The sectors we work in

A core banking rollout cannot be allowed to fail, and a branch cannot be offline at opening.

Banking is where integration earns its keep or loses it. Core systems, branch networks, ATM estates, clearing links and the regulator's reporting all have to agree, and they were usually bought from different vendors at different times. We have delivered into commercial banks, central banks, development banks, insurers and reinsurers across Kenya, Uganda and Tanzania — the kind of estate where a failed cutover is measured in customers at the counter, not in tickets. The discipline that survives that is unglamorous: a design that names every interface, a rehearsal that runs the failover before the go-live, and a handover where the client's own engineers can run what we built.

A plant that loses its network loses its output, and a depot that loses its link loses its stock position.

Manufacturing sites are harsh places for IT. Dust, heat, vibration, shift work and a production line that cannot stop for a switch upgrade. We have worked across food and beverage, cement, brewing, petroleum distribution and consumer goods — in plant networks, warehouse and depot connectivity, and the systems that reconcile what was made against what was shipped. The work is usually less about the technology than about sequencing: which segment can be taken down, for how long, and who signs off that it is safe.

A national register or an election result has to hold, under scrutiny, on the day.

Government work carries a different burden: the system is not judged on uptime alone but on whether its output survives being challenged. We have delivered into ministries, revenue authorities, regulators, social security funds, utilities and county governments in Kenya, Uganda and Malawi — including electoral infrastructure, where the requirement is that the result be defensible rather than merely available. Public procurement also demands a paper trail that a private client never asks for, and we build to that standard from the start rather than reconstructing it at audit.

The carrier's own network is the product, so the integrator's work becomes customer-visible.

Working for operators and service providers means working to their change windows and their fault-escalation discipline, because their outage is somebody else's headline. We have delivered into mobile operators, fixed-line incumbents, data carriers and internet service providers across the region, as well as into the regulator that oversees them. The work ranges from transmission and core network elements to the operational support systems that tell an engineer which link is degraded before a customer calls.

Field offices in low-connectivity places still have to report to a donor on a deadline.

Development and humanitarian organisations run estates that are wide, thin and often remote: a country office, a handful of field sites, and a reporting obligation that does not move because the link was down. We have worked with UN agencies, bilateral missions, health programmes and election-support organisations across East Africa. The design problem is usually resilience at the edge — what a site keeps working on when it is disconnected, and how it reconciles when it comes back.

Confidentiality is the product, so the network and the document store are the practice.

Law firms, audit practices, architects and research institutes sell judgement, and their systems hold the material that judgement is based on. We have delivered into legal practices, the large audit firms, architectural practices and international research organisations. The requirements are consistent: access control that maps to how the firm actually works, document management that survives staff turnover, and an audit trail that can be produced on demand.

A campus network is a public network with a captive population and no tolerance for downtime.

Universities and colleges concentrate thousands of users, a research network, an administrative system and a library onto infrastructure that is often older than the students. We have delivered into public and private universities, a national research and education network, and the financing and regulatory bodies around them. Campus work is rarely one project: it is a phased replacement that has to keep teaching running through every phase.

A broadcast goes out once, and the file has to be there when it does.

Broadcast and publishing are unforgiving in a specific way: the deadline is absolute and the asset is large. We have worked with newspaper groups, broadcasters, a public broadcaster and international news organisations across the region. Storage, contribution links, newsroom systems and the archive all have to be sized for the worst day rather than the average one, and the failover has to be rehearsed by the people who will operate it.

Where the guest, the passenger or the shipment is the customer, the back office is the service.

Not every estate fits a neat sector. Hotels, airlines, logistics operators, retailers and publishers have all run our systems, and the common thread is that the technology sits behind a service promise made to somebody else. A reservation system, a cargo tracking platform and a supermarket's stock system fail in different ways, but they fail in front of a customer, which is the requirement we design to.