Downtime occurs when a technology-related product or service is out-of-action and unavailable for use. This can either be planned – when upgrades and configurations are required, for example – or entirely unexpected due to systemwide failures, power outages, cyber security attacks, and more.

With an oft-cited statistic declaring that UK businesses could be losing an average of £3.6 million a year as a result – including 545 hours of wasted staff productivity – this impact is significant. And whether you’re an SME or blue-chip organisation, swallowing such spend is simply not an option in today’s uncertain economic climate.

The reality is, no organisation enjoys 100% uptime. But by developing a deep understanding of outage implications and how to minimise them, IT teams can build that all-important resilience to keep operations running as smoothly as possible. Our operations director, John Blackburn, explores this further…

Lost revenue: Whether it’s revenue lost in sales, paying out of pocket for recovery costs, or compensating unmet Service Level Agreement (SLA) commitments that have hindered business continuity elsewhere, a large part of the downtime sum will be related to direct finances. In the case of service outages, customers are unlikely to wait for the problem to be resolved and will instead be pushed towards competitors.

Tarnished reputation: Measuring intangible costs, such as business reputation, is a much more challenging assignment - and one that isn’t as easily reflected in numbers either. But that doesn’t make it any less severe. For customers, partners, and stakeholders alike, a network outage can significantly damage how much faith is placed in your service – particularly if you don’t react promptly, or the issue is ongoing. When Facebook suffered a global outage last year, the stock ended the day down nearly 5%!

Hindered productivity: Unplanned IT downtime can terminate work for an entire organisation for hours, and sometimes days, at a time. And for companies that rely on the public cloud for development efforts, as well as to communicate, the ability to do anything productive in this time comes to a complete standstill. For larger organisations paying a greater number of employee salaries, the impact is even greater.

How IT outsourcing can minimise risk 

The first step to reducing the risk of IT downtime is through proactive monitoring and maintenance of the network. Instead of waiting for a problem to arise, or implementing a knee-jerk sticking plaster solution to cover the cracks, carry out a full health check of your tech stack. External IT partners can offer an invaluable service here, if you’d prefer not to eat up precious in-house resource.

A specialist third-party will not only advise where upgrades and repairs are required, but also take a proactive approach to ongoing upkeep – acting as an extension of your team to ensure systems are running efficiently in the background and enabling you to focus on more revenue-generating, value-add tasks. If you choose the best fit for your organisation, this relationship will be completely headache-free, and significantly minimise the cost of IT downtime.

If you’re keen to continue the conversation, why not get in touch for a no-obligation discussion? We’d love to chat through your requirements.

Here at Central, people are at the heart of the ‘how’ and ‘why’ of everything we do.

We started out on our IT journey back in 1991, and our mission and ethos haven’t changed. We’re a family-run firm that pride ourselves on our integrity, honesty, and objectivity – and we make IT stress free by keeping it as simple as possible.

But it’s our people who make this all possible. Get to know them more in our staff spotlight.

Name: Thomas Lindley
Job title: Technical engineer
Department: Engineering

Sum up your role at Central in one sentence:

The Azure Guru.

What three words would your colleagues use to describe you?

Helpful, knowledgeable, and comical (I hope!).

And what do you enjoy most about your job?

No two days are ever the same. We have customers with all different kinds of technologies, so supporting them means I am exposed to new challenges and scenarios all the time.

Check your phone, what was the last emoji you sent?

Crying laughing face (😂) and the monkey see no evil (🙈).

Who was or is your biggest inspiration?

It has to be my mum – she always made sure that I had everything I needed growing up and did everything she could for me and my brother.

You’re hosting a three-course dinner party, what’s on the menu?

Garlic and chilli prawns to start, steak, veg, and chunky chips for main, and a warm brownie with ice cream for dessert.

Back to Central, what makes the company stand out?

We have a team of highly skilled staff, who really care about our customers – meaning we always go out of our way to provide the best, most headache-free service possible.

Tell us a fun fact about yourself we might not know:

I’m a certified personal trainer!

What would the title of your autobiography be?

Don’t look back, you’re not going that way.

Central’s mission is to ‘restore faith in IT’ – tell us more about what this means to you:

There are a lot of IT companies out there that promise the earth but can’t back it up – or throw massive costs at the customer once they’ve signed. Central works with clients to provide the service they want, need, expect, and deserve – and we’re completely transparent from the get-go.

If you’d like to receive more news and updates from the Central team, why not head over to our Twitter page or connect with us on LinkedIn?

Established following the merger of two housing associations — City South and Eastlands Homes — the newly-formed One Manchester found itself with a complex network of connectivity solutions, which were not only inefficient but unnecessarily expensive.  

It’s no secret that the tech sector is facing increasing pressure on the employment front – not least because of the national IT skills shortage.

But offering custom learning routes, apprenticeship programmes present a great opportunity to help bridge the gap - both bolstering recruitment and introducing fresh knowledge and perspectives too.

That’s why, here at Central HQ, we’ve had a scheme dedicated to nurturing tomorrow’s talent since 2009 – set up by our very own client director, Mike Dunleavy.

And because we’re so proud of our apprentices’ contributions to the team – plus their willingness to dig deep and develop their expertise – we’re keen to showcase and celebrate each and every one of them.

So, first up, it’s our technical architect, Jordan Gallier. Take it away, Jord….

Why did you choose a career in the IT and tech sector?

I have always had a strong interest in technology, from being about three years old on windows 95 and windows 98. As my mother used to say, I was a bit of a wiz – and she always used to leave me to it!

After finishing school, I was set on pursuing a job in IT – and had been keen on the idea of an apprenticeship from the offset. Previously working at another company that went into administration, Mike gladly took me under his wing.

From coming in with next to no knowledge of the day to day working of networks and systems, Central provided me with the resources I needed to grow in my career.

Why was an apprenticeship the right choice for you?

It skyrocketed my career – giving me the chance to learn and gain experience at the same time. Working at a managed service provider (MSP) specifically, I have also been able to quickly progress in my role, becoming a lead engineer at Central with over eight years’ experience under my belt.

And how did you first find out about Central’s apprenticeship programme?

Central’s details were provided to me by my previous employer – it just so happened that I lived quite locally, and I drove, so it was easy to get to the office. It was a no-brainer for both Central and myself.

The opportunities that Central quickly placed on the table filled me with great confidence on this being the best step of my career.

What made Central stand out from other employers?

Central as an MSP was local, had a very experienced and knowledgeable team, provided a good sense of security when it came to the path they were taking in the industry, and there were great benefits for career progression that got me to where I am today.

Sum up your role in three words:

Collaborative, team-oriented, technical lead – I suppose that’s four, but they’re the perfect summary of my position at Central!

Can you tell us what a typical working day looks like for you?

This can vary, as my responsibilities at Central are very vast – and I love that no two days are the same. As a technical architect, I get involved in pre-sales – which is essentially providing system specifications for our clients.

But my role also involves lots of hands on work too – from implementing security solutions and provisioning new servers for customers clusters, to travelling down to customers to help them out with their own projects.

Finish the sentence – the biggest misconception surrounding apprenticeships is…

That it’s just cheap labour for companies, which is definitely not true. Organisations like to work with next-generation talent to help progress their career – and bringing an apprentice on board is the start of an investment into staff.

Take myself as an example, I have worked hard for over eight years and have progressed to now play a key senior role in the business.

What’s the most valuable skill you’ve learnt so far?

Work hard – not just for the business, but for yourself – and you will be rewarded.

How do you see your career path developing?

Having worked myself up to being a technical engineer and, more recently, a trusted technical architect, my career at Central has already developed significantly.

Moving forward alongside the management team, the ultimate goal is to continue to compete in a highly saturated market and ensure we always stay at the top of our game with the services we provide.

Finally, do you have any advice for would-be apprentices?

Start your career at an MSP that allows you to be guided by highly experienced and knowledgeable colleagues, whilst giving the freedom to carve your own path. It’s an opportunity that I’m extremely grateful for, and wouldn’t change if I had the opportunity to go back.

Here at Central, people are at the heart of the ‘how’ and ‘why’ of everything we do.

We started out on our IT journey back in 1991, and our mission and ethos haven’t changed. We’re a family-run firm that pride ourselves on our integrity, honesty, and objectivity – and we make IT stress free by keeping it as simple as we can.

But it’s our people who make all of this possible. Get to know them a little better in our staff spotlight.

Name: Vicki Coleman
Job title: Operations Assistant
Department: Operations 

Sum up your role at Central in one sentence:

I transform orders from purchasing into full project plans and book in the engineers to carry out any works required. 

What three words would your colleagues use to describe you?

That’s a hard one as I am still relatively new, but I would hope helpful, funny, and probably old!

And what do you enjoy most about your job?

I am learning new things all the time, but I think the best thing is the people – I’ve been made to feel like part of the team since day one.

Check your phone, what was the last emoji you sent?

Dog Paws – 🐾. I have two Springers that I adore.

Who was, or is, your biggest inspiration?

My dad. He taught me you have to work hard for the things you want in life, which is a message I try to channel every day.

You’re hosting a three-course dinner party, what’s on the menu?

For starters, I’d have to say scallops, followed by a fillet steak – rare – with chunky chips, mushrooms, and tomatoes for main. And to top it off, I’d go for a classic vanilla cheesecake.

Back to Central, what makes the company stand out?

I would say it is definitely the people. They are a great team to work with and always go the extra mile for customers and colleagues alike, to ensure every experience is as headache-free as possible.

Tell us a fun fact about yourself we might not know:

I am a huge adrenaline junkie, and have completed over 30 bungee jumps in my time. I’m always looking for new challenges to get the excitement flowing. 

What would the title of your autobiography be?

Die with memories, not with dreams.

Central’s mission is to ‘restore faith in IT’ – tell us more about what this means to you:

I think some IT companies try to confuse customers with ‘tech talk’, but Central takes the time to explain the ins and outs of every offering – talking in layman’s terms to help bridge the gap, make IT stress-free and deliver the most appropriate solution.

If you’d like to receive more news and updates from the Central team, why not head over to our Twitter page or connect with us on LinkedIn?

It’s no secret that the tech sector is facing increasing pressure on the employment front – not least because of the national IT skills shortage.

But with custom learning routes available via apprenticeship programmes, organisations can not only help bridge the gap by enhancing recruitment options, but facilitate the ideation of fresh knowledge and perspectives too.

Here at Central HQ, we’ve had a scheme dedicated to nurturing tomorrow’s talent since 2009 – set up by our very own client director, Mike Dunleavy.

And because we’re so proud of all our apprentices’ willingness to dig deep and develop their expertise, and understand the impact they can have on a team first-hand, we’re keen to showcase and celebrate each and every one of them.

But, before we kickstart the series, what better way to set the scene, than with Mike himself.

Take it away, Mike…

Can you tell us about how the scheme came to fruition?

It was all about the organisation of the company at the time really.

Shortly after joining Central 14 years ago, I had moved into a management role, and had completed a lot of courses to better understand industry standards and how to manage service needs for clients. It was an excellent time for me personally, but I noticed that senior people were managing all areas of operation – including first and third line support.

In this sense, there was no defined structure within the support team – everyone simply ‘mucked in’ to get the job done. And while this worked at the time, I saw that this needed to change if we were going to progress and become more robust – which is especially important in such a competitive market.

Introducing the apprenticeship scheme helped us to create a more streamlined division and reinstate an element of structure, whilst also growing next-generation talent and giving back to the community through job creation.

What are some of the benefits an apprentice can bring to the team?

The IT and tech environment is particularly fast-paced, which is great for next-generation talent as they are usually very quick learners and keen to develop their skillset.

Because of this, we’re able to be very agile and, as we’ve already explored, bring some more structure to the team in terms of varied capabilities. This not only improves productivity and morale of the internal team, but creates an increased level of value for our customers too.

On a personal level, I also find it really fulfilling to be able to mentor other people and impart my knowledge and experience in a way that’s so appreciated. Not only that, but it’s great to see that our apprentices are unafraid to challenge us too if they see a more efficient solution. Just because something has always been done a certain way doesn’t mean that needs to be the case going forward.

Our younger members of the team are digitally-native, and have never known a world without the internet, so they offer a really productive exchange of ideas.

And how does the scheme benefit next-generation talent?

They have incredible exposure to not only different elements of the industry, but a team of industry specialists – each with a rich portfolio of experience. Innovation never stands still, which means they’re always able to pick up new ideas and learn about the market’s most disruptive solutions.

Once an apprentice has passed the scheme, not only do they have a job ready and waiting for them here at Central – which they can either choose to accept or take their learnings and explore other horizons – they also inherit a variety of accreditations that we’ve acquired as an organisation. These include City and Guilds and Microsoft certifications.

Most importantly, we care. We’re not just people-centric in terms of our customer approach, we’re really passionate about nurturing our team.

We want young people to have the opportunities to grow and develop their careers, and we know how difficult that can be in today’s volatile employment landscape. The reality is, they have lots to offer and they should be given the chance to hone their interests in a supportive workplace.

An added benefit of working at Central is also that we’re a family-run firm. This means that unlike in larger organisations, apprentices don’t get pigeonholed into one standard role – there’s the flexibility to shape it to their individual interests and specialisms.

What does onboarding a new apprentice look like?

Our service delivery manager, Nick Bowling, is responsible for interviewing and appointing each candidate, although the rest of the team does also have an input.

Generally, he majors on personality and cultural fit above all else – it’s about thinking whether you can see real drive and passion, and imagining that individual working alongside the other members of your workforce. Tech isn’t always essential either – in fact, we’ve recently been looking for candidates with retail experience if anything, as it demonstrates confidence in talking to people.

Once they’re on board, we operate using a buddying system to help with upskilling. As well as having support from the training provider, they’ll also have a designated customer service representative who they can seek advice from.

And what does an apprentice’s first few weeks at HQ look like?

Once all the admin is over the line, an apprentice will spend a large proportion of their time listening in to calls and shadowing senior members of the team – learning the ropes and seeing how to navigate a variety of customer conversations and queries successfully.

Once their confidence has built up, it’s good to let them get stuck in and have a go at taking first-line support calls themselves – with a buddy on hand to step in, should they need assistance.

Once the apprenticeship is completed, where’s next?

It’s entirely up to the individual whether they remain with us or look for opportunities elsewhere. Of course, we’d love for every one of them to stay, but we’re also happy to have played a key part in their development.

We’ve had over 20 apprentices over the years – two of which are now senior members of the team, two who are transitioning to become permanent employees after graduating, and one who is less than six months into the programme.

A lot of our engineers are generalists, but have one area of specialism. Jordan, for example, has a lot of accreditations in networking, whereas Kyle is an expert in Microsoft and has learnt quickly through more hands-on projects.

If you work hard, are motivated, and passionate, you can go far. People can hold themselves back, but the fact we have real-life examples of where it works well – that should be empowering for all next-generation employees.

It’s about putting the effort in to keep pushing boundaries and move your career to the next stage. Don’t be afraid to take a leap of faith.

When do applications open?

There’s no real pattern to the scheme, which is great from both a talent acquisition perspective and for those who are seeking an opportunity outside of traditional hiring schedules.

People can always get in touch to enquire, but generally we’ll start our outreach for the first-line element of support if we take on a new contract that requires extra ‘hands’.

Does this sound like something of interest? Whether you’re armed with further questions or want to apply to become an apprentice, please don’t hesitate to get in touch.

Or, if you want to have a nosey on our social media channels to get to know more about Central, head over to our LinkedIn and Twitter pages.

Central provides Rochdale Boroughwide Housing (RBA) - the UK’s first tenant and employee co-owned mutual housing society, with approximately 13,000 properties - with tighter security infrastructure and a robust recovery plan.

Company culture plays a critical role in the trajectory of a business – and that’s never been a truer sentiment than in today’s employee-driven market.

For organisations that choose to outsource their IT needs in any capacity – whether wholly or partially, as a means to preserve precious internal resources and protect costs – the need to align the values and beliefs of a wider collective can become a challenging task. But positive collaborations and homogenous lines of thought can make the all-important difference between the success and failure of a project.

Although the decision to outsource is primarily made on rational factors, such as having an already-stretched team in the gear up for growth, culture is an aspect that is increasingly making its way into the decision-making process. If tackled strategically, this could result in a team of empowered employees who communicate openly with customers and leadership teams, operate with confidence and autonomy, strive for continuous improvement, and drive the business forward.

So, how can organisations ensure internal and external IT technicians work harmoniously? The Central team is here to give you a whistle-stop rundown.

Remove any layers of insecurity.

One of the most common misconceptions of outsourced IT support is that external managed providers are here to take jobs from the in-house team – which couldn’t be further from the truth. And in maintaining this line of thought, firms risk restricting their capabilities and limiting serious growth potential, productivity, and cost efficiencies across the board.

While it’s only natural for employees to ponder their position in the event of a new appointment, the role of the manager is to remedy this situation by scoping out the perfect match, suitably dividing workload between internal and external supports, and consciously managing change.

Involve employees at all levels.

The optimal outsourcing arrangement involves the commitment of an entire team, not just a C-suite decision-maker who has little to no involvement in day-to-day operations at HQ. Only by being completely transparent, and seeking the opinions of the entire collective, can organisations mitigate the risks of resistance.

Giving employees time to understand a potential IT partner – including the role they will play at augmenting resources – and inviting the opportunity to have input on their suitability will not only have a significant impact on culture, but it will also strengthen the position of the manager.

Acknowledge culture at the vendor selection stage.

Although it’s never too late to cut ties with something that’s not the right fit during any part of the outsourcing process, the best use of time and money would be to focus on culture from the get-go.

By bringing operational teams together to compare values, expertise, and communication styles, you can immediately formulate a picture of how fruitful a relationship will be. That’s not to say everyone needs to be a carbon copy of one another, just that they should complement one another as much as possible.

As an extension of your in-house team, cultural fit is an integral component of IT outsourcing success because it acts as the driver of engagement, performance, and productivity.

Employees who identify more with their company experience greater job satisfaction, happiness, and performance, are more committed to their role, and are more likely to stay with their organisation. And in such a difficult time for recruitment, retaining top talent is essential.

With all that in mind, in our quest for achieving an open culture, at Central we value:

• Honesty and integrity
• Curiosity and passion
• A hard-working ethic
• Care and compassion
• Measurability

While this guidance is not exhaustive – not least because organisational culture is relative from one team to the next – these practices should contribute significantly to IT outsourcing success.

Whether you’re outsourcing a single project or ongoing technical need, be sure to consider the interests of your existing employees – as well as commercial objectives – before making any signed-and-sealed decisions.

If you wish to exchange your own experiences or discuss more about the link between company culture and IT outsourcing success, please get in touch with one of our specialists. And don’t forget, you can catch updates from the Central team over on LinkedIn and Twitter too.

Here at Central, people are at the heart of the ‘how’ and ‘why’ of everything we do.

We started out on our IT journey back in 1991, and our mission and ethos haven’t changed. We’re a family-run firm that pride ourselves on our integrity, honesty, and objectivity – and we make IT stress free by keeping it as simple as possible.

But it’s our people who make this all possible. Get to know them more in our staff spotlight.

Name: Mike Dunleavy
Job title: Client director

Sum up your role at Central in one sentence:

As client director, my role involves dealing with lots of people and building relationships – I work with customers and partners to understand their requirements and help devise the best solutions that will support their business on its technical journey, long-term.

What three words would your colleagues use to describe you?

I’ve been at Central for almost 15 years and my colleagues often call me the ‘fountain of knowledge’, or some use my other title – ‘the muscle man’.

And what do you enjoy most about your job?

I love working with the people – customers, partners, and staff alike.

I also set up Central’s apprenticeship 12 years ago, which is a real highlight. I nurtured many of the staff in the technical team when they came on as juniors, and many of them now have senior roles within the business – I feel like a proud dad.

As well as the people, technology is also a big factor. I enjoy working in a fast-paced, ever-changing environment – it keeps you on your toes, and it’s rewarding to be able to help our customers grow and streamline their business using technology.

Check your phone, what was the last emoji you sent?

The face with the peeking eye.

Who was or is your biggest inspiration?

My wife. She never gives up and makes me a better person – always inspiring me to think bigger.

You’re hosting a three-course dinner party, what’s on the menu?

To start it would be antipasti. For the main, it would be my seafood spaghetti – it’s a speciality in our house – with garlic bread. And for dessert, it would be something refreshing like lemon cheesecake.

Back to Central, what makes the company stand out?

The people. We pride ourselves on customer relationships – seeing our customers as partners. We work with them and get to understand the intricacies of their organisation and we always offer solutions which help and add value – never dictating solutions and using unnecessary jargon.

Tell us a fun fact about yourself we might not know:

I have never been an animal lover, and we recently got a dog. I say we, my wife brought it home without telling me. Now our little Cockapoo, Lily, is like one of the kids and gets all my attention.

What would the title of your autobiography be?

Make it happen.

Central’s mission is to ‘restore faith in IT’ – tell us more about what this means to you:

This goes back to my earlier point about supporting customers with the solutions their organisation would benefit from, both in the short and long term – it’s not about the sale, it’s about adding real value to their business.

Relating to this, we’re always forward-looking in our approach – showing how a solution will meet the requirements and objectives of the company, whether that’s saving costs, gaining efficiencies, or maximising return on investment.

If you’d like to receive more news and updates from the Central team, why not head over to our Twitter page or connect with us on LinkedIn?

Central provides The Sovini Group – a medium-sized registered social landlord with 13,000 homes – with evolved IT infrastructure and a new data centre home.