What we avoid is the model changing by drift, where scope moves and nobody re-agrees who owns what.
Services enquiry
Tell us which part hurts.
The most useful first conversation is not a proposal. It is establishing what is currently owned, what is currently working, and which of the two you can presently prove. If you already know the service, say so; if you do not, the problem is enough to start from.
- Response
- One working day, Monday to Friday