When ClearCloud was born, we noticed that there were limited options in the market available to businesses who didn’t have the in-house AWS, Azure or Google Cloud capabilities, often leaving you with two decision to make in order to complete projects.
Hearing horror stories of wasting time, money, or both from companies trying out both of these options, we decided that there needed to be another option, co-delivery.
Co-delivery is the mentality that when you start a project and asses that you are not able to do it by yourselves, you will be heavily dependant on external sources and focused solely on delivery. Nonetheless, as time goes on, co-delivery aims to enable businesses to become more independent, allowing them to focus on innovation and real transformation.
Upskilling is the notion that our team are continually working directly alongside your existing team. When you begin working with ClearCloud, a lot of interactions will be talking about migration. However once your cloud platform is delivered, our engineers are constantly working with you to look at ways to optimise and innovate on your environments.
This allows businesses to know that their developers and technical teams are constantly trying to drive more value from their cloud environments, guided by experts who have done it before.
This gives you access to thought leadership and a safety net not possible through the traditional methods of outsourcing or hiring.
Consultancy or, put simply, paying somebody else to fix problems for you can be a really quick fix for a lot of businesses who get caught out by cloud. For years it’s been the ‘accepted’ method of outsourcing, but it’s not without it’s problems.
Imagine you’re solely focused on delivering a cloud platform to replace your legacy infrastructure. If you outsource to a traditional consultancy you’ll be left with a cloud environment that you have paid top money for, yet you have not furthered your collective knowledge one bit. Your team don’t know how to support it, your developers don’t know how to develop on it. Your engineers don’t know how to optimise and innovate for it.
If something goes wrong, you’re left on the hook to pay even more towards day-rates to fix it. It’s the same story when you want to innovate. More day rates. More dependencies.
Hiring a team traditionally has been another option when exploring a cloud migration. Businesses look to the job market in an effort to find talent to deliver their cloud projects whilst working directly for them. The problem is that the IT skills gap is currently so large that the best engineers are currently in-work and unless have compelling reasons are not looking to make a change. This leaves you with a decision – can you create a compelling reason (increased pay, more suitable culture etc) to attract them, or do you settle for an average/junior/inexperienced cloud engineer?
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