An engineer who is part of your team.
Some businesses want more than a helpdesk: a familiar face in the office on a rhythm, or a set number of engineer hours each week that work like an in-house IT person, without the hiring, leave cover and management that come with one. This page shows how those arrangements work: a scheduled onsite presence, or an insourced agreement such as ten hours a week, shaped around your business.
Five phases, one familiar face.
The mapThis is the arrangement we build for businesses that want IT working alongside their team rather than only at the end of a phone. It also works the other way: augmenting an internal IT person with specialist backup, a model we run for many organisations.
The conversation
No chargeWhy do you want someone in the building? The answer shapes everything: hands-on help for a non-technical team, a backlog of small jobs that never get done remotely, projects that need steady weekly hours, or an internal IT person who needs specialist depth behind them. We listen first, then suggest the shape.
- What keeps not getting done today, and who feels it
- Roughly how much presence feels right: a morning a fortnight or a couple of days a week
Shape the agreement
Hours and price fixed hereWe put the arrangement in writing: how many hours, on what rhythm, doing what. An insourced agreement of ten hours a week looks different from a monthly onsite day, and both are legitimate. The agreement fixes the price, names the engineer, and says plainly what sits inside the hours and what runs through the normal helpdesk.
- The hours and the rhythm, for example 10 hours every week, onsite or split
- Your named engineer, and who covers their leave
- What the hours are for: support, projects, maintenance, or a working mix
- A fixed price, and how unused or extra hours are handled
- A desk, building access, and a person who owns the priority list
- The call on what the hours should chase first
The first weeks
Learning your businessThe early visits are deliberately about learning: your people, your systems, your quirks, and the list of small irritations everyone has stopped reporting because "that is just how it is". Those irritations become the first work list, because clearing them is how trust gets built.
The rhythm
Same engineer, same dayThe visits settle into a rhythm your team can rely on: desk-side help, the physical jobs remote support cannot do, project hours that actually happen because they are scheduled, and a visible IT presence that changes how people ask for help. Between visits, the normal helpdesk carries urgent work; nobody waits for Tuesday because the printer died on Thursday.
- Desk-side support and the hands-on jobs: hardware, meeting rooms, the comms cabinet
- Steady progress on the project and improvement list you set
- Preventive maintenance that remote-only arrangements skip
Review & flex
QuarterlyThe arrangement is reviewed on the same quarterly rhythm as everything else we run: are the hours right, is the work list the right work, has the business changed shape? Hours flex up for a big quarter and back down after; the agreement should follow the need, not fossilise it.
- Quarterly review of hours, work list and value
- Specialist cyber and cloud depth pulled in through your engineer when jobs need it
- Hours adjusted by agreement, in writing, both directions
What you can hold us to.
Both ways- The same named engineer, with planned cover for their leave
- A fixed price and a written scope for the hours
- The whole Belton specialist bench behind one person
- An honest quarterly review, including "you need fewer hours"
- One person who owns the priority list
- A desk and access, so onsite time is working time
- Urgent issues to the helpdesk, not saved for the visit
Want a familiar face
in the building?
Tell us what keeps not getting done, and we will shape the hours around it. From a monthly onsite day to an insourced week-by-week arrangement.
