Managed IT
Co-Managed IT
Extend your team without replacing it.
Internal IT teams are usually stretched, not inadequate
A capable internal team can still be one person deep, unable to take leave without risk, and pulled away from strategic work by day-to-day requests. Bringing in a provider should relieve that, not undermine it.
Co-managed engagements divide responsibility explicitly, so both sides know what they own and nothing falls between.
Scope
How responsibility is divided
We agree a written split. Common patterns are: we take first-line support so internal staff can focus on projects; we provide security tooling and monitoring the team lacks capacity to run; or we cover specialist areas and out-of-hours while the team handles daily operations.
Defined boundaries
A documented responsibility matrix so ownership is never ambiguous.
Overflow support
Ticket volume absorbed during peaks, holidays and absence.
Security capability
Tooling, monitoring and expertise added without another headcount.
Project capacity
Additional hands for migrations and rollouts with a hard deadline.
Peer review
A second opinion on architecture and risk for a team that has nobody to check its work.
Shared documentation
One set of records both sides maintain and can rely on.
What you get
What changes when co-managed it is handled well
- An internal team able to take leave without the business holding its breath.
- Specialist coverage without permanent hiring.
- Clear ownership rather than duplicated or dropped work.
- Internal staff freed for the work only they can do.
A practical note on co-managed it
Co-managed arrangements fail when the boundary is vague or when the provider treats the internal team as an obstacle. We put the split in writing and revisit it as the team changes.
How we deliver it
How we deliver co-managed it
Agree the split
Responsibilities, tooling ownership and escalation paths defined with the internal team present.
Integrate
Shared systems, shared documentation and a working relationship rather than a ticket wall.
Review
The division is revisited as capacity and priorities shift.