IT outsourcing
Managed service desk and infrastructure operations for an Abu Dhabi energy company
An energy sector company headquartered in Abu Dhabi with corporate offices, distributed operational sites and a mixed on-premise and cloud estate.
- Industry
- Energy and Utilities
- Pillar
- IT outsourcing
- Client geography
- United Arab Emirates
- Delivery location
- Abu Dhabi with follow the sun support
- Languages
- Arabic C1, English C1
- Engagement model
- Managed service
- Timeline
- Twenty weeks including transition and knowledge transfer
The challenge
IT support was fragmented across three vendors and an internal team, with no single view of incidents and no accountability when something crossed a boundary. Users at operational sites frequently could not get support in Arabic. Mean time to resolve had drifted upward for two years, and the internal IT leadership was spending its time coordinating vendors rather than improving the estate.
What Corpshore did
We consolidated first and second line support into a single managed service desk delivered from Abu Dhabi, operating bilingually in Arabic and English, with follow the sun third line support drawn from Corpshore's wider infrastructure practice for out of hours coverage.
Transition ran over twenty weeks with structured knowledge capture from the outgoing vendors and from the internal team, because the largest risk in a service desk transition is undocumented knowledge walking out of the door. We built a service catalogue and a knowledge base from that capture, both in Arabic and English.
Once stable, the team moved from reactive support to problem management, analysing recurring incidents and eliminating causes. Roughly a third of ticket volume in the first quarter traced to a small number of fixable root causes in identity management and endpoint configuration.
Delivery model
Managed service with agreed service levels by priority, Abu Dhabi onsite for first and second line, distributed third line for 24 hour cover.
Results
- Mean time to resolve improved 42 percent across the first two quarters.
- First contact resolution rose to 68 percent.
- Ticket volume reduced by an estimated 22 percent as problem management eliminated recurring causes rather than resolving them repeatedly.
- Arabic language support became available at every site for the first time, and satisfaction at operational sites rose sharply as a result.
- Internal IT leadership time was released from vendor coordination to estate planning.
Why it worked
Multi-vendor support models fail at the seams. Consolidation fixed accountability, and problem management then fixed the underlying estate, which no vendor incentivised on ticket volume had ever had reason to do.
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This is a representative engagement. The client is anonymised, and the figures are drawn from engagement reporting. We do not name a client without written consent, and we do not publish a number we cannot evidence.