STICKYTECH LIMITED
Architecture Governance & Independent Assurance Service
Stickytech provides independent architecture governance and assurance services to help organisations reduce delivery risk, improve compliance, and ensure complex programmes remain aligned to standards, security, and strategic intent.
We establish governance structures, operate design reviews, provide independent assurance, define standards and guardrails, and report risks and recommendations to senior stakeholders.
Features
- Executive-Grade Reporting & Confidence
- Actionable Recommendations (Not Just Findings)
- Delivery-Aligned Governance (Agile-Friendly)
- End-to-End Traceability
- Risk-Based Assurance (Not Tick-Box)
- Independent, Objective Assurance
- Clear Architecture Principles & Guardrails
- Formal Design Authority & Decision Governance
- Standards Compliance & Deviation Management
- Security, Data & Regulatory Alignment
Benefits
- Reduced programme and delivery risk
- Improved compliance with GDS and departmental standards
- Earlier identification of design and security defects
- Greater confidence for SROs, Executives & Boards and audit bodies
- Faster, More Predictable Delivery across suppliers
- Improved Regulatory & Audit Outcomes
- Consistent Architecture Across the Enterprise
- Better Use of Cloud & Technology Investment
- Clear Ownership & Decision Accountability
- Improved Security & Data Protection Posture
Pricing
- Education pricing available
Service documents
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Framework
G-Cloud 15
Service ID
2 4 8 5 9 8 9 1 5 7 4 8 1 0 0
Contact
STICKYTECH LIMITED
Christopher Andrew Roberts
Telephone: 07973472609
Email: caroberts@stickytech.co.uk
About your service
- Service categories
-
Cloud Support Services
Cloud Migration Planning
- Capability analysis
- Enterprise architecture
- Cloud gap assessment
- Architecture options analysis
- Delivery Road-mapping
- Other
Service scope
- Service constraints
- An Architecture Governance and Independent Assurance Service is advisory in nature and does not replace executive accountability or delivery ownership. Its effectiveness depends on the quality, completeness, and timeliness of information provided by delivery teams. While designed to be proportionate, governance introduces unavoidable overhead and must be balanced to avoid slowing delivery. Assurance is point-in-time and reflects known risks and assumptions at the time of review. Independence, while essential, may limit deep delivery context without strong collaboration. The service cannot compensate for poor delivery capability and operates within defined scope, prioritising high-risk and critical initiatives.
User support
- Email or online ticketing support
- Yes, at extra cost
- Support response times
- Ticketing support provides a controlled, auditable route for engaging the Architecture Governance and Independent Assurance Service. All requests for architectural review, assurance, advice, and standards clarification are logged and managed through an approved service management system. This ensures transparency, consistency, and traceability in line with public-sector governance and audit requirements. Tickets are prioritised based on service criticality, risk, and delivery impact, with clear ownership and documented outcomes. The ticketing process supports evidence-based assurance, enables reporting to governance and audit bodies, and provides management information to inform continuous improvement of architectural standards and controls.
- User can manage status and priority of support tickets
- Yes
- Online ticketing support accessibility
- EN 301 549
- Phone support
- Yes
- Phone support availability
- 9 to 5 (UK time), 7 days a week
- Web chat support
- Yes, at an extra cost
- Web chat support availability
- 9 to 5 (UK time), 7 days a week
- Web chat support accessibility standard
- EN 301 549
- Web chat accessibility testing
-
Testing a web chat solution against requires a combination of automated testing, manual review, and assistive-technology validation. Testing should cover the full user journey, including opening the chat, sending and receiving messages, notifications, and closing the session.
Automated accessibility tools should be used to identify baseline issues aligned to World Wide Web Consortium WCAG 2.2 AA, such as missing labels, colour contrast failures, focus order problems, and incorrect ARIA usage. These tools provide initial coverage but cannot detect all issues.
Manual testing must confirm full keyboard operability, ensuring the chat interface can be used without a mouse. Focus must move logically, remain visible, and not be trapped. Dynamic updates, such as new messages or agent status changes, should be announced correctly to screen readers using appropriate ARIA live regions.
Assistive-technology testing should be performed using screen readers (e.g. NVDA, JAWS, VoiceOver), screen magnification, and speech recognition to validate real-world usability. Time limits, session expiry warnings, and error messages must be accessible and adjustable where required, chat transcripts, file attachments, and supporting help content must be tested for accessibility. All findings should be documented as audit evidence, with remediation actions tracked to closure to demonstrate compliance with EN 301 549 - Support levels
-
Level 1 – Advisory & Triage Support
Provides a single point of contact for architectural enquiries, standards clarification, and initial triage of assurance requests. Supports early engagement and rapid responses to low-risk queries via a managed ticketing system during core business hours.
Level 2 – Design Review & Assurance Support
Provides structured architecture reviews and independent assurance for defined initiatives or changes. Assesses compliance with agreed principles, standards, security, data, and regulatory requirements. Findings and recommendations are documented with clear traceability.
Level 3 – Deep / High-Risk Assurance
Provides enhanced assurance for high-risk, business-critical, or regulatory-sensitive initiatives. May include multi-stage reviews, senior stakeholder engagement, and alignment with formal governance bodies.
Level 4 – Executive & Audit Support
Provides senior architectural input to executive forums and audit activities, including independent assurance statements, risk summaries, and support for regulatory scrutiny.
Service Characteristics
Risk-based prioritisation, defined response targets, audit-ready evidence, and alignment with Agile delivery models. - AI chatbot
- No
Resellers
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Conforms to BS7858:2019
- Government security clearance
- Developed Vetting (DV)
Pricing
- Discount for educational organisations
- Yes
Architecture roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Trainee business architect | £400.00 | £350.00 |
| Associate business architect | £500.00 | £400.00 |
| Business architect | £675.00 | £500.00 |
| Lead business architect | £750.00 | £650.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data architect | £750.00 | £600.00 |
| Senior data architect | £850.00 | £650.00 |
| Chief data architect | £950.00 | £800.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Enterprise architect | £950.00 | £650.00 |
| Senior enterprise architect | £1,000.00 | £800.00 |
| Lead enterprise architect | £1,000.00 | £800.00 |
| Principal enterprise architect | £1,050.00 | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate network architect | £600.00 | £450.00 |
| Network architect | £650.00 | £550.00 |
| Lead network architect | £750.00 | £650.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Security architect | £800.00 | £650.00 |
| Lead security architect | £850.00 | £650.00 |
| Principal security architect | £950.00 | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate solution architect | £650.00 | £550.00 |
| Solution architect | £750.00 | £550.00 |
| Senior solution architect | £800.00 | £650.00 |
| Lead solution architect | £850.00 | £700.00 |
| Principal solution architect | £900.00 | £700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate technical architect | £650.00 | £550.00 |
| Technical architect | £700.00 | £600.00 |
| Senior technical architect | £750.00 | £650.00 |
| Lead technical architect | £800.00 | £700.00 |
| Principal technical architect | £850.00 | £750.00 |
Chief digital and data roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Chief data officer | £1,100.00 | £950.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Chief information security officer | £1,100.00 | £1,000.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Chief technology officer | £1,100.00 | £900.00 |
Cyber security roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Lead cyber security audit and assurance | £750.00 | £600.00 |
| Principal cyber security audit and assurance | £800.00 | £700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate cyber security governance and risk manager | £750.00 | £600.00 |
| Lead cyber security governance and risk manager | £850.00 | £750.00 |
| Principal cyber security governance and risk manager | £950.00 | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate cyber security monitoring | £700.00 | £600.00 |
| Lead cyber security monitoring | £750.00 | £650.00 |
| Principal cyber security monitoring | £850.00 | £700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate cyber incident response | £700.00 | £600.00 |
| Lead cyber security incident response | £750.00 | £650.00 |
| Principal cyber security incident response | £750.00 | £650.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- No
- ISO 28000:2022 certification
- No
- ISO 9001 certification
- No
- Quality management systems (QMS)
- Yes
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- No
- Cyber Essentials Alternative
- In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
- Cyber essentials plus
- No
- Cyber Essentials Alternative
- In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
- Other security certifications
- No
Social value
- Section B - Commitment for Future: Delivery
-
-
Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority
- New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
- New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
- Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
- Plans to engage the contract workforce in deciding the most important workplace issues to address
- Ensuring new workers are informed of their right to join a trade union
- Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
- Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
- Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
- Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
- Activities to cascade good practice on fair working conditions throughout the supply chain
- Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
- Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
- Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
- Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
- Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
- Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
- Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
- Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
- Volunteering opportunities for staff
- Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
- Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
- Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
- How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
- How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
- How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
- Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract
-
Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.
- Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
- Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
- Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
- Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract
-
Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises
- Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
- Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
- Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
- Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
- Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
- Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
- Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
- Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
- Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
- Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
- Plans for positive actions with community groups.
- Measures for making facilities used in the delivery of the contract available for community groups, education or training
- Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
- Plans to respond flexibly and adapt approaches to community engagement and initiatives
- Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
- Collaborating with anchor institutions and community groups to make facilities available for education, training or community events
-
Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero
Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.
- Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
- Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
- Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
- Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
- Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it
-
Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 6: Employment and training: For those who face barriers to employment
- Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
- Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
- Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
- Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
- Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
- Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
- Introducing transparency to pay and reward processes
- Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
- Working conditions which promote an inclusive working environment and promote retention and progression
- Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
- Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
- Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition
-
Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.
- Understanding of the issues affecting the development of new skills by target cohort
- Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
- Other measures to offer development opportunities for the target cohort(s) in the contract workforce
- Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
- Understanding of issues relating to entering the contract workforce
- Creation of outreach activities to create a pipeline of employees for the future contract delivery
- Content of the outreach activity is designed to suit the target cohort
- Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
-
Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.
Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.
- Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
- Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
- Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
- Actions to invest in the physical and mental health and wellbeing of the contract workforce
-
Service documents
Request an accessible format
If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format,
email the supplier at caroberts@stickytech.co.uk.
Tell them what format you need. It will help if you say what assistive technology you use.