We build it, run it, and hand it back working.
IT Technology builds business software and the systems around it — custom platforms, .NET and cloud applications, AI agents, integrations and the automation between them. The work is unglamorous by design: we measure the process before we replace it, and we run what we build until your own team can.
- Founded
- 2016
- Studios
- Indore, India
- Roster
- 8 listed
- Practice
- Complete IT, software and AI solutions
One claims inbox, and a spreadsheet with 41 tabs
IT Technology began with a single contract: a claims intake system for a regional insurer whose existing process ran on a shared mailbox and a spreadsheet nobody fully understood. It shipped in eleven weeks and is still in production. What made it stick was not the software — it was that the client asked, three months later, how much better it actually was, and we could not answer.
We started measuring the manual process before replacing it on the next engagement, and we have not stopped since. It turns out to change what gets built. Roughly a third of the time the measurement finds that the expensive thing being proposed addresses a small share of the actual cost, and something far cheaper addresses the rest.
The shape of the work has not changed much. We are brought in when a business has outgrown its tools: three systems being reconciled by hand, an application on a runtime nobody supports, a process that only one person knows. We map it, we build the replacement incrementally, and we run both until the numbers agree.
What has changed is that clients ask us to stay. About a third of revenue now comes from support contracts on systems we run, under written response times and a shared rota. That is a deliberate constraint rather than a revenue line: a supplier who carries the pager writes different software.
How we decide
Six positions we hold consistently enough that clients can predict us. Each of them costs us something, which is how you can tell they are real.
- VAL-01
Measure before you replace
The baseline goes in the discovery report: hours, volume, error rate, as they are today. It is what makes the improvement a number rather than a story, and it is the reason we have twice recommended a scheduling change instead of a four-month build.
- VAL-02
Say the number early
The estimate goes in the discovery report too, before the contract is signed and while it can still change the client’s mind. We have talked four prospective clients out of projects in the last two years. Two came back with smaller ones.
- VAL-03
Reversible by default
Every change we ship has a way back that has been executed, not merely written down. If the rollback has never been run, there is no rollback — there is a paragraph.
- VAL-04
Prefer the boring option
Proven technology, familiar patterns, and the smallest amount of novelty the problem actually requires. A system is going to be maintained by people we have never met, for longer than we will be near it.
- VAL-05
Report our own faults first
When we break something or miss a date, the client hears it from us before they hear it from a user, an auditor or a dashboard. The monthly support report names the response times we missed as well as the ones we met.
- VAL-06
Hand the pager back
Success is the client’s own team running the system without us. Every engagement ends with a rehearsed handover, and we measure how many escalations it produces in the following quarter. The target is zero, and we usually get close.
Trajectory
Select a year to read what happened. The rail scrolls; arrow keys move between entries.
2016
Two people and one policy system
IT Technology starts with a single contract: a claims intake system for a regional insurer whose existing process ran on a shared mailbox and a spreadsheet with 41 tabs. It shipped in eleven weeks and is still in production. The habit of measuring the manual process before replacing it started there, because the client asked what the improvement actually was and we did not have a number.
The people you would actually work with
We do not staff engagements from a bench. Whoever writes your discovery report is in the delivery meetings six months later, and everybody on this page bills.
Aditya Rao
Founder & Managing Director
Started IT Technology in 2016 after nine years building policy administration systems inside an insurer, four of them spent on a replacement programme that was cancelled in its second year. He still writes the discovery report himself on anything over six months, and he is blunt about what a rewrite costs because he has watched one fail from the inside.
Farida Khan
Principal Architect
Designs the systems and, more usefully, the sequence that gets a client to them while the current platform stays up. She led the Portside Insurance modernisation across eighteen months without a feature freeze. Farida argues for the boring option roughly nine times in ten and is usually right; the tenth time is why she is worth arguing with.
Daniel Okonkwo
Head of .NET Practice
Twelve years in C# and counting, six of them on estates somebody else had abandoned. He has taken four applications from .NET Framework onto a supported runtime without a rewrite, including the Portside quoting engine, and he keeps a written record of every migration blocker he has hit so the next one costs less.
Mei-Lin Chua
Head of AI Engineering
Builds the assistants and voice agents, and — the part that matters — the evaluation sets that decide whether they are working. She built the Northwind Diagnostics receptionist and insisted on four weeks of baseline measurement before a single call was answered by it, which is why the deflection figure can be defended.
Rohan Bhatt
Head of Cloud & Platform
Runs the Azure practice and the delivery pipelines underneath it. He took Meridian Freight from a monthly release weekend to eleven deployments a week with the change failure rate going down rather than up. He will not sell you Kubernetes, and he will explain at length why not.
Sofia Almeida
Head of Product Design
Designs software people operate for seven hours a day, which is a different discipline from designing a landing page. She timed the Beacon Education admissions review at nine minutes before the redesign and three after, and most of the difference came from what she removed rather than what she added.
Ibrahim Osei
Head of Security & Compliance
Assesses, remediates, and then changes the pattern that produced the finding — the third step is the one most reports skip. He took Portside from thirty-one findings to four across two cycles, and the four that remain are accepted risks with owners and dates rather than open items.
Hana Sørensen
Delivery Director
Owns the dates, the increments and the awkward conversation that has to happen in week six rather than week twenty. She keeps the support contracts honest too: the monthly report that goes to clients names the response times we missed as well as the ones we met.
Inside the studio
Six things that are true about working here, drawn rather than photographed — the same way we document everything else.
FIG-01 Thursday teardown
Ninety minutes a week where one engineer walks the rest of us through a system they did not build. Attendance is optional and nobody skips it.
FIG-02 One bench, one rota
A single on-call schedule that everybody is on, including the people who designed the system. Nobody carries the pager two weeks running.
FIG-03 Written before spoken
Decisions arrive as a one-page record before the meeting, not as slides during it. Half of them stop needing the meeting.
FIG-04 Four days on client work, one on tools
Fridays are for the internal estate: the evaluation harness, the reconciliation rig, the pipeline templates that make the other four days possible.
FIG-05 Nobody is on the bench
We size the firm to the work we have, not to the work we hope for. It is why we turn engagements down, and why we have never run a layoff.
FIG-06 The post-mortem is published
Every incident on a system we support gets a blameless write-up, and the client gets the same document we do — including the parts that are about us.
Measured, not asserted
Four figures we publish because clients ask for them in procurement, and because a number you refuse to state is an answer of its own.
- Uptime across the platforms we support
- 99.95%
- Applications delivered since 2016
- 128
- Systems under an active support contract
- 34
- Median severity-one response, business hours
- 24 min
Bring us the thing your people are doing by hand.
Discovery is a fixed-price engagement with a written report at the end of it — including the estimate, the measured baseline, and the parts of your plan we think you should not build.