The numbers made the problem concrete. The organization averaged 3,800 IT incidents per month. During seasonal peaks, that figure climbed to 6,800. Analysis of the incident backlog revealed that more than 25% of all support tickets traced back to basic authorization and password issues, problems that a well-integrated support model should have been resolving quickly and consistently.
The deeper issue was structural. Siloed IT functions, limited proactive monitoring, and disjointed vendor ownership meant that the organization was spending significant time and money managing breakdowns rather than preventing them. Leadership recognized that the path forward was not another round of vendor negotiations but a fundamental shift to a single-vendor managed service model that could unify delivery, enforce consistent governance, and get ahead of incidents before they compounded.
Solution
Brillio was selected to lead the consolidation, bringing Infrastructure, Cloud, Security, SAP, and Network under a unified SLA and a single accountability structure.
The architectural centerpiece was an L1.5 integrated support layer, a structured intermediary tier that connected IT functions through knowledge engineering. Rather than routing every incident upward through a traditional escalation chain, the L1.5 layer enabled faster first-level resolution by equipping frontline support with the context, runbooks, and decision logic needed to resolve issues without unnecessary hand-offs. This addressed one of the most visible symptoms of the old model: the delay between a ticket being raised and someone with the right knowledge actually acting on it.
We deployed AIOps-driven monitoring and predictive analytics across the environment to shift the IT posture from reactive to proactive. Instead of waiting for incidents to surface, the system detected patterns and anomalies early, allowing the team to intervene before users were affected.
Intelligent automation was layered across operations through self-service kits, runbook automation, and ChatOps capabilities. Users gained the ability to resolve common issues, including the authorization and password problems that had accounted for more than a quarter of all tickets, without raising a support request at all.
Centralized dashboards gave the organization unified visibility across every layer of its IT estate. Workshops, assessments, and co-innovation sessions guided the transition, ensuring the move to the new operating model was structured, measurable, and aligned to the organization’s broader commitment to operational innovation.
