Supercharge London Ltd.

Data Platform and Analytics Implementation Services

Our service helps organisations move from fragmented data estates to modern, governed platforms that support reliable reporting, advanced analytics and AI readiness. We design, build and operate secure, cloud-based data foundations that improve data quality, insight and evidence-based decision-making, while meeting public sector security, compliance and data sovereignty requirements

Features

• Data strategy, data auditing and maturity assessment
• Cloud data platform architecture design
• Secure Databricks platform implementation
• Logical and physical data modelling for analytics and AI workloads
• Secure data ingestion pipeline design and implementation
• ETL/ELT workflow implementation for analytics and reporting
• Establishing data quality frameworks with monitoring
• Master data management for enabling governance
• Data governance frameworks embedded in delivery
• Business intelligence and advanced analytics enablement

Benefits

• Enables faster, more reliable insights with reduced delivery risks
• Improves efficiency and productivity, streamlining manual tasks
• Allows for increased trust in data and analytical outputs
• Enhances decision-making and delivery outcomes
• Facilitates secure cross-agency data sharing
• Removes barriers to advance analytics and AI readiness
• Assures of governance, security and compliance in regulated environments
• Cuts cloud costs through consistent architectures and automations
• Strengthens transparency with dashboards on outcomes, spend and performance
• Reusable patterns accelerate delivery, reducing procurement and change overheads

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

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 uksales@supercharge.io. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

635412425424508

Contact

Laura Rodriguez
+44 7425248371
uksales@supercharge.io

About the service

• Service categories:

  Cloud Support Services

  Set Up and Migration

  • Data auditing and organising
  • Data/information structure design
  • Engagement and communication planning
  • Project management and governance
  • Service optimisation/right sizing
  • Other

Service scope

• Service constraints: For the delivery to proceed effectively, we require collaboration and access to:; • Business and technical stakeholders for decisions, prioritisation and approvals; • Subject Matter Experts (SMEs), data owners, and data stewards for discovery, requirements clarification and regular validation; • Existing documentation and assets such as current data models, integration specs, security policies, data sharing agreements and operational runbooks; • Relevant environments and tools (for example, cloud accounts, source systems, repositories, CI/CD, monitoring), with appropriate permissions; • A named product owner or contact for day-to-day alignment and unblocking issues

User support

• Email or online ticketing support: Yes
• Support response times: We operate a priority-based (P1-P4) multi-level support model with defined response and resolution times; ; L1 (Technical Support): 24/7/365 availability, immediate response and resolution or transfer; ; L2 (Advanced Infrastructure Support): 24/7/365 ; P1 Response: 1 hour, resolution: 8 hours; P2 Response: 4 hours, resolution: 24 hours; P3 Response: 24 hours, resolution: 5 days; P4 Response: 2 days, resolution: next scheduled release; ; L3 (Application Support): 9am-5pm CET, Monday to Friday, Hungarian Business Days; P1 Response: 4 hours, resolution: 2 days; P2 Response: 1 day, resolution: 3 days; P3 Response: 2 days, resolution: 5 days; P4 Response: 5 days, resolution: next scheduled release
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: Yes
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: Web chat testing is carried out by Zendesk on our behalf. Zendesk conducts web chat accessibility testing for clients by: ; ; ● Formally consulting with agents, admins and end users who rely on assistive technology to collect feedback ; ● Accepting customer/end-user feedback through a variety of channels; ● Using all feedback to inform improvements; ● Retesting products following remediation and new feature updates ; ● Engaging third-party auditors to conduct regular compliance audits of their products
• Support levels: The support levels we provide are as follows: ; ; ● L1: Technical Support / Helpdesk Team - Technical support specialists are available 24/7 365 days a year, in 8 hour shifts, via dedicated phone number and Zendesk ticketing system.; ● L2: Advanced Infrastructure Support/Reliability Engineers- DevOps organisation available 24/7 365 days a year following on-call rotation via dedicated phone number and Zendesk or Jira ticketing system.; ● L3: Application Support/Engineers - L3 Application Engineering team following CET business hours, available via Jira ticketing system.; ; With quoting influenced by factors such as availability windows and customer/engagement requirements, we operate a bespoke pricing model, subject to agreement with the customer. Upholding transparency, we share the details which inform our pricing, such as day rates and anticipated resources allocated, with clients.; ; Technical account manager and cloud support engineers; ; We provide L1, L2 and L3 cloud support Engineers, as outlined above. For successful collaboration and coordinated oversight, we provide clients with a dedicated Service Operations Manager. As the main point of contact, they monitor and report progress to clients, typically at weekly ticketing review calls, monthly service review calls and quarterly service reviews, attended by all key stakeholders.
• AI chatbot: No

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Pricing

• Discount for educational organisations: No

Architecture roles

Data architect

Role level	UK Rate	Offshore Rate
Data architect		£610.00
Senior data architect		£700.00
Chief data architect		£1,000.00

Security architect

Role level	UK Rate	Offshore Rate
Lead security architect		£950.00
Principal security architect		£1,000.00

Solution architect

Role level	UK Rate	Offshore Rate
Senior solution architect		£950.00
Principal solution architect		£1,000.00

Technical architect

Role level	UK Rate	Offshore Rate
Senior technical architect		£950.00
Principal technical architect		£1,000.00

Chief digital and data roles

Chief data officer

Role level	UK Rate	Offshore Rate
Chief data officer		£1,000.00

Chief information security officer

Role level	UK Rate	Offshore Rate
Chief information security officer		£1,000.00

Chief technology officer

Role level	UK Rate	Offshore Rate
Chief technology officer		£1,000.00

Data roles

Analytics engineer

Role level	UK Rate	Offshore Rate
Analytics engineer		£570.00
Senior analytics engineer		£650.00

Data analyst

Role level	UK Rate	Offshore Rate
Data analyst		£570.00
Senior data analyst		£650.00

Data engineer

Role level	UK Rate	Offshore Rate
Senior data engineer		£670.00
Lead data engineer		£750.00
Head of data engineering		£900.00

Data scientist

Role level	UK Rate	Offshore Rate
Data scientist		£610.00
Principal data scientist		£690.00

Machine learning engineer

Role level	UK Rate	Offshore Rate
Senior machine learning engineer		£810.00
Lead machine learning engineer		£900.00

Performance analyst

Role level	UK Rate	Offshore Rate
Performance analyst		£570.00
Senior performance analyst		£650.00

IT operations roles

Business relationship manager

Role level	UK Rate	Offshore Rate
Business relationship manager	£50.00
Senior business relationship manager	£50.00
Lead business relationship manager	£50.00

Command and control centre manager

Role level	UK Rate	Offshore Rate
Operational control manager		£680.00

IT service manager

Role level	UK Rate	Offshore Rate
Senior IT service manager		£680.00

Incident manager

Role level	UK Rate	Offshore Rate
Incident manager		£680.00
Major incident manager		£680.00

Infrastructure engineer

Role level	UK Rate	Offshore Rate
Senior infrastructure engineer		£720.00
Lead infrastructure engineer		£800.00

Infrastructure operations engineer

Role level	UK Rate	Offshore Rate
Senior infrastructure operations engineer		£720.00
Lead infrastructure operations engineer		£800.00

Service desk manager

Role level	UK Rate	Offshore Rate
Service desk manager		£680.00

Product and delivery roles

Business analyst

Role level	UK Rate	Offshore Rate
Business analyst		£590.00
Senior business analyst		£650.00

Delivery manager

Role level	UK Rate	Offshore Rate
Delivery manager		£670.00
Senior delivery manager		£750.00

Product manager

Role level	UK Rate	Offshore Rate
Product manager	£720.00
Senior product manager	£790.00

Quality assurance testing (QAT) roles

Quality assurance testing (QAT) analyst

Role level	UK Rate	Offshore Rate
Senior QAT analyst		£550.00
Lead QAT analyst		£640.00

Test engineer

Role level	UK Rate	Offshore Rate
Senior test engineer		£550.00
Lead test engineer		£640.00

Test manager

Role level	UK Rate	Offshore Rate
Test manager		£550.00

Software development roles

Development operations (DevOps) engineer

Role level	UK Rate	Offshore Rate
Senior DevOps engineer		£720.00
Lead DevOps engineer		£800.00

Frontend developer

Role level	UK Rate	Offshore Rate
Frontend developer		£650.00
Senior frontend developer		£700.00
Lead frontend developer		£750.00

Software developer

Role level	UK Rate	Offshore Rate
Developer		£650.00
Senior developer		£700.00
Lead developer		£750.00

User-centred design roles

Accessibility specialist

Role level	UK Rate	Offshore Rate
Senior accessibility specialist	£720.00

Content designer

Role level	UK Rate	Offshore Rate
Senior content designer	£720.00
Lead content designer	£800.00

Content strategist

Role level	UK Rate	Offshore Rate
Content strategist	£720.00

Graphic designer

Role level	UK Rate	Offshore Rate
Senior graphic designer		£550.00
Lead graphic designer		£660.00

Interaction designer

Role level	UK Rate	Offshore Rate
Senior interaction designer	£720.00
Lead interaction designer	£800.00

Service designer

Role level	UK Rate	Offshore Rate
Senior service designer	£720.00
Head of service design		£900.00

Technical writer

Role level	UK Rate	Offshore Rate
Technical writer		£590.00

User researcher

Role level	UK Rate	Offshore Rate
Senior user researcher	£720.00
Head of user research		£900.00

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: TAM CERT
• ISO/IEC 27001 accreditation date: Monday 13 October 2025
• What the ISO/IEC 27001 doesn’t cover: Our certification does not specify what is not covered, however it specifies that it covers digital strategy & product design, customer software development, data & AI, and support services.
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Cyber Essentials Certificate Number: Cd4edbd6-c3c9-4c36-a30a-72eb6ea3c447
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: 9d2de5f1-ac50-4800-b269-8e34670ac0ff
• Other security certifications: No

Social value

• 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
  • 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 to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
  • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  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

  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
  • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
  • 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
  • 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
• 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
  • 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
  • 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)
  • 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
  • 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
  • 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
  • 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

  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
• 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

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

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 uksales@supercharge.io. Tell them what format you need. It will help if you say what assistive technology you use.